HomeMy WebLinkAbout2021/08/02 - Briefing Packet To be in compliance with Proclamation by the Governor 20-25.14 and Order of the Secretary of Health
20-03.3, in-person attendance is restricted.
Our Commission meetings are live streamed at http://masonwebtv.com/and we will accept public
comment via email dlz .co.mason.wa.us; or mail to Commissioners Office, 411 North 5`h Street,
Shelton, WA 98584; or call 360-427-9670 ext. 419. If you need to listen to the Commission meeting
via your telephone, please provide your telephone number to the Commissioners' office no later than 4
p.m. the Friday before the meeting.
BOARD OF MASON COUNTY COMMISSIONERS
DRAFT BRIEFING MEETING AGENDA
411 North Fifth Street, Shelton WA 98584
Week of August 2, 2021
Monday
Noon WA State Association of Counties Zoom Meeting*
Virtual Assembly
Wednesday
8:00 A.M. Area Command Meeting*
Public Works Meeting Room A
100 Public Works Way
*This is being noticed as a Special Commission Meeting because a quorum of the Mason County
Commission may attend this event and notification is provided per Mason County Code Chapter
2.88.020 - Special Meetings
Monday, August 2, 2021
Commission Chambers
Times are subject to change, depending on the amount of business presented
9:00 A.M. Closed Session — RCW 42.30.140 (4) Labor Discussion
9:15 A.M. Executive Session — RCW 42.30.110 (1)(c) Real Estate
9:30 A.M. Support Services — Frank Pinter
10:00 A.M. Community Services — Dave Windom
10:30 A.M. BREAK
10:35 A.M. Public Works — Loretta Swanson
Utilities & Waste Management
11:00 A.M. Sheriff's Office — Undersheriff Adams, Chief Hanson, Chief
Spurling
Commissioner Discussion — as needed
2:00 P.M. Elected Official/Director Meeting
Briefing Agendas are subject to change,please contact the Commissioners'office for the most recent version.
Last printed 07/29/21 at 4:10 PM
If special accommodations are needed,contact the Commissioners'office at ext.419,Shelton#360-427-9670;Belfair
#275-4467,Elma#482-5269.
Mason County Support Services Department Budget Management
C�U4+�,A'.. th Commissioner Administration
411 North 5 Street
WA 98584 Emergency Management
Shelton
Facilities, Parks&Trails
360.427.9670 ext. 419 Human Resources
Information Services
Labor Relations
txu
Risk Management
MASON COUNTY COMMISSIONER BRIEFING ITEMS FROM SUPPORT SERVICES
August 2, 2021
• Specific Items for Review
o Vacancy on the Board of Equalization — Dawn
o MCRA Park host - Ross
o Computer server outage on July 26— Ross/TJ Cannon
o Projects for ARPA Funds— Frank
o Chart of Accounts Rewrite and Munis Expansion -Jenn
o Request from Shelton Rotary to use County parking lot (Bld 1 or Bld 10) for community garage sale
— Frank
o LTAC recommendation to call for request for proposals (RFP's) for 2022 tourism services and
professional services for the next steps of the Welcome Center- Diane
o Request for temporary position in IT for succession planning— Ross
• Commissioner Discussion
J:\DLZ\Briefing Items\202 I\2021-08-02.docx
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Ross McDowell
DEPARTMENT: Parks and Trails Department EXT: 806
BRIEFING DATE: August 2, 2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
X Legal ❑ Other— please explain
ITEM:
Addition of Reid Yamasato with Shelly Warren as the MCRA Park Hosts.
EXECUTIVE SUMMARY: (If applicable, please include available options and
potential solutions)
Mason County Parks &Trails Department has Shelly Warren as the park host for MCRA
Park. Her significant other has joined her at the residence and needs to be added to
the MCRA Park Host contract. In the past, Reid Yamasato has been a park host and
seasonal worker for Mason County Parks and has done a fantastic job.
The revised Park Host contract for Reid Yamasato started July 19, 2021 and expires
the same date as Shelly Warren's contract, December 31, 2022.
BUDGET IMPACT:
None
PUBLIC OUTREACH:(include any legal requirements, direct notice, website,
community meetings, etc.)
Contract reviewed by Mason County Asst PA Tim Whitehead
RECOMMENDED OR REQUESTED ACTION:
I recommend that the BOCC approval the addition of Reid Yamasato to the MCRA Park
Host contract. Add contract to August 3, 2021 BOCC Meeting.
ATTACHMENTS:
Template of MCRA County Park Host contract.
Briefing Summary 7/27/2021
Park Host Contract Page 1 of 3
Contract# 20-118 Revised
MASON COUNTY PARKS AND TRAILS On-site Park Host
CONTRACTUAL AGREEMENT (Revised — Additional Park Host)
AGREEMENT made between Reid Yamasato , of Mason County, hereinafter referred to as On-site
Park Host and MASON COUNTY PARKS AND TRAILS DEPARTMENT, State of Washington, County of Mason, State of
Washington, hereinafter referred to as Contractor.
RECITALS: Park Host is willing to be contracted by Contractor, and Contractor is willing to contract the Park
Host, on the terms, covenants, and conditions set forth hereinafter including such terms, covenants and
conditions as may be set forth hereinafter.
SECTION ONE — DUTIES. Contractor hereby engages Park Host as the Park Host of MASON COUNTY PARKS
AND TRAILS DEPARTMENT, Mason County Recreation Area (MCRA),, Shelton, Washington.
The duties of MASON COUNTY PARKS AND TRAILS Park Host specifically require:
♦ Being at the Mason County Park site during the hours of darkness and during the day on Friday, Saturday,
Sunday and Holidays. Time off during the week is allowable, please notify the contractor.
♦ Park Host will open and close the park daily in accordance with park hours as deemed so by Contractor. The
evening security round shall consist of ensuring the doors of all buildings or restrooms are locked, gates are
shut and locked, and all guests are off the grounds.
♦ Conduct a daily park inspection, advising Mason County Parks and Trails Department of any hazardous or
unsafe condition that may exist; any broken fixtures, lighting or plumbing and any vandalism to the park
facilities.
♦ Perform light maintenance of park grounds as directed, i.e. stock and clean restrooms, litter pick-up, and
other duties as assigned.
♦ Park Host agrees to call the Mason County Sheriff if anything out of the ordinary is observed or heard; but
under no condition or situation will attempt to apprehend the person(s) so acting.
♦ Requests for off duty time shall be negotiated with the Contractor.
♦ Park Host is required to make the appropriate contacts if any situation should require intervention by parks
staff or law enforcement. Contact persons are:
1. Ross McDowell 360-427-9670, extension 806
Cell: 360-490-7646
Home: 360-751-2961
2. Carl Olson 360-427-9670, extension 535
Cell: 360-490-0539
Home: 360-432-0465
OR
Emergency: 911
Park Host hereby accepts and agrees to such engagement, subject to the general supervision and pursuant to the
orders, advice and direction of related services and duties as may be assigned to him/her from time to time by
Contractor, subject to mutual consideration of Section Three.
SECTION TWO -TERMS. The term of this agreement shall be from July 19, 2021 to December 31, 2022.
Park Host Contract Page 2 of 3
Contract# 20-118 Revised
SECTION THREE - COMPENSATION TO PARK HOST/RESIDENT. Contractor shall provide for Park Host,
and Park Host shall accept from Contractor, in full payment for Park Host services the following: A designated
park host site located at the park. Be it understood that the Park Host shall be responsible for providing his/her
telephone carrier and long distance service. Contractor shall provide electrical utilities, water, septic and garbage
service.
SECTION FOUR— PARK HOST/RESIDENT BENEFITS. It is understood and agreed by both Contractor and
Park Host that Park Host is not an employee of Contractor and shall not receive the benefits available to Mason
County Employees including, but not limited to: vacation time, sick leave, personal holiday, medical insurance,
dental insurance, vision insurance, etc. It is further agreed by the Contractor to carry Industrial Insurance
coverage on the Park Host.
SECTION FIVE —CONDITIONS OF SERVICE. Park Host shall maintain designated residential area in a neat,
orderly manner, and shall prevent the accumulation of debris, or any other material or objects which are not
compatible to the environment of the park area such as metal, lumber or wood products, abandoned vehicles or
appliances, tires or any other like materials.
No services or activities shall be undertaken on Mason County Parks Property which result in compensation or
benefit to the Park Host. There shall be no unauthorized or private use of park.
All residents at the County-owned premises shall undergo a Washington State Patrol Background Check that
indicates they are acceptable for involvement with youth activities. No illegal activities involving the Park Host
shall be undertaken or allowed to take place on or about the park properties or Park Host residence.
Only the Park Host shall be allowed to operate County-owned equipment, and then, only in the performance of
work approved by the County.
Residence in County-owned facilities is restricted to the Contractor and their immediate family. Residence shall
be defined as any extended stay of more than one week in a calendar month. Immediate family shall mean the
spouse and or legal dependants of the Contractor.
SECTION SIX- CONFLICTING OBLIGATION. In cases of emergency or conflicting obligation, the Park Host
is responsible for the continued completion of the duties specified in this contract. If the Park Host is unable to
resolve the conflict, Mason County Parks and Trails Director must be notified.
SECTION SEVEN - CONTRACT AUTHORITY RESERVED BY COUNTY. Notwithstanding anything contained
herein to the contrary, Contractor shall not have the right to make any contracts or commitments for, or on
behalf of the County without the written consent of the County
SECTION EIGHT - ENTIRE AGREEMENT. This Agreement, together with any Attachments, represents the
obligations of both the County and the Contractor in their entirety. No other representations, whether verbal or
in writing, that are not contained herein, shall be binding upon the parties.
SECTION NINE - AMENDMENT OF AGREEMENT. This Agreement may be changed or modified only with the
mutual agreement of both the Contractor and the Park Host, and only then upon approval through the
appropriate processes then in effect for the County for the obligations contained in any modification or change.
SECTION TEN -TERMINATION. This agreement may be terminated by either party, without cause, upon six
weeks written notice to the other. In case of any violation of the terms of this Agreement by Contractor, or the
physical inability of the Contractor to perform the required duties, the County may terminate employment
immediately, with compensation only to the date of such termination.
SECTION ELEVEN - SEVERABILITY. In the event that any competent court finds any specific term or
provision of this Agreement invalid, the remaining terms and provisions shall be in full force and effect as if such
provisions were not contained herein.
SECTION TWELVE - CHOICE OF VENUE. It is the intention of the parties that all suits and special
proceedings pertaining to the enforcement of this Agreement shall be in accordance with and pursuant to the
Park Host Contract Page 3 of 3
Contract# 20-118 Revised
laws of the State of Washington. Any actions or matters shall come before the courts of Mason County,
Washington for actions and/or decisions.
SECTION THIRTEEN - TERMINATION FOR DISABILITY. Notwithstanding anything in this agreement to
the contrary, Contractor is hereby given the option to terminate this agreement in the event that Park Host shall,
during the term hereof, become permanently disabled, as the term permanently disabled is hereinafter fixed and
defined. Such option shall be exercised by Contractor giving notice to Park Host by registered mail, addressed to
him/her at (_P 0 Box 1243, Shelton, WA 98584 ) or at such other address as Contractor shall designate
in writing. On the giving of such notice, this Agreement shall cease on the last day of the month in which the
notice is mailed, with the same force and effect as if such last day of the month were the date originally herein
set forth as the termination date thereof.
For the purpose of this agreement, Park Host shall be deemed to have become permanently disabled if, during
any year of the term hereof, because of ill health, physical or mental disability or for other cause beyond his/her
control he/she shall have been continuously unable or unwilling or shall have failed to perform his/her duties for a
total period of thirty (30) days, irrespective of whether or not such days are consecutive. For the purpose hereof,
the term any year of the term hereof, is defined to mean any 12-month calendar year period during the Park
Host's affiliation with the Contractor in the capacity of Mason County Parks and Trails Park Host.
SECTION FOURTEEN - SAFETY POLICY. It shall be a condition of employment to follow all safety practices
set forth in Mason County Accident Prevention Policy and the State of Washington.
IN WITNESS WHEREOF, the parties have executed this agreement at Shelton, Washington on this, the
day of , 20
ON-SITE PARK HOST
Reid Yamasato
BOARD OF MASON COUNTY COMMISSIONERS
Date:
ATTEST: Randy Neatherlin, Commissioner
McKenzie Smith, Clerk of the Board Kevin Shutty, Commissioner
APPROVED AS TO FORM: Sharon Trask, Commissioner
Tim Whitehead, Chief Deputy Prosecutor
Explanation of Server Outage on 7-26-21
The week of July 191h, I received an alert from the storage system indicating it was critically low on
storage space. I began analyzing the data to see what had grown and where we could free up room. We
deleted around 200 GB of old data from its application location and I sent out a couple of emails to users
with very old data asking them to look and clean up what they could.
On Thursday,July 22"d, I began investigating data deduplication. We have had deduplication turned on
since the purchase of the SAN but it has never worked as well as it should. I discovered that at the server
level there were a few setting changes that would improve the function, I enabled those and we began
to see savings in our data size.
When deduplication began to process the duplicate files it essentially deletes the multiple copies and
creates a new file with pointers to all previous locations.This works as expected but makes many
changes to the data on the system.
During the weekend, we were scheduled to do a full backup of the file server.This is an 8Tb backup and
takes around 3 days to finish. During the backup process a "Snapshot" is created of the system. Any
changes that happen during the time the backup is running are saved in this snapshot and then later
combined in to both the backup as well as the production system. Because of the deduplication running
and still processing files, the backup saw a very large amount of changes causing the snapshot to grow
to a size we did not have space to house.
On the morning of Monday,July 26th, I logged in to see how things we progressing and found that we
were out of space and then systems began to shut down one by one. I attempted to make some room
by sacrificing a server that I had been working on for another project.This server would be easily
rebuildable and an easy source for much needed space. As soon as I deleted the server, the system
consumed the free space in an attempt to keep functioning. I then called out to the vendor, Xiologic,
and with their help we were able to cancel the backups and delete the snapshots created,then manually
kickoff the process for the system to recognize and reclaim the new unused space. This is not a quick
process but after an hour of downtime servers slowly started to come back online and by 10 AM. One
and a half hours after the failure, I was able to bring the file server back online-this was the last system
effected. This puts us at a year to date uptime of 99.97%.
1 worked the rest of the day on compacting and reclaiming space.The system is back up to showing 1Tb
free. I am currently attempting to take a new full backup of the file system so I can get our backup
schedule back on track.
The large amount of data growth is mostly due to the adoption of a digital centric workflow throughout
the county.We have added new systems such as Laserfiche and Odyssey. As a whole, almost half of the
counties storage goes to the Justice System (including sheriff, prosecutor, public defenders and the
courts).All of these departments generate a large amount of data with case files that normally include
large videos and high-resolution images. Due to the retention of these items, the ingress of data greatly
outnumbers the egress. I believe this was also compounded during staff working from home and only
being able to use digital workflow.
1
At our current data growth, 1 Tb is projected to last us between 2 and 3 months until we are full once
again.Just 13 months ago,we added 4 Tb to the system and thought it would last a while. We have
since consumed all of that space (4Tb) at a rate that could not be predicted at the time. I have since
setup a tool that can now monitor and graph the data usage and give accurate predictions of future
usage. I have requested a quote from our vendor to add an additional 7Tb to our system. If data growth
rates do not change,that amount of space should last about 2 years.
Todd Cannon
Mason County IT Network Engineer
2
Mason County ARPA Prioritization List of Projects Review 8/2/2021
r ority N Proposed Revanua Re<Iplents
S Use In Use In Use In Mason
Mason County Project Name Reference isEDC T RN KS Source Revenue Expense Total Use In 2021 2022 2023 2024 County Meson GF EDC CEDS HCC PUD 1 PUD 3 Total ST RN KS
Support Public Health Response PH ARPA 3,000,000
To contain and mitigate the spread of 1OVID-19 -
Behavioral Health Care Services -
Payroll and Covered Benefits
Subtotal 3,000,000 - - - - -
Section 740 County Assistance Fund State Leg 255,893
Assist with one-time costs related to law enforcement and criminal Justice
related legislation enacted between January 1,2020,and June 30,2021. -
Signing Bonus for Corrections Deputies % 60,000 20,000 a0,000 W'" % 0 0 60,ODD
Subtotal 255,893 W'" 20,000
GF ARPA 12,000,000
Replace Public Sector Revenue Loss
Ensure Continuity of vital government saMino by filling budget shortfalls -
Public Records Software GovQA X 22,700 7.700 15,000 22,700 X 0 0 22,700
Temp County Staff to address COVID X 250'00' 250,000 250,000 0 0 X 2SOAOD
Public Health Message Board 20,000 20,OW 20,000 0 0 0
MOO Body Cameras SOCC Approved 700,DDO 700,000 7CO,000 X 0 X .1. 70D,000
bwnw ion Calculated - 0 0 0
Mason County Fee Recovery Low General Fund 500,000 (500,000) 500,000 (SOO,000) 0 0 0
Mason County Gas Tax Revenue Low General Fund 1,500,000 (1,50),000) 1,500,000 (115001000) 0 0 0
Mason County Treasurer Property Tax Reimbursements BOCC Approved % 200,000 200,000 200," X 0 0 200,000
Design for 2nd floor PA,MCSO General Fund 100,000 100,000 100,000 0 0 0
DCD Records Archival Image Medium General Fund 500,000 100,000 150,000 150,000 100,000 5001000 0 0 0
Prosecutors Office 2nd floor expansion General Fund 700,000 300,000 400,000 700,000 0 0 0
MCSO 2nd floor expansion General Fund 800,000 400000 400,000 B00,000 0 0 0
Ballot sorter machine B of A Bldg Low General Fund 1,20D'DOO 1,200:000 1,200,000 0 0 0
RaclPlanes may re-okvfata faP In raven,loss 0 0 0
Subtotal 14,DOO,OW 2,492,700 5,277,700 965,000 150,000 100,ODO 0 0 0
0 0 0
Water and Sewer Infrastructure - 0 0 0
Includes improvemerrts to Infrastructure - 0 0 0
PUD lAgale Beach Water System Mainline BOCC Approved X X 559,000 559,000 559,000 X 0 X 559,000 559,000
PUD I Vuecrest Storage Upgrade BOCC Approved X X 158,284 158,284 158,284 X 0 X 158,289 158,284
EDC Water line from 101 to Prison 1,000,000 1,000,D00 1,000,000 0 0 0
CEDS Belfair Water BOCC Approved X X 450,000 450,000 450,000 X 0 X 450,000 450,1300
EDC Sewer line extenslont from High School to Basin High 2,500,000 2,500,000 2,500,000 0 0 0
EDC Wallace Kneeland Substation High 3,200,000 3,200,000 3,200,000 0 0 0
PUD 3 Belfair Subsection BOCC Apo roved High X 1,500,000 1,500,o00 11500,000 0 0 X 1,500,OW
CEDS Belfair Substation Phase 1 Ring-Bus High X 3,000,000 3,000,00C 3,000,000 X 0 0 1,500,000
CEDS Belfair Substation Phase 2 Transmission Line Clifton Ridge 3'"'ODD 3,000,000 3,000,000 0 0 0
CEDS Belfair Substation Phase 3 Clifton Ridge Water Tower Substation 3,000,ODD 3,00DOD0 3,000,000 0 0 0
Subtotal - 18,367,284 18,367,284 - - - 0 0 0
0 0 0
Broadband Infrastructure - 0 0 0
Focus on Households and Buslrnss - 0 0 0
HCC Colony Surf Fiber Bulldout BOCC Approved
Upon Justification X X 313,556 313,556 313,556 X 0 X 313,556 313,556
HCC Eldon Fiber Bulldout BOCC Approved
Upon Justification X X 501,932 501,932 501,932 X 0 X 501,932 501,932
PUD 3 Rural Broadband Cloquallum Community X 500,0DO 500,000 500,000 X 0 0 500:000
Fund Projects that deliver reliable service - 0 0 0
Mason County IT InfrastmMre Backbone/Stooge upgrade 250,000 200,000 SQ000
Compl-rots Broadband investments 0 0 0
Subtotal - 1,565,488 1,515,488 50,000 - - 0 0 0
0 0 0
Premium Pay for Essential Workers - 0 0 0
Provide premium pay to essential workers(muse be fully addnna) - 0 0 0
0"'Blake Grant funding AOC 19,656 19,616 1,121 9,828 19,656 0 0 0
PrlarHln low and moderate Income workers - 0 0 0
Key senors Include Healthcare,grocery,food,eduutlon,childcare,sanitatlon and tnnsk 0 0 0
Subtotal 19,656 19,656 9,828 9,828 - - 0 0 0
0 0 0
Address Negative Ewnomk Impacts - 0 0 0
Deliver eulons to workers and families - 0 0 0
PUD 1 Customer Arrearages due to COVI D BOCC Approved Medium X X 125,000 125,000 125,000 X 0 X 125,000 125ADD
HCC Customer Arrearages due to COVID BOCC Approved
Upon Justification Medium X X 110,000 130,D00 130,000 X 0 X 110,000 110,000
Mason County Utilities Arrearages Medium X 154,000 154,Df10 154,000 0 0 X 154,000
Childcare Support Medium 7777 - 0 0 0
Support Small Business - 0 0 0
EDC Small Business Grants BOCC Approved High X X SOD,000 500,000 500,000 X 0 X 500,000 500,000
Speed the recovery of Impactad Industrles - 0 0 0
Mason County Courts Building 10 X 7S0,0DC 750,000 750,000 0 0 X 750,000
Rebuild public sector repack, - 0 0 0
Shelton Gateway Medium X 250,000 250,000 250,000 0 0 X 250,000
Shelton Spring,/Wallace Kneeland Roundabout Medium 0 0 0
Subtotal - 1,889,000 0 0 0
0 0 0
Grand total 1],019,656 24,334,128 27,059,300 1,024,828 150,000 100,000 1,916,356 1,500,000 500,000 7400,OW 925,488 842281 11,000,000 24,084128 250,000 6,454,451 5,700,472 - 6,321,772
Approved 5,117,772 NREFI Available NREFI
Available 1,336,679
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: 3ennifer Beierle
DEPARTMENT: Support Services EXT: 532
BRIEFING DATE: August 2, 2021
PREVIOUS BRIEFING DATES: N/A
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
❑ Legal ✓ Other- Audit Committee
ITEM: Chart of Accounts Update and Munis Financial System Expansion
EXECUTIVE SUMMARY: At the time of Munis Financial System implementation back in
2014, the Chart of Accounts (COA) was rewritten and went from a 7 segment, 20 digit
structure to an 8 segment, 32 digit structure. Since that time, the County has researched and
realized that one of the segments and the 12 extra digits are not necessary. The Audit
Committee is recommending going back to the original 7 segment, 20 digit account code,
while also simplifying the numbering system of the account codes. The new account code
rewrite will bring us into compliance with the State Auditor's Office (SAO) Budgeting,
Accounting and Reporting System (BARS) and simplify our accounts, while also enabling the
County to utilize current modules in Munis, not currently available due to duplicate
department and program numbering throughout the County's funds.
The Board has expressed an interest in expanding the modules used in Munis so that all
departments are utilizing the same system to its full capability and for consistency between
accounting functions.
The following is the proper sequence, estimated implementation timeframes, and estimated
costs if any, necessary to expand Munis:
1. COA Rewrite- estimated implementation 1/1/2022- estimated cost of$100k
2. Mason County Position Control (Position Tracking)- estimated implementation 6/1/2022-
no cost
3. Executime Time Keeping System — estimated implementation 6/1/2022 — approximate
cost $100k-$150k
4. Open Finance — estimated implementation 2023 — module is already purchased, but there
will most likely be an unknown cost to implement
5. Other modules necessary for Public Works inventory, vehicles, and utilities- 2023-
unknown cost at this time
BUDGET IMPACT: 2021 approximate total of$100k to rewrite the COA and any associated
programming costs for Terrescan and WinCAMS data conversions
Briefmg Summary 7/28/2021
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website, community
meetings, etc.)
RECOMMENDED OR REQUESTED ACTION: Recommend the Board verbally approve
moving forward with the Chart of Accounts Rewrite
ATTACHMENTS:
Chart of Accounts Redesign email from Munis
Current and Proposed Fund Structure
Briefmg Summary 7/28/2021
Jennifer Beierle
From: Fenderson,Jason <Jason.Fenderson@tylertech.com>
Sent: Thursday,July 22, 2021 10:05 AM
To: Young, Christina; Mehlhorn, Greg P.;Jennifer Beierle
Subject: Chart of accounts redesign - Mason County, Wa
Attachments: COA Overview- Mason County, WA.xlsx
Hello everyone,
Jennifer, her co-workers and myself were able to meet this morning to discuss the restructuring of their chart of
accounts segments. As a group we went over the current design,which includes all S segments with an overall length of
32 characters. This will be reduced to not only 7 segments and 20 characters in length but certain segments will have
different functions going forward. Also some segments will be moved from their current segment position to a new
segment position. For example,the current segment"element", which is currently on the 61h segment will be moving to
the 5th segment in the redesign.
In total there are between 11,000 and 12,000 accounts in Production. The folks at mason County have already started
the translation and have spreadsheets with the proposed segments filled out to assist with the cross reference from old
to new segment structure. The goal is to have this fully implemented no later than January Vt of 2022.
The next step would be getting on Professional Services radar and getting a formal quote for the time needed for this
conversion. Jennifer has added that anything that can be done in advance by the folks at Mason County to assist can be
set up ahead of time as we wait to be assigned to Professional Services calendar. Mason County plans to devote an
employee to this project exclusively.
I've attached the spreadsheet that Jennifer had sent along with the current and future structure. The attached
screenshot (also found on the spreadsheet) is a condensed version of the revised structure that is being proposed that
we came up with as a group this morning.
Thank you,
Jason
1
FUND STRUCTURE
General Ledger Settings
NOW: 001.000000.030.031.514.23.542020.0000.00
REVISED: 001.030.031 514.23.42.0002 Current Proposed
Se¢Number Description Length See Number Description Lenzth
FUND: 1 Fund 3 1 Fund 3
2 Special 6 2 Department 3
Position in current fund structure:Seq 1 3 Department 6 3 Program 3
Current:XXX.000000.000.000 4 Program 3 4 Base Sub 3
Proposed:XXX.000.000 5 Basub 2 5 Element 2
6 Element 6 6 Object 2
7 Object 4 7 Local Index 4
SPECIAL PURPOSE DISTRICTS(NON-COUNTY FUNDS): B Local 2 a Do Not use N/A
Position in current fund structure:Seq 2 Total length 32 Total length 20
C urrent:000.XX XXXX.000.000
Proposed:000.XXX.XXX Currently between 11,000 and 12,000 accounts
Will use period as delimter
COUNTY DEPARTMENTS: Time frame-to be completed for use by1/1/22
Position in current fund structure:Seq 3
Current:000.000000.XXX.000
Proposed:000.XXX.000
COUNTY PROGRAMS:
Position in current fund structure:Seq 4
Current:000.000000.000.XXX
Proposed:000.000.XXX
BARS BASUB:
Position in current fund structure:Seq 5
Current:XXX.00.000000.0000.00
Proposed:XXX.00.00.0000
The BASUB portions of a BARS line will be assigned per
the current SAO BARS manual.
BARS ELEMENT:
Position in current fund structure:Seq 6
Current:000.XX.000000.0000.00
Proposed:000.X X.00.0000
The element portions of a BARS line will be assigned per
the current SAO BARS manual.
BARS OBJECT CODE:
Position in current fund structure:Seq 7
Current:000.00.XXXXXX.0000.00
Proposed:000.00.X X.0000
Going forward,Object codes will follow the standard BARS manual
format using two digits. Within those two digits,past practice of
separation of 31;32;33;34,etc will be used,
BARS LOCAL INDEX:
Position in current fund structure:Sea 8
Current:000.00.00000 0.X X X X.X X
Proposed:000.00.00.XXXX
If a local index is requested,it will be assigned on an as needed ba:
A standard format will be assigned by Financial Services.
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Diane Zoren
DEPARTMENT: Support Services EXT: 419
BRIEFING DATE: August 2, 2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
ITEMS:
The Lodging Tax Advisory Committee (LTAC) met on July 21 to review the Welcome Center feasibility study and
consider 2022 services.
The following recommendations have been made:
➢ Call for RFP's for 2022 services at 63% to tourism development/festival support/Wild Side guide book
maintenance ($327,600); 20% to VIC's ($104,000); 15% to Welcome Center ($78,000); 2% to reserves
($10,400). This percentage is disbursing 2020 revenues which total $520,000.
➢ Call for RFP's for a professional services contract for up to $100K for the next steps of the Welcome Center.
EXECUTIVE SUMMARY:
The legislative body may choose only recipients from the list of candidates and recommended amounts provided by
the local lodging tax advisory committee, pursuant to RCW 67.28.1816(2)(b)(ii).
Current 2021 Contracts:
1) NEO Contracts
• Tourism Development& Marketing Services/Small Festival Support— NEO. 2021 is the 4th year of contract
(2018-2021).
➢ 2021 contract is $276,250 Tourism/Marketing
48,750 Local Festival Support
$325,000
+ 48,750 15% for Unanticipated Services (paid from reserves)
$373,750 Total 2021 NEO Contract
➢ Concierge Handbook(Wild Side Guide Book) - NEO
• Contracted in 2020 for one year at $38,500 with option for 1-year extension. Contract was extended for
2021. This service will be rolled into the Tourism Development contract in 2022.
➢ Welcome Center feasibility study, up to $48,750. Report is available here:
https://www.co.mason.wa.us/ac/Itac/welcome-center/index.php
2) Visitor Information Centers (VIC)
➢ 2021 contracts are as follows: North Mason Chamber of Commerce, $40,600; Shelton Chamber of
Commerce, $87,000; Historical Museum, $15,800 for a total of$143,400.
Lodging tax receipts are trending up; budgeted $390,000 for 2021 revenues; YTD revenue is $329,000. The
Lodging Tax Fund has a cash balance of approximately $890K and there is adequate funding for the 2022 RFP's.
RECOMMENDED OR REQUESTED ACTION:
Approval to place RFP's on an agenda as recommended by LTAC.
J:\DLZ\Briefing Items\2021\Diane's Items\Lodging Tax RFP Aug 2.doc
Report prepared
MASON• • • •D
ORGANIZERS,TAX ADVISORY BOARD
WELCOME CENTER
NW EVENT• I July 2021JULY •
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ACKNOWLEDGMENTS
NEO Inc.prepared this report for Mason County Lodging Tax Board
and the Board Of County Commissioners.
This project is supported by Lodging Tax funds.
NEO would like to thank Mason County,WA State DOT,Williams
Architecture,Mason County EDC,Arcadia Drilling,PUDH3,Wenstob
&Associates,Olympic Peninsula Tourism Commission,Senator
Tim Sheldon,Representative Drew MacEwen,Representative Dan
Griffey,and Board of County Commisioners for your assistance.
For more information about this report contact:
NORTHWEST EVENT ORGANIZERS,INC.
nwevent.org 1 360-427-5599
Shelton,WA 98584
CONTENTS
I.
Introduction................................................................................................ 5
I.Focus of Tourism Opportunities ......................................................... 7
2.1 Tourism Area Impact
4-
2.2 Our Tourism Assets
2.3 Tourism Visitation Data
2.4 Visitor Center Relevancy
2.5 Concierge Advocate Support s.
Ill.Site a Building Characteristics..........................................................13
3.1. Project Overview
3.2 Site Criteria
3.3 Potential Site Locations
3.4 Building Characteristics
IV.Project Cost Analysis.............................................................................21
4.1 Overview
4.2 Property cost a Zoning C, ...........
4.3.Site Work
4.4 Utilities
4.5 Construction Costs
V.Sustainable Business Model for Mason County..........................23
5.1 Overview
5.2 Operating Assessment
5.3.Thinking"Outside the Box'
5.4 Sustainable Revenue Sources
VI.Funding a Operation Strategies.. ..........__
6.1 Overview
6.2 Funding of Capital Development
A
6.2 Operation Strategies
Vil.Conclusion a Recommendations ...................................................31
7.1 Overview
7.2 Recommendations
x 44
7.3 Next Step
Appendix....................................................................................................... 37
A.Visitor Center Counts I Olympic Peninsula
B.LTAC Revenues I Olympic Peninsula
C.Dean Runyan Report I Mason County
D. Letter of Support I Drew Mac Ewen
July 2021 MASON COUNTY WELCOME CENTER Feasibility Study
13
3
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"With an inspiring, interactive,contemporary design,
a world-class welcome center increases the economic {
opportunity to grow tourism and our communities.
The advent of technology hasn't removed the need for
face-to-face hospitality." ��
I. Introduction
Overview
Mason County Lodging Tax Advisory Board has The proposed facility will provide a welcoming
contracted with NW Event Organizers Inc(NEO) experience that embodies and protects and
to examine the feasibility of a Welcome Center in showcasing Mason County's rich timber and
Mason County. The county currently funds stand- aquaculture heritage and our natural resources,
alone visitor information centers(VICs)in Belfair, while providing inspiration and guidance for
Union,Hoodsport and three locations in Shelton. tourism asset operators,event coordinators and
The Board will determine if a comprehensive explorers to create memorable adventures and
facility-regionally oriented and partnering with stories.
community stakeholders-could reach visitors
more effectively,operate more economically,and Additionally,a Welcome Center that incorporates
provide enhanced services that would improve multiple tourism partners results in substantial
_ tourism sustainability in Mason County. regional spin-off benefits in terms of additional
visitor spending in the area.
The purpose of this"gateway"center is to welcome
_ travelers into the area and serve as a conduit for Assessing the Need
information about activities,events and ameni- According to a Dean Runyan study'(July 2020).
ties available in the area.The intent is to design a travelers who stopped at Oregons eight gateway
highly visible entry point on Hwy ioi,and provide welcome centers demonstrate greater engagement
visitors and residents alike with an inspiring, by utilizing in-person services and considering
beautiful,popular facility that is emblematic of recommendations from the welcome center staff.
the place. This engagement shows in the average spending as
well. According to the report,on average,visitors
The Welcome Center must also be a destination to welcome centers spend 68%more on their trip
in its own right,offering interesting activities and in the state than other types of visitors.In actual
learning experiences. amounts this equates to an average spend of$492
per trip versus$293 per trip.
Travel Oregon Welcome Centers'VISITOR SPENDING C&ENDARVEAR 2019'(July 2020)
MASON COUNTY WELCOME CENTER I FeaibilityStudy
5
According to the DRA evaluation,Welcome Center Beyond the Toilets
staff anecdotally report visitors adjusted their The restroom is the#1(literally)reason visitors This concentration of traffic makes it the ideal
plans to visit additional attractions,stay longer, stop at a Welcome Center. By creating a highly location for a WSDOT partnered rest stop on this
or plan a return trip based on engagement with visible center with convenient ingress and egress southern I-5 connecting gateway stopover to
the staff.'These centers serve as an opportunity as well as plenty of parking,the facility will serve serve tourism partners throughout the region.
to connect with visitors who like and expect/need travelers basic as well as inspirational needs.
personal concierge services. Without a welcome
center,they will seek services elsewhere. The proposed Welcome Center will be home to a
diverse array of uses including rotating heritage
exhibits,educational facilities,small and larger
Welcome Center Model gathering areas,and will be an ideal location for f
Welcome or"gateway" centers cater to community partners to share these amenities. y ,l
different markets than internal VICs The surrounding grounds will accommodate walk- C,CI
ing trails and overflow parking.Ultimately the °,+° ® Cl
• Located on major through-way,in this case surrounding acreage can accommodate the needs ti.«
Hwy ioi,Welcome Centers provide area first of area agricultural events and festivals. _ J 1-- f
impression.The appearance and overall expe-
40
rience should reflect the destinatioris brand The Mason County Welcome Center is proposed
or character; for one of several possible locations on Hwy ioi ,f 1. 0
•Top reasons to visit centers are to use after Milepost 352.6o A(between Hwy lob and o
restroom facilities followed by obtaining Sheltons exit to Hwy 3). This section of highway P ez,COO„000uor;
brochures and highway maps,stretch legs, is the busiest on the entire Olympic Peninsula �g
walk pets,and to purchase refreshments and with WSDOT's Traffic GeoPortal displaying 29,000
picnic; -31,000 daily vehicles(2019 AADT)before the traffic
•Centers that reflect regional heritage and is diverted to routes around the county and upper Mason County
culture through architecture and rotating peninsula. Annual Average Daily Traffic(2oig AADT)
displays become visitor"attractions." • 0.2,500 ■5,001 10,000 0 20,001-40,000
• 2,501-5,000 10,001-20,000 0 40,001-80,000
'The dara in this report reflects average spending only and does not imply causality between incremental spending due to welcome center experiences.
MASON COUNTY WELCOME CENTER I Feasibility Study July2021
6
II. Focus of Tourism Opportunities
1. Tourism Area Impact } . t
An evaluation of the tourism opportunities for
the communities and the role of Visitor Centers
in promoting opportunities is essential in the con- --
text of discovering feasibility of a Welcome Center.
The main attractions of the area will continue to
be nature-oriented recreation.Perched along the >*
saltwater waterways of Puget Sound and Hood
Canal,surrounded by countless pristine lakes,
rivers and streams and shadowed by forested Y mountains,Mason County offers unparalleledr -Y :
outdoor recreation opportunities.
o
The area is also renowned for its hiking and
back county solitude and access to the southerly 2.Our Tourism Assets
entrance to the Olympic National Park&Forest. Mason County is composed of seven geographic The Hood Canal south area hosts a seasonal VIC
Additional recreation opportunities include the locations-Hood Canal North,Hood Canal South, at Hunter Farms.This self-serve location is staffed
Ridge Motorsports,Vance Creek Railriders,and North Mason,Allyn-Grapevieww,Shelton,Kamilche, weekends during the summer. This area is popular
Kapowsin Skydive facilities. and Matlock.Each region has a unique tourism for its scenic drive along Hood Canal with views of
profile.Hood Canal North includes the communi- the Olympics as they appear to rise directly from
A limitation to the destination market is the ties of Potlatch,Hoodsport,Lake Cushman,Lilli- the fjord.North Mason County hosts a Visitor
deficiency of lodging.Post-COVID travel demands waup,and Eldon as well as access to the Olympic Information within the Chamber office in Bel-
have led to a surge in Short Term Rental(STR) National Park recreation areas. There is an active fair, Allyn and Grapeview on Case Inlet feature
availability,translating to an emerging trend in VIC serving the Hoodsport region with a seasonal paddling,waterfront parks and unique short term
accommodation demand that is unlike anything park ranger on site. rentals.There is no VIC in this region.
that we have ever seen or may have predicted.
July2021 MASON COUNTY WELCOME CENTER I Fcanbiliry&.dy
13
Shelton is the only incorporated city in Mason Arts,culture and heritage offer potential for
Tourism assets in the area: County. This area has amenities and tourism Mason County but do not appear to be developed
•Olympic National Park attractions but is deficient on accommodations. from a tourism perspective yet.There are two
(Staircase Entrance)79,529 visitors(2020); Research indicates that this region would be the small community historical museums in the area
•Olympic National Forest most successful location for a focus service hotel as well as the Squaxin Island Tribe Museum
3.4 million visitors(2017) in Mason County given the displaced demand Library&Research Center located just south of
•Washington State Parks(7) and projected growth.Kamilche,on the south- the proposed locations.The area would seem to
1,380,703 visitors/year(2020); ern reaches of the County hosts the Little Creek be natural for attracting arts and culture activity
•Mason County Parks(20) Casino and Resort,a 190 room facility with 80-85% and there is a wealth of heritage stories that can
•Public golf courses(5); occupancy(2018). Nearby Matlock/Dayton region be interpreted and told in different ways. There
•Extensive trail system—land and water— is forest orientated with a few rural short term are opportunities for the Squaxin and Skokom-
for road biking,mountain biking,hiking, rentals.Here there is potential for growth with ish tribes to increase their involvement given the
walking,horseback riding,and paddling sustainable outdoor and historical rail tourism. strategic location and strong consumer interest in
•Agitourism—land and sea,including first nation culture.
Shellfish Trail with public harvesting Our Weakness is our Strength
regularly stocked These regions provide a diverse product that
�
•Festivals and events with good growth is both difficult and advantageous to promote.
potential for some; Sustainable tourism strategies that spotlight our t �.
•Sports fishing&hunting recreation regions'unique attribute as well as those of sur-
•Resources for bird watching, rounding counties will benefit from a Welcome
•Boating and water-based activities; Center situated on a traffic concentrated section _
•Ridge Motorsports Course-hosts of Hwy ioi.This central location is is perfectly .i
roughly 40o events annually drawing positioned to promote this vast dilution of assets
ioo,000 participants and spectators; and identify guest's itinerary needs.With trained
•Skydive Kapowsin—operation handles staff to speak articulately on the entire region `s..
estimated 30,000 jumps annually, and financing support provided by a myriad of
•Scuba diving/unique underwater biomes tourism partners,this location is ideally situated
on Hood Canal; to offer services that benefit the entire peninsula.
•Timber and rail heritage. ,
MASON COUNTY WELCOME CENTER I Feasibility Study
13
3. Tourism Visitation Data Mason County Lodging Tax Revenues 1 2017-2021(June)
Tourism visitation in Mason County has been on
90,000 __...
an upward trend since 2017. In 2018 total direct
travel spending in the county was reported at
$128.6 million/annum.This number equates to 134o
jobs and average spending for overnight guests at 6Z500
$i72/day(Dean Runyan,2018-Appendix B).
Until recently visitors who stayed in private 45,000
homes typically comprised the largest share of
overnight visitor volume.However,recent lodging
tax revenue trends illustrate that although there 22,500
is little movement in hotel room inventories in
Mason County;there has been
short term rental(STA)availability.d growth in
Jan Feb Mar April May June July Aug Sept Oct Nov Dec
One can speculate that the rapid growth in lodg-
ing revenues over recent years can be attributed to
® ■ ■
this increase in STA availability.From 2017 to 2019 2017 2018 2019 2020 2021
this reflects a 43%increase in revenues.'Ilse down-
turn during the pandemic closure(spring zozo) An increase in visitation in recent years is acutely The Olympic National Park and Olympic National
has corrected itself with revenues in 2021 up 66% reflected in Washington State Park usage as well. Forest are reporting similar increases in recent
over 2019(MTD).Ilse City of Shelton experienced Mason County hosts seven State Parks: Belfair, years and are set to break visitation records in
a 5o%+increase in MTD lodging tax revenues in Hope Island,Jarrell Cove,McMicken Island,Pot- 2021.Another factor that can determine Mason
2o2i a well. latch,Schafer,and Twanoh.With the exception County's tourism visitation data is an evaluation
of McMicken Island,which can only be accessed of the trends supporting the visitor website,
According to a AIRDNA report(June 2021),"the by boat or extreme low tide,these parks support explorehoodcanal.com and social media accounts.
short-term rental sector has strengthened con- overnight camping/lodging facilities.In 2019 the These channels demonstrated strong growth,each
sumer trust and sentiment during the pandemic, parks reported Lw,o8o users with 83,749 over- reflecting interaction with demographic sectors
which will only speed its recovery rates compared night users.In zozo this number was increased to endemic to the media channel.
to its lodging counterparts." 1380,703 users with an overnight count of 89,127.
July 2021 MASON COUNTY WELCOME CENTER I FcadbilityStudy
13
Explore Hood Canal had over 150,000 visitors in 4. Visitor Center Relevancy
2020.Visits in 2021 have grown by 20%(MTD). The Visitor Centers provide information to visitors
social media channels and website show consis- at a destination.Websites(explorehoodcanal.
tent correlation with website conversion.In 2021 com) and outreach events play an integral role in
website traffic is over 50%search-based,lending the prospective visitors level of awareness of the
credibility to the content and indicating that the destination and assist in their selecting,planning
2020"inspirational'marketing focus is paying off. and booking.Visitor Centers supply information
(filling in the gaps)and inspire guests to stay
Sustaining the Trend longer,spend more,try new things,and encourage
The increase in visitation in the last year can be them to return again at a future date.
attributed to Washington's "Stay Home"orders
and travel bans.Close proximity to urban hubs, Technology and other tourism industry trends
including Tacoma,Seattle,and,Portland,naturally require destinations to constantly enhance their
led to an increase of visitors to our county. methods of delivery to ensure they meet the
Despite the anomaly caused by the pandemic, evolving needs and expectations of both potential
it may be noted that there has been an upward and actual visitors.The"24/7'quality of websites is Visitor Centers with strong local knowledge are
trend since 2017. It is projected that the trend resulting in guests beginning to expect the same mediators between web information and reducing
will continue as demand increases.Planningfor uncertainty for visitors whose information needs
from communication,feedback and other services.
responsible management of this demand should cannot be fully met through an online search.
P g It is increasingly important for tourism operators
begin now.In order to sustain growth and meet to imagine how,when,where and why travelers
the displaced demand(those seeking accommo- use technology in order to define how they can or Services at des,VIC include the following:
dations outside Mason County)there is an urgent Travel guides,maps and printed pieces
Y g need to support travelers information needs and
available for tourism partners and visitors
need for additional infrastructure.This includes
what type of information to present.
dining,focus service lodging,meeting and event •Front line staff offering concierge and booking
facilities and place-based attractions. Port Townsend VIC introduced a"bot"named support for providers and visitors
Lena during the pandemic closures to act as a •Hosts,Local guides and ambassadors
'A Welcome Center will offer resources "Community Concierge"while the offices were Phone support,web and mail support
Updated information,press releases and trip
closed.Owing to her success and 24/7 availability '
• ' • ' support ' follow-up methods
expansion in Mason
. , they have opted to keep her on and even have .Experiences through interpretive displays
visitors asking to speak with her when they stop
in the now open Visitor Center.
MASON COUNTY WELCOME CENTER I Feasibility Study Ju1y2021
10
, Situating the Welcome Center gives consideration
5.Concierge Advocate Support
In 2021 visitor information services in Mason visitors and the time we have as to visibility,access,attractions,services,as well as
County incorporated concierge advocates or the future of festivals and events.Events create
"Wild Side Guides."The project includes a curated ' ' 'Accurte ' ' compelling time sensitive motivation for visitors
binder within which lodging operators,restaurant and welcoming information is the to travel to Mason County and they result in at-
staff,shop owners,or real estate agents can find paper thin difference between , tention to the unique assets of the area.
answers efficiently.The section are organized for experience
access to static information including history,ge- I , amazing • A location on Hwy ioi that enables multiple uses
ography,area highlights,and maps.Delve further and enhances opportunities for private as well
for non-static information:harvest maps,hours, Location,Location,Location. as public partnerships beneficial to increase and
dining,events and other seasonal information. ensure relevancy the Center,as well as generate
Shelton's Hwy ioi access(northbound)is a logical
These pages can be downloaded via QR codes and revenue to offset operational costs.The Welcome
location for a Welcome Center catering to tourist
shared with guests and visitors by smartphone. Centers goal in design and implementation is to
market service for the entire Olympic Peninsula.
Primary tourism draws for the region include meet the changing needs of the tourism industry
Mason County's tourism website,explorehood- and be financially sustainable as well as an
trails,wilderness and water-based activity(wa-
canal.com,will also include a login area for Wild economic generator for the region.
terfall viewing boating,swimming,paddling,and
Side Guides with events,maps and press releases. fishing)as well as hiking,and camping.Agri-tour-
Establishing a forum for tourism stakeholders to ism(including shellfish),golf,biking racing,
share information will elevate the quality of visi- skydiving,and sport tourism offer opportunities
for experiences in Mason County.Up to 5o markedas well.
Wild Side Guide locations have been identified
throughout Mason County.Of these,three or four However, shortage of basic infrastructure is a bur-
in each region will be selected as advocates and dle to future tourism growth.Emphasis will need
provided branding support including 3D maps, to be placed on these shortcomings over the next
flag banners,and window clings identifying "Wild few years to ensure the area can fully capitalize
Side Guide"locations as well as a network they can on the opportunities presented with the growing
refer to answer questions.Ultimately this support demand.The Welcome Center will allow Mason
service will evolve into the Welcome Center—avail- County to position itself as a key access point to
able to stakeholders and visitors with personnel to EXPLORE
the Olympic Peninsula. •
assist with bookings,itineraries,and coordination
of events and activities.
July2021 MASON COUNTY WELCOME CENTER Feasibility Study
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III. Site S Building Characteristics
�_ . VX
1. Welcome Center Overview `
Be proposed Welcome Center will embody an authentic experience of nature&timber f
heritage.Situated in a forested landscape shadowed by"first impression"views of the
Olympic Mountains as visitors head north following Hwy 1ol,the center will form a
strong image and becomes a landmark along this stretch of highway otherwise marked
by fueling stations and rural retail.
The building will remain relevant by featuring Elements will include rustic logs,hand stained
rotating exhibits that showcase history and concrete floors featuring natural images and a
natural resources while complementing the map of the Olympic Peninsula; as well as glass
function of the facility.A multi-purpose great doors designed to expand the indoors onto terrace
room will incorporate fixed displays spanning areas.
from the early inhabitants of Mason County to
current practices in forestry and aquaculture. The strategic siting of paths,courtyard,and
These will both engage and inform visitors and building and terrace structure the sequence of -
create a sense of pride for residents.Along with visitor experience for a visceral immersion in the
visitor services,the proposed building will serve landscape that will serve to be both captivate and y
as a community gathering space for events and inspire-as well as be highly functional.
educational workshops.
Along with incorporating modern technology and
The campus will be designed with sustainability sustainable design,the center will pay homage to
applied at a fundamental level-native plants and the historical characteristics and rural honesty
water elements with structures of wood,rock, of the region,embracing the timber past and the
concrete,and sentinel timbers connected by community's welcome to unite and share.
expanses of glass.
July2021 MASON COUNTY WELCOME CENTER Feasibility Study
13
13
2. Site Criteria According to WSDOTs GeoPortal(2oi9)nearly
The initial requirement for siting the Welcome 9%of the traffic after Milepost 350.38(Hwy 3 exit)
Center is a highly visible,high traffic location. is single(5.o2%),double(3.2%)and triple(o.42%)
The highway frontage between Hwy 1o8 and the truck units.An inadequate supply of commercial
Shelton exit to Hwy 3 has an average of 29,000- parking may result in tired drivers continuing to
31,000 vehicles passing each day(north and south) drive because they have difficulty finding parking
and is the most active section of road on the or choosing to park at unsafe locations,such as on
entire Olympic Peninsula,suggesting it as an ideal the shoulder of the road or exit ramps.According
location for a gateway center. to the American Trucking Association,time spent
looking for available truck parking costs the aver-
Throughout the investigation of this project we age driver about$5,500,or a 12%cut in annual pay.
have come to determine that a coordinated effort Truck drivers give up an average of 56 minutes of
with WSDOT to create ingress and egress is re- create a mutually beneficial arrangement to available drive time per day to park early rather
quired.The addition of a travelers rest area near provide safe ingress and egress to the Welcome than risking not being able to find parking down
the siting of the Welcome Center should cover 20 Center. Preliminary discussions with Washington the road'
to 22 acres.The surrounding campus will include: State Department of Transportation(WSDOT)
terraces,walking trails,outdoor covered exhibits, and state representatives have identified the proj- Site Features
and picnic areas. ect as a candidate for a possible local jurisdiction Picnic areas and walking trails are important to
Rest Area. work into the site plan.It is also advisory to con-
Site Access sider that the festivals and events that may draw
Convenient vehicular access is paramount to the Safety Rest Area large attendance be accommodated in the parking
project's success.Many of the users of the center Commercial motor vehicle parking shortages are and site areas. An open grassed area with grav-
will be outdoor recreationists given the resourc- a national safety concern.With 64.3 percent of el parking areas would serve well as an exhibit
es in the area and outdoor access.It is therefore freight in Washington transported by truck,it is grounds until the phasing in of more permanent
encouraged that the site allow for EV charging crucial that drivers have safe parking options to structures.A campground facilities could be added
individual cars,vans,SUV's and a pull-through for fulfill state and federal law rest requirements.A to the campus offering hook-ups and power or
RV's and trailered boats. survey of the national highway system,required simply dry camping areas.
by the Federal 2012 Jasoris Law,found Washing-
Currently there is no ideal access to the proposed ton has some of the most severe truck parking
site and its possible alternates but it is anticipated challenges in the nation ranking it 44 out of 50 in
that a collaboration with other agencies could availability of truck rest parking areas. www.ta1kbusiness.net12021106)
MASON COUNTY WELCOME CENTER I Feasibility St dy July2021
11
14
3.Potential Site Locations
The County currently owns four lots located on This area has been identified as ideal for the Wel- 4.Parcel No:
111011211100
Hwy 1oi at the Dayton/Matlock Road.The cost come Centers based upon traffic counts,lot sizes, Legal Description:
of this property is currently at$108,000/acre. access and visibility.In general,the site location W1/2 NW E OF HWY
Although this property has highway access and Size in A
g P P Y g Y should have high visibility and be adjacent to ma- Size in Acres:58.78
frontage,it is located in an area where traffic jor travel corridors.We have selected four Owner:Green Diamond
counts are considerable less than those south of possible parcels along Highway Sol that match
the Hwy 3 access to Shelton(WSDOT GeoPortal selection criteria:
20ig). For these reasons we have identified a selec-
tion of possible site locations on Hwy lol between i.Parcel No:319082300000,owned by Green 3.Parcel No:
Hwy 1o8 and Shelton Hwy 3 exit.The graphic to Diamond,has excellent visibility and geographic 319050004000
the right shows property locations and relativity. Legal Description:
g P P tY tY attributes that may add to the"park"aspect. W7/2 SW EX SW SW
SW,R/W&SLY OF R/W
PCL 1 OF BLAM03-18
AFf 1782515 S 28/138
Table I: Site Evaluation Criteria Size in Acres:51.89
Owner:Green Diamond
SUBJECT SPECIFIC CRITERIA
Parcel size and usable area Size appropriate for program needs
Site development challenges Physical limitations,costs for construction
Power,communication/sewer/water Ease/cost to provide/water rights and needs 2.Parcel No:
319082200000
Ease of access Distance and difficulty of route from road to site Size in acres:36.14
Owner:TAYLOR TIMBER
Visibility Ability to draw highway travelers INVESTMENTCO.
Views Mountains,forest,open space,etc.
Traffic Average daily traffic by site
Zoning,regulatory issues Site use changes or challenges 1.Parcel 00
g g ry g g _ 319oa2300000
Ownership Difficulty of establishing site control __- Legal Description:
SW NW'S 35/157
Land use context Impact of setting,adjoining uses,neighbors n j Size in Acres:36.25
Cost Cost of land acquisition/cost of development
Proposed Welcome Center Sites
Juh 2021 MASON COUNTY WELCOME CENTER I Feasibility Study
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15
However,given the close proximity to the Taylor
Town exit,this would likely not be a candidate for Case Study:Truck Parking r"
an additional entrance off Hwy im.Access would at Welcome Center,Brainerd,MN `
be established by connecting to existing side road. The Minnesota DOT partnered with Brainerd
Lakes Chamber of Commerce,Crow Wing County,
2.Parcel No:3igo8220000,owned by Taylor Timber the Minnesota Department of Natural Resources � {
Investments has excellent visibility both from and the Minnesota State Patrol to create a - ;r
the road and of the Olympic range for building Welcome Center on U.S.371 that includes truck
placement.The land is relatively flat and although parking.The partnership between the DOT,coun-
sparsely reforested it is mostly clear.The land is ties,and State agencies is unique.Truck drivers
just over 36 acres which is an adequate size for the enter and exit the area within the right of way.
Welcome Center as well as desired axillary uses. while the Chamber operates the facility which
The parcel currently has ingress and egress from has a lounge with snacks,bathrooms,a giant Paul
both north and south Hwy loi via Ryan Road.An Bunyan,and WiFi access.A shop featuring local
established housing development shares this ac- products helps fund the operation of the facility.
cess.A traffic impact analysis would be necessary, httpsalops.fhwo.dot.govlfreightlinfrastructureltruck_park-
however,preliminary discussions with a WSDOT inglworkinggroups/parking capacity/product/rowpdf
advisory team indicated that,despite this being an
established access,the additional traffic generated
by the Center may cause safety issues for motor- 4.Parcel*319os22oi000,Green Diamond,features
ists.Ryan Rd is identified as possibly an overpass a relatively flat site with a slight rise on the back
candidate,but this is not a near term priority. acreage.The area has a good soil profile that will
allow for cost effective construction and easy site
3.Parcel No:319050004000,Green Diamond,is grading.A traffic impact analysis is necessary
traversed by Elson Creek which may cause issues but preliminary discussions with WSDOT have
in land use.The property is adjacent to a resi- identified#319052oi000 as a viable candidate for
dential area which also may have impact issues. Hwy ioi access and supports the concept of a local
Access could be established via Hwy ioi yet the jurisdiction managed Rest Area at this location.
topography of the acreage may could cause The 58.78 acres allows for multiple uses including
possible space issues in establishing safe ingress exhibit area,park and walking trails,camping
and egress. Rest Area as well as the Welcome Center.
Existing trees that can be utilized for privacy and
MASON COUNTY WELCOME CENTER I Feasib&tyStudy highway noise mitigation. July2021
16
Mason County Visitor Welcome Center
PRELIMINARY SITE PLAN --r-
--`� ,�-
Parcel No:tt31905201000 Green Diamond
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3.Building Characteristics
The objective of the Welcome Center is to The building should incorporate multiple uses
\ attract,inform and retain visitors to the area. including but not limited to:
` However,to achieve operational sustainability .Visitor concierge services
/ it should be adaptable to multiple uses beyond p P Y •Rotating exhibits as well as fixed exhibits
�f visitor information services.The goal should •Integration of gathering&exhibit areas
be to use space efficiently and to limit building •Open floor plan with access to outdoor space
Y > operation costs by co-locating components. •Offices&storage areas(in adjoining structures)
•Excellent restroom capabilities.
Use Driven Design
Usable space of the current visitor centers in the
' area range from ioo sf to 600 sE Common fea- Architectural Characteristics
The design embraces natural attributes of the
lures include information counter and brochure g
display. The current trend in the industry is to landscape with use of timber,rock and glass
decrease dependence on brochures and increase "walls"to bring the outdoors inside.Effort will be
capability to meet technological advancements.In made to source dramatic"trees"to create visual
combination with personal concierge service the natural columns in entrance and common areas.
`4 space design will be flexible to allow for additional
change in capacity beyond WiR mapping,screens, Paths will be illuminated with crushed oyster
or electronic device recharging. shells and landscaping will be composed of
vegetation that incorporates existing established
j I Centers that support a multi-purpose facility evergreens and natural topography of the space as
using technological integration and open concept well as celebrates native plant display and
display with gathering areas and visitor services traditional uses—beargrass,katniss and cedars
are generally more"welcoming"and engaging. come to mind. "Ihe goal is to create a Welcome
1 _ Similar concept models ranges from 2500 sf to Center showcasing natural elements that is so
ii,000 sf depending upon uses.The Mason County striking in design it is a destination in itself.
Welcome Center is proposed at 4500 sf with Displays and interpretive material will be themed
options for expansion should the need arise for within the open main space to complement archi-
Phase 2 planning. tectural attributes.
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IV. Project Cost Analysis
i.Overview
This section provides estimates for the project using information gathered in comparative estimation and through discussions with stakeholders,contrac-
tors,as well as design and engineering professionals.An area\of approximately 29 acres has been designated to house the development within the whole
site which includes ingress,buildings,park areas,egress,and a travelers'Rest Area for northbound cars,trailers,and commercial traffic.The estimate breaks
out costing on the Welcome Center component and the Rest Area. Once the site is secured and a detailed building program developed,more precise cost
estimations can be completed.
2.Property Cost&Zoning 3.Land Preparation Landscaping
Value for undeveloped land has fluctuated Parcel#319o52ol000 has an existing maintained As previously mentioned,campus landscaping will
greatly recent months.Since many variable can access road off Craig Road.The road substrate focus on native plant display. The"pond"area that
affect evaluation,the comparable range is as suggests that material for the base was acquired accents the front portion of the center will act as
high as$1o8,9oo/acre(Mason County,36.59 acres, on site.Preliminary test holes on the property a bioswale with a series of swales creating"waves"
#420021390080)to as low as$9,000 an acre(Hwy indicate fair drainage with medium quality soil viewable from the highway.Mass plantings of
108 agricultural,38 acres#41927-33-000io).Apart composed of boulders,cobbles,as well as silt and the native Sagittaria latifolia,(katniss,wapato)
from#420o2L39oo8o at Dayton Road,there are fine sand. The property has been reforested and a traditionally significant plant found in shallow
no properties abutting Hwy iol of similar size on supports healthy mature firs(approximately 35 wetlands,will create interest.
the market. Anecdotally, although timberlands years old)with some cedars,alders,spruce,and big
are selling as high as$30,00o acre,based upon leaf maples. Rest Area Parking
recent sales of large parcels,the value of undevel- The car,truck,and RV parking,access roads and
oped land over to acres is estimated at$11,000 to The forest floor is composed of shrubs(salah, bathroom facility will be built according to WA
$i5,000 per acre.This could change as land prices thimble berry,huckle berry,oregon grape,goat's State DOT specifications and standards.Charging
correct and if market demands are satisfied. beard);ground covers;ferns(sword,deer,and stations,trails and vending machines will be
Parcel#31905201000,is zoned Designated Forest maidenhair);and other native plants.These will minimum requirements beyond restrooms and
Land and is assessed at$$213,140.00.This property be selectively removed or transplanted to allow adequate parking.Additional funding may be
would need to be re-zoned Rural Commercial 3 to for as much natural vegetation as possible within available from trucking associations if there are
suit change of use.It is viewed as a good candidate undeveloped areas.The vegetation is open allow- additional amenities for commercial vehicles.This
for recommendation but it changes are subject to ing assessment of land grade and expansive views. will require further study.Preliminary discussions
public and BOCC review. There is a light grade incline(East to West)but it is have indicated that this may be a good candidate
aesthetic rather than a site preparation deterrent. for funding through the Transportation budget.
MASON COUNTY WELCOME CENTER I Feasibility Study July2021
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20
4. Utilities
Parcel#3i9o52o1000 is located adjacent to Craig Table 2:Project Capital Cost Estimate
Road allowing for excellent access to utilities.With co.v estimate High estimate
a vault connection each 5oo'span,PUD#3 esti-
mates that installation of Single Phase 220 power at$18,000 for hard costs with ditch excavation Re-zoning,survey,timber taxes s fees/Environmental Site
TBD TBD
estimated at$2000.If the determined power needs Assessment(ESA)
increase to Phase 2 or above,costs will increase. Welcome Center Estimate
Site preparation-clearing and grubbing 84,000 96,000
5.Construction Costs -- - -
Construction estimates are based on an average Asphalt @$6/sf 25,000 sf(parking and access roads) 120,0001 150,000
construction cost per square foot of$345-$385, Utility extension&Septic/well 140,000 160,000
which is comparable to current market ranges Exterior landscaping,lighting,and trails 55,000 75,000
for public spaces. Since this property will require Building Construction costs @$345/sf-$385/sf 1,552,500 1,732,500
considerable cooperation from local resource - — — -
Design+Project Development Costs 248,400 277,200
managers it is anticipated that modifications can be made to adapt to local materials which will Total Welcome Center Costs $2,199,900 $2,490,700
help maintain control of costing. Cost estimates
assume that the center will be constructed on a --- --
Rest Area&Truck Parking
relatively flat site and have a wood timber struc-
tural system.Other assumptions include that the Site preparation-clearing and grubbing 85,000 100,800
facility will have stained concrete floors, large Road base/services 120,000 140.000
areas of glazing and will be designed with regional, Asphalt @$6/sf 162„000 sf (parking and access roads) 900,000 972,000
contemporary flair utilizing natural materials.
Washroom structure and kiosk&septic 210,000 240,000
To mitigate the highway noise triple glazing will ---------.-. -
likely be necessary. Industry estimates equate Misc lighting,EV/utilities/park prep/landscaping 150,000 170,000
construction soft costs fees to approximate 16%of
the construction costs.LEED Certification adds a Rest Area&Truck Parking Costs $1,465,000 $1,622,800
io%costs premium to the construction costs.This
is not added to the estimate as it is only necessary Total Project Estimate $4,546,600 $5,876,900�
for funding on buildings over 5,000 SE
July2021 MASON COUNTY WELCOME CENTER Feasibility Study
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x
♦ 4 + � i
" '�
V. A Sustainable Business Model for Mason County
i.Overview
The purpose of this study is to describe the findings of a feasibility analysis of a prospective Visitor Welcome Center.It should be
noted that a current financial feasibility assessment takes into consideration the volatility of determining factors caused by the
recent pandemic and the market reaction.Some of the business assumptions require a level of precision that cannot be ascertained
three fore a range is given based upon possible scenario outcomes.This business analysis should be viewed as a framework highlight-
ing areas of further assessment which can be a basis for discussions with identified partners and stakeholders.
2.Operating Assessment
The following presents visitor forecasts,estimate The first method used was with Mason County's Table 3:Video View Analysis
annual operating costs and offers possible scenari- tourism social media data collected since August 51,777 views in(June 2019 J„nr
os for facility operations and income.This analysis 2018.Taking an audience who viewed at least 3
CALIFORNIA 29%
determines that by incorporating a variety of uses seconds of tourism videos targeted while traveling
to generate financial self-sufficiency,the Welcome in the area, the campaign logged 5L777 viewers Los Angeles 10%
Center is financially feasible. over a 24 month period. Sacramento 5%
San Francisco 5%
Visitor Projections The resulting statistics show the area where they Remaining CAcitiestareas 9%
NEO employed an aggregate of novel as well as originate(Table 3). Approximately 70%travelers
traditional data to project visitor traffic at the interested in Explore Hood Canal traveled from OREGON 41
Welcome Center.It is assumed that visitation will out of state(18K/annum)indicating that they Portland 32%
follow travel patterns for areas throughout the would likely be good candidates for the Rest Area Eugene 5%
Olympic Peninsula.It will likely be seasonal,with and Visitor Center.The difficulty(and the benefit) Remaining OR cities/areas 4%
a summer peak. with this method is statistics are specific to view- WASH I N GTON 28%
ers of the Mason County media and relies on the Seattle/Tacoma 19%
Tracking the number of visitors enables the fact that they are actively on social media while Yakima 7%
Center to determine impact and to adjust its in the area and have adequate service on their
Remaining WAdtieslareas 2%
hours to fit times of demand. devices to view videos.This information adds to
the"picture"but does not complete it. OTHER AREAS 2%
July2021 MASON COUNTY WELCOME CENTER FeasibihtySndy
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A comparative study of regional visitor centers Table 4:Area Visitor Centers
(Table 4)can be applied to estimate visitor count Annual visitor counts vs average annual traffic to calculate visitor center"drop in)ratio
for the Mason County Welcome Center.With 2020
Visitor Center 2019 Count' AADT1 I Annual Traffic Drop in Ratio
interruptions caused by the pandemic,NEO
calculated ratio using 2019 counts.Based on Port Angeles Visitor Center 50,168 13,000 4,745,000 1%
performance of regional centers this method Port Townsend VIC 9,225 7,600 2,774,000 .33%
anticipates the range of visitors at the Welcome Olympic Peninsula Gateway Center 6,949 6,300 2,299,500 .30%
Center is between 78,Ooo and 120,000 per year.As a Forks 38,124 6,400 2,336,000 1.6%
designated rest area the Center would likely draw Sequim Visitor Information 13,214 1 15,000 5,475,000 .24%
visitors at the high end of the estimate.
QuilcenelBrinnon VIC(USFS Ranger Station) 30,168 5,100 1,861,500 1.6%
Operating Costs Shelton ChamberVIC(Caboose/Chamber Office) 3,538 4,300 1,569,500 .22%
Expenditures for the operation of the Welcome North Mason ChamberVIC/Union VIC(May-Oct) 1,799 18,000 6,570,000 .02%
Center include labor,utilities,janitorial, Hoodsport Visitor Information 15,844 4,400 1,606,000 .98%
maintenance,and insurance among other costs. Average Annual Count to Average Daily Traffic Ratio .69%
Modeling public facilities in the Northwest,
Mason County Welcome Center 78,073 1 31,000 11,315,000 .69%
similar in size and nature,we can assume: See Appendix I lot Olympic Peninsula VIC counts attachment.
'Tragic numbers captured from WSDOtGeoPbrial.Traffic variance on outlying sites--example:Sequim VIC is located off highway,AADTis on Hwy 101.
Expense Annual
It is essential to acknowledge that obtaining ongo- Models show that regional centers providing
Utilities 14,500 ing operations revenue can be more difficult than a reason to stop"beyond the bathrooms are not
Labor/tax'(supervisor+1 or 2 PT) 115,000 securing the initial capital funding. only successful but also financially autonomous.
Insurance(including event/grounds) 15,000 Following are some possible options that will help
Additionally,funders are interested in knowing a revenue-neutral visitor information services be
Janitorial 9,600 that the project will be sustainable-over many sustainable.
Maintenance/grounds 18,000 Years.With this in mind,it is necessary to consider
Office/VIC supplies 12,000 a range of programs that can aid in reducing costs
and increasing revenues.A realistic budget of
Total $184,100 costs and income is generally more useful.
Comparative OC20201202101ympicGateway(45,500 tax/med);
Hoodsport VIC(867,700 tax/med);forks VIC(441,250 no benefits)
MASON COUNTY WELCOME CENTER I FeasibibtyS*y Juo2021
24
I Thinking "Outside the Box"
The following case study highlights the Wenatchee ,l
Visitor Center.Housed in a historic building,its
showpiece is an authentic agricultural truck M
that has been sliced and converted into a wine '.
bar where trained staff serve samples from local
wineries as well as dish up information on events,
attractions,and services. The tasting room is open
daily and is a popular meeting place for locals s
as well as a first stop for visitors and convention
attendees. The Wenatchee Visitor Center has gone
beyond bathrooms and brochures to offer not
only a reason to stop but also a logical first stop by Case Study:Wenatchee Visitor Center Tasting Room
leveraging relationships with local wineries and Inspired by Wenatchees agricultural history, Each staff member is state-certified to pour
businesses to provide touch points for visitors.In the Center hosts a wine bar,info center,confer- wine,making it convenient to drop in for a taste
training staff to be licensed to pour alcohol,they ence room and event space. or to purchase a bottle anytime during business
minimize operating costs and creating relevancy "The Wenatchee Chamber continues to think hours.
as well as an income source for the facility. out-of-the-box to expand their tourism market Open daily,the center accommodates local the-
reach,"reports travel writer,Lisa Traum,"and ater patrons and out-of-area visitors.
With multiple wineries throughout the region advocate for local small businesses." ,
as well as four breweries and an award winning JWK
destination distillery in the county itself,Mason
has an added draw that no other area A strategy includes sharing our local products by Explore Hood Canal's web and social media
County also
has focused hason—unparalleled seafood resources. offering a unique tasting experience and insight statistics show that posts about"oysters"perform
The two pair perfectly together. into our assets.How successful would this cam- well above other topics. The blog, 'Ten Myths
paign be?Imagine what the Wenatchee Valley and Facts about Oysters,"has had a conversion
People accomplished with wine and Leavenworth with rate of over 35,000 unique visitors in just the last
Bavarian heritage tourism.Mason County is home year.This interest will only increase as consumers
Ardent supporters will"to greatto to three of the largest shellfish farms and many become more selective in their travel choices.
increase '" And bring friends. small farms,and has an excellent epicurean repu-
tation.Marketing shellfish would not only be"out
of the box"it would be logical.
li';1021 MASON COUNTY WELCOME CENTER I FnuibilityStudy
25
\ The County's www.shellfishtraii.org website These revenues could be direct or indirect.
increased by 276%over previous years visits Direct revenues implies that staff at the Welcome
r d (u 840)and has already topped to,000 visits in the Center facility also managed the event center
t 9w ,, _ first half of 2021.This emerging trend indicates and collected revenues as well as assumed costs
' that a tasting room highlighting our shellfish
g g g of operation.However,with an indirect revenue
farms at Mason County's Welcome Center would the Welcome Center could receive revenues from
\ r' A serve to increase center revenues and support event rentals including buildings and covered
kc
y local businesses and shellfish events. exhibit areas as well as parking fees.
Touching on the theme of shellfish,an additional Another source of revenue for the facility would
• ` revenue source for this facility would be through be office or retail tenants.It would be important
events.From small gatherings in the Welcome to ensure that the tenants reflect the mission of
Center itself to larger events hosted in the open the new facility.The currently budgeted 4500 sf
spaces around the facility,events like the recently Welcome Center building has some space for retail
t displaced and wildly popular OysterFest,would be but it would be more suitable placed in adjoining
able to count on a facility that could cater to their buildings as indicated on the site plan.These could
t- unique requirements. Currently this event that be constructed at a much lower rate($160-220/sf)
attracts over 30,000 visitors from all over Western and be designed to suit the tenants needs.
United States during our shoulder season is facing
i
extinction because of lack of faciliy to host it in The Welcome Center would additionally derive
Mason County.Bluegrass From the Forest is cele- operating funds from annul LTAC revenues and
brating its 16th year in tents between the sprinkler could gain financial support by partnering with
heads at the local soccer park.These events,and neighboring counties,tribes,and tourism
many otherse,bring visitors and their wallets to stakeholders(hotels,attractions,events)to provide
s I ' Mason County off peak season—it's time for us to tourism services advertising the entire Olympic
r- return the favor, Peninsula.As a"gateway center"this facility is
/ ideally positioned to provide a narrative for the
The event center would be very important to the whole region.
community and bring in revenue that would
support the Welcome Center.
MASON COUNTY WELCOME CENTER I FeaubilityStud,, fu42021
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VI. Funding S Operation Strategies
1.Overview
The question that is in everyone's mind is—how do you pay for it? Where do you find the capital to build such a facility.This is by for
is the most intriguing challenge in preparing this report. The recent pandemic has had one unanticipated benefit.It has allowed
us to consider creative solutions to solve problems that before only had one answer. In the next few pages we will examine funding
strategies that are conventional as well as unique. Since this property is essentially a blank canvas,it offers many opportunities for
the Lodging Tax Advisory to consider in creating the best options to position Mason County's tourism future.
Operation revenue will not provide enough money and broadband.Eligible applicants include pub- Rural Community Facilities
to fund land purchase and construction of the lic jurisdiction entities including cities,counties. Direct Loan &Grant
Mason County Welcome Center. Other area visitor tribes and Port districts.CERB offers grants for The USDA awards grants to community facilities
centers rely heavily on both public grants and pri- planning projects up to 80%of the total project in rural areas.Funds can be used to purchase,
vate funding to operate and to fund capital costs. cost,not to exceed$5o,000.The applicant must construct,and/or improve community facilities,
Public funds- from federal,state,or local govern- match CERB's funding with at least 20%of the purchase equipment,and pay related project
menu -are necessary to support a low-margin total project cost.In-kind match is not allowed for expenses.Eligible borrowers include:government,
community development. this program.commercewa.gov non-profit corporations,and tribes.Project must
demonstrate substantial community support.
2.Capital Funding Building Communities Fund rd.usda.gov
The following is an outline of some of the funding Also available through the WA Department of
sources that may be available to finance capital Commerce are capital facilities grants for commu- QUali fled Opportunity Zones
costs of the project. nity-based projects.The Building Communities The area of the proposed project is located in a
Fund program awards grants to organizations to Qualified Opportunity Zone as defined by the
CERB Planning Program defray up to 25 percent or more of eligible capital Internal Revenue Service.These are designed to
CERB provides funding for public infrastructure costs to acquire,construct,or rehabilitate non- spur economic development by providing tax
which supports business growth and expansion. residential community and social service centers. incentives for investors who invest new capital in
Eligible projects include public buildings.Funding There is no minimum or maximum grant award businesses operating in an"opportunity zone."
is used for site-specific studies:economic feasi- amount.commercewagov
bility, environmental impacts,capital facilities,
permitting,marketing,engineering,site planning
July2021 MASON COUNTY WELCOME CENTER I Feasibility Study
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27
The process works by investors deferring tax on Heritage Capital Projects Scenic Byways Program
any prior eligible gain by investing it in a the Incorporating a partnership with the Mason Nonprofits,state and local government agencies,
Opportunity Zone.If the investment is held for County Historical Society for rotating exhibit or political subdivisions may apply for projects
at least 5 years,there is a 10%exclusion of the displays of heritage item would allow the project along designated state and national byways.
deferred gain. If held for at least 7 years,the 10% to be eligible for a Heritage Capital Projects(HCP) Scenic Byway Grants can be used for developing
exclusion becomes 15%. If the investor holds the grant.This grant is for capital projects that provide corridor management plans,safety improvements,
investment in the for at least 10 years,the investor public access to history.Since 1995,HCP has dis- byway facilities that interpret or enhance the in-
is eligible for an adjustment in the basis of the in- tributed more than$80 million to more than 300 trinsic qualities of the scenic byway.Applications
vestment to its fair market value on the date that community history projects.The minimum grant are accepted on an annual basis.In 1994 Scenic
the investment is sold or exchanged. As a result request is $10,00o and the maximum grant is$1 Byways funds were used to construct the Hwy lol:
of this basis adjustment,the appreciation in the million.washingtonhistoryorg Discovery Bay Rest Area($451,922) and in 2003 the
Opportunity Zone investment is never taxed. A Olympic Coastal Corridor Visitor Center($129,633).
similar rule applies to exclude the investors share Direct Appropriation scenic.org
of gain and loss from sales of Opportunity Zone With the inclusion of the Rest Area and Truck
assets. irs.gov Parking there are opportunities for the Center to The Kresge Foundation
gain funding through Transportation Bill spon- Kresges giving program is in particular focused
EDA's Public Works and Economic sored by State legislators.The Welcome Center on"Bricks and Mortar"projects championed by
Adjustment Assistance may also be a candidate for a one time capital non-profit organizations. Their mission through
Projects funded by these programs will support funding inclusion from the State. their grant program is to build facilities and to
work in Opportunity Zones and will support
challenge private giving. kresge.org
the mission of the Department by,among other Regional Funding
things,leading to the creation and retention of Tourism efforts are traditionally funded locally
jobs and increased private investment,Counties through LTAC revenue.There is some reserve
are eligible to apply for these grants and there is funds within Mason County's budget that could
no submission deadlines.Grants and cooperative be used as capital to fund the visitor center.
agreements made under these programs leverage Additionally,private or non-profit funding could
existing regional assets and support the imple- be an option for local funding.
mentation of economic development strategies
that advance new ideas and creative approaches
for economic prosperity in distressed communi-
ties,eda.gov
MASON COUNTY WELCOME CENTER I hwsibility Study Jul 2021
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28
3.Operation Strategies
The comparable public use buildings studied
as part of this preliminary feasibility study are
• land ownership
leased/owned and operated by a government mitigation/compliance
• strategy,planning, park
agency,nonprofit entity,or some combination of character,facilities in environmental
the two.Some are run by non-profit groups(e.g., protection
• science&rule-making in
Mason County Historical Society,Chamber of environmental protection operations,staffing,&
•
Commerces or Jefferson Historical Society). • education in customer service for
y oversight&fee approval recreation
In cases where there is a partnership amongst for recreation environmental
protection routine maintenance
government and nonprofit entities,an agency a maintenance planning
may own the facility with a nonprofit managing it. capital investment
A46j/c role �e private t°\e
With government ownership of the facility to Shared<o
allow for capital funding and State partnership on
rest area management,it would be most effective
to have a single entity manage the entire facility. Source Adapted from Warren MeyeC Recrea uon Resource Management Presen;a6on to Arimna state university,
Symposium on the Private Management of Public Parks in Arizona,November 9.2010.
Public-Private Partnerships(PPPs) According to a study compiled by Gilroy,Kenny Public-private partnerships(PPPs)allow parks
A PPP(also called P3)is an agreement between a and Morris(2013)':"Fiscal challenges governments to stay open without cost to taxpayers.The U.S.
public agency and a private entity that facilitates have faced in recent years have placed significant Forest Service kept many recreation areas open
greater private-sector participation in the provi- pressures on park systems,which compete for and maintained under"whole park"concession
sion of a public service.Increasingly Federal,State stretched funds alongside education,healthcare, agreements.Colorado,California,Oregon and
and local jurisdictions are turning to PPP models and other—often higher—spending priorities." Washington have loos of USFS recreation areas
of operation of public facilities for a range of In some states this led to maintenance issues that and campgrounds operated by PPP partnerships.
benefits including financial sustainability, threatened the sustainability of these assets.Cal- In this context,the government agency enters
optimization of staffing and operations,enhanced ifornias state parks accumulated over$1 billion in into a long-term lease(up to 30 years)of the entire
risk management,accountability for outcomes, deferred maintenance prompting policymakers to operation of a property in a performance-based
and proper facility maintenance. reconsider approaches to park operation. contract with a private management company.
July2021 Conservation Leadership Council(January 2013). MASON COUNTY WELCOME CENTER I FeasibiltcyStudy
29
In the case of California park system,79 faced The advantage of this is that it combines tenance and management of common areas such
closure and the state offered operation to private responsibility for functions and allows partners as roads,bathroom facilities,and grounds.In this
companies for an annual rental rate or 3%of gross to take advantage of efficiencies with combining model,non-profits or businesses could invest in
revenues-whichever was greater. The option tasks and removes the government body from certain aspects and derive a return on investment
was originally offered to cities and nonprofits but having to manage the project.The teams detailed when the facility is used or rented. For example,if
it was determined that local jurisdictions faced knowledge of the project design and uses allows a stage was funded by one group,each time it was
similar operation challenges as the state while the it to develop an operation plan that anticipates "rented"the management company would provide
nonprofits generally did not have the capital or needs as they occur. a portion of those rents to the funder.
operational expertise to keep state parks open for
the long term.In the end,California re-awarded Strata Management Welcome Center Management
contracts to private companies. Another commercial management strategy to con- Staffing and operations could be managed
sider is comparable to"common-interest develop- through a contract with a partnering non-profit.
In this scenario,the public entity retains control ment"(CID). Agreements,similar to resort prop- The Welcome Center would require two full time
over appearance and service level at the privatized erty management contracts,allows real property staff seven days a week. Neighboring Visitors
facility,and have procedures in place for terminat- ownership with one overseeing LLC managing Centers cover staffing and management with
ing contracts where private companies under-per- revenue and maintenance.This specialist area of LTAC funds.Ilse Gateway Visitor Center is owned
form the standards.Long term leases allow the property management involves control of prop- and maintained by Jefferson County and man-
private entity to take on maintenance and capital erty that is jointly owned and comprises multiple aged through a contract with Jefferson Historical
improvements. units,common areas and common facilities.It is Society($7z,5oo/annually). They are open 363 days
derived from an Australian concept of property a year. The Kalaloch Ranger Station is staffed May
Design Build Operate Maintain law called strata title(administration of common t-June(five days a week),June 18-September 30,
In a design-build-operate-maintain(DBOM)con- ownership on multiple levels,or'strata). seven days a week($64,000).North Hood Canal
tract a jurisdiction enters into a single contract Chamber has a formal agreement with the US
for the design and construction,maintenance and The advantage of this unique model for the Forest Service for use of Quilcenes Ranger Station
operation of a facility over a contractually defined Welcome Center is that with multiple uses—Rest facilities to provide VIC services staffing of one
term,and for which public funds are appropriated. Area,Welcome Center,campground,event facility, supervisor and five part time employees.($50,500).
This project delivery approach is also known as retail,and possibly hotel or other complementary
"turnkey"procurement and build-operate-transfer function,jointly-owned property allows for divi- All examples are financed by Jefferson County
(BOT).With a DBOM contract,the public sector sion of these assets and an overall management LTAC and were asked to return approximately
secures the project's financing independently and company responsible for the administrative and 30%of LTAC funds in 2o2o due to the reduced
retains the operating revenue risk. financial aspects of the property as well as main- hours caused by COVID closures.
MASON COUNTY WELCOME CENTER I Fmsibility Study July2021
30
VII. Conclusion 6 Recommendations
i.Overview
Be over reaching question in this Welcome Center feasibility study is-does it make sense"and,if so,how will it be done? The pages
of information and data and has likely raised as many questions as it has answered.Outlined below are the key inverstigation tasks
presented to NEO and conclusions and recommendations developed based upon these findings.
Potential locations
Having surveyed Visitor Information Centers Additionally,the property has potential to host The subject land is owned by Green Diamond
throughout the Olympic Peninsula and assessing an exhibit area for events with overflow parking, Resource Co.and is an active forestry resource.
performance and visitor impact,NEO confirmed campground area.The plan could also possibly Green Diamond is not opposed to selling the par-
that Visitor Centers located at end destination" support retail or lodging facilities.Conversations cel and is interested in the mission of the project.
(Hurricane Ridge,Forks,Port Angeles)and located with Marissa Watson,Senior Planner,Mason They have a long term investment in the well-be-
in highly visible,high traffic areas,had the most County,determine this parcel may be a good can- ing of Mason County and would be supportive
impact.Highway frontage between Hwy lob and didate for re-zoning to Rural Commercial 3 which of a community effort that benefited sustainable
the northbound Shelton exit to Hwy 3 is the most would accommodate all these uses.A pre-appli- growth and improved quality of life.Negotiations
active section of road on the Olympic Peninsula. cation process would be the next step to assess are subject to the Board's decision to proceed in
Using comparative ratios it was determined that a viability. this process and the price is yet to be determined.
site in this area could attract between 78,000 and
120,000 visitors. The parcel selected for consid- Cost Analysis In evaluating similar size/scope visitor center and
eration,#319o52o10oo,is owned by Green Dia- NEO consulted with development professionals in stakeholder conversations,the Welcome Center
mond Resource Co.The property is over 58 acres. and stakeholders and,using comparative public was proposed at 45oo sf with a focus on the"wow"
Discussions with WSDOT indicate that this is a buildings,calculated preliminary cost estimates factor.zwhile being dramatic and a"destination,"it
candidate for a rest area and could be the means for the Welcome Center and rest area.A break- would also be functional and adaptable to a multi-
in which to gain access on a limited access high- down of these findings can be found starting page tude of uses.The cost for Welcome Center building
way. The parcel selected could accommodate the 20 of this report.The evaluation is broken into is valuated at$2.2-$2.5 million.
Welcome Center,park and trail areas,safety park- three components—land acquisition and re-zon-
ing for recreational vehicles as well as parking for ing/fees,Welcome Center,and the travelers'rest
commercial traffic. area.
July2021 MASON COUNTY WELCOME CENTER I FraabihtyStudy
31
The location of the property requires coordination
-- from WSDOT to implement safe and efficient
f `g" ingress and egress.The addition of a rest area
((' for travelers and commercial vehicles is estimat
1 y ca,ma ed at$1.46-1.62 million including land clearing,
grubbing,utilities,washrooms,asphalt,striping,
4 signage,charging stations,and vending kiosks.
ow` ,,.: Capital Funding Sources
Community and state discussions have introduced
?V (.-^ .. 1 p - •- tAs Sum" scenarios that offer opportunities for funding
xa;.wre.5 tf n. eligibility.Direct appropriation of funds for a rest
s'CAM .
area serving the Olympic Peninsula would be
essential to finance the infrastructure.Repre-
4' Tic !W sentatives Tim Sheldon,Drew MacEwen and
�r' -
�' *t` weccoMe CEIVMRswLb?N,-. tia� Dan Griffeyhave expressed their support for the
rAe'"c oc Welcome Center.
h ttps://www.dec inc.com/projecticrissey-Meld-park-and-welcome-cen ter
Mason County would also be eligible for a variety
Case Study:Crissey Field Welcome Center of ants that sup
port pport the project's rural economic
Opened in 2008,the 55 acre site is less than a mile from the Oregon-California border and fully growth profile.Opportunities exist through a
embraces the natural surrounds of the area.A former airstrip,the land was acquired through an public/private partnership as the property is
private timber company exchange. This$2.4 million building showcases a number of sustainable located in a Qualified Opportunity Zone.
practices aimed at reducing environmental impacts, including geothermal heating and cooling A description of some of potential funding sources
and solar panels. The Welcome Center lobby highlights the use of local wood products and an available can be found on page 27.There are many
abundance of natural light while the west face is dominated by windows and a roof form defining other grant sources that should be explored for
an outdoor space with views to the site and Pacific Ocean.The center is open daily April to October eligibility if the County elects to proceed with this
and Monday-Friday November to March.The parking area and restrooms are open year-round project.
from 8 AM.to one-half hour after sunset.There are picnic tables on the back terraces of the visitor
center.
MASON COUNTY WELCOME CENTER I Feasibility Study Jul 2021
13
32
Cost to Operate If the Welcome Center was tasked with services
Operation costs of the Welcome Center include such as wine and oyster tasting,costs would Potential Stakeholders
staffing,utilities,janitorial,maintenance,insur- increase but so would the revenues and public call Stakeholders include but are not limited to:
ance,and day-to-day administration expenses. to action.Revenue and operation strategies will .City of Shelton
Modeling comparative public facilities costs are requires further investigation and analysis. .EDC Mason County
estimated at$184,000/annually. With revenue •Hood Canal Events
neutral operation it is assumed that cost to Potential Stakeholders
•Green Diamond
operate could be funded through Lodging Tax This project has a wide spectrum of potential .Kristmas Town Kiwanis
revenues. stakeholders who have a vested interest in .Local agi-tourism including shellfish industry
success.Through this process,NEO identified .Manke Lumber
Revenue and cost estimates vary depending upon groups and individuals who would benefit by
•Mason County Forest Festival
operation scenario adopted.NEO has identified a participating in the Welcome Center project and
•Mason County Historical Society
sampling of revenue strategies(pages 24-26)as well offer input to create a facility that fills current .Mason County Rodeo Association
as outlined possible creative operation structures needs while anticipating future growth and .North Mason Chamber of Commerce
(pages 29-30). remaining relevant and sustainable.
•Peninsular Railway&Lumbermeris Museum
•Port of Shelton
•Ridge Motorsports
2.Recommendations •Shelton Kiwanis
In this study we have outlined current tourism Visitors to our area do not care about county lines •Shelton Mason Chamber of Commerce
trends that demonstrate a need for infrastructure when it comes to experiences.Visitors to welcome •Sierra Pacific
development for the growing and unmet needs of centers spend an average of 68%money in an area •Simpson Railroad
Mason County's tourism industry. The County has (Dean Runyan,2018)and with that engagement •Skookomish Tribe
displayed strong visitor growth,2017-202L and it are likely stay longer and to return again. •Skookum Rotary
is logical to assume this will continue.Now is the •Skydive Kapowsin
prudent time to develop resources and methods to The addition of the rest area would offer another •Squaxin Tribe
anticipate and welcome this growth. reason to stop and may inspire infrastructure •Taylor Shellfish
support for this project. The interpretive trails •Vance Creek Railriders
The location of the Mason County Welcome Cen- and natural features would provide a welcome to •WSDOT
ter would serve the needs of the entire Olympic the County as visitors walked dogs and wandered •WSU Extension
Peninsula.This regional approach could help with with their families through the historical and
funding as well as county collaboration. cultural exhibits in the Center itself.
July2021 MASON COUNTY WELCOME CENTER FnuibiliryStudy
33
The community would benefit from owning a Using the models described in Section VI,a hybrid
monumental architectural gateway to their world plan could be implemented in which the parcel is
class public gathering facility and having access subdivided before re-zoning.The subdivision could
,. to an event space with enough area,parking and reflect four zones with different ownership:
' camping to host events the size of OysterFest.
' i.Welcome Center,park and Rest Area(zo acres)
"Does it Make Sense?" Owned by government agency;managed in long
Yes.Now is the perfect time to examine tourism term "whole park'agreement in which agency re-
options and assess the needs of the community. tains control and receives proceeds from revenues.
Public funding is available to support capital costs 2.Lodging facility(5 acres)Owned by private enti-
�� to build this facility and whether the decision is ty and supporting mission of the campus.Shared
! made to add revenue sources to the facility or not, grounds and maintenance agreement.Possible
there are funds available in the County's Lodging Opportunity Zone funding.
k` Tax Revenues to support operations. 3. Campground(12 acres)Owned by private entity
r and supporting mission of the campus.Shared
In order for the community to have access to grounds and maintenance agreement.
public funds for the Welcome Center,park,and a.Event exhibit area(21 acres)Owned by public
rest area it would be necessary for the facility to entity,non-profits,private entity or group that
be owned by Mason County or other public entity. might utilize private sponsorships or non-profit
Operations could be contracted to a nonprofit or funds to construct stages,exhibit halls,arenas,
... private entity. etc.Large parking lot,grounds on other properties
could be rented by users to provide additional
The County may choose to find a private entity overflow areas as needed.
to construct and manage the Center.This would
have to be a creative process in which the revenue
`c neutral Visitor Center mission is balanced with
revenue generating income for the county and all
parties involved.A long term lease is necessary to
secure a private entity investing marketing,staff
capital improvements,and passion for success.
MASON COUNTY WELCOME CENTER Feanbility Study July2021
34
VIII. What is the Next Step?
The next step is to secure property for further investigation.Conversations with Patti
Case,Green Diamond Resource Co.,indicate that the company is open to a mutually
acceptable consideration.A written agreement is necessary so that the pre-application
re-zone may begin.Environmental issues and regulatory factors affecting the parcel will
be revealed at this stage.However,early review of the site has indicated that the project
falls within the area uses and is a good candidate for advisory approval.
After successful pre-application and planning Further investigations and state level discussions
advisory process the re-zone will be recommended will be necessary to determine possible capital
to the Board of County Commissioners for re- funding.Coordination with commerce agencies
view. This process takes approximately 45 days for and further definition of operation goals will re-
zoning review and 5-6 weeks,with public hear- veal other sources.For example,cooperation with r
ing process,for the Board to vote.NEO stresses the historical society to create rotating historical
involvement with stakeholders and community is displays in the Welcome Center may show eligibili- ,
�Y
important at this point as the most successful re- ty on new funds. _
zones are the applicants that have done outreach."
With regards to the exhibit grounds,at this point ;r{'
If the property meets requirements and project in the process a phased plan will be adopted with
is acceptable to proceed,engineered drawings of festival planners and local groups to best design to 1
ingress and egress will be coordinated with the suit their long term needs. /
WSDOT advisory team and final architectural7/
plans of the Welcome Center will be coordinated Thankyou for the opportunity to investigate the '
spot. -
with considerations devised from stakeholder feasibility of the Mason Count Welcome Center. ;
and community collaborative sessions. Support We hope that this report has displayed that the
Y
of a legislative level is dependent upon security of project has the potential for success and NO
property and support of the community. economic growth to our community.
July2021 MASON COUNTY WELCOME CENTER Feasibility Study
35
Page intentionally left blank.
Appendix A: Visitor Center Counts I Olympic Peninsula
2020 VISITOR COUNT REPORT*
*WA"Stay at Home"order in effect 3/2612020-5131/2020
OLYMPIC NATIONAL PARK* PORT ANGELES VISITOR INFORMATION CENTER
2019 2019 % 2020 2020 % 2019 2019 % 2020 2020 %
YTD Change YTD Chancie YTD Change YTD Change
Jan 72,725 72,725 -41.37% 74,888 74,888 2.97% Jan 1,170 1,170 -17.78% 1,233 1,233 5.38%
Feb 73,756 146,481 -33.42% 76,248 151,136 3.18% Feb 1,084 2,254 -18.51% 1,773 3,006 33.36%
Mar 113,720 260,201 -22.08% 116,314 267,450 2.79% Mar 2,392 4,646 -18.96% 766 3,772 -18.81%
Apr 159,983 420,184 -15.12% 40,297 307,747 -26.76% Apr 3,035 7,681 -12.10% 0 3,772 -50.89%
May 307,426 727,610 -9.14% 0 307,747 -57.70% May 4,712 12,393 -9.74% 0 3,772 -69.56%
Jun 1 499,728 1,227,338 -2.85% 186,034 493,781 -59.77% Jun 6,254 18,647 -15.18% 0 3,772 -79.77%
Jul 517,058 1,744,396 -0.64% 510,0731 1,003,854 -42.45% Jul 1 8,4241 27,071 -14.72% 01 3,772 -86.07%
Aug737,996 2,482,392 2.94% 719,170 1,723,024 -30.59% A uq 9,011 36,082 -14.21% 0 3,772 -89.55%
Sep 399,907 2,882,299 4.55% 334,249 2,057,273 -28.62% Sep 6,143 42,225 -13.67% 0 3,772 -91.07%
Oct 182,944 3,065,243 3.89% 188,318 2,245,591 -26.74% Oct 4,165 46,390 -13.73% 704 4,476 -90.35%
Nov 108,204 3,173,447 4.37% Nov 1,861 48,251 -12.53% 0 4,476 -90.72%
Dec 72,359 3,245,8061 4.55% 1 Dec 1,917 50,168 -12.44% 0 4,476 -91.08%
PORT TOWNSEND VISITOR INFORMATION CENTER" OLYMPIC PENINSULA GATEWAY VISITOR CENTER
2019 2019 % 2020 2020 % 2019 2019 % 2020 2020 %
YTD Change YTD Chan a YTD Change YTD Chan e
Jan 408 408 505 505 23.77% Jan 258 258 8.86% 185 185 -28.290
Feb 298 706 5,426 5,931 740.08% Feb 171 429 -19.66% 277 462 7.690
Mar 542 1,248 446 6,377 410.98% Mar 423 852 -14.71% 157 619 -27.35%
Apr 642 1,890 0 6,377 237.41% Apr 454 1,306 -15.47% 0 619 -52.60%
May 878 2,768 0 6,377 130.38% May 634 1,940 -17.38% 8 627 -67.68%
Jun 926 3,694 399 6,776 83.43% Jun 968 2,908 -14.37% 0 627 -78,44%
Jul 1 1,312 5,006 7581 7,534 50.50% Jul 1 1,208 4,116 -12.52% 772 1,399 -66.01%
Aug1,348 6,354 722 8,256 29.93% Aug1,119 5,235 -13.56% 653 2,052 -60.80%
Sep 896 7,250 950 9,206 26.98% Sep 706 5,941 -12.76% 365 2,417 -59.32%
Oct 804 8,054 776 9,982 23.94% Oct 502 6,443 -11.23% 203 2,620 -59,34%
Nov 680 8,734 Nov 289 6,732 -11.13% 137 2,757 -59.05%
Dec 4911 9,2251 1 Dec 2171 6,949 -11.43% 141 2,898 -58.30%
frdv2021 MASON COUNTY WELCOME CENTER I Feasibility Study
37
FORKS VISITOR INFORMATION CENTER SEQUIM VISITOR INFORMATION CENTER
2019 2019 % 2020 2020 % 2019 2019 % 2020 2020 %
YTD Change YTD Change YTD Change YTD Change
Jan 1,042 1,042 18.01% 886 886 -14.97% Jan 478 478 4.60% 280 280 -41.42%
Feb 622 1,664 -21.55% 1,098 1,984 19,23% Feb 250 728 -17.83% 492 772 6.04%
Mar 2,039 3,703 -8.34% 685 2,669 -27.92% Mar 699 1.427 -14.50% 35 807 -43.45%
Apr 2,105 5,808 -9.87% 0 2,669 -54.05% Apr 868 2,295 -8.96% 0 807 -64.84%
May 3,518 9,326 -4.55% 0 2,669 -71.38% May 1,200 3.495 -15.42% 0 807 -76.91%
Jun 5,230 14,556 -4.46%1 1,754 4,423 -69.61% Jun 1,648 5.143 -15.22% 120 927 -81.98%
Jul 1 7,6111 22,167 -7.64% 4,450 8,873 -59.97% Jul 1 3,2231 8,366 -15.94% 5601 1,487 -82.23%
Aug6,931 29,098 -7.66% 5,588 14,461 -50.30% Aug2,066 10,432 -16.15% 469 1,956 -81.25%
Sep 4,528 33,626 -9.52% 3,669 18,130 -46.08% Sep 1,275 11.707 -17.57% 354 2,310 -80.27%
Oct 2,261 35,887 -9.22% 2,532 20,662 -42.42% Oct 635 12,342 -18.25% 474 2,784 -77.44%
Nov 1,287 37,174 -8.96% 1,138 21,800 -41.36% Nov 408 12,750 -18.49% 165 2,949 -76.87%
Dec 950 38,124 -8.92% 9041 22,704 AO.45%j Dec 464 13,214 -17.91% 153 3,102 -76.52%
North Mason Chamber of Commerce Shelton Mason County Chamber
2019 VISITOR COUNTS 2019 VISITOR COUNTS
In person 958 HoodsportVIC 15844
Phone 611
Email 562 Chamber Office 1016
Packets 100 (Shelton Railroad Ave)
2231
Caboose VIC 1522
Union VIC(May-October) (Shelton Post Office)
In person 841
Belfair Licensing
In person 33,390
MASON COUNTY WELCOME CENTER I FxibilityStudy Ju1y2021
El
38
Appendix B: LTAC Revenues
June 2021 Room Tax Report
Clal.Co Janes February March riI May June Jul August September October November December YTD MTD %Change
2021 541,2U.47 552,664.55 i73,732.78 $
71,384.48 $114,540.40 $130,026.22 5483,582.88 $483,58288 203.86%
2020 $32,556.07 $37,693.92 $
40,879.21 $39,731.36 $6,289.28 $2,198.58 543,110.81 $102,444.89 5160,075.87 5732,469.30 $124,311.28 $66,996.65 E768,557.16 $759,148.38 -38.38%
2019 $21,055.74 $43.046.43 $37.244.32 $28.807.02 $63.079.64 $65,055.68 $93,931.88 $135.017.28 $156,745.60 $152,906.83 $131,121.09 $63,596.63 $991,608.14 $258,288.83 13.02%
2018 $20039.32 $58.345.54 $25.978.70 $29,671.08 $49.322.91 $45,182.11 $73,573.25 $113,039.12 $115.085.98 $169,643.01 $173.853,16 $44,337.19 $918,071.37 $228,539.66 .6.09%
2017 $19:737.28 $67,889.40 $26.236.56 $21,010.60 $39.746.00 $78,751.14 $78,136.72 $98,096.40 $105,764.40 $102,560.50 $114,945.08 $45,556.24 $788.430.32 $243,370.98 37.25%
2016 $13,263.38 $65.009.50 $17.598.01 $23,695.61 $25.665.70 $32,083.65 $45,697.55 $84.901.82 $92.816.54 589,289.74 $105,454.70 532,063.98 $627.540.18 $177,315.85 28,93%
2015 $18:498.56 553,383.94 $11,472.80 $11.450.60 $22,313.46 $20,414.18 $37.880.30 $74.184.70 $77,758.62 $T7,149.30 $93.570.32 $27.540.36 $525.617.14 $137,533.54 37.27%
2014 $11,771.08 $355:2017.04 511,804.76 $7,593.68 $15.679.20 $18.135.80 532,462.00 $62,142.66 $78,442.28 $84,382A2 $95,224.36 $26,640.72 $479,486.20 $100.191.56
PA. JanuaryFebrua March ril Ma June Jul August September October November December YTD MTD %Chan e
2021 $29,706.6fi $27.669.61 $34,779.78 $35,259.89 $55,570.09 $68,T35.54 $251,721.57 $251,721.57 74.00°/v
2020 $34,334.66 $30,426.63 $28.744.11 $31,752.03 $14.023.82 $5,387.68 $21,148.05 $37,748.92 $85,301.46 $100,138.89 $71,138.54 $47,848.92 $507,993.71 $144.668.93 -26.36%
2019 $29,107.95 $31,261.66 $26.222.34 $22,065.27 $39,640.08 548,157.01 $72,624.87 $96,293.39 $142.359.68 $144,375.36 $94,453.64 552,463.96 $799,025.21 $196.454.31 8.87%
2018 $18:643.30 $30,612.54 $22,886.34 $24,066.14 $36,654.61 547,586.77 $71.125.43 $94.107.25 $144.298.29 $142.047.88 $93,364.80 $43,459.70 $768,853.05 $180,449.70 10.86%
2017 $21593.26 $26,565.78 $19,321.88 $24.119.06 $30.060.44 $41.111.18 $59.074.38 $89.816.42 $135,072.98 $137.473.32 $97,199.10 $50.434.30 $731,842.10 $162.771.60 •11.81%
2016 $22,540.80 $24,679.86 $40,770.18 $21,386.50 $34.065.92 $41.124.80 $58.782.14 $81.170.00 $124,299.26 $124.232.32 $93,031.74 539,689.48 $705,773.00 $184,568.06 34.13%
2015 $16,653.42 E19,918.T7 $14,892.19 $20,395.22 $25,115.84 $40,632.02 $52.646.16 $71,411.98 $108,977.36 $111.495.74 $75,321.88 $39.369.22 $596.829.80 $137,607.46 11.23%
2014 $19,230.84 $17,842.26 $16,970.75 $17,177.66 $25,267.30 $27,223.00 $42.532.48 $57,037.06 $99,010.60 $113.034.82 $68,014'86 $33,528.92 $536,870.55 $123,711.81
S 'm
u January February March Aril May June July August September October November December YTD MTD %Change
2021 $16,542.54 $15,096.62 $20,882.28 $27,091.77 $28,950.88 $41,323.43 $149,867.52 $149.667.52 78.11%
2D20 $14,435.53 $16,7D6.72 $17,118.28 $15,188.08 $4.791.47 $15.904.01 $16.176.22 $24,528.28 558,171.52 $36,833.06 $38,134.39 $25,872A5 5283,859.71 $84,144.09 -21.71%
2019 $15.982.29 $14,533.37 $13,513.48 $13.753.99 $24,683.51 $25.005.68 $38.439.35 $45,097.27 $68,994.24 $63,544.40 542,190.78 $34,093.55 $399,831.91 $107.472.32 2.09%
2011 $14,979.30 $14,306.D4 $14,275.72 $16,544.24 $19,538.77 $25.626.37 $35.058.87 $41,486A8 $66,161.67 $83,245A7 $20.197.47 $26,663.96 $378,083.76 $105.270.44 7.92%
2017 $15,121.34 $14,273.08 $11,956.78 $14,553.62 $18.402.28 $23.241.58 $30.288.04 $37.489.36 558,883.36 $59,745.86 $42,810.06 522,808.58 5349,573.94 $97,548.68 17.92%
2016 $12,320.30 $11,062.18 $10.295.50 $13,785.16 $14,694.88 $20,566.52 $26,855.20 $36.098.82 $54.558.06 $54,962.02 $37,840.56 $19,486.14 $312,525.34 $82,724.54 6.14%
2015 $12,223.02 $8,997.22 S9,9T7.34 $12.747.28 $15,260.98 $18,731.34 $24,306.76 $30,020.78 $48,815.56 548,365.04 $30,543.20 $18,946,94 $278,935.46 $77,937.18 23.15%
2014 E10,659.60 57,762.24 58,007.00 $9,270.66 $12,616.24 $14.969.88 $21,398.42 $23,294.38 $42,45540 545,955.44 $26,739.06 $15,725.32 $238.853.64 563.285.62
Forks January February March April May June July August Se-ember October November December YTD MTD %Chan e
2021 $11,870.47 $9,:68.20 $13,837.32 $13,862.82 $27,560.75 $29,628.50 $106,628.06 $106,628.06 137,21%
2020 $9,609.28 $7,84,88 $8,996.30 $8,947.36 $8,756.91 $648.59 $7,845.14 $17,587.44 $33,530.16 $42,082.24 $30,870.12 $21,251.12 $198,109.54 $44,943.32 -28.15%
2019 $8.941.54 $6,178.36 $8,335.22 $11.118.42 $11,925.56 $16,154.91 $26.893.64 $33,349.29 $41,329.82 $42.993.27 $30,125.36 $16.484.04 $253,729.43 $62,554.01 10.56%
2018 $7,914.92 $7,290.66 $6,511.72 $9,384.98 $13,887.94 $11,590.67 $19,384.22 $26,460.48 $37,428.29 $31.991.26 $26,305.63 $13,359.95 $211,510.72 $56,580.89 10.05%
2017 '6,965.82 $6,271.14 $8.455.22 $7.215.28 $10,891.28 $11,614.02 $18,080.80 $23,388.14 $29,879.18 $30.043.92 $27.283.60 $12,806.26 $192,894.66 $51,412.76 9.10%
2016 $6,575.86 $4,898.52 S5,7D6.10 58,351.92 $10.945.72 $10,646.16 $13,559.28 $20,214.66 $24,558.54 $30,176.72 $16,871.16 $17,082.96 $169,587.60 $47,124.28 13.01%
2015 $6,534.86 $5,148.50 $5.559.40 $6,994.62 $8,381.54 $9,081.26 $10,161.34 $15,510A6 $23,789.04 $29.235.40 $20,273.02 $10,446.24 $151,115.38 $41,700.18 5.36%
2014 54,963.18 $6,876.88 $4,767.52 $6,791.86 58104.D4 58,075.02 $10,632.56 $13505.82 $23021.02 $24611.16 $16,927.24 $8,337.28 $136613.58 $39,578.50
Jeff.Co JanuaryFebruary March Aril May June Jul August September October November December YTD MTD %Change
2021 138,925.12 $45,22'.94 $46,407.13 $43,406.48 $65,961.50 $69,432.85 $309,363.72 $309,363.72 131.40%
2020 $31,208.52 $33,263.68 $28.921.38 $28.566.17 $11,196.91 $533.76 $22,715.37 $41,591.37 $75,131.03 $78.437.33 $75.232.02 $54,415.58 $481,213.12 1133,610.42 -32.39%
2019 $28,817.97 $40,024.49 $24.277.10 521,724.70 540,545.40 542349.77 $47.889.57 $69,624.83 $87,495.61 $59.893.26 $64.163.76 $41,780Y5 $568,587.21 E797,739.43 6.42%
2018 $22.694.98 $45.060.38 $18.799.70 $23.064.24 $40,396.57 535,892.03 $43,754.88 $64,217.70 $68,130.01 $64,462.13 $62,351.70 $45,163.84 $533:211.16 E785,807.41 4.15%
2017 $19,177.76 552,819.70 $16,661.22 $20,633.70 $37,946.58 $31,161.52 $38.074.08 $64.460.32 $56,181.88 $58.058.42 568,607.38 $32,423.26 $49605.82 $178,400.8 11.05%
2016 578,366.50 $50.911.43 $14,393.60 $18,348.78 $29,298.50 $29,333.88 $33.479.14 $56,188.52 $53,334.68 $59,800.36 $57,837.62 525,904.24 $447,197.25 $160,652.69 22.48%
2015 $17,011.22 $36.086.78 $14,24240 $14,98304 $23,824.36 $25,021.90 $27.653.98 548,796.64 $44.665.06 $49,122.12 $49,494.00 $25,149.24 $376.050.74 $131,169.70 22.81%
2014 $13,530.84 $30,316.36 $12,683.40 $12,399,06 $19.122.32 $18,759.16 $24,510.86 $37,504.38 $42.318.96 $43,628.44 $46,845.70 $33,825.30 $335,444.78 E106,811.14
Port T. January February March Aril May June July August September October November December YTD MTD %Change
2021 $21,393.25 $2025285 $19,399.19 $21,639.46 $38.131.79 $35,371.78 $156,188.32 $156,188.32 27,69%
2020 $32.168.38 $29:943.18 $25,007,02 $18:171.1 $12,145.41 $4.877.35 $10.074.67 $32,855.52 $40.203.86 $45.121.54 $56,031.27 532,941.20 $339,546.56 $122,318.20 -32.13%
2019 $31,064.D6 $25,832.94 $26,895.65 $21,384.31 $34,548.20 $40,498.09 $47,394.37 $60,561.56 $82.013.38 $89.017.30 $61.722.25 $43.381.46 5564,313.57 $180,223.25 3.96%
2018 $
28,204.18 $27,142.20 $21,658.80 $28,774.07 $31,927.59 $35,858.03 $43,446.89 555,747.64 $75,133.29 $79,021.22 $65,074.84 $42,396.64 $534,185.39 $173.364.87 5.44%
2017 $29,274.20 $26.849.56 $18,613.82 $23,770.60 $30.209.84 $35,699.90 540,149.94 E54,029.42 $76,065.76 $72,230,96 $61,921.74 $39,687.46 $508,503.00 $164,417.72 2.02%
2016 $21,856.56 $28.262.20 $22,215.10 $21.765.76 $33.628.90 $35,431.84 $41.061.44 $62.450.84 $62,436.86 $64,688,96 $62,230.28 $30,911.64 $474,938.38 $161,158.36 9.09%
2015 $21,452.72 $20,000.48 $16,992.86 $34.899.20 $26.768.04 $27,612.58 $33,825.32 $48,143.06 $66,770.86 $62,099.52 $50,745.46 534,548.38 $443,858.28 $147,725.88 31.40%
2014 1
$18 $20,248.36 $14.390.74 $16,016.08 $21,515.20 $22,21746 $23,86L80 $29,349.46 $61.522.60 $56,190,04 549,312.56 $29,491,06 $362,160.28 $112.426.74
GHC Jan,038.90 FebruaryMarch April May June Jul August September October November December YTD I MTD %Chan
2021 $163,455.33 $151,458.09 $165.857.08 $156.110.02 $227.172.49 $259,836.06 1 $1,125,889.07 $1,125,889.07 134.06%
2020 $107,691.21 5711.676.01 598,994.00 $100,371.96 $40,635.18 $21,656.17 $152.778.09 $206,945,35 $334.312.32 $322,585.87 $291,095.32 $192,631.07 57,981,372.55 $481,024.53 -29.87%
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M.C. January Febrwry March April m.y June July August September October November December YTD MTD %Change
2021 $34,594.19 $42,724.13 $41,657.39 $50,623.94 $75,985.97 $83,727.89 $329,313.51 $329,313.51 130,37%
2020 $31,314.22 $32,150.44 $30,791.06 S31,993.26 $12,187.26 $4.516.34 $30.770.14 $61,326.82 $82,275.33 $88.480.56 $65,498.61 $48,699.22 $520.003.16 $142,952.58 -29.01%
2019 S90,095.47 $46.595.52 $24.616.02 $24,443.49 $36,924.43 $38,702.51 $47,304.43 $61,277.03 $82,197A2 $83,452.47 $50,981.86 S35,411.70 $562,002.35 $201,377.44 22,40%
2018 $19.030.90 $50,294.72 $16.998.28 $18,402.06 $29,843.96 $29,951.42 $35,749.74 $50.591.09 $61,325.21 $64,961.27 $68,876.48 S29,646A5 $475.671.28 $164,521.34 12.88%
2017 $15,420.46 $47,592.24 $15,365.16 $19.868.54 $22.837.26 $24,647.22 $27,315.00 $41.386.28 $54,988.44 $53,916.36 $46,572.74 $21.414.84 $391,344.54 $145,750.88 0.59%
2016 $24.818.36 $46,063.39 $13,115.38 $16.701.38 $22,100.68 522,095.28 $25,022.74 $42,973.50 $48,172.94 $49,750.48 S41,043.10 $21.242.46 $373,099.69 $144,894.47 15.26%
2015 $13.126.58 $43,614.66 $14,206.64 $11.992.52 $25.323.62 $17,448.70 $21,007.98 $39.511.70 $39,319.62 $48,552.72 $41,499.56 $20,160.36 $335,764.66 $125.712.72 16.34%
2014 $13,825.60 $38,558.08 $11.829.48 $10,738.64 $16,608.54 $16,498.68 $19,479.94 $36.813.32 $40,187.80 $46,290.50 $37,869.76 $6,744.82 $295,425.16 $108.059.02
Shelton January February March April May June July August September October November December YTD rATO %Change
2021 $3,507.72 $2,979.00 $3,617.06 $3,167.68 $4,748.30 $4,787.16 $22,806.92 $22,806.92 59,18%
2020 $3,579.84 $2,937.72 $2,817.24 NA $1,877.78 $3,115.18 $3.446.58 S4,007.32 $4.361.12 S5,695.20 $4,310.88 $4.195.34 S40,344.20 $14,327.76 32.25%
2019 $3,549.69 $3,176A3 $3,680.30 $3,468.74 S2,158.72 $5.113.21 $4.313.81 $4.940.31 $5,584.00 $5,682.24 $5,100.66 $4,091.58 $50,859.39 $21,146.79 25.33%
2018 $2,446.48 $2,526.80 $2,095.86 $2,430.56 $3.971.49 $3.401.39 $3,807.18 $4,156.45 $5,025.72 $6,109.92 S4,660.20 $3.866.84 $44,498.89 $16,872.58 -14.22%
2017 $3,597.32 $3,699.68 NA $3,560.56 $4,727.04 $4,085.90 $4,707.54 $4,934.98 $6.950.82 $5.984.72 S4,890.66 $3.D07.16 $50,146.18 $19.670.50 -11.09%
2016 $3.454.04 $4,555.12 $2,804.10 $3.003.04 $3.834.14 $4.474.58 NA $4,677.66 $5,417.56 $5.117.98 $5,824.88 $4,195.54 $47,358.64 $22,125.02 29.71%
2015 $2,745.02 $3,321.68 $2,660.12 $2.784.52 S2,628.02 $2,917.88 S3,915.84 $4,684.30 $4,719.40 $5,285.28 NA $3.775.94 $39,438.00 $17,057.24 22.54%
2014 1 $2,439.70 $2,417.54 $1,786.76 $2,218.60 $2,543.08 $2.513.64 S3,622.98 $3,657.90 S5,410.22 $5,411.08 $4.426.26 $3.638.78 $40,086.54 $13,919.32
Flryres are acyulr<tl hom qe Dept oe Reeenue Iwww.dor.wa.gorl and aretwo months behind.Figures are the to41 of ba[h'gtate SM1ared Hotel/aMtN'and'addilbnal local HotN/bblel'taaes combmetl.percentage b lW amount cM1angetl tram one year(monq to 4a[e)m tW n,al(r,wdA to datel.Oa W m,leserson,
GraK W rbor,and Mason fo„nry flp,res refer to all lodgings within county borders euludMg the malty lawm already gated CIaYm County r4urn eaperiencetl lower than DrMicted groweM1 due to three specific lodanp INt cM1anged ownercM1lD In 2015.
MASON COUNTY WELCOME CENTER I lia�ihilityStudy July 2021
cl
40
Appendix C: Dean Runyan Report
Mason County Mason County
County Travel Impacts and Visitor Volume Direct Travel Impacts,2010-2018p
Visitor Spending Impacts Ave.Annual Chg.
Amount of Visitor Spending that supports 1 Job $91,361 Spending 2010 2012 2014 2016 2017 2018 17-18 10-18
Employee Earnings generated by$100 Visitor Spending $34 Total(Current$) 97.4 107.0 109.7 115.5 124.0 128.6 3.7% 3.5%
Local Tax Revenues generated by$100 Visitor Spending $2.88 Other 6.0 7.1 6.5 4.8 5.7 6.6 16.1% 1.3%
Visitor Volume Visitor 91.4 99.9 103.2 110.7 118.3 122.0 3.1% 3.7%
Additional visitor spending if each resident household encouraged one additional $3,004 Non-transportation 80.8 87.5 91.7 101.0 107.1 109.6 2.3% 3.9%
overnight visitor(in thousands) Transportation 10.7 12.4 11.5 9.7- 11.2 12.3 10.5% 1.8%
Additional employment if each resident household encouraged one additional 33 Earnings
overnight visitor
Visitor Shares Earnings(Current$) 27.2 29.5 31.7 35.8 37.2 41.1 10.6% 5.3%
Travel Share of Total Employment(2017)• 6.3% Employment
Visitor Share of Taxable Sales(2017)•• 12.3%
Overnight Visitor Share(201ap)••• 7.5% Employment 1,170 1,260 1,300 1,330 1,290 1,340 4.2% 1.7%
Overnight Visitor Spending and Volume Tax Revenue
en Person Nights Spending Total(Current$) 8.7 9.3 9.7 11.1 11.6 11.9 2.6% 3.9%
*Source: Bureau of Economic g p g Local Tax Receipts 2.6 2.8 2.9 3.4 3.4 3.5 2.3% 3.8%
Analysis and Bureau of Labor Hotel,Private Hotel, Visitor 1.4 1.5 1.6 1.8 2.0 2.0 2.1% 4.7%
Statistics.Estimates by Dean Runyan Motel,Home otel,
Associates. Business or Employee 1.2 1.2 1.3 1.5 1.5 1.5 2.5% 2.8%
--Annual Overnight Visitor Days STVR STVR State Tax Receipts 6.1 6.5 6.8 7.7 8.1 8.3 2.7% 3.9%
divided by(Resident Population) Visitor 4.6 4.9 5.0 5.7 6.1 6.3 2.7% 4.0%
•365. Business or Employee 1.5 1.6 1.8 2.1 2.0 2.1 2.6% 3.9%
Visitors who stay in private Other spending includes resident air travel,travel arrangement and reservation services,and
homes typically comprise convention and trade show organizers. Non-transportation visitor spending includes
the largest share of accommodations,food services,retail,food stores,and arts,entertainment&recreation. Visitor
transportation spending includes private auto,auto rental,other local ground transportation and
overnight visitor volume. Private her Other M one-way airfares.
Home OvemightOvemight Earnings include wages&salaries,earned benefits and proprietor income.
Visitors who stay overnight gs� a8 pop'
in commercial lodging Employment includes all full-and part-time employment of payroll employees and proprietors.
.�t,ti o,t.,
Local tax revenue includes lodging taxes,sales taxes,auto rental taxes and airport passenger facility
typically have the greatest p r '�.fl„r t•411
charges paid by visitors,and the property tax payments and sales tax payments attributable to the
economic impact. There is travel industry income of employees and businesses.
substantial variation among Person Person Visitor State tax revenue includes lodging,sales and motor fuel tax payments of visitors,and the income tax
destinations,however. Trips(000) Nights Spending and sales tax payments attributable to the travel industry inane of businesses and employees.
Most rural and suburban (000) ($Millions) Federal tax revenue includes motor fuel excise taxes and airline ticket taxes paid by visitors,and the
areas have high shares of Hotel,Mote,STVR 143.e 225.6 39.9 payroll and income taxes attributable to the travel industry income of employees and businesses.
private home visitation. Private Home 494.4 1,067.3 29.2
Urban areas tend to have Other Overnight 187.4 500.2 28.4
greater shares of All Overnight 825.6 1,793.1 96.4
hotel/motel stays. Note:Person Trips and Person Nights are in Thousands.
Visitor Spending is in$Millions.Details may not round to
total due to rounding
July2021 MASON COUNTY WELCOME CENTER I Feasibility Study
41
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State of
NVashington COMMERCE&GAMING
n i i n ncu i House Of Ell
IN I :Ii\\IA RepresentativesAPI'R01'RIKnU.NF
(in:re I
.\.tiUNT.\.Y7'11.\\ICI\(:
\II:\Illlill
July 14,2021
Re:Support for Mason County Visitor Welcome Center
To whom it may concern,
I would like to offer my support for the proposed Mason County Visitor Welcome Center. This project is something that
Mason County has needed for many years. Following the closure of the Mason County Fairgrounds suitable locations for
income generating events such as Oyster Fest and the Mason County Forest Festival have been difficult to achieve. With
the completion of this proposed project the needs of events,as above mentioned,and others can be raised to the
highest standard.
In addition,with Mason County being the gateway to the Olympics and the significant number of visitors traveling
through our community this center will provide all coming through with great information for activities,lodging and
dining. I am also pleased this center will be able to provide valuable information,not only for Mason County but for all
counties in the 35th district,as well as information about activities in our neighboring districts.
Lastly,the simple convenience of having a full-time rest area for the tens of thousands of people who travel through this
corridor will provide much needed relief for our residents,tourists,and commercial transport drivers. I look forward to
the evaluation and future completion of the Mason County Visitor Welcome Center as it will provide greatly needed
services for our community and those who visit the beautiful 35th district.
With kind regards,
Drew MacEwen
State Representative 35th legislative district
LEGISLATIVEOFFICE:434.IOII.NL.O'RliltNRL'ILUING•1-011O\4(NfINI•ULY\II'1.{,\\'A lNiid lylNil Nl•a1i11•i xli-;CN 1':
E•MAII,:Un•w.\la('fiwon(Alru.\va.yNn
TOU.FREE LEGISLATIVE 110T1.1NE: 1•+uNl•:ai2•/a>t Nl TTY: I-MW)-xaa-h:uw•ww\v.l(y.wa.µov
nimnsu o%,on:'Ni i.rn nuim
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Ross McDowell
DEPARTMENT: Information Technology EXT: 806
BRIEFING DATE: August 2, 2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): X Budget/Finance ❑ Human Resources
❑ Legal ❑ Other — please explain
ITEM: Information Technology position to replace retiring staff
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions):
Mason County Information Technology will be losing David Coughlin February 28, 2022 to
retirement, we wish him well and will miss him. We would like to hire his replacement to
give David and other IT staff time to train and pass along David's institutional knowledge.
The training time is needed to educate and familiarize the new staff person with components
of the Information Services Technician's job tasks, Mason County Information Technology
procedures / policies, and acquire as much of David's knowledge and expertise with desktop
solutions.
We are asking to hire an entry level staff position (Information Service Tech) at step 1,
starting November 1, 2021 to start a 4-month training period and then continue as a full-
time staff member after February 28, 2022 when a System Administrator retires.
BUDGET IMPACT:
The staff position can be funded from the existing 2021 budget for 2 months by moving
operating budget to salaries & benefits. The beginning 2 months of 2022 will come from the
IT beginning fund balance. After that, the new staff position will be paid from the IT budget
while a System Administrator position will not be funded.
PUBLIC OUTREACH:(include any legal requirements, direct notice, website, community
meetings, etc.)
None
RECOMMENDED OR REQUESTED ACTION:
Request approval to hire a full time Information Services Technician starting November 1,
2021 using current IT funds and retain the Information Service Technician position for 2022
to replace the retiring the System Administrator position.
ATTACHMENTS:
None
Briefing Summary 7/29/2021
MASON COUNTY PUBLIC WORKS—COMMISSIONER BRIEFING
August 3,2021
Briefing Items
• County Road Closure on Homer Adams Road from Monday, August 3, 2021 to Friday,
September 3, 2021 for culvert replacement project(CRP 2001).
• Set Hearing: Solid Waste Management Plan Amendment, adopting Contamination
Reduction and Outreach Plan.
Discussion Items
Commissioner Follow-Up Items
Upcoming Calendar/Action Items
Attendees:
Commissioners: Public Works: Other Dept. Staff: Public:
_Randy Neatherlin _Loretta Swanson
_Kevin Shutty _Mike Collins
_Sharon Trask _Richard Dickinson
Other(list below):
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Mike Collins P.E, PLS, County Engineer
DEPARTMENT: Public Works EXT: 450
BRIEFING DATE: August 2, 2021
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human
Resources
❑ Legal ❑ Other— please explain
ITEM: Road Closure - Homer Adams Road - 7:00am Monday, August 23, 2021
to 4:00pm Friday, September 3, 2021 for Culvert Replacement Project
(CRP 2001)
EXECUTIVE SUMMARY:
The Homer Adams Road Culvert Replacement project (CRP 2001) will envolve the
removal of the existing Decker Creek culvert and replacing it with a larger culvert
that will allow fish passage under the county road.
The closure is scheduled to begin at 7:00am, Monday, August 23, 2021 and reopen
at approximately 4:00pm, Friday, September 3, 2021. The intent of this road closure
is to protect the safety of County crews and the traveling public. The County has
worked with Green Diamond to establish a detour route through Green Diamond
properties for local residence and emergency vehicles (see attached map).
PUBLIC OUTREACH:
1. Notice of closure will be published in the Shelton Journal.
2. Closure information will be posted on County Facebook page, County webpage
under"Road Closures, Restrictions and Conditions"
3. Reader boards will alert drivers at least 3-days prior to the start of each closure.
4. Notices will be posted in a conspicuous place at each end of the portions of
roadway to be closed.
RECOMMENDED OR REQUESTED ACTION:
Recommend the Board of County Commissioners approve the closure of Homer
Adams on Monday, August 23, 2021 to Friday, September 3, 2021 to complete
County Road Project (CRP) 2001, culvert replacement project.
ATTACHMENTS:
1. Notice
2. Detour Map
NOTICE
ROAD CLOSURE ON HOMER ADAMS ROAD
CULVERT REPLACEMENT PROJECT
COUNTY ROAD PROJECT 2001
NOTICE IS HEREBY GIVEN that pursuant to RCW 47.48.010, Homer Adams Road shall be closed to
all through traffic at approximately MP 0.05 to MP 0.25 to replace the existing Decker Creek culvert.
The closure is scheduled to begin at 7:00am Monday, August 23, 2021 and reopen at approximately
4:00pm, Friday, September 3. 2021.
Detour signs will guide local residence and emergency vehicles around the closures through Green
Diamond properties. For more information, contact Public Works at(360)427-9670, Ext. 450.
Dated this 17th day of Aug-ust, 2021.
DEPARTMENT OF PUBLIC WORKS
MASON COUNTY,WASHINGTON
Kelle Medcalf, PW Office Administrator
cc: Commissioners
Engineer
JOURNAL: Publ. It.: 8/19/21 (Bill Road Dept.)
POST: At Least three (3)days prior to closure.
Detour Map
CRP 2001 Homer Adams
Culvert Replacement Project
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MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Richard Dickinson/Deputy Director and Kevin Guijosa/Solid Waste Manager
DEPARTMENT: Public Works EXT: 450
BRIEFING DATE: August 2, 2021
INTERNAL REVIEW (please check all that apply): 0 Budget/Finance �7 Human Resources
Li Legal ❑ Other
ITEM: Solid Waste Management Plan Amendment— Contamination Reduction
and Outreach Plan (CROP)
EXECUTIVE SUMMARY:
Washington State Legislature directed Ecology to develop a plan to reduce recycling
contamination. Ecology prepared a state-wide CROP and local jurisdictions with a
population of 25,000 or more are required to adopt a CROP as part of their Solid Waste
Management Plan. CROPs are to be adopted by September 30, 2021 and need to be
reviewed by the Solid Waste Advisory Committee (SWAC), and local partnering jurisdiction
(City of Shelton), Ecology and Board of County Commissioners. SWAC has reviewed drafts
will finalize recommendations prior to the hearing.
Staff proposes the following adoption schedule:
7/28/2021 SWAC meeting and CROP review
8/17/2021 Set hearing
9/14/2021 Hearing
RECOMMENDED OR REQUESTED ACTION:
Request the Board set a Hearing for September 14, 2021 to consider an amendment to the
Comprehensive Solid Waste Management Plan, adopting a Contamination Reduction and
Outreach Plan.
ATTACHMENTS:
1. Draft CROP
2. Hearing Notice
3. Ecology crop fact sheet
lop
Mason County Solid Waste
Recycling Contamination Reduction and Outreach Plan (CROP)
The goal of the CROP is to reduce contamination of the materials collected in Mason County's single-family,
multi-family, drop box, and commercial recycling programs. This, in turn, helps Mason County Solid Waste
more fully realize the economic, environmental, social, and public health benefits of these programs. The
CROP does not specifically include strategies to reduce contamination of other material streams such as
organics or construction and demolition debris. However, many of the same strategies apply to these streams
and may be included in future CROP updates.
The CROP intends to meet the requirement in RCW 70A.205.045(10)that counties with a population of more
than 25,000, and cities within these counties with independent Solid Waste Management Plans (SWMP),
include a CROP in their SWMP by July 1, 2021.
This CROP includes ten action steps and is a framework for developing a more detailed and customized
implementation plan in the future. In addition, it also identifies the need to align the CROP with the SWMP,
and secure and allocate funding for ongoing planning and implementation.
Step 1: Inventory current recycling collection services and programs
Mason County Solid Waste will inventory single-family, multi-family, drop box, and commercial collection
programs to identify what is accepted for recycling, where and how it is collected and by whom, and how it
should be prepared for recycling.
This inventory may include, but is not limited to the following:
• Designated recyclables list in the SWMP
• Collection methods (single- or multi-stream, carts or stackable bins, etc.)
• Number of tons collected for recycling and customers for each type of program
• Types of materials accepted for recycling in each type of program
• Minimum service-level or other ordinances, resolutions, or interlocal agreements
• Collection or material processing contracts
• Local government and recycling collector websites and social media sites
• Stickers and signs on containers, in businesses, etc.
• Brochures, newsletters, information shared at community events, etc.
t
• Recent media coverage
Mason County Solid Waste will identify differences or inconsistencies across contracts and agreements for
recycling programs, and in the information provided to residents and businesses about what to recycle and
how it should be prepared for collection. Mason County Solid Waste will use this data to identify
opportunities for more consistent and aligned programs. The data will also be used to help determine what
specific contamination reduction strategies to implement.
Step 2: Develop scope of work with stakeholders
Mason County Solid Waste will work with key stakeholders to develop a scope of work for the CROP
addressing the specific challenges and opportunities associated with local recycling contamination. To begin
this scoping process, the information learned in Step 1 will be shared with the Solid Waste Advisory
Committee (SWAC) and the SWAC's role in developing the CROP will be defined.
These stakeholders may include, but are not limited to:
• SWAC members
• Elected officials and key staff from other local governments, including potential regional partners in
the same MRF-shed
• Garbage and recycling collection companies and their front-line staff
• Organizations representing homeowners, tenants, and multi-family and business interests
• Material recovery facilities (MRF) and transfer station operators
• End markets for recovered materials
• Mason County Solid Waste's Ecology Regional Planner and grant manager
• Non-governmental organizations and community groups
• Regional, statewide, and national organizations that can provide technical assistance and/or
financial support.
Step 3: Prioritize the recycling program(s)to focus on first
Together with key stakeholders, Mason County Solid Waste will identify what recycling collection program(s)
to focus on first. Driving this decision could be current knowledge of contamination levels and their estimated
impact on costs and material quality, the number of customers, total quantity of material collected, etc.
Step 4: Establish acceptable materials lists
Starting with the highest-priority program(s), Mason County Solid Waste will establish lists of acceptable
materials. This effort will be coordinated with the SWAC, MRF operators, collectors, end markets, and other
key stakeholders. Criteria for determining the acceptable materials lists may include, but are not limited to:
• Alignment with the SWMP mission and goals, and community values
• Degree of uniformity across local programs, regionally, and statewide
• Diversion potential
• Cost to collect and process relative to other management options
• Strength and long-term viability and stability of end markets
• Environmental, social, and other benefits and costs
• Potential to cross-contaminate or lower the value of other materials
• Potential to cause customer confusion
The Washington State Association of Counties Solid Waste Managers Affiliate, the Washington State Refuse
and Recycling Association, and the Department of Ecology have supported the establishment of regional, and
if possible, statewide uniformity in what materials are accepted for recycling and how they should be
prepared. More harmonization across programs reduces customer confusion and contamination. To that end,
they identified these four priority materials for statewide recovery:
1. Paper (including office and notebook paper, newspaper, mail, catalogues, magazines, and cereal or
cracker boxes)
2. Cardboard
3. Plastic bottles and jugs (clear, colored, and natural)
4. Steel and aluminum cans
The resources and guidelines developed by these organizations to establish their list of priority materials will
help guide the development of Mason County Solid Waste's acceptable materials list. Ecology's Resource
Library contains this information and, along with Ecology's Best Management practices (BMPs) and Resources
document, includes other resources to assist in developing an accepted materials list. This includes
information on the specific challenges and opportunities associated with collecting glass and aseptic and
polycoat containers, which some recycling programs in Washington accept.
Step 5: Define what data to collect to determine baseline levels of recycling contamination
Starting with the highest priority program(s), and based on the review completed in Step 1, Mason County
Solid Waste will identify what the acceptable materials are and what is considered contamination for the
purposes of establishing a baseline recycling contamination rate. This data will also inform decisions about
what, if any, changes to make to the accepted materials list in the future.
Step 6: Gather baseline recycling contamination data
Starting with the highest-priority program(s), Mason County Solid Waste will establish baseline levels and
types of recycling contamination. Recycling contamination rates can vary significantly across different
programs and communities. Nationally, The Recycling Partnership (TRP) estimated an average contamination
rate of about 17% across 197 programs that participated in their 2019 State of Curbside Survey. In Washington
State, TRP's 2019 survey of seven MRFs found inbound levels of contamination from commingled recycling
collection programs ranging from 5%-20% by weight. Recent drop-off programs and cart lid-lift audits in
Washington showed rates as high as 40%. For this reason, it is important to gather data on local recycling
contamination levels.
In discussions with stakeholders, and building on the information in the State CROP and Ecology's Resource
Library, and on the work completed in Step 5 Mason County Solid Waste will identify and develop ways to
track specific contaminants. For example, tracking the number of carts containing plastic bags may be a more
useful metric than an estimated overall percentage of contamination by volume.
Data collection methods may include, but are not limited to:
• Recycling stream composition studies
• Survey of transfer stations and MRF operators
• Tracking contamination using on-board truck or container-mounted cameras
• Drop box composition studies or visual audits
• Container lid-lift audits for residential, multi-family and commercial accounts
o Legal questions have been raised about lid-lift audits. The Measurement and Reporting section
of Ecology's BMPs provides more details.
Step 7: Identify key contaminants and their costs and impacts
Based on the data collected in Step 6 and collaborating with key stakeholders, Mason County Solid Waste will
identify the most problematic and costly contaminants starting with the highest-priority program(s). Although
the types and impacts of contamination don't vary as much as the levels of contamination across different
communities and programs, it is still important to gather locally specific data. This data is critical to designing
outreach campaigns and other strategies targeting the most problematic materials. It can also be helpful in
calculating the economic and other benefits of removing problematic materials from the recycling stream.
In recent surveys, such as the one conducted by the TRP in 2019, MRFs and cities in Washington identified the
following recycling contaminants as the most problematic and costly to manage:
• Plastic bags and film
• Tanglers including rope, cords, chains, and hoses
• Food and liquids
• Shredded paper
• Bagged garbage
• Non-program plastics including clamshells and polystyrene foam
• Hypodermic needles
These contaminants can:
• Slow down the sorting and processing of materials.
• Reduce the quality and value of secondary material feedstocks.
• Result in costly shutdowns.
• Damage collection, processing, and remanufacturing equipment.
• Cause serious injuries to collection and processing facility staff.
According to TRP, the greatest costs associated with managing a contaminated recycling stream at MRFs
nationally come from the following and represent 80% of total contamination-related costs:
• 40%for disposal of residuals
• 26% in value lost from contaminated recyclables
• 14% in labor to remove contamination from sorting equipment, etc.
Step 8: Develop and implement education and outreach strategies to reduce contamination
Mason County Solid Waste will develop and implement education and outreach strategies based on best
practices. This starts with addressing any inconsistencies in recycling information and messaging identified in
Step 1. All new outreach materials and messages will be aligned and consistent across all platforms.
Depending on the type of recycling program, outreach and education strategies may include, but are not
limited to:
• Moving toward uniformity in cart and container colors (or at least lids)
o blue for recycling, gray or black for garbage, and green for organics
• Visual, easy-to-understand signage using photos and universal pictures and symbols
• Cart-tagging and cart rejection
• On-route monitoring tools, including apps and cameras
• Pairing right-sized recycling and trash bins
• On-site assistance and outreach at drop-off sites
• Up-to-date, and easy-to-find and access websites with clear, consistent messaging
• Social media posts, campaigns, mailings, brochures, and other communications
• Online apps for residents and businesses to get answers to their recycling questions
• Community presentations, tabling, and activities at community events
• School presentations and activities focused on recycling right
• Translation and transcreation of educational materials and campaigns to ensure recycling information
is clearly understood by all audiences
• Social marketing campaigns to effectively promote long-term behavior change
Where possible, free and customizable resources will be utilized, including Ecology's Recycle Right campaign
materials and The Recycling Partnership's Anti-Contamination Kit. Ecology's Contamination Reduction Best
Management Practices & Resources document and Resource Library have examples of successful anti-
contamination programs.
Step 9: Evaluate the effectiveness of anti-contamination strategies and set next steps
Mason County Solid Waste will conduct periodic assessments on the effectiveness of recycling contamination
reduction programs and strategies, and share the results with key stakeholders and the public. These
assessments will use, at least in part, the same methodology used in Step 6 to establish baseline
contamination levels.
The assessment results inform what is working and what adjustments to make for better results. This includes
reducing contamination in other recycling programs that were not a focus during the initial CROP
implementation.
Step 10: Explore contamination reduction strategies beyond education and outreach
As part of a statewide effort, Mason County Solid Waste will work with Ecology and other partners to explore
strategies and solutions beyond education and outreach. These could address regional planning, operations
and collection, contracting, incentives, pricing, policies, mandates, enhanced data collection, etc. Based on this
evaluation, Mason County Solid Waste will identify and pursue the most promising initiatives.
These options may include, but are not limited to:
• Regional planning and aligned or joint contracting for services to harmonize messaging, lower
program costs, and improve program performance.
• Evaluating the costs and benefits of operational changes, including collection frequency, level of
source-separation at the curb, and innovative drop-off container designs on contamination levels
and overall program performance.
• Product bans or restrictions.
• Strengthening contracts with haulers and MRFs to include provisions focused on reducing
contamination, collecting and reporting data on program performance and ensuring materials on
the accepted materials list are responsibly recycled. Consult The Recycling Partnership's BMPs for
MRF contracting and their supporting materials for guidance.
Ensure alignment of the CROP and SWMP and secure and allocate funding to implement the
CROP: This work will occur throughout the process as needed. Updates to the CROP can occur
during SWMP revisions, including the required five-year revision process.
This work includes involving key stakeholders in reviewing, and if necessary, updating related elements in the
SWMP to ensure they are aligned and consistent with the contents of the CROP and implementation work.
This information may include, but is not limited to:
• Designated recyclables list
• Recycling facilities including transfer stations, drop-off sites, and MRFs
• Recycling collection services and providers, and collection systems and fees
• Waste reduction and recycling education and outreach strategies
• Funding sources and mechanisms for recycling programs and services
During this process, Mason County Solid Waste will also work with Ecology and other key stakeholders to
identify and secure new and/or allocate existing funding, and forge partnerships with agencies and
organizations to provide technical and financial assistance.
The State CROP and Ecology's Resource Library are tools to get started on implementing the CROP. The library
includes contamination reduction best management practices, contracting guides, MRF-shed maps, materials
from successful programs in Washington State and across the country, and more.
An initial 3-year implementation schedule for all ten steps in the CROP is included below. As Mason County
Solid Waste clarifies and defines the scope of work, and identifies the resources to complete the work, a more
detailed and refined implementation plan, schedule and budget will be developed.
CROP Implementation Schedule
Year 1 (2023)
Step 1: Inventory current recycling collection services and programs
Step 2: Develop scope of work with stakeholders
Step 3: Prioritize the recycling program(s) to focus on first
Step 4: Establish acceptable materials list
Year 2 (2024)
Step 5: Define what data to collect to determine baseline levels of recycling contamination
Step 6: Gather baseline recycling contamination data
Step 7: Identify key contaminants and their costs and impacts
Year 3 (2025)
Step 8: Develop and implement education and outreach strategies to reduce contamination
Step 9: Evaluate the effectiveness of anti-contamination strategies and set next steps
Step 10: Explore contamination reduction strategies beyond education and outreach
Ensure alignment of the CROP and SWMP and identify and secure or allocate funding to
implement the CROP—These are steps that will be addressed throughout the process as needed.
NOTICE OF HEARING
NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will
hold a live stream public hearing at http://masonwebtv.com/on Tuesday, September 14, 2021 at
9:15am.
SAID HEARING will be to consider the amendment to the Mason County Comprehensive
Solid Waste Management Plan,adopting a Contamination Reduction and Outreach Plan(CROP).
Pursuant to Proclamation by the Governor 20-28.9, in-person attendance to Commission
meetings is temporarily restricted and during this time we will accept public testimony using
Zoom. The URL is available on the County website—www.co.mason.wa.us to sign into the
meeting. Please use the"raise hand"feature to be recognized by the Chair to provide your
testimony.
You can also email testimony to msmithgco.mason.wa.us or mail to Commissioners Office,
411 North 5 h Street, Shelton, WA 98584; or call 360-427-9670 ext. 230.
If special accommodations are needed,please contact the Commissioners' office,
(360)427-9670 (Shelton), (360)482-5269 (Elma) or(360) 275-4467 (Belfair), Ext. 419.
DATED this 17t'day of August 2021.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY,WASHNGTON
McKenzie Smith,Clerk of the Board
Cc: Auditor
Clerk of the Board
Public Works
Applicant
Journal -Publ 2t: 8/26/21 &9/2/21 (not less than 5 days prior to hearing)
Post: 3 public places 15 days before hearing—No later than 8/30/21
(Bill Public Works— 100 W Public Works Drive, Shelton,WA 98584)
DEPARTMENT OF
ECOLOGY
Solid Waste Management State of Washington
FOCUS on:
Contamination Reduction and Outreach Plan
WA
=�.j
Submit comments Contamination Reduction and Outreach Plan
Online at In 2019,the Washington Legislature directed the Washington State Department
of Ecology(Ecology)to develop a plan to reduce contamination in recycling.
http://swm.ecology.commentinpu Contamination occurs when people try to recycle non-recyclable materials,
t.com/?id=5AM7V recyclables not accepted by their recycling service, and items containing food or
Or by mail to: liquid.
Peter Guttchen This is a problem because contamination:
Solid Waste Management • Significantly increases the cost to process recyclables;and
PO Box 47600 • Ruins recyclable materials so those materials must be sent to a landfill.
Olympia, WA 98504-7600 More contamination means we send more recyclable materials to landfills.
Want more information? Ecology is working with stakeholders to develop a Contamination Reduction and
Outreach Plan or CROP. The CROP will include strategies to increase efforts across
Join our listsery and receive email Washington State to reduce recycling contamination.
updates.
Ecology will develop the Statewide CROP by July 1, 2020, and will then partner with
Contact local governments to develop their own CROPS or tailor the Statewide CROP to their
Peter Guttchen jurisdiction.
564-999-3287-cell Counties with a population more than 25,000 must include a CROP in their solid
Peter.Guttchen@ecy.wa.gov waste management plans by July 1, 2021. And they may use Local Solid Waste and
Financial Assistance,Waste Reduction and Recycling Education Grants,or federal
Special accommodations funding to develop and implement their CROP.
To request ADA accommodations,
including materials in a format for the Timellne
visually impaired,call Ecology at Complete draft, outreach to stakeholders...........................................May—June 2020
360-407-6381 or visit
Draftfinalized...............................................................................................July 1, 2020
https:Hecology.wa.gov/accessibility.
People with impaired hearing may call Public comment............................................................................early to mid-July 2020
Washington Relay Service at 711. State CROP published.................................................................................July 31, 2020
People with speech disability may call Technical assistance to grow local CROPS....................................Aug. 2020—July 2021
TTY at 877-833-6341.
Publication 19-07-024 November 2019 (Revised 2020) Page 1
DEPARTMENT OF
Solid Waste Management ECOLOGY
State of Washington
Check out what else we're doing:
Recycling Development Center(RDC) ^
`'�= Recycling
A new Recycling Development Center was created in 2019 at the Washington
Department of Ecology to facilitate research and development, marketing, Development
and policy analysis to bolster recycling markets and processing in Washington. Center
Plastic Packaging Study
A new law—Plastic Packaging—Evaluation and Assessment—requires Ecology s_ z
to evaluate and assess the amount and types of plastic packaging sold into _$
the state as well as the management and disposal of plastic packaging. A = €
report will be available in October 2020. --r
Food Waste Prevention z
Wasted food is a major environmental problem. To meet this challenge, .
we're developing a plan to reduce food waste and wasted food in Washington
by 50% by 2030. This is based on the new Reducing the Wasting of Food in
Order to Fight Hunger and Reduce Environmental Impacts. Find more
information on our food waste prevention webpage. z.
Recycle Right
Download the free Recycle Right partner toolkit and join communities across
the state to improve the quality of Washington's recycled material. Theyc
toolkit includes website headers and banners, print materials and multimedia, D
including the radio and television ads featured in the Recycle Right campaign.
This material is available in both English and Spanish.
Paint Product Stewardship
The paint stewardship law requires paint producers to plan and operate a JPA1
program to collect leftover architectural paint from individuals and businesses
for reuse, recycling, energy recovery, or safe disposal. Rki,,I
1,800-RECYCLE
1-800-RECYCLE is both a hotline and an online tool that connects you or your
business to recycling services across Washington. Visit 1800recycle.wa.gov or
call 1-800-RECYCLE (1-800-732-9253). Recrciewa.Gov
Litter
Littering, illegal dumping, and driving with uncovered loads are all-punishable U
under Washington state law. Each year, 12 million pounds of litter is dropped
on Washington's roads and highways. About 40%of that trash comes from
unsecured loads, leading to 400 traffic accidents per year. To learn more,
visit the litter law webpage.
Publication 19-07-024 November 2019 (Revised 2020) Page 2
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Travis Adams
DEPARTMENT: Mason County Sheriff's Office EXT: 636
BRIEFING DATE: August 2, 2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
ITEM:
Changing access to the Sheriff's Office in Shelton.
EXECUTIVE SUMMARY: (If applicable, please include available options and
potential solutions):
There have been a number of issues over the years with members of the public
entering the Sheriff's Office and creating a disturbance. Recently, one such person has
created a number of situations that cause alarm for the staff in the front office.
Additionally, recent changes to the statutes regarding how law enforcement handles
the mentally ill have intensified this situation.
To mitigate these concerns the MCSO will be enacting some changes to the office to
allow regulated access to the lobby of the office. First, there will be changes to the
front doors so people with legitimate interactions with office staff will need to phone
from outside and be let in. They will also have the ability to call dispatch from this
phone for reporting. There will also be an additional camera installed, similar to the
existing cameras which will be on a continuous loop for review.
The current estimate is approximately $7,000 for all necessary changes. The County
Facilities Manager has indicated this would be an appropriate use of existing REET
funds to be used in conjunction with the other upgrades to the Sheriff's Office.
BUDGET IMPACTS:
Approximately $7,000 from REET.
RECOMMENDED OR REQUESTED ACTION:
Informational only
ATTACHMENTS: None
Briefing Summary 7/28/2021
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Kevin Hanson
DEPARTMENT: Mason County Jail EXT:
BRIEFING DATE: 08/02/2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
ITEM:
Hiring incentive for Corrections Deputy positions.
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions):
Washington State Law allows the Civil Service to certify 5 Corrections Deputy candidates for
each open Corrections Deputy position. The Mason County Sheriff's Office currently has 5
open funded Corrections Deputy positions, which should allow for 9 certified names for us to
choose from. The most recent certified list contained 6 perspective candidates. Those 6
candidates exhaust the complete candidate pool. There are no more candidates to choose
from. As far as retention, most candidates we interview tell us they are applying in
Corrections as a stepping stone to become a road Deputy.
We have hired 18 Corrections Deputies in the last 5 years and have only been at full staffing
for a couple months during that period. We continually struggle to find qualified candidates.
Across the country, we are seeing employers offer hiring bonuses to encourage people to
apply. We are proposing to implement a similar program; our recommendation is $5000
upon hire and an additional $5000 after 36 months continuous employment as a Corrections
Deputy with the Mason County Sheriff. We believe the second part of the bonus would help
retain candidates, at least for short term, to get a return on the investment for the training
and equipment.
BUDGET IMPACT:
For the 2021 budget cycle, with the vacant, funded Corrections Deputy positions, the
Sheriff's Office has budget capacity to fund this program.
Applying the ratio of the number of Corrections Deputies hired in the last 5 years to future
years, this program could cost between 15-30k annually.
Briefing Summary 7/27/2021
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website, community
meetings, etc.)
N/A
RECOMMENDED OR REQUESTED ACTION:
Since this recommendation is a post hire action, the Sheriff's Office will manage the program.
Essentially, the bonus would be included in the employees first paycheck and be subject to
regular payroll withholding.
We are briefing this to keep the commission apprised of what processes and strategies the
Sheriff is utilizing to hire and retain Corrections Deputies and to keep the BOCC apprised of
Potential budget impacts.
ATTACHMENTS:
None
Briefing Summary 7/27/2021
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Ryan Spurling
DEPARTMENT: Mason County Sheriff's Office EXT: 312
BRIEFING DATE: 2 August 2021
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
ITEM:
Request for ARPA funds to replace less lethal hardware and ammunition.
EXECUTIVE SUMMARY: (If applicable, please include available options and
potential solutions):
ESHB1054 enacted in the 2021 legislative session specifies, "Any law enforcement
agency in possession of military equipment as of the effective date of this section shall
return the equipment to the federal agency from which it was acquired, if applicable, or
destroy the equipment by December 31, 2022." ESHB1054 further defines military
equipment as, "Military equipment" means firearms and ammunition of.50 caliber or
greater, machine guns, armed helicopters, armed or armored drones, armed vessels,
armed vehicles, armed aircraft, tanks, long range acoustic hailing devices, rockets,
rocket launchers, bayonets, grenades, missiles, directed energy systems, and
electromagnetic spectrum weapons." In order to meet this requirement, the MCSO has
pulled all less lethal shotguns with bean bag rounds in its inventory since they are
larger than the caliber allowable.
ESSHB1310 enacted in the same 2021 legislative session specifies the permissible uses
of force by law enforcement. One of those specifications is to, "act with reasonable
care when carrying out their duties, including using de-escalation tactics and
alternatives to deadly force. Further, the legislature intends to address public safety
concerns by limiting the use of deadly force to very narrow circumstances where there
is an imminent threat of serious physical injury or death. It is the intent of the
legislature that when practicable, peace officers will use the least amount of physical
force necessary to overcome actual resistance under the circumstances. It is the
fundamental duty of law enforcement to preserve and protect all human life."The
assumed intent of this law is to ensure law enforcement continue to use less lethal
responses. Another aspect of this law addresses de-escalation techniques. These
tactics require the officer to be able to control situations and circumstances as much
as possible using the least amount of force possible.
Briefing Summary 7/28/2021
The conclusion of the MCSO to partially address the constraints imposed is to acquire:
1. Smaller caliber pepper ball launchers
2. Smaller caliber pepper balls
3. Lightweight Patrol ballistic shields
This acquisition should help to ensure Mason County Sheriff's Deputies some of the
tools required to address difficult circumstances, protect themselves, each other, and
the public.
BUDGET IMPACTS:
Pepper ball equipment estimate - $29,025
Ballistic shield estimate - $13,055
Total request from ARPA funds not to exceed - $42,080
RECOMMENDED OR REQUESTED ACTION:
Approve the purchase of the requested equipment from ARPA funding.
ATTACHMENTS:
ESHB1054
ESSHB1310
Quote from Hurricane Butterfly for pepper ball launchers and projectiles
Quote from BulletSafe for ballistic shields
Briefing Summary 7/28/2021
CERTIFICATION OF ENROLLMENT
ENGROSSED SUBSTITUTE HOUSE BILL 1054
Chapter 320, Laws of 2021
67th Legislature
2021 Regular Session
PEACE OFFICERS—TACTICS AND EQUIPMENT
EFFECTIVE DATE: July 25, 2021
Passed by the House April 23, 2021 CERTIFICATE
Yeas 55 Nays 42
I, Bernard Dean, Chief Clerk of the
House of Representatives of the
LAURIE JINKINS State of Washington, do hereby
Speaker of the House of certify that the attached is
Representatives ENGROSSED SUBSTITUTE HOUSE BILL
1054 as passed by the House of
Representatives and the Senate on
the dates hereon set forth.
Passed by the Senate April 23, 2021
Yeas 28 Nays 20
BERNARD DEAN
DENNY HECK Chief Clerk
President of the Senate
Approved May 18, 2021 11:45 AM FILED
May 18, 2021
Secretary of State
JAY INSLEE State of Washington
Governor of the State of Washington
ENGROSSED SUBSTITUTE HOUSE BILL 1054
AS RECOMMENDED BY THE CONFERENCE COMMITTEE
Passed Legislature - 2021 Regular Session
State of Washington 67th Legislature 2021 Regular Session
By House Public Safety (originally sponsored by Representatives J.
Johnson, Entenman, Dolan, Ryu, Berry, Simmons, Bateman, Kloba,
Lekanoff, Duerr, Fitzgibbon, Slatter, Wylie, Ramos, Berg, Tharinger,
Ramel, Ortiz-Self, Senn, Peterson, Gregerson, Valdez, Callan,
Hackney, Morgan, Chopp, Cody, Ormsby, Taylor, Frame, Santos, Macri,
Davis, Pollet, Bergquist, and Harris-Talley)
READ FIRST TIME 01/26/21 .
1 AN ACT Relating to establishing requirements for tactics and
2 equipment used by peace officers; amending RCW 10 . 31 . 040; adding a
3 new chapter to Title 10 RCW; repealing RCW 43 . 101 . 226; and providing
4 an expiration date .
5 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF WASHINGTON:
6 NEW SECTION. Sec. 1. The definitions in this section apply
7 throughout this chapter unless the context clearly requires
8 otherwise .
9 (1) "Law enforcement agency" includes any "general authority
10 Washington law enforcement agency" and any "limited authority
11 Washington law enforcement agency, " as those terms are defined in RCW
12 10 . 93 . 020, and any state or local agency providing or otherwise
13 responsible for the custody, safety, and security of adults or
14 juveniles incarcerated in correctional, jail, or detention
15 facilities . "Law enforcement agency" does not include the national
16 guard or state guard under Title 38 RCW or any other division of the
17 United States armed forces .
18 (2) "Peace officer" includes any "general authority Washington
19 peace officer, " "limited authority Washington peace officer, " and
20 "specially commissioned Washington peace officer" as those terms are
21 defined in RCW 10 . 93 . 020, and any employee, whether part-time or
P. 1 ESHB 1054 . SL
1 full-time, of a jail, correctional, or detention facility who is
2 responsible for the custody, safety, and security of adult or
3 juvenile persons confined in the facility.
4 NEW SECTION. Sec. 2 . (1) A peace officer may not use a
5 chokehold or neck restraint on another person in the course of his or
6 her duties as a peace officer.
7 (2) Any policies pertaining to the use of force adopted by law
8 enforcement agencies must be consistent with this section.
9 (3) For the purposes of this section:
10 (a) "Chokehold" means the intentional application of direct
11 pressure to a person' s trachea or windpipe for the purpose of
12 restricting another person' s airway.
13 (b) "Neck restraint" refers to any vascular neck restraint or
14 similar restraint, hold, or other tactic in which pressure is applied
15 to the neck for the purpose of constricting blood flow.
16 NEW SECTION. Sec. 3. (1) The criminal justice training
17 commission shall convene a work group to develop a model policy for
18 the training and use of canine teams .
19 (2) The criminal justice training commission must ensure that the
20 work group is equally represented between community and law
21 enforcement stakeholders, including the following: Families who have
22 lost loved ones as a result of violent interactions with law
23 enforcement; an organization advocating for civil rights; a statewide
24 organization advocating for Black Americans; a statewide organization
25 advocating for Latinos; a statewide organization advocating for Asian
26 Americans, Pacific Islanders, and Native Hawaiians; a federally
27 recognized tribe located in Washington state; a community
28 organization from eastern Washington working on police
29 accountability; a community organization from western Washington
30 working on police accountability; a community organization serving
31 persons who are unhoused; the faith-based community with advocacy on
32 police accountability; an emergency room doctor with relevant
33 experience; Washington association of sheriffs and police chiefs;
34 Washington state patrol; Washington fraternal order of police;
35 Washington council of police and sheriffs; Washington state patrol
36 troopers association; council of metropolitan police and sheriffs;
37 teamsters local 117; and Washington state police canine association.
38 (3) The model policy work group shall consider:
p. 2 ESHB 1054 . SL
1 (a) Training curriculum, including the history of race and
2 policing;
3 (b) Circumstances where the deployment of a canine may not be
4 appropriate;
5 (c) Circumstances where deployment of a canine on leash may be
6 appropriate;
7 (d) Strategies for reducing the overall rate of canine bites;
8 (e) Circumstances where a canine handler should consider the use
9 of tactics other than deploying a canine;
10 (f) Explicitly prohibiting the use of canines for crowd control
11 purposes;
12 (g) Canine reporting protocols;
13 (h) Circumstances where the use of voluntary canines and canine
14 handlers may be appropriate; and
15 (i) Identifying circumstances that would warrant the
16 decertification of canine teams .
17 (4) The criminal justice training commission shall publish the
18 model policy on its website by January 1, 2022 .
19 (5) This section expires July 1, 2022 .
20 NEW SECTION. Sec. 4 . (1) A law enforcement agency may not use
21 or authorize its peace officers or other employees to use tear gas
22 unless necessary to alleviate a present risk of serious harm posed by
23 a: (a) Riot; (b) barricaded subject; or (c) hostage situation.
24 (2) Prior to using tear gas as authorized under subsection (1) of
25 this section, the officer or employee shall:
26 (a) Exhaust alternatives to the use of tear gas that are
27 available and appropriate under the circumstances;
28 (b) Obtain authorization to use tear gas from a supervising
29 officer, who must determine whether the present circumstances warrant
30 the use of tear gas and whether available and appropriate
31 alternatives have been exhausted as provided under this section;
32 (c) Announce to the subject or subjects the intent to use tear
33 gas; and
34 (d) Allow sufficient time and space for the subject or subjects
35 to comply with the officer' s or employee ' s directives .
36 (3) In the case of a riot outside of a correctional, jail, or
37 detention facility, the officer or employee may use tear gas only
38 after: (a) Receiving authorization from the highest elected official
p. 3 ESHB 1054 . SL
1 of the jurisdiction in which the tear gas is to be used, and (b)
2 meeting the requirements of subsection (2) of this section.
3 (4) For the purposes of this section:
4 (a) "Barricaded subject" means an individual who is the focus of
5 a law enforcement intervention effort, has taken a position in a
6 physical location that does not allow immediate law enforcement
7 access, and is refusing law enforcement orders to exit.
8 (b) "Highest elected official" means the county executive in
9 those charter counties with an elective office of county executive,
10 however designated, and in the case of other counties, the chair of
11 the county legislative authority. In the case of cities and towns, it
12 means the mayor, regardless of whether the mayor is directly elected,
13 selected by the council or legislative body pursuant to RCW 35 . 18 . 190
14 or 35A. 13 . 030, or selected according to a process in an established
15 city charter. In the case of actions by the Washington state patrol,
16 it means the governor.
17 (c) "Hostage situation" means a scenario in which a person is
18 being held against his or her will by an armed, potentially armed, or
19 otherwise dangerous suspect.
20 (d) "Tear gas" means chloroacetophenone (CN) , 0-chlorobenzylidene
21 malononitrile (CS) , and any similar chemical irritant dispersed in
22 the air for the purpose of producing temporary physical discomfort or
23 permanent injury, except "tear gas" does not include oleoresin
24 capsicum (OC) .
25 NEW SECTION. Sec. 5. (1) A law enforcement agency may not
26 acquire or use any military equipment . Any law enforcement agency in
27 possession of military equipment as of the effective date of this
28 section shall return the equipment to the federal agency from which
29 it was acquired, if applicable, or destroy the equipment by December
30 31, 2022 .
31 (2) (a) Each law enforcement agency shall compile an inventory of
32 military equipment possessed by the agency, including the proposed
33 use of the equipment, estimated number of times the equipment has
34 been used in the prior year, and whether such use is necessary for
35 the operation and safety of the agency or some other public safety
36 purpose. The agency shall provide the inventory to the Washington
37 association of sheriffs and police chiefs no later than November 1,
38 2021 .
p. 4 ESHB 1054 .SL
1 (b) The Washington association of sheriffs and police chiefs
2 shall summarize the inventory information from each law enforcement
3 agency and provide a report to the governor and the appropriate
4 committees of the legislature no later than December 31, 2021 .
5 (3) For the purposes of this section:
6 (a) "Military equipment" means firearms and ammunition of . 50
7 caliber or greater, machine guns, armed helicopters, armed or armored
8 drones, armed vessels, armed vehicles, armed aircraft, tanks, long
9 range acoustic hailing devices, rockets, rocket launchers, bayonets,
10 grenades, missiles, directed energy systems, and electromagnetic
11 spectrum weapons .
12 (b) "Grenade" refers to any explosive grenade designed to injure
13 or kill subjects, such as a fragmentation grenade or antitank
14 grenade, or any incendiary grenade designed to produce intense heat
15 or fire. "Grenade" does not include other nonexplosive grenades
16 designed to temporarily incapacitate or disorient subjects without
17 causing permanent injury, such as a stun grenade, sting grenade,
18 smoke grenade, tear gas grenade, or blast ball .
19 (4) This section does not prohibit a law enforcement agency from
20 participating in a federal military equipment surplus program,
21 provided that any equipment acquired through the program does not
22 constitute military equipment. This may include, for example: Medical
23 supplies; hospital and health care equipment; office supplies,
24 furniture, and equipment; school supplies; warehousing equipment;
25 unarmed vehicles and vessels; conducted energy weapons; public
26 address systems; scientific equipment; and protective gear and
27 weather gear.
28 NEW SECTION. Sec. 6. All law enforcement agencies shall adopt
29 policies and procedures to ensure that uniformed peace officers while
30 on duty and in the performance of their official duties are
31 reasonably identifiable. For purposes of this section, "reasonably
32 identifiable" means that the peace officer' s uniform clearly displays
33 the officer' s name or other information that members of the public
34 can see and the agency can use to identify the peace officer.
35 NEW SECTION. Sec. 7. (1) A peace officer may not engage in a
36 vehicular pursuit, unless :
37 (a) (i) There is probable cause to believe that a person in the
38 vehicle has committed or is committing a violent offense or sex
p. 5 ESHB 1054 . SL
1 offense as defined in RCW 9. 94A. 030, or an escape under chapter 9A.76
2 RCW; or
3 (ii) There is reasonable suspicion a person in the vehicle has
4 committed or is committing a driving under the influence offense
5 under RCW 46. 61 . 502;
6 (b) The pursuit is necessary for the purpose of identifying or
7 apprehending the person;
8 (c) The person poses an imminent threat to the safety of others
9 and the safety risks of failing to apprehend or identify the person
10 are considered to be greater than the safety risks of the vehicular
11 pursuit under the circumstances; and
12 (d) (i) Except as provided in (d) (ii) of this subsection, the
13 officer has received authorization to engage in the pursuit from a
14 supervising officer and there is supervisory control of the pursuit.
15 The officer in consultation with the supervising officer must
16 consider alternatives to the vehicular pursuit. The supervisor must
17 consider the justification for the vehicular pursuit and other safety
18 considerations, including but not limited to speed, weather, traffic,
19 road conditions, and the known presence of minors in the vehicle, and
20 the vehicular pursuit must be terminated if any of the requirements
21 of this subsection are not met;
22 (ii) For those jurisdictions with fewer than 10 commissioned
23 officers, if a supervisor is not on duty at the time, the officer
24 will request the on-call supervisor be notified of the pursuit
25 according to the agency' s procedures. The officer must consider
26 alternatives to the vehicular pursuit, the justification for the
27 vehicular pursuit, and other safety considerations, including but not
28 limited to speed, weather, traffic, road conditions, and the known
29 presence of minors in the vehicle. The officer must terminate the
30 vehicular pursuit if any of the requirements of this subsection are
31 not met.
32 (2) A pursuing officer shall comply with any agency procedures
33 for designating the primary pursuit vehicle and determining the
34 appropriate number of vehicles permitted to participate in the
35 vehicular pursuit and comply with any agency procedures for
36 coordinating operations with other jurisdictions, including available
37 tribal police departments when applicable.
38 (3) A peace officer may not fire a weapon upon a moving vehicle
39 unless necessary to protect against an imminent threat of serious
40 physical harm resulting from the operator' s or a passenger' s use of a
p. 6 ESHB 1054 . SL
1 deadly weapon. For the purposes of this subsection, a vehicle is not
2 considered a deadly weapon unless the operator is using the vehicle
3 as a deadly weapon and no other reasonable means to avoid potential
4 serious harm are immediately available to the officer.
5 (4) For purposes of this section, "vehicular pursuit" means an
6 attempt by a uniformed peace officer in a vehicle equipped with
7 emergency lights and a siren to stop a moving vehicle where the
8 operator of the moving vehicle appears to be aware that the officer
9 is signaling the operator to stop the vehicle and the operator of the
10 moving vehicle appears to be willfully resisting or ignoring the
11 officer' s attempt to stop the vehicle by increasing vehicle speed,
12 making evasive maneuvers, or operating the vehicle in a reckless
13 manner that endangers the safety of the community or the officer.
14 Sec. B. RCW 10 . 31 . 040 and 2010 c 8 s 1030 are each amended to
15 read as follows :
16 (1) To make an arrest in criminal actions, the officer may break
17 open any outer or inner door, or windows of a dwelling house or other
18 building, or any other ( (i re-lei e [ene esurre' ) ) enclosure, if, after
19 notice of his or her office and purpose, he or she be refused
20 admittance .
21 (2) An officer may not seek and a court may not issue a search or
22 arrest warrant granting an express exception to the requirement for
23 the officer to provide notice of his or her office and purpose when
24 executing the warrant.
25 NEW SECTION. Sec. 9. RCW 43 . 101 . 226 (Vehicular pursuits—Model
26 policy) and 2003 c 37 s 2 are each repealed.
27 NEW SECTION. Sec. 10 . Sections 1 through 7 of this act
28 constitute a new chapter in Title 10 RCW.
Passed by the House April 23, 2021 .
Passed by the Senate April 23, 2021 .
Approved by the Governor May 18, 2021 .
Filed in Office of Secretary of State May 18, 2021 .
--- END ---
p. 7 ESHB 1054 . SL
CERTIFICATION OF ENROLLMENT
ENGROSSED SECOND SUBSTITUTE HOUSE BILL 1310
Chapter 324, Laws of 2021
67th Legislature
2021 Regular Session
LAW ENFORCEMENT AND CORRECTIONAL OFFICERS—PERMISSIBLE USES OF FORCE
EFFECTIVE DATE : July 25, 2021
Passed by the House April 23, 2021 CERTIFICATE
Yeas 56 Nays 41
I, Bernard Dean, Chief Clerk of the
House of Representatives of the
LAURIE JINKINS State of Washington, do hereby
Speaker of the House of certify that the attached is
Representatives ENGROSSED SECOND SUBSTITUTE HOUSE
BILL 1310 as passed by the House of
Representatives and the Senate on
the dates hereon set forth.
Passed by the Senate April 23, 2021
Yeas 26 Nays 23
BERNARD DEAN
DENNY HECK Chief Clerk
President of the Senate
Approved May 18, 2021 11:49 AM FILED
May 18, 2021
Secretary of State
JAY INSLEE State of Washington
Governor of the State of Washington
ENGROSSED SECOND SUBSTITUTE HOUSE BILL 1310
AS RECOMMENDED BY THE CONFERENCE COMMITTEE
Passed Legislature - 2021 Regular Session
State of Washington 67th Legislature 2021 Regular Session
By House Appropriations (originally sponsored by Representatives J.
Johnson, Lovick, Ryu, Simmons, Berry, Fitzgibbon, Hackney, Wylie,
Sells, Wicks, Cody, Callan, Gregerson, Santos, Senn, Ortiz-Self,
Chopp, Davis, Valdez, Dolan, Bateman, Ormsby, Bergquist, Morgan,
Ramel, Ramos, Lekanoff, Frame, Harris-Talley, Pollet, Macri, and
Peterson)
READ FIRST TIME 02/22/21 .
1 AN ACT Relating to permissible uses of force by law enforcement
2 and correctional officers; amending RCW 43 . 101 . 450; adding a new
3 section to chapter 43 . 101 RCW; adding a new chapter to Title 10 RCW;
4 creating new sections; and repealing RCW 10 . 31 . 050 .
5 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF WASHINGTON:
6 NEW SECTION. Sec. 1. The legislature recognizes that additional
7 clarity is necessary following the passage of Initiative Measure No.
8 940 (chapter 1, Laws of 2019) and Substitute House Bill No. 1064
9 (chapter 4, Laws of 2019) . The legislature intends to address
10 excessive force and discriminatory policing by establishing a
11 requirement for law enforcement and community corrections officers to
12 act with reasonable care when carrying out their duties, including
13 using de-escalation tactics and alternatives to deadly force.
14 Further, the legislature intends to address public safety concerns by
15 limiting the use of deadly force to very narrow circumstances where
16 there is an imminent threat of serious physical injury or death. It
17 is the intent of the legislature that when practicable, peace
18 officers will use the least amount of physical force necessary to
19 overcome actual resistance under the circumstances .
20 It is the fundamental duty of law enforcement to preserve and
21 protect all human life.
P. 1 E2SHB 1310 .SL
1 NEW SECTION. Sec. 2 . The definitions in this section apply
2 throughout this chapter unless the context clearly requires
3 otherwise.
4 (1) "Law enforcement agency" includes any "general authority
5 Washington law enforcement agency" and any "limited authority
6 Washington law enforcement agency" as those terms are defined in RCW
7 10 . 93 . 020 .
8 (2) "Less lethal alternatives" include, but are not limited to,
9 verbal warnings, de-escalation tactics, conducted energy weapons,
10 devices that deploy oleoresin capsicum, batons, and beanbag rounds .
11 (3) "Peace officer" includes any "general authority Washington
12 peace officer, " "limited authority Washington peace officer, " and
13 "specially commissioned Washington peace officer" as those terms are
14 defined in RCW 10 . 93 . 020; however, "peace officer" does not include
15 any corrections officer or other employee of a jail, correctional, or
16 detention facility, but does include any community corrections
17 officer.
18 NEW SECTION. Sec. 3. (1) (a) Except as otherwise provided under
19 this section, a peace officer may use physical force against a person
20 when necessary to: Protect against criminal conduct where there is
21 probable cause to make an arrest; effect an arrest; prevent an escape
22 as defined under chapter 9A. 76 RCW; or protect against an imminent
23 threat of bodily injury to the peace officer, another person, or the
24 person against whom force is being used.
25 (b) A peace officer may use deadly force against another person
26 only when necessary to protect against an imminent threat of serious
27 physical injury or death to the officer or another person. For
28 purposes of this subsection (1) (b) :
29 (i) "Imminent threat of serious physical injury or death" means
30 that, based on the totality of the circumstances, it is objectively
31 reasonable to believe that a person has the present and apparent
32 ability, opportunity, and intent to immediately cause death or
33 serious bodily injury to the peace officer or another person.
34 (ii) "Necessary" means that, under the totality of the
35 circumstances, a reasonably effective alternative to the use of
36 deadly force does not exist, and that the amount of force used was a
37 reasonable and proportional response to the threat posed to the
38 officer and others .
p. 2 E2SHB 1310 . SL
1 (iii) "Totality of the circumstances" means all facts known to
2 the peace officer leading up to and at the time of the use of force,
3 and includes the actions of the person against whom the peace officer
4 uses such force, and the actions of the peace officer.
5 (2) A peace officer shall use reasonable care when determining
6 whether to use physical force and when using any physical force
7 against another person. To that end, a peace officer shall :
8 (a) When possible, exhaust available and appropriate de-
9 escalation tactics prior to using any physical force, such as:
10 Creating physical distance by employing tactical repositioning and
11 repositioning as often as necessary to maintain the benefit of time,
12 distance, and cover; when there are multiple officers, designating
13 one officer to communicate in order to avoid competing commands;
14 calling for additional resources such as a crisis intervention team
15 or mental health professional when possible; calling for back-up
16 officers when encountering resistance; taking as much time as
17 necessary, without using physical force or weapons; and leaving the
18 area if there is no threat of imminent harm and no crime has been
19 committed, is being committed, or is about to be committed;
20 (b) When using physical force, use the least amount of physical
21 force necessary to overcome resistance under the circumstances . This
22 includes a consideration of the characteristics and conditions of a
23 person for the purposes of determining whether to use force against
24 that person and, if force is necessary, determining the appropriate
25 and least amount of force possible to effect a lawful purpose. Such
26 characteristics and conditions may include, for example, whether the
27 person: Is visibly pregnant, or states that they are pregnant; is
28 known to be a minor, objectively appears to be a minor, or states
29 that they are a minor; is known to be a vulnerable adult, or
30 objectively appears to be a vulnerable adult as defined in RCW
31 74 . 34 . 020; displays signs of mental, behavioral, or physical
32 impairments or disabilities; is experiencing perceptual or cognitive
33 impairments typically related to the use of alcohol, narcotics,
34 hallucinogens, or other drugs; is suicidal; has limited English
35 proficiency; or is in the presence of children;
36 (c) Terminate the use of physical force as soon as the necessity
37 for such force ends;
38 (d) When possible, use available and appropriate less lethal
39 alternatives before using deadly force; and
p. 3 E2SHB 1310 . SL
1 (e) Make less lethal alternatives issued to the officer
2 reasonably available for their use.
3 (3) A peace officer may not use any force tactics prohibited by
4 applicable departmental policy, this chapter, or otherwise by law,
5 except to protect his or her life or the life of another person from
6 an imminent threat .
7 (4) Nothing in this section prevents a law enforcement agency or
8 political subdivision of this state from adopting policies or
9 standards with additional requirements for de-escalation and greater
10 restrictions on the use of physical and deadly force than provided in
11 this section.
12 NEW SECTION. Sec. 4. (1) By July 1, 2022, the attorney general
13 shall develop and publish model policies on law enforcement ' s use of
14 force and de-escalation tactics consistent with section 3 of this
15 act.
16 (2) By December 1, 2022, all law enforcement agencies shall :
17 Adopt policies consistent with the model policies and submit copies
18 of the applicable policies to the attorney general; or, if the agency
19 did not adopt policies consistent with the model policies, provide
20 notice to the attorney general stating the reasons for any departures
21 from the model policies and an explanation of how the agency' s
22 policies are consistent with section 3 of this act, including a copy
23 of the agency' s relevant policies . After December 1, 2022, whenever a
24 law enforcement agency modifies or repeals any policies pertaining to
25 the use of force or de-escalation tactics, the agency shall submit
26 notice of such action with copies of any relevant policies to the
27 attorney general within 60 days .
28 (3) By December 31st of each year, the attorney general shall
29 publish on its website a report on the requirements of this section,
30 including copies of the model policies, information as to the status
31 of individual agencies ' policies, and copies of any agency policies
32 departing from the model policies .
33 NEW SECTION. Sec. 5. A new section is added to chapter 43 . 101
34 RCW to read as follows :
35 The basic training provided to criminal justice personnel by the
36 commission must be consistent with the standards in section 3 of this
37 act and the model policies established by the attorney general under
38 section 4 of this act .
p. 4 E2SHB 1310 .SL
1 Sec. 6. RCW 43 . 101 . 450 and 2019 c 1 s 3 (Initiative Measure No.
2 940) are each amended to read as follows :
3 (1) Beginning one year after December 6, 2018, all law
4 enforcement officers in the state of Washington must receive violence
5 de-escalation training. Law enforcement officers beginning employment
6 after December 6, 2018, must successfully complete such training
7 within the first ( (f; F�en) ) 15 months of employment . The commission
8 shall set the date by which other law enforcement officers must
9 successfully complete such training.
10 (2) All law enforcement officers shall periodically receive
11 continuing violence de-escalation training to practice their skills,
12 update their knowledge and training, and learn about new legal
13 requirements and violence de-escalation strategies .
14 (3) The commission shall set training requirements through the
15 procedures in RCW 43 . 101 . 455 .
16 (4) Violence de-escalation training provided under this section
17 must be consistent with section 3 of this act and the model policies
18 established by the attorney General under section 4 of this act .
19 (5) The commission shall submit a report to the legislature and
20 the governor by January lst and July 1st of each year on the
21 implementation of and compliance with subsections (1) and (2) of this
22 section. The report must include data on compliance by agencies and
23 officers . The report may also include recommendations for any changes
24 to laws and policies necessary to improve compliance with subsections
25 (1) and (2) of this section.
26 NEW SECTION. Sec. 7 . RCW 10 . 31 . 050 (Officer may use force) and
27 2010 c 8 s 1031, Code 1881 s 1031, 1873 p 229 s 211, & 1854 p 114 s
28 75 are each repealed.
29 NEW SECTION. Sec. 8 . Sections 2 through 4 of this act
30 constitute a new chapter in Title 10 RCW.
31 NEW SECTION. Sec. 9. If specific funding for the purposes of
32 this act, referencing this act by bill or chapter number, is not
33 provided by June 30, 2021, in the omnibus appropriations act, this
34 act is null and void.
Passed by the House April 23, 2021 .
Passed by the Senate April 23, 2021 .
Approved by the Governor May 18, 2021 .
p. 5 E2SHB 1310 . SL
Filed in Office of Secretary of State May 18, 2021 .
--- END ---
p. 6 E2SHB 1310 . SL
Hurricane Butterfly Law Enforcement Estimate
100 Andover Park West
Suite 150-105 Date Estimate#
Tukwila, WA 98188 7/1/2021 21-0098
Name/Address Ship To
Mason County Sheriffs Office Mason County Sheriffs Office
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P.O. No. Project
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