HomeMy WebLinkAbout2022/04/06 - WSAC Packet1
ADAMS
ASOTIN
BENTON
CHELAN
CLALLAM
CLARK
COLUMBIA
COWLITZ
DOUGLAS
FERRY
FRANKLIN
GARFIELD
GRANT
GRAYS HARBOR
ISLAND
JEFFERSON
KING
KITSAP
KITTITAS
KLICKITAT
LEWIS
LINCOLN
MASON
OKANOGAN
PACIFIC
PEND OREILLE
PIERCE
SAN JUAN
SKAGIT
SKAMANIA
SNOHOMISH
SPOKANE
STEVENS
THURSTON
WAHKIAKUM
WALLA WALLA
WHATCOM
WHITMAN
YAKIMA
Courthouse
Briefing
Document
2022
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WHO WE ARE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
2021-22 WSAC BOARD OF DIRECTORS . . . . . . . . . . . .4
LETTER FROM EXECUTIVE DIRECTOR . . . . . . . . . . .5-6
CORONAVIRUS PANDEMIC . . . . . . . . . . . . . . . . . . . . . . .7
ADMINISTRATION & FINANCE . . . . . . . . . . . . . . . . . . . .8
2021 SUMMARY FINANCIALS . . . . . . . . . . . . . . . . . . 9-10
ADVOCACY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
LEGISLATIVE STEERING COMMITTEE . . . . . . . . . . . . . .12
LEGISLATIVE PRIORITIES . . . . . . . . . . . . . . . . . . . . . .13-15
FEDERAL PRIORITIES . . . . . . . . . . . . . . . . . . . . . . . . .16-17
LITIGATION & AMICUS . . . . . . . . . . . . . . . . . . . . . . . .18-19
COMMUNICATION & MEMBER SERVICES . . . . . . . . . .20
BUSINESS PARTNERS . . . . . . . . . . . . . . . . . . . . . . .22-23
WSAC PROGRAMS . . . . . . . . . . . . . . . . . . . . . . . . . .24-25
STAFF DIRECTORY . . . . . . . . . . . . . . . . . . . . . . . . . .26-27
206 Tenth Avenue SE
Olympia, WA 98501
(360) 753-1886 | wsac .org
Table of Contents
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Created in 1906, the Washington State
Association of Counties (WSAC) serves the
counties of Washington State . Members include
elected county commissioners, councilmembers,
and executives from all of Washington’s 39
counties . WSAC provides a variety of services
to its member counties, including advocacy,
professional development, public-private
business partnerships, and a forum to network
and share best practices .
Who We Are
The Voice of
Washington
Counties
While voting within the organization is
limited to county commissioners, council
members, and county executives, the
Association also serves as an umbrella
organization for affiliate organizations
representing:
•County Road Engineers
•Local Public Health Officials
•County Administrators
•Solid Waste Managers
•County Human Service Administrators
•IT Directors
•Planning Directors
•Clerks of County Boards
WSAC also works closely with its sister
organization, the Washington Association
of County Officials (WACO), which serves
independently elected non-judicial county
officials, including assessors, auditors,
treasurers, prosecutors, coroners, clerks,
and sheriffs .
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The WSAC Board of Directors is
responsible for the general supervision
over the affairs of the Association per
WSAC Bylaws and adopted policies and
procedures .
2021-22 Activities
•Reviewed amicus filing requests and authorized
participation
•Authorized filings and appeals of pending litigation
•Authorized and Monitor Indigent Defense Litigation
•Authorized and Monitor Blake Decision Litigation
•Appointments to Statewide Boards and
Commissions
•Program Review and Oversight
•Develop and monitor Objective and Key Results for
2022-23
•Review and Approve 2020 Financials
•Review Organizational Culture and Values
•Appoint Legislative Steering Committee Members
•Appoint Federal Issue and Relations Committee
Members
•Association Management in a COVID-19 Environment
•Review and Recommend Annual Budget and
Program Expenditures, Dues, and Assessments
•Monitoring WSAC Financial Health
2021-22 WSAC Board of Directors
BOARD MEMBERS
Robert Gelder Kitsap County
Scott Hutsell Lincoln County
Stephanie Wright Snohomish County
Dave Sauter Klickitat County
Wes McCart Stevens County
Chris Branch Okanogan County
LaDon Linde Yakima County
Art Swannack Whitman County
Vickie Raines Grays Harbor County
Nate Nehring Snohomish County
Mark Ozias Clallam County
Dennis Weber Cowlitz County
Dow Constantine King County
Joe McDermott King County
Ryan Mello Pierce County
Megan Dunn Snohomish County
Josh Kerns Spokane County
Karen Bowerman Clark County
Tye Menser Thurston County
Charlotte Garrido Kitsap County
Amanda McKinney Yakima County
Satpal Sidhu Whatcom County
Will McKay Benton County
ALTERNATES
Chris Seubert Asotin County
Brad Peck Franklin County
Christine Minney San Juan County
Temple Lentz Clark County
Reagan Dunn King County
Derek Young Pierce County
Jared Mead Snohomish County
Al French Spokane County
Gary Medvigy Clark County
Gary Edwards Thurston County
Ron Anderson Yakima County
Kaylee Galloway Whatcom County
Jerome Delvin Benton County
PRESIDENT
Jamie Stephens
San Juan County
SECOND VICE PRESIDENT
Lisa Janicki
Skagit County
FIRST VICE PRESIDENT
Mary Kuney
Spokane County
IMMEDIATE PAST PRESIDENT
Michael Largent
Whitman County
2022 Regular Board Meeting Dates
•Wednesday, February 2, 2022, Thurston County
•Wednesday, May 11, 2022, Pierce County
•Thursday, September 22, 2022, Kittitas County
•Tuesday, November 15, 2022, King County
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Letter from Executive
Director Eric Johnson
On Friday, May 18, 1984, my golden retriever Brubaker and I strode up to open the gates of Lewis
County’s Mayfield Lake County Park – starting my career and affinity for County Government .
If that had been 2022, I would have taken a selfie!!! Sixteen years later, after being elected as
a County Commissioner, I felt the same exhilaration, sense of responsibility, and frankly, awe to
serve, as I took the steps to enter the Historic Lewis County Courthouse .
Now I sit at my desk in Thurston County, fortunate to serve hundreds of county elected officials
and hundreds of county department heads, managers, and staff who deliver programs and
services that are critical in the daily lives of our county residents .
One thing for me that has changed in the last 40 years of public service though is The Degree of
Difficulty.
“Degree of difficulty is a concept used in several sports and other competitions to indicate
the technical difficulty of a skill, performance, or course, often as a factor in scoring.”
In watching the Olympics this year, I thought about how your success as county elected and
appointed officials is measured based on your execution and performance, and the public
does not really give a hoot about any “degree of difficulty .” Yet I think there is one significant
difference between the issues and challenges today’s county elected and appointed officials face
when compared to those of past: The Degree of Difficulty.
This is a 40 year personal professional reflection, affirmed by conversations that I have had
with other colleagues, that I believe you each face unprecedented challenges as county elected
and appointed officials . It is hard to fathom the complexity of the myriad of issues counties
have faced over just the past two years . It has never been more challenging to be a public
administrator or elected official . One silver lining is that county revenue is as strong for county
government as it has been since the lost days of federal timber harvesting, federal revenue
sharing, sales tax equalization, MVET for criminal justice and public health, and a 6% annual
property tax increase limit!
While Counties’ response to the COVID-19 Pandemic has dominated our Association work since
February 2020, it does not solely reflect the depth of activities for the organization . Yet without
question, aiding counties’ response to and recovery from the pandemic and understanding the
use Coronavirus Relief Funds and now American Rescue Plan Act funding has dominated our
work and support for counties . Additionally, we continue to work in these core program areas:
•Association public policy development:
○Transportation Funding
○Tax Reform
○GMA Reform
○Forest Resources and Public Lands
○Criminal Justice Reform
○Blake Decision Implementation
○Foundational Public Health Services/
System Structure
○Public and Behavioral Health
○Housing and Homelessness
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•Developing and planning to implement 2022-23 Organizational Goals, Objectives, and
Actions.
•Advocacy, coordination, communication, and representation with the legislature and
executive branch agencies/offices.
•Changing the manner that we deliver meetings, trainings and conferences from in-person to
virtual and from virtual to hybrid and returning to in-person.
•Broadening our communication activities to keep our members and affiliates informed on
issues relevant to county operations.
•Finding mechanisms to help the legislature, agencies/offices, and the public better
understand county government.
•Represent county government in the judicial system.
•Manage and administer the business of the Association with integrity and efficiency.
•Perform affiliate management, coordination and communication.
•Provide training through County Development Institute, virtual assemblies, and a myriad of
other workshops and online sessions.
I continue to be passionate about county government and the services that you all oversee and
deliver . County government is the heart of a system of representative democracy where we elect
our fellow residents to govern, administer, and legislate the programs and services that affect our
everyday lives .
WSAC is fortunate to have a phenomenal set of leaders who I simply cannot thank enough:
WSAC President Jamie Stephens (San Juan County)
WSAC 1st Vice President Mary Kuney (Spokane County)
WSAC 2nd Vice President Lisa Janicki (Skagit County)
Immediate Past President Michael Largent (Whitman County)
Legislative Steering Committee Co-Chair Kate Dean (Jefferson County)
Legislative Steering Committee Co-Chair Brad Peck (Franklin County)
If you have questions, comments, concerns, or even praise about WSAC, please do not hesitate
to reach out to one of your Association leaders or myself . Your WSAC staff is committed to
serving you and working with each of you . We strive to serve you with integrity . We constantly
remember to stay focused on executing our responsibilities to you with civility, thoughtfulness,
professionalism, and respectful dialogue . It is an honor to serve you, the elected and appointed
county officials whom the public has entrusted to lead county government in Washington State .
LETTER FROM EXECUTIVE DIRECTOR CONTINUED
Eric Johnson
Executive Director, WSAC
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Public health has been a core function of County Government for decades, initially focusing
on the spread of contagious diseases, sanitation, and preventing infectious diseases . Now, our
County Commissioners/Councilmembers serve on our 35 Local Boards of Health that oversee
our local public health departments that deliver crucial on-the-scene services and programs and
implement the goals of Foundational Public Health Services . This pandemic has taught us how
important public health preparedness is and the role WSAC and our partner affiliate, Washington
State Association of Local Public Health Officials (WSALPHO), can play in being a convener and
communicator . As counties continue to lead the pandemic response and recovery, WSAC is
focused on disseminating useful information to our members and facilitating the exchange of
effective strategies and approaches . Hundreds of county leaders joined WSAC’s weekly Virtual
Assembly where they had an opportunity to hear directly from the state agencies and statewide
elected officials .
2021-22 Virtual Assembly Guests
Have Included:
Throughout the pandemic, WSAC has
held regular calls with the Governor’s
Office to advise on the following: •Governor’s Office Staff
•Department of Health
•Department of Commerce
•State Auditor
•National Association of Counties
•Redistricting Commission
•State Board of Health – 1152 Implementation
•Attorney General
•Association of Washington Business
•Public Utility Districts
•Non-Profit Groups
•Guidelines, metrics, phased
re-opening plans
•Orders and proclamations
•OPMA/PRA Orders
•Coronavirus Relief Funds for counties
under 500,000 in population
•American Rescue Plan Coordination
wsac.org/recovery
PROVIDED SUPPORT TO THE FOLLOWING COUNTY LEADERS
Commissioners,
Councilmembers,
Councilors, and Executives
Public Health Officials
Administrators
Solid Waste
Managers
Regional/County
Planning Directors
Engineers/Public
Works Directors
IT Directors
Human Services
Directors
Clerks of the Board/
Councils 7
Coronavirus Pandemic:
Assisting Counties
Respond
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Administration & Finance
The Finance and Administration department
is responsible for the financial functions of
WSAC, including accounts payable, accounts
receivable, reporting, budgeting, contracts,
grants, federal and state tax reporting, payroll,
and benefits . The Finance and Administration
department is also responsible for the
management and financial functions of the
Washington Counties Building .
Produces 20
sets of financial
statements and
coordinates
4 tax returns
Oversees nearly
$5 million in
deposits and
disbursements
Provides
financial
services for
6 associations
Staff
Bridget Lockling
Director, Finance and
Administration
Lynn Fiorillo-Lowe
Operations and
Support Assistant
Jessica Strozewski
Operations Coordinator
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2022 Action Items
1 . Bi-annual audit for 2020-2021 .
2 . Streamline internal controls and procedures .
3 . Review dues structure and evaluate methodologies .
4 . Formalize financial reserves and investment policies .
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4
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WHERE WSAC REVENUES COME FROM
Total Revenues — $3,661,294
7 YEAR REVENUE TRENDS
$191,387
INCREASE IN NET
INCOME FROM 2020
$183,560
INCREASE IN NET
ASSETS FROM 2020
27%
INCREASE IN NET
ASSETS SINCE 2016
$883,766
SPECIAL FUND
CASH BALANCE
$179,275
SLAC FUND
CASH BALANCE
2015
2016
2017
2018
2019
2020
2021
52%
49%
43%
54%
56%
54%
54%
DUES AS
PERCENTAGE
OF REVENUE
2021 Summary Financials
By The Numbers
4,569
142,706
119,670
807,107
588,170
1,964,072
4%
Membership Dues
Special Assessments
Revenue from Affiliates
Contract Services
Conferences and Events
Endorsements & Other
Non-Dues Revenues
Net Investment Income0%
3%
22%
16%
54%
35,000 1%
WSAC has a strong compliment of other
funding sources to cover operating costs
Membership Dues
Litigation Dues
Special Assessments
Revenue from Affiliates
Contract Services
Conferences and Events
Endorsements & Other
Non-Dues Revenues
Net Investment Income
2015 2016 2017 2018 2019 2020 2021
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
2021 DUES REVENUE BY TYPE
General
56%
SLAC
20%
Public Lands
5%
Human Services
5%
Transportation
14%
WSAC collects
dues to
support 5
main programs.
Also collects
assessments
for 3 other
special projects.
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SUPPORTING COUNTIES
YOUR TEAM OF EXPERTS
6.7 FTE – Policy,
Government, Legal
4.1 FTE – Member
Services, Communication,
Marketing
2.1 FTE – Administrative,
Financial, Logistics
6 Contracted
Professionals – 13
Services Contracts
Tackling the legal issues
most important to you
$220k legal defense and
consultation
$29k for Blake Litigation
efforts
2 Trials and 1 Amicus Brief
Marketing the stories and
messages that matter
$34k media, marketing and brand
awareness
National County Government
week campaign
Weekly virtual assembly learning
opportunities
Training & educating
county leaders
In-Person County Leaders
Conference held in Spokane
200+ Attendees and vendors
Over $39k in sponsorships
NET INCOME & CASH RESERVES
2021, 2020, 2019, 2018, 2017, 2016, 2015
Year
Net
Income Cash
2015 85,432 502,796
2016 106,118 646,280
2017 82,778 851,196
2018 238,782 749,561
2019 (88,178)651,808
2020 68,532 661,591
2021 Budget 59,919 878,586
WHERE SPENDING OCCURS
Total Expenditure — $3,401,376
20%
36%20%
24%
Policy and Legislative
Member Services,
Conferences and Events
Affiliates and
Contract Services
General and Administrative
670,918
1,218,639
840,523
671,296
73% of 2020 expenses went to
the team of staff and contractors
NET ASSET CHANGES
906,387
943,120
979,838
1,139,451
989,029 1,014,903
2015 2016 2017 2018 2019 2020 2021
1,198,463
Net Asset increases in 2018 and 2021 were
mainly a result of savings from staffing
vacancies . The other years show stability
as the budget is balanced .
COMMUNICATION CONFERENCELITIGATION
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Advocacy
The Legislative Advocacy & Policy Division
supports one of WSAC’s primary goals:
to advocate on behalf of counties at the state
legislature, regulatory agencies, and executive
branch offices in support of sound policy and
fiscal strategies that sustain the basic government
services that ensure the health and safety of all
Washingtonians .
2022 Action Items
1 . Work with the state legislature to make progress on shared
priorities in the 2022 legislative session .
1 . Assist counties with state and federal COVID response,
including federal funding allocations .
1 . Develop 2023-24 biennial legislative agenda .
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60-day sessions in the
second year of the
biennium are designed to
be supplemental to the
initial 105-day session,
addressing necessary
caseload and budget
adjustments . This year,
however, the Legislature
passed a $64 billion
operating budget, which
was $2 billion more
than what the governor
proposed and a full $5
billion more than the
budget they passed just
one year ago.
In addition to passing
a historically large
operating budget, the
Legislature did one other
thing no one expected
them to – they managed
to pass a $17 billion,
16-year transportation
package. The so-called
Move Ahead WA package
invests heavily in ferries,
new and existing projects,
state fish barrier removal,
transit, preservation and
maintenance, and more . It
allocates $80 million over
the 16 years to the County
Road Administration Board
for local preservation .
The 60-day 2022 Legislative
Session was a tough one this
year . It was the second year
in a remote-only format and
tackled issues substantively
more appropriate for a 105-
day session. The self-imposed
limitations on bill introductions
from last year was nowhere to
be seen this year . While the
Legislature only passed 340
bills in 2021’s 105-day session,
they still passed just over 300
bills this year. Less than the
historical average, but high for
a Zoom-based short session
full of weighty topics .
Staff
Mellani McAleenan
Director of Government
Relations & General Counsel
Jaime Bodden
Managing Director,
WSALPHO
Axel Swanson
Managing Director, WSACE
Travis Dutton
Policy Analyst
Chris Goodwin
FPHS Policy Advisor
Paul Jewell
Policy Director
Juliana Roe
Policy Director
Curtis Steinhauer
Policy Analyst
Brianna Steere
FPHS Policy Advisor
Mike Hoover
Policy Consultant
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LSC ROSTER
Dan Blankenship
Adams County
Chris Seubert
Asotin County
Jerome Delvin
Benton County
Kevin Overbay
Chelan County
Bill Peach
Clallam County
Gary Medvigy
Clark County
Charles Amerein
Columbia County
Dennis Weber
Cowlitz County
Dan Sutton
Douglas County
Derek Gianukakis
Ferry County
Brad Peck
Franklin County
Jim Nelson
Garfield County
Rob Jones
Grant County
Vickie Raines
Grays Harbor County
Jill Johnson
Island County
Kate Dean
Jefferson County
Joe McDermott
King County Council
Dow Constantine
King County Executive
Robert Gelder
Kitsap County
Laura Osiadacz
Kittitas County
David Sauter
Klickitat County
Lindsey Pollock
Lewis County
Scott Hutsell
Lincoln County
Sharon Trask
Mason County
Chris Branch
Okanogan County
Lisa Olsen
Pacific County
John Gentle
Pend Oreille County
Derek Young
Pierce County Council
Ryan Mello
Pierce County Council
Alternate
Bruce Dammeier
Pierce County Executive
Jamie Stephens
San Juan County
Lisa Janicki
Skagit County
Bob Hamlin
Skamania County
Megan Dunn
Snohomish County Council
Dave Somers
Snohomish County
Executive
Al French
Spokane County
Wes McCart
Stevens County
Carolina Mejia
Thurston County
Lee Tischer
Wahkiakum County
Greg Tompkins
Walla Walla County
Kaylee Galloway
Whatcom County Council
Satpal Sidhu
Whatcom County Executive
Art Swannack
Whitman County
Amanda McKinney
Yakima County
To develop the legislative agenda for the 2023-24 biennial legislative sessions, the LSC will:
•Convene a Virtual Assembly to identify emerging priorities and otherwise informally survey
members and affiliates.
•Convene a planning meeting for the LSC in May to narrow the priorities.
•Assess the priorities and their alignment with economic and political realities.
•Seek approval of the agenda from WSAC membership.
2022 Action Items
1 . Meet virtually every week during the legislative session to review
and take positions on critical legislation affecting counties .
2 . Engage with leaders from state agencies and the Legislature to
keep them apprised of county priorities .
3 . Develop the legislative agenda for the 2023-24 biennium .
Legislative Steering
Committee
The Legislative Steering Committee (LSC) is responsible for
preparing and recommending a proposed legislative agenda
for the review and approval of the active WSAC members .
The LSC monitors the events of each legislative session and is
empowered to adopt policy relating to legislation, executive
branch policies and operation, and the activities of other
organizations and associations .
Kate Dean,
Co-Chair
Jefferson County
Commissioner
Brad Peck,
Co-Chair
Franklin County
Commissioner1
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Preparing for 2023
Counties
Involved39
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In Washington, state government’s strength and the strength of the state’s 39 counties
are interdependent and mutually reinforcing. State government’s success requires thriving,
flexible, front-line implementation partners in counties. Counties’ success requires an
active, resourceful, supportive partner in state government. Here’s how Washington’s
39 counties and Legislature can work together to make urgent progress on shared
priorities in the 2022 Legislative Session:
Responding to the
COVID Crisis
Disease response,
containment, and resiliency.
Adequate funding for case investigation,
vaccination, and public outreach/
education, as well as for coordination of
care for people isolated in quarantine who
need support beyond testing. State and
local communities must also look beyond
the immediate needs of the pandemic to
consider how to address inequities in health,
access to critical services, and systemic
discrimination by bolstering networks that
include social services, behavioral health,
businesses, public health, and health care .
Behavioral health.
Adequate funding for the behavioral health
system, including jails. Mental health
and substance use disorder treatment
programs are essential county services.
The pandemic has increased the need
for care of those with mental health and
substance use problems and those suffering
from the psychosocial consequences of the
pandemic . County jails inappropriately serve
as substance use disorder and mental health
institutions but are not designed or staffed
to provide sufficient treatment .
Affordable housing.
New investment in stabilizing housing
situations for tenants and homeowners.
Even before the pandemic, Washington
communities faced a massive affordable
housing shortage and a growing number of
persons entering homelessness .
Government operations
during the pandemic.
Modifying Washington’s existing Open
Public Meeting Act and Public Records
Act to preserve their spirit while ensuring
compliance. The OPMA should be updated
to allow use of new remote technologies
that better serve the public and provide
flexibility to public meetings and testimony,
especially in emergency situations . PRA
response times must be flexible in an
emergency where physical access to
documents is impaired or when mail delivery
may be less frequent due to remote work
arrangements .
Courts.
Provide counties with funds to alleviate the
impacts of the already backlogged court
system worsened by the pandemic. Support
for the judiciary and maintaining effective,
efficient courts are crucial to a just society .
Broadband access.
Continue investment to expand broadband
access. Geographic, economic, and other
variables hinder access to quality high-
speed broadband for too many Washington
residents, with inadequate and unaffordable
service in every county across the state .
Combatting Climate
Change and Protecting
our Environment
Climate change.
Adequate funding and flexibility to adapt
any new climate change impact reduction
responsibilities to local conditions. Counties
can help the state meet its goals for
Legislative Priorities
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management is crucial for success . Recently
approved and emerging statewide priorities
for waste reduction, greenhouse gas
emissions reduction, litter control, and
others that impact county solid waste
programs should include collaboration with
counties and must include resources for
implementation of new requirements .
Water quality and water supply.
Dedicated funding for state programs
that improve water quality or support and
enhance water supplies to ensure counties’
effective implementation. Water is vital to
local economies, agriculture, recreation, and
environmental health . Fair and equitable
water distribution, along with programs
that improve water quality, are essential to
meeting the needs of all counties .
Ending Racial Disparities
and Social Inequities
Health disparities.
Stable and adaptive funding for public
health departments to increase capacity,
modernize, and manage emerging
threats and longstanding health impacts.
Local health jurisdictions are the frontline
defenders against community threats
like infectious diseases, chronic illness,
environmental toxins, and public health
emergencies .
Public defense.
Adequate funding for trial court public
defense costs to ensure the constitutionally
protected right to a defense attorney
for all. Access to a defense attorney is a
fundamental constitutional right . Improving
access to justice is a critical component in
tackling inequality and ensuring that access
is equal, regardless of where you live .
State v. Blake.
Provide funds to cover the full cost
of the State v. Blake decision. The
Supreme Court’s decision presented an
unprecedented challenge to the state’s
criminal justice system that severely
impacts the already backlogged court
system caused by the pandemic. Funding
for resentencing and vacating convictions
and reimbursing the associated legal
financial obligations is critical .
reducing climate change causes but face
different impacts, and solutions for meeting
climate change-related goals should be
flexible and tailored to local conditions .
Salmon habitat.
Adequate funding for repairing or replacing
thousands of fish-blocking culverts in
our state stream systems to ensure the
state is in full legal compliance. Like the
state, counties have thousands of fish
blocking culverts that need to be repaired
or replaced, with will costs billions of dollars
counties don’t have .
Forest health.
New resources for improving forest health,
enhancing fire resiliency, responding and
containing wildland fires, rehabilitating
affected areas, and coordinating prescribed
burns. Forestlands are essential resources
that create jobs, support education and
other services, and meet cultural and
recreational needs . Forest health is critical
to a healthy environment, clean water, and
wildlife habitat .
Fire.
Increase the ability of local fire districts and
the Department of Natural Resources to
respond to and contain wildfires. Wildfires
affect all counties and are becoming more
frequent across the state, and air quality has
been extremely hazardous for long periods
due to smoke .
Growth management.
Greater flexibility in managing growth, and
a new, reliable, sustainable funding source
for planning requirements, and funding
for any new ones. Counties are required
to protect farm and forest lands, rivers and
lakes, and other sensitive environments .
Many must also manage for growth, but
planning is expensive and there are updates
and reforms needed to make the GMA more
functional and effective .
Waste management.
Modern, safe, and working infrastructure
is critical to county solid waste programs
meeting growing demands and protecting
the environment. Dedicated funding
for investing in the future of solid waste
LEGISLATIVE PRIORITIES CONTINUED
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Making Long-term
Investments, Securing
Long-term Solvency
Road maintenance.
Reliable, sustainable funding for county
transportation budgets. Counties
are responsible for roughly half of
Washington’s transportation system but
face this responsibility at a time when
motor vehicle fuel taxes are declining, and
the costs of preservation and construction
are on the rise.
Capital investments.
Ensure adequate funding for county
infrastructure. Counties are responsible for
maintaining a variety of public facilities and
infrastructure and need state investment in
water, sewer, solid waste, and buildings to
keep them safe and functional . Investments
in infrastructure are vital to economic
growth and essential to vibrant communities
and, yet, too often maintenance competes
with mandates while facilities age and
deteriorate .
Fiscal solvency.
New authority for counties to control their
cost drivers and grow revenue sources that
keep pace with increasing costs. The county
financial structure must meet the needs of
modern county governments . At the same
time, the Legislature must not continue to
shift costs though policy changes without
addressing the underlying funding problems
that face county budgets .
16
•COVID-19 Pandemic Relief Assistance
and Public Health Support – All counties,
regardless of size and population, need access
to additional direct, equitable, flexible, stable,
and long-term funding to respond to this
pandemic, rebuild the economy, and strengthen
our communities . It is important that counties
have a strong federal funding partner for
local public health jurisdictions . Stable and
consistent funding of key federal grants helps
counties build resiliency in the event of health
emergencies, outbreaks, economic changes,
and natural disasters .
•Medicaid Inmate Exclusion – Congress needs
to reinstate federal health care benefits for
non-convicted justice involved individuals .
Congress must address the crisis caused by
this callous Medicaid inmate exclusion policy
that strips individuals who are still presumed
innocent of their federal benefits .
•Payment In Lieu of Taxes (PILT) – This vital
funding mechanism ensures counties receive
property tax like compensation for federal
lands within their boundaries . Full, predictable,
and permanent mandatory funding for the PILT
programs is needed to assure counties receive
a property tax like compensation for federal
lands within their boundaries . In Federal Fiscal
Year (FFY) 2021, Washington’s counties (37 of
39) received $24 .9 million in PILT .
•Infrastructure – Federal funding support for
new and aging public infrastructure is needed
to support a vibrant economy, public health
and safety, and a sustainable environment .
Washington State is expected to grow by two
million residents in the next twenty years . It
will take significant local, state, federal, and
private infrastructure investment to sustain
a strong, competitive economy with thriving
communities .
Federal Priorities
The Washington State Association of Counties is engaged on federal policy
development and advocacy pertaining to National Association of Counties (NACo)
Resolutions, proposed federal legislation, agency actions as well as other federal
issues and proposals that have direct implication and nexus to the operations and
administration of county government in Washington State .
•Secure Rural Schools (SRS) – Permanent
reauthorization and funding of the SRS program
is important to Washington State counties .
In FFY20, Washington’s counties (27 of 39)
received $15 .2 million in SRS funding, a decline
from $15 .8 million in FFY 2019 . We ask Congress
to:
○Repeal the 5% automatic reduction in
payment
○Restore full funding of SRS back to historic
25% funding level counties received with
inflation built into the payment mechanism .
○Provide for yearly election of Title II/III
designation
○Allow Resource Advisory Committee (RAC)
appointments to be made at the regional or
local forest level .
•Active Forest Management and Catastrophic
Wildfires – Congress and the Administration
must act to reduce the threat of catastrophic
wildfire . A joint study conducted by the
Washington State Department of Natural
Resources, the United States Forest Service,
and The Nature Conservancy found that
2 .7 million acres of eastern Washington
forestland needs restoration . Federal lands
account for 42 percent of the unhealthy forest
identified . Policies and legislation, as well as
pilot programs and projects, are needed to
renew the federal government’s commitment
to manage federal forests for the benefit
of counties containing federal forestland .
Management should be conducted in a
manner that produces a sustainable resource
yield, improves forest health, protects the
environment, and aids in the prevention of
catastrophic wildfires .
Learn more:
www.wsac.org/federal
Federal Priorities
As part of WSAC Federal Policies and Positions, WSAC members
adopted these 2022 Federal Priority Issues:
17
2022 FEDERAL ISSUES AND RELATIONS COMMITTEE
Rob Gelder, Chair
Kitsap County
Commissioner
Dan Blankenship
Adams County
Commissioner
Bob Bugert
Chelan County
Commissioner
Jerome Delvin
Benton County
Commissioner
Temple Lentz
Clark County
Councilmember
Dennis Weber
Cowlitz County
Commissioner
Brad Peck
Franklin County
Commissioner
Danny Stone
Grant County
Commissioner
Janet St. Clair
Island County
Commissioner
Laura Osiadacz
Kittitas County
Commissioner
Lindsey Pollock
Lewis County
Commissioner
Scott Hutsell
Lincoln County
Commissioner
Sharon Trask
Mason County
Commissioner
Derek Young
Pierce County
Councilmember
Tom Lannen
Skamania County
Commissioner
Wes McCart
Stevens County
Commissioner
Eric Johnson
Executive Director
County SRS/Fed
FY 2020
PILT/Fed
FY 2021
Dept of Energy
FY 2020
Refuge
(RRSA) Federal
DFW PILT
2020-2022
DNR PILT
FY 2021
DNR/Timber
6Yr Annual Avg Total % of Total
Revenue
Adams - 60,271 - 6,176 3,597 971 - 71,015 0 .06%
Asotin 59,541 179,073 - 498 48,261 - - 287,374 0 .26%
Benton - 184,224 858,544 6,404 - - - 1,049,172 0 .95%
Chelan 1,040,503 3,352,067 - 11,315 54,978 9,855 - 4,468,717 4 .03%
Clallam 782,914 1,155,238 - 7,855 - 5,412 5,746,334 7,697,752 6 .94%
Clark 2,776 2,411 - 29,074 - 2,313 3,919,128 3,955,702 3 .57%
Columbia 154,478 402,766 - 695 20,713 - - 578,652 0 .52%
Cowlitz 114,798 31,765 - 1,689 - 1,266 1,778,273 1,927,792 1 .74%
Douglas 2 167,047 - - - 161 - 167,210 0 .15%
Ferry 772,239 901,381 - - 29,180 - - 1,702,800 1 .54%
Franklin - 182,784 280,707 85 - 186 - 463,762 0 .42%
Garfield 83,555 243,353 - - 24,105 - - 351,013 0 .32%
Grant - 804,652 643,642 5,947 37,443 278 - 1,491,962 1 .35%
Grays Harbor 304,202 285,676 - 4,266 74,432 76,774 1,817,123 2,562,473 2 .31%
Island - 2,153 - - - - - 2,153 0 .00%
Jefferson 794,102 1,643,245 - 26,490 - 91,306 1,909,383 4,464,526 4 .03%
King 171,538 935,880 - - - 349,252 2,210,254 3,666,924 3 .31%
Kitsap - - - - - 52,892 905,231 958,123 0 .86%
Kittitas 604,649 1,205,311 - - 542,783 257,501 - 2,610,245 2 .35%
Klickitat 42,886 117,365 - 42,557 78,558 53,010 104,720 439,096 0 .40%
Lewis 1,559,064 687,075 - 237 - 2,185 7,937,784 10,186,345 9 .18%
Lincoln - 255,132 - - 13,642 353 - 269,126 0 .24%
Mason 299,839 331,886 - - - 22,190 4,662,881 5,316,796 4 .79%
Okanogan 1,618,363 2,782,158 - 1,061 563,577 82,229 - 5,047,388 4 .55%
Pacific - 7,419 - 66,368 - 29,905 2,231,761 2,335,453 2 .11%
Pend Oreille 629,807 1,190,789 - 412 20,004 - - 1,841,012 1 .66%
Pierce 193,901 872,946 - 1,745 - 779 426,586 1,495,957 1 .35%
San Juan - 7,084 - - - 17,748 - 24,832 0 .02%
Skagit 431,225 1,318,757 - - - 258,871 10,539,048 12,547,902 11 .31%
Skamania 2,794,068 344,800 - 8,185 - 87,826 1,979,333 5,214,212 4 .70%
Snohomish 555,621 1,518,436 - - - 307,081 7,540,449 9,921,587 8 .95%
Spokane - 5,893 - 53,421 - 21,783 - 81,097 0 .07%
Stevens 300,478 653,286 - 164,652 - 3,080 89,443 1,210,939 1 .09%
Thurston 960 1,268 - 20,130 - 106,450 5,785,583 5,914,391 5 .33%
Wahkiakum - - - 15,077 - 5,803 1,735,454 1,756,333 1 .58%
Walla Walla 2,558 31,168 - 5,260 - - - 38,986 0 .04%
Whatcom 829,132 2,078,845 - - - 5,832 3,247,184 6,160,992 5 .55%
Whitman - 61,223 - - - - - 61,223 0 .06%
Yakima 1,110,173 941,596 - 7,130 491,623 23,162 - 2,573,684 2 .32%
Totals: 15,253,371 24,946,423 1,782,893 486,729 2,002,896 1,876,453 64,565,952 110,914,717 100.00%
Public Land Payments
18
Current Litigation Activities
Indigent Defense
The WSAC Board of Directors voted
unanimously during their May 5, 2021,
regular meeting to concur with the findings
provided by the WSAC Legal Committee and
Legislative Steering Committee that there are
merits and reasonable grounds to support a
legal challenge to require the State to fully
fund constitutionally required trial court
indigent defense services and authorized a
legal challenge . WSAC anticipates filing this
legal complaint sometime in 2022 . To date,
three counties, Kitsap, Yakima, and Lincoln
have joined as co-plaintiffs . A variety of
legal, analysis and budget documentation is
underway .
Blake Decision
On October 3, 2021, WSAC formally joined 21
Counties as a co-plaintiff against the State to
establish that the State is solely responsible
for all costs associated with implementing
the Blake Decision, including the cost of
vacations, re-sentencings, and for all Legal
Financial Obligation (LFO) refunds . The desired
outcome is a declaration from the court that
the State is required to indemnify counties for
all Blake expenses, including all LFO refunds
and the administrative costs to implement this
Washington State Supreme Court decision
(judicial, clerk, prosecutor, public defense,
administration and operations) that counties
will incur in implementing the Blake Decision .
Negotiations are occurring with the Attorney
General’s Office and legislation was introduced
to establish a program for reimbursement to
counties and individuals who paid LFOs .
In 2018, the WSAC Membership established the Strategic
Litigation, Advocacy, and Communication (SLAC) Program
designed to use legal actions as an effective tool to
advance the WSAC policy agenda in coordination with
legislative advocacy strategies and actions. WSAC’s legal
actions are used sparingly and as a last resort.
Litigation & Amicus
Unfunded Mandate
WSAC, with co-plaintiffs Whitman, Snohomish,
and Kittitas County, filed a complaint with
the King County Superior Court to hold
Senate Bill 5472 (Ballot Drop Box Bill) is a
violation of RCW 43 .135 .060, Prohibition
of new or extended programs without full
reimbursement . On October 14, 2020, Judge
Lee ruled that SB 5472, which mandated
County Auditors to significantly increase the
number of ballot drop boxes statewide at
an estimated capital cost of over one million
dollars plus yearly operating and maintenance
costs, “is an unfunded mandate pursuant to
RCW 43 .135 .060 .” The state appealed and
on January 27, 2022, the Washington State
Supreme Court issued their ruling:
•RCW 29A .04 .430 was the controlling
statute for election cost reimbursement
and not the unfunded mandate statute,
RCW 43 .135 .060 .
•Counties are entitled to reimbursement
only for the State’s proportional share of
costs .
•The 2020 legislative amendments to
RCW 29A .04 .430 do not violate Article II,
Section 37 .
•Counties do not have a vested right to full
reimbursement (even though costs were
incurred) .
•Case is remanded to King County Superior
Court for further proceedings .
19
Amicus Briefs
Amicus Curiae Briefs are a means to
provide information to the court on a
particular aspect of the case or point
of law in an attempt to help the court
make a determination on the matter.
Over the past several years, WSAC
has worked with counsel and county
prosecuting attorneys to submit briefs on
issues important to county government
including:
•Personnel and Labor
•Public Works Liability
•Law Enforcement and Public Safety
•Public Health
•Corrections, Jails and Medical Costs
•Land Use and Zoning
•Taxation, Fees and Charges
•Public Records
•Franchise Agreements
•Juror Pay
•Public Health Responsibilities
•Trial Court Indigent Defense
•County Charter
•Constitutional and Administrative Authorities
for County Elected Officials
20 20
2022 Action Items
1 . Create multi-year marketing campaign for
#WanderCounties . Utilize digital channels to engage
WSAC members and affiliates in sharing their pride in their
counties and highlighting the critical work they do .
2 . Re-launch WSAC Business Partners Program in partnership with affiliates to build
greater awareness and increase benefits for member counties .
3 . Officially launch Washington Counties Job Board as a paid platform within the second
quarter of 2022 .
4 . Finalize the first round of training and education videos for the County Development
Institute of WA . Develop specialized add-on trainings to enhance the learning portfolio .
Twitter
1,949 followers
3% increase from 2020
Facebook
2,828 page likes
8 .5% increase from 2020
25,000 User Impressions
Facebook post reach
Website
96,000 website visitors
Email
40+ COVID-19
News Emails
2021 ENGAGEMENTCommunications &
Member Services
The Communications and Member Services Division
oversees all external and internal communications
and public-private partnerships that provide cost-
saving services to counties . The department also
produces in-person, hybrid, and virtual conferences
that provide members and affiliates with networking
and professional development opportunities .
1
2
3
Staff
Bridget Lockling
Director, Finance and
Administration
Tyler Melhart
Graphic/Web Design
Manager
Mitch Netzer
Communications
Manager
Jessica Strozewski
Operations
Coordinator
4
21
November 15-17
Hyatt Regency Lake Washington
King CountyCOLLABORATE.
CONNECT.
DISCOVER.
County DevelopmentInstitute of Washington
Leadership. Growth. Collaboration.
Learn More – cdiwa.org
SAVE THE DATE!
22
Live Healthy Prescription
The NACo Prescription Discount Card is provided to you in a joint
effort of your local county government and the National Association
of Counties (NACo) . Any county resident without prescription
coverage can use this program . Even if you have prescription
insurance coverage, you may still benefit from the discount card
since it may save you money on prescriptions your existing plan
does not cover .
John Losh
Member Outreach Manager
jlosh@naco .org
(202) 661-8832
nacohealth .org
Liberty Mutual Insurance
Through your affiliation with WSAC, this exclusive program gives
your county a competitive edge and your employees an exclusive
group discount on auto, home, and other lines of personal
insurance . Plus, with Liberty Mutual’s onsite educational events,
you can deliver the tools your employees need to stay safe and
secure in your workplace .
Vicki Haworth
Lead Sales Representative
vicki .haworth@libertymutual .com
(360) 705-0600
libertymutual .comPROUD S U P PORTER
O
F
WASH IN G T O N COU
N
TI
E
SBUSINESS
PAR TNER
Washington counties are engaged in delivering a broad range
of services from public health and safety to road construction,
environmental mitigation, and social services. With over 35,000
employees serving over 7.5 million residents, counties are looking to
private and nonprofit sectors for innovation and solutions to improve
their performance. Learn more about these services and how they
can help improve service delivery and benefits to your county.
Business Partner Directory
wsac.org/businesspartners
NACo
The National Association of Counties Financial Services Corporation
(NACo FSC) leverages NACo’s networks, evaluates emerging market
county needs and establishes sustainable, cost-saving and value-
added solutions that can be applied nationwide . By providing quality
solutions, we strive to develop and maintain healthy, vibrant and
safe counties across the United States .
Paul Terragno
Managing Director
pterragno@naco .org
(202) 942-4228
naco .org
Nationwide
Nationwide Retirement Solutions (NRS) provides county employees
with a Section 457 Deferred Compensation Program . Since its
inception in 1980, NACo’s Deferred Compensation Program has
grown to become the largest supplemental retirement income
program available to county employees .
Kristopher Morton
Program Director
k .morton@nationwide .com
(614) 398-7184
nrsforu .com
23
NextEra Energy Resources
NextEra Energy Resources, LLC (together with its affiliated
entities, “NextEra Energy Resources”), is a clean energy
leader and is one of the largest wholesale generators
of electric power in the U .S . NextEra Energy Resources,
together with its affiliated entities, is the world’s largest
generator of renewable energy from the wind and sun and a
world leader in battery storage . NextEra Energy Resources,
LLC is a subsidiary of Juno Beach, Florida-based NextEra
Energy, Inc . (NYSE: NEE) .
cashVest by three+one
cashVest by three+one® harnesses liquidity data resources to
maximize the value of every single dollar through the power of
liquidity analysis – a breakdown of how cash can be best utilized
for current & future operating needs, offsetting banking fees,
borrowing, or earnings opportunities . Finance officials of private
and public entities, higher ed institutions, and hospitals can execute
cash, operating, and investment management decisions with more
confidence and greater ease .
FLO Analytics
FLO is an employee-owned consulting company with offices in Seattle,
Portland, Boston, and Denver . We use GIS and data analytics to do
the number crunching, analysis, and problem solving that provides
our clients with the best possible data-driven tools and information .
We are experts in the design, implementation and use of GIS and
data analytics for a variety of markets and applications . Specialists
in creating appropriate solutions that are adaptable to the different
needs of your organization . Dedicated to innovation and creatively
developing new approaches to solving complex issues .
Waste Management
Waste Management is your partner for environmental solutions .
We offer waste, recycling and composting solutions for your
communities . We have more than 1,300 employees in Washington
state who are committed to their communities .
Ufuoma Ojumah
Project Manager
Ufuoma .ojumah@nexteraenergy .com
(954) 232-1053
nexteraenergyresources .com
Leah Riley
Sales & Marketing Associate
ler@threeplusone .us
(585) 484-0311
threeplusone .us
John McKenzie
Director of Business
Development
(888) 847-0299
jmckenzie@flo-analytics .com
flo-analytics .com
Tyler McKay
Central Washington
Manager-Public Sector Solutions
tmackay@wm .com
(509) 306-3175
wmnorthwest .com
AWC Workers’ Comp Retro Program
The AWC Workers’ Comp Retro program provides training and tools
that empower employers to lower risks for on-the-job injuries . Our
focus on injury prevention and safety reduces your overall workers’
compensation costs and provides the opportunity for refunds .
Carol Wilmes
Director of Member
Pooling Programs
retro@awcnet .org
wacities .org/services/workers-
comp-retro
Ednetics
Helping counties explore, develop, and implement security
solutions focusing on data integrity and maintaining operational
continuity . At Ednetics, our purpose is to provide ways to support
human potential in safe high functioning environments . We achieve
this by building teams and partnerships that allow us to provide
outstanding solutions and a great customer experience .
Leslie Mellott
Account Manager – Western WA
leslie .mellott@ednetics .com
(425) 200-0216
Larry Hyndman
Account Manager – Eastern WA
Larry@ednetics .com
(509) 979-6063
ednetics .com
24
Ron Wesen, Chair
Skagit County
Commissioner
Brynn Brady
Program Consultant
Counties Coastal Caucus
The Washington State Association of Counties created the
Coastal Counties Caucus, comprised of 14 counties bordering
Puget Sound, Strait of Juan de Fuca, and the Pacific Ocean,
shortly before the creation of the Puget Sound Partnership (PSP)
in 2007 . The Caucus creates a forum for counties to interact,
engage, and recommend WSAC positions on issues relating to the
waters of Puget Sound, Hood Canal, and the Pacific Ocean . The
program also supports members of the Puget Sound Partnership’s
Ecosystem Coordination Board and Salmon Recovery Council,
both of which have county elected official representation . The
Caucus works to ensure coastal county interests and priorities are
brought forward to the Legislative Steering Committee, state and
federal agencies, tribal nations, and other key stakeholders .
Counties
Involved
14
2021-22 Activities
•Support WSAC members serving on Puget Sound Partnership (PSP) Boards, Councils and Committees
•Coordinate representation in PSP meetings and other state efforts that impact communities along the
Puget Sound and Pacific coast
•Ensure county policy interests are considered in the 2022-2026 PSP Action Agenda Update
•Supporting input and comment on Maritime Washington National Heritage Area Draft Management
Plan.
•Monitoring and providing input to the Ecosystem Coordination Board’s Land Use subcommittee to
better understand land use decisions that impact or enhance salmon recovery efforts. Specifically,
they have identified the following for taking a leadership role:
•Monitoring and communicating to Coastal Counties about work plan priorities being planned for the
Salmon Recovery Council, including:
o Determining whether existing Chinook recovery priorities are the most effective and efficient means of
advancing salmon recovery efforts and revising them if necessary .
o Advancing policy recommendations articulated in the Chinook Implementation Strategy (Bold Actions) as a
means of accelerating Puget Sound salmon recovery efforts
o Processing and understanding the results of State/Tribal Riparian Work Group and assist implementation
where appropriate
o Leveraging existing funding sources by pursuing enhancements and better integration of salmon recovery
priorities
WSAC Programs
25
Wes McCart, Chair
Stevens County
Commissioner
Paul Jewell
Policy Director
Columbia River Caucus
The Columbia River Basin Water Supply Development Program
was initiated by the Legislature in 2006 . The purpose of the
program is to seek out and develop new water supply in eastern
Washington . New water supplies are intended for both in-stream
and out-of-stream use; water from projects funded by the
program are allocated 1/3 for in-stream use and 2/3 for out-of-
stream use .
WSAC receives funding from the Department of Ecology
to provide staff support to eastern Washington county
commissioners . This allows commissioners to participate as full
partners in the program . The commissioners meet quarterly as the
Columbia River Caucus .
Timber and Public Lands Program
The timber counties program works diligently to support,
advocate for, and represent our member counties with interests
in timberland management issues . This includes counties that are
beneficiaries of state forestlands and counties with other private,
state, and federal forestlands utilized for commercial timber
harvest, conservation, recreation, and other purposes .
Counties
Involved
Counties
Involved
21
39
Tom Lannen, Chair
Skamania County
Commissioner
Paul Jewell
Policy Director
Court Stanley
Program Consultant
Mark Meleason
Program Consultant
2021-22 Activities
•Monitoring and engaging in deliberations/negotiations on the Columbia River Treaty.
•Ensure counties have a voice in Ecology's management of the Columbia River Water Supply Program.
•Quarterly meetings of the Commissioners Policy Advisory Group (PAG) continue to be held and are
vital in ensuring a flow of information both to county commissioners and from them to the CR-PAG
and the Department of Ecology.
•Regular discussions and meetings with the Director of the Office of Columbia River occur several
times a year.
•Support CR Water Supply Program resources and funding.
•Developing and implementing a comprehensive training program for new Caucus members.
2021-22 Activities
•Reviewing, monitoring and commenting on the scoping process for
DNR’s sustainable harvest calculation. Mark Rasmussen, a contractor,
represents WSAC on the Sustainable Harvest Calculation Technical
Advisory Committee.
•Representing counties in Timber, Fish and Wildlife Principles Meeting.
•Completed the Marbled Murrelet Economic Impact Study and presented
its findings at a joint legislative committee work session.
•Mark Meleason, a contractor, continues to represent WSAC on the
Cooperative Monitoring, Evaluation, and Review (CMER) Committee.
•Court Stanley, WSAC Program Consultant, represent WSAC on the TFW Policy
Committee and monitors the activities of the adaptive management program.
•Forest land management and policy issues training program planned for Spring 2022.
•Continued development of strategies that respond to the Marbled Murrelet Economic
Impact Study findings.
•Continued work to follow up with DNR on the trust lands performance assessment.
•Monitoring and providing feedback as DNR begins its ten-year sustainable harvest
calculation process.
26
Staff Directory
Administration & Finance
Communications & Member Services
Policy and Legislative Relations
Eric Johnson
Executive Director
(360) 489-3013
ejohnson@wsac .org
Lynn Fiorillo-Lowe
Operations and Support
Assistant
(360) 489-3019
lfiorillo-lowe@wsac .org
Bridget Lockling
Director, Finance and
Administration
(360) 489-3017
blockling@wsac .org
Jessica Strozewski
Operations Coordinator
(360) 489-3018
jstrozewski@wsac .org
Tyler Melhart
Graphic/Web Design
Manager
(360) 489-3016
tmelhart@wsac .org
Mitch Netzer
Communications Manager
(360) 489-3022
mnetzer@wsac .org
Mellani McAleenan
Director, Government
Relations & General Counsel
(360) 489-3015
mmcaleenan@wsac .org
Jaime Bodden
Managing Director,
Washington State
Association of Local Public
Health Officials (WSALPHO)
(360) 489-3011
jbodden@wsac .org
Axel Swanson
Managing Director,
Washington State
Association of County
Engineers (WSACE)
(360) 489-3014
aswanson@wsac .org
27
Travis Dutton
Policy Analyst
(503) 953-6631
tdutton@wsac .org
Chris Goodwin
FPHS Policy Advisor
(564) 200-3166
cgoodwin@wsac .org
Program Services
Juliana Roe
Policy Director
(360) 489-3012
jroe@wsac .org
Brynn Brady
Program Consultant
Coastal Caucus
Ceiba Consulting
(253) 686-3387
brynn@ceibaconsulting .com
Court Stanley
Program Consultant
Timber Program
Heartwood Consulting LLC
(360) 701-4644
cstanley@
heartwood-consulting .com
Mike Hoover
Policy Consultant
Mike Hoover Public Affairs
(360) 561-6853
mike@hooverpa .com
Paul Jewell
Policy Director
(360) 489-3024
pjewell@wsac .org
Brianna Steere
FPHS Policy Advisor
(564) 200-3171
bsteere@wsac .org
Curtis Steinhauer
Policy Analyst
(360) 580-2301
csteinhauer@wsac .org
28
Washington State Association
of Counties
206 Tenth Avenue SE Olympia,
WA 98501
(360) 753-1886
info@wsac .org
@WACounties
(360) 753-1886 206 Tenth Ave SE Olympia, WA 98501 www.wsac.org
The Voice of
Washington
Counties
2022 End of Session Report
2
Responding to the COVID Crisis
Counties - the State’s partner for progress
The 60-day 2022 Legislative Session was a tough one this year. It was the second
year in a remote-only format and tackled issues substantively more appropriate for a
105-day session. The following summary outlines the session as it relates to WSAC’s
policy goals; but for many legislative sessions, including this one, success is also
measured by what didn’t pass and wasn’t listed as a policy goal.
2022 Legislative Session Overview
For example, WSAC successfully defeated several bills that would have increased
your civil legal liability:
• While no one opposes voting rights, SB 5597
needs a lot of technical work before it’s ready
for prime time. Several of our amendments
were accepted, but this bill is too complicated
to introduce for the first time in a short session.
• SB 5155 would have allowed plaintiffs to
collect interest from the date of the alleged
incident rather than the date of judgment
regardless of the reason for delay, most of
which are outside of a county’s control, and
regardless of when the county was notified.
Disease Response and Containment
POSITION
Adequate funding for case investigation, vaccination,
and public outreach/education. Adequate funding for
coordination of care for people isolated in quarantine who
need support beyond testing.
OUTCOME
• $124.8 million to maintain efforts to control the spread of
COVID-19 through testing, care coordination, outbreak
response, disease surveillance, and COVID-19 vaccine
work to address unequal vaccination coverage across
the state. Funding is appropriated to the DOH to work
with local health jurisdictions to fund local activities and
services not reimbursed through FEMA.
Behavioral Health
POSITION
Adequate funding for the behavioral health system,
including jails.
OUTCOME
• The Supplemental budget included additional grants
totaling $814,000 to establish new school-based health
centers and add behavioral health capacity to existing
school-based health centers.
• The Legislature passed HB 1074, which authorizes local
health jurisdictions to implement fatality review teams
to inform community-centered strategies to combat
overdose and suicide deaths.
• $1.3 million is provided to address gaps in strategies
to prevent youth suicide. This includes funding to
implement youth suicide prevention campaigns.
• SB 5116, automated decision systems, could have subjected local governments to restrictions and
oversight for systems that are difficult to define. The governor vetoed a budget proviso that provided
$100,000 to develop an initial inventory of all automated decision-making systems and adopt
guidance by June 30, 2022, but is directing the work to be completed by November 30, 2023.
3 (360) 753-1886 206 Tenth Ave SE Olympia, WA 98501 www.wsac.org
Government Operations
POSITION
Modifying Washington’s existing Open Public Meeting
Act and Public Records Act to preserve their spirit
while ensuring compliance.
OUTCOME
• The final version of HB 1329 includes key provisions of
HB 1056. The combined bill allows counties to conduct
fully remote meetings when a local or statewide
emergency is declared; requires the opportunity for
public comment in certain circumstances; requires
the opportunity for public comment remotely, if
feasible, upon the request of an individual for whom
in-person attendance is difficult; and requires most
public agencies, except the smallest, to post agendas
online. Public agencies are encouraged to provide for
increased access and participation through the use of
remote technologies.
Responding to the COVID Crisis Continued
Courts
POSITION
Provide counties with funds to alleviate the impacts
of the already backlogged court system worsened by
the pandemic.
OUTCOME
• $2.05 million is provided to assist trial courts across
the state in addressing the backlog created by the
pandemic through the use of pro tem judges and
backlog coordinators.
• $2.5M for trial courts to address impacts of the
COVID-19 pandemic.
• $5M for audio visual upgrades in courtrooms across
the state.
• $4.9M for grant funding to counties for the creation
of new therapeutic courts or expansion of services in
existing therapeutic courts.
Affordable Housing
POSITION
New investment in stabilizing housing situations for tenants and homeowners.
OUTCOME
• SB 5868 adds workforce housing to the list of authorized uses for the .09 sales and use tax for public facilities in
rural counties.
• The legislature included historic investments in affordable homes and homelessness prevention.
•There were over $400 million new dollars in the Capital Budget for housing, including $114 million for the
Housing Trust Fund, $240 million for rapid housing acquisition.
•There were also funds dedicated to homeless youth facilities, the new Apple Health and Homes program,
housing preservation, and affordable housing development.
•The Operating Budget included funding for pre-eviction legal aid, homelessness service providers, rental
assistance, foreclosure prevention, permanent supportive housing, and services to help transition people from
unsheltered homelessness into affordable housing.
•It also included a permanent increase to the Aged, Blind, and Disabled (ABD) cash grant from $197 to $417
per month.
•The total two-year capital investment for building or acquiring affordable homes and shelter is over $734 million.
4
Combatting Climate Change and Protecting
Our Environment
Climate Change
POSITION
Adequate funding and flexibility to adapt any new
climate change impact reduction responsibilities to
local conditions.
OUTCOME
• E2SHB 1099 would have added a new goal to the GMA
for addressing climate change. It included requirements
for some counties to plan for reducing GHG emissions
and vehicle miles traveled. It also would have required
all counties to address issues of climate resiliency.
However, the bill died in the House at the last minute.
• $5.41 million was provided in the Operating Budget for
implementing E2SHB 1099, including the costs of local
government planning, but the bill did not pass.
• The Operating Budget includes grant funding to increase
solar deployment and battery storage in community
buildings to enhance grid resiliency and provide backup
power for critical needs.
Salmon Habitat
POSITION
Provide adequate funding to repair or replace
thousands of fish-blocking culverts and maximize
habitat recovery through a coordinated watershed-
based program.
OUTCOME
• The legislature allocated $2.435 billion for state
owned barriers. While no funding was provided for
local governments, the new legislation does include
“intent” language that will hopefully have the effect
of strengthening the cooperation between the state
and local governments so that we can work together
through the Brian Abbott Fish Barrier Removal Board to
coordinate projects and resources and optimize habitat
restoration and species recovery. Specifically, the new
language states that the appropriation for WSDOT’s fish
barrier removal projects may be used to jointly leverage
state and local funds for match requirements in applying
for competitive federal aid grants provided through
the new national culvert removal, replacement, and
restoration program in the IIJA.
Forest Health
POSITION
New resources for improving forest health, enhancing
fire resiliency, responding and containing wildland
fires, rehabilitating affected areas, and coordinating
prescribed burns.
OUTCOME
• The DNR proposed legislation to enhance forestland
conservation programs and to implement programs to
expand forestland in the state (HB 1895, SB 5633). The
bill ultimately failed.
• $10 million is provided in the operating budget to
provide funding for the DNR to purchase lands
to replace state forestlands encumbered by the
marbled murrelet long-term conservation strategy in
five counties.
• HB 1891 was introduced this session, instructing DNR
to conduct a rangeland fire protection association
pilot project to better assess the measures needed to
ensure the safe and effective operation of rangeland fire
protection associations. The bill was not passed.
Growth Management
POSITION
Greater flexibility in managing growth, and a new,
reliable, sustainable funding source for planning
requirements, and funding for any new ones.
OUTCOME
• E2SHB 1241 extends the mandatory comprehensive
planning update cycle from eight years to ten. It also
adds a five-year implementation check-in for the largest
and fastest growing counties.
• SHB 1717 creates a process for tribes to participate
in local comprehensive planning. It also requires local
governments to include strategies for addressing tribal
cultural resources in county-wide planning policies.
• 2ESSB 5275 allows greater flexibility for infill and
redevelopment in designated LAMIRDs. It also expands
the allowed uses within LAMIRDs.
• ESSB 5593 creates a prescriptive pathway for counties
to adjust UGA boundaries based on prevailing
development patterns.
• $10 million is included in the Operating Budget for grants
to local government for planning.
5 (360) 753-1886 206 Tenth Ave SE Olympia, WA 98501 www.wsac.org
Waste Management
POSITION
Modern, safe, and working infrastructure is critical to county solid waste programs
meeting growing demands and protecting the environment. Dedicated funding for
investing in the future of solid waste management is crucial for success.
OUTCOME
• E2SHB 1663 requires landfills of a certain size and that emit a certain level of methane
gas to install landfill gas capture systems. Landfills with existing gas capture systems
must also meet new standards and may require upgrades.
• E2SHB 1799 implements requirements for managing organic wastes differently by
separating them from other solid wastes, removing them from landfilling practices, and
requiring expansion of composting and anaerobic digestion facilities. The bill includes a
requirement to study the costs of various solid waste proposals and develop strategies
for future funding of solid waste programs.
Water Quality and Water Supply
POSITION
Dedicated funding for state programs
that improve water quality or support and
enhance water supplies to ensure counties’
effective implementation.
OUTCOME
• A funding request by the Department of
Ecology to begin work reshaping the state’s
water code considering climate change and
other impacts was opposed by numerous
stakeholders, including counties, cities, and
tribes. The funding request failed.
• Governor’s request legislation expanding
riparian buffers across the state died very
early in the session (HB 1838, SB 5727).
The operating budget provides funding
for the Governor’s office to develop
recommendations to improve riparian habitat
with the help of stakeholders, including
local governments.
Combatting Climate Change and Protecting Our Environment Continued
6
Ending Racial Disparities and Social Inequities
Health Disparities
POSITION
Stable and adaptive funding for public health
departments to increase capacity, modernize,
and manage emerging threats and longstanding
health impacts.
OUTCOME
• $5 million to support community-based strategies for
cessation, treatment, and prevention from tobacco and
vapor products, including education and prevention
centered on reducing youth access.
• HB 1893 passed and gives local public health the
authority to grant EMTs additional medical oversight
during local emergencies as a strategy to increase
access to care in remote areas.
Public Defense
POSITION
Adequate funding for trial court public defense costs
to ensure the constitutionally protected right to a
defense attorney for all.
OUTCOME
• No additional funds were allocated for public defense.
State v. Blake
POSITION
Provide funds to cover the full cost of the State v. Blake decision.
OUTCOME
• Within the Administrative Office of the Courts (AOC): Reallocating $44.5 million to counties in the Judicial
Stabilization Trust Account for resentencing and vacating Blake convictions. $46.75 million in the same account
to establish an LFO aid pool for counties to refund LFOs and collection costs from Blake convictions. A direct
refund process will be established.
•$63,000 for 2022 and $251,000 for 2023 to facilitate and coordinate the scheduling of resentencing hearings.
•$2.025 million for AOC’s administration of Blake. This must include collaborating with courts, clerks and
administrators to prepare Blake reports; and establishing a process to locate individuals for LFO refunds.
•$131,000 for a court policy analyst position to support the district and municipal courts judges’ association
with Blake.
• Cities: $1.5 million for cities to comply with Blake ruling for resentencing and vacations and $10 million for the
LFO aid pool.
• For the Office of Public Defense (OPD): $286,000 for 2022 and $1.008 million for 2023 for the implementation
of a triage team to provide statewide support to the management and flow of hearings for individuals impacted
by Blake.
• For the Office of Civil Legal Aid (OCLA): $2.25M to continue and expand online automated plain language forms,
outreach, education, technical assistance, and legal assistance to help resolve civil matters related to Blake.
• $2 million for the Health Care Authority (HCA) to increase contracts for recovery navigator services in ESB 5476,
which must be used to increase funding for services in King, Pierce, and Snohomish counties.
• $500, 000 to increase contingency management resources in SB 5476.
7 (360) 753-1886 206 Tenth Ave SE Olympia, WA 98501 www.wsac.org
Making Long-Term Investments, Securing
Long-Term Solvency
Road Maintenance
POSITION
Reliable, sustainable funding for county transportation
budgets.
OUTCOME
• The Move Ahead Washington Transportation
package includes
•$10 million to the County Road Administration Board
per biennium solely for additional preservation funding
allocations through County Arterial Preservation
Program (CAPP).
•$1.250 million for prevention of rural roadway vehicle
lane departures.
•The final transportation budget also includes a Joint
Transportation Committee process over the interim for
making a recommendation to the Legislature regarding
the state/local split of formula distributions for the IIJA.
• HB 1918 would have required the transition to zero-
emission outdoor power equipment had it passed.
• HB 1722 would have allowed companies to
“microtrench” to lay broadband fiber. The bill did not
pass but the budget includes a proviso establishing a
task force on broadband deployment.
• ESSB 5974 includes new local option authority related to
Transportation Benefit Districts (TBD). Local jurisdictions
that have formed a TBD now have authority to
implement one-tenth of one percent sales tax revenue
for their District and can extend revenue collection
beyond 10 years.
Capital Investments
POSITION
Counties are responsible for maintaining a variety
of public facilities and infrastructure and need state
investment in water, sewer, solid waste, and buildings
to keep them safe and functional.
OUTCOME
• The Public Works Board received $120 million new
authority to spend in 2021-23 biennium. The authority
does not necessarily equate to the ability to spend
funds, which they may not have available after $57
million per year is transferred to the Move Ahead
Washington transportation account.
• $25 million federal appropriation for Public Works Board
broadband program.
• $50 million to the State Broadband Office for broadband
infrastructure grants with prioritization given to
applications where the lead applicant is a public entity. A
public benefit for at least 25 years is required.
• $25 million to the Community Economic Revitalization
Board (CERB) for loans and grants to local governments
and tribes for infrastructure to provide high speed, open
access broadband to rural and underserved areas. No
more than 50% of all financial assistance by CERB can
go to broadband.
• $40 million to CERB for capital construction projects
that assist communities with financing publicly owned
economic development infrastructure improvements to
encourage new business development and expansion.
Fiscal Solvency
POSITION
New authority for counties to control their cost drivers
and grow revenue sources that keep pace with
increasing costs.
OUTCOME
• HB 1333 would have extended the .09 sales and use
tax for public facilities in rural counties until 2054.
Despite significant coalition efforts, this bill died last
year and this year in the Senate. However, a proviso was
included in the final operating budget that requires the
State Auditor to publish the reports counties provide
regarding how they use the tax.
• HB 1921 would have provided an optional “payment in
lieu of taxes” alternative to the standard taxing structure
for counties siting solar and wind electricity facilities.
Another bill too complicated for a short session, it died
in the House.
• HB 1672 would have removed the Conservation Futures
District property tax levy from the 1% levy growth limit.
The bill died in the House Finance Committee.
• HB 1965 would have permitted counties to collect
the Veterans’ Assistance Levy and the Mental Health
and Developmental Disabilities Levy as separate
levies outside the growth limit. This bill made it out of
committee but died in House Rules.
• SB 5796 restructures cannabis revenue appropriations,
which delivered an additional $5 million to local
governments in the final operating budget.
8
Policy and Legislative Relations Staff
Mellani McAleenan
Director, Government
Relations & General Counsel
(360) 489-3015
mmcaleenan@wsac.org
Jaime Bodden
Managing Director, Washington
State Association of Local Public
Health Officials (WSALPHO)
(360) 489-3011
jbodden@wsac.org
Paul Jewell
Policy Director
(360) 489-3024
pjewell@wsac.org
206 Tenth Avenue SE Olympia, WA 98501 | (360) 753-1886
info@wsac.org | @WACounties
Juliana Roe
Policy Director
(360) 489-3012
jroe@wsac.org
Mike Hoover
Policy Consultant
Mike Hoover Public Affairs
(360) 561-6853
mike@hooverpa.comLegislative Steering
Committee
The Legislative Steering Committee (LSC) is responsible
for preparing and recommending a proposed legislative
agenda for the review and approval of the active WSAC
members. The LSC monitors the events of each legislative
session and is empowered to adopt policy relating to
legislation, executive branch policies and operation, and
the activities of other organizations and associations.
Kate Dean,
Co-Chair
Jefferson County
Commissioner
counties
involved39
LSC ROSTER
Dan Blankenship
Adams County
Chris Seubert
Asotin County
Jerome Delvin
Benton County
Kevin Overbay
Chelan County
Bill Peach
Clallam County
Gary Medvigy
Clark County
Charles Amerein
Columbia County
Dennis Weber
Cowlitz County
Dan Sutton
Douglas County
Derek Gianukakis
Ferry County
Brad Peck
Franklin County
Jim Nelson
Garfield County
Rob Jones
Grant County
Vickie Raines
Grays Harbor County
Jill Johnson
Island County
Kate Dean
Jefferson County
Joe McDermott
King County Council
Dow Constantine
King County Executive
Robert Gelder
Kitsap County
Laura Osiadacz
Kittitas County
David Sauter
Klickitat County
Lindsey Pollock
Lewis County
Scott Hutsell
Lincoln County
Sharon Trask
Mason County
Chris Branch
Okanogan County
Lisa Olsen
Pacific County
John Gentle
Pend Oreille County
Derek Young
Pierce County Council
Ryan Mello
Pierce County Council
Alternate
Bruce Dammeier
Pierce County Executive
Jamie Stephens
San Juan County
Lisa Janicki
Skagit County
Bob Hamlin
Skamania County
Megan Dunn
Snohomish County Council
Dave Somers
Snohomish County
Executive
Al French
Spokane County
Wes McCart
Stevens County
Carolina Mejia
Thurston County
Lee Tischer
Wahkiakum County
Greg Tompkins
Walla Walla County
Kaylee Galloway
Whatcom County Council
Satpal Sidhu
Whatcom County Executive
Art Swannack
Whitman County
Amanda McKinney
Yakima County
Brad Peck,
Co-Chair
Franklin County
Commissioner
Travis Dutton
Policy Analyst
(503) 953-6631
tdutton@wsac.org
Axel Swanson
Managing Director,
Washington State Association
of County Engineers (WSACE)
(360) 489-3014
aswanson@wsac.org
Chris Goodwin
FPHS Policy Advisor
(564) 200-3166
cgoodwin@wsac.org
Curtis Steinhauer
Policy Analyst
(360) 580-2301
csteinhauer@wsac.org
Brianna Steere
FPHS Policy Advisor
(564) 200-3171
bsteere@wsac.org