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2025/01/13 - Briefing Packet
MASON COUNTY COMMISSIONER BRIEFING INFORMATION FOR THE WEEK OF January 13, 2025 In the spirit of public information and inclusion, the attached is a draft of information for Commissioner consideration and discussion at the above briefing. This information is subject to change, additions and/or deletion, and is not all inclusive of what will be presented to the Commissioners. Please see draft briefing agenda for schedule. CO 1854 oo BOARD OF MASON COUNTY COMMISSIONERS DRAFT BRIEFING MEETING AGENDA 411 North Fifth Street, Shelton WA 98584 Week of January 13, 2025 1854 Monday Noon WA State Association of Counties Zoom Meeting* Virtual Assembly *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,January 13, 2025 Zoom link available on the Mason County website 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 10:00 A.M. Planning Advisory Commission Interviews 10:30 A.M. Pacific Mountain Workforce Development Council—William Westmoreland,CEO 11:00 A.M. Prosecuting Attorney—Michael Dorcy 11:05 A.M. Public Health—Dave Windom 11:15 A.M. Public Works—Loretta Swanson 11:30 A.M. Central Services—Mark Neary Commissioner Discussion—as needed Commission meetings are live streamed at hLtp://www.masonwebtv.com/and public comment is accepted via email msmith(&masoncountywa.gov;mail to Commissioners Office,411 N 5'Street,Shelton,WA 98584;or phone at(360)427-9670 ext.419. If you need to listen to the Commission meeting via telephone,please provide your telephone number to the Commissioners' office no later than 4:00 p.m.the Friday before the meeting. If special accommodations are needed,contact the Commissioners'office at Shelton(360)427-9670 ext.419 Briefing Agendas are subject to change,please contact the Commissioners' office for the most recent version. Last printed 01/08/25 at 2:54 PM t._ w� ` Y�� � t. i•Q ;� '�Yr``''d J" �� Nr. �H 7"� '. y _ �` f�' �.� • 1, � j -•d� - - � i3�P i..,� ��� / L'` • R:SI ��� - ,at) y=. _ r t .,,d.. 1 I -� :3 '` •�;i t `...y� t 7C�' t'� .•r *I�'�� ;,'R^, 111 '. - -'�.� 'I� ti � ll yy , ..1.-: i3- � :�hr '•3. S it ` .'�` •i' �o r � t '�• i�"'j W.�r`� . � -' w:. Y. 4f `3, Yx•� •ll' �. ,,tiff �.. _ are .�<- •��/• /�,' ;• _. ��° ♦,� �`,� ; •�' � p'.•Y .•Y,n r��-��`. '� 'I. �`q' 'r� �• ^' -�� � A.;. � _• t '_.yam: .� �., _ '.�, f � „ .:.'!".� - 41 v" a it gc � q/P tTrE:�rn� .� y��*yam � , � �� �• � i�{/ �•t, 'I .�y` � '1fl"�'YI• fir iA 6�1X.f', _ � h 1. i �1�' �' �,.Q. it ,y ql`; \ , � ; �, .o ��= •tit, , , Alk t PACIFIC MOUNTAIN 1 1 I 1 WORKFORCE buildingPAC MT DEVELOPMENT Serving Grays Harbor, Lewis, 1 prosperity M/ I / and Thurston Counties. MESSAGE FROM CHAIR AND CEO_ Message from Michael Cade, Board Chair, and As we embark on this journey, PacMtn continues to William Westmoreland, CEO of PacMtn Workforce champion collaboration and innovation, ensuring Development Council that our strategies not only meet federal and state mandates but also resonate with the unique 2024 marks a pivotal year for PacMtn as we proudly character of our region. We are dedicated to present our annual report, underscoring the building a workforce ecosystem that supports the completion of our comprehensive Local Plan—a aspirations of our communities, businesses, and strategic blueprint designed to guide our region's industries, paving the way for a prosperous and workforce development over the next four years. inclusive future. Serving the five counties of Grays Harbor, Lewis, Mason, Pacific, and Thurston, PacMtn remains Thank you for your continued support and deeply committed to enhancing the economic partnership as we work together to realize this vitality of our diverse and expansive region, which vision. stretches over 7,000 square miles of breathtaking landscapes and vibrant communities. Sincerely, The Local Plan, shaped by the principles of the Workforce Innovation and Opportunity Act (WIOA) and aligned with Washington State's Talent and Prosperity for All (TAP) plan, reflects a collaborative effort among a wide range of stakeholders. Our Board of Directors and leadership team, representative of the communities and economy of this five-county region, have built a strategy that serves as a strong foundation for a vibrant and inclusive economy, ensuring that our workforce Michael Cade,Board Chair remains at the heart of this mission. Our 2024-2028 objectives focus on three core areas: Credentialing and Training, Job Quality, and System Integration & Delivery. These goals are supported by essential elements such as equitable employment and training, industry engagement,technological advancement, and the adoption of responsive design principles. By 2028, we envision a region where employers and job-seekers alike are actively participating in industry-recognized credential opportunities, contributing to the development of William Westmoreland,CEO a regional Quality Jobs framework, and benefiting from a fully integrated workforce system. PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 2 ny uniryprospeiiry NANCIE PAYNE AWARD The Nancie Payne Workplace Excellence Award, named in honor of the late Dr. Nancie Payne, celebrates organizations that exemplify workplace excellence, employee engagement, and a \ progressive, inclusive culture. Dr. Payne, a former T PacMtn board member and a nationally recognized leader in workplace accessibility, dedicated her life I' I' to creating pathways to employment for individuals with non-apparent disabilities. The award is a tribute Date mk o,ZD z to her legacy and her unwavering commitment to roLMrH making the workplace accessible to all. Pay Loth, $1,000.00 o,de,of Timberland Reoiona_ 1 rarl' -4 In 2023,the prestigious award was presented to one lbousand Dollars Cheryl Heywood, Executive Director of Timberland For Na.P.)MlCorlpUaE-11--dW-1 Regional Library(TRL). Under Heywood's leadership, 7 TRL has fostered a workplace culture that embodies 000sl=.9a,00,9a ' the values Dr. Payne championed. Heywood's commitment to continuous improvement, meaningful employee engagement, and an inclusive Cheryl Heywood accepting 2023 Nancie Payne Award on behalf work environment has significantly impacted both of Timberland Regional Library. the organization and the community it serves. organizations can access for the staff development. "Cheryl Heywood's leadership at TRL is a perfect This commitment to shared learning and growth reflection of what the Nancie Payne Award stands extends TRUs impact across the community. for," said William Westmoreland, CEO of PacMtn. "Cheryl genuinely cares about her team and "At TRL, we are growing future leaders, so to have their growth. Her commitment to creating an the PacMtn Board Members recognize the work inclusive, supportive workplace where everyone is we are doing not only within our communities encouraged to contribute and thrive is exactly what but also within our team to grow our own staff made her stand out as this year's recipient. She is a true honor,"said Heywood. "We put a great doesn't just lead; she listens, and that makes all the deal of emphasis on staff training and leadership difference." development and have fully embraced continuous improvement. I knew Nancie and had the pleasure Timberland Regional Library's recognition as of working with her, so receiving an award in her the 2023 recipient highlights the importance name is a true honor." of cultivating a workplace where employees feel valued and supported. TRL's efforts go The Nancie Payne Award continues to inspire beyond training their own staff; they offer online organizations to strive for excellence in honor of a training opportunities that other individuals and true pioneer. PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 3 ny uniryprosperiry BOARD OF DIRECTORS I ' Alissa Shay Angela White Bob Guenther Dr. Carli Schi#ner Satsop Business Park, Olympia Master Builders Thurston, Lewis, Mason Grays Harbor College Port of Grays Harbor Counties Labor Council Cheryl Heywood Christina Riley Clint Bryson David SchafFert Timberland Regional Labor and Labor Thurston County Library Apprenticeship Chamber of Commerce 6., Derek Epps Jaquelin Earley Jason Reed Joe Vansyckle Seattle Shellfish Sierra Pacific Industries WA DSHS, DVR/ Employment Security Community Service Department PACIFIC MOUNTAIN WORKFORCE PIICMTN DEVELOPMENT Annual Report 2023-24 4 building romm unity prosperity ;' ad Jonathan Pleger Jovon Vaughn Lori Thompson Michael Cade Morningside Willapa Harbor Capital STEM Alliance/ Thurston County EDC Chamber of Commerce Capital Region ESD#113 i Peter Lahmann Richard De Bolt Sue Yirku Tricia Wiltse Economic Development Economic Alliance of Pacific County EDC WA DSHS, DVR Lewis County 26 TOTAL MEMBERS REGIOAL PACIFIC 00000 Oil REPREESENTATIVES • 3 REPRE ENTTATIVES COUNTY 000000 • 3 RE R RESENTATIVGAYS S OUNTY • 3 REPRESEONTHURSTrTATIIVES 101010000 • • • • • • 3 LEWIS COUNTY O /� BOARD MEMBERS REPRESENTATIVES �F chosen from regional or 000 3 MASON COUNTY county representatives REPRESENTATIVES Chairperson 000 • Chairperson Elect • Vice-Chairperson • Secretary/Treasurer PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT 6ui1di Annual Report 2023-24 5 ny wmmuniryprospeiiry STAFF Aaron Pentland Arissa De Lima Christina Gorman Cliff Samuels Workforce Data & Chief of Staff Office Support Financial Coach Analytics Manager EO Officer Specialist t. Dan Cooling Harmoni Williamson Jeannie House Jeff Bowe Chief Program Officer Finance Specialist Director of Essential Director of Sector Workforce Strategies A IV- AMR ba t � KC Kozkowski Kellie Halle Leon Ross Marco Hernandez Employment Specialist Contracts Manager Partner Engagement QA&Compliance Manager Manager PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT Annual Report 2023-24 6 b0din...-iryp.,,iry � � 1 Matthew Hanusa Melody Pajaro Orinda Goddard Robyn Branham Director of Sector Director of Finance QA Specialist Hospitality Specialist Strategies �41 Sr. Terry Ziegler Wes Smith Wil Yeager William Westmoreland Accountant Project Director Chief Financial Officer Chief Executive Officer Mal ■ Jason Hoseney One-Stop Operator, WorkSource PacMtn Visit pacmtn.org/about/staff/ PACIFIC MOUNTAIN WORKFORCE PIICMTN DEVELOPMENT buildi Annual Report 2023-24 7 ng romm unity prosperity ADVOCACY AND SPONSORSHIP � J As CEO of PacMtn, I am proud to highlight the profound impact of House Bill 2230,the Economic Security for All initiative (EcSA), passed by Washington legislators. This landmark legislation is a vital step towards economic empowerment, offering individuals pathways out of poverty through education and career advancement. By addressing barriers such as economic hardship, language, and skills gaps, EcSA provides targeted resources to help people achieve self-sufficiency and contribute to their communities. I am deeply grateful to our legislators for their vision and commitment, and while this milestone is significant, our work to foster economic security and inclusivity must continue. William Westmoreland, CEO PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 8 ny uniryprospeiiry THE FUTURE CBOSS OF � WeORK OF THE SUMMIT Y4car Future of Work $15,000 Chamber's Leader $2,000 Boss of the Year Y� r 41 F fs �� Regional Economic Forecast & $15,000 Lewis County Youth Association $6,000 Innovation Expo Back-to-School Backpacks PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT Annual Report 2023-24 9 building community prosperity BUSINESS SOLUTIONS The goal of the PacMtn regional Business Solutions Team is to serve as a vital link between the business Hospitality and Tourism community and the public workforce system. Our investments assist businesses in recruiting, training, and retaining employees, while providing job seekers with the skills necessary to advance their careers. •0 Worksites It's crucial for our region's economic success that 7,177 People Employed high-growth industries have access to skilled workers for their high-demand jobs. Discover more about 1,070 Projected •• by 2024 the region's priority industries, including Food Production, Forest &Wood Products, Healthcare, Specialty Manufacturing & Logistics, IT&Telecom, and Hospitality&Tourism in the career pathways section on the PacMtn website. P, Healthcare BUSINESS ENGAGEMENTS Business services, Aviation Pathways, EcSA: $1,264,742 211,444 People Employed 2,476 Businesses served 25,373 Projected New jobs by1 24 2,738 Services offered 335 Skills and Credentials $27.01 Average Hire Wage Rate Food Production 478 Businesses hiring events 2,220 People Employed 272 Projected •• by 1 PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 10 ny uniryprospmiry Forest a • Wood Products 3,385 People Employed 1,1167 Projected New jobs by 2024 Sierra Pacific Elma Teacher Externship Event The Sierra Pacific Elma Teacher Externship Event, held on August 24, 2023, showcased the promising Specialty • career opportunities within the forestry and trades industries. Darrin Moorcroft, Sierra Pacifies Washington Area Manager, emphasized that trades offer high-tech, well-compensated roles such as millwrights, electricians, and saw managers, r� providing alternatives to traditional college 11,113 People -• 61 degrees. Through partnerships with Advanced Projected1,167 Manufacturing Apprenticeships (AJAC), students gain hands-on experience in critical sectors, helping reshape perceptions of industries like forestry. Educators, including Elma Middle School's Kimberly Hinderlie, are already encouraging students to explore these paths, recognizing their potential to provide family-sustaining careers without the IT • Telecomburden of student debt. The collaboration between Sierra Pacific and 768 _ Elma schools, which began in 2022, continues • to provide students with practical experience 12,705 People Employed in manufacturing, welding, and engineering. Participants like Brandon Orcutt praise the 1,270 Projected New .. 1 program for its invaluable learning opportunities, while educators such as Christi Cershaw and Greg Scroggins highlight the program's role in exposing students to diverse career paths. This partnership is a testament to Sierra Pacific's investment in the future workforce, offering students the skills and experiences necessary to succeed in an industry brimming with opportunities. PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 11 ny uniryprospmiry PROGRAM HIGHLIGHTS O �-0 WIOA FORMULA POVERTY REDUCTION Adult, Dislocated Worker, and Youth: $2,473,402 Economic Security for All, Community Reinvestment 729 Served Fund, and Opioid: $3,754,355 228 Trained 851 Served 156 Credentials Earned 337 Trained 144 Employed 195 Credentials Earned 119 Employed 000 FOOD SECURITY RE-ENTRY Community Block Grant: $117,777 Thurston Sales Tax, Pathways Home, and PREP: $497,182 243,297 Served 227 Served 30+ Employed 76 Trained 33 Credentials Earned 45 Employed JOURNEY 2 JOBS IMPACT AT A GLANCE The Journey 2 Jobs (J2J) program made a significant 93 total participants enrolled impact, supporting 93 participants, many of whom were experiencing homelessness. Through the HIRE 65 participants gained employment through Crew initiative, 65 participants gained employment, the HIRE Crew initiative and 11 individuals secured permanent housing. Additionally, 28 participants took part in paid 11 participants secured permanent housing internships, gaining valuable work experience, with 22 of them transitioning into full-time employment. 28 participants engaged in paid internships These outcomes underscore the program's 22 participants transitioned into full-time effectiveness in addressing employment and employment housing challenges, highlighting the ongoing need for programs that foster long-term stability in the community. PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 12 ny uniryprospmiry The WorkEx program for transitioning service members saw strong success this year, providing or services to 844 Service Members through training or Wkt) Ex internships. Of these, 537 were offered employment, Internships for Transitioning Service Members and 431 were employed within 180 days. WORKEX PROGRAM Totals Q1 Q2 Q3 Q4 YTD Number of Service MembersNets/Spouses received skills 171 216 225 232 844 training or internships Number of Service MembersNets/Spouses who graduate 142 110 130 135 517 Number Service Mem bersNets/Spo uses interviewed for 157 154 129 143 583 trained position Number Service Mem bersNets/Spo uses offered 122 142 137 136 537 employment in the industry trained Number Service Mem bersNets/Spo uses employed within 126 109 113 83 431 180 days of graduation Number of Service MembersNets/Spouses enrolled into 2 0 11 11 24 Dislocated Worker Programs Number of Service MembersNets/Spouses referred to 6 3 11 11 31 WorkSource services BREAKDOWN OF EMPLOYMENT Totals GAINED BY INDUSTRY WITHIN 180 DAYS Q1 Q2 Q3 Q4 YTD Hospitality 13 8 14 4 39 Logging and Paper Products 9 5 6 11 31 Advanced Manufacturing 10 20 31 21 87 Health Care 24 23 59 43 149 Food Production 1 15 13 22 51 IT and Telecom 32 31 33 30 126 Government 30 28 28 44 130 PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 13 ny uniryprospeiiry FINANCIAL REVIEW For Year end June 30, 2024 Current Year Actual REVENUES Grant &Contracts.......................................7,956,289.99 Other...................................................................345,416.76 Total Revenues...................................................8,301,706.75 EXPENSES Administrative Services Direct Participants Services.......................3,495,012.60 Business Services&Solutions......................927,419.60 Special Impact Projects.................................,336,823.10 Misc Contracts& Projects...............................19,720.00 Administrative Services..............................3,328,483.51 Total Expenses...................................................8,107,458.81 AJBt Business Services Change in Net Assets.........................................194,247.94 &Solutions Misc.Contracts Special Impact &Projects Projects EXPENSES BY FUNDING CATEGORY 16% Business Poverty Reduction 6% 31% Reentry Engagement 1% Food Security L Formula PACIFIC MOUNTAIN WORKFORCE PAWN DEVELOPMENT Annual Report 2023-24 14 building...-iry pro iry Pacific Mountain Workforce Development Council Grant Balance by Program PY23 Budget to Actual Report Total Grant Funding Through June 30,2023 YTD Actual Annual Budget Remaining %Spent WIOAYouth $1,114,238.94 1,415,917.11 301,678.17 79% WIOAAdult $1,026759.95 1,143,786.65 117,026.70 90% WIOA Dislocated Worker $1,347,290.89 1,471,512.89 124,222.00 92% WIOA Admin Cost Pool $266,065.60 343,166.65 77,101.05 78% TC Jail $120,967.17 123,000.00 2,032.83 98% Pathways 3 $305,173.99 665,274.58 360,100.59 46% Quest NDWG $744,378.38 944,628.14 200,249.76 79% EcSA Federal $312,306.92 354,945.00 42,638.08 88% EcSA State Above 200% $156,625.23 156,761.00 135.77 100% EcSA State Below 200% $436,844.10 436,890.00 45.90 100% EcSa State Business Navigator $173,480.80 173,977.00 496.20 100% Commerce EcSA $561,788.35 512,411.25 (49,377.10) 110% Commerce EcSA Business Services $192,422.47 208,336.00 15,913.53 92% Community Development Block Grant (CDBG) $117,777.21 164,777.86 47,000.65 71% Thurston County Job Champion Network(TCJCN) $226,724.18 227,276.59 552.41 100% Thurston County Ag Labor $175,498.23 493,196.48 317,698.25 36% City of Olympia Journey 2 Job(J2J) $134,274.97 132,836.24 (1,438.73) 101% Opiod $469,340.11 711,603.46 242,263.35 66% TST Community Grant $71,041.23 71,041.23 — 100% LIFT $54,460.09 54,460.09 — 100% Boeing $100,000.00 $100,000.00 — 100% Total Program Grant Balance $8,107,458.81 9,905,798.22 1,798,339.41 82% $0.00 $500,000.00 $1,000,000.00 $1,500,000.00 $2,000,000.00 $2,500,000.00 WIOA Youth WIOA Adult WIOA Dislocated Worker WIOA Admin Cost Pool TC Jail Pathways 3 Quest NDWG EcSA Federal EcSA State Above 200% EcSA State Below 200% EcSA State Business Navigator Commerce EcSA Commerce EcSA Business Services Community Development Block..... Thurston County Job Champion.... Thurston County Ag Labor City of Olympia Journey 2 Jobs(J2J) Opiod YTD Actual TST Community Grant ■Annual Budget LIFT PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 15 ny uniryprospe.iry CELEBRATING CRAIG CLARK In November 2011, he expanded his responsibilities to include the role of PacMtn's local EO Officer. Throughout his tenure, Craig was recognized for his �, =(.o•. , exceptional skills and dedication, earning multiple advancements, promotions, and merit awards. His �+k.- greatest passion was facilitating and delivering in- person workshops,training sessions, coaching, and safety presentations. As Craig moved into retirement, he anticipated dedicating more time to his wife, personal interests, and passions such as faith, personal growth, wellness, and home hobbies.After more than 35 years of full-time employment, he also looked forward to enjoying some well-earned rest and relaxation. Craig Clark Craig considered himself fortunate to have Retired PacMtn team member worked with such dedicated and compassionate colleagues. He attributed much of his success to Craig Clark retired from PacMtn after an impressive the strong team culture at PacMtn and cherished 18.5 years with the organization, having joined the relationships and friendships he built with both just 15 days following a 16-year tenure as an HR community and WorkSource System partners, as Director with a major manufacturing company in well as his PacMtn family. As we celebrate Craig's Grays Harbor County. His extensive background remarkable career and contributions to PacMtn, we in recruitment and staff development at multiple honor the lasting impact he has made on PacMtn locations fueled his passion for workforce and the people he inspired along the way. development programs. Craig's unwavering commitment to these programs was evident through his active support and collaboration on numerous PacMtn Workforce Development initiatives. Craig's journey with PacMtn began at WorkSource Grays Harbor, where he served as a WIA program Dislocated Worker Counselor and motivational workshop facilitator. Over the years, Craig took on a variety of roles across all PacMtn WorkSource locations, including the PacMtn Administrative offices at Satsop Business Park near Elma, WA. PACIFIC MOUNTAIN WORKFORCE PllCMTN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 16 ny uniryprospeiiry BIG HAIRY AUDACIOUS GOAL PacMtn has set a bold and ambitious Big Hairy OBJECTIVES Audacious Goal (BHAG): to place quality jobs over the next four years. This transformative effort MARKETING Raise awareness of career aims to address critical workforce challenges opportunities, tap into new talent pools, connect in the region, including skills gaps, persistent individuals with essential resources, and empower unemployment, and economic inequality, while employers and partners to amplify the campaign. ensuring that businesses have the talent they need to thrive. EMPLOYMENT Achieve the BHAG goal of placing quality jobs over four years. In the face of rapid technological advancements and evolving workforce needs, we must support employers in filling these high-demand jobs. This requires broad outreach, engaging underrepresented talent pools, and fostering TARGET AUDIENCES awareness of the numerous opportunities available in the local job market. EMPLOYERS Assist businesses across industries— such as healthcare, manufacturing, IT, and more—in The Quality Jobs Campaign is designed to inspire attracting and retaining skilled workers, aligning individuals to pursue high-demand careers while training programs with evolving industry needs. providing the resources and support necessary for their success. PacMtn will leverage targeted JOB SEEKERS Focus on underemployed workers, marketing efforts to increase awareness, connect veterans, youth, and other priority populations, job seekers with pathways to success, and help offering training, career counseling, and support employers retain skilled workers. This campaign services to foster economic stability. will position PacMtn as a leader in workforce development and a convener of community COMMUNITY PARTNERS Collaborate with local engagement. leaders, workforce partners, and community organizations to align policies, secure resources, and promote social equity. This quality jobs campaign sets the stage for a r, collaborative, strategic effort to bridge regional skills gaps, support local businesses, and empower individuals to achieve long-term economic success. PacMtn is committed to leading this transformative initiative, resulting in stronger communities and a resilient workforce. PACIFIC MOUNTAIN WORKFORCE PAWN DEVELOPMENT wmm 6uifdi Annual Report 2023-24 17 ny uniryprospmiry — _ 1� •" fir � ..� ;►; ��"��'7 "���, a f — — ;�` 40?—EP '��'�'���, -.-._ � :� +�`!.� �'' ���5r I is �"3:. '� - ��'�s.,�ev �'„�`•y,_ _ ' • fir.-; ' "� '.,'-, i - - .�,8 Z- ;._ _.� `•'`SiR �,�,c`r�„�•'i s. �. ;�—..,,,r,. -., 15— -as• -+ � .. tM�• �.- �^ ��' 'r��Y�%r '�,� +s y may. � �',•✓�„�.� ?' :?:, '`�_ —�.►►�� _ �._.. � - ,�.';�a�-an..-.pia' `f i - -��f _ _ .•� -. r t.�� -4�$�F ... �`•'�Y 41, AM . jo jw ** i "�+1• — t j VOK IV, r 2� y r 3 PACIFIC MOUNTAIN Annual • • / / WORKFORCE (360) 515-5134 1 info@pacmtn.org PAC M DEVELOPMENT , AveSW Ste / communitybuilding 1 SKr t r.. AM K tort a wYR i Y PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT building community prosperity 2024=2028 LOCAL PLAN PACMTN.ORG ACKNOWLEDGEMENTS This plan was developed in collaboration with several Pacific Mountain Workforce Development staff and consultants. Project Lead: Naomi Sky, Director for Business and Sector Engagement Community Engagement and Communications Lead: Wes Smith, Project Manager Writing Team: William Westmoreland, Chief Executive Officer Arissa De Lima, Chief of Staff Dan Cooling, Chief Program Officer Megan Fiess, Chief Development Officer Katherine Payne, Director of Integrity and Compliance Aaron Pentland, Workforce Data and Analytics Manager Kellie Hale, Contracts Manager Melody Pajaro, Director of Finance Strategic Planning Consultant: PointNorth Data Analysis: J RO + CO Style Guide and Graphics: MadCap Marketing + Creative The board expresses deep gratitude to the dedicated staff, community members, stakeholders, and partners whose invaluable time and input have played a pivotal role in shaping and crafting this plan. Their unwavering commitment to collaborative efforts has significantly enriched the development process, ensuring that the resulting plan reflects a collective vision and addresses the diverse needs of the region. 2 TABLE OF CONTENTS REGIONAL DESIGNATION LOCAL COMPONENT OF PLAN Workforce Development Area . . .5 Strategic Vision and Goals . . 52 Vision, Mission, Values . . .5 High-Performing Board ObJectives . 52 Regional Alignment Strategies. . 53 REGIONAL COMPONENT OF PLAN Expanding Access . 58 Regional Analysis of Economic Target Outreach . 58 Conditions . . 10 Education Coordination . 60 In-Demand Sectors Career Pathways and Credentials . 62 and Occupations . . 12 Workforce Demographics 26 Employer Engagement. 63 Skills and Knowledge. 28 One-Stop System 68 Workforce Metrics . 32 Title I Activities . . 74 Strengths and Weaknesses Rapid Response . 75 of Services . 39 Supportive Services . 77 Regional Sector Strategies . . 40 Wagner-Peyser Coordination . 77 Identification and Prioritization. . 40 Title II Coordination . 82 Collaborative Approaches . 41 Cooperative Agreements . 83 Multi-Regional Focus . 42 Procurement 83 Regional Service Strategies . 43 Training Services . . 84 Strategic Details and Interventions. . 43 c Management Information Services. . 85 Collaborative Agreements . . 45 c Equity 86 Multi-Regional Focus . . 46 Board Composition . 86 Coordination with Regional Economic Development Organizations . . 46 Coordination of Transportation PERFORMANCE ACCOUNTABILITY and Other Support Services . . 47 Performance . . 87 Regional Cost Arrangements . 49 Regional Performance Negotiation . 50 APPENDIX A. Board Composition . . 91 B. Cooperative Agreements . . 91 C. Local Area Profile . . . . . . . . . . . . 92 D. Certification, Assurances, Public Comment . 95 3 REGIONAL DESIGNATION WORKFORCE DEVELOPMENT AREA NAME VALUES Pacific Mountain Workforce Development Excellence: Prioritize the public's needs in every decision WORKFORCE DEVELOPMENT and action, striving for high-quality services that AREANUMBER focus on seamless and effective solutions for WDA 2 every individual, reflecting our commitment to enhance industry growth and sustainability. COUNTIES COMPRISING Collaboration: SERVICEDELIVERY AREA Foster economic success across the five- Grays Harbor county area through collaborative regional Lewis strategies and partnerships. Align our goals and Mason resources with those of our partners in economic Pacific development, business, labor, and education Thurston to ensure comprehensive regional progress. Innovation: FISCAL AGENT/ENTITY RESPONSIBLE Embrace innovation and creativity as the driving FOR THE DISBURSAL OF GRANT FUNDS forces behind our progress. Utilize feedback from employers and job-seekers to challenge Pacific Mountain Workforce Development the status quo, ensuring our solutions and MISSION strategies remain cutting-edge and impactful.To lead a dynamic regional workforce Diversity, Equity & Inclusion: Emphasize the importance of diverse thoughts, through collaboration and investment ideas, and solutions to drive innovation and that enhances economic success. success for a demand driven region. Ensure VISION an inclusive environment that offers equitable access to those furthest from opportunity. A thriving region where communities, business, and industry pave the way for Integrity and Respect: Uphold integrity, honesty, and openness, fostering prosperity and economic success. an environment of personal excellence, constructive self-assessment, and continual improvement. PACMTN COUNTIES Mutual respect is paramount, both within our organization and in our external engagements. ] Continuous Improvement: Promote a culture of continuous improvement and ' professional development within an integrated system of partners. Leverage shared data and regular performance reviews to enhance outcomes and drive measurable improvements. Strategic Alignment &Accountability: Align our strategies, actions, and resources toward achieving shared objectives with a commitment to accountability in our outcomes. Work collaboratively with various organizations, GRAYS delivering a superior customer experience HARBOR !L through an integrated, systematic approach. "Poised with vision, resources, and committed partners, PacMtn is dedicated to being the region's leaders in workforce developpment and to foster equitable access for all. We deeply l value PacMtn's vital presence within our community." Chief Local Elected Official, Sharon Trask, Mason County Commissioner REGIONAL COMPONENT OF PLAN Pacific Mountain Workforce Development (PacMtn) serves the five counties of Grays Harbor, Lewis, Mason, Pacific, and Thurston. Covering over 7,000 square miles, this rural region boasts rugged landscapes, pristine shorelines, and vibrant communities harmoniously blending nature and culture. Stretching from the south shores of the Salish Sea to the Willapa Bay, up to the Quinault River, and down the Nisqually delta, the area lies in the shadow of Mount Taquoma (aka Rainier) and serves as the gateway to the Olympic Mountains and Highway 101. The PacMtn region is the ancestral homeland of six Native nations. We are dedicated to supporting the growth and sustainability of the Chehalis Tribe, Nisqually Indian Tribe, Shoalwater Bay Tribe, Skokomish Indian Tribe, Squaxin Island Tribe, and Quinault Indian Nation, along with their enterprise corporations, fostering community growth and collaboration. Pacific Mountain Workforce Development Mission, Vision, and Values PacMtn is dedicated to enhancing economic success by nurturing a dynamic regional workforce. We envision a region where communities—including Sovereign Nations, businesses, and industries thrive together. Our collective mission is excellence, ensuring high-quality services that reflect industry needs and growth. Collaboration is key, with PacMtn fostering partnerships across the region for holistic economic progress. We embrace innovation, constantly seeking creative solutions that are impactful and cutting-edge. Diversity, equity, and inclusion are at the heart of our strategy, aiming for an environment where diverse thoughts lead to innovative outcomes. Integrity and respect guide our interactions, ensuring honesty and mutual respect in all we do as an organization. With a focus on continuous improvement, PacMtn leverages data and professional development to enhance our strategies and outcomes. Strategic alignment and accountability ensure our resources and actions are focused on shared goals, striving for superior customer experiences and measurable success. Integrated Planning Approach Under the guiding principles of the Workforce Innovation and Opportunity Act (WIOA) and in alignment with Washington State's Talent and Prosperity for All (TAP) State Plan, this 4-year plan represents a collaborative effort among various stakeholders. The Local Workforce Development Boards (LWDB), in conjunction with the chief local elected official (CLEO), have developed a comprehensive four-year plan that integrates regional and local planning requirements. This plan aims to foster resource optimization, regional cooperation, and address the unique needs of local areas while maintaining the authority, autonomy, and allocation of resources for LWDB and CLEO. This integrated approach to regional workforce development balances the need for localized responsiveness with broader regional and state-level objectives. With collaboration across multiple levels, the plan aims to create a more robust and inclusive workforce development ecosystem. Core Elements Equitable Employment and Training PacMtn is committed to creating and executing programs that offer fair and accessible employment and training opportunities, specifically designed to address the challenges faced by marginalized and disadvantaged populations. We place a particular focus on supporting youth and adults from priority populations, including those who are disadvantaged or furthest from opportunity, ensuring that they receive tailored attention and assistance. Centering our initiatives on individuals facing systemic barriers, supporting them in overcoming barriers to employment and facilitating their successful entry or re-entry into the workforce. The approach is rooted in the pursuit of equity, seeking to redress historical disparities and create pathways for sustainable success among those most in need. Industry Engagement and Data Analysis We focus on continuously gathering and analyzing industry and occupational data. Active engagement with the business sector for consultation ensures that workforce strategies align with current and emerging industry needs. Industry forums and roundtables are convened for direct consultation and feedback, identifying employer needs, skills gaps, and opportunities for occupational growth. Technological Advancement in Service Delivery The plan prioritizes the integration and use of advanced technology to enhance service quality, accessibility, and delivery speed. This includes the development and launch of online systems and automation tools tailored to the needs of job-seekers, employers, businesses, and service delivery partners. Responsive Design Principles Adoption Adopting research-informed and data-driven approaches in developing service-delivery models is emphasized. Engaging local stakeholders, employers, businesses, service-delivery partners, and, when feasible, participants in consultations ensures that services cater specifically to the unique needs of priority populations. Standardization and Best Practices Processes across all WorkSource One-Stop system are standardized, incorporating unified best practices for triage, screening, enrollment, training, and job placement assistance. The plan promotes continuous improvement by sharing best practices and lessons learned among service-delivery partners. Diverse Board Membership Ensuring that the board composition reflects the diverse geographies and stakeholders it serves is a critical element of this plan. Cross-regional Economic Strategies Sector partnerships are engaged in discussions about cross-regional collaborations. Strategies formulated and launched span multiple regions, promoting a resilient and thriving economic base. Alignment with Federal and State Mandates A crucial aspect of the plan is to ensure all programs and strategies align with federal and state workforce development regulations and priorities. 8 Rapid Response Readiness The plan includes sustaining a dynamic Rapid Response team capable of providing immediate assistance in the aftermath of significant job losses. Support for Microenterprises and Entrepreneurs Expanding the range of services available to microenterprises and entrepreneurs, the plan ensures they have the necessary resources and guidance to thrive in the evolving economy. Designed to foster resource optimization, regional cooperation, and targeted support for local needs while preserving the authority, autonomy, and allocation of resources for the LWDB and CLEO. By embracing this integrated approach, we strike a balance between localized responsiveness and broader state and national objectives, creating a robust and inclusive workforce development ecosystem. Local Integrated Workforce Plan Goals The 2024-2028 Local Integrated Workforce Plan is developed with strategic goals and measures of success across three key areas: Credentialing & Training, Job Quality, and System Integration & Delivery, which align with State guidance. Goals and strategies were developed by the utilization of methods such as roundtables, events, social media, and digital marketing that were employed, providing PacMtn with a rich blend of qualitative and quantitative data. This approach ensured that the goals and strategies were grounded in a thorough understanding of community needs and perspectives. See page 43 for the detailed plan. PacMtn 2024-2028 Objectives Credentialing & Training • By 2028, employers and job-seekers have increased participation with industry- recognized credential opportunities that enhance economic success. Job Quality • By 2028, employers and job-seekers are participating in the development and implementation of a regional Quality Jobs framework. System Integration & Delivery • By 2028, increase participation with the regional workforce development system by developing strategic partnerships integrating system services, data accountability, and resources. For Credentialing & Training, the focus is on increasing participation in credentialing programs, particularly among youth, aligning programs with industry needs, and securing diverse funding sources. The Job Quality objective seeks to engage employers and job- seekers in developing a regional Quality Jobs framework, fostering a culture of continuous learning and community engagement. Finally, the System Integration & Delivery goal aims to integrate services, data, and resources through strategic partnerships, enhancing business participation and community engagement. The success of these strategies will be measured through various metrics, including training enrollment and completion rates, community and business feedback, and the efficiency of integrated service delivery models. The establishment of these goals and strategies emphasizes accountability and the importance of collaborative efforts in achieving workforce development objectives. 9 REGIONAL ANALYSIS OF ECONOMIC CONDITIONS The PacMtn Workforce Development Area (WDA) is home to 11,704 employer firms, 210,334 jobs, and 550,779 people. At 80 people per square mile, the region is considerably less dense than the state (117.2) and nation (94.3), but is growing faster (1 .3% annual average, compared to 1 .2% for the state and .6% for the nation). The median household income in the Pacific Mountain is $71,422 and the median house value is $297,535. There are approximately 14,500 business establishments in the PacMtn region. The majority (approximately 9,000) are in Thurston County. For the past 30 years, new establishments have accelerated in Thurston but remained flat in the other four counties. A burst of new establishments occurred during the pandemic, as people were displaced and sought new income sources. PacMtn Establishments: 2019-2022 20,000 19,091 18,000 16,989 17,501 17,386 15,862 15,945 16,014 16,109 16,250 16,120 16,309 16,560 16,761 16,550 16,000 14,610 14,584 14,000 12,000 10,000 2019Q1 2019Q2 2019Q3 2019Q4 2020Q1 2020Q2 2020Q3 2020Q4 2021Q1 2021Q2 2021Q3 2021Q4 2022Q1 2022Q2 2022Q3 2022Q4 Since then, losses outpaced this growth as the pandemic ended with total establishments slightly lower than pre-pandemic times. This does not appear to have impacted overall employment, however. For example, in the childcare sector, there are currently fewer providers than during pre-pandemic times, but more workers and open childcare slots overall. Tribal Enterprises and Economic Impact Tribal enterprise has paved a track to economic growth for the PacMtn region. Their diversified business portfolios enhance opportunities for surrounding communities. PacMtn is committed to investing in good jobs created by local Native nations who own businesses who are high-road employers. These employers are some of the largest employers in the region and have operations in all 6-demand sectors in the region. Chehalis Tribal Enterprises Today's Chehalis Tribal Enterprises (CTE) initiative was formally launched in 1984, with the development of the first End of the Trail convenience store. This initiative enabled the Tribe to introduce members to construction skills and economic development in general. In 2004, CTE added a second convenience store, this time with gas pumps and additional food services. Two additional stores were subsequently built to serve visitors to the Lucky Eagle Casino and I-5 travelers, including other adjacent businesses leases. Chehalis Tribal Bingo was established in 1984, and over many years, evolved into the Lucky Eagle Casino which now includes the Eagle's Landing hotel and an RV Park. In 2004, the Tribe launched Confederated Construction Company, which has branched beyond construction into fiber optics installation. In 2008, the Tribe partnered with a private company to develop Great Wolf Lodge, an 10 enormously popular waterpark resort that draws visitors from around the country. The Tribe opened Marriott Fairfield Inn and Suites in 2018, and Talking Cedars Production (beer, wine and spirits + restaurant) in 2020, followed by the Flying J Truck Stop and Thunder Cannabis in 2021 (functions outside of/separate from all other tribal operations). CTE also operates and has acquired a range of other businesses including a golf course and blueberry farm and continues to assess other opportunities while already employing over 1,500 people. Island Enterprises, Inc. The Squaxin Island Tribe operates Island Enterprises, Inc. operates a diverse portfolio of enterprises including, Salish Cliffs Golf Club, Elevation, Salish Seafoods, Little Creek Casio and Resort, Clam Fresh, Skookum Creek Tobacco, Native Sun Grown, and Kamilche and Steamboat Trading Posts. Just over 50% of all revenue is generated through their hospitality operations. Combined, enterprise activities generate $62.5 Million in payroll and support 1,100 employees. It is estimated that Island Enterprises purchased over $91 Million in local goods and services last year alone. Medicine Creek Enterprise Corporation The Medicine Creek Enterprise Corporation (MCEC) is the Nisqually Tribe's business arm. Their various enterprises include Red Win Casino, Nisqually Markets, Nisqually Construction Services, Southgate North, Medicine Creek Dafe, Nisqually Post and Print and Nisqually Communications. They also lease space at a tribal-owned retail park and have investments in a cannabis dispensary and medication assisted treatment center. They are now embarking on a massive new venture — the Quiemuth Village Development, which is located adjacent to an 1-5 exchange in Lacey and expected to feature a resort and dozens of ancillary businesses. Funds generated by MCEC activities are reinvested into other tribal community programs from early childhood development to elder services, police, infrastructure and workforce development. It also supported the development of a 50,000 sf Health and Wellness Center and investments in dozens of local non-profits and causes. The Tribe donated over $1.4 Million in 2022 alone. Quinault Nation Enterprises Quinault Nation Enterprises (QNE) operates retail locations at Amanda Park, Ocean Shores, Aberdeen, Bremerton, Queets and Taholah. It also has a Land and Timber Forest management company, responsible for over 208,150 acres of land. In 2022, the tribe harvested 42 million board feet of timber from 1,800 acres in the Quinault Reservation. QNE owns multiple seafood companies including Quinault Pride Seafood, Jolly Rogers Seafood and Pacific Harvest Seafood which are engaged in fish, clam, crab and razor clam processing. The Quinault Beach Resort and Casino features a 93-room hotel, slot machines and gaming tables, and is one of the largest employers in Ocean Shores. Queets Customs is a state-of-the- art wood facility that uses mostly old growth timber to manufacture unique products available online and through select distributors. Proceeds from QNE are invested in tribal priorities like the Quinault Wellness Center which provides no-cost substance use disorder services, mental health services, medical and dental services. Skokomish Tribal Business Skokomish Tribal Business is situated on a major link to the most frequently traveled tourist and recreation areas within Washington State. The Skokomish Nation and its tribal businesses 11 include The Lucky Dog Casino, Twin Totems Grocery and Deli, The Waterfront at Potlach which includes Hood Canal Cabins, Hood Canal Motel suites, and Hood Canal RV Park sites. These businesses serve hundreds of thousands of travelers annually who either use state Highway 101 or 106 for through travel or to access the multitude of camping and recreation opportunities found in this richly diverse geography. Willapa Bay Enterprises The Shoalwater Bay Tribe operates Willapa Bay Enterprises (WBE) out of Tokeland. WBE has three core growth areas: aquaculture; cannabis; and (soon) ecotourism. WBE consists of several economically diverse properties designed to create financial stability and security for the Tribe. WBE operates the Shoalwater Bay Casino, Tradewinds on the Bay, Georgetown Station, Willapa Bay Oyster Co., Smoke and Spirits Liquor, and WBE Consulting. WBE is striving to increase economic development opportunities through innovation, growth, leadership, professionalism and financial discipline, "For our Tribe; our People; our Future." In-Demand Sectors and Occupations The largest sector in the PacMtn region is Public Administration, employing 34,718 workers. The next-largest sectors in the region are Health Care and Social Assistance (28,190 workers) and Retail Trade (23,110). High location quotients (LQs) indicate sectors in which a region has high concentrations of employment compared to the national average. The sectors with the largest LQs in the region are Public Administration (LQ = 3.59), Agriculture, Forestry, Fishing and Hunting (2.44), and Arts, Entertainment, and Recreation (1.41). Total Workers for the PacMtn Region by Industry A�rrd,Itrwk�IaaM1A�wl Mwtry�rt, /h6rc A&W4atninr.�! P'd lAllarr/ti?t C 60pumars h Yrndad , IS A 00W 1#MiN 1wg1 F-Ak A�arr4~:4 a Whalaai Trait Now W161 r 0% AccOrrawwdWan and food SwwcA:4. Arta.Ewdwtarr_d,ud%rcrwataL:"4 4'd Amohno l S* Mlt�n�it. Mrawa wy arc• �IEtIMraMAwYlu.dl�►wM�t1< Naahk Gan WM%a 114 ASNORN cl' All - llWtwtif 56"O L rM TwWtU Mold 7% Nwapne n M cdwNrMt W LVAW440 K r&=werr W ter Mrd*- 1 w Sectors in the PacMtn with the highest average wages per worker are Information ($109,050), Utilities ($106,993), and Management of Companies and Enterprises ($97,817). Regional sectors with the best job growth (or most moderate job losses) over the last 5 years are Public Administration (+3,795 jobs), Professional, Scientific, and Technical Services (+2,553), and Construction (+2,143). Over the next 5 years, employment in the PacMtn is projected to expand by 11,380 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +1.9% year-over-year rate of growth. The strongest forecast by number of jobs over this 12 period is expected for Health Care and Social Assistance (+2,843 jobs), Public Administration (+1,553), and Professional, Scientific, and Technical Services (+916). I I mm's Current 5-Year History 5-Year Forecast NAICS Industry Empl Avg Ann LQ Empl Ann% Total Exits Transfers Empl Ann% Wages Change Demand Growth Growth 92 Public Administration 34,718 $80,709 3.59 3,795 2.3 19,104 7,236 10,316 1,553 0.9% 62 Health Care& 28,190 $62,182 0.93 864 0.6% 17,961 6,956 8,162 2,843 1.9% Social Assist. 44 Retail Trade 23,110 $41,945 1.10 295 0.3% 17,095 7,076 9,440 579 0.5% 72 Accommidations 17,822 $27,578 0.98 1,117 1.3% 16,760 7,199 8,720 841 0.9% &Food Service Educational 61 16,675 $55,923 1.00 -875 -1.0% 9,217 3,978 4,405 834 1.0% Services 23 Construction 11,972 $66,105 0.95 2,143 4.0% 6,553 2,252 3,827 575 .09% 31 Manufacturing 11,244 $64,353 0.66 -149 -0.3% 6,388 2,279 3,888 221 0.4% Administrative& Support&Waste 56 Management 10,282 $55,443 0.76 146 0.3% 6,975 2,588 3,782 605 1.2% &Remediaiton Services Professional, 54 Scientific, 91977 $84,232 0.64 2,553 6.1% 5,599 1,726 2,958 916 1.8% &Technical Services Other Services 81 (except Public 8,368 $44,941 0.93 246 0.6% 5,666 2,166 3,017 482 1.1% Administration) 48 Transportation& 7,378 $59,259 0.70 1,251 3.8% 5,035 1,829 2,706 500 1.3% Warehousing Agriculture, 11 Forestry,Fishing 6,577 $45,847 2.44 -844 -2.4% 4,378 1,870 2,346 163 0.5% &Hunting 42 Wholesale Trade 6,488 $79,719 0.28 1,832 6.68% 3,876 1,344 2,307 226 0.7% Arts, 71 Entertainment,& 5,763 $41,394 1.41 0191 -0.7% 4,581 1,844 2,539 198 0.7% Recreation 52 Finance& 41288 $85,478 0.51 421 2.1% 2,324 777 1,283 264 1.2% Insurance 51 Information 2,699 $109,050 0.63 311 2.5% 1,612 494 887 231 1.7% 53 Real Estate& 2,423 $54,014 0.65 -149 -1.2% 1,432 575 711 146 1.2% Rental&Leasing 22 Utilities 1,424 $160,993 1.33 164 2.5% 705 249 439 17 0.2% Management of 55 Companies& 1,257 $97,817 0.38 268 4.9% 735 228 389 118 1.8% Enterprises Mining, 21 Quarrying&Oil 357 $66,644 0.47 57 3.5% 191 60 125 4 0.2% &Gas Extraction Total-All 211,012 $60,716 1.00 13,244 1.3% 135,904 51,961 72,564 11,380 1.1% Industries 1� Change in Industry Employment Leading up to the pandemic, PacMtn was adding jobs at a slower rate than the state average. However, the region also lost jobs at a slower rate during the pandemic and saw them return more quickly once the emergency declaration was lifted. PacMtn Region Employment Volume: 2019-2023 215.000 210 344 210.000 208.707 207,058 205,108 205.000 02.854 202.76 200.746�01,224 01.70a02.25'� 199.7 200.000 980 196.9 95.462 194.85 195,000 93,069 90.8 190.000 Goo� Oa O� O� O� O� O� ry0 ,LO ,LO ,10 ,LO rc T T '61 ,LO ,LO T ,LOB ,LOB ,LOB 'P -CCIP % Employment Change YOY for WA and PacMtn Region: 2008-2023 10.0% 8.0% 6.0% 4.0% 2.0% � li � llll� lllllll I � I � I � � I ( I � IIIIIII II � 0.0% iILl4I . N � N V N V N V N V N V N V N C N V N V N V -2.0% a gga0dUaa0dUUadac7d0c7C1 0000 00 00 N fV fV M M V v V1 V1 %o %o r\ r\ 00 00 Q1 Q1 .-� .+ N N 4.0% S S -4 rl .� -4 .ti rl .� .. .. .-1 .ti .ti - rV N N fV O O O O O O O O O O O O O O O O O O O O O O O O fV N r-J fV rV rV fV rV rV V N r rV V N V N r ( rV . . . . . . . N fV N N -6.0% -8.0% -10.0% ■Washington ■PacMtn The pandemic had a relatively muted impact compared to the financial collapse of 2009, when PacMtn shed jobs at a much higher clip, and for longer. The difference in outcomes is likely due to the concentration of state employment (office, admin, professional services) in the region. 14 Industry Share Mix — Employment Drivers Another way to look at employment is through shift share, which shows the driving components of employment change. PacMtn Region Shift Share - Total Employment Change by Driving Force: 2018- 2023 9.000 8.049 8.000 7.000 6.581 6.000 5.000 4.000 3.000 2.000 1.000 0 - -1'000 -719 -2,000 National Growth Industry Mix Share Local Competitiveness •Series 1 8,049 -719 6.581 The data above show that industry conditions have been a drain on employment (supply chains, Al growth, et al). The general national recovery from the pandemic has contributed to employment growth, but notably, local competitiveness has accounted for nearly half of jobs added over the past 5 years. Historic Employment by Shift Share Components The chart below shows shift share by industry category. Since 2018, PacMtn has added a net of 1,400 jobs. The data shows that: • Government remains the region's base employer and held up well to a work-from- home" type disaster. • The growth in professional services (and local competitiveness) is likely due to early government retirements and an influx of new residents with capacity to work remotely, in a more affordable community. • Wholesale trade absolutely surged as people turned to home improvement and landscaping projects during the pandemic. • Construction continues to remain strong and should remain steady given the region's shortage of housing. • Manufacturing and agriculture are facing structural evolutions (labor shortage, impact of artificial intelligence, et al). 15 • Dropping employment in Educational Services, Arts-related and Retail industries should continue to stabilize and return to the norm as we continue to rebound from the pandemic. PacMtn Region Employment Change by Shift Share Component: 2018-2023 Public Administration Other Services(except Public Admin) Accomodations&Food Services Arts, Entertainment,&Recreation Health Care&Social Assistance Educational Services Admin&Support&Waste Manag... Management of Companies&Enterprises M Professional,Scientific,&Technical Services Real Estate&Rental&Leasing Finance&Insurance Information ■ Transportatioin&Warehousing Wholesale Trade Manufacturing Construction Utilities 1 ■ Mining,Quarrying,&Oil&Gas Extraction ■ Agriculture, Forestry, Fishing&Hunting -3,000 -2,000 -1,000 0 1,000 2,000 3,000 4,000 5,000 ■National Growth ■Industry Mix Share Local Cometitiveness Occupation Groups — Current Employment and Projected Growth Occupation Snapshot The largest major occupation group in the PacMtn region is Office and Administrative Support Occupations, employing 24,592 workers. The next-largest occupation groups in the region are Food Preparation and Serving Related Occupations (18,169 workers) and Sales and Related Occupations (17,303). High LQs indicate occupation groups in which a region has high concentrations of employment compared to the national average. The major groups with the largest LQs in the region are Farming, Fishing, and Forestry Occupations (LQ = 2.42), Life, Physical, and Social Science Occupations (1 .97), and Community and Social Service Occupations (1 .78). Occupation groups in the PacMtn region with the highest average wages per worker are Management Occupations ($121,100), Legal Occupations ($113,000), and Healthcare Practitioners and Technical Occupations ($109,300). The unemployment rate in the region varied among the major groups from 1.6% among Legal Occupations to 8.2% among Food Preparation and Serving Related Occupations. Over the next 5 years, the fastest growing occupation group in the PacMtn region is expected to be Healthcare Support Occupations with a +2.3% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Healthcare Support Occupations (+1,237 jobs) and Transportation and Material Moving Occupations (+1,048). Over the same period, the highest separation demand (occupation demand due to retirements and workers moving from one occupation to another) is expected in Food Preparation and Serving Related Occupations (17,692 jobs) and Office and Administrative Support Occupations (14,931). PACMTN REGION'S OCCUPATION GROUPS-CURRENT EMPLOYMENT . PROJECTED GROWTH Current 5-Year History 5-Year Forecast Mean Unempl Online Empl Total Empl Ann 50C Occupation Empl Ann LQ Unempl Rate Job Ads3 Change Ann% Demand Exits Transfers Growth Growth Wages2 43-0000 Office&Admin 24,592 $51,300 0.97 1,332 4.5% 867 449 0.4% 15,117 6,730 8,201 185 0.2% Support 35-0000 Food Prep& 18,169 $40,500 1.07 1,852 8.2% 540 869 1.0% 18,561 8,110 9,582 869 0.9% Serving Related 41-0000 Sales&Related 17,303 $53,60 0.92 1,324 6.5% 659 457 0.5% 12,690 5,423 6,801 466 0.5% 53-0000 Transportation& 17,231 $49,500 0.93 1,647 7.6°% 564 2,259 2.9% 13,589 4,918 7,623 1,048 1.2% Material Moving 13-001, Business&Financial 14,569 $81,400 1.08 483 3.1% 1,081 2,453 3.8% 7,884 2,389 4,499 996 1.3% 000 Operations 11-0000 Management 13,296 $121,100 0.84 318 2.2% 1,125 1,670 2.7% 6,764 2,292 3,671 800 1.2°% 25-0000 Educational 12,142 $69,200 1.08 543 4.0% 312 -336 -0.5% 6,668 2,994 2,998 676 1.1% Instruction&Library 47-0000 Construction& 10,204 $68,900 1.07 882 6.9% 127 1,310 2.8% 5,792 1,877 3,356 560 1.1% Extraction Healthcare 29-0000 Practitioners& 10,098 $109,300 0.82 268 2.3% 1,204 422 0.9% 3,988 1,639 1,522 827 1.6% Technical Healthcare 31-0000 10,081 $43,000 1.08 662 5.3% 526 874 1.8% 9,002 3,581 4,184 1,237 2.3% Support 51-0000 Production 8,377 $51,000 .70 690 6.40/o 160 1 0.0% 5,052 1,875 3,047 130 0.3% Installation, 49-000 Maintenance,& 7,528 $63,40 0.92 300 3.1% 329 309 0.8% 4,186 1,443 2,353 390 1.0% Repair 33-0000 Protective Services 7,172 $72,100 1.59 383 4.8% 433 601 1.8% 4,261 1,793 2,223 245 0.7% 21-0000 Community& 6,717 $64,700 1.78 215 3.1% 963 543 1.7% 4,079 1,386 2,092 602 1.7% Social Service Building&Grounds 37-0000 Cleaning& 6,524 $43,000 0.95 594 7.4% 298 -86 -0.3% 4,923 2,107 2,484 332 1.0% Maintenance 15-0000 Computer& 6,152 $106,300 0.90 195 2.9°% 646 1,320 5.0% 3,062 741 1,633 688 2.1% Mathematical 39-0000 Personal Care& 5,453 $45,700 1.05 397 5.8% 179 76 0.3% 5,314 1,943 3,008 363 19-00 Service 19-0000 Life,Physical,&Social Science 3,634 $81,900 1.97 104 2.9% 877 440 2.6% 2,002 417 1,328 257 1.4°% Arts,Design, 27-0000 Entertainment, 3,271 $66,400 0.83 192 5.8% 186 34 0.2% 2,032 766 1,071 195 1.2°% Sports&Media 17-0000 Architecture& 3,163 $93,400 0.93 82 2.4% 203 372 2.5% 1,439 456 783 200 1.2% Engineering 45-0000 Farming,Fishing,& 3,083 $50,100 2.42 245 7.5% 42 -452 -2.7% 2,565 797 1,697 71 0.5% Forestry 23-0000 Legal 2,294 $50,100 1.33 38 1.6% 170 228 2.1% 897 363 397 137 1.2% Total-All 211,012 $65,900 1.00 12,727 5.1% 11,429 13,813 1.40/6 139,949 54,039 74,552 11,358 1.1°% Occupations 17 Highest Occupation Location Quotient (employment presence relative to other geographies) Top 10 jobs by location quotient (LQ) in PacMtn (3-digit occupation code): • - 10 JOBSLOCATION Emp Location 2023 Mean Annual Occupation Change %Change Quotient Emp Wages From 2018 Forest,Conservation,&Logging Workers 10.60 793 -117 -2.7% $64,700 Wood Workers 2.97 994 -26 -0.5% $50,000 Supervisors of Protective Service Workers 2.53 1,114 77 1.4% $97,000 Life Scientists 2.46 1,084 112 2.2% $83,500 Supervisors of Farming, Fishing,&Forestry Workers 2.27 159 -1 -.01% $62,900 Physical Scientists 2.25 751 89 2.5% $81,900 Law Enforcement Workers 2.22 3,358 154 1.0% $76,000 Social Workers 2.10 6,442 462 1.5% $63,500 Social Science&Related Workers 1.78 739 105 3.1% $96,300 Firefighting&Prevention Workers 1.74 728 1 65 1 1.9% $72,600 Highest Paying Occupations Top 10 highest-paying jobs by mean annual wage in PacMtn (3-digit occupation code): EW • - JOBS BY MEAN ANNUAL WAGE IN PACIVITN REGION Emp 2023 ,/a Mean Annual Occupation Change Change Emp Wages From 2018 Advertising, Marketing, Promotions, PR,Sales Managers 811 149 4.2% $153,100 Operations Specialties Managers 2,091 297 3.1% $131,700 Top Executives 3,533 639 4.1% $129,100 Lawyers,Judges,&Related Workers 1,777 156 1.9% $129,100 Healthcare Diagnosing or Treating Practitioners 6,955 371 1.1% $127,100 Air Transportation Workers 99 371 1.1% $126,900 Mathematical Science Occupations 301 84 6.8% 1 $106,500 Computer Occupations 6,245 2,000 8.0% $106,000 Other Management Occupations 5,872 147 0.5% $103,600 Engineers 1,903 239 2.7% $100,800 18 Jobs - Current Employment and Projected Growth Largest Occupations by Volume Top 10 most prevalent jobs by volume in PacMtn (3-digit occupation code): "MEW=Op '1'0 MOST PREVALENT JOBS BY VOLUME IN PACMTN Occupation 2023 Emp Change %Change Mean Annual Emp From 2018 Wages Retail Sales Workers 11,260 -129 -0.2% $38,700 Business Operations Specialists 10,200 21362 5.4% $78,700 Food and Beverage Serving Workers 9,856 137 0.3% $38,500 Material Moving Workers 9,186 1,259 3.0% $42,300 Construction Trades Workers 7,652 1,035 2.9% $66,400 Information and Record Clerks 7,426 262 0.7% $46,000 Home Care; Nursing Assist., Orderlies, Psych 7,282 664 1.9% $39,500 Aid. Healthcare Diagnosing or Treating 6,955 371 1.1% $127,100 Practitioners Counselors, Social Work,Other Community 6,442 462 1.5% $63,500 Service Motor Vehicle Operators 6,373 808 2.8% $54,300 Fastest Growing Occupations Top 10 fastest-growing jobs by % increase in PacMtn, over five years (3-digit occupation code): TOP 10 FASTEST-GROWING JOBS BY%INCREASE IN PACMTN REGION OVER FIVE YEARS Emp Mean Annual Occupation 2023 Emp Change %Change Wages From 2018 Computer Occupations 6,245 2,000 8.0% $106,000 Other Healthcare Practitioners&Technical Occupations 162 46 6.9% $68,000 Mathematical Science Occupations 301 84 6.8% $106,500 Funeral Service Workers 86 22 6.2% $51,900 Air Transportation Workers 99 23 5.5% $126,900 Business Operations Specialists 10,200 2,362 5.4% $78,700 Occupational health&Safety Specialists&Technicians 223 47 4.8% $82,000 Supervisors of Construction and Extraction Workers 1,106 215 4.4% $87,800 Extraction Workers 157 30 4.4% $60,700 19 Fifty-Fifty Training Targets for 2033 This table presents the top occupational training prospects based on jobs projected to have at least 50 openings per year, pay over $50,000 in annual wages and not necessarily require a formal 4-yr degree. Data is for the entire PacMtn region (population circa 500,000) through forecast year 2023. Exceptions to the above rules were made for Health Technologists (due to pathway connection to Other Healthcare Support Occupations) and Vehicle/Equipment Mechanics, due to an expected return-to-normal, post-pandemic activity level - e.g., transit operations ramping up, more wear and tear to commuter vehicles, office equipment breakdowns and replacement, et al. The group also reflects occupations that PacMtn or affiliated partners could reasonably be expected to provide quality training. TOP OCCUPATIONAL TRAINING PROSPECTS WITHIN THE PACMTN REGION Current 5-Year History 10-Year Forecast Mean Job Empl Ann Total Empl Ann% Occupation Empl Ann LQ Ads Change °�O Demand Growth Growth Wages Business Operations Specialists 10,200 $78,700 1.10 754 2,362 5.4% 11,613 1,658 1.5% Computer Occupations 6,245 $106,000 0.90 582 2,000 8.0% 6,115 1,328 1.9% Counselors,Social&Community Service Specialists 6,442 $63,500 2.10 1,098 462 1.5% 7,941 1,250 1.8% Construction Trades Workers 7,652 $66,400 1.05 105 1,035 2.9% 8,721 946 1.2% Motor Vehicle Operations 6,373 $54,300 1.01 315 808 2.8% 9,356 914 1.3% Other Management Occupations 5,872 $103,600 1.06 647 147 0.5% 6,536 904 1.4% Other Healthcare Support Occupations 2,414 $50,000 1.03 246 11 0.1% 4,453 554 2.1% Other Installation,maintenance,Repair Occupations 3,905 $60,600 0.90 194 251 1.3% 4,450 493 1.2% Health Technologists&Technicians 2,859 $63,100 0.74 561 241 1.8% 2,805 467 1.5% Vehicle/Equipment Mechanics,Installers,Repairers 2,313 $58,000 0.98 104 -27 -0.2% 2,605 249 1.0% w 20 Top 25 Current In-Demand Jobs by County The following county by county inventory of top in-demand jobs is based on online (3-digit) job postings. Job post #s listed in first column after occupation title. Other relevant info in subsequent columns including wages, recent performance, future forecast. Grays Harbor County TOP 25 CURRENT IN-DEMAND JOBS: GRAYS HARBOR Current 5-Year History 10-Year Forecast 7 Online Mean Ann Empl Wages Total Ann% Occupation Job Ads Empl Change Ann% Demand Growth Total-All Occupations 1,207 25,232 $59,500 639 0.5% 33,782 0.8% Healthcare Diagnosing or Treating Practitioners 287 662 $119,700 -71 -2.0% 433 1.1% Counselors,Social Workers, 76 567 $59,500 2 0.1% 697 1.7% Other Community Service Specialists Health Technologists and Technicians 64 286 $60,000 -19 -1.3% 250 0.8% Other Healthcare Support Occupations 53 185 $48,300 -37 -3.5% 315 1.3% Other Management Occupations 50 729 $94,300 23 0.7% 763 0.9% Motor Vehicle Operators 41 863 $54,200 50 1.2% 1,193 0.8% Material Moving Workers 40 1,190 $42,200 -24 -0.4% 1,866 0.5% Supervisors of Sales Workers 40 289 $58,900 -6 -0.4% 296 -0.3% Building Cleaning&Pest Control Workers 39 689 $38,900 5 0.1% 1,089 1.1% Retail Sales Workers 38 1,276 $37,400 -1 0.0% 2,037 -0.2% Home Care Aides;Nursing Assistants,Orderlies,Psychiatric Aides 33 1,153 $38,900 107 2.0% 2,101 2.7% Food and Beverage Serving Workers 25 1,475 $37,400 96 1.4% 3,448 1.4% Secretaries and Administrative Assistants 25 391 $51,900 -53 -2.5% 411 -0.8% Sales Representatives,Services 21 162 $61,600 5 0.6% 185 0.9% Occupational Therapy and Physical Therapist Assistants and Aides 21 35 $53,500 3 1.8% 71 3.0% Vehicle and Mobile Equipment Mechanics, 19 274 $57,100 -53 -3.4% 278 0.3% Installers,and Repairers Information and Record Clerks 18 751 $43,400 0 0.0% 1,062 0.2% Law Enforcement Workers 17 434 $68,900 4 0.2% 362 -0.3% Preschool,Elementary,Middle,Secondary,Special 16 869 $80,900 -50 -1.1% 776 0.9% Ed.Teachers Other Installation,Maintenance,& 16 574 $59,600 48 1.8% 603 0.7% Repair Occupations Supervisors of Food Preparation&Serving Workers 15 311 $48,300 52 3.7% 576 1.7% Construction Trades Workers 14 1,028 $62,600 222 5.0% 1,072 0.5% Material Recording,Scheduling,Dispatching, o 0 Distributing Workers 14 326 $52,000 15 0.9/0 318 0. /02 Financial Clerks 11 437 $49,500 -63 -2.7% 500 -0.3% Computer Occupations 11 402 $98,700 25 1.3% 331 0.9% 21 Lewis County JOBS:TOP 25 CURRENT IN-DEMAND Current 5-Year History 10-Year Forecast Online Mean Ann Empl Wages Total Ann% Occupation Job Ads Empl Change Ann% Demand Growth Total-All Occupations 1,333 29,378 $61,700 1,159 0.8% 39,923 1.0% Healthcare Diagnosing or Treating Practitioners 282 1,129 $126,500 2 0.0% 793 1.4% Health Technologists and Technicians 92 481 $63,100 28 1.2% 442 1.2% Retail Sales Workers 71 1,874 $38,300 -54 -0.6% 3,068 0.1% Motor Vehicle Operators 64 1,402 $56,500 370 6.3% 1,939 1.0% Material Moving Workers 61 1,851 $42,900 141 1.6% 3,033 1.0% Supervisors of Sales Workers 54 417 $60,300 9 0.5% 445 0.0% Food and Beverage Serving Workers 47 1,519 $37,500 21 0.3% 3,638 1.5% Counselors,Social Workers,Other Community 44 594 $60,600 89 3.3% 742 1.9% Service Specialists Other Management Occupations 40 1,054 $92,400 -87 -1.6% 1,152 1.0% Building Cleaning and Pest Control Workers 37 495 $40,100 12 0.5% 782 1.1% Home Care Aides;Nursing Assistants,Orderlies, 32 976 $40,100 137 3.1% 1,774 2.5% Psychiatric Aides Secretaries and Administrative Assistants 30 450 $52,500 -44 -1.8% 503 -0.4% Supervisors of Food Preparation and Serving 29 307 $48,800 32 2.2% 584 1.9%Workers Information and Record Clerks 25 785 $44,000 -26 -0.7% 1,093 0.3% Vehicle and Mobile Equipment Mechanics,Installers,and Repairers 24 456 $57,900 13 0.6% 496 0.8% Sales Representatives,Services 24 182 $65,200 16 1.9% 204 0.7% Social Scientists and Related Workers 21 68 $96,100 16 5.4% 62 1.1% Cooks and Food Preparation Workers 20 704 $39,400 43 1.3% 1,324 1.7% Other Installation,Maintenance,and Repair 20 630 $61,200 28 0.9% 685 1.0% Occupations Other Healthcare Support Occupations 18 347 $48,700 -26 -1.5% 616 1.8% Financial Specialists 17 339 $88,300 37 2.3% 327 0.9% Other Production Occupations 16 443 $48,700 -23 -1.0% 548 0.4% Other Protective Service Workers 15 173 $55,400 3 0.3% 348 1.0% Construction Trades Workers 14 1,091 $63,700 132 2.6% 1,190 0.8% Operations Specialties Managers 14 238 $131,500 15 1.3% 227 1.3% 22 Mason County . • JOBS: Current 5-Year History 10-Year Forecast Online Mean Ann Empl Total Ann% Occupation Job Ads Empl Wages Change Ann% Demand Growth Total-All Occupations 735 16,152 $59,700 695 0.9% 2,077 1.2% Healthcare Diagnosing or Treating 149 340 $120,100 -40 -2.2% 57 1.6% Practitioners Counselors,Social Workers,Other Community 48 299 $60,300 -36 -2.2% 62 1.9% Service Specialists Occupational Therapy and Physical Therapist Assistants and Aides 46 8 $54,900 1 2.7% 2 2.4% Motor Vehicle Operators 39 485 $54,700 -19 -0.8% 60 1.2% Health Technologists and Technicians 38 156 $60,700 -18 -2.1% 23 1.4% Personal Care Aides;Nursing Assistants,Orderlies,Psychiatric Aides 32 602 $39,300 89 3.2% 196 2.9% Building Cleaning and Pest Control Workers 26 407 $39,200 29 1.5% 64 1.5% Other Healthcare Support Occupations 23 108 $48,600 -11 -1.9% 23 2.0% Other Management Occupations 20 471 $94,300 -12 -0.5% 70 1.4% Secretaries and Administrative Assistants 20 232 $52,600 -22 -1.8% -7 -0.3% Social Scientists and Related Workers 18 45 $90,900 3 1.3% 6 1.3% Retail Sales Workers 17 1,023 $37,400 27 0.5% 47 0.5% Supervisors of Sales Workers 17 239 $59,500 1 0.1% 9 0.4% Other Installation,Maintenance,and Repair 15 359 $62,300 23 1.3% 31 0.8% Occupations Law Enforcement Workers 14 392 $66,800 -9 -0.4% 11 0.3% Material Moving Workers 13 653 $41,700 24 0.7% 88 1.3% Food and Beverage Serving Workers 12 858 $37,700 86 2.1% 172 1.8% Business Operations Specialists 12 543 $74,800 98 4.1% 85 1.5% Sales Representatives,Services 11 103 $63,100 20 4.4% 16 1.5% Supervisors of Building and Grounds Cleaning/Maintenance 11 54 $58,800 6 2.3% 7 1.3% Information and Record Clerks 10 488 $44,300 20 0.8% 33 0.6% Computer Occupations 9 329 $100,500 88 6.4% 63 1.8% Preschool,Elementary,Middle,Secondary, 9%900 g 523 $81, 52 1. ° Special Ed.Teachers 90 1.6/° Supervisors of Food Preparation and Serving Workers g 187 $48,900 30 3.5% 42 2.1% Operations Specialties Managers 8 136 $131,300 11 1.7% 22 1.5% 23 Pacific County IN-DEMANDTOP 25 CURRENT JOBS: Current 5-Year History 10-Year Forecast Online Mean Ann Empl Wages Total Ann% Occupation Job Ads Empl Change Ann�O Demand Growth Total-All Occupations 259 7,297 $56,800 174 0.5% 10,213 1.0% Healthcare Diagnosing or Treating 35 203 $115,300 -30 -2.7% 126 1.0% Practitioners Health Technologists and Technicians 24 117 $54,300 -4 -0.7% 113 1.1% Counselors,Social Workers,Other Community 22 146 $55,300 -13 -1.7% 186 2.1% Service Specialists Home Care Aides;Nursing Assistants,Orderlies,Psychiatric Aides 13 274 $36,900 0 0.0% 511 2.8% Other Management Occupations 12 319 $82,000 -9 -0.5% 359 1.0% Building Cleaning and Pest Control Workers 12 220 $35,600 26 2.5% 364 1.5% Financial Specialists 8 103 $79,500 10 2.0% 100 0.9% Retail Sales Workers 7 350 $35,100 42 2.6% 571 -0.2% Supervisors of Sales Workers 7 90 $56,100 4 1.0% 92 -0.3% Motor Vehicle Operators 6 236 $51,800 56 5.69/. 327 0.9% Business Operations Specialists 6 220 $70,000 41 4.2% 241 1.2% Other Installation,Maintenance,and Repair Occupations 6 168 $55,000 14 1.7% 185 1.0% Secretaries and Administrative Assistants 6 101 $49,000 -6 -1.1% 111 -0.5% Other Educational Instruction and Library Occupations b 75 $42,800 9 2.3% 108 1.8% Occupational Therapy and Physical Therapist 6 3 $52,000 -2 -9.6% 5 1.1% Assistants and Aides Information and Record Clerks 5 254 $39,600 36 3.1% 400 0.8% Cooks and Food Preparation Workers 5 201 $37,100 4 0.4% 394 2.1% Operations Specialties Managers 5 56 $122,900 5 2.0% 54 1.5% Food and Beverage Serving Workers 4 400 $36,600 -32 -1.5% 941 1.6% Top Executives 4 168 $139,200 41 5.8% 153 0.7% Computer Occupations 4 142 $96,800 41 7.1% 128 1.5% Supervisors of Office and Administrative 4 61 $62,800 6 2.1% 70 0.5% Support Workers Sales Representatives,Services 4 59 $58,200 12 4.7% 72 1.3% Art and Design Workers 4 31 $59,200 2 1.2% 33 0.4% Construction Trades Workers 3 257 $58,400 52 4.7% 280 0.8% 24 Thurston County TOP 25 CURRENT IN-DEMAND JOBS:THURSTON Current 5-Year History 10-Year Forecast Online Mean Ann Empl Wages Total Ann% Occupation Job Ads Empl Change Ann% Demand Growth Total-All Occupations 10,575 132,284 $67,300 11,387 1.8% 184,172 1.5% Counselors,Social Workers,Other Community 908 4,836 $64,700 421 1.8% 5,941 1.8% Service Specialists Healthcare Diagnosing or Treating 843 4,622 $129,400 509 2.4% 3,538 1.9% Practitioners Business Operations Specialists 716 7,771 $80,000 1,918 5.8% 8,992 1.6% Computer Occupations 549 4,904 $107,700 1,737 9.1% 4,928 2.1% Other Management Occupations 525 3,299 $112,600 231 1.5% 3,727 1.7% Physical Scientists 459 650 $82,300 87 2.9% 667 0.9% Secretaries and Administrative Assistants 457 2,821 $56,500 -26 -0.2% 3,194 -0.3% Operations Specialties Managers 393 1,451 $132,400 255 3.9% 1,500 1.8% Health Technologists and Technicians 342 1,819 $64,400 255 3.1% 1,849 1.7% Financial Specialists 299 2,758 $83,800 472 3.8% 2,834 1.3% Retail Sales Workers 294 6,737 $39,500 -143 -0.4% 11,720 0.8% Supervisors of Sales Workers 233 1,496 $64,700 -44 -0.6% 1,753 0.7% Law Enforcement Workers 230 2,265 $79,500 198 1.8% 2,110 0.4% Food and Beverage Serving Workers 210 5,605 $39,400 -34 -0.1% 14,102 2.1% Material Moving Workers 207 5,232 $42,400 1,155 5.1% 9,400 1.6% Sales Representatives,Services 191 1,170 $74,000 203 3.9% 1,477 1.7% Motor Vehicle Operators 165 3,387 $53,600 352 2.2% 5,207 1.7% Other Healthcare Support Occupations 150 1,712 $50,800 80 1.0% 3,215 2.3% Engineers 148 1,437 $100,600 216 3.3% 1,207 1.4% Home Care Aides;Nursing Assistants, 142 4,277 $39,700 331 1.6% 8,052 2.9% Orderlies,Psychiatric Aides Building Cleaning and Pest Control Workers 142 2,571 $40,600 -274 -2.0% 4,312 1.6% Other Installation,Maintenance,and Repair Occupations 137 2,175 $60,800 138 1.3% 2,591 1.5% Mathematical Science Occupations 133 249 $109,100 76 7.6% 290 3.2% Supervisors of Food Preparation and Serving 129 1,238 $48,800 124 2.1% 2,447 2.3% Workers Information and Record Clerks 126 5,148 $47,100 232 0.9% 7,280 0.8% 25 Workforce Demographics The generational spectrum takes an intriguing twist when analyzing the following demographics. While the PacMtn region boasts a lower percentage of residents under the age of 18 compared to both Washington State and the United States at large, it surprisingly houses a more significant population of individuals over the age of 75. This demographic quirk paints a picture of a community where the elders outnumber the youth, adding a distinctive touch to the local tapestry. Yet, the PacMtn region's distinctiveness extends beyond its generational composition. The community is a testament to a certain homogeneity, as it remains significantly less diverse than its counterparts in Washington and the broader United States. Approximately 9% of PacMtn region's population identifies as non-white, in contrast to the 12% national average. Within PacMtn region's borders, over 80% of the residents identify as white, with no other racial group claiming a substantial presence, excluding the influence of Thurston County. This unique demographic makeup raises questions about the cultural fabric and dynamics that shape daily life in this region, highlighting the need for a nuanced understanding of its social landscape. One striking trend emerges in the PacMtn region, defying the overall homogeneity-the rapid growth of the Two or More Races segment. Surpassing the growth rates observed in both Washington and the United States as a whole, this demographic shift suggests a changing face for the PacMtn region. The melding of diverse backgrounds within this category not only contributes to a more complex and rich cultural mosaic but also challenges the prevailing narrative of uniformity within the community. As the PacMtn region evolves, the increasing presence of individuals with mixed racial backgrounds symbolizes a bridge between different cultures, paving the way for a more interconnected and diverse future. Amid ever-changing demographics, the PacMtn region stands as a microcosm of transformation and adaptation, echoing the broader shifts taking place in our society. DEMOGRAPHICS Percent Value PacMtn PacMtn Washington USA Washington USA Demographics Populations(ACS) 534,531 7,617,364 329,725,481 Male 50.1% 50.3% 49.5% 268,027 3,831,964 163,206,615 Female 49.9% 49.7% 50.5% 266,504 3,785,400 166,518,866 Median Agee - - - 41.8 37.9 38.4 Under 18Years 20.9% 22.1% 22.5% 111,778 1,680,460 74,234,075 18 to 24 Years 7.5% 8.6% 9.2% 40,026 658,252 30,339,089 25 to 34 Years 13.0% 15.1% 13.8% 69,649 1,152,156 45,360,942 35 to 44 Years 12.9% 13.7% 12.9% 68,767 1,044,100 42,441,883 45 to 54 Years 11.8% 12.3% 12.6% 63,295 939,276 41,631,458 55 to 64 Years 14.1% 12.7% 13.0% 75,507 965,348 42,829,413 65to74Years 12.5% 9.6% 9.6% 66,852 732,246 31,590,619 75 Years and Over 7.2% 5.8% 6.5% 38,657 445,526 21,298,002 Race:White 80.6% 71.7% 68.2% 431,057 5,465,011 224,789,109 Race:Black or African American 2.0% 3.9% 12.6% 10,643 293,401 41,393,012 Race:American Indian&Alaska Native 1.6% 1.2% 0.8% 8,297 90,789 2,722,661 Race:Asian 3.7% 9.0% 5.7% 19,703 682,711 18,782,924 Race:Native Hawaiian&Other Pacific Islander 0.7% 0.7% 0.2% 3,483 50,902 615,557 Race:Some Other Race 2.7% 5.0% 5.6% 14,301 378,956 18,382,796 Race:Two or More Races 8.8% 8.6% 7.0% 47,047 655,594 23,039,422 Hispanic or Latino(of any race) 10.1% 13.2% 18.4% 53,827 1,007,881 60,806,969 26 In the economic landscape of the PacMtn region, distinct features carve out a narrative that sets it apart from both the state of Washington and the nation. Notably, the workplace participation in the PacMtn region is strikingly lower than state and national averages, a trend that resonates across all age groups, particularly within the prime-age cohorts. This divergence in employment dynamics prompts questions about the local job market and the factors influencing labor force engagement. A unique facet of the PacMtn region's economic profile is the significantly higher percentage of individuals affiliated with the armed forces and veterans compared to both the state and nation. The echoes of military service resonate strongly with the community, shaping its character and contributing to a distinctive socio-economic tapestry. While the economic landscape of the PacMtn region bears the mark of certain disparities, it reveals a paradox in income distribution. Median per capita and household incomes in the region fall below comparative state averages, reflecting economic challenges. However, these figures align closely with the broader national averages, creating an economic dichotomy that raises the questions about local economic drivers and the region's integration into the broader economic picture in the United States. In terms of transportation, public transit usage emerges as another distinctive feature, with the PacMtn region's communities exhibiting lower utilization compared to the state and national averages. This peculiarity suggests unique commuting patterns and reliance on alternative modes of transportation within the region, shedding light on the local infrastructure and accessibility dynamics. PACIVITN REGION LABOR FORCE PARTICIPATION AND PUBLIC TRANSPORTATION Percent Value PacMtn PacMtn Washington USA Washington USA Demographics Force Participation Rate&Size(civilian pop.16 years+) 56.99/ 64.3& 63.4% 245,032 3,899,915 166,672,597 Prime-Age Labor Force Participation Rate&Size 77 6% 82.7% 82.5% 152,823 1,561,962 106,173,534 (civilian pop.25-54) Armed Forces Labor Force 1.3% 1.0% 0.5% 5,698 58,657 1,196,529 Veterans,Age 18-64 9.0% 5.9% 4.4% 28,099 277,420 8,848,937 Veterans Labor Force Participation Rate&Size,Age 18-64 72.1% 77.8% 77.01/ 10,262 215,818 6,809,906 Median Household Income $71,422 $82,400 $69,021 Per Capita Income $35,081 $43,817 $37,638 Mean Commute Time(minutes) — 28.0 27.7 26.8 Commute vis Public Transportation 1.3% 5.2% 4.2% 2,965 190,821 6,472,373 27 Skills and Knowledge Education shapes the contours of the PacMtn region, drawing a distinctive pattern within its demographic landscape. A notable trend emerges as the PacMtn region boasts a smaller percentage of residents without a high school diploma compared to both the state of Washington and the nation as a whole. This indicates a commendable commitment to foundational education within the community. However, a nuanced contrast surfaces as the PacMtn region lags behind both the state and national averages concerning individuals with a bachelor's degree or higher. The region showcases a unique educational profile with a significantly larger percentage of residents holding some college experience or an associate degree. This particular emphasis on post-secondary education at the intermediate level hints at a dynamic educational landscape, suggesting a community that values diverse educational pathways beyond the traditional four-year degree. Many available jobs require skills that can be stacked over time — i.e., through a community college or high-road training provider, over time without the need to drop out of the workforce for an extended period of time as is often the case with a four-year degree. As PacMtn forges ahead, these educational nuances become integral facets of its identity, shaping the skillsets and aspirations of its residents in distinctive ways. EDUCATION ATTAINMENT Percent Value PacMtn PacMtn Washington USA Washington USA Educational Attainment,Age 25-64 No High School Diploma 7.9% 8.01yo 10.35/8 21,882 329,128 17,756,046 High School Graduate 26.1% 21.3% 25.3% 72,361 872,027 43,535,564 Some College,No Degree 26.4% 22.1% 20.1% 73,066 905,147 34,637,141 Associate's Degree 12.0% 10.6% 9.3% 33,366 432,879 15,944,395 Bachelor's Degree 17.8% 24.0% 22.0% 49,317 984,731 37,890,674 Postgraduate Degree 9.8% 14.1% 13.1% 27,226 576,968 22,499,876 Degree/Certificate (Completion) Status Relative to Demand This table shows estimated gaps in certificate training needs relative to expected regional service demand: DEGREEXERTIFICATE(COMPLETION)STATUS RELATIVE DEMAND Occupation Award Gap Awards Target Range Annual Demand US Awards Benchmark Counselors,Social Workers,&Other Community&Social Service Specialists (581) 74 655 736 736 655 Other Management Occupations (409) 83 492 677 677 492 Healthcare Diagnosing or Treating Practitioners (363) 102 465 500 500 456 Business Operations Specialists (353) 187 540 1,185 1,185 540 Computer Occupations (151) 144 296 552 552 296 Health Technologists&Technicians (116) 16 132 268 268 132 Engineers (114) 35 149 180 180 149 Other Personal Care&Service Workers (113) 34 148 369 369 148 Law Enforcement Workers (110) 13 123 305 305 123 Life Scientists (106) 12 118 181 118 181 Top Executives (102) 62 164 341 341 164 Lawyers,Judges,&Related Workers (93) 0 93 108 108 93 Entertainers&Performers,Sports&Related Workers (93) 6 98 144 144 98 28 Occupation Gaps The potential supply shortfall is an underlying force that the market needs to resolve one way or another. While this is an important analysis for determining local occupation needs, the occupation gap should be considered along with other regional data including growth and separation forecasts, unemployment rates, wage trends, and award and skill gap analyses. The top skill gap categories in the PacMtn region predominately tie-in to healthcare jobs. Other priorities are in specific education occupation categories and point of sale experience in retail. Occupation Gaps Potential Average Occupation Gaps over 3 Years in PacMtn Region Supply Deficit Supply Surplus Healthcare Diagnosing or Treating Practitioners($127,100) Retail Sales Workers($38,700) Computer Occupations($106,000) Food&Beverage Serving Workers($38,500) Other Management Occupations ($103,500) Material Moving Workers($42,300) Preschool,Elementary,Middle,Secondary,&Special Education Teachers($81,800) Information&Record Clerks($46,000) -17■ Business Operations Specialists($78,700) Cooks&Food Preparation Workers($39,000) -16■ Top Executives($129,100) Other Office&Administrative Support Workers($46,400) -15■ Health Technologists&Technicians($63,100) Secretaries&Administrative Assistants($55,200) -14 0 Operations Specialties Managers($131,700) Other Protective Service Workers($47,800) -14■ Engineers($100,800) Other Food Preparation&Serving Workers($36,000) -7 1 M Lawyers,Judges,&Related Workers($128,100) Other Personal Care&Service Workers($41,300) -7' Source:JobsEQ& Data as of 2023Q1 1 f 15 ti� Essential Skills and Skill Gaps The top skill gap categories in the PacMtn region predominately tie-in to healthcare jobs. Other priorities are in specific education occupation categories as well as point of sale experience in retail: Essential Skills and Skill Gaps within the PacMtn Region Supply Deficit Supply Surplus Certification in Cardiopulmonary Resuscitation(CPR) Hand Tools First Aid Certification Medical Assistant Certification(MA) Teaching/Training,School Medication Administration Certified Nursing Assistant(CNA) Microsoft Word m Bilingual Using Ladders Mathematics Microsoft Outlook Classroom Management Cash Handling(Cashier) Driver's License Microsoft PowerPoint Ability to Lift 51-100 lbs. Retail Sales Point of Sales Systems(POS Systems) Microsoft Office Source:JobsEQ® Data as of 2023Q2 openings and candidate sample compiled in July 2022 PmA = buw ?4L *?w } ( i.n I }� Pr_ ' Needs of Industry Sectors Currently Targeted by PacMtn Among the target and emerging industry sectors served by PacMtn, there are relatively few gaps, including the following: Skill Gaps Total - All Occupations, PacMtn Supply Deficit Supply Surplus Certification in Cardiopulmonary Resuscitation(CPR) Hand Tools First Aid Certification Medical Assistant Certification(MA) Teaching/Training,School Medication Administration Certified Nursing Assistant(CNA) Microsoft Word Bilingual Using Ladders �1 Mathematics Microsoft Outlook Classroom Management Cash Handling(Cashier) Driver's License Microsoft PowerPoint Ability to Lift 51-100 lbs. Retail Sales Point of Sales Systems(POS Systems) Microsoft Office Source:JobsEQ® Data as of 2023Q2 openings and candidate sample compiled in July 2022 Essential Skills and Skill Gaps within the PacMtn Region Farming, Fishing, and Forestry Occupations, PacMtn Supply Deficit Supply Surplus Forklifts Finance 10 Sprayers Sales 10 Animal Care/Animal Handling Microsoft Access Manufacturing Start-Ups Microsoft Office Presentation Microsoft Excel Plumbing Chain Saws Mowers Power Tools Data Entry Spanish Source:JobsEQ® Data as of 2023Q2 openings and candidate sample compiled in July 2022 31 Workforce Metrics Housing The PacMtn region stands as a haven where affordability meets the nuances of the real estate landscape. Despite being relatively affordable when compared to the broader state of Washington, the region unveils a different dimension when viewed against the backdrop of national averages. Here, the median home value surpasses the national average by a significant margin. This peculiarity in the real estate market paints a portrait of a community where housing costs are more than the national norm, creating a unique interplay between local economic factors and the broader trends in the housing market. As residents navigate the landscape of homeownership, the region's housing dynamics are challenging. HOUSING WITHIN THE PAC Percent Value PacMtn PacMtn Washington USA Washington USA Total Housing Units - - - 240,503 3,170,695 139,647,020 Median House Value(of owner-occupied units)2 - - - $297,535 $397,600 $244,900 Homeowner Vacancy 0.9% 0.8% 1.251 1,396 15,119 1,021,651 Rental Vacancy 4.1% 3.9% 5.7% 2,720 43,690 2,674,125 Renter-Occupied Housing Units(%of Occupied Units) 29.9% 36.4% 35.4% 62,830 1,066,944 43,858,831 Occupied Housing Units with No Vehicle Available(%of 5.0% 6.8% 8.3% 10,551 198,606 10,349,174 Occupied Units) Socio-Economic Within the picturesque landscape of the PacMtn region, a subtlety in the socioeconomic tapestry unfolds, revealing both strengths and challenges that shape the community. Notably, the region experiences slightly higher levels of poverty, disconnected youth, and single- parent families when compared to both the state of Washington and the nation. These statistics highlight the need for targeted social interventions and support systems to address the unique struggles faced by certain segments of the population. Furthermore, the region grapples with a higher percentage of working-age individuals reporting disabilities, indicating a distinct health dynamic within the community. However, it's noteworthy that PacMtn is on par with the national average concerning labor force participation among those reporting a disability, underscoring a commitment to inclusivity and workplace engagement for individuals with diverse abilities. As PacMtn navigates the complexities of its social landscape, these indicators serve as crucial touchpoints, guiding efforts to foster a resilient and supportive community for all its residents. SOCIO-ECONOMIC Percent Value PacMtn = I PacMtn Washington I USA Washington USA Social Poverty Level(of all people) 11.5% 10.0% 12.6% 60,472 746,904 40,661,636 Household Receiving Food Stamps/SNAP 14.1% 11.2% 11.4% 29,716 328,707 14,105,231 Enrolled in Grade 12(%of total population) 1.1% 1.2% 1.3% 6,086 92,670 4,425,322 Disconnected Youth3 3.2% 2.6% 2.5% 804 9,299 432,389 Children in Single Parent Families(%of all children) 33.9% 28.7% 34.0% 35,453 460,598 23,909,672 Uninsured 5.8% 6.4% 8.8% 30,414 477,069 28,489,142 With a Disability,Age 18-64 14.2% 10.5% 10.3% 43,361 488,389 20,537,729 With A Disability,Age 18-64,Labor Force Participation Rate and Size 43.1% 47.0% 44.2% 18,690 229,444 9,068,973 Foreign Born 7.0% 14.7% 13.6% 37,641 1,116,529 44,844,808 32 Priority Populations Justice-Served Individuals According to Washington Department of Corrections (WDOC) data, some 236 Thurston County residents entered, and were released from, DOC incarceration over the course of 2022. This is in addition to other individuals arrested or held in detention at local or federal facilities. Statewide data reviewed by the Statewide Council on Reentry show the BIPOC populations are disproportionately represented in the criminal legal system. For example, Black Americans comprise 17% of people in DOC custody, but just 4.5% of the total population. Native Americans are 5% of the prison system, but just 2% of the population. While the Council and others are working on the foundational causes of this discrepancy, the present reality is that the cycle of incarceration interrupts family and community stability, and that reentry remains problematic. PacMtn will continue to provide reentry support through programs like Preparation for Reentry Employment Program (PREP) to facilitate successful transitions. Individuals with Disabilities As shown below, PacMtn region has a higher percentage of residents with (self-reported) disabilities than the state and country overall, particularly in the more rural counties. People with disabilities can often face higher barriers to workforce entry than other populations. Through our One Workforce model, we strive to serve every individual regardless of ability. We also partner with nonprofit organizations and partners to facilitate employment and training opportunities. For example, Morningside is a partner who serves clients with intellectual disabilities. They have helped hundreds of individuals secure and maintain employment for decades. % Civilian Noninstitutionalized Population with a Disability:US,Washington State+ PacMtn Region Comparison:2020 ACS 5-yr Estimates 30% 26.6% 25% 19.8% 20.5% 20.1% 20% 15% 12.6% 12.7% 13.0% 10% 5% 0% United States Washington Grays Harbor Lewis Macon Px 1fir Thurston State Veterans As noted earlier, the PacMtn region has a higher percentage of veterans and active-duty families than the state and country overall. PacMtn offers a variety of services through our One-Stop centers, including: • Job listings, job referrals, and job fairs 33 • Resume, application, and interviewing assistance • Use of computers, photocopiers, and phones • Skill assessments and referrals to training, and other resources PacMtn also has contracted personnel operating on Joint Base Lewis McChord (JBLM) to assist exiting service members identify and pursue civilian employment opportunities. Wage Trends The average worker in the Pacific Mountain earned annual wages of $59,688 as of 2023Q1 . Average annual wages per worker increased 5.5% in the region over the preceding four quarters. For comparison purposes, annual average wages were $68,501 in the nation as of 2023Q1 . Average Annual Wages in the PacMtn Region 12.0 10.0% 0 8.0% s v 7 M N 6.0% u to 2.0% ° 0.0% 2013Q2 2014Q2 2015Q2 2016Q2 2017Q2 2018Q2 2019Q2 2020Q2 2021Q2 2022Q2 Pacific Mountain(5.5%) —Washington(1.6%) —USA(2.8%) Source:Jobs EQO.Data as of 2023Q1.The shaded areas of the graph represent national recessions. After lagging the state average for many years, wage growth in the region has remained steady and has outpaced the state average for several quarters. % Change in Av Annual Wage, WA and PacMtn Region: 2019-2023 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% � �b O� �� Op �� �� �� C3 0� 0� 0� C3 �� � 1� �0 �0 �C �P �I �Q �� �� �, �� Washington(1.6%) Pac"n(5.5%) 34 Cost of Living Index The Cost-of-Living Index estimates the relative price levels for consumer goods and services. When applied to wages and salaries, the result is a measure of relative purchasing power. The cost of living is 11.1% higher in Pacific Mountain than the U.S. average. COST OF LIVING INFORMATION Annual Average Salary Cost of Living Index(Base US) US Purchasing Power Pacific Mountain $60,716 111.1 $54,660 Washington $84,569 119.5 $70,745 USA $70,318 100.0 $70,318 ALICE Households Many communities are moving service delivery focus to ALICE households. ALICE, or Asset Limited, Income Constrained) households have incomes above the federal poverty threshold, yet do not earn enough to cover basic needs. As shown in the table below, 12% of regional households are living below poverty level, but nearly a third live below the ALICE threshold. That figure fluctuates significantly by county. For example, 45% of Pacific County households live below ALICE compared to 22% in Thurston. Year County Poverty ALICE Above Total Households 2021 Grays Harbor 3,078 10% 10,906 36% 16,516 54% 30,500 2021 Lewis 4,893 15% 7,175 22% 20,236 63% 32,304 2021 Mason 2,943 12% 7,104 28% 15,038 60% 25,085 2021 Pacific 1,341 14% 4,421 45% 4,116 429/ 9,878 2021 Thurston 12,208 10% 26,224 2211 78,754 6711 117,186 2021 PacMtn 24,463 12% 55,830 31% 134,660 579/ 214,953 And the figures fluctuate even more significantly within counties, Pacific County has a zip code trade area where 82% of households live below ALICE, and another with 34%. This is similar for all five counties. Labor Force Demographics Workers by Age Occupation demographics by age are modeled based upon employment by occupation at place of residence and zip-code level data from the American Community Survey, 2017-2021. The Bureau of Labor Statistics (BLS) has a definition for "Prime Age" which can be coupled with Labor force participation rates to define the Primary working age would be for a region or county. The visualization below reflects occupational diversity within the PacMtn region. Age 16 to 19 years(3.1%) ■ 25 to 34 years(21.1%) 0 45 to 54 years(20.4%) 20 to 24 years(8.6%) 35 to 44 years(21.4%) 0 55 to 64 years(19.1%) Data for Total-All occupations,Pacific Mountain 65 years and over(6.3%) Source:JobsEQ�.Data as of 2C23Q1. Labor Productivity While labor productivity is not available at County level, the St. Louse Fed graphic below shows the relative growth and decline for Washington State year over year. What's notable about this data is the steep decline experienced in 2022. According to the Fed, Washington is among the most productive states, yet even here, productivity dropped significantly at the tail end of the pandemic. Two theories put forward include: people burned out after working hard through the pandemic (notably, productivity increased during the most intense "work from home" period of the pandemic); and "quiet quitting" due to stagnation (inflation coupled with expensive housing and low investment returns). Regardless, productivity is a topic employers will be keen to address now and into the future. Labor Productivity for Private Nonfarm in Washington, Percent Change from Year Ago. Annual, Not Seasonally Adjusted 80 7.4 60 5.6 6.1 5.5 4.0 3.7 2.0 1.8 1.3 6 2.3 2.1 0.0 -0 2 0.0 2. O� Oi O) O) Oi O3 OJ O� per, -2.9 -4.0 Commuters The following provides a high-level overview of general commuting patterns for each county in the region as per the latest US Census on the Map data (2021). What the data show is a massive outflow of workers from their home county, and that Thurston is the major recipient of many workers. The data does not show how the new work from home trend is impacting commutes daily. 36 COMMUTER INFORMATION Workers that live and work in the county Workers that live in the county, but commute elsewhere for work Workers that live elsewhere, but commute in the county for work . see 37 Labor Market Trends Employment As of 2023Q1, total employment for the Pacific Mountain was 210,344 (based on a four- quarter moving average). Over the year ending 2023Q1, employment increased 3.2% in the region. Employment for PacMtn Region z d R T 7 d D a 0 Pacific Mountain(3 2%) Washington(3 0%) —USA(2 5%) Unemployment Rate The unemployment rate for the PacMtn Region was 3.7% as of July 2023. The regional unemployment rate was lower than the national rate of 3.8%. One year earlier, in July 2022, the unemployment rate in the Pacific Mountain was 4.8%. Unemployment Rate for PacMtn Region c 3 3 c 0 IC 3 A 7 .Z7 d A Pacific Mountain(3.7%) Washington(3 6%) —USA(3 8%) 38 Posted Job Search Occupation Categories As shown in the table below, registered nurses are the most actively sought-after worker in the region. Other higher-wage opportunities include first line managers, investment analysts, health technicians, environmental scientists, and nursing assistants. This data provides early indication of those occupations that are and will see automation either augment their occupation or replace it. PacMtn Region Current Job Postings (June, 2023) Registered Nurses 314 Retail Salespersons 191 First-Line Supervisors of Transportation and.. 155 Managers. All Other 131 Merchandise Displayers and Window Trimmers 126 Security Guards 109 Fast Food and Counter Workers 108 Stockers and Order Filers 86 Customer Service Representatives 80 Financial and Investment Analysts 77 Sales Representatives. Wholesale and.. 72 Health Technologists and Technicians, All Other 68 Food Service Managers 68 Laborers and Freight, Stock, and Material Movers_ 67 Maintenance and Repair Workers. General 63 Environmental Scientists and Specialists. Including.. 62 Nursing Assistants 61 Janitors and Cleaners. Except Maids and.. 59 Production Workers, All Other 52 0 50 100 150 200 250 300 350 Strengths and Weaknesses of Services Improving services and outcomes for diverse populations in the PacMtn region requires that we first meet people where they are. Personal connection is a key facet of workforce development, especially for individuals with significant impediments to advancement. PacMtn has partnered with Timberland Regional Libraries (TRL) to expand One-Stop access by providing a self-service connection at 29 local libraries across the region. TRL provides much needed Wi-Fi access, after-hours card access, and will soon have more than 150 mobile stops across the region. PacMtn is committed to investing in system improvements that allow for flexible, community- based service delivery models that meet the unique needs of individuals and communities; investing in youth providers who have the flexibility to deliver services to in-school and out- of-school youth through locations, communication methods, and engagement approaches that are centered on meeting the needs of young people where they are; and advancing data sharing to reduce administrative burdens by limiting the need for participants to retell their stories before receiving additional investments. Wraparound support is important for all people as they navigate transitional periods. Funding for the three primary formula grant programs for youth and adults under WIOA has sustained a 50 percent cut (when adjusted for inflation) since 1990. If PacMtn's One-Stop system is going to have an impact—especially for those who have historically faces systemic barriers to economic advancement—PacMtn must prioritize the needs of jobseekers and workers and 39 significantly increase the co-investment for this ecosystem. With a focus on broadening investments to include underemployed individuals as well as removing barriers to serving youth, PacMtn will continue to expand the depth and breadth of the region's workforce development system network of partners and stakeholders, including enhancing the voice of the customer in policy making. This ecosystem of leaders meets at the intersection of learning, employment, and the supportive services that individuals need to succeed. PacMtn will continue to support the regional partners through committee and taskforce convening to deliver policy reform, braid, weave, and leverage resource development, inform strategic investment, measure economic impact, and bring customer voice to advocacy efforts. Pathways programs provide accelerated and accessible routes to credentials and careers. Offering diverse populations with varying skill levels multiple on- and offramps to career pathways, along with a range of strategies that are designed to address barriers, helps workers not only enter their first job in an industry but also provides them with the training and support to move to the next position or level in the field, growing their earning power along the way. To continue to achieve more equitable outcomes for diverse populations, PacMtn will continue to invest in sector strategies like contract training investments and will work to expand the definition of training to include workplace readiness and digital literacy education without requiring that they provided in combination with occupational skills training or through an Individual Training Account (ITA). REGIONAL SECTOR STRATEGIES The heart of economic vitality in the rural PacMtn region lies in middle-skill jobs, representing the largest segment of the labor market. Nonetheless, employers continue to face a significant challenge in finding suitably trained workers to fulfill these positions' requirements. There exists a pressing need to bridge the gap for many low-skilled and low-income individuals, better positioning them to middle-skill training and employment opportunities. The 2024-2028 Regional Sector Strategies will incorporate a multi-county focus, recognizing the interconnected nature of key sectors in the region. PacMtn intends to expand local communities' use of best practice sector partnership strategy; ensure that local sector partnerships provide quality services to employers and workers in an industry; continue to make sector partnership an integral component of the region's workforce system, aligned with other key poverty reduction policies and economic development strategies; and deliver WIOA's requirement for regional area's to support employment and training investments that meet the needs of local communities. Identification and Prioritization In September 2012, PacMtn adopted a Targeted Cluster Identification and Strategic Alignment Plan this plan identified six demand sectors. The sectors include Food Production, Forest and Wood Products, Healthcare, Hospitality and Tourism, IT and Telecom, and Specialty Manufacturing and Logistics. 40 Collaborative Approaches PacMtn's Sector Strategy plan is a crucial continuous effort that ensures the alignment between local workforce and economic activities with the specific needs of local employers. Sector partnerships, facilitated by the PacMtn Business and Sector Engagement Committee (BaSE), serve as a primary mechanism for the Board to understand what career pathways should be invested in and aligned with during subsequent program years. The BaSE is chartered to research and identify annual skill gaps by sector, the factors contributing to the gaps, and the creation of a plan to close the gaps. The BaSE recommends investments for activities that include skills training, establishing a K-12 to postsecondary pipeline, establishing career pathways, identifying skill stands and industry-based certifications, developing curriculum, marketing for workforce recruitment, and other activities that assist in preparing or supplying workers for the sector. Skills training may include training for unemployed individuals before or once they have been hired by employers or training for incumbent workers. In response to the regional analysis, customer feedback, and community input the BaSE will focus on the following sector partnerships. HEALTHCARE The healthcare sector in the Pacific Mountain region is experiencing significant growth due to an aging population and advancement in medical technologies. This sector encompasses a wide range of occupations, from clinical roles like nuses and medical technicians to support roles like healthcare administrators and health information specialists. The demand for skilled healthcare professionals is driven by: • Increased Healthcare Needs: An aging population requires more healthcare services, including specialty care, long-term care, and home-based care. • Technological Advancements: The integration of technology in healthcare, such as telemedicine, electronic health records, and advanced diagnostic tools, requires professionals who are not only clinically skilled but also technologically adept. • Focus on Preventive Care and Wellness: There's a growing emphasis on preventive care and wellness programs, creating opportunities in areas like health education, nutrition, and wellness coaching. SPECIALTY MANUFACTURING 8 LOGISTICS REGIONAL SECTOR PARTNERSHIP Advanced manufacturing is a vital sector for the economic growth of the Pacific Mountain region, characterized by the use of innovative technologies and processes. This sector includes industries such as aerospace, automotive, and clean energy, and it demands a workforce skilled in: • Automatic and Robotics: With the increasing use of automation and robotics in manufacturing processes, there is a need for professionals skilled in operating, 41 maintaining, and programming these systems. • Advanced Materials and Processing: Innovations in materials science and manufacturing process requires workers skilled in new manufacturing techniques, quality control, and product development. • Sustainable Manufacturing Practices: As environmental concerns grow, there is a rising demand for skills in sustainable and green manufacturing practices, including waste reduction and energy efficiency. INFORMATION TEI ITELECOMMUNICATIONS The technology is rapidly growing and evolving, impacting various industries across the Pacific Mountain region. The demand for tech-savvy professionals spans a wide range of occupations, including software development, cybersecurity, data analysis, and digital marketing. Key drivers of this demand are: • Digital Transformation: Business across sectors are undergoing digital transformation, requiring expertise in areas like cloud computing, artificial intelligence, and big data analytics. • Cybersecurity Needs: With increasing prevalence of cyber threats, there is a growing need for professionals skilled in cybersecurity to protect sensitive data and systems. • E-Commerce and Digital Marketing: The rise of online commerce and digital marketing creates demand for skills in web development, digital content creation, and online marketing strategies. Multi-Regional Focus For sectors with wide geographical footprints, such as Information technology and manufacturing, the strategy involves developing joint initiatives. These initiatives will aim to standardize training and skills development across regions, ensuring a consistent approach to workforce readiness. A crucial component will be the regular exchange of outcomes, best practices, and lessons learned among regions. This will facilitate continuous improvement in strategies, adaptability to evolving industry needs, and effective use of regional insights for workforce development. REGIONAL SERVICE STRATEGIES The core of this plan is shaped by the voices of customers, community input, and regional economic analysis. Through numerous engagements, PacMtn actively sought input from a diverse range of stakeholders. Among the respondents, 22.6% were from job-seekers, 15.1% from employers, 17.3% from workers, 21.6% workforce system partners, and 23.3% individual who serves job-seekers. Considering our comprehensive analysis of the region and voice of the customer input, this strategic plan provides details on the services and interventions set for implementation on a regional level. By leveraging insights gleaned from the comprehensive regional analysis, our focus is on addressing specific challenges, capitalizing on opportunities, and addressing the needs of priority populations. This undertaking involves articulating concrete strategies that will be deployed to address the identified needs. Furthermore, we are committed to evaluating the effectiveness of these interventions. This proactive and thoughtful approach underscores our dedication to fostering positive change within the region through thoughtful and impactful strategies. Strategic Details and Interventions Credentialing & Training Objective: By 2028, employers and job-seekers have increased access to industry-recognized credential opportunities that enhance economic success. Groups Goals Strategies Measure of Success Business 1. Increase business 0 Conduct outreach campaigns Number of businesses participation in participating in credentialing and training o Convene business roundtables development and programs recognition of credential • Collect industry skill gap data programs 2. Increase the number of businesses that integrate Number of businesses industry-recognized integrating credential credentials into hiring and recognition in job workforce development descriptions practices Customers/Community 1. Increase participation • Develop comprehensive Career • Survey results indicating (including youth) with credentialing Pathway maps that outline the level of community opportunities among job- clear routes from education to awareness and seekers and community employment satisfaction. members, particularly youth • Launch targeted marketing • Percentage of training campaigns in schools, colleges, enrollments and 2. Increase access to and community organizations completion rates, measurable skill gain and particularly youth completion rates Connect individuals to support services available Workforce System 1. Increase number of co- Identify and secure a diverse Number of referrals Partners enrolled participants from portfolio of funding sources, to training resulting in partner programs. including grants, public funding, credential attainment. and private sector partnerships, 2. Increase partner to support the development Number of partners with outcomes and expansion of credentialing improved outcomes for programs co-enrolled participants • Inform and education partners on Quality Jobs and the value of credentialing 43 Job Quality Objective: By 2028, employers and job-seekers are actively engaged in the development and implementation of a regional Quality Jobs framework. Groups Goals Strategies Measure of Success Business 1.Active participation • Create a Quality Jobs Advisory • A regional Quality Jobs of business in the Group where businesses can Framework development of a Regional drive the conversation about job Quality Job Framework quality 0 Number of businesses participating 2. Recognized high road • Target engaged businesses as employers in each industry recognized high road employers • Measurable sector with identified high improvements in quality jobs • Implement mentorship and employee skills, training that encourages job compensation,and 3. Establish related career quality knowledge within overall workplace pathways and expand industry satisfaction access to training Customers/Community 1. Strengthen community Launch educational campaigns Increased community (including youth) awareness of high road to increase awareness of high engagement and employers and quality road employers and quality jobs awareness, as evidenced jobs. by survey results • Collaborate with schools and 2. Expand career youth organizations to integrate Higher participation connected learning career development related to rates of youth accessing opportunities directly high road employers and job high quality jobs. connected to high road quality initiatives employers and quality Increased reports of self- jobs. Partner with community sufficiency organizations who prioritize 3. Community recognizes resources for high road quality jobs framework as a employers with quality jobs key strategy in community development Workforce System 1. System wide awareness • Host job quality workshops/ • Reported awareness and Partners of high road employers webinars to educate and collect support of workforce and regional job quality feedback system partners of high initiatives road employers and • Improve one-stop model to regional job quality 2. Simplify processes for create more efficient navigation initiatives job-seekers to connect to of resources and services to a career pathway to access those career pathways Number of job-seekers employment opportunities report satisfaction with high road employers Foster collaborative partnerships in training and job among workforce system placement 3. Effective partners to facilitate shared implementation and learning Demonstrable continuous improvement improvements in of career pathway the implementation navigation of career pathway navigation 44 System Integration & Delivery Objective: By 2028, expand access to the regional workforce development system by developing strategic partnerships integrating system services, data, accountability, and resources. Groups Goals Strategies Measure of Success Business 1. Increase employers • Increase career pathways • Number of career participating in the pathways workforce system • Use One Workforce model in partnership with the Quality Job Number of high quality 2. Foster an integrated Framework to connect talent to jobs filled workforce system that is opportunity responsive and tailored to the needs of business Customers/Community 1. Improve community and Launch community outreach Metrics on communities (including youth) youth access to integrative programs, including workshops access resources from workforce services and information sessions to raise One Workforce awareness of high quality career 2. Increase community pathways Usage and satisfaction awareness and rates of digital platforms engagement with high • Conduct targeted marketing designed for accessing road employers and high campaigns and keep online workforce services quality jobs portals up to date and relevant Workforce System 1. Strengthen awareness Increase participation in One Increased number of co- Partners of the One Workforce Workforce model and selection enrolled job-seekers model and Quality Job of quality jobs Framework Improved program • Organize joint training and outcomes for all 2. Continue development development sessions to align programs of the One Workforce service delivery methods and model objectives Cooperative Agreements WIOA requires the LWDB, with the agreement of the CLEO, to develop and enter a Memorandum of Understanding (MOU) between the WorkSource Partners. PacMtn evaluates and negotiates this agreement on an annual basis. In 2022, PacMtn branded this effort "One Workforce" as a direct link to the U.S. Department of Labor— Employment Training Administration's release of the Training and Employment Notice 13-20, "Advancing a One Workforce Vision and Strategy." The program summary states: "The One Workforce approach, endorsed and recommended by multiple federal programs, fosters greater collaboration, integrated service delivery, shared data, and leveraged resources that leads to positive employment and training outcomes for customers." The parties to the MOU, and their commitment to the One-Workforce model can be found in Appendix C, page 92. 45 Multi-Regional Focus Currently there is not a multi-regional focus. Although PacMtn actively engages with cross- regional and multi-state cross-regional strategic efforts to further align economic development strategies with Native nations, alignment of case management with Accountable Communities of Health and Thriving Community HUBS of care, with K-12 to grow the investment in navigators who provide expanded capacity for school counselors and access for in- and out- of-school youth career coaching, digital equity, childcare, and through employer driven sector partnerships. COORDINATION WITH REGIONAL ECONOMIC DEVELOPMENT ORGANIZATIONS The local economies in the region exhibit numerous commonalities, and the various sectors play a crucial role in establishing the groundwork for skills training and talent development strategies. These initiatives are aimed at shaping, integrating, and transforming the economic landscape not only within our region but also extending their impact beyond. While our focus is on workforce planning at the regional level, it's essential to acknowledge that the PacMtn region consists of five distinct counties. Each local area is represented by a consortium of economic development organizations that are convened and led by the BaSE committee. It comprises Chambers of Commerce, Downtown Associations, Economic Development Councils, Small Business Administration, Native nations, Visitor Bureaus, and economic developers from Cities, Counties, Ports, and PUDs. This industry-led, community-supported collaborative strengthens local economies and prepares the region's talent pipeline to connect to careers in in-demand industries. Additionally, the partners are working to align strategic plans. Each Native nation in the region has implemented a Comprehensive Economic Development Strategy (CEDS) plan, all of which are incorporated in the Lewis County Alliance CEDS as well as in the Pacific-Salish (Pac-Salish) Economic Development District comprised of Grays Harbor, Mason, Pacific, and Thurston Counties, formed in 2023 and includes Pacific Mountain Workforce Development. The Pac- Salish CEDS was approved in the fall of 2023 and promotes ongoing collaboration with the region's communities and Native nations, aiming to ensure that every individual belongs, lives with dignity, and thrives. Utilizing the Urban Institute's Thrive Rural Framework economic development leaders will work together to continue to build prosperity and decrease inequity in and for the PacMtn region. Under the leadership of BaSE, economic and workforce development leaders will enhance the rural voice and influence, promote equity in objectives and design, and allocate resources for effective action. Rural communities and Native nations play a vital role in shaping the economic, cultural, and future landscape of our region, state, and entire nation. Throughout the country, rural communities emerge as distinctive and intricate locales characterized by ingenuity, innovation, diversity, and resourcefulness. The inherent contributions of rural areas extend to our present and future sources of water, energy, and food, underscoring their fundamental importance. Individuals raised in rural communities play pivotal roles as leaders and vital members of the workforce, benefiting from both rural and urban areas. Cultivating mutual respect and collaboration among rural, urban, and suburban communities is advantages for all. 46 Resources of Productive Rural Voice and Power Equitable Aims and Design Local Communities 9 Welcome All to the Build from Current Assets 0 Prepare Action-Able Community Leadership • Balance Development Goals • Advance Personal 0 Organize an Action Well-Being • Design for Everyone to Thrive Infrastructure • Strengthen Local 0 Act as a Region Ownership and Influence 0 Build Momentum Policy and Advocacy 0 Rural Voice in Design Balanced Development 0 Ready Rural Capital and Action Outcomes Access and Flow • Aligned Rural Fields 0 Cohesive Rural Policy Lens 0 Rural Data for Analysis and Actors and Change • Valued Rural Stewardship • Accurate Rural • Regional Analysis and Narrative 0 Rural Stakeholder Equity Action Dismantle Practice that Government, private sector, and civic organizations intentionally identify and eliminate policy, Discriminate In and regulations, behaviors,and practices that have negative and exclusionary impact on rural Against Rural communities because of the size of location (PLACE),on people in poverty(CLASS), and on Black, Indigenous, people of color, immigrant, and specific cultural identities(RACE). COORDINATION OF TRANSPORTATION AND OTHER SUPPORT SERVICES The alignment between community-based organizations and the entities investing in their outcomes is crucial for driving community impact. It ensures a unified approach towards shared goals, maximizing the effectiveness of programs and initiatives. This collaboration creates a synergistic relationship that enhances the ability to address community needs, foster sustainable development, and ultimately leads to positive and lasting outcomes for the community. Policy and Advocacy PacMtn is dedicated to propelling policies and advocacy initiatives that nurture a thriving and resilient workforce, recognizing the role played by strategic partnerships. In collaboration with key stakeholders, we present a comprehensive strategy aimed at addressing coordinated efforts, fund development, and strategic investment across sectors integral to braiding, weaving, and leveraging resources for workforce development. United Way.We engage in collaborative efforts to support ALICE households. Our focus involves aligning policies to address the challenges faced by the population. We are actively developing investments started to create initiatives uplifting ALICE through workforce development and training. Broadband Access: We advocate for policies ensuring equitable access to broadband, recognizing PacMtn's role in bridging the digital divide. Simultaneously, we work jointly on fund development initiatives to expand broadband infrastructure access, particularly in underserved communities, fostering digital literacy, and enhancing online workforce development opportunities. Childcare: Working closely with Childcare Action Council and YMCA, we advocate for policies supporting affordable and accessible childcare options for the workforce. 47 Our efforts extend to exploring fund development strategies to invest in quality childcare programs, ensuring that workforce participants have reliable childcare resources. Housing: Collaborating with county housing partners, we advocate for policies addressing houselessness and supporting affordable housing initiatives. Concurrently, we explore fund development to invest in workforce programming that supports individuals from houselessness, mitigated housing, to stable housing, and homeownership. Native Nations: Engaging in dialogue with Native nations, we seek to understand and address the workforce challenges within indigenous communities. Our advocacy extends to policies that respect tribal sovereignty, fostering workforce development programs tailored to the needs of Native nations. Small Business Services: Collaborating with business associations, we advocate for policies supporting entrepreneurship, access to capital, and conducive business environment. We also explore fund development strategies to invest in programs empowering small businesses, fostering economic growth and job creation. By and For Organizations: Partnering with Black, Indigenous, and people of color focused organizations, we advocate for policies addressing system disparities and promote equity in workforce development. Our commitment includes working on fund development initiatives that targeted programs and services uplifting people of color in the workforce. Collaborating with community organizations, we advocate for policies contributing to the overall well-being and resilience of communities. We explore fund development opportunities to invest in community-driven initiatives enhancing social infrastructure and supporting holistic workforce development. Transportation: Partnering with local transportation authorities, we advocate for accessible and affordable transportation options facilitating workforce mobility. We explore fund development strategies to invest in transportation infrastructure aligning with workforce needs, promoting seamless commuting for workers. 1 . Grays Harbor Transit provides bus services throughout the county, including connections to surrounding areas. They charge fares for their services, but offer reduced rates for seniors, youth, and disabled riders 2. Twin Transit serves the cities of Centralia and Chehalis in Lewis County. They provide fixed-route and demand-response services. They do charge fares, but offer various discounts for seniors, students, and disabled riders. 3. Mason Transit Authority operates a fare-free system across all its routes. This includes local and intercity buses, ensuring that transportation is accessible to all residents without a cost. 4. Pacific Transit offers public transportation within the county and connections to neighboring counties. Their services are also fare-free, removing financial barriers to accessing public transportation. 5. Intercity Transit offers comprehensive public transit services within Thurston County. As of 2020, they offer a fare-free system, making all rides free passengers. This initiative is part of their effort to increase accessibility and reduce barriers to public transporation. 48 Additionally, specialized transportation services are available to support those with specific needs, examples include: • Paratransit Services are available region-wide. These services are often targeted for Medicaid recipients, providing transportation to medical appointments. • Coastal Community Action Program's Driven to Opportunity programs provides free rides for low-income individuals, TANF recipients, and special needs riders in Grays Harbor, Pacific, Thurston, and Mason counties. The program helps users reach job sites, childcare, job training, and more, often linking them to public transit options. • Southwest Volunteer Transportation is a volunteer-based service through Catholic Community Services, offering free transportation to seniors and adults with disabilities across the region. This service helps with essential errands, medical appointments, and grocery shopping, ensuring that these populations maintain their independence. Government: Engaging in dialogue with all levels of government, we advocate for comprehensive and cohesive workforce development policies. We collaborate on fund development initiatives to secure investments that drive impactful workforce development that supports community infrastructure and provide quality jobs. The alignment between community-based organizations and the entities investing in their outcomes is crucial for driving community impact. It ensures a unified approach towards hared goals, maximizing the effectiveness of programs and initiatives. This collaboration creates a synergistic relationship that enhances the ability to address community needs, fosters sustainable development, and ultimately leads to positive and lasting outcomes for the community. Braiding, Weaving, and Leveraging The coordination of investments plays a central role in aligning services and reducing duplication access to various funding streams, fostering a more comprehensive and efficient approach. In the realm of health and human service-related supportive services, collaboration with entities such as Accountable Communities of Health, ensures a braided strategy, intertwining resources to address community health needs cohesively. Simultaneously, community-based programs like Thriving Communities, Community Care HUBS, and initiatives that coordinate care for those most in need contribute to a woven fabric of services that support economic development and community health. In the domain of employment and training-related supportive services, the collaboration extends to the private sector, industry associations, local foundations, community colleges, K-12 institutions, and the banking industry. By braiding resources from these diverse sectors, the workforce development initiatives gain strength, creating a more robust support system for individuals seeking employment and training opportunities. Additionally, the inclusion of IDAs (Individual Development Accounts) and efforts to increase the capacity for high-school counselors, as outlined by organizations like the Community Schools, furthers the weaving of resources to enhance education and career guidance. 49 The United Way Navigator Project at Yelm and North Thurston, along with engagement with Native Nations through the South Puget Intertribal Planning Agency, exemplifies the leveraging of resources to provide navigational support tailored to community needs. By combining efforts and resources, these projects contribute to a tightly woven fabric of support services, reducing duplication and increasing the overall impact on community well-being. In summary, the braiding, weaving, and leveraging of resources across health and human services, economic development, education, and community support sectors exemplify a holistic approach to aligning services and minimizing duplication. This collaborative strategy enhances the efficiency and effectiveness of community initiatives, fostering a more interconnected and supportive environment for individuals and families. REGIONAL COST ARRANGEMENTS There are no current administrative cost arrangeents in place. PacMtn continuously explores opportunities to develop these partnerships. Specifically, to further align economic development strategies with Native nations, alignment of case management with Accountable Communities of Health and Thriving Community HUBS of care, and with K-12 to grow the investment in navigators who provide expanded capacity for school counselors and access for in- and out-of-school youth career coaching. REGIONAL PERFORMANCE NEGOTIATION AND EVALUATION PacMtn has a longstanding commitment to using performance accountability as the catalyst for achieving organizational excellence. The Board embraces the use of a dashboard, focusing on the 3Ds: Data, Drives, Decisions. Our dedication to system-level performance accountability underscores the commitment to continuous improvement. At PacMtn, success is measured by the positive outcomes of career builders and the resulting improvement in business sustainability and growth. PacMtn assumes a pivotal role in comprehending, evaluating, and fostering quality improvement through the entire workforce system. With a steadfast commitment to enhancing the effectiveness of workforce development initiatives. PacMtn carries the responsibility of understanding the intricacies of the workforce landscape, assessing ongoing programs, and providing support for continuous improvement. PacMtn is the regional workforce board of accountability serving as a crucial platform, offering partners the opportunity to present and discuss program outcomes. This collaborative approach ensures that stakeholders can collectively analyze achievements, challenges, and opportunities, fostering an environment where insights are shares and strategies are refined to elevate the overall quality of the workforce development efforts within the PacMtn region. WIOA Title 1 B — Performance Common Measures PacMtn in consultation with our Washington Workforce Association (WWA) colleagues, collaboratively negotiate and reach agreement with the Governor on local levels of performance and report on performance accountability measures. These local targets are negotiated between PacMtn and the Workforce Training and Education Coordinating Board. The Workforce Board consults with PacMtn and the WWA in developing target levels to propose to the federal agencies as required for the negotiation process. 50 LOCAL COMPONENT OF PLAN For a comprehensive overview of the regional and local components of the plan, see pages 42-46. STRATEGIC VISION AND GOALS PacMtn's Vision, Mission, and Values can be found on page 5 and the correlating narrative can be found on page 7. The strategic plan can be found on pages 43-46. HIGH-PERFORMING BOARD OBJECTIVES The PacMtn board is led by a dedicated group of business, labor, and community leaders focused on its mission. Remaining a high-performing LWDB demands a strategic and proactive approach to delivering on the 13-board functions described in WIOA. The outlined actions provide a comprehensive roadmap for achieving and maintaining high performance. Board member orientation begins with a comprehensive onboarding session, covering the organization's mission, values, strategic goals, key policies, and functions. This initial orientation is followed by assigning a mentor from the existing board to help new members participate in ongoing education and training workshops that focus on governance best practices, updates on regulatory changes, strategic planning, ensuring they remain informed and effective in their roles. See Appendix A, page 91 for the board roster and access to board member orientation and the process for ongoing education. Strategic planning and governance are essential to the success of a LWDB. The PacMtn board, with the support of locally elected officials, established a clear vision and mission for the organization. Through ongoing stakeholder engagement and effective governance, PacMtn has developed and executed multiple 4-year plans that have supported the alignment of talent to local workforce needs. By continuously monitoring labor market trends and conducting regular needs assessments, PacMtn is well equipped to develop demand-driven programming that aligns with the identified needs of employers. This programming supports customer-focused, integrated service delivery that utilizes locally defined career pathways and expanded access to training and education. Essential elements include performance measurement and ongoing enhancement, underscoring the need for thorough data collection and analysis, setting clear performance benchmarks, and continually assessing to inform data-driven refinements. Partner collaboration is the key mechanism to finding success in this work. Cultivating partnerships with industry associations, economic development agencies, and employers provides important local context for LWDBs. Further, using a customer-centric approach underscores the importance of prioritizing customer experience and supports accessibility and inclusivity for all individuals, including those with disabilities and those facing barriers to employment. Resource management, including fiscal responsibility and effective grant management, is crucial for the efficient allocation of financial resources and compliance with reporting requirements. Lastly, though no less important, professional development is emphasized through staff training and development, ensuring that board staff and system partners stay updated on best practices and industry trends. By embracing these actions, PacMtn will enhance its performance, better meet the needs of the local community, and contribute significantly to the economic prosperity and well-being of its region. 52 High performing LWDBs, characterized by agility, responsiveness, and a commitment to continuous improvement, play a pivotal role in shaping a robust and sustainable workforce development ecosystem. REGIONAL ALIGNMENT AND STRATEGY Changing labor markets and advances in technology have revolutionized how businesses find talent and jobseekers look for work. Social media, online talent platforms, and professional networking sites are evolving rapidly. Perpetuating shifts in labor market dynamics. Local Workforce Development System The PacMtn region workforce system consists of one comprehensive center located in Thurston County, four affiliate center locations in Mason, Grays Harbor/Pacific, and Lewis counties, and twenty-nine Timberland Regional Library connection site locations. Since our region spans five rural counties with many communities isolated from one another by winding roads and limited transportation options, our library connection sites, located in every community throughout the region, allows WorkSource to connect with customers even in the most remote locations. To reference a list of local WorkSource sites, see Appendix C, page 92. Local Workforce Development System Partners PacMtn collaborates with system partners and together we strive for quality improvement. Below outlines the roles and responsibilities of the 22-WorkSource PacMtn regional partners. c •••• • • • • • •• .rr.,w.r000 roouu. ------------------------- APPLY 4004 Bae BBBBBBe B00� TODAY�o©©0000000e®a44444 - � ■o e� o■�� ` • 80 System Partner Services Provided Population Served Title I-b Adult The WIOA Adult program prepares individuals Any individual regardless of age or employment for employment by providing core services, status.The adult program also provides priority access to job training,and other services. service for career and training services to low- income and skills-deficient individuals. Title I-B Dislocated This program is designed to help eligible Individuals who have been laid-off or terminated Worker individuals to receive training in high-demand, from a job through no fault of their own. high-wage occupations. Title I-B Youth Services are designed to help disadvantaged This program is designed to help disadvantaged youth who need additional help to complete youth between the ages of 14 and 24. an educational or to obtain or retain employment. Wagner-Peyser Act as The Wagner Peyser Program provides labor Universal access to all job-seekers eligible to amended by WIOA exchange services to all job-seekers and work in the United States. title III helping businesses to meet their hiring needs by referring qualified workers.These services are designed to increase employment opportunities for all workers and meet the needs of businesses for work-ready job- seekers. Senior Community Title V(Senior Community Service • Must be 55 years or older Service Employment Employment Program (SCSEP)is a community • Unemployed for at least six(6) months Program (SCSEP) service and work-based job training program 0 Have a total family income of less than 125 authorized under title V for older Americans. percent of the Federal poverty level of the Older Americans And must also meet one of the following: Act of 1965 0 Have low employment prospects • Are unable to find employment through the WOIA Workforce system • Homeless or at Risk of Homelessness • Veterans and qualified spouses • Have Limited English proficiency • Have low literacy skills • Have a Disability Trade Adjustment Eligible TAA program participants receive You may be eligible for TAA if the USDOL Assistance(TAA) employment and case management services. determines your job was lost or threatened due to foreign trade. Unemployment Unemployment benefits provide individuals Individuals who become unemployment through Compensation (UC) with temporary income when they lose their no fault of their own. programs job through no fault of their own. Jobs for Veterans The Jobs for Veterans State Grants Program JVSG program braids,weaves,and leverages State Grants(JVSG) (JVSG) helps veterans find good jobs by support services to veterans, including programs providing employment services at WorkSource special disabled veterans,disabled veterans, centers and other locations through funding economically or educationally disadvantaged for Disabled Veterans Outreach Program veterans,and veterans with other barriers to (DVOP)specialists and Consolidated Veteran employment(as defined by USDOVVETS). Services Representatives(CVSR). The Reemployment RESEA helps customers who get UI benefits Individuals receiving unemployment insurance. Services& Eligibility find jobs faster.The program shortens the Assessment(RESEA) amount of time customers get UI payments Program and helps them find work. 54 Department Adult Education and Administers adult education and literacy Adults in need of basic skills. Family Literacy Act programs that help adults acquire the basic (AEFLA) program skills they need including reading,writing, math, English language proficiency,and problem- solving to be productive workers,family members, and citizens. Career and technical Perkins funds support career and technical Students enrolled in Perkins eligible programs. education programs education that prepare students both for further at the postsecondary education and the careers of their choice. level (Perkins) The State Vocational Individualized vocational rehabilitation People with disabilities who want to work but Rehabilitation (VR) counseling, employment services and supports face substantial barriers in finding meaningful Services to people with disabilities who want to work but and sustained employment. face substantial barriers in finding meaningful and sustained employment. Department Employment and Helps alleviate poverty, revitalize communities Low-income families and individuals, including training activities and empower low-income families to become families and individuals receiving assistance, carried out under the fully self-sufficient through a network of public homeless families and individuals, migrant or Community Services and nonprofit agencies. seasonal farm workers, and elderly low-income Block Grant individuals and families. Temporary Assistance Provide families with financial assistance and Unemployed or underemployed and have for Needy Families related support services including childcare low or very low income. (TANF) program assistance,job preparation, and work And one of the following: assistance. • Have a child 18 years of age or younger, or • Be pregnant, or • Be 18 years of age or younger and the head of your household. One-Workforce Strategic Alignment Strategic alignment of partners benefits all participating partners in the PacMtn One Workforce system. The clear benefit is better outcomes for customers, both job-seekers and businesses. The following provides some of the many advantages inherent in partnering in an integrated one-stop delivery system: Expanded workforce services for individuals at all levels of skill and experience: All customers, including those with disabilities or other barriers to employment, have the opportunity to receive hard and soft skills guidance, career planning and job placement services, particularly timely labor market demand and occupational information, and a variety of job-driven training options, including work-based training opportunities such as registered apprenticeship, on-the-job training (OJT), and incumbent worker training. Access to multiple employment and training resources: Access to multiple program resources, including necessary supportive services that may not be offered by or available through one individual program. Access to multiple resources in one location also reduces the travel and commuting distances for customers needing referrals to or the receipt of multiple services. Access to multiple resources may also facilitate the leveraging and braiding of resources across systems for individual customers, as appropriate. 55 Integrated and co-investment processes for all eligible customers working with One Workforce partners: WorkSource Partners are highly familiar with the functions and basic eligibility requirements of each program, appropriately assist customers, and make knowledgeable referrals to partner programs, as appropriate, and co-invest in eligible customers to benefit from the One Workforce resources. Integrated and aligned business services strategy among One Workforce partners. As part of an aligned team, partners have access to a wider range of business engagement strategies, increasing the opportunity for better placement services and outcomes for all customers. This partnership also allows for a unified voice for the One Workforce system in its communications with area employers. Expert advice from multiple sources: Customers, including individuals with barriers to employment, can benefit from multiple levels of staff expertise, guidance, and advice across programs and partners. This enhances job- seekers' experiences and increases their chances for success in the evolving labor market. Relevance to labor market conditions: All workforce development activities occur within the context of a regional economy. Services are informed by data on labor market demand in the local area to ensure a positive impact or labor market outcome. This outcome results in a return on investment for the job-seeker's time and efforts, and for the One Workforce resources expended. Strategic Co-Investment and Enrollment WIOA places a strong emphasis on planning and implementation across multiple partner programs to ensure alignment in service delivery. An effective strategic co-investment strategy can increase program and participant success, maximize resources, enable greater efficiencies in service delivery, and align services with state and regional goals. Strategic co-investment builds upon aligning, coordinating, and integrating programs and services, where it makes sense for job-seekers to receive additional support to obtain jobs that ensure both long-term economic self-sufficiency and economic security. By braiding, weaving, and leveraging resources and realigning program service delivery models, customer flow can be redesigned to facilitate access to comprehensive services. Establishing co- investment models will enhance a more efficient use of system resources on behalf of the job- seeker, such as reducing paperwork required for an individual to provide and complete during intake, streamlining data sharing and tracking referrals and outcomes, and helps individuals with multiple barriers access coordinated services. Key concepts to strategic co-investment: • Integrated Service Delivery: Establish and participate as an integrated system of partners that share common goals with services offered by multiple organizations for a seamless customer experience. The focus is on targeted groups who have complex needs that require services from multiple partners. • Increased Access: Ensures any participant, especially individuals with barriers to employment, access to partner programs, services, and activities where they are eligible. • Continuous Improvement: Create a delivery system focused on process improvement and 56 challenges the status quo. • Partnership: Align goals, outcomes, and resources with all local partners in the One Workforce system to leverage resources to provide a higher quality and level of service. It is important to note co-investment will only be effective if it is strategic. Enrolling job- seekers into multiple programs that they neither want nor need creates unnecessary administrative burdens and, if done without deliberate intent, can negatively impact performance outcomes. To accurately collect and report workforce system performance data, it is essential to distinguish who is - and who is not - included in ETA's performance reporting requirements. For purposes of WIOA programs, performance accountability only includes "program participants." A successful strategic co-investment strategy depends on our ability to distinguish between a reportable individual and a participant. Reportable individuals may be registered in multiple programs but only need to be enrolled once they receive a triggering service. "Reportable individuals" are those who have taken some action demonstrating an intent to use workforce development program services and who meet specific reporting criteria, including: • Individuals who provide identifying information; • Individuals who only use the self-service system; or • Individuals who only receive information-only services or activities. Programs WITH Reportable Individuals: The "reportable individual" category applies to the following programs: • Wagner-Peyser Act Employment Service • WIOA Adult WIOA Dislocated Worker • WIOA Youth National Dislocated Worker Grants (DWG) • National Farmworker Jobs Program (NFJP) • Indian and Native American Program (INAP) • Job Corps A "participant" is an individual who: • Has taken some action demonstrating an intent to use workforce development program services, including providing identifying information; • Has satisfied all applicable programmatic requirements for the provision of services; and • Has received services other than self-service or information-only services. 57 An essential component of strategic co-investment is identifying when a participant can most benefit from being enrolled in more than one partner program. Deliberate, intentional co- investment shares support services, eliminates duplication or supplanting of services through thoughtful, strong partnerships. The PacMtn region will create greater integration across WIOA core, required and additional partners by registering all eligible individuals already enrolled in partner programs as reportable individuals. After a registered individual satisfies all applicable Title I-B Adult and/or Dislocated Worker programmatic requirements for the provision of services and receives services beyond self- service or information-only services, these individuals will trigger participation in the Adult and/or Dislocated program and remain enrolled in Title 11, Perkins, Title IV, Title V, or any other program they may have started with. The strategic co-enrollment strategy described above expands access to resources previously untapped by targeted populations in the past. Further, it creates integration and seamless service delivery between partners not possible under the traditional referral enrollment process practiced in the past. Taken together, strategic co-enrollment, as described, creates an opportunity to leverage systemic change across the currently disconnected education and training systems propelling cross-systems approaches to tackle unemployment, low literacy, and low educational attainment among disconnected youth and low-skilled, low-income adults and parents. EXPANDING ACCESS The regional workforce system is structured to facilitate partnerships across many workforce development organizations. Given limited resources, partners are essential for expanding access to employment, training, education and supportive services for eligible individuals. The PacMtn targeted outreach strategy primary consists of working with community-based organizations and service provider partners who already serve eligible individuals with employment barriers. This approach reduces duplicative services and improves the customer experience. Targeted Outreach PacMtn recognizes the importance of reaching and serving individuals facing employment barriers. Our WorkSource comprehensive, affiliate, and connection sites are strategically located throughout the region, and we understand that physical presence alone is insufficient. We are committed to dispelling misconceptions and ensuring that all community members, especially those facing challenges, are aware of and can access services. We aim to shift the public perception by actively promoting WorkSource as the employment center, not the unemployment center, providing dynamic resources for employment solutions. This involves outreach campaigns to build brand awareness and communicate the value of services to the public. WorkSource communication strategies include tailored messaging for each group we serve. For veterans, eligible spouses, and older workers, we highlight programs that recognize their transferable skills and experiences. For at-risk youth, low- income adults, and ALICE households our messaging focuses on accessible training and support services. For dislocated workers and individuals with disabilities, we emphasize re- skilling and supportive employment services. To effectively reach marginalized groups, we collaborate with local community organizations, 58 veteran associations, disability networks, and youth centers. These partnerships allow us to extend our outreach and provide targeted support. We utilize social media and digital platforms to reach a broader audience, especially younger demographics and those who are tech-savvy. This includes targeted campaigns, informative content, and success stories that resonate with various groups. All WorkSource centers are designed to be accessible. We provide assistive technologies, translation services, and other accommodations to ensure that our services are inclusive. We offer customized recruitment and training programs to close skills gaps in high-demand industries, providing a pathway for UI claimants, dislocated workers, and low-income individuals to re-enter the workforce. Regular feedback from customers and community partners helps us refine our outreach strategies. We continually assess the effectiveness of our outreach efforts and make necessary adjustments to better serve the community. Our outreach strategies are informed by data, ensuring that we identify and focus our efforts on the most underserved and marginalized groups in the PacMtn region. PacMtn operates a workforce system that is inclusive, equitable, and responsive to the needs of all community members, especially those facing significant barriers to employment. Marketing and Brand Awareness Brand awareness is the basis for public trust. Expanding Pacmtn and the WorkSource brands require us to create value and relevance. In a marketplace where we are competing with private recruitment agencies and brands like Indeed, PacMtn and the WorkSource system must provide value added services that create a compelling reason to use the system. Convincing job-seekers and businesses to prefer us over other options and brands is a pointless endeavor. To expand our brand awareness, we must do a better job of telling our story. PacMtn must resource and include brand awareness in all communication and outreach activities. By effectively braiding, weaving, and leveraging all system resources, we can elevate our brand awareness to a new, trustworthy place throughout our region. Expanded Access to Resources Another key strategy to expanding access across our region is recruiting more connection sites. Connection sites give our region the following advantages in reaching out to more job- seekers: • Accessible to the general public or one of the 14 populations with barriers outlined in WIOA that includes physical and programmatic access to individuals with disabilities • Portal site for electronic access • Provider of basic career services • Additional related employment and training resources • Established working relationship as part of an integrated system of WorkSource site An excellent recent example of this strategy is the certification of the Timberland Regional Library sites. This long-held relationship created 29 new access locations. In the future, adding additional connection sites throughout the region will improve our reach by meeting more people where they are in the region rather than asking job-seekers to travel long distances to us. 59 EDUCATION COORDINATION The alignment of the education system with labor market needs is essential for the establishment of a seamless education-to-workforce pipeline. Local WDB's play a crucial role in this process, and several key legislations, including Every Student Succeeds Act (ESSA), the Carl D. Perkins Career and Technical Education Act (Perkins V), and the WIOA, contribute significantly to economic and workforce development. The goal alignment between each of these pieces of legislation reflects a comprehensive approach to integrating academic and employment-focused content for the benefit of students and the broader community. ESSA, for instance, mandates Local Education Agencies to integrate rigorous academic and employment-focused content, specifically targeting in-demand jobs. Furthermore, ESSA provisions allow local areas to align College and Career Readiness expectations with opportunities for students to develop crucial employability skills tailored to meet the needs of business and industries. Educators are also required to support programs that foster both academic and Career Technical Education (CTE) learning, particularly geared towards in- demand jobs. PacMtn WDB, through its WIOA and additional funding streams, supports the public workforce system, this system aims to bridge the gap between labor market needs and education by providing training, education, and support services for both youth and adults seeking quality jobs. WIOA programs contribute significantly to the alignment of education and workforce requirements. WIOA Title II addresses the needs of out-of-school youth and adults lacking in high school diploma or proficiency in English. By funding adult education and literacy activities, Title II aims to empower individuals with the necessary skills to participate meaningfully in the workforce. This aspect of WIOA underscores the importance of addressing diverse educational needs within the broader context of workforce development. A go u A 60 Policy Focus Content Alignment ESSA • K-12, early childhood • Academics, English • Standards in ELA, math • College and career readiness proficiency science, STEM, ELP must align for each student 0 Well-rounded education: to CTE and high education arts, languages, music, standards advance and postsecondary 0 Some programs address coursework and credit,school industry needs climate, health,CTE, STEM technology,career counseling, work-based learning, internships, apprenticeships • Support services, before and after school programs, Pre-K Perkins • Grades 5-12 CTE students • Academics, postsecondary • Academic content must align • Youth out-of-school coursework and credit to ESSA standards • Adults 9 Technical knowledge and 0 Technical and employability • College and career readiness skills,technology skills must align to for each student 0 Employability skills postsecondary standards, • Training,work-based learning, Registered Apprenticeship, internships, apprenticeships, and industry needs career counseling • Support services WIOA Youth in-and out-of-school 0 Basic academics, literacy, 0 Academic content must align • Adults,workers English proficiency to ESSA • College and career readiness Technical knowledge and skills • Technical content must align —and career success—for (CTE) to CTE standards each student • Employability skills, digital • Adult education content literacy must align to postsecondary • Education,training, standards postsecondary coursework • Content must align to industry and credit,work-based needs learning, internships, apprenticeship, career counseling, Perkins programs • Support services ESSA, which provides funding for public education from kindergarten to 12th grade emphasizes the importance of preparing students for success in both college and careers. The act requires that all students be taught challenging academic content standards, ensuring a foundation that aligns with the demands of the labor market. This early focus on academic preparedness is a vital component of the education-to-workforce pipeline. Perkins V plays a pivotal role in funding states and other grantees to enhance secondary and postsecondary Career and Technical Education (CTE) programs. This legislation supports the development of programs of study that equip students with practical skills and knowledge, preparing them for the real world. Remarkably, Perkins V extends its influence on career exploration as early as 5th grade, fostering a proactive approach to career development. In collaboration with the Capital Region STEM Alliance and the Regional Alliance for Youth, and leveraging the Career Connect Washington framework, along with Economic Security for All (EcSA) state investments. PacMtn is committed to advancing stakeholder engagement, our focus is on enhancing understanding, and providing guidance for the development and implementation of the local Perkins V plan. Acknowledging the critical need for seamless coordination between high schools and community colleges, and Registered Apprenticeship, our objective is to invest in fully integrated, non-repetitive programs of study leading to quality jobs in the local region. The business-led Board is dedicated to advocating for increased industry involvement in student's education, achieved through improved access to industry experts and expanded opportunities for work-based learning. 61 CAREER PATHWAYS AND CREDENTIALS The pandemic underscored the vital role of working individuals—those providing care during illnesses and those transporting essential goods—in sustaining our region. Simultaneously, it highlighted the struggles of too many workers to make ends meet, emphasizing the necessity for an improved safety net. Overnight, a significant number of workers faced job losses, jeopardizing basic necessities like food and housing. The disproportionate impact on low- wage workers and workers of color exposes longstanding inequities existing in the labor market before the pandemic. Mass layoffs and substantial industry practice changes have prompted millions of workers to seek training for new careers. As the PacMtn region continues to rebuild local economies, the Board is working to adopt policies ensuring an inclusive recovery, positioning working individuals adjacent to better jobs than pre-pandemic and providing skills training for a promising career path with family sustaining wages. PacMtn is actively working with partners to streamline access for those with low incomes, and those households who are Asset Limited Income Constrained and Employed (ALICE), to train for new careers and measure success not by the initial job but by the career pathway developed over several years. Career pathways, addressing basic needs during training for quality careers that offer economic mobility, involve progressive levels of education, training, support services, and credentials within a specific industry or occupational sector. These pathways empower individuals to earn in-demand credentials, pursue further education, and advance in their careers, supporting skill development and career progression through multiple entry and exit points. Career pathways also assist employers in meeting workforce demands while strengthening states and communities economically. For an inclusive economic recovery, career pathways must deliberately address the needs of workers most affected by COVID-19, as well as those facing structural barriers of discrimination or limited opportunity, particularly low-wage workers and workers of color. Various policy decisions, from unequal K-12 education to contributors to the racial wealth gap, have fueled racial disparities in college attainment and earnings. Effective career pathways programs counter the impact of such policies, ensuring students of color have the necessary resources to thrive in postsecondary education, promoting positive education and employment outcomes for people of color. Career Pathway Partnerships Can Shift the Paradigm PacMtn career pathways programs meet the needs and aspirations of learners by including the following components: • Strong connections to the regional labor market and employer needs— Career pathways are industry responsive and sector based. Training programs are designed to prepare and connect people to quality careers in the region's demand industries and occupational areas that have strong regional labor market demand and offer longer- term career advancement and economic mobility. • A balance between training, work, and family needs— Career pathway programs incorporate a series of specific courses leading to "stackable" credentials, strategically aligned over time to empower workers to advance within the targeted industry. These programs in the region, with a special emphasis on catering to working students, 62 offer multiple entry and exit points, allowing individuals to receive training at a personalized level, pace, and intensity conducive to their career progression and self-sufficiency needs. Comprehensive programs encompass education, training, and range from foundational skills and English language instruction to occupational skills training leading to degrees and Registered Apprenticeship completion. Crucially, the credentials attained by students are portable, recognized not only within the region, but the state, and preferably across the country. • Funds for the full costs of training— Programs are organized to address gaps in tuition and fees, ensuring that students can access essential support services. These services may encompass child care subsidies, assistance with transportation, provision of broadband internet access, coverage for books, fees, tools, supplies, as well as costs associated with certification and licensing exams. • Coaching and navigation assistance to meet the needs and support the success of adult students— Coaching and navigation services guarantee that adult education, part-time, and working adult students receive comprehensive guidance tailored to their goals and needs. Continuous assessment of student requirements, encompassing both academic and non-academic support, enables navigators to link students with career pathways programs, workforce services, and the comprehensive support systems offered within community colleges, human service agencies, and workforce partners. Integrated and personalized coaching, navigation support, and access to support services stand as vital elements in the PacMtn career pathway model. • Connections to resources and community-based organizations— Career pathways systems in PacMtn necessitate partnerships and collaboration. Beyond forming effective alliances with stakeholders in human services, adult education, and workforce development, PacMtn career pathways systems enhance connections with community- based organizations driven by a shared mission. These organizations employ staff who reflect the community and possess profound insights into the needs of adult students and workers. Culturally responsive services and resources that complement the support provided by human services and community colleges, often addressing crucial gaps for students. Our commitment to credentialing reform aligns with the principles outlined in the National Skills Coalition, Building State Career Pathways Systems. By shifting the model to a One- Workforce holistic approach to serving working adults and supporting these pillars is the foundation our region needs to sustain and grow career pathways partnerships that help more students succeed. EMPLOYER ENGAGEMENT The BaSE committee plays a crucial role in enhancing the economic and workforce development in the PacMtn region. Its approach, which is both collaborative and based on data, directly addresses the specific needs of different industry sectors. This leads to a more effective and agile workforce development system. The BaSE committee's work in aligning educational and training initiatives with the demands of regional industries not only supports the growth of local economies but also ensures that the workforce is better prepared and equipped. 63 Facilitating Engagement of a Diverse Range of Employers PacMtn proactively engages with a broad spectrum of employers, by leveraging the Business and Sector Engagement Committee (BaSE), including small businesses and those from in- demand industry sectors and occupations. This will involves tailored outreach efforts, sector- specific forums, and targeted communication strategies to ensure that all employer voices are heard and their needs are addressed. Special attention is given to targeted outreach ensuring that small businesses who represent in-demand sectors and occupations and minority-owned businesses—often lacking the resources of larger companies—receive the support they need to thrive. Our outreach strategy is led with cultural competency and awareness to ensure respect and acknowledgement to the rich heritage and perspectives of Native nations and other minority communities that create such a unique culture in the PacMtn region. Aligning Workforce Development with Local Business Needs and Economic Development Goals The alignment of workforce development initiatives with local business needs and economic development goals is crucial. PacMtn will work closely with local economic development leaders, and other relevant stakeholders to ensure that workforce development strategies support the creation of a supportive business climate and self-sufficient jobs. This alignment will involve regular labor market analysis, employer surveys, and industry trend reviews to ensure that the workforce development efforts are in sync with the evolving business landscape. Coordinating and Integrating Local Workforce Investment Activities and Economic Development Programs PacMtn will coordinate and integrate local workforce investment activities with economic development programs. By partnering with our region's economic development organizations this effort aims to optimize resource use, improve accountability, and foster a cohesive system. Collaborative planning sessions, joint funding initiatives, and shared performance metrics will be key strategies in achieving this integration. Regular inter-agency meetings and collaborative project teams will ensure ongoing alignment and effective resource utilization. Promoting Entrepreneurial Skills Training and Microenterprise Services To encourage entrepreneurship and support microenterprises, PacMtn will invest in local organizations that provide entrepreneurial skills training and microenterprise services. This includes offering and promoting workshops and access to small business resources. Collaborations with local business incubators, colleges, and community organizations will be vital in providing these services. The aim is to foster a culture of entrepreneurship that contributes to economic diversification and job creation. Implementing Comprehensive Employer-Focused Initiatives PacMtn will implement a range of initiatives to meet the diverse needs of employers in the region. These initiatives include incumbent worker training, on-the-job training, customized training programs, industry and sector strategies, career pathways development, and the utilization of effective business intermediaries. These strategies will be designed to improve workforce skills, meet the specific needs of different industry sectors, and facilitate career advancement for workers. The implementation of these initiatives will be guided by regular feedback from employers and continuous evaluation of labor market trends. 64 Healthcare Regional Sector Partnership Phase Timeline Activities Anticipated Measure of Outcomes Progress Phase I: January- Form a task force including Establishment of a committed Number of key Prepare June 2024 healthcare providers,educational team and initial engagement from stakeholders Team institutions,and workforce key healthcare sector stakeholders. involved and development experts. Initiate frequency of Goal: build discussions to identify primary productive initial buy-in& objectives. meetings. support Phase II: July- Conduct a sector analysis to Identification of specific healthcare Completion of Investigate December identify high-demand roles, roles that are in high demand sector analysis, 2024 emerging healthcare trends,and and areas needing workforce identification of Goal: workforce challenges. development. specific workforce determine needs. target industries Phase III: January- Collect data on existing workforce A comprehensive understanding Development of a Inventory& June 2025 skills,training facilities,gaps in of the current healthcare workforce detailed workforce Analyze healthcare education, and barriers and identification of key gaps in skills and training to employment in the healthcare skills and training. gap analysis. Goal: build sector. baseline knowledge of industry Phase IV: July- Organize workshops and A strategic plan outlining key Development Convene December roundtable discussions with initiatives to strengthen the and endorsement 2025 healthcare stakeholders to develop healthcare workforce. of strategic Goal: build a strategic plan for addressing initiatives, industry identified workforce challenges. engagement level partnership, of stakeholders. prioritize activities Phase V.Act January- Launch targeted training Successful implementation of Number of June 2026 programs, partnership initiatives specific programs and initiatives implemented Goal: with healthcare facilities, and outlined in the action plan. programs, implement workforce development projects participation rates ideas as per the strategic plan. of employers and workforce in these programs. Phase VI: July 2026 Regularly review and adapt Continuous development and Sustained Sustain & onwards strategies based on feedback, enhancement of the healthcare and increased Evolve expand stakeholder engagement, sector partnership. engagement from and explore new growth avenues stakeholders, Goal: within the healthcare sector. measurable grow the improvements partnership in workforce outcomes related to healthcare. 65 Specialty Manufacturing & Logistics Regional Sector Partnership Anticipated Measure of Phase Timeline Activities W Outcomes Progress Phase I: January- Assemble a team of key Formation of a dedicated team Number of Prepare June 2024 stakeholders from industry, and initial buy-in from critical stakeholders Team education, and workforce stakeholders. engaged, development. Conduct initial frequency and Goal: build meetings to establish goals and productivity of buy-in& objectives. initial meetings. support Phase II: July- Perform a detailed analysis of the A clear understanding of target Completion Investigate December advanced manufacturing sector industries and their specific of a sector 2024 in the region, identifying key workforce requirements. analysis report, Goal: industries and their workforce identification of determine needs. key industries. target industries Phase III: January- Gather data on current workforce A comprehensive overview of the Creation of a Inventory& June 2025 skills,training resources available, current state of the workforce and detailed workforce Analyze and skill gaps in the advanced training resources in the sector. and training manufacturing sector. resource inventory. Goal: build baseline knowledge of industry Phase IV: July- Host a series of roundtable Development of a strategic action Number of Convene December discussions and workshops with plan for workforce development in strategic initiatives 2025 sector stakeholders to prioritize the sector. identified, Goal: build key activities and strategies. stakeholder industry agreement partnership, on prioritized prioritize activities. activities Phase V:Act January- Begin implementing the strategic Launch of specific programs and Number of June 2026 action plan,focusing on targeted initiatives as outlined in the action programs initiated, Goal: training programs,employer plan. engagement levels implement engagement,and workforce of employers and ideas development initiatives. participants. Phase VI: July 2026- Continuously evaluate and adjust Ongoing development and Sustained Sustain & onwards strategies,expand partnerships, enhancement of the sector and increased Evolve and explore new opportunities for partnership. engagement from growth within the sector. stakeholders, Goal: measurable grow the improvements partnership in workforce outcomes. 66 Information Technology & Telecommunications Regional Sector Partnership Anticipated Measure of Phase Timeline Activities T Outcomes Progress Phase I: January- Assemble a diverse group of Formation of a dedicated team Number and Prepare June 2024 stakeholders from tech companies, and establishment of initial rapport diversity of Team startups, educational institutions, with critical technology sector stakeholders and workforce professionals. stakeholders. engaged, establi Goal: build Conduct initial strategy sessions to Attshment of buy-in& define key goals. clear goals and support objectives. Phase II: July- Perform in-depth analysis of the Clear understanding of the Completion Investigate December local technology sector,focusing high-demand areas and specific of a detailed 2024 on emerging trends, in-demand skill gaps in the local technology sector analysis, Goal: skills,and talent gaps. sector. identification determine of key areas target for workforce industries development. Phase III: January- Gather data on the current skill Comprehensive assessment of the Detailed report Inventory& June 2025 levels, educational and training current state of the tech workforce on workforce Analyze resources,and existing barriers to and identification of key training capabilities and technology sector employment. and skill gaps. resource inventory. Goal: build baseline knowledge of industry Phase IV: July- Host collaborative sessions Strategic action plan outlining key Defined strategic Convene December with tech industry leaders and initiatives for strengthening the initiatives, 2025 educational partners to prioritize technology workforce. stakeholder Goal: build workforce development strategies agreement on industry and initiatives. priorities. partnership, prioritize activities Phase V:Act January- Launch sector-specific training Rollout of programs and initiatives Number of June 2026 programs,foster industry- aimed at closing the skills gap in programs Goal: education partnerships,and the technology sector. initiated, level of implement initiate workforce development engagement from ideas projects as outlined in the plan. tech companies and educational institutions. Phase VI: July 2026 Continuously evaluate and update Ongoing development and Sustained Sustain & onwards strategies, broaden stakeholder adaptation of the sector and increased Evolve engagement,and explore partnership. stakeholder new opportunities within the engagement, Goal: technology sector. measurable grow the improvements partnership in technology workforce outcomes. 67 ONE-STOP SYSTEM The PacMtn One-Workforce delivery system brings together workforce development, educational, and other system partner programs and services in a seamless customer-focused service delivery network that enhances access to the programs' services and improves long-term employment outcomes for individuals receiving assistance. One-Workforce partners provide one or more of the programs, services, and activities linked, physically or technologically, to our comprehensive site, affiliated site or access point that assures customers are provided information on the availability of career services, as well as other program services and activities, regardless of where they initially enter the public workforce system in the local area. System Accountability and Continuous Quality Improvement PacMtn is dedicated to ensuring the continuous improvement of eligible providers of services in the local area. This commitment is aimed at ensuring that these providers effectively meet the employment needs of local employers, workers, and job-seekers. To achieve this, PacMtn will implement a multi-faceted approach. Firstly, we will establish robust performance evaluation systems for service providers. These systems will assess providers based on their ability to meet key performance indicators, such as job placement rates, participant satisfaction, and the relevance of training programs to current labor market demands. Regular evaluations will enable the identification of areas for improvement and the implementation of necessary adjustments. Secondly, we will foster a culture of continuous learning and adaptation among service providers. This involves providing regular training and professional development opportunities for staff, focusing on the latest trends in workforce development and effective service delivery models. By ensuring that staff are well-informed and skilled, we can enhance the overall quality of services offered to job-seekers and employers. Additionally, we will facilitate stronger partnerships between service providers and local employers. This approach intends to align training and education programs with the actual needs of the local labor market. By involving employers in program design and feedback, we can ensure that the skills and competencies taught are directly relevant to current and future employment opportunities in the region. Furthermore, we will encourage innovation and the adoption of best practices among service providers. This will include exploring new technologies and methodologies to improve service delivery, such as digital platforms for job matching and virtual training programs. Finally, we will maintain an open and responsive communication channel with all stakeholders, including service providers, employers, and job-seekers. This will ensure that feedback is regularly received and acted upon, and that services are continually refined to better meet the needs of the local community. Through these strategies, PacMtn aims to build a dynamic and responsive network of service providers that are well-equipped to address the evolving employment needs of the local area, thereby contributing to a robust and thriving local economy. Facilitating Access through Technology One of the most significant benefits of using technology to deliver WorkSource services in rural areas is the increased access to resources it provides. Job-seekers in remote or underserved areas often face significant barriers to accessing career services and training, such as long travel times and limited availability of providers. With the help of technology, however, customers seeking career services and training can now receive assistance in the comfort of their own homes or from one of our 29 library locations in the region, as well as through their mobile locations. Virtual services allow customers to connect with Title III staff remotely, either through video conferencing or over the phone. This not only saves customers time and money on travel expenses but also allows WorkSource staff to see more customers. Another strategy the PacMtn region is planning in the future is the use of Career Resource Kiosks: These self-service career stations can provide access to job search tools, labor market information, information-only services and activities as well as access to virtual services from a WorkSource staff member. The PacMtn region is also exploring, per TEGL 9-22, using WIOA funds to pay for devices and broadband internet service that will allow a participant to create or maintain a wireless connection for distance learning, search for jobs, and engage in other employment and training services where such services are already allowable. Overall, technology offers an array of tools and solutions to improve access to WorkSource services in underserved communities. By leveraging these technologies, we can help ensure that everyone in our region has access to the services they need to prepare for and obtain unsubsidized employment. However, while technology and expanded access sites make WorkSource services more accessible, job-seekers will only utilize these resources if they know about them and trust they will help them achieve their employment goals. Hence the need to combine accessible resources with aggressive marketing and brand awareness. Why does Unemployment Insurance Exist? Washington State provides a service as a safety net for workers and employers in support of local and state economy. Unemployment insurance (UI) payments (benefits) are intended to provide temporary financial assistance to unemployed workers who are unemployed through no fault of their own. To understand the link between the one-stop delivery system and the UI program, we first must understand the definition of "suitable work" and what is meant by "as quickly as possible." According to the Revised Code of Washington 50.20.100: Suitable work for an individual is employment in an occupation in keeping with the individual's prior work experience, education, or training and if the individual has no prior work experience, special education, or training for employment available in the general area, then employment which the individual would have the physical and mental ability to perform. In determining whether work is suitable for an individual, the Commissioner of the Washington State Employment Security Department shall also consider the degree of risk to the health of those residing with the individual during a public health emergency, the individual's physical fitness, the individual's length of unemployment prospects for securing local work in the individual's customary occupation, the distance of the available work from the individual's residence, and such other factors as the Commissioner may deem pertinent, including state and national emergencies. Per the Employment Security Department website answer to "What are unemployment benefits" the following helps us further understand what "as quickly as possible" means: 69 Unemployment benefits provide you with temporary income when you lose your job through no fault of your own. The money partly replaces your lost earnings and helps you pay expenses while looking for new work. The benefits from taxes your former employer(s) paid are not based on financial need. While you receive benefits, your job is to get back to work as quickly as possible. Many of the customers the one-stop delivery system encounters come into the system through the UI Reemployment Services and Eligibility Assessment (RESEA) program. The RESEA program has four purposes: 1 . Reduce UI duration through improved employment outcomes; 2. Strengthen UI program integrity; 3. Promote alignment with the vision of the Workforce Innovation and Opportunity Act (WIOA); and 4. Establish RESEA as an entry point to other workforce system partners. Linking UI, RESEA, and the one-stop delivery system can present some challenges when the goals of the one-stop system and UI do not always align. In the PacMtn region we take seriously the goal of helping UI recipients return to work quickly in order to reduce UI duration through improved employment outcomes. The one-stop system adheres closely to CFR 680.210 Who may receive training services? Under WIOA sec. 134(c)(3)(A) training services may be made available to employed and unemployed adults and dislocated workers who: (a) A one-stop center or one-stop partner determines, after an interview, evaluation, or assessment, and career planning, are: (1) Unlikely or unable to obtain or retain employment that leads to economic self- sufficiency or wages comparable to or higher than wages from previous employment through career services; (2) In need of training services to obtain or retain employment leading to economic self-sufficiency or wages comparable to or higher than wages from previous employment; and (3) Have the skills and qualifications to participate successfully in training services; (b) Select a program of training services that is directly linked to the employment opportunities in the local area or the planning region, or in another area to which the individuals are willing to commute or relocate; Training, while necessary for some UI recipients, usually prolongs an individual's duration on UI. It is a requirement in PacMtn for all UI recipients to apply for ESD's Training Benefits Program and/or Commissioner Approved Training before providing WIOA training support funds. This ensures only those individuals in need of training services will receive training assistance. Training is not an entitlement service under WIOA. Approval for training is generally given to those individuals who do not have marketable job skills and are determined to be in need of training in order to be competitive in the job market. 70 Additionally, we only present information on additional workforce programs once it has been determined a UI recipient is unlikely or unable to obtain unsubsidized employment with wages comparable to or higher than wages from previous employment through career services. There is no official timeframe for participating in WIOA so, depending on the program, some programs may extend pre-employment services beyond a reasonable timeframe for UI recipients. In some cases, non-UI recipients might be encouraged to enroll in additional programs to further develop their pre-vocational skills or receive extensive individualized career services allowing the individual to take their time re-entering the workforce. Suitable work sometimes takes on a different definition for non-UI customers. This is not an option with UI recipients due to the need to help them return to suitable work as quickly as possible. For UI recipients determined to be in need of training or more intensive career services, the one-stop system will provide those resources and access to appropriate programs and trainings necessary for a UI recipient to successfully re-enter the workforce. Accessibility Ensuring universal access to workforce development services has been a bedrock principle in PacMtn's planning process. Every resident needs universal, barrier-free access to our state's workforce system. Technology is a powerful tool that can reduce obstacles to access. However, it's clear that technology will not solve all accessibility issues. Tailored approaches to different populations are required. PacMtn and one-top partners meet on a quarterly basis to review issues related to accessibility and addressing the needs of individuals with disabilities. Based on customer interactions and feedback each quarter, we determine if additional training is necessary or improvements to facilities, programs and services, technology or materials need to be made. In compliance with Section 188 of the Workforce Innovation and Opportunity Act (WIOA) and its regulations at 29 (CFR) Part 38, the Washington State Non-Discrimination Plan (NDP), WA State Equal Opportunity and Nondiscrimination Policy 5402 Rev. 3, the PacMtn EO Officer and EO Officers Assistant conduct annual monitoring reviews of each WorkSource Comprehensive Center and WorkSource Affiliate Site. • The PacMtn EO Officer and EO Assistant conducted annual Monitoring Walkthrough Reviews for the PacMtn WDA WS Service locations in all 5-counties. • To support the review, ADA survey instruments are utilized during the review process. The PacMtn EO Officer and EO Assistant work closely with the applicable WS System Administrators, Managers, Staff, Facility Maintenance Team and others as needed to ensure any deficiencies identified are corrected in a timely manner. Recently, the State EO Officer conducted an EO Monitoring Review of PacMtn. There were no issues identified and the following statement was made in a follow-up letter: "My team and I continue to be impressed with the work Pacific Mountain Workforce Development is doing under your leadership to ensure equal access to WorkSource services for all the populations in your area, and your level of compliance with equal opportunity provisions of WIOA." Reasonable Accommodations The PacMtn WorkSource System Leadership, direct and partnering staff, EO Officer and all connected in service, strives consistently and continually do amazing work ensuring equal access. Some examples of this work that expanded during the pandemic; all partners came together to quickly adapt to pandemic related changes by providing virtual services and are continuing to provide vital support and services to customers both in-person and virtually. The PacMtn WS System has a foundational commitment to, and investment in, equity, diversity and inclusion. WorkSource System Leadership staff and partners work in collaboration with the local EO Officer to ensure equal access for all customers or individuals with a disability at each WorkSource facility. This work includes ensuring ADA compliant access facilities and services for all other customers. • ADA Accessible Parking o Adequate number of spaces, signage, clear pathways, etc. • ADA Accessible Entrances o Routes, signage, door opening pressures and closing times, non-obstructive, etc. • ADA Accessibility to Goods and Services / Communication o All the above and providing accommodations with modifications to communication practices and information access and delivery, overall access and service accommodations, service referrals and partnerships, etc. o This includes providing access to and utilizing any Assistive Technology (AT) available in the WS System service locations, providing accommodations by obtaining the necessary AT from partner service providers, engaging with the customer to support their use of personal AT devises o Contracting with third party vendors to provide interpretation and translation services as requested or appropriate for all levels of service delivery, to include Individuals who are deaf or hearing impaired, are blind or have visual impairments, etc., and individuals who are Limited English Proficient, (LEP) o Ensuring critical information is available and if not, will be provided as accommodation in the applicable format for need identified. o This includes having critical information readily available in multiple language format, most common in the PacMtn WS System, Spanish and Vietnamese. See PacMtn Website EO page for examples o Since COVID1-19, adapting to delivering services virtually, developing and using services such as JotForm and other forms of electronic tools, processes and procedures to support a customer's application and the registration needs for WS System services and programs 72 • ADA Accessibility Toilet Rooms o Ensuring that all routes are non-obstructive, signage, door opening pressures and closing times, for all WS System service locations are ADA compliant. Ensuring the toilet doors requires less than 5 lbs. maximum force to push or pull open and do not close in less than 5 minutes o Ensuring the doors are equipped with the appropriate hardware allowing operation with one hand and does not require tight grasping, pinching or twisting of the wrist All staff attend annual and as needed training to support addressing the needs of individuals with disabilities. Align the roles and resource contributions of the one-stop partners The PacMtn region has adopted the One-Workforce delivery system model which requires each system partner to seamlessly integrate interdependent services from various internal and external service providers into end-to-end services to improve outcomes for all workforce development participants. This ambitious goal requires all core and required partners in the PacMtn region to explore opportunities to align service delivery, braid funding and leverage resources to standardized operational procedures, function in defined roles and responsibilities, as well as optimize processes unrecognizable to our shared customers. All participating program partners are committed to the goals outlined in the PacMtn Memorandum of Understanding and agree to monitor their implementation bi-annually and meet periodically to assess where additionally coordination among partners is needed to accomplish our shared goals. Integration success depends upon a system where partners add value and support existing programs and services with additional resources without duplication and unnecessary administrative burden. Overall, the system's goal is to ensure that every customer has the education, employability skills, work experience, and credentials needed to move into sustained employment and economic self-sufficiency, and receives the wraparound services needed to pursue his or her career pathway. Three alignment goals the PacMtn system has committed itself to be: • Increase staff with system-navigator competencies within the workforce system. • Developing an intake process that eliminates redundant assessments and streamlines customer experience. • Increasing the number of participants, including those with barriers, who have defined career pathways and have gained portable skills, received industry recognized credentials, and/or earned college credits. Three important examples to accomplish alignment amongst partners in the PacMtn region a re: • Utilization of previous assessments; • Creating a shared intake process for all eligible individuals; and • Data sharing 73 TEGL 9-22 clarifies the importance of using previous assessments to create a more seamless enrollment process, TEGL 21-16 states that: "local programs may use previous basic skills assessment results if such previous assessments have been conducted within the past six months." While this continues to be true, state and/or local programs may use previous assessments older than six months if they deem appropriate and if there is a state/local policy in place that allows the use of such assessments. It is important that assessments do not serve as a deterrent to program enrollment. The Workforce Innovation and Opportunity Act (WIOA) strengthens and reinforces the partnerships and strategies necessary for One-Stop systems to provide high-quality career services to job-seekers and to develop enhanced alignment across partner programs. Characteristics of a high-quality center include the development of a common intake across partner programs to encourage system alignment, reduce individual burden and ensure customers greater access to programs based on their need. Historically, the PacMtn region has operated as a group of fragmented partner services functioning in silos and duplicating services without leveraging one another's strengths and supporting each other's services in need of improvement. The common intake creates shared customers where all partners become equally invested in shared outcomes. When system partners share customers, data sharing and investment in common metrics naturally follows. While this level of integration has not yet been achieved, the PacMtn local board and system partners are committed to a future cross-system measurement of education and workforce outcomes. The Partner Coordination (PC) Team and the one-stop operator are instrumental in this process as service integrators responsible for the day-to-day coordination of service providers. The PC Team and operator report through the one-stop committee who reports to the PacMtn local board. TITLE I ACTIVITIES PacMtn Title Lb. investments serve a diverse range of individuals, including adults, dislocated workers, and youth. PacMtn invests in training and employment related activities that align with the region's in-demand sectors and occupations as outlined in the regional analysis section. Title Lb. services are accessible through the region's WorkSource network of One- Stop Centers as demonstrated in Appendix C found on page 92. For adults, there is a robust infrastructure of job training programs that encompasses vocational training, skills development, and industry-specific certifications. Additionally, career coaching services and job navigation assistance are readily accessible. Enabling adults to make informed decisions about their career paths and find self-sufficient employment. Continuing education opportunities and apprenticeship programs further contribute to the comprehensive adult workforce development landscape in the PacMtn region. Dislocated workers facing layoffs or business closures benefit from responsive and effective rapid response services. Retraining programs are available to equip them with new skills, facilitating a smoother transition into emerging industries. Entrepreneural support services are also in place, empowering dislocated workers with the resources needed to explore entrepreneurship as a viable option. PacMtn recognizes that job-seekers need tailored career coaching assistance to guide them through the process of understanding and choosing an in- demand career pathway. Investment activities to serve youth and young adults in the PacMtn region is emphasized by programs that provide hands-on experience and skill development. Summer job programs and internship opportunities offer valuable work experience, while educational support services, including tutoring and mentoring, support youth and young adults explore career pathways that provide the agency that provides a structure that allows them to move along their skill development, credential attainment, as well as to self-sufficient employment. Workplace excellence skill development activities are integrated to enhance overall employability, and apprenticeships and on-the-job training programs are tailored specifically for youth, offering pathways to skilled professions. Ensuring inclusivity, PacMtn has a particular emphasis on creating and sustaining workforce investment activities for youth with disabilities. Inclusive programs cater to their diverse needs, and assistive technology services are readily available to support their training and employment activities. Successful models of customized employment programs have been implemented, tailoring job responsibilities to the abilities and preferences of youth with disabilities. Investments with disability service providers further enhance the accessibility of workforce programs, creating an environment that fosters equal opportunities for skill development and employment. This approach to workforce investment reflects the commitment of the CLEO and LWDB to address the diverse needs of its residents and promote a thriving and inclusive workforce. RAPID RESPONSE PacMtn with state partners implement rapid response activities to assist employers and impacted workers as quickly as possible following the announcement of a permanent closure, mass layoff, or natural or other disaster resulting in a mass job location. The following approach ensures that services are immediate, effective, and impactful. 1 . Early Identification and Engagement • Proactively identify businesses at risk of layoffs, closures, or downsizing through close monitoring of local economic trends and regular communication with employers. • Engage with employers and employee representatives early to understand their needs and challenges, offering assistance before layoffs occur. 2. Collaboration with State Rapid Response Teams • Establish strong connections with state rapid response teams to ensure a coordinated approach. • Participate in joint planning and strategy sessions with state teams to align resources and responses effectively. 3. Comprehensive Service Provision • Offer a range of services under Rapid Response, including layoff aversion strategies, outplacement services, and support during economic transitions. • Provide workers with reemployment services, training opportunities, career counseling, job search assistance, and information on unemployment insurance. 75 4. Access to Rapid Response Services • Ensure access to rapid response services within the local workforce development system, including physical and programmatic resources. • Coordinate activities triggered by notices of planned closures or layoffs, such as WARN notices, and respond proactively to mass job dislocations. 5. Conducting Fact-Finding and Informational Meetings • Organize and lead informational meetings for affected employees and employers, providing presentations and resources on available support. • Rapid response teams should be responsible for gathering necessary partners to present information on the workforce system, unemployment compensation, and social service support systems. 6. Community and Employer Outreach • Implement outreach strategies to inform the community and employers about the availability and benefits of rapid response services. • Foster relationships with local economic development organizations, chambers of commerce, and other relevant stakeholders to support rapid response activities. 7. Cross-Training and Integration of Services • Cross-train staff across different workforce programs to provide seamless service delivery and ensure they are knowledgeable about rapid response services. • Integrate rapid response services with other workforce development activities, such as job fairs, training programs, and employer services. 8. Continuous Improvement and Feedback Loops • Regularly assess and improve rapid response strategies based on feedback from employers, workers, and community stakeholders. • Monitor the effectiveness of rapid response interventions and adjust strategies as needed to respond to changing economic conditions and workforce needs. 9. Data Sharing and Communication • Facilitate data sharing and communication among local and state partners to track the impact of rapid response activities and identify emerging trends. • Use labor market and economic data to guide rapid response strategies and tailor services to meet the specific needs of the local and regional economy. 10. Leveraging Resources and Partnerships • Leverage resources and partnerships with local and state agencies, non-profits, educational institutions, and other stakeholders to enhance the impact of rapid response activities. • Collaborate with these partners to provide comprehensive support to businesses and workers affected by economic changes. 76 By following these steps, PacMtn effectively coordinates with local and statewide rapid response activities, ensuring that workers and employers receive timely and comprehensive support during times of economic transition. SUPPORTIVE SERVICES For a description of how PacMtn will coordinate workforce policy and advocacy as well as how we will braid, weave, and leverage supportive services, see Section II, page 43 and 45, which outlines Regional Service Strategies and our regional Cooperative Agreement-- PacMtn's One Workforce System Memorandum of Understanding. WAGNER-PEYSER COORDINATION The underlying principle of the one-stop system (WorkSource system) is coordination of programs, services and governance structures so job-seekers have relatively seamless access to a system of federally funded workforce investment services. WIOA provides five categories of services: basic career services, individualized career services, training services, supportive services, and follow-up services. The intent of WIOA is to allow flexibility based on each individual customer's assessed needs. Alignment of Wagner-Peyser and WIOA Title 1-113 Services Self-service and informational services are those basic career services that are readily available and accessible to the general public, these services are best provided by the Wagner Peyser program. They are designed to inform and educate individuals about the labor market, their employment strengths and weaknesses, the range of services appropriate to their situation, and to provide instructions on how to use one-stop resources. These services do not require significant staff engagement or an assessment of the individual's skills, education, or career objectives. Basic career services may be informational (self-services and facilitated self-services), but it is important for staff to understand the point at which a basic career service requires more significant staff involvement. This determination can be based on assessment results of the participant's inability to obtain employment through self-service alone. Significant staff involvement does not necessitate a referral to Title I-B services. To ensure seamless service delivery in the WorkSource system to minimize referrals and to ensure leveraging of resources between programs, the Wagner Peyser program must determine if an individual is unable to obtain employment through self-service, facilitated self- services, and Wagner Peyser participant career services before making a referral to Title I-B or any other partner or service provider. Significant Staff-Assisted Services (Participation-level Services) When Wagner Peyser staff assesses that an individual may be unable to enter into unsubsidized employment they will provide a significant staff-assisted service. A significant staff-assisted service is any assistance provided by staff beyond the informational services (i.e., readily available information) described above, regardless of the length of time involved in providing such assistance). Significant staff involvement includes staff assessment of an individual's skills, education, or career objectives to assist with any of the following: 77 • Determination of appropriate next steps in the search for employment, training, and related services, including job referral; • Assessment of personal barriers to employment; or • Access to other services necessary to enhance employability and individual employment-related needs. Often the appropriate next step for customers experiencing personal barriers to employment is a referral to a community organization or service provider best equipped to mitigate indirect barriers to employment. Understanding the difference between indirect and direct barriers to employment is critical before deciding where to refer a customer who needs assistance beyond self-service and information-only services and activities. The following definitions are as follows: Indirect Barriers to Employment: The typical circumstances of those with indirect barriers to employment include: lower levels of educational attainment; literacy and numeracy challenges; English language difficulties; complicated life circumstances, such as inadequate housing, food insecurity, poor physical health, mental health or addiction challenges, domestic difficulties. These barriers usually need to be identified and addressed before one can successfully transition into unsubsidized employment. These barriers are beyond the scope and capacity of Wagner Peyser and Title 1-13 career services. Direct Barriers to Employment: Direct barriers to employment can broadly be divided into two categories: job-matching (connecting an individual to a job) through resume and cover letter assistance, labor market information and job search assistance, and human capital or talent development (making certain an individual has the necessary skills for a job). Pre-vocational soft skills such as development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, and professional conduct services are important skills for job success, most of these skills can be learned through basic career service workshops and do not require Title 1-13 resources. The most significant barrier for many customers is the lack of marketable credentials or training to demonstrate to employers they have the skill set necessary to successfully obtain and grow in a high-quality job that will lead to economic self-sufficiency. The following table provides an example of some of the referral options for customers experiencing indirect and direct barriers to employment. Indirect Barriers to Direct Barriers to Employment Direct Barriers to Employment Training/Pre- Employment • Community • Strategies for Success Workshop, Pre- • Eligible Training Partner Exploration CarePort HUB Vocational Job Readiness Skills(not 0 Community College Approved Program • Other Social enrolled in training) 0 Integrated Education and Training Service Agencies • Resume/Cover Letter • WIOA Funded Training • Access to Labor Market Information 0 Employability Certificate(completed • Job Search Assistance concurrently with training) • Information about training options Work Experiences • On-the-Job Training Indirect Barriers to Employment - Life Stabilization Services Rather than attempt to establish numerous relationships with local social service agencies, it is more efficient to use the Community CarePort HUB. A description of their services is below: Physical health, behavioral health, and social support systems historically do not coordinate their services well. Community CarePort (CHOICE Regional Health- Accountable Community of Health's Pathways HUB) provides "Care Traffic Control" to break down silos, coordinate care, and improve health. Our Care Coordinators work individually with clients to identify risk factors from all aspects of a client's life. The Community CarePort HUB is responsible for connecting customers to the best service provider equipped to assist customers in need of basic support. Part of this service includes customers being assigned to a community healthcare case manager who will be responsible for assisting the customer become more stable before pursuing full-time, unsubsidized employment. In other cases, individual WorkSource sites may have relationships with other local service providers that will accept direct referrals. This option is best used when a customer may not meet the eligibility requirements for the Community CarePort HUB. Note, the Wagner Peyser program is the partner most likely to serve customers facing indirect barriers to employment and should be responsible for establishing appropriate referral procedures and relationships with community-based organizations. By practicing the "no wrong-door approach," with appropriate warm hand-off referrals, WorkSource provides a people-centered solution that provides a universal gateway to service providers and community programs best equipped to address customers facing indirect barriers to employment. Direct Barrier to Employment - Pre-Vocational Soft Skills (not enrolled in Training) For customers closer to employment and stable enough to pursue additional skills and knowledge, we need to determine if these customers want/need formal training. According to CFR 680.210, training services may be made available to employed and unemployed adults and dislocated workers who: (a) A one-stop center or one-stop partner determines, after an interview, evaluation, or assessment, and career planning, are: (1) Unlikely or unable to obtain or retain employment that leads to economic self- sufficiency or wages comparable to or higher than wages from previous employment through career services; (2) In need of training services to obtain or retain employment leading to economic self-sufficiency or wages comparable to or higher than wages from previous employment; and (3) Have the skills and qualifications to participate successfully in training services (b) Select a program of training services that is directly linked to the employment opportunities in the local area or the planning region, or in another area to which the individuals are willing to commute or relocate; 79 (c) Are unable to obtain grant assistance from other sources to pay the costs of such training, including such sources as State-funded training funds, Trade Adjustment Assistance (TAA), and Federal Pell Grants established under title IV of the Higher Education Act of 1965, or require WIOA assistance in addition to other sources of grant assistance, including Federal Pell Grants (provisions relating to fund coordination are found at § 680.230 and WIOA sec. 134(c)(3)(B)); and (d) If training services are provided through the adult funding stream, are determined eligible in accordance with the State and local priority system in effect for adults under WIOA sec. 134(c)(3)(E) and § 680.600. Customers expect to participate in the decisions involving what services are provided and how they are provided. In many cases, customers may not be in need, ready or willing to enroll in vocational training. For customers not in need or interested in formal training, but in need of additional knowledge and skills, we need to provide adequate options to meet their direct employment needs. The government is increasingly required to do more with less, and so must find ways to deliver its products and services more efficiently. To continue to meet customer needs for labor exchange services in a period of diminishing resources, States operating Employment Security, One-Stop, and Workforce Development programs have devised a variety of approaches and service delivery models which are significantly different from the traditional model of an "Unemployment" office that provided one-on-one staff- intensive interviews and individualized assistance to job-seekers in finding jobs. This model, as the sole means delivery of labor exchange, is now largely extinct. Staff-Assisted Service Traditionally, the staff-assisted strategy ranges from intensive one-on-one services where a staff person is assigned to a job-seeker as a case manager, to those where a customer interacts with service staff in a group setting. The services most frequently delivered in this manner are assessment, intensive job search assistance, employment plan development, case management, counseling, and vocational guidance. The expected output is a job referral, and the expected outcome is entry to employment. In the past, almost all staff-assisted services were expected to be provided by Title I-B programs. This approach resulted in many unnecessary referrals and duplication of services. The following table outlines which partner program is responsible for each staff-assisted service: 80 Staff-Assisted Service Performed by WP or Title 1-13 Initial Intensive Job Employment Case Counseling Vocational Assessment Search Plan Development Management Guidance Wagner Peyser Wagner Peyser Customer Not applicable Not applicable Wagner Peyser— (CFR 678.430(3) (CFR 678.430(4) participates in their to WP or Title 1-13 to WP or Title 1-13 this includes labor Title 1-13 provides own plan and may services.WP and services.WP and market information this service after complete a plan Title 1-13 provide Title 1-13 provide and the provision a participant on their own or career services. career services. of information completes with self-service (No CFR reference) Counseling is on in-demand training (CFR resources or with Case management a social service occupations and 678.430(8) facilitated self-help. is a social service best delivered training provider best delivered by social/human options. (CFR Title 1-13 staff, by social/human service providers 678.430(4)(A)(6)(7) as appropriate. service providers. CFR 678.430(4) Conducted as part does include of enrollment in Individual training. Counseling as a career service Comprehensive/ option; however, specialized this is only assessments often applicable to staff are conducted by with a counseling a training provider credential or by Title 1-13 qualified to staff to assist with provide this employment plan service. development. Group services, such as workshops on resume writing, interviewing techniques, pre-vocational soft skills, and use of labor market information are also often classified as staff-assisted services, although they can be provided on a one-to-many service basis. Group services are more efficient than one-on-one services and have the added benefit of discussing information with others. Several studies, such as How learning works: 7 research-based principles for smart teaching by Ambrose et. al (2010), show group learning is often more effective than one-on- one teaching by an individual staff member. Coordination and Referrals Maximizing coordination, improving service delivery, and avoiding duplication of services provided under the Wagner-Peyser Act and other service providers in the one-stop delivery system requires working as one system rather than operating in programmatic silos. Working as a system recognizes each partner program has its own role and responsibilities. To avoid duplication and maximize coordination we need to be clear about how programs should interact with one another. Together, all system partners interacting as interdependent parts comprise the whole of One Workforce. When our programs interact in an organized fashion through shared processes, policies and information we are more likely to achieve our overall system goals and objectives. A system of partners depends upon all partners agreeing upon their respective roles in the system. Historically, too many partners have operated independently from the system (e.g., Title II, Perkins, Title IV, Title V) and others have provided so many duplicative services the programs became indistinguishable from one another (e.g., WP and Title I-B or Business Services and Business Solutions). The following tables define partner roles and responsibilities of each core program: Title III WP Title 11 AEFLA Title 11 Perkins Title I-B Business Services Basic Education CareerNocational Training Support(ITA) Basic Career Integrated Education and Training Guided/Career Pathways Job Placement with High Services (I ET) Road Employers Labor Exchange Guided/Career Pathways Follow-up Services Support Services— including LMI and job match Provision of referrals to and coordination of activities with other programs and services Vet Programs UI - RESEA TAN F Title IV Title V Business Solutions Basic Career Services Basic Career Services Recruit High Road Employers *Need help creating trainings *Need help creating trainings Hiring Events/Job Placement *Need help connecting to *Need help connecting to employers(OJT, Follow-Up employers(OJT,WEX) WEX) TITLE II COORDINATION The PacMtn Adult Basic Education and Literacy (ABEL) committee plays a crucial role in coordinating local workforce investment activities. Tasked with convening and leading regional Title II service providers, ABEL facilitates understanding of common performance outcomes and recommends investments in activities aligned with these outcomes. The committee focuses on supporting programs that offer equitable high-quality skills training, economic support, and pathways to quality jobs. In line with the recognition of the significance of digital skills in today's workforce, the committee will begin addressing the digital skill divide by advocating for policy reforms and better funding to reflect the new digital reality. Additionally, ABEL emphasizes the need to address inequities in foundational literacy, numeracy, and English language skills, especially for workers of color, low-income individuals, and rural residents. The committee will advocate for changes in policy to better resource Title II programs, including a focus on digital skill building, and support Integrated Education and Training (IET) models that teach essential skills in the context of specific occupations. ABEL's efforts align with the broader goals of creating an inclusive economy and enhancing career services to meet the needs of diverse communities. The ABEL committee conducts comprehensive reviews of local Title II service provider applications. The committee prioritizes common performance outcomes, alignment with the overarching goal of supporting impactful initiatives contributing to common performance and system outcomes. During the review, the ABEL committee will assess the quality and relevance of proposed programs, emphasizing equitable access to high quality training. The committee will ensure that applications address equity by focusing on priority populations. Furthermore, the ABEL committee will emphasize innovation and accountability among providers, creating space for collaborative problem-solving and continuous improvement. The review process will prioritize initiatives that strengthen the delivery of equity-advancing career services, aligning with the commitment to fostering an inclusive economy. COOPERATIVE AGREEMENTS For a description of PacMtn cooperative agreements see Section II, page 45 and the link to the MOU can be found in Appendix B on page 91 . PROCUREMENT PacMtn Policy #3060, Revision 3, delineates the requisites and protocols governing procurement under WIOA. Aligned with federal and state regulations and PacMtn procedures, this policy holds paramount importance in upholding transparency, accountability, and adherence to federal guidelines when acquiring goods and services related to workforce development WIOA-funded programs. The policy outlines procurement methods and procedures, encompassing competitive bidding, sole source procurement, and small purchase procedures, with explicit explanations of the circumstances under which each method is deemed appropriate. Additionally, the policy stipulates the allowable cost under WIOA- funded programs, offering guidelines on assessing cost reasonableness, allocability, and compliance with federal cost principles. Addressing competitive procurement processes, the policy details requirements such as bid or proposal solicitation, evaluation criteria, and the selection of contractors or vendors. Robust provisions are made to manage conflicts of interest and biases, ensuring fairness and transparency. The importance of meticulous documentation is emphasized, clarifying the significance of maintaining comprehensive records related to procurement actions, encompassing bid documents, contracts, invoices, and correspondence. To ensure accountability, the policy outlines the monitoring and auditing of procurement activities to ensure compliance, along with the consequences of non-compliance with procurement procedures. Recognizing the significance of training and awareness, the policy highlights the necessity of providing guidance to staff, contractors and relevant stakeholders regarding procurement policies and procedures. For ongoing relevance, the policy underscores its periodic review and updates to align with evolving federal regulations and organizational needs. 83 TRAINING SERVICES WIOA Title I training is provided through a variety of contract mechanisms, or it may be funded through an individual training account (ITA) that is used to purchase training from an ETP. As long as training services are chosen in a manner that achieves the goals outlined in TEGL 8-19, select training services may also be provided using a contract between the provider and the PacMtn local board. Continuous improvement of eligible providers will be monitored in accordance with TEGL 8-19 Attachment 11. The PacMtn region will: • Establish an application procedure for training providers to maintain their eligibility and the eligibility of their programs; • Establish a procedure that ensures that all providers are subject to review and renewal of their eligibility within a year of their initial eligibility determination and at least every two years thereafter, which can establish minimum standards; • Take into account whether the provider accurately and timely submitted all the information required for completion of eligible training provider performance reports (WIOA section 116(d)(4)) and all the information required for initial and continued eligibility. • Training providers will be required to submit appropriate, accurate, and timely information for participants receiving training under WIOA title 1. That information must include: o The percentage of program participants who are in unsubsidized employment during the second quarter after exit from the program; o The percentage of program participants who are in unsubsidized employment during the fourth quarter after exit from the program; o The median earnings of program participants who are in unsubsidized employment during the second quarter after exit from the program; o The percentage of program participants who obtain a recognized postsecondary credential, or a secondary school diploma or its recognized equivalent during participation in or within 1 year after exit from the program; o Information on recognized postsecondary credentials received by program participants; o Information on cost of attendance, including costs of tuition and fees, for program participants; and o Information on the program completion rate for such participants. • The PacMtn local board reserves the right to provide technical assistance, if necessary, to providers who do not meet minimum performance levels. • The PacMtn local board will annually review information provided by eligible training providers and make recommendations to the governor as to whether or not an eligible training provider has met the requirements for continued eligibility. • The PacMtn local board will establish an appeals procedure for providers of training to 84 appeal a decision to recommend termination of eligibility. The procedure will include an opportunity for a hearing and explain the appeals process for denial or termination of eligibility of a provider of training services. MANAGEMENT INFORMATION SYSTEM In partnership with the Washington Workforce Association and Washington State WIOA administrators, PacMtn continues to partner to streamline workforce development services by implementing information technology solutions that are needed for customer information management. The following are common features and practices in the PacMtn region: • Online Portals: Customers can access information, submit applications, and manage their information remotely. These portals include features for uploading documents, checking applications, and receiving notifications. • Integrated Databases: To facilitate collaboration among one-stop partners, multiple databases are used. These databases allow sharing of information across different programs and agencies, ensuring baseline information of a participant's situation. • Automation of Processes: Current technology enables limited automation of routine tasks, such as data entry and processing. The partners are working on solutions that will reduce the administrative burden, minimize errors, and allow staff to focus on more complex aspects of talent recruitment and navigation. • Data Analytics: Implementation of data analytics tools that help in extracting meaningful insights from the vast amount of information collected. This aids in decision making, program evaluation, and identifying trends to improve service delivery. • Interoperability Standards: PacMtn is committed to policy reform that allows for federal and state investments that ensure compatibility between different systems used by One- Stop partners, the establishment of interoperability standards is crucial. This promotes seamless data exchange and avoids information silos. • Training and Support: Adequate training for staff is provided. This includes training on system usage, data security, and privacy protocols. Ongoing support ensures that staff can effectively utilize the technology. • User-Centric Design: PacMtn advocates for systems that are designed with the end-users in mind, considering the needs of both staff and program participants. A user-friendly interface improves accessibility and encourages engagement. • Security and Privacy Measures: Given the sensitive nature of the information handles in workforce development programs, robust security and privacy measures are in place to protect participant data. PacMtn supports statewide strategies for information technology solutions. Depending on resources, priorities, and statewide requirements, quality improvement to management information systems is a challenging and lengthy process. 85 EQUITY The local plan is designed to cultivate an inclusive, equitable, diverse, and resilient workforce and economy, aligning seamlessly with the overarching vision and strategic priorities of the state. By envisioning a workforce system that prioritizes equity and inclusivity, the plan seeks to create an environment where every individual, regardless of background or circumstance, can thrive. The plan places particular emphasis on meeting the needs of both the workforce and businesses that are most in need, fostering a symbiotic relationship that propels sustainable economic growth. Through targeted interventions and strategic initiatives, the local plan endeavors to dismantle barriers to access, promote diversity, and fortify the community's resilience in the face of economic challenges. This comprehensive approach reflects a commitment to not only meet the state's vision but also to go beyond, actively shaping a workforce ecosystem that serves as a model for equity, inclusion, and economic vitality. BOARD COMPOSITION For a description of the board and board functions see High-Performing Board Objectives, on page 52. For a full board roster, see Appendix A, page 91 . - l PERFORMANCE ACCOUNTABILITY Annually, PacMtn conducts a Strategic Planning Session for the Board to plan activities for the upcoming year. The session involves reviewing past successes, assessing performance against national and state standards, and achieving contractual goals for Adult, Dislocated Worker, and Youth programs. This assessment helps determine necessary changes for next year's programming. Additionally, several key indicators are used to inform strategy and gauge success: 1 . Retention rates and median wages are indicators of Quality Job employers and High Road employers. 2. Credential attainment rates and measurable skill gains reflect education completion and marketable skills for employers. 3. PacMtn measures business engagement by focusing on increased businesses using WorkSource services. 4. PacMtn partners identified additional indicators to measure collaborative success amongst all WorkSource partners. • Increased Number of Businesses using WorkSource • Increased Number of Job-seekers using WorkSource • Increased Number of Job-seekers using WorkSource who find good jobs • Increased Number of WorkSource Job Orders filled Oversight and Measurement of Service Providers and One Stop System PacMtn conducts a comprehensive quarterly analysis of dashboard data, assessing the efficacy of WIOA Title IB and other contractual obligations to uphold performance standards. We provide continuous technical support across various departments, aiding our contractors in surpassing predefined outcomes and objectives. We acknowledge and celebrate our contractors meeting and exceeding their targets and goals. In instances where targets are not met, we provide additional technical assistance, and if improvement is not observed, corrective action is promptly implemented. The performance analysis extends to key performance metrics, including the number of enrollments, training placements and completions, work experience placements and completions, participants receiving support services, measurable skills gains, credential attainments, and program completions leading to employment. This holistic strategy ensures that our interventions align with and enhance the performance metrics critical to achieving success in our programs. PacMtn assesses the effectiveness of our one-stop operations through a comprehensive evaluation that encompasses partner engagement, referral retention, service integration, and the strategic leveraging of funds throughout the community. This approach is geared towards maximizing the relative benefit for our partners within the WorkSource One Stop System. Performance Informing Quality Improvement for Service Providers PacMtn has identified several key elements aimed at ensuring excellence in service delivery and quality improvement. Quality assurance reports, technical assistance, and operational 88 reports serve as crucial tools, supported by the creation of key performance indicators that systematically track and evaluate service provider performance. This involves analysis of trends and areas for quality improvement, including customer outreach, data entry processes, service outcomes, and employment outcomes. These tools and evaluation strategies emphasize the importance of regular monitoring of service providers to maintain high standards while establishing best practices. Additionally, customer feedback plays a pivotal role in refining and enhancing services, while commitment to compliance and quality standards remains a cornerstone of our strategic approach. Performance-Based Intervention and Accountability for CTE and ABE Results PacMtn integrated service strategies to not only enhance educational outcomes but also to seamlessly integrate WIOA Title 1 B co-enrollment with WIOA Title II to include Adult Basic Education and Career and Technical Education programs. This comprehensive approach ensures that our interventions and accountability measures are strategically aligned with the goals of WIOA Title 1 B, fostering synergy between workforce development and education. This integrated strategy underscores our commitment to delivering impactful results in both education and workforce development, fostering a holistic approach that prepares individuals for success in their chosen career paths. • Co-enroll into WIOA Title 1 B to support career and technical education partners with completion rates • Co-enroll into WIOA Title 1 B to support adult education partners with completion rates 1,1 y9 q �r7 I �re4i1n1, 41� � l 89 APPENDIX APPENDIX A: BOARD AND COMMITTEE COMPOSITION 56% Business Led, current board rosters, recruitment information, and board orientation materials can be found at https://pacmtn.org/governance/board-of-directors/ Required Categories Name/Title/Organization members)Business majority(greater than 50%of all Business Alissa Shay, Port of Grays Harbor Business Lynnette Buffington, Greater Grays Harbor Inc Business Richard De Bolt, Economic Alliance of Lewis County Business Peter Lahmann, Port of Chehalis Business Jacquelin Earley, Sierra Pacific Industries Business Derek Epps, Outside Seed Sales Manager, Seattle Shellfish Business Sue Yirku, Executive, Director, Pacific County EDC Business Jovon Vaughn, Executive Director, Willapa Harbor Chamber of Commerce Business Jeanne Brooks, Director, Azure Strategy Business Angela White, Olympia Master Builders Business Michael Cade, Thurston County EDC Business David Schaffert, President/CEO, Thurston County Chamber of Commerce Labor Bob Guenther Labor Clint Bryson Apprenticeship Christina Riley Other Workforce/CBO Jonathan Pleger, Morningside Other Workforce/CBO Cheryl Heywood, Timberland Regional Library iiiiii I Title II Adult ED Vacant Higher Education Dr. Bob Mohrbacher, Centralia College K-12 Education Dr. Lon Thompson, Capital STEM Alliance, Capital Region ESD #113 Government Wagner-Peyser Tennille Johnson Vocational Rehabilitation Trncia Wiltse, WA DSHS, DVR Temporary Assistance for Jason Reed, WA DSHS, DVR Needy Families Evidence of Recruitment and Board Orientation: Board Chair is working with County Commissioners, Economic Development Councils and Chambers of Commerce to identify additional nominees. Board orientation is conducted at a minimum annually for all new board members and any current board members who seek a refresher. APPENDIX B: ONE-WORKFORCE SYSTEM MEMORANDUM OF UNDERSTANDING Hyperlink to One-Workforce Stystems MOU 91 APPENDIX C: REGIONAL SYSTEM ALIGNMENT: WORKSOURCE COMPREHENSIVE, AFFILIATE, AND CONNECT ONE-STOP SYSTEM County Type of Site Location Title Location Thurston Comprehensive WorkSource Thurston Tumwater Mason Affiliate WorkSource Mason Shelton Lewis Affiliate WorkSource Lewis Centralia College, Centralia Grays Harbor Affiliate WorkSource Grays Harbor Aberdeen Grays Harbor Connection Timberland Regional Library Aberdeen Grays Harbor Connection Timberland Regional Library Amanda Park Grays Harbor Connection Timberland Regional Library Elma Grays Harbor Connection Timberland Regional Library Westport Grays Harbor Connection Timberland Regional Library Hoquiam Grays Harbor Connection Timberland Regional Library McCleary Grays Harbor Connection Timberland Regional Library Montesano Lewis Connection Timberland Regional Library Centralia Lewis Connection Timberland Regional Library Chehalis Lewis Connection Timberland Regional Library Packwood Lewis Connection Timberland Regional Library Randle Lewis Connection Timberland Regional Library Salkum Lewis Connection Timberland Regional Library Winlock Mason Connection Timberland Regional Library Belfair Mason Connection Timberland Regional Library Hoodsport Mason Connection Timberland Regional Library Shelton Pacific Connection Timberland Regional Library Ilwaco Pacific Connection Timberland Regional Library Naselle Pacific Connection Timberland Regional Library Ocean Park Pacific Connection Timberland Regional Library Raymond Pacific Connection Timberland Regional Library South Bend Thurston Connection Timberland Regional Library Hawks Prairie(Lacey) Thurston Connection Timberland Regional Library Lacey Thurston Connection Timberland Regional Library Oakville Thurston Connection Timberland Regional Library Olympia (downtown) Thurston Connection Timberland Regional Library Westfield Mall,Olympia Thurston Connection Timberland Regional Library Tenino Thurston Connection Timberland Regional Library Tumwater Thurston Connection Timberland Regional Library Yelm 92 LList all current and potential Basic Individualized Training Dislocated Worker Program Indicate service(s) provided by each service providers in the area funded2 Centralia College X X X Chehalis Tribe X X X Chinook Tribe X X X Coastal Community Action Council X X Employment Security Department of Washington State X X Equus Workforce Solution X X X Grays Harbor College X X X Nisqually Tribe X X Olympic College X X Quinault Indian Nation X X Shoalwater Bay Tribe X X Skokomish Tribe X X South Puget Sound Community College X X X Squaxin Island Tribe X X Squaxin Island Tribe X X Thurston County Chamber X X X Timberland Regional Library X X List all current and potential Basic Individualized Training Adult Program Indicate service(s) provided by each service providers in the area funded? Centralia College X X X Chehalis Tribe X X X Chinook Tribe X X X Coastal Community Action Council X X Employment Security Department of Washington State X X Equus Workforce Solution X X X Grays Harbor College X X X Nisqually Tribe X X Olympic College X X Quinault Indian Nation X X Shoalwater Bay Tribe X X Skokomish Tribe X X South Puget Sound Community College X X X Squaxin Island Tribe X X Squaxin Island Tribe X X Thurston County Chamber X X X Timberland Regional Library X X 93 RM r List all current and potential Basic Individualized Training Or-- Youth Program Indicate service(s) provided by each service providers in the area funded Community Youth Services X X Big Brothers, Big Sisters X X X Centralia College X X X Chehalis Tribe X X X Chinook Tribe X X X Coastal Community Action Council X X Employment Security Department of Washington State X X Equus Workforce Solution X X X Grays Harbor College X X X Job Corps X X X Nisqually Tribe X X Olympic College X X X Quinault Indian Nation X X Shoalwater Bay Tribe X X Skokomish Tribe X X South Puget Sound Community College X X X Squaxin Island Tribe X X Squaxin Island Tribe X X Thurston County Chamber X X X Timberland Regional Library X X 94 APPENDIX D: CERTIFICATION, PUBLIC COMMENT & ASSURANCES The Local Workforce Development Board (LWDB) for Pacific Mountain Workforce Development certifies that it complies with all required components of Title I of the Workforce Innovation and Opportunity Act and Wagner-Peyser Act and plan development guidelines adopted by the State Workforce Development Board. The LWDB also assures that funds will be spent in accordance with the Workforce Innovation and Opportunity Act, Wagner-Peyser Act, and their regulations, written U.S. Department of Labor guidance implementing these laws, Office of Management and Budget circulars, and all other applicable federal and state laws and regulations. May 10, 2024 Local Chief Elected Official Date ty'��o la, May 10, 2024 Local Workforce Development Board Chair Date Public Comment Assurances Over a 9-month period, the project team executed a comprehensive engagement and data collection process. During the first two months, they developed detailed project plan, set timelines, goals, and deliverables, and initiated outreach to employers, business associations, job seekers, career builders, key community groups, partners, and stakeholders. In the subsequent two months, the team convened focus groups, community forums, and stakeholder meetings, utilizing surveys and interviews to gather detailed input. By months five and six, the team analyzed the collected data to identify key trends and needs, sharing preliminary findings and incorporating feedback to refine their strategies. During months seven and eight, they implemented the refined strategies, maintained ongoing engagement through follow-up meetings, and monitored effectiveness using key performance indicators. Finally, in the ninth month, the team conducted an evaluation, compiling a detailed report that summarized the findings, actions taken, and outcomes, this report was presented to the community groups., partners, and stakehodlers, demonstrating the effectiveness and impact of the process through empirical data that compared initial baseline data that compared initial baseline data with post-public input implementation into the outcomes of the local plan. 95 Plan Assurances Planning Process and Public Comment References ❑x 1. The local board has processes and timelines, consistent with WIOA Sec. 108(d); 20 WIOA Section 108(d), to seek input for the local plan's CFR 679.550(b) development. This includes providing representatives of businesses, labor organizations, education, other pivotal stakeholders, and the general public an opportunity to comment fora period not exceeding 30 days. ❑x 2. The final local plan, and modification, is available and WIOA Sec. 107(e); 20 accessible to the public on a regular basis through electronic CFR 679.550(b)(5) means and open meetings. 0 3. The local board has established procedures ensuring public WIOA Sec. 107(e); access, including people with disabilities, to board meetings 20 CFR 679.390 and and information regarding board activities, such as board 679.310 membership, meeting minutes, the appointment of one-stop operators, awarding of grants or contracts to service providers, and the local board's by-laws. Required Policies and Procedures References 0 4. A written policy is established by the LWDB outlining WIOA Sec. 107(h); 20 potential conflicts of interest and resolutions. Entities with CFR 679.430; WIOA multiple roles under the LWDB have documented Title I Policy 5405; agreements with the LWDB and chief elected official (CEO), WorkSource System ensuring compliance with WIOA, pertinent OMB guidelines, Policies 1012 and and the State's conflict of interest policies. 1025 0 5. The LWDB affirms that required one-stop partners actively WIOA Sec. 121(b); 20 provide access to their programs through the one-stop CFR 678.400 delivery system, contribute to its maintenance, and participate consistently with local memoranda of understanding (MOU). 0 6. The LWDB confirms the execution of MOUs with each one- WIOA Sec. 121(c); 20 stop partner detailing service provisions, costs and funding CFR 678.500; arrangements, referral methods, accessibility measures, WorkSource System especially for those with barriers, and periodic reviews at a Policy 1013 minimum of every 3 years; and has provided the State with the latest version(s) of its MOU. 0 7. The LWDB, aligned with the CEO, affirms its selection of one- WIOA Sec. 121(d);20 stop operators through a competitive process, ensuring their CFR 678.600; eligibility, transparency, and adherence to all WIOA WorkSource System regulations, including conflict of interest, service Policy 5404 coordination, and stakeholder engagement, with full operational functionality achieved by July 1, 2017. 0 8. The LWDB has or will negotiate and reach agreement on WIOA Sec. 107(d)(9) local performance measures with the local chief elected and 116(c); 20 CFR official(s) and Governor before the start of the program year, 679.370(j) and using the required objective statistical model. 677.210 96 ❑X 9. The LWDB has procurement policies and procedures for WIOA Sec. 107(d)(10); selecting one-stop operators and awarding contracts for 121(d) and 123; 20 youth, training, and career services under WIOA Title I, CFR 679.720(1-m); ensuring coordination with local educational entities, 679.410; 678.600-625 budgeting, accessibility compliance, and consumer choice in and 681.400; WIOA line with state, local, and WIOA mandates. Title 15404 ❑x 10. The LWDB has policies and procedures for identifying and WIOA Sections determining the eligibility of training providers and their 107(d)(10), 122(b)(3), programs to receive WIOA Title I individual training accounts and 123; 20 CFR and to train dislocated workers receiving additional 679.720(1-m) and unemployment insurance benefits via the state's Training 679.380; WIOA Title I Benefits Program. Policy 5611 ❑x 11. The LWDB has written procedures for resolving grievances WIOA Sec. 181(c); 20 and complaints alleging violations of WIOA Title I CFR 683.600; regulations, grants, or other agreements under WIOA and WorkSource System written policies or procedures for assisting customers who Policy 1012, Rev. 2 express interest in filing complaints at any point of service, and 1025. including, at a minimum, a requirement that all partners can identify appropriate staff contacts and refer customers to those contacts. All parties will be informed of these procedures, ensuring clarity and accessibility, especially for limited-English speaking individuals. ❑x 12. The LWDB has assurances from its one-stop operator that all WorkSource System one-stop centers and, as applicable, affiliate sites have front- Policy 1010 Revision end services consistent with the state's integrated front-end 1 service policy and their local plan. ❑x 13. The local area has established at least one physical, WIOA Sec. comprehensive,full-service one-stop center ensuring access to 121(e)(2)(A); 20 CFR specified career,training,employment services,and programs, 678.305; including those from mandated one-stop partners with at least one WorkSource System title I staff member present,access during regular business days, Policy 1016 accommodations for alternative hours where needed,and facilitates direct technological linkages where program staff isn't physically resent. 0 14. The LWDB ensures all one-stop centers,and Title I programs or WIOA Section 188; 29 activities are accessible both physically and programmatically to CFR Part 38; 20 CFR individuals with disabilities in accordance with 29 CFR part 38 and 652.8(j) WIOA sec. 188 to include accessibility of facilities,services, technology and materials. 0 15. The one-stop centers undergo certification at least once every WIOA Sec.121(g); three years, based on objective criteria set by the State board in 20 CFR 678.800; consultation with chief elected officials and local boards. This WorkSource System certification process assesses the centers' effectiveness, physical Policy 1016 and programmatic accessibility, and commitment to continuous improvement, in alignment with WIOA Section 121(g) and the 97 requisite standards related to service coordination. ❑x 16. The local board certifies that in all determinations, including WIOA Section 188; 29 facility locations, related to WIOA Title 1-financially assisted CFR Part 38 programs or activities, it neither employs standards nor procedures that lead to discrimination on prohibited grounds, nor does it take actions, directly or through other arrangements, that impair the objectives of the WIOA nondiscrimination and equal opportunity provisions. The board ensures all individuals have equitable access and benefits from one-stop services, without any form of discrimination. ❑X 17. The LWDB provides to employers the business services WorkSource System outlined in WorkSource System Policy 1014. Policy 1014 0 18. The local board complies with the nondiscrimination WIOA Section 188; 29 provisions of Section 188, and assures that Methods of CFR 38; Administration were developed and implemented. WIOA Policy 5402, Rev. 3; WorkSource System Policy 1012, Rev. 2 0 19. The local board collects and maintains data necessary to WIOA Section 185; 29 show compliance with nondiscrimination provisions of CFR 38; Section 188. WIOA Policy 5402, Rev. 3; WorkSource System Policy 1012, Rev. 2 0 20. The LWDB complies with restrictions governing the use of WorkSource System federal funds for political activities, the use of the one-stop Policy 1018; 2 CFR environment for political activities, and the local board Part 225 Appendix B; complies with the applicable certification and disclosure 2 CFR Part 230 requirements Appendix B; 48 CFR 31.205-22; RCW 42.52.180; TEGL 2-12; 29 CFR Part 93.100 0 21. The LWDB ensures that one-stop MSFW and business WIOA Sec. 167; MSFVV services staff, along with the Migrant and Seasonal Farm Services Handbook Worker program partner agency, will continue to provide services to agricultural employers and MSFWs that are demand-driven and consistent with ESD's mission. 0 22. The LWDB follows confidentiality requirements for wage and WIOA Sec. 116(i)(3) education records as required by the Family Educational and 185(a)(4); 20 USC Rights and Privacy Act of 1974 (FERPA), as amended, WIOA, 1232g; 20 CFR and applicable Departmental regulations. 677.175 and 20 CFR part 603 98 Administration of Funds References ❑X 23. The LWDB has a written policy and procedures to WIOASec. 108(b)(16); competitively award grants and contracts for WIOA Title 1 20 CFR activities (or an applicable federal waiver), including a 679.560(a)(15); WIOA process to be used to procure training services made as Title I Policy 5601; exceptions to the Individual Training Account process. WIOA Sec. 134(c)(3)(G); 20 CFR 680.300-310 ❑x 24. The LWDB has accounting systems that follow current WIOA Sec. 108(b)(15), Generally Accepted Accounting Principles (GAAP) and WIOA Title I Policy written fiscal-controls and fund-accounting procedures and 5230; WIOA Title I ensures such procedures are followed to insure proper Policy 5250 disbursement and accounting of WIOA adult, dislocated worker, and youth program and the Wagner-Peyser Act funds. ❑x 25. The LWDB ensures compliance with the uniform WIOA Sec. 184(a)(3); administrative requirements under WIOA through annual, 20 CFR 683.200, on-site monitoring of each local sub-recipient. 683.300, and 683.400- 410; WIOA Policy 5230 ❑x 26. The LWDB has a local allowable cost and prior approval 2 CR Part 200; 20 CFR policy that includes a process for the approval of 683.200; WIOA Title I expenditures of$5,000 or more for equipment requested Policy 5260, Rev. 4 by subcontractors. ❑X 27. The LWDB has a written debt collection policy and WIOA Section 184(c); procedures that conforms with state and federal 20 CFR Part 652; 20 requirements and a process for maintaining a permanent CFR 683.410(a), record of all debt collection cases that supports the 683.420(a), 683.750; decisions made and documents the actions taken with WIOA Title I Policy respect to debt collection, restoration, or other debt resolution activities. 5265 ❑x 28. The LWDB has a written policy and procedures for ensuring WIOA management and inventory of all properties obtained using Sec.1 84(a)(2)(A); 20 WIOA funds, including property purchased with JTPA or WIA CFR 683.200 and funds and transferred to WIOA, and that comply with WIOA, 683.220; OMB Washington State Office of Financial Management (OFM) Uniform Admin. and, in the cases of local government, Local Government Property Acquisition policies. Guidance; (GAAP); WIOA Title I Policy 5407 ❑X 29. The LWDB will not use funds received under WIOA to assist, WIOA Sec. promote, or deter union organizing. 181(b)(7); 20 CFR 680.830-840. 99 Eligibility References ❑X 30. The LWDB has a written policy and procedures that ensure 20 CFR Part 680 adequate and correct determinations of eligibility for Subparts A and B; WIOA-funded basic career services and qualifications for proposed 20 CFR enrollment of adults, dislocated workers, and youth in Part 681 Subpart A; WIOA-funded individualized career and training services, WorkSource System consistent with state policy on eligibility and priority of Policy 1019, Rev. 8 service. 0 31. The LWDB has a written policy and procedures for WIOA Sec. awarding Individual Training Accounts to eligible adults, 134(c)(3)(G); 20 CFR dislocated workers, and youth receiving WIOA Title 1 680.300-330; WIOA training services, including dollar and/or duration limit(s), Title I limits on the number of times an individual may modify an Policy 5601, Rev. 2 ITA, and how ITAs will be obligated and authorized. 0 32. The LWDB has a written policy and procedures that WIOA Sec. establish internal controls, documentation requirements, and 129(c)(2)(G) and leveraging and coordination of other community resources 134(d)(2); 20 CFR when providing supportive services and, as applicable, 680.900-970; 20 needs-related payments to eligible adult, dislocated workers, CFR 681.570; and youth enrolled in WIOA Title I programs. WorkSource System Policy 1019, Rev. 8 0 33. The LWDB has a written policy for priority of service at its Jobs for Veterans Act; WorkSource centers and, as applicable, affiliate sites and Veterans' Benefits, for local workforce providers that ensures veterans and Health Care, and eligible spouses are identified at the point of entry, made Information aware of their entitlement to priority of service, and Technology Act; 20 provided information on the array of employment, training CFR 1010; TEGL 10- and placement services and eligibility requirements for 09; Veterans Program those programs or services. Letter 07-09; WorkSource System Policy 1009, Rev. 3 100 1 O .I j 1 Y !P►ate y.?,"' 'sy�r.y i�. \ a`- 1 .i 7.'.. :�' -- -\ ..tea. _ / •. F.•. - �.�lc '1 �I - , �ice.� - � •. .-� —71 PACIFIC MOUNTAIN WORKFORCE PACMTN DEVELOPMENT building community prosperity LOCAL PLAN OVERVIEW PACMTN.ORG ARY PACIFIC MOUNTAIN EXECUTIVE SUMMWORKFORCE PAC M DEVELOPMENT building community prosperity Mission • n + Values To lead a dynamic A thriving region where - Excellence, Collaboration & Innovatio regional workforce communities, business, * Diversity, Equity & Inclusion through collaboration and and industry pave the * Integrity & Respect investment that enhances way for prosperity and * Continuous Improvement economic success. economic success. * Strategic Alignment & Accounta i ity Pacific Mountain Workforce Development (PacMtn) serves the five counties of Grays Harbor, Lewis, Mason, Pacific, and Thurston. Covering over 7,000 square miles, this rural region boasts rugged landscapes, pristine shorelines, and vibrant communities harmoniously blended nature and culture. Stretching from the south shores of the Salish Sea to the Will apa Bay, up to the Ouinault River, and down the Nisqually delta, the area lies in the shadow of Mount Taquoma and serves as the gateway to the Olympic Mountains and Highway 101 . PacMtn is dedicated to enhancing economic success by nurturing a dynamic regional workforce. We envision a region where communities, including Sovereign Nations, businesses, and industries thrive together. Our collective mission is excellence, ensuring high- quality services that reflect industry needs and growth. Collaboration is key, with PacMtn fostering partnerships across the region for holistic economic progress. Under the guiding priciples of the Workforce Innovatation and Opportunity Act (WIOA) and in alignment with Washington States Talent and Prosperity Plan for All (TAP) State Plan. Representing a collaborative effort among various stakeholders, PacMtn has developed a comprehensive four-year plan that integrates regional and local plannin requirements. This plan aims to foster resource optimization, regional cooperation, and addg ress the unique needs of local areas while maintaining authority, autonomy, and allocation of resources for the regional area. 2024-2028 Objectives Core Elements Credentialing and Training • Equitable Employment and Training By 2028, employers and job-seekers have increased participation with industry-recognized credential • Industry Engagement and Data Analysis opportunities that enhance economic success. • Technological Advancement in Service Job Quality Delivery By 2028, employers and job-seekers are participating • Responsive Design Principles Adoption in the development and implementation of a regional • Standardization and Best Practices Quality Jobs framework. • Diverse Board Membership • Cross-regional Economic Strategies System Integration & Delivery Alignment with Federal and State Mandates By 2028, increase participation with the regional workforce development system by developing • Rapid Response Readiness strategic partnerships integrating system services, • Support for Micro enterprises and data accountability, and resources. Entrepreneurs PacMtn Work Force Development and WorkSource Washington is an equal opportunity employer/program.Auxiliary aids and services are available upon request to individuals with disabilities.WA Relay 711,This product or program was funded with Federal grant funds.To learn the sources and proportions,please visit our Active Contracts page at https.Ilpacmtn.org/aboutlactive-contracts/ 024 2028 STRATEGIC PLAN PACIFIC MOUNTAIN Ak WORKFORCE PAC MTN I DEVELOPMENT AL building community prosperity Mission • v"K Values To .• dynamic • regionCollaboration iInnovatio a regional workforce communities, business, * Diversity, Equity & Inclusion TRW through collaboration • andindustrypave -• i Respect investment that enhances way for prosperity and * Continuous Improvement economic success. economic success. * Strategic Alignment &Accountabilit Objective: By 2028,employers and job seekers are actively engaged in the development and JOB QUALITY implementation of a regional Quality Jobs framework. I Strategies Measure of Success 1. Active participation • Create a Quality Jobs • A regional Quality Jobs of business in the Advisory Group where Framework development of a Regional businesses can drive the 0 Number of businesses Quality Job Framework conversation about job participating. 2. Recognized high road quality. 0 Measurable improvements employers in each industry 0 Target engaged businesses in employee skills, sector with identified high as recognized high road compensation, and overall quality jobs. employers. workplace satisfaction. 3. Establish related career 0 Implement mentorship and pathways and expand training that encourages access to training. job quality knowledge within industry. 1. Strengthen community 0 Launch educational 0 Increased community awareness of high road campaigns to increase engagement and employers and quality jobs. awareness of high road awareness, as evidenced by 2. Expand career connected employers and quality jobs. survey results. learning opportunities 0 Collaborate with schools 0 Higher participation rates directly connected to high and youth organizations of youth accessing high road employers and to integrate career quality jobs. quality jobs. development related to 0 Increased reports of self- 3. Community recognizes high road employers and sufficiency. quality jobs framework as a job quality initiatives. key strategy in community • Partner with community development. organizations who prioritize resources for high road employers with quality jobs. 1. System wide awareness 0 Host job quality workshops/ Reported awareness of high road employers webinars to educate and and support of workforce and regional job quality collect feedback. system partners of high _ initiatives. 0 Improve one-stop model road employers and 2. Simplify processes for job to create more efficient regional job quality seekers to connect to a navigation of resources initiatives. career pathway to access and services to those Number of job seekers employment opportunities career pathways. report satisfaction in with high road employers. Foster collaborative training and job 3. Effective implementation partnerships among placement. and continuous workforce system Demonstrable improvement of career partners to facilitate improvements in the pathway navigation. shared learning. implementation of career pathway navigation. Objective: By 2028,employers and job seekers have increased access to industry-recognized credential CREDENTIALS 5 TRAINING opportunities that enhance economic success. MeasureStrategies of Success 1. Increase business • Conduct outreach • Number of businesses participation in campaigns participating in credentialing and 0 Convene business development and training programs. roundtables. recognition of credential 2. Increase the number of 0 Collect industry skill programs. businesses that integrate gap data. Number of businesses industry-recognized integrating credential credentials into hiring and recognition in job workforce development descriptions. practices. 1. Increase participation with Develop comprehensive 0 Survey results indicating credentialing opportunities Career Pathway maps the level of community among job seekers and that outline clear routes awareness and satisfaction. community members, from education to 0 Percentage of training particularly youth. employment. enrollments and completion 2. Increase access to Launch targeted rates, particularly youth. measurable skill gain and marketing campaigns in completion rates. schools, colleges, and community organizations. • Connect individuals to support services available. 1. Increase number of Identify and secure a 0 Number of referrals co-enrolled participants diverse portfolio of funding to training resulting in _ from partner programs. sources, including grants, credential attainment. 2. Increase partner outcomes. public funding, and private 0 Number of partners with sector partnerships,to improved outcomes for support the development co-enrolled participants and expansion of credentialing programs. • Inform and education partners on Quality Jobs and the value of credentialing. RATION .. expand - regional workforce development system by developing strategic partnerships integrating SYSTEM INTEG system services,data,accountability, . resources. 10��01111 Strategies Measure of Success 1. Increase employers 0 Increase career pathways. 0 Number of career pathways. participating in the 0 Use One Workforce model 0 Number of high quality j workforce system. in partnership with the obs filled. 2. Foster an integrated Quality Job Framework workforce system that is to connect talent to responsive and tailored to opportunity. the needs of business. 1. Improve community and • Launch community outreach • Metrics on communities youth access to integrative programs, including access resources from workforce services. workshops and information One Workforce. 2. Increase community sessions to raise awareness of • Usage and satisfaction _ awareness and engagement high quality career pathways. rates of digital platforms with high road employers 0 Conduct targeted marketing designed for accessing and high quality jobs. campaigns and keep online workforce services. portals up to date and relevant. 1. Strengthen awareness of Increase participation in 0 Increased number of co- the One Workforce model One Workforce model and enrolled job seekers. _ and Quality Job Framework selection of quality jobs. 0 Improved program 2. Continue development of 0 Organize joint training outcomes for all programs. _ the One Workforce model. and development sessions to align service delivery methods and objectives. IAPACIFIC MOUNTAIN �i WORKFORCE PACMTN DEVELOPMENT building community prosperity 201 5th Ave SW Ste. 401 Olympia, WA 98501 �hON Co .1 t• Mason County Agenda Request Form rss To: Board of Mason County Commis ' ners Item No. From: MICHAEL K.DORCY Ext:417 Department: Prosecutor Briefing: Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): JANUARY 13,2025 Agenda Date(s): Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ® Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: Chief Deputy Prosecuting Attorney Salary Background/Executive Summary: In the past, there were two supervisory positions within the Prosecutor's Office titled Chief Criminal Deputy Prosecutor and Chief Civil Deputy Prosecutor. These two positions were consolidated into one position,titled Chief Deputy Prosecutor,consolidating the duties of the Chief Criminal Deputy and Chief Civil Deputy. The Chief DPA position was placed at Range 45 on the non-union salary chart, the top of which was approximately 83% of the salary that had been set for the Prosecuting Attorney prior to the amendment of RCW 36.17.020 and Resolution 61-08 which set the salary of the Prosecuting Attorney equal to that set by the Washington Citizen's Commission on Salaries for Elected Officials. (After that amendment,the Chief DPA salary at step 45 reflected approximately 64%of the Prosecutor's salary). The Washington State Legislature made that change for the following reasons stated: The legislature finds that an elected county prosecuting attorney functions as both a state officer in pursuing criminal cases on behalf of the state of Washington, and as a county officer who acts as civil counsel for the county, and provides services to school districts and lesser taxing districts by statute. The elected prosecuting attorney's dual role as a state officer and a county officer is reflected in various provisions of the state Constitution and within state statute. The legislature finds that the responsibilities and decisions required of the elected prosecuting attorney are essentially the same in every county within Washington state,from a decision to seek the death penalty in an aggravated murder case, to the decision not to prosecute but refer an offender to drug court;from a decision to pursue child rape charges based solely upon the testimony of the child, to a decision to divert juvenile offenders out of the justice system. Therefore, the legislature finds that elected prosecuting attorneys need to exercise the same level of skill and expertise in the least populous county as in the most populous county. The legislature finds that the salary of the elected county prosecuting attorney should be tied to that of a superior court judge. This furthers the state's interests and responsibilities under the state Constitution, and is consistent with the current practice of several counties in Washington state, the practices of several other states, and the national district attorneys'association national standards. 2008 Wa.ALS 309; 2008 Wa. Ch. 309; 2007 Wa. SB 6297 The justification for the alignment between the role of the Superior Court Judge and Prosecuting Attorney remain valid and compelling, and the rationale applies by extension equally to a position like the Mason County Chief Deputy Prosecuting Attorney. In 2015, the Prosecuting Attorney advocated for raising the salary of the Chief DPA to 75% of that set for the Prosecuting Attorney. This request was to keep with the comparative relationship between the Prosecuting Attorney and the Chief DPA, as well as to reach internal parity with the contracted Court Commissioner position which was also then set to 75% of the salary set for a Superior Court Judge. Instead, the BOCC reclassified the salary of the Chief DPA position in 2016 by setting it to the then newly created Range 46,the top of which amounted to approximately 74%of the then-established salary for the Prosecuting Attorney. (Soon thereafter, the salary for the Superior Court's full time Court Commissioner was set to 85%of the salary set for the Superior Court Judge.) In 2019,the Prosecuting Attorney again advocated for setting the Chief DPA salary to 85%of that set for the Superior Court Judge/Prosecuting Attorney. At that time, the BOCC adopted Resolution 22-19, addressing the salary of the Chief DPA position. The BOCC therein recognized the extension of the Legislature's justification for aligning the salary of the Prosecuting Attorneys to that set by the WCCSEO for the Superior Court Judges and indicated that they "now wish to tie the Chief Deputy Prosecuting Attorney's wage to the wage of a Superior Court Judge at 75%." At the BOCC Meeting on December 17, 2024, the BOCC adopted Resolution 2024-75, establishing the salary of the Chief DPA at 80% of that of a Superior Court Judge. This action was taken in part due to advocacy by the Prosecuting Attorney to bring the Chief DPA salary back into parity with that of the Superior Court Commissioner (at 85% salary set for a Superior Court Judge), as well as bringing the salary competitive with comparable and surrounding positions of a similar nature within the market. At the meeting on December 17, 2024, one Commissioner proposed to match the Court Commissioner position at 85% of a Superior Court Judge (rather than 80%, which had apparently come out of BOCC discussions and was what was on the agenda). Only one other Commissioner was in attendance,and that Commissioner raised concerns over the process, including the lack of additional briefing, time for deliberation, and the presence of the third Commissioner. Furthermore, the BOCC has taken recent steps to address the persistent difficulty in attracting and retaining deputy prosecutors by adjusting their salaries by 20%, recognizing that Mason County was at the bottom of even the counties that the BOCC uses for comparison,notwithstanding the regional stresses of being surrounded closely by counties with easy commutes that were paying substantially more.While necessary and appreciated, this also gives rise to the concern for compression between the salary of the Chief DPA and those DPAs who fall under the supervision of that position. Finally, it should not go without acknowledging that most (if not all) of the counties with which the BOCC chooses to use as comparable counties have more deputy prosecutors overall, more deputy prosecutors fulfilling civil duties, more non-lawyer support staff, and specifically more supervisory or chief deputy prosecutors, as we have historically and continue to do more with less. Determining the market and setting salaries can be a very difficult process, and counties (including Mason) have historically looked to "comparable counties" to assess the salary market for positions. However, when the markets are changing rapidly and especially with professional positions requiring a high level of education, skill, and licensure, other considerations must be considered. In at least the last 20+years it has not been more difficult to recruit and retain licensed attorneys to Mason County. So while external comparability can be instructive, we must also look to internal equity among employees of the same employer,the scarcity of the human resource(here, attorneys), and the value of certain positions to the effective running of county government. At this time,I would like to continue to advocate for the propriety of establishing the salary for the Chief DPA position in parity with that of the Court Commissioner, the duties of which have recently been reduced without any corresponding reduction in compensation. Whereas the duties of the Chief DPA for the County have only grown with increasing county government, additional departments and programs, significant changes to the criminal justice system causing increased demands and persistent short staffing. Budget Impact(amount,funding source,budget amendment, etc.): Adopting the recommended action will impact the current estimated expenditures of the Prosecutor's Office(and therefore the County) in the amount of approximately$11,413 over and above the approved current expense budget for 2025. Public Outreach: N/A Requested Action: Adopt a new Resolution setting the Chief DPA position salary at 85% of that set for the Superior Court Judge by the Washington Citizens' Commission on Salaries for Elected Officials. Attachment(s): None *1854 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: David Windom Ext: Click or tap hereto enter text. Department: Public Health Briefing: Action Agenda: Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 13,2025 Agenda Date(s): January 21,2025 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ IT ❑X Risk ❑ Other (This is the responsibility of the requesting Department) Item• United We Care Pilot Project Background/Executive Summary: Mason County, in partnership with United We Care, is working to address the health-related social needs of our community, especially in the area of behavioral health.Access to behavioral health resources is a crisis with the need for behavioral health services far outreaching the supply of services available locally. Mason County Public Health addresses that crisis by implementing an innovative technology solution as a pilot program to determine the viability and effectiveness of providing behavioral health resources via technology.At the regular commission meeting on December 3,2024,the Mason County commissioners directed the director of Public Health and Human Services to proceed with a pilot project and to seek funding to support the effort. We request$200,000 for a pilot project starting January 2025 and running through April 2025.This pilot would touch 2500 people across the community and across all demographics. The document"Addressing Accessibility and Affordability in Rural Mental Health Care"outlines the pilot project in detail. The unique data generated by this pilot project will integrate well with Mason County's goal setting around social determinants of health and health-related social needs. Time is short. The holidays and dark winter days exacerbate mental health difficulties.Mason County Public Health and Human Services looks to meet this need as soon as possible during these dark days of winter. Budget Impact(amount,funding source,budget amendment, etc.): $200,000 for Treatment Sales Tax Fund Balance for a one-time pilot program to determine feasibility and effectiveness. Public Outreach: N/A Requested Action: Approval of the one-time use of$200,000 of Treatment Sales Tax(TST)funding from the available balance of more than$2,000,000 and allow the Public Health Director to sign a contract with United We Care for implementation of the pilot program. Attachment(s)• Agreement MASTER SERVICES AGREEMENT This Master Services Agreement("Agreement")is made as of January_,2025(the"Effective Date'),between: Mason County Public Health,Represented by David Windom,MSHS Director,having its principal office at on behalf of itself and its Affiliates(the"Client"or"Customer"); United We Care is a Delaware Corporation Represented by Rim Mehrotra,President and Chief Executive Officer,having its principal office at 1240 Rescoworkl5,1000 N.West Street,Suite 1200,Wilmington,Delaware 19801,on behalf of itself and its Vendor Affiliates,where,for purposes of this agreement,"Vendor Affiliates"means any entity directly or indirectly controlled by,controlling,or under common control with Vendor(the"Vendor"or"Service Provider"). Any Affiliate of Customer may execute a SOW hereunder,and in such case,all obligations of,and references to,Customer in this Agreement shall instead refer to such Affiliate.For purposes of this Agreement,"Affiliate"means any entity directly or indirectly controlled by,controlling,or under common control with Customer. Section 1.Services Section 1.1 Description of Services and Service Levels. (A)Description of Services.Vendor shall provide to Customer the services("Services")as specified in statements of work to this Agreement that are signed by the parties from time to time in a form substantially similar as attached hereto as Exhibit A("SOWs"or"Statements of Work").SOWs and any and all other documents referenced as a part of this Agreement are hereby incorporated by reference into this Agreement.SOWS shall constitute the only authorization for Vendor to take any action that will result in expense to or otherwise on behalf of Customer. Customer does not guarantee Vendor any particular amount of work under this Agreement.The Services shall be performed at the locations identified in the SOW,or if not identified,from such location specified by Customer. Section 1.2 Additional Exhibit Terms.Vendor agrees to comply with the requirements outlined in the following Exhibits attached to this Agreement,which are fully incorporated herein by reference. Exhibit A—Form of Statement of Work Exhibit B-Pricing Exhibit C-Service Level Agreement Exhibit D-Implementation Plan Section 1.3 Personnel. (A)General Requirements.The parties are independent contractors and nothing in this Agreement or otherwise shall be deemed or construed to create any other relationship,including one of employment,joint venture or agency.Vendor shall be solely responsible for any taxes of any type,including central,state or local tax,employment,withholding or reporting tax,social security taxes,workers'compensation taxes or costs,unemployment compensation taxes or costs,or any other taxes or charges,provident fund,gratuity,bonus,workmen's compensation,employee state insurance,other employment Law deductions,or private insurance,related to Vendor or Vendor personnel's receipt of compensation and performance of Services under this Agreement.Vendor will be solely responsible for compliance with immigration and visa Laws and requirements,including compliance with the Immigration and Reform Control Act of 1986(IRCA)with respect to Vendor employees and contractors and utilizing the federal government E-Verify program to verify the employment eligibility of all of its employees.Vendor represents and warrants that all Vendor personnel(1)will hold appropriate and valid visas or other work authorizations for the jurisdiction in which such individuals will be working,each of which will be valid for a period at least equal to the anticipated duration of each such individual's assignment to the Customer account, and(2)will not be provided by Vendor with any technology or information in violation of any export Laws of the U.S.or any other relevant country. Section 2.Pricing and Payment Terms Section 2.1 Fees.All charges for the Services are set forth in the applicable Statement of Work.Customer shall pay to the Vendor for the Services specified as per the Scope of Work under Appendix-A.,and(B)reimbursable expenses,subject to Section 2.3.The parties agree and acknowledge that,except as set forth in the applicable Statement of Work,the charges will be inclusive of,and not subject to adjustment to account for,any inflation or cost of living increases or fluctuation in any currency exchange rates.If Vendor fails to provide the Services in accordance with this Agreement,the applicable charges will be adjusted in a manner such that Customer is not responsible for the payment of any charges for Services that Vendor fails to provide.Vendor is solely responsible for managing its resources so as to provide the Services in compliance with applicable Service Levels and the other terms of this Agreement and each applicable Statement of Work. Section 2.2 Expenses; Taxes.All pass-through or out-of-pocket expenses for which Customer is responsible must be expressly identified in the applicable Statement of Work.If a Statement of Work provides that Customer will reimburse Vendor for travel expenses, Vendor will obtain Customer's prior written approval for travel. Customer will not be responsible for the payment or reimbursement of expenses not expressly identified as a Customer responsibility in the applicable Statement of Work.With respect to services or materials paid for on a pass-through expenses basis,Customer reserves the right to obtain such services or materials directly from a third party or designate the third parry source for such services or materials.Vendors will use commercially reasonable efforts to minimize the amount of pass-through and out-of- pocket expenses.Customer will provide the Vendor with a legally sufficient tax exemption certificate.Vendor shall apply the tax exemption to invoices generated after the date Vendor receives such documentation.The Customer shall be liable to pay the applicable federal and State taxes,incase the Customer is unable to provide tax exemption Certificate.)Each party t ommented[1] Inserted will be responsible for any personal property taxes on property it owns or leases,for franchise and privilege taxes on its business,and for taxes based on its net income or gross receipts. Section 2.3 Invoicing and Payment.Vendor will invoice Customer based on the terms in the SOW. Section 3.Confidentiality Section 3.1 Confidentiality Obligations.During the tern of this Agreement,from time to time,either party may disclose (the"Disclosing Party")or make available to the other party(the"Receiving Party'),whether orally,electronically or in physical form,confidential or proprietary information concerning the Disclosing Parry and/or its business,products or services in connection with this Agreement(together,"Confidential Information").Each party agrees that during the term of this Agreement and thereafter:(a)it will use Confidential Information belonging to the Disclosing Party solely for the purpose(s)of this Agreement;and(b)it will not disclose Confidential Information belonging to the Disclosing Party to any third party(other than the Receiving Parry's employees,contractors and/or professional advisors on a need-to-know basis who are bound by obligations of nondisclosure and limited use at least as stringent as those contained herein)without first obtaining the Disclosing Party's written consent.Upon request by the Disclosing Party,the Receiving Parry will return all copies of any Confidential Information to the Disclosing Party.Vendor hereby agrees that every individual person who performs under this Agreement shall execute the appropriate documents to undertake obligations of confidentiality consistent with the terms set forth herein.Vendor hereby agrees to provide evidence and/or copies of such duly executed documents to Customer upon request. Section 3.2 Confidentiality Exclusions.For purposes hereof,Confidential Information will not include any information that the Receiving Party can establish by convincing written evidence:(a)was independently developed by the Receiving Party without use of or reference to any Confidential Information belonging to the Disclosing Party;(b)was acquired by the Receiving Party from a third party having the legal right to famish same to the Receiving Party without disclosure restrictions;or(c)was at the time in question(whether at disclosure or thereafter)generally known by or available to the public(through no fault of the Receiving Parry). Section 3.3 Required Disclosures.These confidentiality obligations will not restrict any disclosure required by order of a court or any government agency,provided that the Receiving Party gives prompt notice to the Disclosing Party of any such order and reasonably cooperates with the Disclosing Party at the Disclosing Parry's request and expense to resist such order or to obtain a protective order. Section 3.4 Injunctive Relief.The parties acknowledge and agree that the disclosure of Confidential Information may result in irreparable harm for which there is no adequate remedy at law.The parties therefore agree that the Disclosing Party may be entitled to seek an injunction in the event the Receiving Party violates or threatens to violate the provisions of this Section 3,and that no bond will be required.This remedy will be in addition to any other remedy available at law or equity. Section 3.5 Customer IT Systems Security. To the extent that Vendor accesses Customer's information technology systems for any reason,Vendor shall comply with Customer's security requirements necessary to protect that access,and which are either provided in this Agreement or otherwise provided to Vendor by Customer.This shall include compliance with usage terms of Customer-managed user accounts,prompt notification to Customer if Vendor suspects unauthorized access to their user accounts,and cooperation with Customer questions applicable to Vendor personnel security practices prior to being given access. All access by Vendor personnel to Customer information technology systems shall be subject to prior approval by Customer and shall follow Customer-provided procedures.Vendor shall only have access to Customer information technology systems authorized by Customer and shall use such access solely to the extent minimally necessary for providing Services to Customer.Vendor shall not attempt to access any applications,systems or data which Customer has not authorized Vendor to access or which Vendor does not need to access in order to perform Services for Customer.Vendor's attempt to access any applications,data or systems in violation of the terms in this Section shall be a material breach of the Agreement.If Vendor personnel with access to Customer information technology systems no longer require access,Vendor will notify Customer promptly. Vendor and its subcontractors will not perform any of the Services from outside of the United States,and Vendor will not allow any of Customer's data to be sent by any medium,transmitted or accessed outside of the United States. Section 4.Customer Property and Residual Knowledge Section 4.1 Customer Property.Vendor acknowledges and agrees that Customer owns all tangible property,including but not limited to goods, equipment,documents,spreadsheets,notes, disks,text, artwork,computer software, and similar property provided to Vendor by Customer.Vendor agrees to deliver this tangible property to Customer promptly upon Customer's request,but in any event,after Vendor is finished using such tangible property in performing the Services. Section 4.2 Residual Knowledge.Nothing contained in this Agreement will restrict a party from the use of any general ideas,concepts,know-how,methodologies,processes,technologies,algorithms or techniques retained in the unaided mental impressions of such party's personnel relating to the Services which either party,individually or jointly,develops or discloses under this Agreement,provided that in doing so such parry does not breach its obligations under Section 3 or infringe the intellectual property rights of the other parry or third parties who have licensed or provided materials to the other party. Section 5.Representations and Warranties;Compliance with Laws Section 5.1 General Warranties.Vendor represents and warrants to Customer that:(a)it is duly incorporated and validly existing under applicable Laws and in good standing in applicable business locations as required;(b)it has all necessary right,title,license and authority to enter into and perform its obligations under this Agreement;(c)Vendor has appropriate agreements with its employees and Customer-approved subcontractors to allow it to provide the Services in accordance with the terms of this Agreement;and(d)the person signing this Agreement(including each attachment)on behalf of Vendor has full authority to bind Vendor to the terms and conditions hereof. Section 5.2 Performance Warranties.Vendor represents and warrants to Customer that:(a)the Services performed and the work created under this Agreement will conform with all applicable Laws, industry standards and Customer's instructions and specifications;(b)Vendor will provide the Services in a workmanlike,professional,and ethical manner;(c) the Services performed and the Work Product created under this Agreement will not infringe the copyrights,patents,trade secrets or other intellectual property or other rights of any third party;(d)performing the Services will not conflict with any other agreements to which Vendor is a parry;and(e)Vendor will not use any of its own proprietary materials in the Work Product without Customer's prior written permission and an appropriate perpetual license to Customer. Section 5.3 Warranty of Software Integrity.Vendor warrants that any and all computer code and/or software created or modified for,or otherwise supplied to Customer:(A)contains only what is stated in the documentation provided;(B)is free of any open source code that would require Customer to make available any of its Confidential Information,Customer Data, Customer intellectual property or otherwise proprietary information,contains or is subject to any copyleft license,or which is not otherwise covered by the terms of this Agreement regarding Software.For clarity,any open source code provided by Vendor is considered Software under this Agreement;and(C)immediately prior to its delivery to Customer,has been checked for and deemed free of any and all computer viruses and/or other destructive code using a regularly updated, industry-standard software package designed for such purpose and has been inspected by Vendor's authorized personnel.In the event any computer code and/or software created or modified for,or otherwise supplied to Customer contains destructive code,then,in addition to any other remedies available to Customer,at Customer's request,Vendor will,at no cost to Customer:(1)restore to the fullest extent possible any and all data lost by Customer as a result of the destructive code,and (2)provide and install a new copy of the computer code and/or software without the presence of destructive code. Section 5.4 Pass-Through of Third Party Warranties.If third party software or hardware is acquired hereunder,Vendor agrees to pass through to Customer all warranties from such third party software vendors,in addition to the warranties provided in this Agreement. Section 5.5 Additional Warranties;Disclaimer.Other warranties pertaining to the services or deliverables may be set forth in an applicable Statement of Work. OTHER THAN AS PROVIDED IN THIS AGREEMENT OR ANY STATEMENT OF WORK, THERE ARE NO EXPRESS WARRANTIES AND THERE ARE NO IMPLIED WARRANTIES, INCLUDING THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. Section 5.6 Compliance with Laws.Vendor shall comply with all applicable international,federal,state,county,and local laws, orders, rules, ordinances, regulations, and codes (collectively, "Laws"), including without limitation Vendor's obligations as an employer regarding the health,safety and payment of its employees.Without limiting the generality of the foregoing,Vendor will be responsible for compliance with all(a)Laws applicable to Vendor and Vendor's business(i.e., Laws under which Vendor would be liable in the case of non-compliance)that affect the provision or receipt of the Services, (b)Laws applicable to the performance or delivery of the Services,and(c)privacy and security Laws to which any Customer Data is subject. Vendor's compliance shall also include identifying and procuring the required permits, certificates, approvals,and inspections in Vendor's performance under this Agreement.Vendor and its subcontractors shall abide by the requirements of 41 CFR 60-1.4(a),60-300.5(a)and 60-741.5(a),which regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities,and prohibit discrimination against all individuals based on their race,color,religion,sex,sexual orientation,gender identity,or national origin.Moreover Vendor and its subcontractors shall take affirmative action to employ and advance in employment individuals without regard to race, color,religion,sex,sexual orientation,gender identity,national origin,protected veteran status or disability.To the extent applicable,the employee notice requirements set forth in 29 C.F.R. Part 471,Appendix A to Subpart A, are hereby incorporated by reference into this contract. Section 5.7 Conflict of Interest. (A)Vendor hereby represents and warrants to Customer that: (1)There is no conflict of interest between Vendor's other contracts,business relationships,revenue- sharing arrangements or other business activities,if any,and the Services to be provided to Customer pursuant to this Agreement,and Vendor will ensure that no such conflict arises during the term of this Agreement(which includes,but is in no way limited to,use of another's confidential and proprietary information).Accordingly,Vendor agrees that it may not perform duties for any third party,if Vendor believes its duties to such third party may result in a conflict of interest relative to Vendor's work for Customer,unless Vendor first notifies Customer in writing of the possible conflict of interest and obtains written consent from an authorized representative of Customer. (2)Vendor will not use for the benefit of Customer any confidential information acquired from any third party and subject to a duty of confidentiality to such third party. (3)Unless previously disclosed in writing to an authorized representative of Customer,Vendor has not, for at least I year before the Effective Date,(a)acted as or been paid for services as a consultant,employee or in any other capacity,to any governmental entity with respect to procurement by such governmental entity of health insurance coverage or an administrative services agreement,or(b)participated in any capacity on behalf of a governmental entity in a decision- making capacity in connection with the procurement of health insurance coverage,administrative services agreement or any related services. (B)Vendor agrees that during the term of this Agreement Vendor will not act as or be paid for services as a consultant for any governmental entity with respect to procurement of such governmental entity's health insurance coverage or administrative services agreement.It is understood by the parties that Customer does not have the exclusive right to Vendor's services. Section 5.9 Accessibility and Non-Discrimination Compliance.Vendor represents and warrants that the Services provided pursuant to this Agreement comply with all applicable accessibility and non-discrimination laws, regulations and administrative guidance including,but not limited to,the Americans with Disabilities Act of 1990,Sections 504 and 508 of the Rehabilitation Act of 1973,Section 1557 of the Patient Protection and Affordable Care Act of 2010(as each of the forgoing have been and may be amended),and the Information&Communication Technology(ICT)Standards&Guidelines Final Rule issued by the Federal Accessibility Board on January 2017(36 C.F.R.1193).Vendor agrees that all websites and mobile applications developed or made available to individuals pursuant to this Agreement will be built and maintained in accordance with the W3C's Web Content Accessibility Guidelines(WCAG)2.0 AA standard(or any subsequent standard adopted by a relevant administrative body,or by Customer).In the event that an accessibility assessment conducted or obtained by Vendor reveals an issue of non-compliance,Vendor will notify Customer of non-compliance and Customer will determine,at its option,next steps.On request,Vendor will provide Customer with a copy of any accessibility assessment completed or obtained by Vendor.In the event that Customer discovers an issue of non-compliance,Customer will,at its option,notify Vendor. If any of the Services do not fully comply with WCAG, Vendor will notify Customer of its remediation plan.Within thirty days of Vendor notifying Customer,Vendor will provide a remediation plan that(i)provides details regarding the deficiencies identified and(ii)sets forth commercially reasonable timeframes for the resolution of such deficiencies. Section 5.10 Environmental Protection.Vendor agrees to comply with applicable environmental laws and regulations regarding hazardous materials,air emissions and waste.Vendor also agrees to complete an annual sustainability survey(as requested by Customer) identifying practices used to minimize its environmental footprint (e.g., key environmental sustainability policies and/or goals for waste and carbon reduction,recycling and other measurements). Section 6.Insurance Section 6.1 Required Coverage.The Vendor has obtain and maintain insurance in the types and minimum amounts outlined below or as required by applicable Law,whichever is greater,and any such additional insurance necessary,to insure against claims that may arise from or in connection with Vendor's obligations under this Agreement,whether such obligations are performed by or on behalf of the Vendor: Coverage Typa Minimum Limits of Liability Commercial General $1,000,000 each occurrence Liability $3,000,000 general aggregate $3,000,000 products and completed operations aggregate Workers In accordance with the laws of the country,state,province,or territory exercising Compensation and jurisdiction over employees Employer's Liability $500,000 each accident/disease—each employee Coverage Type animum Limits of Liability Professional Liability/ $1,000,000 each claim or occurrence/aggregate Errors&Omissions Liability including, where applicable, medical malpractice Cyber/Network Privacy $1,000,000 each claim or occurrence/aggregate &Security Liability Section 6.2 Waiver of Subrogation/Waiver of Right to Recover.Except where prohibited by Law,Vendor agrees to waive its rights to recover and its insurers'rights of subrogation and rights to recover,as applicable,against Customer and its Affiliates,under the commercial general liability,business automobile liability,workers compensation,and employer's liability coverage. Section 6.3 Certificates of Insurance.On or before the Effective Date,and upon Customer's request thereafter,Vendor will provide certificate(s)of insurance providing evidence that Vendor has complied with the insurance requirements set forth in this Agreement.Vendor shall endeavor to promptly notify Customer in writing prior to cancellation of the insurance required hereunder. Section 6.4 Notices.In the case of loss,damage,or other event involving Customer or its Affiliates that requires notice or other action under the terms of any insurance coverage specified in this provision,Vendor will be solely responsible to take such action.Vendor will provide Customer with contemporaneous notice and with such other information as Customer may request regarding the event. Section 6.5 Subcontractors.Except to the extent otherwise stated in this Agreement or agreed to by Customer in writing, Vendor shall require in writing that each subcontractor maintain insurance coverage substantially consistent with what is set forth herein.However,provided that any deficiencies in subcontractors'insurance shall be the Vendor's responsibility, Vendor may alternatively elect to(1)insure subcontractors'actions under its own insurance policies,where applicable and/or(2)modify subcontractors'insurance requirements as long as the requirements are not below customary industry standard insurance coverage. Section 6.6 Limits of Liability.All insurance required of Vendor to provide coverage to Customer and its Affiliates as additional insureds will be primary,and not excess over,or contributing with,any insurance or self-insurance maintained by Customer and its Affiliates.Such additional insured coverage will apply to the full limits of liability maintained by the Vendor,whether those limits of liability are in excess of those required in this Agreement.The availability or unavailability of insurance coverage shall not limit,modify or otherwise impact Vendor's other obligations and liabilities under this Agreement.Vendor's obligation to maintain the insurance stipulated in this section shall be in addition to,and not in lieu of,Vendor's other obligations hereunder,and Vendor's liability to Customer shall not be limited to the amount of coverage required hereunder or any other limitations elsewhere in the Agreement. Section 6.7 The insurance requirements set forth in this Section 6,shall apply,whether other insurance requirements apply elsewhere within this Agreement,except to the extent that such requirements are broader. Section 7.Indemnification The Vendor agrees to take all necessary precautions to prevent injury to any persons or damage to property during the term of this Agreement,and shall indemnify,defend and hold harmless the Client,its officers,directors,shareholders,employees, representatives and/or agents from any claim, liability,loss,cost,damage,judgment,settlement or expense(including attorney's fees)resulting from or arising in anyway out of injury(including death)to any person or damage to property arising in any way out of any act,error,omission or negligence on the part of the Vendor or any of the Vendor's employees in the performance or failure to fulfill any Vendor or obligations under this Agreement. Vendor shall defend,indemnify and hold harmless Client,its officers,directors,shareholders,employees,representatives and/or agent from and against claims,damages or causes of action including reasonable attorneys'fees and related costs arising out of the claim that the services or its use,infringes Intellectual Property rights("Intellectual Property Claim"). Section 8.Liability Section 8.1 General Intent.Subject to the specific provisions of this Section 8,it is the intent of the parties that each parry will be liable to the other parry for any actual damages incurred by the non-breaching party as a result of the breaching parry's failure to perform its obligations in the manner required by this Agreement. Section 8.2 Waiver of Damages.SUBJECT TO SECTION 8.3,IN NO EVENT,WHETHER IN CONTRACT OR IN TORT(INCLUDING BREACH OF WARRANTY,NEGLIGENCE AND STRICT LIABILITY IN TORT), WILL A PARTY BE LIABLE FOR INDIRECT OR CONSEQUENTIAL,EXEMPLARY,PUNITIVE OR SPECIAL DAMAGES, EVEN IF SUCH PARTY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES IN ADVANCE. Section 8.3 Exceptions;Cumulative Remedies.The limitations set forth in Section 8.2 will not apply with respect to:(A) damages caused by the unlawful,fraudulent,or willful misconduct or gross negligence of a party;(B)claims that are the subject of indemnification under this Agreement;or(C)damages occasioned by a party's breach of its obligations with respect to Confidential Information.The remedies specified in this Agreement are cumulative and in addition to any remedies available at law or in equity. Section 9.Organizational Resiliency and Force Majeure Section 9.1 Force Majeure. (A)As used in this Agreement,a"Force Majeure Event"means an act of God,riot,civil disorder,or any other similar event beyond the reasonable control of a party,provided that the event is not caused,directly or indirectly,by such party.Notwithstanding the foregoing,no event will be considered a Force Majeure Event if and to the extent that the nonperforming party could have(1)prevented the event(or any resulting defaults or delays in performance)by taking reasonable precautions,or(2)circumvented the event(or any resulting defaults or delays in performance)through the use of alternate sources,workaround plans or other means(in the case of Vendor,including by meeting its obligations with respect to developing,maintaining and implementing an organizational resilience program as described in this Section 9 or an applicable Statement of Work). Section 9.2 Alternate Source;Termination Rights. (A)With respect to Critical Services(as defined below),if the performance of all or a portion of such Critical Services is prevented or delayed(including by a Force Majeure Event)for more than one(1)business day,then Customer may procure such Services from an alternate source,and Vendor will be liable for payment for such Services from the alternate source for so long as the delay in performance continues,up to a maximum of forty-five(45)consecutive days.As used in this Agreement,"Critical Services"means those specific Services identified in the applicable Statement of Work as "critical,"or(if no Services are so identified in the Statement of Work),the Services necessary for the performance of functions reasonably identified as critical by Customer.The timeframes set forth in this paragraph may,for any or all components of the Services,be superseded by more specific requirements set forth in the applicable Statement of Work. (B)With respect to Non-Critical Services(as defined below),if the performance of all or a portion of such Non- Critical Services is prevented or delayed(including by a Force Majeure Event)for more than three(3)business days,then Customer may procure such Services from an alternate source,and Vendor will be liable for payment for such Services from the alternate source for so long as the delay in performance continues,up to a maximum of forty-five(45)consecutive days. As used in this Agreement,"Non-Critical Services"means all Services that are not Critical Services.The timeframes set forth in this paragraph may,for any or all components of the Services,be superseded by more specific requirements set forth in the applicable Statement of Work. (C)If the performance of any Services is prevented or delayed(including by a Force Majeure Event)for more than five(5)business days(in the case of Critical Services)or ten(10)business days(in the case of Non Critical Services),then Customer will have the option to terminate this Agreement or any impacted Statement of Work without liability or obligation to pay any termination fees or meet any minimum commitments as of a date specified by Customer in a written notice of termination to Vendor.The timeframes set forth in this paragraph may,for any or all components of the Services,be superseded by more specific requirements set forth in the applicable Statement of Work. Section 10.Term and Termination Section 10.1 Agreement Term and Termination.This Agreement shall commence and be effective as of the date above and shall continue until-(a)terminated by Customer at any time with or without cause,upon written notice to Vendor without any charge,liability,or obligation whatsoever,except for payment for Services performed by Vendor specified in a SOW but not yet paid for by Customer;or(b)terminated by either party if the other party materially breaches or defaults on any of the provisions of this Agreement,and such breach is not cured within thirty(30)days after the breaching party receives written notice.Termination of this Agreement shall not impact any signed SOWS then in effect,which shall continue in effect until completed or otherwise terminated under Section 10.2 or Section 10.3,and shall be governed by the terms of this Agreement while in effect. Section 10.2 SOW Termination for Convenience.The term of an SOW shall be as outlined thereunder.Upon written notice to Vendor,Customer may,for its own convenience and with or without cause,terminate any SOW,in whole or in part,without any charge,liability or obligation whatsoever except for payment for Services performed by Vendor but not yet paid for by Customer. Section 10.3 SOW Termination for Cause.If either party materially breaches or defaults on any of the provisions of any SOW,and such breach is not cured within thirty(30)days after the breaching party receives written notice,then in addition to all other rights and remedies of law or equity or otherwise,the injured party shall have the right to terminate any SOW(s) impacted by such breach without any obligation or liability,at any time thereafter. Section 10.4 Termination for Change of Control.Notwithstanding anything to the contrary in this Agreement or SOW, Customer may terminate this Agreement and/or a SOW without further liability,upon written notice to Vendor in the event of a Change of Control of Vendor.For purposes of this Agreement,"Change in Control"means(a)the acquisition by any person,entity or group,within the meaning of Section 13(d)(3)or 14(d)(2)of the Securities Exchange Act of 1934,as amended(the"Exchange Act"),of beneficial ownership(as defined in the Exchange Act)of 20%or more of the outstanding shares of common stock of Vendor or the combined voting power of Vendor's then-outstanding voting securities in a single transaction or series of related transactions;(b)a change in 50%or more of the directors of Vendor in any 12 month period; (c)a reorganization,merger,consolidation or share exchange in which the shareholders of Vendor immediately prior to such transaction hold less than 5 1%of the outstanding shares of Vendor after such transaction;(d)the sale(in a single transaction or a series of related transactions)of either:(i)all or substantially all of the assets of Vendor,or(ii)the assets which are provided to Customer hereunder or used to provide Services to Customer hereunder;or(e)the first purchase under any tender offer or exchange offer pursuant to which shares of Vendor common stock or other voting securities are purchased. Section 10.5 Insolvency.Either party will have the right to immediately,or with such written notice as such party deems reasonable,terminate this Agreement and any SOWS in the event the other party:(a)ceases to do business as a going concern; (b)becomes subject to any bankruptcy or insolvency proceeding under federal or state statute(and if the proceeding is involuntary,it is not dismissed within 60 days of its commencement);(c)becomes insolvent or becomes subject to direct control by a trustee,receiver or similar authority;(d)has wound up,dissolved or liquidated,voluntarily or otherwise;(d) makes a general assignment for the benefit of its creditors;or(e)takes any action authorizing or in furtherance of any of the foregoing. Section 10.6 Effect of Termination.Upon expiration or termination of this Agreement(or any SOW,as applicable)each party shall,upon the request of the other:(a)return all papers,materials and properties of the other held by such party;and (b)provide reasonable assistance in the termination of this Agreement,as may be necessary for the orderly,non-disrupted business continuation of each party.In no event will Vendor inhibit in any way Customer's attempt to effect a smooth transition.At Customer's option,upon termination of this Agreement or a Statement of Work for any reason,Vendor will: (1)certify to Customer in writing,in a form provided by Customer,that all Confidential Information of Customer has been returned or destroyed,as required under this Agreement;and(2)refund to Customer any prepaid fees on a pro rata basis. Section 10.7 Survival.Customer and Vendor's respective obligations hereunder which by their nature would continue beyond the termination of this Agreement or expiration of any SOW,shall survive.This includes,by way of example but not limited to,the obligations provided under the Sections or Exhibits with the following headings:"CONFIDENTIALITY", "INDEMNIFICATION",any warranty by Vendor. Section 11.Assignment;Divestiture. Vendor may not assign this Agreement or any SOW,or any of Vendor's rights(except the right to receive payments hereunder)or duties under this Agreement,without the prior written consent of Customer.Any attempted assignment without Customer's consent will be void.Customer may freely assign all or any part of this Agreement,without the consent of Vendor,either:(a)to an Affiliate;or(b)incidental to a sale,transfer or other disposition by Customer or an Affiliate of all or substantially all of the assets of that component of Customer's business or its Affiliates business having the benefit of the goods and/or services under this Agreement.In the event Customer either:(a)acquires any entity which has entered into an Agreement with Vendor,or(b)acquired any goods or services from Vendor under a separate agreement within any twelve (12)months prior to the Effective Date,Vendor shall in both cases,upon Customer notice,execute any documents necessary to allow such goods and services to be governed by this Agreement,and any price adjustments shall be made immediately on a go forward basis.All benefits under this Agreement shall accrue and inure to each party's valid and legal heirs, successors and assigns.From time to time,Customer(or its Affiliates)may divest some or all interests in certain business units or Affiliates.Following the divestiture,at Customer's request,Vendor will continue to provide Services to such divested business unit or entity under the terns of this Agreement and any applicable SOWS(including for the then-current charges)for 24 months,or any shorter period specified by Customer. Section 12.Export Related to Services Vendor shall not,absent proper authorization and licensing,if applicable,from all United States agencies having jurisdiction, including without limitation the United States Bureau of Industry and Security(United States Department of Commerce) and the United States Department of State,and from any other relevant jurisdiction that requires any license or other government approval, Export any Item in the course of performing the Services hereunder. Customer makes no representations as to whether or under what conditions any Item supplied by Customer may be Exported.For purposes of this Section,"Item"means any data,technology,commodity or other item,including without limitation,computer software, computer hardware,or telecommunications hardware or software or encryption device or algorithm,and"Export"means "export,""release,"or"reexport,"as those terms are defined in 15 Code of Federal Regulations§734.13,734.14 and 734.15, as such regulation may be amended and in effect from time to time. Section 13.Record Keeping and Audit Vendor agrees to maintain accurate and complete records relating to the provision of Services under this Agreement.If Vendor has a formal records management program which includes a documented and compliant records retention schedule (based on applicable federal, state and industry recordkeeping requirements) and a corresponding employee training program,during the term of this Agreement and for four years following the expiration or termination of this Agreement, Vendor will apply records retention practices in the normal course of business according to the retention periods set forth in Vendor's records retention schedule.If Vendor does not maintain a documented and compliant records retention schedule, then Vendor will maintain records relating to the provision of Services under this Agreement for a period of six years from the creation of the applicable record,except to the extent that Customer may require a longer or shorter retention period for specific categories of records. Section 14.Entire Agreement;Order of Precedence. This Agreement contains the entire understanding of the parties and may be amended only by a writing signed by the parties. This Agreement(including its Exhibits),and any SOWS placed hereunder shall constitute the entire agreement between Customer and Vendor.In the event of a conflict between the terms and conditions of this Agreement and the terms and conditions of any Statement of Work,the terms and conditions of this Agreement will control,unless the Statement of Work makes specific reference to the Section of this Agreement that is to be amended in the Statement of Work.Any exceptions expressly agreed upon in writing by Customer(or an applicable Affiliate)and Vendor under a particular Statement of Work will apply only for purposes of that Statement of Work,and will not be deemed to in any way amend,modify,cancel,or waive the provisions of this Agreement or any other Statement of Work.Notwithstanding the foregoing,no Statement of Work or any provision thereof will be effective to:(A)decrease any limitation of liability,reduce the scope of recoverable damages,or restrict or eliminate exceptions to the limitation of liability;(B)expand,eliminate or restrict the scope of any indemnity obligations set forth in this Agreement or any Exhibit hereto;or(C)waive,settle or resolve any claims or disputes between the parties.Any amendment or modification to this Agreement or any duly executed SOW hereunder shall not be valid,enforceable,or binding on the parties unless such amendment or modification(a)is a written instrument duly executed by the authorized representatives of both parties and(b)references this Agreement and any SOW,if applicable,and identifies the specific sections contained therein which are amended or modified.No amendment or modification shall adversely affect vested rights or causes of action that have accrued prior to the effective date of such amendment or modification.The terms and conditions of the Exhibits and any SOW hereunder are integral parts of this Agreement and are fully incorporated herein by this reference.No conflicting or supplemental pre-printed provisions on Vendor and Customer forms(including without limitation shrink wrap terms,terms on purchase orders or invoices)shall be binding on the parties. Section 15.Choice of LawNenue This Agreement and the rights and obligations of the parties hereunder shall be construed in accordance with and governed by the laws of the State of Texas,excluding its conflict of laws principles and excluding the Uniform Computer Information Transactions Act(UCITA)as may be enacted,amended,or modified by the various states.The parties hereby agree that the United Nations Convention on Contracts for the International Sale of Goods will not apply to this Agreement or any related transaction between the parties.The parties irrevocably and unconditionally consent to venue in Harris County,Texas and hereby waive any claims of forum non conveniens with respect to such venue)and to the non-exclusive jurisdiction of competent Wisconsin state courts in Dane County or federal courts in the District of Wisconsin for all litigation which may be brought with respect to the terms of,and the transactions and relationships contemplated by,this Agreement.The parties further consent to the jurisdiction of any state court located within a district that encompasses assets of a party against which a judgment has been rendered for the enforcement of such judgment against the assets of such party. Section 16.Severability If any provision of this Agreement is held to be invalid or unenforceable by a court of competent jurisdiction,then the remaining portions of this Agreement shall be construed as if not containing such provision,and all other rights and obligations of the parties shall be construed and enforced accordingly. Section 17.Notices All notices, approvals, waivers, and other communications under this Agreement (other than routine operational communications),will be in writing and will be deemed duly given(A)when delivered by hand,(B)one business day after being given to an express courier with a reliable system for tracking delivery,(C)four business days after the date of mailing, when mailed by United States mail,registered or certified mail,return receipt requested,postage prepaid,and addressed as set forth below,or(D)by DocuSign Services;to the appropriate party at the address set forth in this Agreement.Notices are deemed given upon receipt if delivered using DocuSign Services.Routine operational communications(which will not constitute legal notice)related to administration of the Agreement,may be sent to the parties using any contact information provided in the course of performance. Customer Confidential Page 10 of 15 Rev 09.22.2021 DocuSign Envelope ID:D067ED40-E231-46F8-ADAE-5A7DCOEFEB4E Notices to Customer: Notices to Partner: Attn:David Windom Attn:Ritu Mehrotra MSHS Director President and Chief Executive Officer Mason County Public Health United We Care,Inc With a copy to: With a copy to: Attn: Attn: Mason County Public Health and Human United We Care Services Section 18.No Waiver No waiver or failure to exercise any option,right,or privilege under the terns of this Agreement on any occasion or occasions shall be construed to be a waiver of the same or any other option,right or privilege on any other occasion. Section 19.Third Party Beneficiaries. This Agreement is entered into solely between,and may be enforced only by,Customer and Vendor.This Agreement will not be deemed to create any rights in third parties or to create any obligations of a party to any third parties,other than in and to Customer's Affiliates receiving Services hereunder. Mason County Public Health United We Care By: By: (Authorized Signature) (Authorized Signature) Tama Name: Rim Mehrotra Title: Title: CEO Date: 01/ /2025 Date: 01/ /2025 Appendix A Scope of Work The Effective Date of this Scope of Work shall be:01/_/25. The Expiration Date of this Scope of Work shall be:03/_/25. • Implement accessible platforms that facilitate mental health support and professional intervention • Ensure that residents have continuous and comprehensive access to mental health and wellness resources and expert care tailored to their individual circumstances and needs. • Use data to improve service offerings and in line with the statutory requirements for user privacy. • Align our pilot program with Sustainable Development Goals(SDGs)adopted by the UN,Good Health and Well- being(Goal No.3),& Reduced Inequalities(Goal No.10),to improve overall health outcomes and reduce inequalities within the target community. Appendix B Pricing The cost of Services for this pilot project is set at$200,000.00 covering 2500 lives for the term of this agreement. Appendix C Evaluation Plan Objective 1:Implement accessible platforms that facilitate mental health support and professional intervention Expected Outcomes: o Increased Access to Mental Health Resources:Through Stella the platform enables access in areas where distance and lack of providers have been barriers,with a focus on seamless integration that doesn't make technology the focal point. o Affordable and Scalable Solutions:Ensuring that the solutions are economically feasible,reducing the cost barrier to accessing mental health services. Objective 2: Ensure that residents have continuous and comprehensive access to mental health and wellness resources and expert care tailored to their individual circumstances and needs. • Expected Outcomes: • 24x7 Personalized Support:Stella provides real-time,personalized support,adapting to individual user circumstances and needs. • Customized Care Pathways: Stella tailors resources and interventions to match the unique mental health requirements of each user,ensuring comprehensive and relevant support.. Objective 3:use data to improve service offerings discreetly and in line with the statutory requirements for user privacy. • Expected Outcomes: • Real-Time Data-Driven Insights & Reporting Dashboard: With access to an advanced analytics dashboard featuring comprehensive engagement and demographic data.This will facilitate precise customization of interventions and a deeper understanding of user behaviors,ensuring optimal service delivery while safeguarding privacy and security. • Feedback Loops for Platform Optimization: Utilizing user and provider feedback to refine platform features discreetly and effectively. Objective 4:Align our pilot program with Sustainable Development Goals(SDGs)adopted bythe LIN,Good Health and Well-being (Goal No.3),& Reduced Inequalities (Goal No.10),to improve overall health outcomes and reduce inequalities within the target community. • Expected Outcomes: • Empowering Local Communities:Community feature on the platform encourages peer support and enhances social connections,directly contributing to reducing health inequalities. • Scalability and Future Expansions:Insights gained from the pilot will inform potential scaling strategies to other rural or underserved communities,enhancing health outcomes and striving towards achieving the SDGs. Q� UNITED WE CARE Ecua izinc Mental Health Connecting the dots in the mental health ecosystem www.unitedwecare.com Q The Proble 0 U 0 .. a� Barrier Urgency Crisis In Washington 32.6%of adults and 300,000 adults suffer from serious 20.1% of adolescents are facing Washington Leads the Nation in mental illness, compounded by a depression and anxiety Loneliness: Over 43% of Residents drug overdose death rate of 28.1 per Report Feeling Isolated 100,000 64% with mental health condition say Holiday makes it worse 52% adolescents and 34% that needed clinical intervention could not find one 2 Q� Solution Omnicnnel Mental Health Robert Whistable Anxiety Assessment Anger Assessment SCREENING CLINICAL Lees Slatl p Lefs Slst:n MANAGEMENT 30+ Assessment tools Today 7:00 pm 30 min C) Personality Test Parenting&ale ersonslityTest help in early diagnosis 70 STELL 100+ Clinicians, �Joinnow worksheets reminders • Let's$IArI:p leCs$lazr p r 1 THE DIGITAL WALLET SELF How is your mood today? � � MANAGEMENT pry °°"°° s°° "°°°y °OSOf a Support Group s Talk to Stella > o � o Self paced programs o w•,•«. m� Audio, Video, Articles, Podcasts, ro 5ndfe6«• 9 Specific support groups in the Communities G I�i i Virtual Coach Stella Sea' '4rxiety' Provides a reliable solution rt _ 94.7% Intent Detection Trained - 2 Trill Generic Tokens & 300 Bill Clinical Tokens & 150 Clinicians, over 10 Mill on F O Platform Conversations V H•PPY Personalised Journey I 'I i i i Seeking clinical support or connecting with Quick Actions listereners or if you need content Stella can help ' 29+ Languages Self Assessment view All Global languages pp a mM Anxiety Physical Stress Assessment Assessment [B S Questions © [B 22 Questions 24X7X365 Psychological first aid - Look Listen Link 4 Q Evidence Based Care 12+ Patents 25+ World Records 1. Translation with Clin • - • 1. SNLI (Stanford Natural Language E Inference): 94.7% - current record 93.1% to emotion vect• generation EFL by Meta Hallucination Mit •• • 2. BioNLI (Biomedical Natural Language v _ Inference): 87.8% - current record 77% information classification BioLinkBert by Stanford University a� Clinicians like eneration 3. MedNLI (Medical Natural Language 6. _ _ura _ , Inference): 92.1% current record 86.57% HealthMental SciFive Large by Massachusetts Institute of Technology 7. Stochastic Actor Oriented Model driven Clinician Suggestion 4. LibreSpeech Benchmark: 0.9%WER - Current Record 1.34 by Google 8. Interoperable EHR Taxonomy and Data Mapper 5. Europarl ASR Benchmark: 0.4%WER - •. Clinical Case History GenerationCurrent Record 7.0 by MMPL & 20 others on NLI 10. Deltawave-guided wearable EEG happiness Monitors 11. Intelligent Conversational Agent for Clinical Decision Support 12. 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Tap to start writing 0 _ Mental Health Wellness U Email Address* Programs Programs T>� Enter a functional Emad ID that you can access durrnq Programs:Start your Self-care Journey Recommended Programs vn� Ihls process We well send a One Time Password(OTP) lU on this ID to get started .r ox' ' Rural Health aNw Mental Health Programs Wellnes,P og-, > -_.,I _._ UNITED WE CARE y a Pr am ogr s Quick Actions Gel S[:lried with Mindfulness Healing with Meditation as Cl i nically-proven,at-home alcohol and substance abuse treatment program Unlock United We Care Premium �n�wnem Self Assessment - Start The Program SI Most Watched Programs Anxiety Physical Stress Rural Health Assessment Assessment 15 G 9:41 .rd= 9:41 .dl? 941 .HI? 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O 5 Stella for Clinicians 17 G Connectin You with I t h Some of our best in class certified clinician Professionals Expert Clinichal surr%r%rt Beverly King Therapist Years Of Exp:21 yrs Speaks:English Qualifications:RADFORD UNIVERSITY:MS in Counseling Psychology,Licensed Clinical Mental Health Counselor Supervisor (NC),Licensed Professional P Our network is designed to provide comprehensive care through a Counselor(VA),Certified Clinical Trauma Professional range of highly trained and qualified professionals. Here's who you can d connect with: Next available slot 0 8 07 Nov U varissa Owens Coaches - Skilled at guiding you through challenges and helping Therapist Years Of Exp:14 yrs you achieve personal growth. Speaks:English D cell Qualifications:LPC,NCC • Certified Listeners - Available to provide empathetic support and a non-judgmental space for you to express yourself. Next available slot 04 Nov • Therapists - Experts in therapeutic techniques, ready to assist you in navigating mental health concerns. Hiba Fatima Moinuddin Therapist Years Of Exp:3 yrs Speaks:English • Psychiatrists (Coming soon) - Medical doctors specializing in Qualifications:Master's in mental health care, including diagnosis, treatment, and prevention. Counseling,LPC Next available slot e 04 Nov 18 G Home SELF TESTS General Anxiety Clinical Anger Scale Disorder Scale (GA... (CAS) 7 Questions 21 Questions By-Robert L.Spitzer,... By-Snell,W.E.,Jr.,G... Take Assessment PHQ Somatic Scale Perceived Stress s s e s s m ( (y-Kurt Scale(ldon O 16 Questions 10 Questions C) By-Kurt Kroenke et al. By-Sheldon Cohen Take Assessment�Iv% PHQ Depression Yale-Brown Scale(PH09) Obsessive Compuls... 9 Questions 11 Questions moary By-Kurt Kroenke et al. By-Wayne K.Goodma... Take Assessment Take Assessment Socrates 8 Alcohol Socrates 8 Drug A range of clinical-standard assessments alongside well-being Addiction(S8A) Addiction(S8D) evaluations for issues like anxiet de ression and more Questions tions Y, �� B By-W.R.Miller and J.S... By By-W .R.Miller and IS.... Take Assessment Take Assessment Rosenberg Self Oxford Happiness Esteem Test Questionnaire(OHQ) 10 Questions 30 Questions By-Rosenberg,M. By-Michael Argyle an... Take Assessment Take Assessment 19 G Community & Wellness at Your Fingertips Find Clubs Community Connections: Dive into our community hub, where empathy BP Join sparks action. Connect, share, and grow with peers who understand and Official social group Q 101 members U support your journey towards wellness. (Ij BP club description:Regulating your blood pressure can I.— help you beat a number of other life-threatening diseases. U Keeping your life stress free and your emotions regulated U can help you keep your blood pressure levels in check. These informational&self-care videos will help you Our app's community hub is a vibrant space designed to foster understand how to keep your emotions&BP in check. aD meaningful connections among users on similar wellness journeys. It's LGBTOIA+ C_ more than a forum—it's a supportive network where empathy leads to Join Official social group >>� action.Here's what you can expect: ('WD 119 members Educational content to understand the community better for those outside of it.Seek support&knowledge around • Connect with Peers: Share your journey with others who truly mental health challenges for the members ofLGBTOIA+ groups. understand, in a space that values empathy and privacy. • Engage and Share: Participate in lively discussions, access helpful Cancer resources, and enjoy real-time support through live chat groups Joined Official social group and virtual meet—ups. 96members • Learn and Grow Together: Benefit from a wealth of shared Cancer can be challenging for your physical and mental experiences and tips, helping each member of the community n (D V fO advance their path to wellness. home Stella Community Programs Sessions 20 G Mental and Well < Programs b e'le n Programs ' Managing Your Mind and C... 11298 enrolled•1.5 Hour P Diverse array of programs tailored to enhance your mental and o physical well-being. Each program is crafted with expert care to A Guide to Mental Health an... support, inspire, and educate you at every step of your wellness 0 journey. Explore what we offer: 8554 enrolled•1.SHours 0 aD N / 4 Caring for Mental Health wit... 2072 enrolled•1.5 Hours � . Mental Health Programs: Access personalized programs addressing stress, anxiety, and more, all guided by experts. • Wellness Programs: Explore initiatives designed to boost both '` ,, Managing Claustrophobia r:your physical and emotional well-being. 871 enrolled•30 Minutes • Bedtime Stories: Unwind with stories that soothe the mind, promoting deeper and more restorative sleep. Ultimate Guide to Managing... • Inspirational Podcasts: Discover powerful stories and expert W +r fo advice in our podcasts, designed to inspire and inform your Stella Community Programs Session wellness journey. 21 G s:241 rr m Today United We Care United There Is Always Hope. L We Care Even When Everyone Tells You There Isn't. 63 RATINGS AGE DEVELOPER 4.9 12+ 0 O ***** Years Old United for her priv, We Are Just Getting Started.We New Version History Version 3.3.27 6d ago 0 -Minor bug fixes and improvements. QD Preview N D ■ ■ 2 UNITED WE CARE . theQR code Safe Space Happiness Priority •� • Your First roc • r to learn more ! 0 r M E 0 0 Nom • ON ON Arcade Search 22 MASON COUNTY PUBLIC WORKS COMMISSIONER BRIEFING January 13, 2025 Action Items• • Set Hearing with Hearings Examiner for Road Vacation No. 423 —old alignment of Johns Prairie Road. • Approving County Road Projects (CRP)No. 2060 through 2063. • Purchase bridge structures for the Portman, Danny Walker, and Crisman Bridge maintenance projects on Beeville Loop Road through the Washington State contract with the Department of Enterprise Services (DES). Discussion Items: • New TIP-CAP Chair and Vice Chair • Southside School update Commissioner Follow-Up Items: Upcoming Items: December 261h —January 251h Free Christmas Tree Recycling @ Shelton and Belfair January 22nd @ 11:30-1:OOpm North Mason Chamber Luncheon—Public Works Latest plans for Transportation and Maintenance protect Location: HUB t��oN Coo Mason County Agenda Request Form 1854 To: Board of Mason County Commissioners Item No. From: Tina Schaefer,Right of Way Agent Senior,on behalf of Mike Collins,PLS,PE Deputy Ext: 456 Director/County Engineer Department: Public Works Briefing: ❑x Action Agenda: ❑x Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 13,2025 Agenda Date(s): January 21,2025 Internal Review: ❑ Finance ❑ Human Resources ❑x Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: Road Vacation Order No.423—Set Hearing date with Hearing Examiner Vacate all that portion of the old alignment of Johns Prairie Road lying Northerly of the new alignment and Westerly of Johns Creek Drive, and adjacent to Parcel B as delineated on Auditor's File No. 454652 and as shown on the official map of County Road Project# 1010, all lying within the Northeast quarter of the Southwest quarter,in Section 5,Township 20 North,Range 3 West,W.M. Background/Executive Summary: Mason County currently has a right of way from the old alignment of Johns Prairie Road and owns a small parcel of land which lies North of the existing right of way for Johns Prairie Road as established as CRP 1010 in 1985,known as parcel#32005-31-60070 and shown as parcel B on Exhibit A. Mason County purchased parcel B as an uneconomical remnant from the parcel to the South being parcel# 32005-31-00090. Mason County Commissioners have directed Public Works to vacate the right of way as shown on Exhibit A to clear title for parcel B.The right of way isn't maintained any longer and is of no use to Mason County. Johns Prairie Road was originally called L.W. Spence and was established on May 5, 1892. At that time the road didn't extent into the area being requested for vacation. At some point after that the L.W. Spence Road aka the Shelton-Mason Lake Road was extended South to the area in question. For the requested vacation area,we didn't find any establishment or dedication. The right of way is a prescriptive easement. The road does appear on the Metsker map around the year 1941 as L.W. Spencer Road No. 33. Vacating this area would clear title for the sale. Public Works sees no value in reopening the proposed vacation area at any point in the future. Budget Impact(amount, funding source,budget amendment, etc.): The road vacation was started at the direction of the County Commissioners;hence no administrative fee is due. The right of way is classified as"Class A"and is an easement; compensation is fifty percent of appraised value. The area of the proposed road vacation is 5,595 sq feet. The square foot value of the property is $1.52. The total right of way compensation would be$4,252.20. The compensation amount is being negotiated to be included in the sale of parcel#32005-31-60070.The sale is between Mason County and Thaddeus Bramford and Brenda Bramford. Public Outreach: The Notice of Intent to vacate will be published in the Shelton Journal two times and posted in three locations, as required by RCW 36.87.050. Requested Action: Recommend the Board approve and execute the resolution setting a hearing date with the Hearings Examiner for Wednesday February 26,2025, at 1:OOpm via zoom to consider public comment on Road Vacation No.423. Attachment(s)• Engineer's Report Hearing Notice MASON COUNTY DEPARTMENT of PUBLIC WORKS 100 W PUBLIC WORKS DRIVE SHELTON, WASHINGTON 98584 MEMORANDUM DATE: December 11, 2024 TO: Mason County Hearings Examiner FROM: Tina Schaefer, Right of Way Agent Senior, on behalf of Mike Collins, County Engineer, and Deputy Director Cc: Mike Mclrvin, County Surveyor & David Smith, Engineering and Construction Manager SUBJECT: ENGINEER'S REPORT— ROAD VACATION FILE NO. 423 Vacate all that portion of the old alignment of Johns Prairie Road lying Northerly of the new alignment and Westerly of Johns Creek Drive, and adjacent to Parcel B as delineated on Auditor's File No. 454652 and as shown on the official map of County Road Project# 1010, all lying within the Northeast quarter of the Southwest quarter, in Section 5, Township 20 North, Range 3 West, W.M. BACKGROUND: Mason County currently has a right of way from the old alignment of Johns Prairie Road and owns a small parcel of land which lies North of the existing right of way for Johns Prairie Road as established as CRP 1010 in 1985, known as parcel # 32005-31-60070 and shown as parcel B on Exhibit A. Mason County purchased parcel B as an uneconomical remnant from the parcel to the South being parcel # 32005-31-00090. Mason County Commissioners have directed Public Works to vacate the right of way as shown on Exhibit A to clear title for parcel B. The right of way isn't maintained any longer and is of no use to Mason County. Johns Prairie Road was originally called L.W. Spence and was established on May 5, 1892. At that time the road didn't extent into the area being requested for vacation. At some point after that the L. W. Spence Road aka the Shelton-Mason Lake Road was extended South to the area in question. For the requested vacation area, we didn't find any establishment or dedication. The right of way is a prescriptive easement. The road does 1 appear on the Metsker map around the year 1941 as L.W. Spencer Road No. 33. Vacating this area would clear title for the sale. Public Works sees no value in reopening the proposed vacation area at any point in the future. In compliance with RCW 36.87.40, at the Board of County Commissioners and County Engineer's direction, Public Works Department staff examined that portion of the right-of- way requested to be vacated and solicited comments on the proposed vacation. Our findings are the following: 1. The right of way is not presently in use as a roadway. 2. The road vacation was started at the direction of the County Commissioners; hence no administrative fee is due. 3. The right of way is classified as "Class A" and is an easement; compensation is fifty percent of appraised value. The area of the proposed road vacation is 5,595 sq feet. The square foot value of the property is $1.52. The total right of way compensation would be $4,252.20. The compensation amount is being negotiated to be included in the sale of parcel #32005-31-60070. The sale is between Mason County and Thaddeus Bramford and Brenda Bramford. 4. The proposed vacation area is not deemed necessary for future use for the County Road system. 5. The public will benefit from this action since it will add the vacated area to the tax rolls and relieve the county of liability. Public Notice Public notice has been provided as required by RCW 36.87.050, both by posting at the site and by publishing in the county official newspaper. Recommendation Public Works recommends the vacation of all that portion of the old alignment of Johns Prairie Road lying Northerly of the new alignment and Westerly of Johns Creek Drive, and adjacent to Parcel B as delineated on Auditor's File No. 454652 and as shown on the official map of County Road Project # 1010, all lying within the Northeast quarter of the Southwest quarter, in Section 5, Township 20 North, Range 3 West, W.M. The vacated area will be subject to existing easements for ingress, egress, and drainage or other purposes, if any, and in accordance with RCW 36.87.140, and retaining an easement in favor of Mason County for any utilities and drainage present in the vacated right of way. 2 Attachments: • Legal Description: Exhibit A • Metsker Maps: Exhibit B • Aerial Plat Map: Exhibit C 3 EXHIBIT "A" Legal Description for Road Vacation # 423 Vacate all that portion of the old alignment of Johns Prairie Road lying Northerly of the new alignment and Westerly of Johns Creek Drive, and adjacent to Parcel B as delineated on Auditor's File No. 454652 and as shown on the official map of County Road Project # 1010, all lying within the Northeast quarter of the Southwest quarter, in Section 5, Township 20 North, Range 3 West, W.M. of-sker Man VI Year 1941 TOWNSHIP 20 N., RANGE 3 W.W. M. PAGE II SCALE 2 IN.-1 MILE MASON COUNTY] WASH • CHAS,F.METSKE CIVIL ENGINEER q4 S14 S.W.OAK STREETT..PORTLANO,OREGON >; III SO.TEHTH STREET t TACOMA WASHINGTON IOZO THIRD AVE.,SEATTLE WASNINGTON IZ ToBelfa;,-J 3944 4.1 1... H.44 l.it Se '�!�A/• 1 etI b.94T- Al.X ] b.Ee 4 11 b.EG AM,— 41.i2 M•]4 }f.t4 q`y` 43.0 e3 11.26 1:! SMALL TRACTS HE`f(leN \\ TA OMA I I py 3 0.[iy•'<��-.4,/:!':- 200M[RE[A!A O• A•J•B,SNAL I0MJ A00• 2B•TNOMAS R.ROYYE V Y! TeR.CO. B-NElONAM OOAYS 9EPA00. 39•S/MPSON LOBE/MG CO. ^ �\ O0. •Ce J,O.VAH CLEAVECOUNTY E.A.RE% P.jyB�� 9 : y s,,I M[r AL CO Y I I _l3o-CEMETERY ALYS ADO. 3/-B.E.SCNRAOER KMELAHOSDD. 3t-B.F.JAMES .1 JULIA A.NEAet TDR.cO. A.#G.t - 19.3 ROY MARotp F-NILLCRES7 EXTENS/OH 33-JACKA•CO<f NNBON -C/ 9BIMM S SxIgK XxM/Tz LlTt 34-EOWARD W/veLL sTl ' /-MAR✓M/YCNELL 3S•GOVfY45/MPSON/HV.CO. L.R.KOLMOROAN 36-X.PARRY 3-AC+A7E GRANGE 3T•SMALL Al C74•N•E. 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ID MARY ARMSrRONG StAC S,GOf3RR \` ..R.w. 4l.4e _ t� [D A wcrE - oscM1 19-HENRY LEXMAN 53•E.E.606SER COUNTY A.L.BtIL.' �- EI„K!!41 - L e X1. W[QTF. ALIp[ES OANI ELG l[R, x e RI/tlgEx ]e-A.B.GO YEY 54-R-L.GOSSEL --== - 14lt YSJ-f ICKLY 3 CCC / // tI.O.M.S/[VLRS SS-N•L.XADSELL , --6-�Y1 6 71-J0.S.B.TRAINoR 56•WE51 COA570YSrfR CO. '<� .Gg4nr [pyryty �/ 23-04MES NARK/SON 574T411 'gal �WM. OR ��W� ]llsb[Y]'f ie '0,�, Gfm D S //C...TY 24WASN.REFINING CO. SB•MARINAA•OEER .I+' .COUNTY ✓ ANETTR`O' LL •ST•YL 4• S°Y < R=R 2S•JONN N•SrRVrHER 59•N.PARRYr70HE5-M.J.NE[SER(COHr.) 4Nt`Ft 'S4. CC O1 n rC Qenq 26•MOS•CNAPMAN 6o•KEARNfY V.COLLIMS I ON CALLANAN S i 51 MPS ONE ao Cyr n •}I', q �9-7 - j AB. `�O w•a. V N 27-SMALL TRACYS 6=-MARY MLI/QY ] I 9 E i+ p 41•l01 o ROW COUNTY \ Ct fit KIn 43-J."N.OG06H '� • ,ety �+ COUNTY NMOLD REY OlO6 64✓BNNA•dURMET7 OARtAND BEACH TAROT! ._( {clan F+•+' f Jn. u (CONt 65-RAY E.NA[[ -1 -O 'VY t _ 48-st. -61-9-74-733.39-GEOR6 674RLf E.IMAN ElOX. 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Ncamo P a /1 8// Mapk&h/hwrE iN" .r< w.N I TRAILS "^- `6 A 101 �ToO/ylnpia fToO/ympia �O / To 0/ympia/ D INTERMITTENT CREEKS' SCHOOLS s� cuvrR[cnr er c,IA9. ELECTRIC POWER LINES Road Vacation : 423 Exhibit C 320052400000 320052490011 '� � � 320052490012 i A� a 1?00531100070 320053100000 '320053100040 � � 320053160070 320050060000 320053100010 320053100090 10 vvA .e P i%_CIS 320053190060 Tax Parcels 50 25 0 50 100 150 200 Vacated Road Feet RESOLUTION NO. VACATION FILE NO.423 NOTICE OF INTENT TO VACATE SETTING TIME AND PLACE FOR HEARING ON SAID VACATION RCW 36o87 WHEREAS NOTICE IS HEREBY GIVEN that the Mason County Public Works Department is requesting the vacation of the following right of way: Vacate all that portion of the old alignment of Johns Prairie Road lying Northerly of the new alignment and Westerly of Johns Creek Drive, and adjacent to Parcel B as delineated on Auditor's File No. 454652 and as shown on the official map of County Road Project# 1010,all lying within the Northeast quarter of the Southwest quarter,in Section 5,Township 20 North,Range 3 West,W.M. WHEREAS the Board of Mason County Commissioners did set a date for public hearing on the matter before the Hearing Examiner on the matter and directed Public Works to prepare notice thereof for posting and publication. NOW THEREFORE,BE IT RESOLVED that said hearing has been set for Wednesday, February 26,2025,at 1:00 P.M.via Zoom,at which time any taxpayer may appear via Zoom to hear the County Engineer's report and be heard either for or against the vacation of the above said portion of road located in Mason County Washington. For those unable to attend the hearing email testimony to.mfrazier(&,co.inason.wa.us. Visit the Mason County Hearings Examiner Agenda webpage at www,co,i-nason.wa.us/heari-nps-exai-niner or contact Mariah Frazier at,mfrazierAgo.i'nason.wa.us or call (360)427-9670 Ext 365 for Zoom information. DATED this day of ,2025,5 BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WAS INGTON ATTEST: McKenzie Smith, Clerk of the Board Sharon Trask, Chair APPRD-AS TO FORM. Pat Tarzwell, Vice Chair Tim Whitehead,Ch. DPA Assessor Auditor Randy Neatherlin, Commissioner County Engineer Petitioner Post no later than 2/6/25 (20 days prior to hearing at each terminus of the county road or portion thereof proposed to be vacated or abandoned.) Vacation File No. 423 JOURNAL—Publish 2t: 1/30/25 —2/6/25 (Bill Public Works) *1854 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Mike Collins,PLS,PE,County Engineer Ext:450 Department: Public Works Briefing: Action Agenda: Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 13,2025 Agenda Date(s): January 21,2025 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: Approve County Road Projects(CRP)No.2060 through 2063 Background/Executive Summary: Public Works requests approval to create County Road Project(CRP)numbers for road improvement projects on the Matlock Brady Road and Cloquallum Road,the Blevins Road Evergreen Estates Water Extension and the gravel road conversion project for Maples Road. All these projects are on the approved 2025 Annual Construction Program(Resolution No 2024-052). Budget Impact: The project description and cost sheet attached provides the estimated cost and local/grant funding for each project. Local funds will be funded out of the County Road fund. Public Outreach: Resolution will be published in the Shelton Journal. Requested Action: Request Board authorize the following: 1. Execute a resolution for CRP 2060 Matlock Brady Road safety improvement project, CRP 2061 Cloquallum Road improvement project, CRP 2062 Blevins Road Evergreen Estates Water Extension project and CRP 2063 for the Maples Road gravel road conversion project. 2. Authorize County Engineer to Request for Qualifications as needed for consultant services for the project(s) and enter contract(s). 3. Authorize County Engineer and/or the Chair to sign all pertinent documents. Attachment(s)• 1. Resolution 2. Project Location Maps 3. Project Descriptions and Cost BEFORE THE BOARD OF COUNTY COMMISSIONERS OF MASON COUNTY,WASHINGTON. In the matter of initiating county road projects and assigning CRP numbers. Resolution No.2025- IT IS HEREBY RESOLVED THAT the roads listed below be improved as shown between the points indicated. These projects are hereby declared to be public necessity and the county road engineer is hereby ordered and authorized to report and proceed as by law provided.(RCW 36.75.050,36.80.030,36.80.070 and/or WAC 136-18-030). IT IS FURTHER RESOLVED that appropriations from the officially adopted road fund budget and based on the county engineers estimates are hereby made in the amount and for the purposes shown: Cost Estimate(Thousand ) Annual Type of Contract Const. Road Log and/or CRP No. Prog.Item Road Name or Bridge No. No Project Name M.P. to M.P. ; Work Local Grant/Other Engr R/W County Project Total No. ;(See Code) Forces 2060 2 Brady Matlock Road 90100 Road Improvement 23.30-24.50 D 600,000 - - - 600,000 600,000 Project 2 2061 17 Cloquallum Road 10000 Road Improvement 6.60-7.80 D 146,000 1,314,000 - - 1,460,000 1,460,000 Project Blevins Road 2062 15 Blevins Road North 50990 Evergreen Estates 0.00-.22 D - 551,764 100,000 - 451,764 551,764 Water Extension ---F 2063 14 Maples Road 40850 Gravel Road 0.04-0.60 C 45,000 - - - 45,000 45,000 Conversion 791,000 1,865,764 1 100,000 21556,764 2,656,764 (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (6) TYPE OF WORK CODE A.Grading and Drainage F.Sidewalks K.Environmental Mitigation (11) The construction is to be accomplished by contract B. Base&Top Course G.Traffic Facilities L.Fish Passage in accordance with RCW 36.77.020 et.seq.AND/OR C. B.S.T./SEALS H.Paths,Trails,Bikeways The construction is to be accomplished by county D.A.C./P.C.C.Pavement I. Bridges forces in accordance with RCW 36.77.065 and WAC 136.18 E.Curbs and Gutters J. Ferry Facilities ADOPTED this day of 2025 BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON ATTEST: Sharon Trask,Chair McKenzie Smith,Clerk of the Board APPROVE AS TO FORM: Pat Tarzwell,Vice Chair Tim Whitehead, Ch.D.P.A Randy Neatherlin 1,Commissioner cc: Commissioners Engineer JOURNAL: Publ.It: 1/30/25(Bill Rd Dept.) CRP 2060 - Matlock Brady Road' Improvement Project 2 MP : 23 . 30-24. 50 i � o ------------ o �. m� i Turnow Cemetery I � on Peak �4m , CRP2061 Cloq ua I I u m Road Improvement Project MP 6. 60-7.80 _ , 1 ♦1 _ W C\_O O-_0 00 1 , -- ---- ' / I , 1 n 1 - 1 -Sheltoi 1 _ F7CRP 2062 Blevi ns Road Evergreen US101 Estates Water Extension MP 0 . 00 — 0 . 22 �L�sf it 0� = o L�4° Z 0- us 101 t P \ �po b� W �❑ Chevron\ m U U t sh ED fo cp p 10 i� O - a Sanderson -' Field � I CRP2063 Maples Road Gravel Conversion MP 0 .4 — 0. 60 Tc l s Q Q East Lansky Drive WA3 Harstine Island Hammersley0 Inlet[- 1.. - Squaxin - Island Reservation PROJECT DESCRIPTIONS AND COSTS CRP Road Name Mileposts 2060 Shelton Matlock Road 23.30—24.50 Project Info.: Paving 12'travel lanes with HMA(Hot mix asphalt). Construction: $600,000(local) Project Est.Cost: $600,000 Funding:County Road funded project. CRP Road Name Mileposts 2061 Cloquallum Road 6.60—7.80 Proiect Info.: Road improvement project that includes:widening and paving the roadway with HMA to 12'lanes, widen and pave existing gravel shoulders,remove and replace existing guardrail and improve drainage. Construction: $1,314,000(RAP) 146 000 aggLaD Project Est.Cost: $1,460,000 Funding:Rural Arterial Program(RAP)and County Road funded project. CRP Road Name Mileposts 2062 Blevins Road North 0.00—0.22 Proiect Info.: This project is to replace an existing community well water system with a new connection to City of Shelton water system.The purpose and need for the proposal are to alleviate elevated nitrate concerns and provide for a clean,consistent water supply for the Evergreen Estates community.The project would expand the City's water system with a new water main and associated connections to integrate the existing Evergreen Estates community water system. Construction: $551,764(CDBG) Project Est.Cost: $551,764 Funding: Community Development Block Grant(CDBG)funded project. CRP Road Name Mileposts 2063 Maples Road 0.04—0.610 Proiect Info: Converting county gravel road to chipseal. Construction: $45,000(local) Project Est.Cost: $45,000 Funding:County Road funded projects. *1854 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From Mike Collins,PLS,PE,County Engineer Ext:450 Department: Public Works Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 13,2025 Agenda Date(s): January 21,2025 Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: Purchase of Three (3) Steel Superstructures for Crisman,Danny Walker and Portman Bridge Replacement Projects on Beeville Loop Road Background/Executive Summary: Three bridges on Beeville Loop Road have timber superstructures that need to be replaced. These bridges and milepost locations are: Crisman MP 0.58, Danny Walker MP 1.41, Portman MP 3.82. The proposed replacement is prefabricated steel superstructures,precast concrete panel decking and guardrails. The installation of these structures will be completed by County Forces. The Washington State Contract for Prefabricated and Modular Bridges (Contract#23723) provides the required features with a delivery expected in September 2025. Budget Impact• The structures are estimated to cost $100,000.00 per bridge. The projects are in the adopted budget and revenue source is the Road Fund. Public Outreach: Each project will require a road closure of about one week. Public Works will seek approval from the Board for these closures and will be responsible for publishing and posting the closure notices once the structures are delivered and all permits are in place. Requested Action: Requesting the Board authorize Public Works to purchase bridge structures for the Portman, Danny Walker, and Crisman Bridge maintenance projects located on Beeville Loop Road through the Washington State contract with the Department of Enterprise Services (DES). Attachment(s) 1. Project Location Map Beeville Loop Bridge Vicinity Ma Danny Walker MP m 1.41 v h�e�F`i o �o Op �O Crisman Quo MP 0.58 o° 0� �O v� J�v VJ BEEVILLE Creek LOOP RD N/BEEVILLE W BEEVILLE LOOP RD o?� LOOPRD Portman MP 3.82 N G, 0 01 va CO 1 O oLL Esri Community Maps Contlautors,WA State Parks GIS, Esr, Tom,Garmin,SafeGraph, m s GeoTechnologies,Inc,METI/NASA,USGS, Bureau of Land Ma.m� ment,EPA,NPS,US Census �p t Bureau,USDA,USFWS o � c� i Mason County Administrator 411 N 5th Street Shelton, WA 98584 (360) 427-9670 ext. 419 Mason County Commissioner Briefing Items from County Administrator January 13, 2025 Specific Items for Review Cyber Incident Test—Todd Cannon Amendment to the Receipt of Claims for Damages Resolution—Nichole Wilston Amendment to the Designated ADA Coordinator Resolution—Nichole Wilston Amendment to WCRP Member County Appointments&Designations Resolution—Nichole Wilston 2025 Budget Supplemental Appropriations&Amendments Calendar—Jennifer Beierle December 2024 Financials—Jennifer Beierle Administrator Updates Commissioner Discussion *1854 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Todd Cannon Ext: 501 Department: Information Technology Briefing: Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): January 13,2025 Agenda Date(s): Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ❑ Legal © IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item• Cyber Incident Test Background/Executive Summary: An Incident Response Test will be conducted on January 15th at 11:00 AM. This exercise is designed to evaluate the effectiveness of the county's incident response plans and identify areas for improvement. Purpose: • To simulate a realistic IT incident scenario. • To test departmental preparedness and response procedures. • To ensure clear communication and coordination Budget Impact(amount, funding source,budget amendment, etc.): N/A Public Outreach: An announcement will be posted to the website and Facebook to notify the public. Requested Action: None/Informational Attachment(s)• �hON Co .1 t• Mason County Agenda Request Form rss To: Board of Mason County Commissioners Item No. From: Nichole Wilston Ext: 643 Department: Human Resources Briefing: 0 Action Agenda: 0 Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 1/6/2025 Agenda Date(s): 1/21/2025 Internal Review: ❑ Finance 0 Human Resources ❑ Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: Recommending an amendment to the Receipt of Claims for Damages Resolution to update the business hour information in Mason County Code 2.148.060. Background/Executive Summary: The normal business hours for the Human Resources/Risk Management department were modified in 2023 to 8:00am to 4:00pm.However, an amendment to the resolution was never adopted to record this change,nor was it updated in Mason County Code 2.148.060. Budget Impact(amount, funding source,budget amendment, etc.): None Public Outreach: N/A Requested Action: Approval to move forward to action an amendment to the Receipt of Claims for Damages Resolution to update the business hour information in Mason County Code 2.148.060. Attachment(s)• DRAFT-Resolution Amending Resolution 2021-060 Designating the Risk Manager to Received Claims for Damages Served Upon Mason County RESOLUTION NO. AMEDNING RESOLUTION NO. 2021=060 DESIGNATING THE RISK MANAGER TO RECEIVE CLAIMS FOR DAMAGES SERVED UPON MASON COUNTY WHEREAS, RCW 4.96 requires each local governmental entity to designate an agent to receive any claim for damages made under said chapter, and WHEREAS, in accordance with State Statute, the County desires to designate its Risk Manager as the designated agent for service of claims for damages arising out of the tortious conduct of the County, or its officers, employees, or volunteers, acting in such capacity-, and WHEREAS, the hours of operation for receipt of claims requires updating in Mason County, Washington, Code of Ordinances, Chapter 2.148.060; NOW, THEREFORE, BE IT RESOLVED by the Mason County Board of County Commissioners that: 1. The Risk Manager is hereby designated as the agent to receive any claim for damages made under RCW 4.96. 2. The Risk Manager may be reached during the normal business hours of the County, Monday through Friday, 8:00 a.m. to 4:00 p.m., at 423 N Fifth Street, Shelton, Washington. 3. If the Risk Manager is not available during normal business hours, the Risk Manager's designee is designated as the agent to receive claims for damages. 4. All claims for damages against the County made pursuant to RCW 4.96 shall be presented to said agent within the anplicable period of limitations within which an action must be commenced. Said claims shall not be effective unless delivered to the agent or designee as specified in this Resolution. 5. The Risk Manager is hereby directed to record a copy of this Resolution with the Mason County Auditor. 6. This resolution shall take effect and be in force immediately upon its adoption. DATED this day of , 2025 BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY, WASHINGTON Clerk of the Board, McKenzie Smith Randy Neatherlin, Commissioner APPROVED AS TO FORM: Pat Tarzwell, Commissioner --dim Whitehead, Chief Deputy Prosecuting Sharon Trask, Commissioner Attorney 2.148.060 Claims administration. (a) The risk manager is hereby designated as the agent to receive any claim for damages made under RCW 4.96. (b) The risk manager may be reached during the normal business hours of the county, Monday through Friday, 8:00 a.m.to 54:00 p.m.,at 423 N Fifth Street,Shelton,Washington. (c) If the risk manager is not available during normal business hours,the risk manager's designee is designated as the agent to receive claims for damages. (d) All claims for damages against the county made pursuant to RCW 4.96 shall be presented to said agent within the applicable period of limitations within which an action must be commenced.Said claims shall not be effective unless delivered to the agent or designee as specified in this section. (e) The risk manager is hereby directed to record a copy of the resolution from which this section derived with the Mason County Auditor. (Res. No. 29-13, Exh.A, § F, 6-4-2013; Res. No. 2021-060, §§ 1-5,9-28-2021) Created: 2024-12-12 08:59:11 [EST] (Supp. No.69, 11-24) Page 1 of 1 �hON Co .1 t• Mason County Agenda Request Form rss To: Board of Mason County Commissioners Item No. From: Nichole Wilston Ext: 643 Department: Human Resources Briefing: 0 Action Agenda: 0 Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 1/13/2025 Agenda Date(s): 1/21/2025 Internal Review: ❑ Finance 0 Human Resources 0 Legal ❑ IT 0 Risk ❑ Other (This is the responsibility of the requesting Department) Item: Recommending an amendment to the Designated ADA Coordinator Resolution and Mason County Code 2.46 designating the Risk Manager as the ADA Coordinator. Background/Executive Summary: The ADA Coordinator is tasked with ensuring that the County complies with all provisions of the ADA(Americans with Disabilities Act), including accessibility requirements, accommodations and responding to disability-related complaints. The Human Resources department plays a central role in managing employee accommodations,benefits and workplace policies, all of which are integral to ADA compliance. Additionally,the roles of the Risk Manager and ADA Coordinator overlap significantly, particularly in areas of liability management,compliance, and ensuring safe, inclusive environments. By designating the Risk Manager, who already works closely with HR policies and practices, the County can ensure seamless coordination between disability accommodations and broader risk management strategies. This alignment of responsibilities will enhance the County's ability to ensure stronger compliance with ADA regulations, effectively manage risks related to disabilities, improve accessibility, and foster a more inclusive environment. Better serving the needs of employees, residents and visitors with disabilities. Budget Impact (amount, funding source,budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval to move forward to action an amendment to the Designated ADA Coordinator Resolution and to update Mason County Code 2.46 designating the Risk Manager as the ADA Coordinator. Attachment(s)• Draft—Amended Resolution Designating the ADA Coordinator,Exhibit A&B—Spanish/English RESOLUTION NO. Amends Resolution 27=19 and Title 2 Chapter 2.46 — Mason County's Americans with Disabilities Act Coordinators WHEREAS, the United States Congress adopted the Americans with Disabilities Act of 1990 (ADA) as amended; and WHEREAS, the ADA provides that the public entities like Mason County, shall not exclude disabled people from participating in the county's services, programs, activities and employment, and that the County shall not discriminate against disabled people or otherwise deny the disabled the benefit of County services, programs, activities and employment. Mason County, Washington, Code of Ordinances, Chapter 2.46 also designates the Risk Manager to be the designated contact and investigate complaints and grievances; and WHEREAS, Federal regulations require that the County designate at least one County employee to coordinate the County's efforts to comply with and carry out, the County's responsibilities under the ADA. NOW, THEREFORE, BE IT RESOLVED that effective on the date of this resolution, the Board of Mason County Commissioners herby designates the Risk Manager as Mason County's ADA Coordinator for any internal or external complaints or grievances (see attachment A); BE IT FURTHER RESOLVED that the ADA Coordinator shall post Mason County's ADA Grievance Procedure (Exhibit A) and Notice of Nondiscrimination (Exhibit B) in all County buildings. ATTEST.- BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON McKenzie Smith, Clerk of the Board Pat Tarzwell, Commissioner APPROVED AS TO FORM: Randy Neatherlin, Commissioner Tim Whitehead, Chief Deputy Sharon Trask, Commissioner Prosecuting Attorney ��eoK CO Exhibit A PROCEDIMIENTO DE QUERELLAS DE ADA /x5,t Condado del mason ha adoptado un procedimiento de queja internos preven pronta solucion equitativa de las quejas alegando cualquier accion prohibida por las regulaciones del Departamento de Justicia estadounidense aplicacion el titulo II de la ley de estadounidenses con discapacidades. Titulo II los Estados, en parte, que "de to contrario no individuo calificado con discapacidad, unicamente por razon de tal incapacidad, se excluira de la participacion en, ser negado los beneficios de o ser objeto de discriminacion" en programas o actividades patrocinadas por una entidad publica. Las quejas deben ser dirigidas a: Coordinadora de ADA Condado de Mason 411 North 5t" Street Shelton, Washington, 98584 (360) 427-9670 1. Una queja por escrito se debe Ilenar y contienen informacion sobre la presunta violacion como el nombre, direccion, numero de telefono del querellante y la ubicacion, fecha y descripcion de la violacion. Medios alternativos de presentacion de denuncias, como una entrevista personal, estaran disponibles para las personas con discapacidad previa solicitud. 2. Una queja debe presentarse tan pronto como sea posible, pero no mas tarde de treinta 30 dias calendario despues de la supuesta violacion. 3. Una investigacion, segun corresponda, debera seguir a la presentacion de una denuncia dentro de los quince (15) dias calendario. La investigacion sera realizada por el Coordinador de ADA del Condado de Mason. Estas reglas contemplan investigaciones informales pero exhaustivas, brindando a todas las personas interesadas y a sus representantes, si los hubiere, la oportunidad de presentar pruebas relevantes para una denuncia. 4. Una determinacion escrita en cuanto a la validez de la denuncia y la descripcion de la resolucion, si los hubiere, se expedira por el Coordinador de ADA y copia enviada a la organizacion querellante no mas tarde de quince 15 dias calendario despues de la investigacion. 5. Si la respuesta del Coordinador de ADA no resuelve satisfactoriamente el asunto, el demandante puede apelar la decision dentro de los quince 15 dias calendario despues de la recepcion de la respuesta a la Junta de Comisionados del condado. Una decision final se hard por la Junta de Comisionados del Condado dentro de 30 treinta dias de calendario. 6. El Coordinador de ADA mantendra los archivos y registros relatives a las quejas. El Condado de Mason mantendra estos registros de acuerdo con el programa de retencion establecido por el estatuto estatal aplicable. 7. El derecho de una persona a una resolucion rapida y equitativa de la denuncia presentada a continuacion no debera ser deteriorado por la busqueda de la persona de otros remedios como la presentacion de una queja de ADA con la agencia o Departamento federal responsable. El use de este procedimiento de quejas no es un requisito previo para la busqueda de otros soluciones. 8. Estas reglas se interpretara para proteger los derechos sustantivos de las personas interesadas para cumplir con normas de proceso debido apropiado, y asegurar el Condado de Mason cumple con la ADA y reglamentos de aplicacion. Q�oN CO& Exhibit A r � ADA GRIEVANCE PROCEDURE �xs,r Mason County has adopted an internal grievance procedure providing for prompt equitable resolution of complaints alleging any action prohibited by the U.S. Department of Justice regulations implementing Title II of the Americans with Disabilities Act. Title II states, in part, that "no otherwise qualified disabled individual shall, solely by reason of such disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination" in programs or activities sponsored by a public entity. a public entity. Complaints should be addressed to: Mason County ADA Coordinator 411 North 5t" Street Shelton, Washington, 98584 (360) 427-9670 1. A complaint should be filled in writing and contain information about the alleged violation such as the name, address, phone number of complainant and the location, date and description of the violation. Alternative means of filing complaints, such as a personal interview, will be made available for persons with disabilities upon request. 2. A complaint should be filed as soon as possible, but no later than thirty (30) calendar days after the alleged violation. 3. An investigation, as may be appropriate, shall follow the filing of a complaint within fifteen (15) calendar days. The investigation shall be conducted by Mason County's ADA Coordinator. These rules contemplate informal but thorough investigations, affording all interested persons and their representatives, if any, an opportunity to submit evidence relevant to a complaint. 4. A written determination as to the validity of the complaint and description of the resolution, if any, shall be issued by the ADA Coordinator, and copy forwarded to the complainant no later than fifteen (15) calendar days after the investigation. 5. If the response of the ADA Coordinator does not satisfactorily resolve the issue, the complainant may appeal the decision within fifteen (15) calendar days after the receipt of the response to the Board of County Commissioners. A final decision will be made by the Board of County Commissioners within thirty (30) calendar days. 6. The ADA Coordinator shall maintain the files and records relating to complaints. Mason County shall retain these records for at least three years. 7. The right of a person to a prompt and equitable resolution of the complaint filed hereunder shall not be impaired by the person's pursuit of other remedies such as filing of an ADA complaint with the responsible federal department or agency. Use of this grievance procedure is not a prerequisite to the pursuit of other remedies. 8. These rules shall be construed to protect the substantive rights of interested persons to meet appropriate due process standards, and to assure the Mason County complies with the ADA and implementing regulations. Exhibit A 5pN COLNOTICE UNDER THE AMERICANS WITH DISABILITIES ACT 1854 In accordance with the requirements of Title II of the Americans with Disabilities Act (ADA) of 1990, and Section 504 of the Rehabilitation Act of 1973, Mason County will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs or activities. Employment: Mason County does not discriminate on the basis of disability in its hiring or employment practices and complies with all regulations promulgated by the U.S. Equal Employment Opportunity Commission under Title I of the ADA. Effective Communication: Mason County will generally, upon request, provide appropriate aid and services leading to effective communication for qualified person with disabilities so they can participate equally in Mason County's programs, services, and activities, including qualified sign language interpreters, and various other ways of making information and communications accessible to people who have speech, hearing or vision impairments. Modifications to Policies and Procedures: Mason County will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities. Requests for Accommodation: Anyone who requires an auxiliary aid or service for effective communication, or a modification of policies or procedures to participate in a program, service, or activity of Mason County, should contact the Court or Department directly. Please make requests for accommodation at least 48 hours before the scheduled event. Problems or Complaints: Nichole Wilston, Risk Manager & ADA Coordinator 360-427-9670 ext. 643 nwilston(a).masoncountywa.gov The ADA does not require Mason County to take any action that would fundamentally alter the nature of its programs or services, or impose and undue financial or administrative burden. Complaints that a program, service, or activity of Mason County is not accessible to persons with disabilities should be directed to the ADA Coordinators as listed above. Mason County will not place a surcharge on a particular individual with a disability or any group of individuals with disabilities to cover the cost of providing auxiliary aids/services or reasonable modifications of policy. WE ARE COMMITTED TO PROVIDING EQUAL ACCESS TO OUR SERVICES. Exhibit A 5pN COLS AVISO BAJO LA LEY DE AMERICANOS CON DISCAPACIDADES 1854 De acuerdo con los requisitos del Titulo II de la Ley de Estadounidenses con Discapacidades (ADA) de 1990 y la Seccion 504 de la Ley de Rehabilitacion de 1973, el Condado de Mason no discriminara a personas calificadas con discapacidades por motivos de discapacidad en sus servicios, programas o actividades. Empleo: El Condado de Mason no discrimina por motivos de discapacidad en sus practicas de contratacion o empleo y cumple con todas las regulaciones promulgadas por la Comision de Igualdad de Oportunidades en el Empleo de EE. UU. bajo el Titulo I de la ADA. Una comunicacion eficaz: El Condado de Mason generalmente, previa solicitud, proporcionara ayuda y servicios adecuados que conduzcan a una comunicacion efectiva para personas calificadas con discapacidades para que puedan participar equitativamente en los programas, servicios y actividades del Condado de Mason, incluidos interpretes calificados de lenguaje de senas y varias otras formas de generar informacion y comunicaciones accesibles para personas con discapacidades del habla, auditivas o visuales. Modificaciones a las politicas y procedimientos: El Condado de Mason hara todas las modificaciones razonables a las politicas y programas para garantizar que las personas con discapacidades tengan igualdad de oportunidades para disfrutar de todos sus programas, servicios y actividades. Solicitudes de adaptaciones: Cualquiera persona que requiera ayuda o servicio auxiliar para una comunicacion efectiva, o una modificacion de politicas o procedimientos para participar en un programa, servicio o actividad del Condado de Mason, debe comunicarse con el tribunal o el Departamento directamente. Por favor hacer las solicitudes de alojamiento al menos 48 horas antes del evento programado. Problemas o Quejas: Nichole Wilston, Gerente de Riesgos Y Coordinadora de ADA 360-427-9670 Ext. 643 nwilston(a)-masoncountywa.gov La ADA no requiere el Condado de Mason de emprender cualquier accion que fundamentalmente alterar la naturaleza de sus programas o servicios, o imponga una carga financiera o administrativa indebida. Las quejas de que un programa, servicio o actividad del Condado de Mason no es accesible para personas con discapacidades deben dirigirse a los coordinadores ADA Como se enumeran anteriormente. El Condado de Mason no impondra un recargo a una persona con una discapacidad en particular ni a ningun grupo de personas con discapacidad para cubrir el costo de proporcionar ayudas auxiliares y servicios o modificaciones razonables de la poliza. ESTAMOS COMPROMETIDOS A PROPORCIONAR IGUALDAD DE ACCESO A NUESTROS SERVICIOS. Attachment A Chapter 2.46 AMERICANS WITH DISABILITIES ACT CONTACT PERSONS . Sections: 2.46.010 Contact persons—Designated 2.46.020 Contact persons—To review and investigate complaints 2.46.010 Contact persons—Designated The Support Services Director and Facilities Manage Risk Manager shall be- Formatted:Justified designated as ADA contact persons for any internal or external complaints or grievances, and will provide proper notice of this complaint procedure to the community and on official county bulletin boards and will provide complaint/grievance forms (See Attachment A attached to the resolution codified in this chapter and on file in the office of the county clerk of the board)in all county facilities where there is public access. Res 20 17(pai# 2017) 2.46.020 Contact persons—To review and investigate complaints The Suppert ServiGes Dire,.+ F r the Facilities Manage Risk Manager will review, investigate and otherwise dispose of such complaints in a manner that meets the good of the service and will provide a quarterly report of any ADA concern to the board of county commissioners. (Res 20 17(pail) 2017). �hON Co .1 t• Mason County Agenda Request Form rss To: Board of Mason County Commissioners Item No. From: Nichole Wilston Ext: 643 Department: Human Resources Briefing: 0 Action Agenda: 0 Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 1/6/2025 Agenda Date(s): 1/7/2025 Internal Review: ❑ Finance 0 Human Resources 0 Legal ❑ IT 0 Risk ❑ Other (This is the responsibility of the requesting Department) Item: Recommend amending Resolution 2022-009—WCRP Member County Appointments and Designations to remove former Commissioner Kevin Shutty and add Commissioner Pat Tarzwell as Alternate Director, remove Kelly Frazier and add the DEM Manager, John Taylor as the Safety Officer, and to update the County Position for Nichole Wilston to the correct title,Risk Manager. Background/Executive Summary: The Washington Counties Risk Pool's(WCRP's)Interlocal Agreement,Bylaws, and Policies of its Board of Directors requires appointees and/or designees from each member county be acknowledged through a Resolution. Budget Impact(amount,funding source,budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval to amend Resolution 2022-009—WCRP Member County Appointments and Designations with the recommended changes. Attachment(s)• DRAFT Resolution Amending Resolution 2022-009—WCRP Member County Appointments and Designations RESOLUTION No. AMENDS RESOLUTION 2022-009 - CONTINUING RELATIONSHIPS WITH THE WASHINGTON COUNTIES RISK POOL AND THE RELATED APPOINTMENTS AND DESIGNATIONS FOR EACH MEMBER COUNTY. WHEREAS, several Washington counties agreed to the creation of the Washington Counties Risk Pool ("Pool"), organized and operating under Chapters 48.62 and 39.34 RCW, to provide to its member counties programs of joint self-insurance, joint purchasing of insurance, and joint contracting for or hiring of personnel to provide risk management, claims handling, and adminis- trative services; and WHEREAS, the Pool's Interlocal Agreement and Bylaws, and policies of its Board of Directors require appointees and/or designees from each member county; that is: a) Director/Alternate Director — officers or employees of each Pool member county that are appointed by and serve at the pleasure of the respective county's legislative authority (Article 8 of the Interlocal Agreement and Article 2 of the Bylaws); b) County Risk Manager— an employee of each Pool member county appointed to serve as a liaison between the County and the Pool as to risk management and who is responsible for the risk management function within the County (Article 11(b) of the Interlocal Agreement); c) County Safety Officer— an active employee designated by each Pool member county who, along with a related committee, are maintained to consider all recommendations concerning the development and implementation of a loss control policy to prevent unsafe practices (Article 11(c) of the Interlocal Agreement); and d) County Claims Administrator — each Pool member county must designate someone to administer civil claims, with whom incidents should be immediately reported to, who is responsible for sending all claims and lawsuits and reporting various known incidents to the Pool, and with whom the Pool will coordinate the County's clams administration (section B of the Pool Board of Directors' Claims Handling Policies and Procedures),- NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners for Mason County hereby confirms the appointment or designation of the following individuals for the applicable and required relationships with the Washington Counties Risk Pool: WCRP Name County Position Email Telephone# Relationship Director: Randy Commissioner randyn@masoncountywa. 360-427-9670 Neatherlin gov ext. 419 Alternate Sharon Trask Commissioner strask@ 360-427-9670 Director: masoncountywa.gov ext. 419 Alternate Pat Tarwell Commissioner ptarzwell 360-427-9670 Director: masoncountywa.gov ext. 419 Alternate Nichole Wilston Risk Manager nwilston@ 360-427-9670 Director: masoncountywa.gov ext. 643 Risk Nichole Wilston Risk Manager nwilston@ 360-427-9670 Manager/Claims masoncountywa.gov ext. 643 Administrator: Safety Officer-, John Taylor DEM Manager jtaylor@ 360-427-9670 masoncountywa.gov ext. 806 Prosecuting Michael Dorcy Prosecutor michaed@ 360-427-9670 Atto rn ey: masoncountywa.gov ext. 417 (Civil) Deputy Tim Whitehead Chief Deputy tlmw@ 360-427-9670 Prosecuting Atty: Prosecuting Atty masoncountywa.gov ext. 417 BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon its passag e and shall supersede any prior conflicting action s and BE IT STILL FURTHER RESOLVED that the clerk of this body shall forward a copy of this resolution, once completed, to the attention of Executive Director Derek Bryan at the Washington Counties Risk Pool, 2558 RW Johnson Rd. S.W., Suite 106, Tumwater, WA 98512- 6103. PASSED this day of 2025 BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON ATTEST: Pat Tarzwell, Commissioner McKenzie Smith, Clerk of the Board APPROVED AS TO FORM: Sharon Trask, Commissioner TFrmy Whitehead, Chief Deputy Prosecuting Randy Neatherlin, Commissioner Attorney *1854 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Jennifer Beierle Ext: 532 Department: Central Services Briefing: Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 1/13/2025 Agenda Date(s): Click or tap here to enter text. Internal Review: ❑X Finance ❑ Human Resources ❑ Legal ❑ IT ❑ Risk ❑ Other (This is the responsibility of the requesting Department) Item: 2025 Budget Supplemental Appropriations and Amendments Calendar Background/Executive Summary: Generally, it's about a six-week process for approval of supplemental appropriations and amendments to the budget. The requirements of RCW 36.40.100 state: ...upon a resolution formally adopted by the board...the board shall publish notice of the time and date of the meeting at which the supplemental appropriations resolution will be adopted...for two consecutive weeks prior to the meeting in the official newspaper of the county. The Budget Office is recommending two scheduled budget hearings for 2025's budget: one in June and one in December.The Board may want to consider adding an additional meeting in December to allow more time for the final budget hearing of 2025. Budget Impact(amount, funding source,budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Request the Board review the 2025 budget hearing schedule. Attachment(s)• 2025 Budget Supplemental Appropriations and Amendments Calendar Mason County 2025 Budget Supplemental Appropriations and Amendments Calendar *Dates may be subject to change* January February March S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 1 5 6 7 8 9 10 111 2 3 4 5 6 7 81 2 3 4 5 6 7 8 12 13 14 15 16 17 18 9 10 11 12 13 14 15 9 10 11 12 13 14 15 19 20 21 22 23 24 25 16 17 18 19 20 21 22 16 17 18 19 20 21 22 261 271 281 291 30 31 231 241 25 261 271 28 12311 5 26 27 28 29 301 31 April May June S M T W T F S S M T I W T1 F S S1 M I T W T F S 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 271 281 291 301 251 261 271 281 291 30 31 29 30 July August September S M T W1 T1 F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 1 2 3 4 5 6 6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13 13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 271 281 291 301 31 241 251 26 271 281 29 30 28 291 30 31 October November December S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 1 2 3 4 5 6 5 6 7 8 9 10 11 2 3 4 5 6 7 8 7 8 9 10 11 12 13 12 13 14 15 16 17 18 9 10 11 12 13 14 15 14 15 16 17 18 19 20 19 20 21 22 23 24 25 16 17 18 19 20 21 22 21 22 23 24 25 26 27 261 271 281 291 301 31 231 241 25 261 271 28 29 28 291 30 31 30 Holiday Supplemental & Transfer Requests Due to the Budget Office from Departments for Inclusion in the Next Scheduled Public Hearing Budget Office Briefs BOCC & Prepares Resolution to Set Public Hearing BOCC Adopts Resolution to Set Public Hearing Deadline to Send Public Hearing Notice to MC Journal for 2 Week Publication Requirement Public Hearing at 9:15 a.m. to Consider Budget Supplementals & Transfers to the 2025 Budget C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Jennifer Beierle Ext. 532 Department: Support Services Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 1/13/2025 Agenda Date: Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Other (This is the responsibility of the requesting Department) Below for Clerk of the Board's Use Only: Item Number: Approved: ❑ Yes ❑ No ❑ Tabled ❑ No Action Taken Ordinance/Resolution No. Contract No. County Code: Item• Mason County Monthly Financial Report for December 2024 Background/Executive Summary: Review of Cash Balances, and Budget to Actual Revenues and Expenditures for all County Funds through December 2024. Budget Impact(amount, funding source,budget amendment): Budget to Actual Comparison of 2023 &2024 Public Outreach (news release,community meeting, etc.): N/A Requested Action: N/A Attachments Mason County Monthly Financial Report for December 2024 14 cot, DECEMBER MASON COUNTY MONTHLY *1854 FINANCIAL REPORT 2024 J:\Financials\2024 Financials\2024 December Financial Report MASON COUNTY MONTHLY FINANCIAL REPORT 2024 2023 vs 2024 Current Expense Revenue Comparison Revenue Revenue Collected o Collected o Actual dif 2023 Department Name 2023 Budget ' Uncollected /0 2023 2024 Budget Uncollected /0 2024 Through End Through End vs 2024 of Month Revenue of Month Revenue WSU Extension 33,000 44,629 11,629 135% 35,650 22,829 (12,821) 64% (21,800)2 ) Assessor 7,000 16,921 9,921 242% 7,000 9,386 2,386 134% (7,535) Auditor 1,199,500 953,853 (245,647) 80% 1,378,914 1,294,699 (84,215) 94% 340,846 Emergency Management 139,347 196,312 56,965 141% 188,424 124,728 (63,696) 66% (71,584) Facilities&Grounds - 1,386 1,386 0% - 4,242 - 0% 2,856 Human Resources - 132 132 0% - - 0% (132) Clerk 478,377 345,650 (132,727) 72% 414,856 295,721 (119,135) 71% (49,929) Commissioners - 0% - 0% - Support Services 88,427 88,446 19 100% 96,299 105,975 9,676 110% 17,529 District Court 855,300 891,592 36,292 104% 873,516 960,818 87,302 110% 69,226 Community Development 2,666,374 2,713,776 47,402 102% 1 3,191,206 3,248,383 57,177 102% 534,607 Historical Preservation 20,000 13,294 (6,706) 66% 13,000 13,448 448 103% 154 Parks&Trails 53,235 75,506 22,271 142% 49,000 66,916 17,916 137% (8,590) Juvenile Court Services 1,366,600 1,569,519 202,919 115% 1,356,216 1,613,200 256,984 119% 43,681 Prosecutor 216,249 166,327 (49,922) 77% 214,015 226,062 12,047 106% 59,736 Child Support Enforcement 171,310 92,749 (78,561) 54% 165,000 115,648 (49,352) 70% 22,899 Coroner 35,000 63,426 28,426 181% 35,000 56,940 21,940 163% (6,486) Sheriff 1,167,789 739,185 (428,604) 63% 954,596 1,017,995 63,399 107% 278,809 Indigent Defense 356,159 263,363 (92,796) 74% 398,026 384,605 (13,421) 97% 121,242 Superior Court 195,846 161,554 (34,292) 82% 111,951 166,578 54,627 149% 5,024 Family Court 2,500 2,416 (84) 97% 2,500 2,432 (68) 97% 16 Therapeutic Court 776,228 457,020 (319,208) 59% 780,526 554,137 (226,389) 71% 97,117 Treasurer 28,417,341 31,424,423 3,007,082 111% 29,228,834 31,991,966 2,763,132 109% 567,543 Non Departmental 4,729,045 1 5,588,195 859,150 118% 5,858,330 5,977,740 119,410 102% 389,545 Totals $ 42,974,627 1 $ 45,869,673 $ 2,895,046i 107% $ 45,352,859 $48,254,447 $ 2,897,346 106% 2,384,774` J:\Financials\2024 Financials\2024 December Financial Report 2 MASON COUNTY MONTHLY FINANCIAL DEGE MI ,___& , REPORT 2024 . : : Treasuirer��� �r mentRecei� ts ,. .. Treasurer#001-260-000 2023 Budget 2023 YTD This Month %2023 2024 Budget 2024 YTD This Month %2024 REAL&PERSONAL PROPERTY TAXES 10,389,391 10,355,222 47,323 100% 10,527,844 10,514,416 77,468 100% SALES TAX TITLE PROPERTY - - 0 0% - 0 0% LOCAL RETAIL SALES&USE TAX 8,400,000 9,528,289 770,182 113% 9,200,000 9,857,799 799,900 107% LOCAL PUBLIC SAFETY-CITY 50,000 53,928 4,240 108% 51,000 54,895 4,479 108% CRIMINALJUSTICE 900,000 1,085,951 87,974 121% 1,000,000 1,119,702 91,051 112% # LEASEHOLD EXCISE TAX 35,000 39,745 260 114% 35,000 43,459 368 124% FOREST EXCISE TAX 200,000 502,304 0 251% 250,000 341,794 0 137% FRANCHISE FEES 500,000 406,344 0 81% 500,000 314,888 0 63% PAYMENT IN LIEU OF TAX/B OF L 350,000 350,317 0 100% 350,000 402,009 0 115% PUD PRIVILEGE TAX 800,000 875,638 0 109% 880,000 861,135 0 98% DNR OTHER TRUST 2 100 368 0 368% 100 237,352 53 237352% CITY-COUNTY ASSISTANCE 2,500,000 1,818,791 244,011 73% 1,750,000 2,185,636 361,767 125% DNR PILT NAP/NRCA 4,000 2,690 2,690 67% 3,500 3,240 3,240 93% CRIMINALJUSTICE-COUNTIES 775,000 770,458 0 99% 750,000 788,365 0 105% # ADULT COURT COST-JUVENILE OFFE 5,000 3,823 341 76% 4,500 3,999 325 89% # CRIMINAL JST-MARIJUANA ENFORCE 125,000 141,537 37,219 113% 133,000 143,139 35,282 108% # DUI-OTHER CRIMINAL JUSTICE A 17,000 6,630 0 39% 10,000 9,239 0 92% # LIQUOR/BEER EXCISE TAX 165,000 165,690 0 100% 165,000 162,185 0 98% LIQUOR CONTROL BOARD PROFITS 200,000 199,633 50,076 100% 200,000 200,594 50,221 100% IN LIEU OF-CITY OF TACOMA 210,000 227,600 (1,033) 108% 210,000 232,152 38,692 111% TREASURER'S FEES 30 - 0 0% 30 - 0 0% TREASURER FEES CLEAN WATER DIS - 1,846 0 0% 1,850 1,846 0 100% PAYMNT FOR SRVCS-MASON LK DIST 375 397 0 106% 375 416 0 111% PAYMNT FOR SRVCS-SPENCER LK FND 150 160 0 107% 150 168 0 112% PAYMNT FOR SRVCS-ISLAND LK FND 100 - 0 0% - - 0 0% CHARGES FOR SRVCS-MACECOM 1,500 1,632 0 109% 1,600 1,712 0 107% RETURNED REMITTANCE(NSF)FEES 2,500 3,520 160 141% 2,500 3,525 160 141% REET COLLECTION FEES 170,000 136,092 9,490 80% 145,000 143,178 11,736 99% REET COLLECTIONS COSTS 10,000 7,336 605 73% 8,500 7,468 550 88% TREAS.FIRE PROTECTION ASSESSM 15,000 14,842 124 99% 15,000 14,929 170 100% TREAS OTHER WORD PROCESSING 200 33 0 16% 150 9 0 6% 3 .. ,... Treas��rer©e :atrtment Rece� is .: Treasurer##001-260-000 2023 Budget 2023 YTD This Month %2023 2024 Budget 2024 YTD This Month %2024 PUBLIC DISCLOSURE CHGS SRVCS 100 0 0% - 0 0% DATA PROCESSING SERVICES 3 0 0% 100 0 0% GAMBLING TAX PENALTY - 704 0 0% - 363 0 0% REAL&PERSONAL PENALTY 150,000 114,279 10,500 76% 150,000 115,928 13,781 77% PERSONAL PROP FILING PEN 30,000 44,810 224 149% 30,000 30,231 304 101% PENALTY ON REAL&PERSONAL PRO - - 0 0% - 0 0% FAILURE TO LIST PERSONAL PROP - - 0 0% - 0 0% INTEREST&OTHER EARNINGS 250,000 2,552,377 308,516 1021% 900,000 2,576,923 247,895 286% INVESTMENT SERVICEFEES(TREAS. 10,000 37,057 3,189 371% 35,000 37,704 3,094 108% INT.ON CONT.NOTES-ACCTS.HELD,S 10,000 61,668 5,309 617% 35,000 57,015 5,447 163% LEASEHOLD EXCISE TAX INTEREST - 24 7 0% 10 23 6 226% EXCISE INTEREST 100 199 71 199% 100 165 51 165% INV PURCHASED INT - (11,199) (1,181) 0% - (33,916) (3,372) 0% INTEREST ON DELINQUENT PR TAX 600,000 492,011 30,481 82% 500,000 487,536 35,191 98% RENTS/LEASES-DNR TRUST 20,000 15,979 80 80% 20,000 - 0 0% RENTS/LEASES-DNR TMBR TRUST 1 250,000 165,048 0 66% 250,000 - 0 0% UNCLAIMED MONEY/PROCEEDS-SALES 100,000 91,770 0 92% - 7,284 0 0% CASH ADJUSTMENTS/OVER-UNDER 10 (1,545) (21) -15450% 500 (630) (98) -126% TAX DISTRIBUTION ROUNDING 10 (95) (2) -951% 100 (98) (3) -98% MISCELLANEOUS-OTHER REVENUE 100 115 0 115% 100 1,783 0 1783% STATE SHARED REVENUE - 0 - 0 0% ROAD DIVERSION 1,080,000 1,078,174 4,899 100% 1,080,000 1,075,890 7,169 100% LEASEHOLD EXCISE TAX 1,600 3,736 30 234% 1,600 (277) 41 -17% TIMBER EXCISE TAX 10,000 57,256 0 573% 10,000 (19,150) 0 -191% DNR PILT NAP/NRCA 1,275 307 307 24% 25 55 362 219% DNR OTHER TRUST 2 50 42 0 84% 50 25,806 6 51611% OTHER INT-DNR INTEREST 50 151 12 302% 50 (39) 41 -78% RENTS&LEASES/DNR OTHR TRST 1 3,800 1,794 9 47% 1,200 (1,137) 0 -95% RENTS&LEASES-DNR TMBR TRST 1 75,000 18,843 (0) 25% 20,000 (18,843) 0 -94% Grand Total $28,417,341 31,424,423 1,616,092 111% $29,228,834 31,991,966 $1,785,3761 109% Unaudited *Benchmark for Month is 100% 4 ��jr.+ coo�rt MASON COUNTY MONTHLY FINANCIAL DECEMBER xf REPORT 2024 2023 us 2024 Current Expense Expenditure Comparison Expenditures Expenditures Unexpended Department Name 2023 Budget through End of Unexpended %2023 2024 Budget through End of Budget %2024 Actual 0 2023 vs 2oz4 Month Budget Authority Month Authority WSU Extension 387,863 363,544 24,319 94% 394,210 336,412 57,798 859/. (27,132) Assessor 1,478,815 1,437,062 41,753 97% 1,515,062 1,447,240 67,822 96% 10,178 Auditor 2,031,462 1,832,219 199,243 90% 2,214,743 2,163,475 51,268 98% 331,256 Emergency Management 560,330 534,554 25,776 95% 588,085 460,685 127,400 78% (73,869) Facilities&Grounds 1,595,159 1,385,570 209,589 87% 1,713,493 1,469,165 244,328 86% 83,595 HR/Risk Mngt 926,434 770,899 155,535 83% 1,059,081 885,799 173,282 84% 114,900 LEOFF 120,000 89,335 30,665 74% 100,000 81,224 18,776 81% (8,112) Clerk 1,219,959 1,189,334 30,625 97% 1,214,700 1,102,459 112,241 91% (86,874) Commissioners 390,615 378,427 12,188 97% 436,995 405,190 31,80S 93% 26,762 Support Services 1,064,379 1,012,693 51,686 95% 1,286,233 1,185,881 100,352 92% 173,188 District Court 1,537,038 1,397,316 139,722 91% 1,615,683 1,490,810 124,873 92% 93,495 Community Development 3,256,041 2,927,002 329,039 90% 4,046,988 3,067,498 979,490 76% 140,495 Historical Preservation 41,150 22,962 18,188 56% 36,600 23,763 12,837 65% 801 Parks&Trails 814,815 745,843 68,972 92% 857,712 749,730 107,982 87% 3,887 Juvenile Court Services 2,157,933 1,888,522 269,411 88% 2,126,006 1,984,749 141,257 93% 96,227 Prosecutor 2,188,840 1,846,560 342,280 84% 2,331,874 1,927,574 404,300 83% 81,014 Child Support Enforcement 174,363 98,783 75,580 57% 167,560 102,708 64,852 61% 3,925 Coroner 640,942 59S,499 45,443 93% 714,465 640,478 73,987 90% 44,979 Sheriff 16,448,169 15,657,701 790,468 95% 18,173,129 16,790,023 1,383,106 92% 1,132,322 Courthouse Security 309,300 267,337 41,963 86% 317,300 273,124 44,176 86% 5,786 Indigent Defense 1,623,125 1,589,758 33,367 98% 2,251,613 2,070,507 181,106 92% 480,749 Superior Court 1,558,047 1,500,007 58,040 96% 1,581,693 1,450,052 131,641 92% (49,955) Family Court 2,500 2,500 - 100% 2,500 2,500 - 100% 0 Therapeutic Court 787,786 514,419 273,367 65% 785,586 561,296 224,290 71% 46,878 Murder Expenditures - - 0% - 0% 0 Treasurer 913,511 867,828 45,683 95% 994,313 913,713 80,600 92% 45,885 Non Departmental 6,219,092 5,620,516 598,576 90% 7,522,472 6,866,912 655,560 91% 1,246,397 Motor Pool - - 0% - 0% 0 Transfers Out to Other Funds 620,559 463,845 156,714 75% 565,046 464,438 100,608 82% 593 Totals $ 49,068,227 $ 45,000,038. $ 4,068,189 92% $ 54,613,142 �$ 48,917,407 �5,695,735 90% 3,917,369 Unaudited *Benchmark for Month 3s 100% J:\Financials\2024 Financials\2024 December Financial Report 5 Six Year Specific Revenue Streams Comparison 12/31/2019 12/31/2020 12/31/2021 1 12/31/2022 12/31/2023 12/31/2024 Community Development Revenues 2,056,607 2,201,806 2,940,665 2,474,358 2,713,776 3,248,383 Detention &Correction Services 157,043 116,746 118,148 105,877 60,236 27,369 205.270.342.30. Current Expense Property Taxes 9,953,187 10,114,897 11,239,794 11,292,326 10,355,222 10,514,416 Road Diversion Property Tax 2,168,424 2,180,155 1,093,163 1,072,022 1,078,174 1,075,890 County Road Property Tax 8,783,981 9,017,752 9,132,356 9,165,065 10,324,935 10,511,039 105.311.10.300000 Current Expense Sales Tax 6,062,688 6,883,694 8,400,127 9,393,874 9,528,289 9,857,799 001.260.000.313.11 Criminal Justice Taxes/Entitlements 1,576,823 1,690,336 1,869,425 1,980,670 2,008,398 2,064,443 See bottom of revenu( Rural Sales & Use Tax Fund 818,312 878,401 1,028,114 1,121,522 1,147,235 1,180,522 103-313.18 1,400,000 1,200,000 1'eoo;000 aoo;o o �9 Com Srvcs-Homelessess Preven Filings 713,278 860,926 975,427 692,460 539,806 586,164 117.000.200.341.27.: 1,050,000 soo,000 7so,0oo 60 4s0Aoo0,000 1�J 300,000 Lodging (Hotel/Motel)Tax 562,002 520,003 869,733 1,018,943 1,066,219 1,143,715 163-313.31 1,200,000 1,O0Q000 800,000 600,000 " 200,00() ''w,:- REET 1 Excise Tax Only 1,263,762 1,599,034 2,137,199 1,865,394 1,496,700 1,612,520 350-318.34.300000 REET 2 Excise Tax Only 1,263,762 1,599,034 2,137,199 1,865,394 1,496,700 1,612,520 2:200,000 2000,000 U1,fi00,0o0 00,000 :400:000 20g0oo 000,00a eo0,00a J:\Financials\2024 Financials\2024 December Financial Report 6 �R�oN coUNr� DECEMBER MASON COUNTY MONTHLY FINANCIAL REPORT Pw 0 Pw 4 REVENUE MONTH 2O23 REVENUE 2024 REVENUE DIFFERENCE JANUARY $ 762,082.70 $ 738,772.98 $ (23,309.72) FEBRUARY $ 761,133.57 $ 830,025.00 $ 68,891.43 MARCH $ 661,034.70 $ 674,440.00 $ 13,405.30 APRIL $ 675,943.00 $ 701,660.00 $ 25,717.00 MAY $ 788,344.00 $ 816,536.00 $ 28,192.00 JUNE $ 763,504.00 $ 790,757.00 $ 27,253.00 J U LY $ 808,992.00 $ 860,266.00 $ 51,274.00 AUGUST $ 931,329.00 $ 932,140.00 $ 811.00 SEPTEMBER $ 861,616.00 $ 928,270.00 $ 66,654.00 OCTOBER $ 853,005.00 $ 892,237.20 $ 39,232.20 NOVEMBER $ 891,123.00 $ 892,796.00 $ 1,673.00 DECEMBER $ 770,182.00 $ 799,899.78 $ 29,717.78 TOTAL COLLECTED REVENUE $ 9,528,288.97 $ 9,857,799.18 PROJECTED ENE OF YEAR REVENUE REVENUE BUDGETED $ 8,400,000.00 $ 9,200,000.00 $ 9,857,799.18 YET TO BE COLLECTED 657,799,18 ANTICIPATED INCREASE $ , 657,799.18 J:\Financials\2024 Financials\2024 December Financial Report 7 ��CN CO v DECEMBER 2024 MEMO! Current ExpWRecap /2019 i 12/31/2020 12/31/2021 12/31/2022 12/31/2023 12/31/2024 General Fund Operating Reserves 6,520,791 8,522,003 10,044,540 9,614,040 10,191,954 11,249,909 Contingency Reserve 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Technology Replacement Reserves 200,000 200,000 264,295 336,000 386,000 400,000 Equipment&Vehicle Replacement Reserves 525,000 525,000 932,475 1,040,500 790,000 1,000,000 Accrued Leave Reserve 520,000 530,805 347,742 502,000 413,000 500,000 Capital Reserve 5,000,000 5,000,000 5,000,000 Current Expense Unreserved Cash 3,334,654 5,351,321 9,109,916 9,163,493 9,744,715 7,713,199 This Month Current Expense Cash 12,100,445 16,129,130 21,698,968 26,6561033 27,525,669 26,863109 Adopted Budget on December 31st 41,404,349 49,581,229 53,464,511 62,188,434 68,492,402 72,294,546 Supplemental Appropriations 469,736 5,883,554 1,103,322 275,304 1,138,258 583,982 Total Budget including Supplementals 41,874,085 55,464,783 54,567,833 62,463,738 69,630,660 72,878,528 Budgeted Beginning Fund Balance 5,786,719 11,636,958 14,000,000 21,694,824 26,656,033 28,000,000 Budgeted Ending Fund Balance 5,065,690 12,046,160 12,046,160 18,508,172 21,459,298 20,331,142 Revenue Budgets 36,087,366 43,827,825 40,567,833 41,489,842 42,974,627 45,325,859 Revenues thru This Month of each year 38,330,506 44,206,843 43,886,614 45,729,023 45,869,673 48,254,447 Budgeted Revenues Received 106% 101% 108% 110% 107% 106%' Expenditure Budgets 36,808,395 43,418,623 42,989,234 45,473,830 49,068,227 54,613,142 Expenditures thru This Month of each yearl 34,088,013 40,178,159 38,456,162 40,767,814 45,000,038 48,917,407 Budgeted Expenditures Expended 93% 93% 89% 90% 92% 90%` 8 Special Fund Cash Balances 12/31/2019 12/31/2020 12/31/2021 12/31/2022 12/31/2023 12/3112024 Rural County Sales&Use Tax Fund(.09) 740,116 986,654 1,353,351 1,840,443 2,406,590 2,990,336 Auditor's O&M 282,431 327,972 430,989 477,095 464,913 508,466 County Roads Fund 11,295,244 11,032,069 9,607,493 11,896,380 12,674,316 14,323,930 Paths&Trails 270,735 280,106 288,610 299,054 315,266 331,360 Election Equipment Holding 162,210 227,692 248,130 295,061 129,680 163,265 Crime Victims 209,212 205,861 213,227 188,752 162,410 170,323 Victim Witness Activities 23,775 24,139 13,983 8,650 307 307 Historical Preservation Fund 29,478 48,147 Community Support Services Fund 694,924 1,045,602 1,039,015 2,012,700 2,118,758 1,783,308 Abatement/Repair/Demolition Fund 278,205 278,674 277,694 279,908 292,282 305,793 REET&Property Tax Admin Asst 72,245 77,302 89,218 95,860 98,164 83,803 National Forest Safety 25,186 16,030 5,068 24,500 33,974 46,102 Trial Court Improvement Fund 111,561 71,515 92,323 93,295 115,113 115,199 Sheriff Special Funds 247,346 Sheriffs Boating Program 118,702 155,723 83,389 53,320 59,963 Narcotics Investigation 90,949 97,843 94,555 93,630 91,674 Mason County Clean Water District 176,179 167,956 154,690 Public Health Fund 343,932 20,365 1,352,527 2,228,136 2,738,586 4,736,849 American Rescue Plan Act 5,056,879 7,562,927 4,797,385 642,181 Law Library 71,331 58,122 49,208 38,174 27,397 16,191 Lodging(Motel/Hotel)Tax Fund 732,955 766,277 1,100,108 1,673,982 2,059,961 2,435,055 Mental Health Tax Fund 1,170,550 1,396,299 1,634,063 2,037,258 2,413,003 2,546,392 Treasurer's M&O Fund 95,279 94,796 56,673 107,456 126,549 146,727 Veterans Assistance 63,630 99,609 160,786 219,380 270,526 311,622 Skokomish Flood Zone 21,936 24,131 15,370 11,032 41,830 Mason Lake Management District 112,012 73,645 68,977 68,377 97,026 130,927 Spencer Lake Management District 6,794 7,189 7,840 7,288 5,811 Island Lake Management District 29,650 30,267 29,108 25,978 13,429 13,381 Capital Improvement/Reet 1 Fund 21194,452 2,285,178 2,010,195 2,311,811 2,236,246 2,929,563 Capital Improvement/Reet 2 Fund 2,824,709 3,147,286 4,230,432 5,196,208 6,007,256 6,781,011 Mason County Landfill 642,412 1,405,571 2,074,206 2,632,526 3,520,833 4,910,747 N. Bay/Case Inlet Utility 1,100,127 1,424,200 1,777,042 2,237,540 3,053,980 3,618,884 Wastewater System Development 3,986 3,986 Rustlewood Sewer&Water 170,222 76,526 133,014 72,137 22,763 80,892 Beards Cove Water 472,008 545,155 604,335 916,668 988,172 1,086,640 Belfair WW&Water Reclamation 348,349 409,639 1,194,294 2,615,461 3,664,626 4,728,272 Reserve Landfill 461,715 444,835 443,520 441,453 448,326 442,471 Reserve Beards Cove Ulid 200,697 208,643 215,405 Storm Drain System Development 181,567 179,771 178,820 Information Technology 177,684 206,270 217,712 252,081 350,021 491,936 Equipment Rental&Revolving Fund 3,171,029 4,183,488 4,802,093 4,726,134 5,784,503 6,294,174 Unemployment Fund 155,910 180,388 196,228 214,556 241,086 285,265 TOTALS 29,188,811 32,102,657 41,520,852 53,462,936 58,037,470 63,763,505 Ci COVN?y MASON COUNTY MONTHLY FINANCIAL DECEMBEft REPORT 2024 2023 ors 2024 Motor Pool Expenditure Comparison FUND OR DEPARTMENT 2023 Expenditures Unexpended %2023i 2024 Expenditures Unexpended %2024 Budget through End of Budget Budget through End of Budget Month Authority Month Authority WSU 6,581 5,296 1,285 80.48% 2,138 1,928 210 90.18% ASSESSOR 35,9101 33,573 2,337 93.49% 32,200 27,434 4,766 85.20% EMERGENCY MANAGEMENT 2,540 5,625 -3,085 221.45% 3,052 1,614 1,438 52.88% FACILITIES&GROUNDS 85,685 46,209 39,476 53.93% 74,219 66,576 7,643 89.70% COMMUNITY SERVICES 66,645 58,061 8,584 87.12% 62,864 58,221 4,643 92.61% PARKS&TRAILS 51,043 39,246 11,797 76.89% 43,392 40,228 3,164 92.71% JUVENILE COURT SERVICES 8,570 7,373 1,197 86.03% 17,571 7,602 9,969 43.27% PROSECUTOR 7,127 2,904 4,223 40.75% 7,128 404 6,724 5.66% CORONER 50,891 17,652 33,239 34.69% 50,978 39,111 11,867 76.72% SHERIFF ADMIN 1,414,357 1,222,374 191,983 86.43% 1,609,936 1,159,651 450,285 72.03% MOTOR POOL 0 0% 0 0% Total 001 GENERAL FUND 1,729,349 1,438,314 291,035 83.17% 1,903,478 1,402,769 500,709 73.70% SHERIFF'S BOATING PROGRAM 458 -458 0% 0 487 -487 0% NARCOTICS INVESTIGATION FUND 100 0% 0% COMMUNITY SERVICES HEALTH 47,172 49,786 -2,614 105.54% 46,223 55,471 -9,248 120.01% AMERICAN RESCUE PLAN ACT 1 01 0% 0 0% TOTAL SPECIAL FUNDS 47,172 50,344 3,072 106.73% 46,223 55,958 -9,735 121.06% Total GENERAL FUND&SPECIAL FUNDS 1,776521 1,488,6591 287,9621 83.80% 1,949,701 1,458,7271 490,974 74.82%i 2023 Expenditures Unexpended %2023 2024 Expenditures Unexpended %2024 TOTAL MOTOR POOL EXPENDITURES BY OBJECT CODE Budget through End of Budget Budget through End of Budget Month Authority Month Authority MOTOR POOL SALARIES&BENEFITS 40,275 12,238 28,037 30.39% 10,131 10,131 0% MOTOR POOL SUPPLIES 54,050 41,481 12,569 76.75% 10,150 82,127 -71,977 809.13% MOTOR POOL FUEL 402,000 316,971 85,029 78.85% 403,500 329,042 74,458 81.55% MOTOR POOL LEASE 712,272 697,061 15,211 97.86% 997,655 797,825 199,830 79.97% MOTOR POOL MAINT-MONTHLY 12,000 21,028 -9,028 175.23% 15,874 11,388 4,486 71.74% MOTOR POOL REPAIRS&MISC. 77,566 68,930 8,636 88.87% 113,467 89,034 24,433 78.47% MOTOR POOL INSURANCE 16,640 6,087 10,553 36.58% 27,354 7,850 19,504 28.70% MOTOR POOL CAPITAL LEASE 147,000 164,610 -17,610 111.98% 0 24,316 -24,316 0% MOTOR POOL CAP UPFIT 314,718 160,252 154,466 50.92% 381,701 107,015 274,686 28.04% Total GENERAL FUND&HEALTH FUND 1,776 521 1,488,659 287,8621 83.80% 1,949,701 1,458,727 490,974 74.82% Unaudited*Benchmark for month is 100% 10 MASON COUNTY MONTHLY FINANCIAL REPORT DEC EMBER 2024 2023 vs 2024 Special and Other Funds Revenue Comparison Revenue Kevenue Fund 2024 Fund Name 2023 Budget /a Collected Uncollected o 2023 2024 Budget /0 Collected Uncollected o Actual dif 2023 ' No. Through End Revenue Through End Revenue vs 2024 of Month of Month 103 Sales&Use Tax 963,000 1,244,456 281,456 129% 1,180,000 1,308,009 128,009 111% 63,553 104 Auditor's 0&M 127,250 101,861 (25,389) 80% 85,250 110,412 25,162 130% 8,551 105 County Road 21,099,126 19,161,193 (1,937,933) 91% 26,502,298 20,665,194 (5,837,104) 78% 1,504,002 106 Paths&Trails 9,707 18,194 8,487 187% 10,518 18,455 7,937 175% 261 109 Election Equipment Holdings 98,788 42,205 (56,583) 43% 53,000 82,402 29,402 155% 40,198 110 Crime Victims 59,010 66,705 7,695 113% 59,010 88,796 29,786 150% 22,091 114 Victim Witness Activities 51,191 14,182 (37,009) 28% 60,010 - (60,010) 0% (14,182) 117 Community Support Services 5,027,928 4,510,359 (517,569) 90% 5,258,618 4,139,902 (1,118,716) 79% (370,457) 118 Abatement 1,200 13,627 12,427 1136% 13,000 15,207 2,207 117% 1,580 120 REET&Property Tax Admin 25,750 21,370 (4,380) 83% 25,000 21,407 (3,593) 86% 38 134 National Forest Safety 21,500 22,936 1,436 107% 22,000 24,750 2,750 113% 1,815 135 Trial Court Improvements 22,684 22,508 22,652 99% 23,000 22,392 1 (608) 97% (116) 141 Sheriff's Boating Program 38,800 - (38,800) 0% 38,800 71,246 32,446 184% 71,246 142 Narcotics Investigation Fund 56,500 44,420 (12,080) 79% 6,500 262 (6,238) 4% (44,158) 145 Mason County Clean Water District 190,000 180,010 (9,990) 95% 190,000 182,402 (7,598) 96% 2,392 150 Community Services Health 4,139,997 4,941,088 801,091 119% 4,982,136 6,834,091 1,851,955 137% 1,893,002 155 American Rescue Plan Act 22,500 328,432 305,932 1460% 50,000 535,412 485,412 1071% 206,981 160 Law Library 23,260 23,012 (248) 99% 23,260 24,833 1,573 107% 1,821 163 Lodging Tax(Hotel/Motel) 600,750 1,124,060 523,310 187% 710,000 1,232,921 522,921 174% 108,861 164 Mental Health 1,414,765 1,612,924 198,159 114% 1,451,758 1,669,732 217,974 115% 56,808 180 Treasurer's M&O Fund 274,062 187,577 (86,485) 68% 240,155 211,731 (28,424) 88% 24,154 190 Veterans Assistance 146,524 161,971 15,447 111% 152,467 165,378 163,176 108% 3,407 192 Skokomish Flood Zone 6,897,203 47,675 (6,849,528) 1% 6,414,540 - (6,414,540) 0% (47,675) 194 Mason Lake Mngmt Dist#2 39,990 43,850 3,860 110% 43,675 47,132 1 3,457 108% 3,283 195 Spencer Lake Mngmt Dist#3 16,036 16,561 525 103% 17,185 17,282 97 101% 721 199 Island Lake Mngmt Dist#1 100 1,015 915 1015% 100 669 569 669% (345) 350 REET 1 Capital Improvements 1,866,000 1,604,125 (261,875) 86% 1,580,000 1,723,805 143,805 109% 119,680 351 REET 2 Capital Improvements 1,813,000 1,769,185 (43,815) 98% 1,700,000 1,917,335 217,335 113% 148,150 402 Mason County Landfill 7,216,147 6,780,197 (435,950) 94% 7,227,562 7,565,409 337,847 105% 785,212 403 N.Bay/Case Inlet Utility 2,390,624 2,334,636 (55,988) 98% 2,139,353 2,283,878 144,525 107% (50,759) 411 Rustlewood Sewer&Water 804,210 435,458 (368,752) 54% 643,218 442,962 (200,256) 69% 7,504 412 Beards Cove Water 367,564 287,445 (80,119) 78% 268,334 298,471 30,137 111% 11,026 413 113elfair WW&Water Reclamation 4,526,622 6,823,653 2,297,031 151% 6,016,243 4,781,549 (1,234,694) 79% (2,042,105) 428 Reserve Landfill 700 21,455 20,755 3065% 20,000 23,115 3,115 116% 1,659 500 Information Technology Dept 1,151,233 1,151,255 22 100% 1,300,000 1,300,000 - 100% 148,745 501 Equipment Rental&Revolving 2,812,088 3,080,838 268,750 110% 2,010,678 2,468,490 457,812 123% (612,349) 502 Unemployment Fund 76,204 76,204 - 100% 79,202 79,202 - 100% 2,998 Totals $ 64,392,013 58,316,641 $ (6,052,544) 91% $ 70,596,870 $60,374,235 $ (10,072,370) 86% 2,057,594 Blum J:\Financials\2024 Financials\2024 December Financial Report 11 MASON COUNTY MONTHLY FINANCIAL t - REPORT DEC ER 2024 2023 vs 2024 Special and Other Funds Expenditure Comparison Fund Expenditures Expenditures Fund Name 2023 Budget through End of Unexpended %2023: 2024 Budget through End of Unexpended %2024' Actual dif 2023 No. Month Budget Authority Month Budget Authority vs 2024 103 Sales&Use Tax 678,711 678,309 402 100% 792,509 724,263 68,246 91% 45,954 104 Auditor's O&M 144,635 114,043 30,592 79% 117,306 66,860 50,446 57% (47,184) 105 ICounty Road 23,793,040 18,383,256 5,409,784 77% 27,798,341 19,015,581 8,782,760 68% 632,325 106 Paths&Trails 2,047 1,982 65 97% 2,439 2,361 78 97% 378 109 Election Equipment Holdings 255,348 207,586 47,762 81% 114,986 48,817 66,169 42% (158,769) 110 Crime Victims 106,491 93,047 13,444 87% 109,991 80,884 29,107 74% (12,163) 114 Victim Witness Activities 52,740 22,525 30,215 43% 60,317 60,317 0% (22,525) 117 Community Support Services 5,231,488 4,404,300 827,188 84% 5,258,818 4,475,353 783,465 85% 71,052 118 Abatement 54,155 1,253 52,902 2% 54,312 1,696 52,616 3% 443 120 REET&Property Tax Admin 110,750 19,066 91,684 17% 110,000 35,769 74,231 33% 16,703 134 National Forest Safety 36,500 13,461 23,039 37% 52,000 12,623 39,377 24% (838) 135 Trial Court Improvements 53,715 690 53,025 1% 53,847 22,307 31,540 41% 21,617 141 Sheriff's Boating Program 42,083 30,069 12,014 71% 67,523 64,603 2,920 96% 34,534 142 Narcotics Investigation Fund 55,869 45,344 10,525 81% 5,958 2,218 3,740 37% (43,127) 145 Mason County Clean Water District 190,153 188,234 1,919 99% 195,447 195,667 (220) 100% 7,433 150 Community Services Health 4,867,531 4,430,638 436,893 91% 5,311,615 4,835,827 475,788 91% 405,189 155 American Rescue Plan Act 7,562,927 3,093,974 4,468,953 41% 4,847,385 4,690,616 156,769 97% 1,596,642 160 Law Library 35,356 33,789 1,567 96% 36,819 36,039 780 98% 2,250 163 Lodging Tax(Hotel/Motel) 988,514 738,080 250,434 75% 1,115,869 857,828 258,041 77% 119,748 164 Mental Health 1,579,450 1,237,178 342,272 78% 2,072,789 1,536,343 536,446 74% 299,165 180 Treasurer's M&O Fund 355,062 168,484 186,578 47% 366,704 191,554 175,150 52% 23,070 190 Veterans Assistance 252,000 110,825 141,175 44% 352,467 124,281 228,186 35% 13,456 192 Skokomish Flood Zone 6,908,235 16,877 6,891,358 0% 6,414,540 41,830 6,372,710 1% 24,953 194 Mason Lake Mngmt Dist#2 108,367 15,201 93,166 14% 140,701 13,231 127,470 9% (1,970) 195 Spencer Lake Mngmt Dist#3 23,876 17,114 6,762 72% 24,473 18,759 5,714 77% 1,645 199 Island Lake Mngmt Dist#1 26,078 13,563 12,515 52% 13,529 718 1 12,811 5% (12,846) 350 REET 1 Capital Improvements 2,101,804 1,679,689 422,115 80% 2,071,184 1,030,488 1,040,696 50% (649,201) 351 REET 2 Capital Improvements 2,103,875 958,137 1,145,738 46% 2,101,187 1,143,580 957,607 54% 185,443 402 Mason County Landfill 7,061,611 5,891,891 1,169,720 83% 6,956,957 6,175,495 781,462 89% 283,604 403 N.Bay/Case Inlet Utility 2,235,214 1,518,196 717,018 68% 2,835,665 1,718,975 1,116,690 61% 200,779 411 Rustiewood Sewer&Water 776,347 484,833 291,514 62% 636,387 384,833 251,554 60% (100,000) 412 Beards Cove Water 335,427 215,941 119,486 64% 355,731 200,004 155,727 56% (15,937) 413 Belfair WW&Water Reclamation 7,142,083 5,774,489 1,367,594 81% 5,590,300 3,717,903 1,872,397 67% (2,056,586) 428 Reserve Landfill 300,950 14,583 286,367 5% 31,373 28,970 2,403 92% 14,387 500 Information Technology Dept 1,261,915 1,053,315 208,600 83% 1,372,546 1,158,085 214,461 84% 104,770 501 Equipment Rental&Revolving 3,345,768 2,022,470 1,323,298 60% 3,231,269 1,958,818 1,272,451 61% (63,652) 502 Unemployment Fund 276,204 49,674 226,530 18% 320,288 35,024 285,264 11% (14,651) Totals $ 80,456,319` $ 33,742,108 $ 26,714,211 67% $ 80,993,572 $ 54,648,199 $ 26,345,373 67% 906,092 J:\Financials\2024 Financials\2024 December Financial Report 12 MASON COUNTY MONTHLY FINANCIAL REPORT OUTSTANDING COUNTY DEBT ORIGINAL APRX ORIGINATION LOAN INTEREST MATURITY NAME OF BOND OR LOAN YEAR AMOUNT RATE FUND BALANCE YEAR MASON COUNTY LTGO 2013 B-JAIL 2014 1,620,000 3.00% REET 1 350 790,000 2033 MAS0144-2-1 PUBLIC WORKS BOND FUND 2016 8,370,000 2.12% COUNTY ROADS 105 2,760,000 2027 N BAY CASE INLET LTGO REF 2017 2018 4,435,000 3.50% NORTH BAY SEWER 403 3,530,000 2042 WATER METER BEARDS COVE '18A 2019 166,000 2.75% BEARDS COVE WATER 412 151,068 2058 WATER METER BEARDS COVE'19 2019 107,400 3.13% BEARDS COVE WATER 412 99,261 2059 MASON COUNTY LTGO 2021 REF BOND 2021 3,167,955 1.06% BELFAIR SEWER 413 1,959,150 2030 MASON COUNTY LTGO 2020B REF BOND 2021 1,175,385 1.72% RUSTLEWOOD FUND 411 1,045,230 2048 MASON COUNTY LTGO 2020A REF BOND 2021 7,259,095 1.00% REET 1 350 & BELFAIR SEWER 413 4,091,055 2032 MASON COUNTY:BELFAIR SEWER EXT-DOC 2020 2,648,452 0.54% BELFAIR SEWER 413 2,434,433 2039 TOTAL COUNTY DEBT AT END OF MONTH 16,860,198 AS OF May 27, 2021 REMAINING NON VOTED DEBT CAPACITY 107,238,013 VOTED DEBT CAPACITY 95,923,650 REMAINING COUNTY DEBT CAPACITY 203,161,663 2024 December Financial Report 13