Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2023/10/24 - Regular Packet
Board of Mason County Commissioners Draft Meeting Agenda Commission Chambers 411 N 5th St, Shelton, WA 98584 October 24, 2023 9:00 a.m. October 24.2 Commission meetings are live streamed at http://www.masonwebtv.com/ Effective May 10, 2022, regular Commission business meetings will be held in -person and via Teams. Please click the Teams meeting link posted on the Mason County homepage and use the “raise hand” feature to be recognize d by the Chair to provide your comments and testimony. Public comment and testimony can be provided in -person, and you can also e-mail msmith@masoncountywa.gov; mail in to the Commissioners’ Office at 411 N 5th St, Shelton, WA 98584; or call (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. 1. Call to Order 2. Pledge of Allegiance 3. Roll Call 4. Correspondence and Organizational Business 4.1 Correspondence 4.2 Mason County Historic Preservation Commission Open Positions News Release 4.3 Request for Proposals for Emergency Housing Funds News Release 4.4 Operation Green Light Proclamation 5. Open Forum for Citizen Input Please see above options to provide public comment; 3 minutes per person, 15-minute time limit. 6. Adoption of Agenda Items appearing on the agenda after “Item 10. Public Hearings” may be acted upon before 9:15 a.m. 7. Approval of Minutes – September 11, September 18, and September 25, 2023 Briefing Minutes and September 12, 2023 Regular Minutes 8. Approval of Action Agenda Items listed under “Action Agenda” may be enacted by o ne motion unless a Commissioner or citizen requests an item be removed from the Action Agenda and considered a separate item. 8.1 Approval of Warrants and Treasurer Electronic Remittances Claims Clearing Fund Warrant # 8099917-8100198 $3,626,346.84 Direct Deposit Fund Warrant # 100476-100882 $ 808,796.68 Salary Clearing Fund Warrant # 7007661-7007697 $1,095,587.47 8.2 Approval to award funding from the .09 Rural County Sales and Use Tax fund no. 103 to the Economic Development Council (EDC) in the amount of $99,000 and to Public Works for the Belfair Sewer in the amount of $450,000 each for 2024 and 2025. 8.3 Approval of the contract renewal with Summit Food Services to provide inmate meal services at $4.24 per meal with an effective date of February 1, 2023. 8.4 Approval for Public Works to enter into an agreement with David Evans & Associates, Inc. and Washington State Department of Transportation (WSDOT) for County sewer line relocation on State Route 302 for WSDOT’s Victor Creek Culvert Replacement project. 8.5 Approval of the Resolution amending Resolution no. 2023-009 revising the Non-Represented Salary Range Table to update classification titles and ranges. 8.6 Approval of the Lead Pay requests for Tammi Wright, Senior Emergency Management Coordinator and Thomas Gibbons, Appraiser Analyst from January 1, 2024 to December 31, 2024. 8.7 Approval of the 2024 Take Home Vehicle request for Erin Tesch, Evidence Technician. 8.8 Approval of the Resolution approving the Comprehensive Economic Development Strategy (CEDS) list and forming the Pacific-Salish Economic Development District (EDD) encompassing Grays Harbor, Mason, Pacific, and Thurston counties. 8.9 Approval for Public Works to execute a supplemental agreement to extend the On-Call Structural Engineering, Hydraulic and Cultural Service Agreements to December 31, 2024 and add an additional $15,000 to the Cultural Services agreement; to execute an amendment to extend the Hydraulic/Hydrological analysis for Lower Uncle Johns Creek Culvert and Water/Wastewater System Design for Public Works Facility agreements to December 31, 2024; and to procure and execute an agreement for Geotechnical Services and Engineering Services for Development Review, as needed, for the 2024-2026 calendar years from the County MRSC Consultant Roster with a maximum pay-out for each agreement not to exceed $200,000. 8.10 Approval to set a Public Hearing for Monday, December 4, 2023 at 9:00 a.m. to consider adoption of the 2024 Budget for Mason County, copies of the 2024 preliminary budget will be available to the public on Monday, November 20, 2023. 8.11 Approval to set a Public Hearing for Tuesday, November 21, 2023 at 9:15 a.m. to certify to the County Assessor the amount of taxes levied for County purposes and the amount of taxes levied for each taxing district for 2024, an increase to the Current Expense and County Road property tax levies for 2024 may be considered. 8.12 Approval of the January 2024-December 2027 Collective Bargaining Agreement (CBA) for Mason County Office of Public Defense and Woodworkers Local Lodge W38, I.A.M. 8.13 Approval for the County Administrator to enter into an Architecture/Engineering contract with Helix Design Group for the completion of Building 10 – District Court for the estimated cost of $2,125,000. 8.14 Approval of the letter to the Washington State Department of Commerce in support of adopting a Climate Element as part of the Comprehensive Plan Periodic Update work. 8.15 Approval to set a Public Hearing for Tuesday, November 21, 2023 at 9:15 a.m. to consider the rezone of two parcels within the Allyn Urban Growth Area (UGA), 12220-50-58009 and 12220-50-58010, from Village Commercial (VC) to Multi-Family Medium Density (R-2). 8.16 Approval of the Resolution amending the Mason County Personnel Policy to include proposed changes to Section 8.3 New Positions, Section 8.15 Performance Evaluations, Chapter 10 Complaint Procedures, Chapter 12 Equal Opportunity Employment, and Chapter 18 Telework. 9. Other Business (Department Heads and Elected Officials) 10. 9:15 a.m. Public Hearings and Items Set for a Certain Time Please see above options to provide public testimony. 10.1 Public Hearing to consider the surplus and sale of parcel no. 12220-50-58012. Staff: Diane Zoren 11. Board’s Calendar and Reports 12. Adjournment MASON COUNTY TO: Board of Mason County Commissioners Reviewed FROM: Danielle Thompson Ext. 419 DEPARTMENT: Support Services Action Agenda DATE: October 24, 2023 No. 4.1 ITEM: Correspondence 4.1.1 Application received from Washington State Liquor and Cannabis Board for Cannabis applications from Amazinggardens LLC DBA The Dab Lab and the approval of Deep Well Farms LLC. Renewal Applications for Liquor License renewal for Allyn Market, Hideaway Grill, Tres Agave, Westside Pizza, and Cloquallum vineyard. Renewal Applications for Cannabis License renewal for Synchronic, 2Budz, CM1 LLC, and 4Front LLC. 4.1.2 Received application from William Harris for appointment as a board member of TIP-CAP. Attachments: Originals on file with the Clerk of the Board. �ASpN CpU��� NEWS RELEASE OCTOBER 24, 2023 MASON COUNTY COMMISSIONERS' OFFICE 1854 411 N 5TH ST, BLDG 1, SHELTON,WA 98584 TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN, SHELTON CHAMBER OF COMMERCE,NORTH MASON CHAMBER OF COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT COUNCIL, THE SUN RE: Mason County Historic Preservation Commission Open Positions The Mason County Commissioners are seeking applicants to fill two open positions on the Mason County Historic Preservation Commission. The major responsibility of the Historic Preservation Commission is to identify and actively encourage the conservation of Mason County's historic resources by initiating and maintaining a register of historic places and reviewing proposed changes to register properties. They also work to raise community awareness of Mason County's history and historic resources and serve as Mason County's primary resource in matters of history, historic planning, and preservation. Commission members serve three-year terms and meet monthly, during business hours, at the County offices in Shelton and via Zoom. There is currently open position and one position which will expire in November 2023. Applicants must be residents of Mason County. Interested persons are encouraged to apply for this commission by completing an advisory board form that can be downloaded from our website— https://masoncoLi t a. og v/ac or by calling the Commissioners' office at 427-9670 ext. 419. Completed applications should be submitted in the Commissioners' office at 411 N 5th Street, Shelton. Positions are open until filled. If there are questions about these positions, please contact Luke Viscusi at 427-9670 ext. 282 or by e-mail at HPC(a masoncountywa.gov. BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commissioner �ASpN CpU��� NEWS RELEASE October 24, 2023 MASON COUNTY COMMISSIONERS' OFFICE 1854 411 N 5TH ST, BLDG 1, SHELTON,WA 98584 TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN, SHELTON CHAMBER OF COMMERCE,NORTH MASON CHAMBER OF COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT COUNCIL, THE SUN RE: Request for Proposal Emergency Housing Funds Mason County Public Health&Human Services is pleased to announce the Request for Proposal Application for Emergency Housing Funds for the FY2024 contract term. The Department of Commerce contracts with Mason County to administer the Emergency Housing Fund; the purpose of this funding is to maintain current levels of homeless subsidies and emergency housing capacity from sun-setting funds. Mason County is releasing an RFP to fund services for Rapid Rehousing, Street Outreach, or Emergency Shelters. Mason County Public Health& Human Services is responsible for contracting and compliance activities related to these funds. Eligible Applicants: To be eligible to submit a proposal for the Emergency Housing Fund you must have had a program operating in Mason County in February 2023 for the following project types: Street Outreach, Rapid Rehousing, or Emergency Shelters. Part of the federal requirement is to not have been debarred from receiving federal funding. The RFP Application materials can be found on the Mason County website under Request for Proposals at: hops://masoncopEbywa.gov/ CONTACT PERSON: Haley Foelsch Phone: (360) 427-9670 ext. 704 Email: haley_(i,masoncountywa.gov BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Kevin Shutty, Randy Neatherlin, Chair Commissioner Commissioner Proclamation Supporting Operation Green Light for Veterans November 6 — 121 2023 WHEREAS,the residents of Mason County have great respect,admiration,and the utmost gratitude for all the men and women who have selflessly served our country and this community in the Armed Forces; and, WHEREAS,the contributions and sacrifices of those who served in the Armed Forces have been vital in maintaining the freedoms and way of life enjoyed by our citizens;and, WHEREAS, Mason County seeks to honor individuals who have made countless sacrifices for freedom by placing themselves in harm's way for the good of all;and, WHEREAS,Veterans continue to serve our community in the American Legion, Veterans of Foreign Wars, religious groups, civil service, and by functioning as County Veterans Service Officers to help fellow former service members access more than$52 billion in federal health,disability, and compensation benefits each year; and, WHEREAS,approximately 200,000 service members transition to civilian communities annually; and, WHEREAS,an estimated 20 percent increase of service members will transition to civilian life in the near future;and, WHEREAS, studies indicate that 44-72 percent of service members experience high levels of stress during transition from military to civilian life; and, WHEREAS,Active Military Service Members transitioning from military service are at a high risk for suicide during their first year after military service;and, WHEREAS, the National Association of Counties encourages all counties, parishes, and boroughs to recognize Operation Green Light for Veterans; and, WHEREAS, Mason County appreciates the sacrifices of our United States Military Personnel and believes specific recognition should be granted;and, NOW, THEREFORE, BE IT RESOLVED, with designation as a Green Light for Veterans County, the Board of Mason County Commissioners hereby declares the month of November a time to salute and honor the service and sacrifices of our men and women in uniform transitioning from active service;and, BE IT FURTHER RESOLVED, that in observance of Operation Green Light, the Mason County Board of County Commissioners encourages its citizens in patriotic tradition to recognize the importance of honoring all those who made immeasurable sacrifices to preserve freedom by displaying green lights in a window of their place of business or residence from November 61h through November 121h,2023. Signed this 24t1i day of October,2023. Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commissioner BOARD OF MASON COUNTY COMMISSIONERS'BRIEFING MINUTES Mason County Commission Chambers,411 North 5th Street,Shelton,WA Week of September 11,2023 Monday,September 11,2023 9:00 A.M. Closed Session—RCW 42.30.140(4)Labor Discussion Commissioners Neatherlin,Shutty,and Trask met in closed session for labor negotiation via Zoom from 9:00 a.m.to 10:00 a.m. Mark Neary,Mary Ransier, Misty Kuhl,Cabot Dow,and Lindsey Smith were also in attendance. 10:00 A.M. Thurston County Public Health and Human Services—Mark Moffit Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Mark, Social Services Program Manager for Thurston County,discussed the Memorandum of Understanding to administer services in Mason County. A PowerPoint on Thurston and Mason Developmental Disabilities Program was shared,topics included:mission statement, the Developmental Disabilities team,Mason County businesses,program components,Mason Developmental Disabilities program budget,state Developmental Disabilities administration contract details, State administration revenue, State administration expenditures,County Developmental Disabilities program revenue,program contract details for 2022-2023,Coastal Community Action transportation program, State Division of Vocational Rehabilitation contract details,and additional activities. 10:25 A.M. Office of the Washington State Auditor—Tammy Lane Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Amy Strzalka,Program Manager;Tammy Lane,Audit Lead;Fernando Ribeiro,Assistant State Auditor shared the Financial and Federal Exit Conference PowerPoint. Topics included: results that matter,financial audit results, federal grant compliance audit results,major programs selected for audit,procurement policy—management letter,summary schedule of prior audit findings,and report publication. 10:50 A.M. WSU Extension—Kela Hall-Wieckert Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Kela shared Brandon Furrer's application for the Mason County Noxious Weed Control Board for District 1. Approved to move forward. 10:55 A.M. Sheriff's Office—Undersheriff Adams Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Undersheriff Adams and Officer Taylor discussed the Brine Safeguard LEMUR Tactical Drone. Joe Schmidt, Sr.Territory Account Executive,presented the drone. The drone can be used for interior work to establish communication,map out a floor plan, minimize harm and loss of life,and be used as passive audio. The cost of two drones with accessories and all damages covered is$19,999 per year for three years for an estimated total of$59,997. Approved to move forward. • Undersheriff Adams shared one-time requests. Creative Office for wheeled office chairs and desk frames for office reconfiguration estimated to cost$17k. Commissioners suggested the following options:pay from the Sheriff's Office budget,swap with other offices,or find an interim fix. Tabled. VersaTube Building Systems steel cover for the new Terradyne armored vehicle estimated cost of$5k. There may be storage potential at Public Works to be centrally located. Approved to move forward. FARO scanner estimated to cost$70k. This scanner is used at crime scenes to create 2D and 3D renderings and would communicate with the new Page I 1 tactical drones. The current scanner is out of date and does not transfer data in a timely manner. Approved to move forward. • Undersheriff Adams discussed the LexisNexis two-year software package for an online reporting system that will allow deputies to focus on higher priority calls,the public to file reports electronically,and gives access to additional research and procedures from other agencies. The estimated cost is$26k. Tabled. • Undersheriff Adams shared the contract renewal with Axon Enterprises for a five-year contract price of$476,038.50. This contract will provide fully upgraded Taser 10 systems. Approved to move forward. • Chief Hanson shared the contract renewal for Summit Food Services to provide inmate meal services for a cost of$250,170. Commissioners requested to check with legal to ensure this did not need to go out to bid. Tabled. 11:35 A.M. Public Health—Dave Windom Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Dave discussed the Consolidated Contract(CONCON)amendment for an increase of $960,605 through June 30,2024. Approved to move forward. • Melissa Casey shared the WIC contract amendment for an additional$24,338 and to extend the period of performance through December 31,2023. Approved to move forward. 11:45 A.M. Public Works—Loretta Swanson Utilities&Waste Management Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Mark discussed the draft letter to the Department of Ecology regarding the ecology exemption from Western Washington phase 11 municipal stormwater general permit coverage. This is to reapply for exemption. Approved to move forward. 11:55 A.M. Support Services—Mark Neary Commissioners Neatherlin, Shutty,and Trask were in attendance via Zoom. • Evan Bauder,Mason Conservation District, shared that riparian restoration is being conducted along streams in the Skokomish Valley to reestablish native vegetation. Approved to move forward. • Mary Ransier discussed the 2024-2027 Teamsters Collective Bargaining Agreement for Probation Services. Approved to move forward. • Mary shared draft updates to the Mason County Personnel Policy. Updates include additional definitions,removing redundant language,career incentives,compensation,leave, and vehicle use. Approved to move forward. • Mark discussed revisions to the North Mason building,options are narrowed down to the green and blue plans. Approval to move forward with the blue plan. • Mary shared the 2.0%general wage increase for Non-Represented employees effective January 1,2024. Approved to move forward. • Nichole Wilston discussed the Professional Services Agreement with Kanway Abatement& Demolition,LLC for lead remediation and cleanup and mold remediation and prevention at the historical County courthouse building. Approved to move forward. • John Taylor shared updates to the Mason County 2023 Hazard Mitigation Plan. Approved to move forward. • Diane Zoren discussed the annual Employee Appreciation event for Tuesday, September 26, at noon. Approved to move forward. • Diane shared the Mason County Public Hearing Policy as recommended by MRSC. Approved to move forward. • Jennifer Beierle discussed the replacement motor pool vehicle order requests for three responder vehicles. Rates were presented in June. Approved to move forward. Page 12 • Jennifer shared the 2024 Budget calendar dates. • Jennifer discussed the Local Assistance and Tribal Consistency Funds(LATCF)for the amount of$795,769.30. • Jennifer shared two requests for.09 funding from the Economic Development Council(EDC) for the amount of$99,000 and for the Belfair Wastewater Treatment and Water Reclamation projects for the amount of$450,000 per year for 2024 and 2025. Tabled. • Jennifer gave an update on the Mason County Housing Authority American Rescue Plan Act (ARPA)funds and shared a concern for the lack of supporting documents received from the Housing Authority. • Mark discussed Animal Control and the dire need for those resources. The City of Shelton issued a Request for Proposals regarding animal control but received no responses. • Mark gave a reminder about the Commissioner Retreat on Tuesday,October 3 from 9:00 a.m. to 12:00 p.m. Respectfully submitted, McKenzie Smith, Clerk of the Board BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commission Page 13 BOARD OF MASON COUNTY COMMISSIONERS'BRIEFING MINUTES Mason County Commission Chambers,411 North 5th Street,Shelton,WA Week of September 18,2023 Monday,September 18,2023 9:00 A.M. Closed Session—RCW 42.30.140(4)Labor Discussion Commissioners Neatherlin,Shutty,and Trask met in closed session for labor negotiation via Zoom from 9:00 a.m.to 10:00 a.m. Mark Neary,Mary Ransier, Misty Kuhl,Cabot Dow,and Lindsey Smith were also in attendance. 10:00 A.M. Community Development—Kell Rowen Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Marissa Watson shared that SCJ Alliance was the only response for consultant services to assist with the 2025 Comprehensive Plan Periodic Update. Approved to move forward. 10:10 A.M. Public Health—Dave Windom Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Dave discussed North Mason Fire Authority's Mental Wellness Program proposal to add a licensed Psychiatric Mental Health Nurse Practitioner(PMHNP)for$75k from Treatment Sales Tax(TST). Approved to move forward. • Dave shared the Temporary Inflationary Relief Fund program for a total of$276,848 to subcontractors. Approved to move forward. 10:20 A.M. Support Services—Mark Neary Commissioners Neatherlin, Shutty,and Trask were in attendance via Zoom. • Diane Zoren shared the news release for openings on the Lewis-Mason-Thurston Area Agency on Aging Advisory Council. Approved to move forward. • Diane discussed the vacancy for the Port of Dewatto Board of Commissioners. The County's legislative authority has until October 8 to appoint William Sapp. Approved to move forward. • Diane shared a request from Jon and Kim Rice regarding the surplus and sale of parcel no. 12220-50-58012. In 1925,this parcel should have been included in the documentation for the road vacation but was excluded. Legal recommended the surplus and sale. Cmmr.Neatherlin requested an appraisal from Richard Beckman Realty. Approved to move forward. • Jennifer Beierle discussed the 2024 Budget Workshop calendar and discussed potential dates. The Budget Workshop will be held Tuesday,October 4 starting at 1:00 p.m.and Wednesday, October 5 starting at 1:00 p.m. Budget rollup will be scheduled the week of October 24. • Jennifer gave an update on the Mason County Housing Authority. Payroll information has been received amount to just under$47k. So far$250k has been obligated out of$750k. It is recommended to amend the contract to include administration and operating costs. • Jennifer shared the requests for.09 Rural County Sales and Use Tax from the Economic Development Council(EDC)for$99k and from Belfair Wastewater Treatment and Water Reclamation Projects for$450k a year for 2024 and 2025. • Todd Cannon discussed the Corrections Technology Group(CTG)project for the Jail camera upgrade. During the on-site review,CTG noted an issue with the control software. The machine is too old to upgrade,and it was recommended to purchase a new system with the upgraded software for$5,400. Approved to move forward. • Mary Ransier discussed Human Resource's need for legal services around labor law and employment and would like to pursue the option to buy off of Kitsap County's contract with Summit Law. Approved to move forward. Page I 1 • Commissioners discussed calendar updates. Respectfully submitted, McKenzie Smith, Clerk of the Board BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commission Page 12 BOARD OF MASON COUNTY COMMISSIONERS'BRIEFING MINUTES Mason County Commission Chambers,411 North 5th Street,Shelton,WA Week of September 25,2023 Monday,September 25,2023 9:00 A.M. Executive Session—RCW 42.30.110(1)(i)Potential Litigation Commissioners Neatherlin,Shutty,and Trask met in executive session for potential litigation from 9:00 a.m.to 9:15 a.m.Mark Neary and Tim Whitehead were also in attendance. 9:15 A.M. Closed Session—RCW 42.30.140(4)Labor Discussion Commissioners Neatherlin,Shutty,and Trask met in closed session for labor negotiation via Zoom from 9:15 a.m.to 10:15 a.m. Mark Neary,Mary Ransier,Misty Kuhl,Cabot Dow,and Lindsey Smith were also in attendance. 10:15 A.M. WSU Extension—Dan Teuteberg Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Dan provided the Washington State University(WSU)Extension Mason County Summer 2023 Report. 10:25 A.M. Economic Development Council—Jennifer Baria&Jason Roberston Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Jason shared the Pacific-Salish CEDS and EDD PowerPoint presentation. Topics included: goals,process,Economic Development Districts,current EDA funding priorities,eligible projects for funding,other things to know,proposed Pacific-Salish Economic Development District,and major plan elements. 10:45 A.M. Sheriff s Office—Undersheriff Adams&Chief Hanson Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Undersheriff Adams and Chief Hanson discussed the jail staffing crisis and the need to outsource inmates. The cost for Chehalis Tribal jail would be approximately$51,000 a month. Nisqually jail is$130 per day per inmate. Cmmr.Neatherlin suggested hiring a recruiter. Approved to move forward. 11:00 A.M. Superior Court—Paddy McGuire&Kayla Henley Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Paddy requested to continue the contract between the Health Care Authority for the Criminal Justice Treatment Account(CJTA)for a total amount of$182,950. Cmmr.Trask asked for a report on success rates through Therapeutic Courts. Approved to move forward. 11:05 A.M. Public Health—Dave Windom Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Dave discussed the contract with Wendy Wong for oversight and education on Hepatitis C. Approved to move forward. • Melissa Casey shared the contract renewal with Health Care Authority for the Law Enforcement Assisted Diversion(LEAD)program for a total of$1,098,950. Approved to move forward. • Melissa discussed the new job classification for a WIC Coordinator/Certifier. Approved to move forward. • Ian Tracy shared the contract with Mason Conservation District for National Estuary Program funds in the amount of$57,480. Approved to move forward. Page I 1 • Cmmr.Neatherlin mentioned a property being advertised as a"wrecking yard" and requested staff to look into this. Dave and his staff are currently working on this case. 11:20 A.M. Public Works—Loretta Swanson Utilities&Waste Management Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • Mike Collins discussed setting a Public Hearing to establish speed limit on Sunnyslope Road and Kelly Hall Road for 25 miles-per-hour(mph)and revising the current speed limit on a portion of Brockdale Road to 30 mph. Approved to move forward. • Mike shared a request for Road Vacation no.415 in the plat of Lakeland Village no. 5 on a cul-de-sac which has not been developed. The Public Hearing for the Hearings Examiner would be set for Wednesday,November 8 at 1:00 p.m. Approved to move forward. • Cmmr.Neatherlin shared a request from the Rotary to borrow a generator and requested a street sweeper for Belfair. 11:30 A.M. Support Services—Mark Neary Commissioners Neatherlin,Shutty,and Trask were in attendance via Zoom. • John Taylor discussed hosting an emergency activation exercise at Oysterfest using the CodeRed system. Approved to move forward. • John shared the formal adoption of Emergency Support Function 17 Cyber Security. Approved to move forward. • Mary Ransier shared the Lead Pay annual review list for Todd Cannon,Carl"Bud"Olson, Mariah Frazier,Genie McFarland,Josh Luck,Todd Cunningham,Scott Ruedy,and Julie Lewis. Approved to move forward. • Mary discussed the career incentive pay review. The Commissioners requested that Human Resources and the County Administrator vet the incentive before approval by the Board. Mary requested the Commissioners decide what is needed and/or necessary for training. Tabled. • Jennifer Beierle shared the August 2023 Financial Report. Current Expense revenue $30,188,979 at 71%;last year$29,397,117 at 72%. Treasurer Department receipts $20,001,578 at 70%;last year$20,364,906 at 75%. Current Expense expenditure $28,397,840 at 59%;last year$26,175,635 at 60%. Six-Year Specific Revenue Streams: Community Development revenue$1,752,628;Detention and Correction$43,922; Current Expense property tax$6,169,117;Road Diversion property tax$648,016;County Road property tax$6,183,407;Current Expense sales tax$6,152,362;Criminal Justice tax $1,351,083;Rural Sales and Use tax$744,291;Homelessness Prevention filings$354,539; Lodging tax$611,329;and REET 1 and 2$1,004,587 each. Total collected revenue $6,152,362.97;revenue budgeted$8.4 million;and projected end of year$9,643,614.79. Current Expense cash$28,487,995. Special Fund cash$60,016,108. Motor Pool expenditure $884,995 at 51.7%;last year$1,212,439 at 80.57%. Special and Other Fund revenue $39,398,740 at 65%;$43,535,595 at 54%. Special and Other Fund expenditure$32,901,374 at 43%;last year$30,564,728 at 35%. • Jennifer discussed the.09 Fund applications from Belfair Sewer for$450k per year for 2024 and 2025 and the Economic Development Council for$99k. Approved to move forward. • Mark shared the 2024 vehicle take home requests for Kelly Frazier,Roy Beierle,Jeremy Seymour,Grant Dishon,John Ronald,Roy LaRue,and Pete Medcalf. Approved to move forward. • Mark discussed the IGNITE Mason Coalition letter of support request outlining projects that will be submitted for the Recompete Plan. Approved to move forward. • Mark shared the Recompete Lead applicant letter request from the Economic Development Council. Approved to move forward. Page 12 • Cmmr.Neatherlin discussed a letter of support request from The Arc of the Peninsulas for support of their proposal to the 2024-2025 Thurston Mason Developmental Disabilities Community grant. Approved to move forward. • Nichole Wilston shared a request for Defense and Indemnification coverage for Joel Harris. Approved to move forward. 12:10 P.M. Overview of the 2024 Proposed Budget—Jennifer Beierle Commissioners Neatherlin, Shutty,and Trask were in attendance via Zoom. • Jennifer presented an overview of the 2024 proposed Budget. General Fund Beginning Fund balance is$26 million but may be closer to$28 million. Estimated Revenues$42,496,973; Salaries and Benefits$33,242,636 which does not include the 2%non-union wage increase; Operating$15,494,244;Expenditures$48,736,880;and budgeted Full-Time Employees (FTEs)282.67. Special Fund Beginning Fund balance is$47,093,993. Estimated Revenues $63,939,503; Salaries and Benefits$15,328,653;Operating$64,672,515; Ending Fund balance$41,032,328;and budgeted FTEs 131.13. Totals for 2024 Beginning Fund balance $73,093,993;Revenues$179,530,469; Salaries and Benefits$48,571,289;Operating $130,959,180;Expenditures$179,530,469;and FTEs 413.8. Sales Tax$9.2 million. • Policy Level Requests(PLRs)moved to Maintenance:Assessor's Office overtime$5,000; Auditor's Office Tyler conference$4,800;Non-Departmental 10%projected Risk Pool insurance increase$128,000;Sales Use Tax requested award increase to the Economic Development Council(EDC)$9,000;and Mason County Landfill overtime$18,000. Respectfully submitted, McKenzie Smith, Clerk of the Board BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commission Page 13 Board of Mason County Commissioners Proceedings Commission Chambers 411 N 51h St, Shelton, WA 98584 September 12, 2023 1. Call to Order—The Chairperson called the regular meeting to order at 9:01 a.m. 2. Pledge of Allegiance—Dave Windom led the flag salute. 3. Roll Call—Present: Present: Commissioner District 1 —Randy Neatherlin; Commissioner District 3—Sharon Trask. Absent: Commissioner District 2—Kevin Shutty 4. Correspondence and Organizational Business 4.1 Correspondence 4.1.1 Washington State Liquor and Cannabis Board sent in the following: liquor license discontinuation for the Woodshed Bar and Grill. 4.2 Auditor Steve Duenkel presented the Preliminary Budget. 5. Open Forum for Citizen Input No citizen input. 6. Adoption of Agenda Cmmr.Neatherlin/Trask moved and seconded to adopt the agenda as published. Motion carried. N-aye; S-absent; T-aye. 7. Approval of Minutes Cmmr.Neatherlin/Trask moved and seconded to adopt the July 31,August 23,and August 25, 2023 Special Meeting Minutes;August 7,August 14,and August 21,2023 Briefing Minutes; August 15,2023 Regular Minutes; and August 25,2023 Special Briefing Minutes as presented. Motion carried. N-aye; S-absent; T-aye. 8. Approval of Action Agenda 8.1 Approval of Warrants and Treasurer Electronic Remittances Claims Clearing Fund Warrant#8098690-8099090 $3,026,878.92 Direct Deposit Fund Warrant#99239-100053 $1,692,755.03 Salary Clearing Fund Warrant#7007572-7007634 $1,670,818.69 Treasurer Electronic Remittance $ 314,029.02 8.2 Approval of the Memorandum of Understanding(MOU)between Mason County and Woodworkers Local Lodge W38,I.A.M.to adjust the current Collective Bargaining Agreement (CBA)expiring December 31,2023. 8.3 Approval to appoint Brandon Furrer to District 1 of the Mason County Noxious Weed Control Board for a term expiring September 12, 2026 8.4 Approval of the three-year contract with Brinc Drones for the Brinc Safeguard—LEMUR drones, software, hardware, repair, and replacements in the amount of$62,012.90. 8.5 Approval of the 2022-2024 Consolidated Contract(CONCON)Amendment no. 14 adding statements of work and an increase offunding in the amount of$960,605. 8.6 Approval of the letter to the Department of Ecology regarding an ecology exemption from Western Washington Phase II Municipal Stormwater General Permit Coverage. 8.7 Approval for the County Administrator to sign the Landowner Agreements for projects funded by the Salmon Recovery Board for salmon habitat improvement activities. 8.8 Approval of the January 2024-December 2027 Collective Bargaining Agreement(CBA)for Teamsters Local 252 Probation Services. 8.9 Approval of the Resolution amending the Mason County Personnel Policy with the proposed changes. 8.10 Approval of the Resolution revising the Non-Represented Salary Range Table to reflect a 2%general wage increase for non-represented employees effective January 1, 2024. 8.11 Approval of the Professional Services Agreement with Kanway Abatement&Demolition,LLC for lead remediation and cleanup and mold remediation and prevention at the Mason County Courthouse. 8.12 Approval of the Resolution adopting the Mason County 2023 Hazard Mitigation Plan. 8.13 Approval of the 202312024 three replacement vehicle order requests from Enterprise and permission for the Chair to sign for the vehicle orders as presented. Cmmr.Neatherlin/Trask moved and seconded to approve action items 8.1 through 8.13 with the removal of item 8.12 for separate discussion and vote. Motion carried. N-aye; S-absent; T-aye. Auditor Steve Duenkel shared concerns regarding language on climate change having measurable impact on the occurrence and severity of natural hazards. Statements should focus on what is known, not thought. Mark Neary shared that the section addressing climate change is required by the federal government. It is necessary to add language around changing weather patterns, severity of storms,reoccurrences, and identifying weather impacts and emergencies that could occur. Once approved by the Board,it is approved by the Federal Emergency Management Agency(FEMA). Cmmr.Neatherlin added that it is not being used as a scare tactic,rather it is a statement that climate is changing and will need addressed and adjusted too. Cmmr. Trask shared this is a mitigation plan to help if emergencies do occur. FEMA will help pay for services if necessary. Cmmr.Neatherlin/Trask moved and seconded to approve the Resolution adopting the Mason County 2023 Hazard Mitigation Plan. Motion carried. N-aye; S-absent; T-aye. 9. Other Business(Department Heads and Elected Officials) Mark shared that a number of employees in the Finance Department will be attending a Washington Financial Officers conference next week. Auditor Duenkel added that Licensing and Recording staff will be at a Washington State Association of County Auditors(WSACA)conference in Leavenworth. 10. 9:15 a.m. Public Hearings and Items Set for a Certain Time Please see above options to provide public testimony. These options are available only while COVID-19 OPMA meeting restrictions are in place. No Public Hearings set for this time. 11. Board's Calendar and Reports—The Commissioners reported on meetings attended the past week and announced their upcoming weekly meetings. 12. Adjournment—The meeting adjourned at 9:30 a.m. 2 1 September 12 , 2023 Commission Minutes BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY,WASHINGTON McKenzie Smith, Clerk of the Board Sharon Trask, Chair Randy Neatherlin,Vice-Chair Kevin Shutty, Commissioner 3 1 September 12 , 2023 Commission Minutes C Mason County Agenda Request Form Y �1 t! To: Board of Mason County Commissioners From: Danielle Thompson Ext.419 Department: Support Services Briefing: ❑ Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): Click or tap here to enter text. Agenda Date: October 24,2023 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• Approval of Warrants& Treasurer Electronic Remittances Claims Clearing Fund Warrant#8099917-8100198 $ 3,626,346.84 Direct Deposit Fund Warrant# 100476-100882 $ 808,796.68 Salary Clearing Fund Warrant#7007661-7007697 $ 1,095,587.47 Background/Executive Summary: The Board approved Resolution no. 80-00 Payment of Claims Against County: Procedure Authorizing Warrant Issue and Release Prior to Board Claim Approval. Mason County Code 3.32.060(a)requires that the Board enter into the minutes of the County Commissioners the approval of claims listing warrant numbers. Claims Clearing YTD total $ 42,231,736.92 Direct Deposit YTD total $ 16,982,451.66 Salary Clearing YTD total $ 16,912,553.86 Requested Action: Approval of the aforementioned Claims Clearing Fund,Direct Deposit Fund, Salary Clearing Fund, and Treasurer Electronic Remittance warrants. Attachments Originals on file with the Auditor/Financial Services; copies on file with the Clerk of the Board 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: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): September 18,2023 Agenda Date: October 24,2023 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• Request to award funding from the .09 Rural County Sales&Use Tax Fund No.103 Background/Executive Summary: Two applications have been received for 2024 funding from the County's .09 Sales&Use Tax fund. One from the Economic Development Council for$99,000 and one from Public Works for Belfair Sewer in the amount of$450,000 for each year for two years. From RCW 82.14.370 -"Moneys collected under this section may only be used to finance up blic facilities* serving economic development purposes in rural counties and finance personnel in economic development offices**. The public facility must be listed as an item in the officially adopted county overall economic development plan***, or the economic development section of the county's comprehensive plan..." *"Public facilities"means bridges,roads, domestic and industrial water facilities, sanitary sewer facilities, earth stabilization, storm sewer facilities,railroads, electrical facilities,natural gas facilities,research, testing,training, and incubation facilities in innovation partnership zones designated under RCW 43.330.270,buildings, structures,telecommunications infrastructure,transportation infrastructure, or commercial infrastructure, and port facilities in the state of Washington. **"Economic development office" means an office of a county,port districts,or an associate development organization as defined in RCW 43.330.010,which promotes economic development purposes within the county. (Mason County Economic Development Office) ***Comprehensive Economic Development Strategy Project List(CEDS)that is adopted by resolution by the Commissioners. Budget Impact(amount, funding source,budget amendment): $549,000 funding from.09 Fund No. 103 for the year 2024. C Mason County Agenda Request Form Y /A t! Public Outreach (news release,community meeting, etc.): The County is required to circulate for comment. RCW 82.14.370 (3)(b) states"...the county must consult with cities,towns,and port districts located within the county and the associate development organization serving the county to ensure that the expenditure meets the goals of chapter 130,Laws of 2004 and the requirements of(a) of this subsection" Requested Action: Request the Board review the applications and place the awards to EDC and Belfair Sewer on the October 24,2023 Action Agenda,once letters have been circulated to the City and Ports. Attachments EDC Funding Request Belfair Sewer Funding Request LOCAL ECONOMIC DEVELOPMENT PROGRAM APPLICATION Contact Name(s): Jennifer Baria Address: 528 West Alder Street City, State, Zip: Shelton, WA 98584 Fax&e-mail: no fax &jennifer@choosemason.com Signature and position of person authorizing submittal of application Executive Director 8/31/23 Signature Position Date Project i e. Mason County Economic Development Total Project Cost $$449,185 Amount raised to date $ Is your request intended to fill a gap in funding (gap financing)? [X] Yes [ ] No Is this a phased project [ ] Yes [X] No, If yes number of phases number of years Requested loan amount$0 Requested grant amount$99,000 1. Briefly describe the project, project start date,jurisdictions or private entities involved and their phases and timing, and which phases(s) of the project would be funded by loan or grant? The Economic Development Council of Mason County (EDC)is Mason County's Associate Development Organization (ADO), partnering with the BOCC, Ports, the city of Shelton, and a broad variety of stakeholders to drive economic growth in our community. We are a non- profit, non-partisan organization promoting economic well-being and quality of life for Mason County, by actively recruiting new employers and by retaining and supporting the growth of existing employers, thereby expanding jobs that facilitate growth, enhance wealth and provide a stable tax base. Mason County's annual award is used toward assisting with these efforts. 2. Explain how the project satisfies economic development and priorities. The EDC's mission is to promote the economic vitality and growth of Mason County. We support that primary mission of business recruitment and development with an array of efforts to ensure an attractive business environment, ready and able workforce, and the necessary infrastructure to support a thriving economy as well as developing and curating economic data required by the County, the Department of Commerce, and other stakeholders. Our work starts locally by retaining and expanding existing businesses to ensure that our foundation is strong. We help communities understand local business needs and respond — so that businesses stay, grow, and become more deeply rooted in the community. We continue to build our business retention and expansion program to provide community leaders with advanced warning about problems that may lead to a closure. The work involves (1) building solid relationships with the business owners or plant managers of the employers in the community, (2) regularly collecting data on both individual companies and their industry sectors, (3) analyzing and tracking the collected data in order to predict its behavior, (4) assisting the company in solving problems that may cause them to move or close, (5) looking for opportunities to grow the businesses in their communities. This work was extremely successful over the past few years and has led directly to a very low loss of businesses during the pandemic. It continues to be needed due workforce shortages and supply chain rebuilding for our local businesses. The EDC has been highly focused on attracting businesses to provide new jobs and needed goods and services to the community. This work requires current and accurate research to target companies that would fit well in our community and support our economic ecosystem. We are engaged in recruitment with three active projects and multiple ongoing proposals. Our recruitment efforts have shifted to include site readiness work as every identified development area needs at least one major utility coverage or upgrade. While there are many activities that fall under the EDC's scope, a key component to all our work is communication. Effective economic development marketing differentiates the community through thoughtful messaging, engages rather than intrudes, and informs and educates. Through effective marketing, Mason County has positioned itself more strategically for growth, with both current and local business. Of equal importance, our marketing and communications initiative will continue to help educate and engage our community regarding the organization's activities and will bring increased awareness to the citizenry about the efforts of EDC and our many partners to expand business opportunities and bring new and better jobs to our community. Over the next few years, the EDC is concentrating work to strengthen focus on Mason County's capacity-building needs and help structure a strategic and targeted approach for securing those infrastructure dollars. This is a key component in establishing and maintaining a robust economic ecosystem by helping to build capacity that contributes to individual, business, and county-wide success. 3. Will this project be a public facility which is listed in economic development plan officially adopted by the county? [ ] Yes [X] No 4. List engineering reports, permits, feasibility studies and environmental studies which have been completed and/or need to be completed. N/A 5. Has other funding been secured? [X] Yes [ ] No. If yes, list source(s) of funding. 6. Please list other funding sources, which have been pursued or currently pursued. The EDC is currently in the process of negotiating contracts for 2024. We expect to secure and maintain all existing contracts and investment support. 7. Please indicate the number of full-time, permanent jobs this project will create. Create in 1-3 60 Create in 4-5 years 120 Create in 6-10 years 200+ Number of jobs retained 225 8. Please indicate number of businesses that will directly benefit from the public facility. While this is not a public facility, the EDC has set a strategic goal of assisting a minimum of 325 businesses in 2024. 9. Please list other significant factors about the project that should be considered. The EDC is continuing to work recruiting identified industries that can benefit from the County's assets and match the economic development vision of the community, we have noticed a significant gap in the county's industrial lands and their access to necessary utilities. Over the next few years, we will continue work around identifying, cataloging and potentially rezoning areas. As well as working with the EDA to secure funding for industry cluster studies and a county-wide market analysis that will better support Mason County recruitment efforts. The EDC will work to strengthen focus on Mason County's capacity-building needs and help structure a strategic and targeted approach for securing those needed infrastructure dollars. This will be work reconstituting our regional Economic Development District and include a current prioritized county-wide projects list. 10. List, in detail, how the money requested would be spent on the proposed project. Funding will be used to continue offering an array of business development programs and initiatives to assist entrepreneurs in starting and growing their business, support local companies, and promote the area for future investment. These include but are not limited to: • Actively recruiting new employers • Outreach to existing Mason County employers • Site selection services including facilitation with permitting processes • Economic and demographic data; Research and comparative analysis; Tax research and incentives Prioritize infrastructure projects and coordinate funding efforts • Workforce and job training information • Entrepreneurship training digitally Business plan assistance; access to financing organizations Identifying collaboration opportunities; key introductions Personalized briefings and orientations LOCAL ECONOMIC DEVELOPMENT PROGRAM APPLICATION Contact Name(s) Loretta Swanson, Director, Public Works/Utilities & Waste Richard Dickinson, Deputy Director, Public Works/Utilities & Waste Address 100 W Public Works Drive City, State, Zip Shelton, WA 98584 Fax & e-mail lorettas(@masoncountvwa.aov rdickinson(a-)masoncountywa.gov Deputy Director- Utilities & Waste Signature Position Date Project Title: Belfair Wastewater Treatment&Water Reclamation Projects: Phases 1- 4 Planning and Capital Infrastructure Development Total Project Cost: $57.5 Million Amount raised to date: $61 Million Is your request intended to fill a gap in funding (gap financing)? [X] Yes [ ] No Is this a phased project [x] Yes [] No, If yes number of phases 4 number of years 20 Requested loan amount $ 0 Requested grant amount: $ 450,000/year. For years 2024-2025 1. Briefly describe the project, project start date, jurisdictions or private entities involved and their phases and timing, and which phases(s) of the project would be funded by loan or grant? Phase 1 of the Belfair Wastewater Treatment & Water Reclamation Projects is complete and partially funded by this grant. Phase 2, which extends service towards the Puget Sound Industrial Center (PSIC) is currently under construction. Phase 2 design is fully funded, and a Public Works Board grant and low interest construction loan offer will fund construction. Phase 2 work is currently underway, and construction is expected to be completed prior to 2023's year end. Phase 2 is timed in coordination with the WSDOT SR3 Freight Corridor project design and construction, along with Mason Transit Authority's new Belfair facility. 2. Explain how the project satisfies economic development and priorities. Belfair is one of three urban growth areas within Mason County. Provision of sewer service is essential for economic growth within both the Belfair UGA and county. Well- planned and constructed sewer infrastructure reduces hurdles to economic development. Phase 2 of this project extends service to areas designated for industrial and commercial use (along with residential) in advance of need, while making use of the existing infrastructure capacity. The Economic Development Element of the Mason County Comprehensive Plan identifies infrastructure and capital improvements as one of five focus areas, noting sewer systems as a key infrastructure need. The vision is "Mason County's utilities and transportation networks fully support future commercial, industrial and residential growth while preserving the natural environment and community character". GOAL 1.1 Ensure that infrastructure is adequately sized or expandable to accommodate current needs and projected growth. POLICY 1.1.2 Support and encourage the extension of utilities, transportation, and other facilities to areas designated for industrial and commercial use in advance of need. 3. Will this project be a public facility which is listed in economic development plan officially adopted by the county? [x] Yes [ ] No The adopted 2021-2022 Community and Economic Development Strategies (CEDS) Project List includes the Belfair Sewer, North Extension/Freight Corridor/PSIC project ($4.5 Million). Added in 2021 were the Belfair WRF Critical Equipment Replacement ($370,000) and Resiliency ($300,000) Projects. 4. List engineering reports, permits, feasibility studies and environmental studies which have been completed and/or need to be completed. Belfair Wastewater Plant Operations Permit Belfair Wastewater Facilities Plan Belfair/Northshore Programmatic Environmental Impact Statement Belfair General Sewer Plan Update 5. Has other funding been secured? [x] Yes [ ] No. If yes, list source(s) of funding. • Legislative appropriations for rate relief • Commerce grants/loans for sewer extension planning/design/construction ILA with City of Bremerton and Port of Bremerton 6. Please list other funding sources, which have been pursued or currently pursued. System expansion will be funded through developer contributions and grants and loans, if secured. Utility rates and general facility connection charges are used to operate the system and pay down the capital debt service for these initial phases of the project. 7. Please indicate the number of full-time, permanent jobs this project will create. Create in 1-3 =20 Create in 4-5 years = 100 Create in 6-10 years =375 Number of jobs retained=675 8. Please indicate number of businesses that will directly benefit from the public facility. All existing businesses within the Belfair UGA along the SR3 and 300 Belfair corridors directly benefit from Phase 1 sewer service. The provision of sewer service freed up valuable urban land previously dedicated to on-site septic systems and reserve areas. This allowed for expansion and/or re-development. Phase 2 service will also potentially benefit existing businesses in the Log Yard Road vicinity and along SR 3 north of the existing service area similar to benefits from Phase 1. Providing a closer sewer connection will allow business to economically connect, thereby expanding or building new. New businesses in the same vicinity will benefit from planned sewer expansion. 9. Please list other significant factors about the project that should be considered. The project will allow for the successful, planned development of entire Belfair UGA at urban levels of density as envisioned (and required) by the State's Growth Management Act. The conversion of on-site systems to sewer will aid in the removal of nitrogen to Hood Canal. 10. List, in detail, how the money requested would be spent on the proposed project. The requested dollars will be spent to help pay down the annual capital project debt service of approximately $1 million per year that was incurred to construct Phase 1 of the Belfair sewer system. This will help keep the annual sewer rate increases to a minimum. C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Kevin Hanson Ext. Click or tap here to enter text. Department: Sheriffs Office Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): September 11,2023 Agenda Date: Click or tap here to enter text. Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Risk (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• Contract Renewal for Summit Food Services to Provide Inmate Meal Services Background/Executive Summary: Summit Food Services provides inmate meal services for the inmates in the Mason County Jail since 2017. The current contract expired February 2023. There has not been an increase in rates for two years. Budget Impact(amount, funding source,budget amendment): Increase of 17%to each meal. Meal cost is derived and varies based on inmate population. With an average daily population of about 50 inmates,the current cost per meal is $3.62. This renewal would increase the cost by$0.62 to $4.24. Staff meal expense increases $70 per week. Total annual increase would be an estimated$31,540(with current population)and total annual estimate is $ Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval of the contract renewal with Summit Food Services with an effective date of February 1,2023. Attachments Contract AMENDMENT#3 TO THE FOOD MANAGEMENT SERVICES AGREEMENT This Amendment is made and entered into by and between Mason County Sheriff's Office ("Client"), and Summit Food Service, LLC("Company") (collectively"the Parties"). WHEREAS, The Parties have entered into a certain Food Management Services Agreement (the "Agreement"), effective February 1, 2017 WHEREAS,The Parties have agreed to Extend the partnership; and WHEREAS, The Parties now desire to amend said Agreement upon the terms and conditions stated herein. NOW,THEREFORE,The Parties, intending to be legally bound hereby, mutually agree as follows: 1. Term.This Agreement shall be extended for an additional year beginning February 1, 2023. 2. Price. Per section 7.6 of the Agreement, pricing shall be adjusted as follows: Inmate Current CPI% New Population Price 30-39 $5.185 17% $0.88 $6.066 40-49 $4.222 17% $0.72 $4.940 50-59 $3.620 17% $0.62 $4.235 60-69 $3.140 17% $0.53 $3.674 70-79 $2.793 17% $0.47 $3.268 80-89 $2.532 17% $0.43 $2.962 90-99 $2.273 17% $0.39 $2.659 100-109 $2.161 17% $0.37 $2.528 110-119 $2.027 17% $0.34 $2.372 120-129 $1.913 17% $0.33 $2.238 130-139 $1.816 17% $0.31 $2.125 Staff Meals $280.000 $350.00 Juvenile meals $3.140 17% $0.53 $3.674 Page 1 of 2 3. Future Pricing. Pricing adjustments shall be made on an annual basis and shall be agreed upon by the parties at a rate no less than the greater of: three percent (3%), the most recently released U.S. Department of Labor Consumer Price Index, All Urban Consumers, National Average Unadjusted, Food Away From Home, or the changes in the Market Basket of Products. Up to ninety (90) days prior to the anniversary of the Commencement Date, Company shall provide Client notification of the adjustment. On the anniversary date, Company proposed adjustments shall go into effect, unless the Parties have entered into a written agreement with an alternative cost adjustment. 4. Change in Conditions. The financial terms set forth in this Agreement, and all other obligations assumed by CFM hereunder, are based on conditions in existence on the date CFM commences operations including, without limitation, population; labor costs; food and supply costs; and federal, state and local sales, use and excise taxes (the "Conditions"). Further, Client acknowledges that in connection with the negotiation and execution of this Agreement, CFM has relied upon Client's representations regarding existing and future conditions (the "Representations"). In the event of change in the Conditions, inaccuracy of the Representations, or if Client requests any significant change in the Services as provided under this Agreement, the financial terms and other obligations assumed by CFM shall be renegotiated on a mutually agreeable basis to reflect such change or inaccuracy. This Amendment is effective as of February 1, 2023. All other terms and conditions of the original Agreement(as modified from time to time)shall remain in full force and effect unless otherwise amended as provided in the Agreement. CLIENT: Mason County Sheriff's Office COMPANY:Summit Food Service, LLC Signature: Signature: Name: Name: Brittany Mayer-Schuler Title: Title: President Date: Date: Page 2of2 C A Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Richard Dickinson,Deputy Director/U&W Ext.450 Department: Public Works Briefing: ❑x Public Hearing: ❑ Action Agenda: ❑x Special Meeting: ❑ Briefing Date(s): October 9, 2023 Agenda Date: October 24,2023 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 Sewer Force Main Relocation and Reconnection on SR 302 for the Washington State Department of Transportation Victor Creek Project Background/Executive Summary: Washington State Department of Transportation(WSDOT) is presently in the late design stages of a Fish Barrier Removal project that will replace the existing Victor Creek culvert located at MP 4.20 of SR 302 to restore fish passage capacity to Victor Creek. The replacement drainage facility will be a bridge over the creek. The Fish Barrier Removal will impact multiple utilities including an existing 4" HDPE sewer force main owned by Mason County (operated/maintained under WSDOT Franchise Agreement 30181). Public Works will need to relocate this main and will require the department to hire a consultant to prepare plans for a new 4" sewer force main that will be mounted on the bridge; include connection to the existing force main for restoration of sewer service through the project. The County would like to use the consultant WSDOT is using for the project design, David Evans & Associates, Inc, (Consultant also registered on the County's Consultant Roster). WSDOT will include the construction of the County's new main in the scope of work for the construction of their project. WSDOT will require Public Works to enter into a Utility Construction agreement to recoup the costs for the extra sewer work. Budget Impact• U&W Fund 403 has funding in the 2023 and 2024 O&M Budget to cover the proposed cost of the design services (estimated to cost$40k) and the force main removal/relocation(estimated cost unknown until WSDOT goes out to bid/awards). Public Outreach: Public Works has contacted two of the three property owners whose service will be affected by this project to coordinate continued sewer service for the duration of the project. Public Works will continue to reach out to the third property owner. Requested Action: Request the Board authorize Public Works to enter into an agreement with David Evans &Associates, Inc. and WSDOT for County sewer line relocation on SR 302 for the Washington State Department of Transportation's Victor Creek Culvert Replacement project. Attachments: 1. Draft Consultant Agreement 2. Example of WSDOT Utility Construction Agreement Local Agency A&E Professional Services Negotiated Hourly Rate Consultant Agreement Agreement Number: Firm/Organization Legal Name (do not use dba's): David Evans & Associates, Inc. Address Federal Aid Number 1115 W Bay Drive NW, Suite 301, Oly, WA 98502 UBI Number Federal TIN 600227608 930661195 Execution Date Completion Date October 24, 2023 December 31 , 2023 1099 Form Required Federal Participation ❑ Yes ❑■ No ❑ Yes ❑■ No Project Title Mason County Sewer Force Main Reconnection on SR 302 Victor Creek Description of Work WSDOT has a culvert replacement project on SR 302 that will required the state to replace an existing culvert on Victor Creek with a new bridge. This project impacts a County sewer force main that will require plans for a new 4"sewer force main design that will be mounted to the new bridge; including connection to the existing force main for restoration of sewer service through the project. ❑ Yes ■❑ No DBE Participation Maximum Amount Payable: 39,925.00 ❑ Yes ❑■ No MBE Participation ❑ Yes ❑■ No WBE Participation ❑ Yes ❑■ No SBE Participation Index of Exhibits Exhibit A Scope of Work Exhibit B DBE Participation Exhibit C Preparation and Delivery of Electronic Engineering and Other Data Exhibit D Prime Consultant Cost Computations Exhibit E Sub-consultant Cost Computations Exhibit F Title VI Assurances Exhibit G Certification Documents Exhibit H Liability Insurance Increase Exhibit I Alleged Consultant Design Error Procedures Exhibit J Consultant Claim Procedures 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 1 of 14 THIS AGREEMENT, made and entered into as shown in the "Execution Date" box on page one (1) of this AGREEMENT, between the Mason County Public Works Department hereinafter called the "AGENCY," and the "Firm / Organization Name" referenced on page one (1) of this AGREEMENT, hereinafter called the "CONSULTANT." WHEREAS, the AGENCY desires to accomplish the work referenced in "Description of Work" on page one (1) of this AGREEMENT and hereafter called the "SERVICES;" and does not have sufficient staff to meet the required commitment and therefore deems it advisable and desirable to engage the assistance of a CONSULTANT to provide the necessary SERVICES; and WHEREAS, the CONSULTANT represents that they comply with the Washington State Statutes relating to professional registration, if applicable, and has signified a willingness to furnish consulting services to the AGENCY. NOW, THEREFORE, in consideration of the terms, conditions, covenants, and performance contained herein, or attached and incorporated and made a part hereof, the parties hereto agree as follows: I. General Description of Work The work under this AGREEMENT shall consist of the above-described SERVICES as herein defined, and necessary to accomplish the completed work for this project. The CONSULTANT shall furnish all services, labor, and related equipment and, if applicable, sub-consultants and subcontractors necessary to conduct and complete the SERVICES as designated elsewhere in this AGREEMENT. II. General Scope of Work The Scope of Work and projected level of effort required for these SERVICES is described in Exhibit "A" attached hereto and by this reference made a part of this AGREEMENT. The General Scope of Work was developed utilizing performance based contracting methodologies. III. General Requirements All aspects of coordination of the work of this AGREEMENT with outside agencies, groups, or individuals shall receive advance approval by the AGENCY. Necessary contacts and meetings with agencies, groups, and/or individuals shall be coordinated through the AGENCY. The CONSULTANT shall attend coordination, progress, and presentation meetings with the AGENCY and/or such State, Federal, Community, City, or County officials, groups or individuals as may be requested by the AGENCY. The AGENCY will provide the CONSULTANT sufficient notice prior to meetings requiring CONSULTANT participation. The minimum required hours or days' notice shall be agreed to between the AGENCY and the CONSULTANT and shown in Exhibit"A." The CONSULTANT shall prepare a monthly progress report, in a form approved by the AGENCY, which will outline in written and graphical form the various phases and the order of performance of the SERVICES in sufficient detail so that the progress of the SERVICES can easily be evaluated. The CONSULTANT,any sub-consultants, and the AGENCY shall comply with all Federal, State, and local laws, rules, codes, regulations, and all AGENCY policies and directives, applicable to the work to be performed under this AGREEMENT. This AGREEMENT shall be interpreted and construed in accordance with the laws of the State of Washington. Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 2 of 14 Participation for Disadvantaged Business Enterprises (DBE) or Small Business Enterprises (SBE), if required, per 49 CFR Part 26, shall be shown on the heading of this AGREEMENT. If DBE firms are utilized at the commencement of this AGREEMENT, the amounts authorized to each firm and their certification number will be shown on Exhibit "B" attached hereto and by this reference made part of this AGREEMENT. If the Prime CONSULTANT is, a DBE certified firm they must comply with the Commercial Useful Function (CUF) regulation outlined in the AGENCY's "DBE Program Participation Plan" and perform a minimum of 30% of the total amount of this AGREEMENT. It is recommended, but not required, that non-DBE Prime CONSULTANTS perform a minimum of 30% of the total amount of this AGREEMENT. In the absence of a mandatory DBE goal, a voluntary SBE goal amount of ten percent of the Consultant Agreement is established. The Consultant shall develop a SBE Participation Plan prior to commencing work. Although the goal is voluntary, the outreach efforts to provide SBE maximum practicable opportunities are not. The CONSULTANT, on a monthly basis, shall enter the amounts paid to all firms (including Prime) involved with this AGREEMENT into the wsdot.diversitycompliance.com program. Payment information shall identify any DBE Participation. All Reports, PS&E materials, and other data furnished to the CONSULTANT by the AGENCY shall be returned. All electronic files, prepared by the CONSULTANT, must meet the requirements as outlined in Exhibit "C —Preparation and Delivery of Electronic Engineering and other Data." All designs, drawings, specifications, documents, and other work products, including all electronic files, prepared by the CONSULTANT prior to completion or termination of this AGREEMENT are instruments of service for these SERVICES, and are the property of the AGENCY. Reuse by the AGENCY or by others, acting through or on behalf of the AGENCY of any such instruments of service, not occurring, as a part of this SERVICE, shall be without liability or legal exposure to the CONSULTANT. Any and all notices or requests required under this AGREEMENT shall be made in writing and sent to the other party by(i) certified mail, return receipt requested, or(ii)by email or facsimile, to the address set forth below: If to AGENCY: If to CONSULTANT: Name: Richard Dickinson Name: Rodney Langer Agency: Mason County Public Works Agency: David Evans &Associates, Inc. Address: 100 W Public Works Drive Address: 1115 W Bay Drive NW, Suite 301 City: Shelton State: WA Zip:98584 City: Olympia State:WA Zip:98584 Email: rickinson@masoncountywa.gov Email: rodney.langer@deainc.com Phone: 360.427.9670, Ext. 652 Phone: 360.705.2185 Facsimile: 360.427.7772 Facsimile: IV. Time for Beginning and Completion The CONSULTANT shall not begin any work under the terms of this AGREEMENT until authorized in writing by the AGENCY. All work under this AGREEMENT shall conform to the criteria agreed upon detailed in the AGREEMENT documents. These SERVICES must be completed by the date shown in the heading of this AGREEMENT titled"Completion Date." The established completion time shall not be extended because of any delays attributable to the CONSULTANT, but may be extended by the AGENCY in the event of a delay attributable to the AGENCY, or because of unavoidable delays caused by an act of GOD, governmental actions, or other conditions beyond the control of the CONSULTANT. A prior supplemental AGREEMENT issued by the AGENCY is required to extend the established completion time. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 3 of 14 V. Payment Provisions The CONSULTANT shall be paid by the AGENCY for completed SERVICES rendered under this AGREEMENT as provided hereinafter. Such payment shall be full compensation for SERVICES performed or SERVICES rendered and for all labor, materials, supplies, equipment, and incidentals necessary to complete SERVICES. The CONSULTANT shall conform to all applicable portions of 48 CFR Part 31 (www.ecfr.gov). A. Hourly Rates: Hourly rates are comprised of the following elements - Direct(Raw) Labor, Indirect Cost Rate, and Fee (Profit). The CONSULTANT shall be paid by the AGENCY for work done, based upon the negotiated hourly rates shown in Exhibits "D" and "E" attached hereto and by reference made part of this AGREEMENT. These negotiated hourly rates will be accepted based on a review of the CONSULTANT's direct labor rates and indirect cost rate computations and agreed upon fee. The accepted negotiated rates shall be memorialized in a final written acknowledgment between the parties. Such final written acknowledgment shall be incorporated into, and become a part of, this AGREEMENT. The initially accepted negotiated rates shall be applicable from the approval date, as memorialized in a final written acknowledgment, to 180 days following the CONSULTANT's fiscal year end(FYE) date. The direct (raw) labor rates and classifications, as shown on Exhibits "D" and "E" shall be subject to renegotiations for each subsequent twelve (12) month period (180 days following FYE date to 180 days following FYE date) upon written request of the CONSULTANT or the AGENCY. The written request must be made to the other party within ninety (90) days following the CONSULTANT's FYE date. If no such written request is made, the current direct (raw) labor rates and classifications as shown on Exhibits "D" and "E"will remain in effect for the twelve (12)month period. Conversely, if a timely request is made in the manner set forth above, the parties will commence negotiations to determine the new direct (raw) labor rates and classifications that will be applicable for the twelve (12 month period. Any agreed to renegotiated rates shall be memorialized in a final written acknowledgment between the parties. Such final written acknowledgment shall be incorporated into, and become a part of, this AGREEMENT. If requested, the CONSULTANT shall provide current payroll register and classifications to aid in negotiations. If the parties cannot reach an agreement on the direct (raw) labor rates and classifications, the AGENCY shall perform an audit of the CONSULTANT's books and records to determine the CONSULTANT's actual costs. The audit findings will establish the direct (raw) labor rates and classifications that will applicable for the twelve (12) month period. The fee as identified in Exhibits "D" and"E" shall represent a value to be applied throughout the life of the AGREEMENT. The CONSULTANT shall submit annually to the AGENCY an updated indirect cost rate within 180 days of the close of its fiscal year. An approved updated indirect cost rate shall be included in the current fiscal year rate under this AGREEMENT, even if/when other components of the hourly rate are not renegotiated. These rates will be applicable for the twelve (12) month period. At the AGENCY's option, a provisional and/or conditional indirect cost rate may be negotiated. This provisional or conditional indirect rate shall remain in effect until the updated indirect cost rate is completed and approved. Indirect cost rate costs incurred during the provisional or conditional period will not be adjusted. The CONSULTANT may request an extension of the last approved indirect cost rate for the twelve (12) month period. These requests for provisional indirect cost rate and/or extension will be considered on a case-by-case basis, and if granted, will be memorialized in a final written acknowledgment. The CONSULTANT shall maintain and have accessible support data for verification of the components of the hourly rates, i.e., direct (raw) labor, indirect cost rate, and fee (profit) percentage. The CONSULTANT shall bill each employee's actual classification, and actual salary plus indirect cost rate plus fee. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 4 of 14 A. Direct Non-Salary Costs: Direct Non-Salary Costs will be reimbursed at the actual cost to the CONSULTANT. These charges may include, but are not limited to, the following items: travel, printing, long distance telephone, supplies, computer charges, and fees of sub-consultants. Air or train travel will be reimbursed only to lowest price available, unless otherwise approved by the AGENCY. The CONSULTANT shall comply with the rules and regulations regarding travel costs (excluding air, train, and rental car costs) in accordance with the WSDOT's Accounting Manual M 13-82, Chapter 10—Travel Rules and Procedures, and all revisions thereto. Air, train, and rental card costs shall be reimbursed in accordance with 48 Code of Federal Regulations (CFR) Part 31.205-46 "Travel Costs." The billing for Direct Non-salary Costs shall include an itemized listing of the charges directly identifiable with these SERVICES. The CONSULTANT shall maintain the original supporting documents in their office. Copies of the original supporting documents shall be supplied to the STATE upon request. All above charges must be necessary for the SERVICES provided under this AGREEMENT. B. Maximum Amount Payable: The Maximum Amount Payable by the AGENCY to the CONSULTANT under this AGREEMENT shall not exceed the amount shown in the heading of this AGREEMENT on page one (L) The Maximum Amount Payable does not include payment for extra work as stipulated in section XIII, "Extra Work."No minimum amount payable is guaranteed under this AGREEMENT. C. Monthly Progress Payments: Progress payments may be claimed on a monthly basis for all costs authorized in A and B above. Detailed statements shall support the monthly billings for hours expended at the rates established in Exhibit "D," including names and classifications of all employees, and billings for all direct non-salary expenses. To provide a means of verifying the billed salary costs for the CONSULTANT's employees, the AGENCY may conduct employee interviews. These interviews may consist of recording the names, titles, salary rates, and present duties of those employees performing work on the SERVICES at the time of the interview. D. Final Payment: Final Payment of any balance due the CONSULTANT of the gross amount earned will be made promptly upon its verification by the AGENCY after the completion of the SERVICES under this AGREEMENT, contingent upon receipt of all PS&E, plans, maps, notes, reports, electronic data, and other related documents, which are required to be furnished under this AGREEMENT. Acceptance of such Final Payment by the CONSULTANT shall constitute a release of all claims for payment, which the CONSULTANT may have against the AGENCY unless such claims are specifically reserved in writing and transmitted to the AGENCY by the CONSULTANT prior to its acceptance. Said Final Payment shall not, however, be a bar to any claims that the AGENCY may have against the CONSULTANT or to any remedies the AGENCY may pursue with respect to such claims. The payment of any billing will not constitute agreement as to the appropriateness of any item and at the time of final audit all required adjustments will be made and reflected in a final payment. In the event that such final audit reveals an overpayment to the CONSULTANT, the CONSULTANT will refund such overpayment to the AGENCY within thirty (30) calendar days of notice of the overpayment. Such refund shall not constitute a waiver by the CONSULTANT for any claims relating to the validity of a finding by the AGENCY of overpayment. Per WSDOT's "Audit Guide for Consultants," Chapter 23 "Resolution Procedures," the CONSULTANT has twenty (20) working days after receipt of the final Post Audit to begin the appeal process to the AGENCY for audit findings E.Inspection of Cost Records: The CONSULTANT and their sub-consultants shall keep available for inspection by representatives of the AGENCY and the United States, for a period of six (6) years after receipt of final payment, the cost records and accounts pertaining to this AGREEMENT and all items related to or bearing upon these records with the following exception: if any litigation, claim or audit arising out of, in connection with, or related to this AGREEMENT is initiated before the expiration of the six (6) year period, the cost records and accounts shall be retained until such litigation, claim, or audit involving the records is completed. An interim or post audit may be performed on this AGREEMENT. The audit, if any, will be performed by the State Auditor, WSDOT's Internal Audit Office and /or at the request of the AGENCY's Project Manager. 2023_07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 5 of 14 VI. Sub-Contracting The AGENCY permits subcontracts for those items of SERVICES as shown in Exhibit "A" attached hereto and by this reference made part of this AGREEMENT. The CONSULTANT shall not subcontract for the performance of any SERVICE under this AGREEMENT without prior written permission of the AGENCY. No permission for subcontracting shall create, between the AGENCY and sub-consultant, any contract or any other relationship. Compensation for this sub-consultant SERVICES shall be based on the cost factors shown on Exhibit "E" attached hereto and by this reference made part of this AGREEMENT. The SERVICES of the sub-consultant shall not exceed its maximum amount payable identified in each sub consultant cost estimate unless a prior written approval has been issued by the AGENCY. All reimbursable direct labor, indirect cost rate, direct non-salary costs and fee costs for the sub-consultant shall be negotiated and substantiated in accordance with section V "Payment Provisions" herein and shall be memorialized in a final written acknowledgment between the parties All subcontracts shall contain all applicable provisions of this AGREEMENT, and the CONSULTANT shall require each sub-consultant or subcontractor, of any tier, to abide by the terms and conditions of this AGREEMENT. With respect to sub-consultant payment, the CONSULTANT shall comply with all applicable sections of the STATE's Prompt Payment laws as set forth in RCW 39.04.250 and RCW 39.76.011. The CONSULTANT, sub-recipient, or sub-consultant shall not discriminate on the basis of race, color, national origin, or sex in the performance of this AGREEMENT. The CONSULTANT shall carry out applicable requirements of 49 CFR Part 26 in the award and administration of DOT-assisted contracts. Failure by the CONSULTANT to carry out these requirements is a material breach of this AGREEMENT, which may result in the termination of this AGREEMENT or such other remedy as the recipient deems appropriate. VII. Employment and Organizational Conflict of Interest The CONSULTANT warrants that they have not employed or retained any company or person, other than a bona fide employee working solely for the CONSULTANT, to solicit or secure this contract, and that it has not paid or agreed to pay any company or person, other than a bona fide employee working solely for the CONSULTANT, any fee, commission, percentage, brokerage fee, gift, or any other consideration, contingent upon or resulting from the award or making of this agreement. For breach or violation of this warrant, the AGENCY shall have the right to annul this AGREEMENT without liability or, in its discretion, to deduct from this AGREEMENT price or consideration or otherwise recover the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. Any and all employees of the CONSULTANT or other persons while engaged in the performance of any work or services required of the CONSULTANT under this AGREEMENT, shall be considered employees of the CONSULTANT only and not of the AGENCY, and any and all claims that may arise under any Workmen's Compensation Act on behalf of said employees or other persons while so engaged, and any and all claims made by a third party as a consequence of any act or omission on the part of the CONSULTANT's employees or other persons while so engaged on any of the work or services provided to be rendered herein, shall be the sole obligation and responsibility of the CONSULTANT. The CONSULTANT shall not engage, on a full- or part-time basis, or other basis, during the period of this AGREEMENT, any professional or technical personnel who are, or have been, at any time during the period of this AGREEMENT, in the employ of the United States Department of Transportation or the AGENCY, except regularly retired employees, without written consent of the public employer of such person if he/she will be working on this AGREEMENT for the CONSULTANT. Agreement Number: 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 6 of 14 VIII. Nondiscrimination During the performance of this AGREEMENT, the CONSULTANT, for itself, its assignees, sub-consultants, subcontractors and successors in interest, agrees to comply with the following laws and regulations: • Title VI of the Civil Rights Act of 1964 • Civil Rights Restoration Act of 1987 (Public Law (42 U.S.C. Chapter 21 Subchapter V § 100-259) 2000d through 2000d-4a) • American with Disabilities Act of 1990 (42 • Federal-aid Highway Act of 1973 (23 U.S.C. Chapter 126 § 12101 et. seq.) U.S.C. Chapter 3 § 324) • 23 CFR Part 200 • Rehabilitation Act of 1973 • 49 CFR Part 21 (29 U.S.C. Chapter 16 Subchapter V § • 49 CFR Part 26 794) • RCW 49.60.180 • Age Discrimination Act of 1975 (42 U.S.C. Chapter 76 § 6101 et. seq.) In relation to Title VI of the Civil Rights Act of 1964, the CONSULTANT is bound by the provisions of Exhibit "F" attached hereto and by this reference made part of this AGREEMENT, and shall include the attached Exhibit "F" in every sub-contract, including procurement of materials and leases of equipment, unless exempt by the Regulations or directives issued pursuant thereto. IX. Termination of Agreement The right is reserved by the AGENCY to terminate this AGREEMENT at any time with or without cause upon ten(10) days written notice to the CONSULTANT. In the event this AGREEMENT is terminated by the AGENCY, other than for default on the part of the CONSULTANT, a final payment shall be made to the CONSULTANT for actual hours charged at the time of termination of this AGREEMENT, plus any direct non-salary costs incurred up to the time of termination of this AGREEMENT. No payment shall be made for any SERVICES completed after ten (10) days following receipt by the CONSULTANT of the notice to terminate. If the accumulated payment made to the CONSULTANT prior to Notice of Termination exceeds the total amount that would be due when computed as set forth in paragraph two (2) of this section, then no final payment shall be due and the CONSULTANT shall immediately reimburse the AGENCY for any excess paid. If the services of the CONSULTANT are terminated by the AGENCY for default on the part of the CONSULTANT,the above formula for payment shall not apply. In the event of a termination for default, the amount to be paid to the CONSULTANT shall be determined by the AGENCY with consideration given to the actual costs incurred by the CONSULTANT in performing SERVICES to the date of termination, the amount of SERVICES originally required which was satisfactorily completed to date of termination, whether that SERVICE is in a form or a type which is usable to the AGENCY at the time of termination, the cost to the AGENCY of employing another firm to complete the SERVICES required and the time which may be required to do so, and other factors which affect the value to the AGENCY of the SERVICES performed at the time of termination. Under no circumstances shall payment made under this subsection exceed the amount, which would have been made using the formula set forth in paragraph two (2) of this section. If it is determined for any reason, that the CONSULTANT was not in default or that the CONSULTANT's failure to perform is without the CONSULTANT's or its employee's fault or negligence, the termination shall be deemed to be a termination for the convenience of the AGENCY. In such an event, the CONSULTANT would be reimbursed for actual costs in accordance with the termination for other than default clauses listed previously. Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 7 of 14 The CONSULTANT shall, within 15 days, notify the AGENCY in writing, in the event of the death of any member, partner, or officer of the CONSULTANT or the death or change of any of the CONSULTANT's supervisory and/or other key personnel assigned to the project or disaffiliation of any principally involved CONSULTANT employee. The CONSULTANT shall also notify the AGENCY, in writing, in the event of the sale or transfer of 50% or more of the beneficial ownership of the CONSULTANT within 15 days of such sale or transfer occurring. The CONSULTANT shall continue to be obligated to complete the SERVICES under the terms of this AGREEMENT unless the AGENCY chooses to terminate this AGREEMENT for convenience or chooses to renegotiate any term(s) of this AGREEMENT. If termination for convenience occurs, final payment will be made to the CONSULTANT as set forth in the second and third paragraphs of this section. Payment for any part of the SERVICES by the AGENCY shall not constitute a waiver by the AGENCY of any remedies of any type it may have against the CONSULTANT for any breach of this AGREEMENT by the CONSULTANT,or for failure of the CONSULTANT to perform SERVICES required of it by the AGENCY. Forbearance of any rights under the AGREEMENT will not constitute waiver of entitlement to exercise those rights with respect to any future act or omission by the CONSULTANT. X. Changes of Work The CONSULTANT shall make such changes and revisions in the completed work of this AGREEMENT as necessary to correct errors appearing therein, without additional compensation thereof. Should the AGENCY find it desirable for its own purposes to have previously satisfactorily completed SERVICES or parts thereof changed or revised, the CONSULTANT shall make such revisions as directed by the AGENCY. This work shall be considered as Extra Work and will be paid for as herein provided under section XIII "Extra Work." XI. Disputes Any disputed issue not resolved pursuant to the terms of this AGREEMENT shall be submitted in writing within 10 days to the Director of Public Works or AGENCY Engineer, whose decision in the matter shall be final and binding on the parties of this AGREEMENT; provided however, that if an action is brought challenging the Director of Public Works or AGENCY Engineer's decision, that decision shall be subject to judicial review. If the parties to this AGREEMENT mutually agree, disputes concerning alleged design errors will be conducted under the procedures found in Exhibit "J". In the event that either party deem it necessary to institute legal action or proceeding to enforce any right or obligation under this AGREEMENT, this action shall be initiated in the Superior Court of the State of Washington, situated in the county in which the AGENCY is located. The parties hereto agree that all questions shall be resolved by application of Washington law and that the parties have the right of appeal from such decisions of the Superior Court in accordance with the laws of the State of Washington. The CONSULTANT hereby consents to the personal jurisdiction of the Superior Court of the State of Washington, situated in the county in which the AGENCY is located. XII. Legal Relations The CONSULTANT, any sub-consultants, and the AGENCY shall comply with all Federal, State, and local laws, rules, codes, regulations and all AGENCY policies and directives, applicable to the work to be performed under this AGREEMENT. This AGREEMENT shall be interpreted and construed in accordance with the laws of the State of Washington. The CONSULTANT shall defend, indemnify, and hold the State of Washington (STATE) and the AGENCY and their officers and employees harmless from all claims, demands, or suits at law or equity arising in whole or in part from the negligence of, or the breach of any obligation under this AGREEMENT by, the CONSULTANT or the CONSULTANT's agents, employees, sub consultants, subcontractors or vendors, of any tier, or any other persons for whom the CONSULTANT may be legally liable; provided that nothing herein shall require a CONSULTANT 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 8 of 14 to defend or indemnify the STATE and the AGENCY and their officers and employees against and hold harmless the STATE and the AGENCY and their officers and employees from claims, demands or suits based solely upon the negligence of, or breach of any obligation under this AGREEMENT by the STATE and the AGENCY,their agents, officers, employees, sub-consultants, subcontractors or vendors, of any tie , or any other persons for whom the STATE and/or the AGENCY may be legally liable; and provided further that if the claims or suits are caused by or result from the concurrent negligence of (a) the CONSULTANT or the CONSULTANT's agents, employees, sub-consultants, subcontractors or vendors, of any tier, or any other persons for whom the CONSULTANT is legally liable, and (b) the STATE and/or AGENCY, their agents, officers, employees, sub-consultants, subcontractors and or vendors, of any tier, or any other persons for whom the STATE and/or AGENCY may be legally liable, the defense and indemnity obligation shall be valid and enforceable only to the extent of the CONSULTANT's negligence or the negligence of the CONSULTANT's agents, employees, sub-consultants, subcontractors or vendors, of any tier, or any other persons for whom the CONSULTANT may be legally liable. This provision shall be included in any AGREEMENT between CONSULTANT and any sub-consultant, subcontractor and vendor, of any tier. The CONSULTANT shall also defend, indemnify, and hold the STATE and the AGENCY and their officers and employees harmless from all claims, demands, or suits at law or equity arising in whole or in part from the alleged patent or copyright infringement or other allegedly improper appropriation or use of trade secrets, patents, proprietary information, know-how, copyright rights or inventions by the CONSULTANT or the CONSULTANT's agents, employees, sub-consultants, subcontractors or vendors, of any tier, or any other persons for whom the CONSULTANT may be legally liable, in performance of the Work under this AGREEMENT or arising out of any use in connection with the AGREEMENT of methods, processes, designs, information or other items furnished or communicated to STATE and/or the AGENCY,their agents, officers and employees pursuant to the AGREEMENT; provided that this indemnity shall not apply to any alleged patent or copyright infringement or other allegedly improper appropriation or use of trade secrets, patents, proprietary information, know-how, copyright rights or inventions resulting from STATE and/or AGENCY's, their agents', officers and employees' failure to comply with specific written instructions regarding use provided to STATE and/or AGENCY, their agents, officers and employees by the CONSULTANT, its agents, employees, sub- consultants, subcontractors or vendors, of any tier, or any other persons for whom the CONSULTANT may be legally liable. The CONSULTANT's relation to the AGENCY shall be at all times as an independent contractor. Notwithstanding any determination by the Executive Ethics Board or other tribunal, the AGENCY may, in its sole discretion, by written notice to the CONSULTANT terminate this AGREEMENT if it is found after due notice and examination by the AGENCY that there is a violation of the Ethics in Public Service Act, Chapter 42.52 RCW; or any similar statute involving the CONSULTANT in the procurement of, or performance under, this AGREEMENT. The CONSULTANT specifically assumes potential liability for actions brought by the CONSULTANT's own employees or its agents against the STATE and/or the AGENCY and, solely for the purpose of this indemnification and defense, the CONSULTANT specifically waives any immunity under the state industrial insurance law, Title 51 RCW. The Parties have mutually negotiated this waiver. Unless otherwise specified in this AGREEMENT, the AGENCY shall be responsible for administration of construction contracts, if any, on the project. Subject to the processing of a new sole source, or an acceptable supplemental AGREEMENT, the CONSULTANT shall provide On-Call assistance to the AGENCY during contract administration. By providing such assistance, the CONSULTANT shall assume no responsibility for proper construction techniques, job site safety, or any construction contractor's failure to perform its work in accordance with the contract documents. The CONSULTANT shall obtain and keep in force during the terms of this AGREEMENT, or as otherwise required, the following insurance with companies or through sources approved by the State Insurance Commissioner pursuant to Title 48 RCW. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 9 of 14 Insurance Coverage A. Worker's compensation and employer's liability insurance as required by the STATE. B. Commercial general liability insurance written under ISO Form CG 00 01 12 04 or its equivalent with minimum limits of one million dollars ($1,000,000.00)per occurrence and two million dollars ($2,000,000.00) in the aggregate for each policy period. C. Business auto liability insurance written under ISO Form CG 00 01 10 01 or equivalent providing coverage for any"Auto" (Symbol 1)used in an amount not less than a one million dollar($1,000,000.00) combined single limit for each occurrence. Excepting the Worker's Compensation Insurance and any Professional Liability Insurance, the STATE and AGENCY, their officers, employees, and agents will be named on all policies of CONSULTANT and any sub- consultant and/or subcontractor as an additional insured (the "AIs"), with no restrictions or limitations concerning products and completed operations coverage. This coverage shall be primary coverage and non- contributory and any coverage maintained by the AIs shall be excess over, and shall not contribute with, the additional insured coverage required hereunder. The CONSULTANT's and the sub-consultant's and/or subcontractor's insurer shall waive any and all rights of subrogation against the AIs. The CONSULTANT shall furnish the AGENCY with verification of insurance and endorsements required by this AGREEMENT. The AGENCY reserves the right to require complete, certified copies of all required insurance policies at any time. All insurance shall be obtained from an insurance company authorized to do business in the State of Washington. The CONSULTANT shall submit a verification of insurance as outlined above within fourteen(14) days of the execution of this AGREEMENT to: Name: Richard Dickinson Agency: Mason County Public Works Address: 100 W Public Works Drive City: Shelton State: WA Zip: 98584 Email: rickinson@masoncountywa.gov Phone: 360.427.9670, Ext 652 Facsimile:3 60.427.7772 No cancellation of the foregoing policies shall be effective without thirty (30) days prior notice to the AGENCY. The CONSULTANT's professional liability to the AGENCY, including that which may arise in reference to section IX "Termination of Agreement" of this AGREEMENT, shall be limited to the accumulative amount of the authorized AGREEMENT or one million dollars ($1,000,000.00), whichever is greater, unless the limit of liability is increased by the AGENCY pursuant to Exhibit H. In no case shall the CONSULTANT's professional liability to third parties be limited in any way. The parties enter into this AGREEMENT for the sole benefit of the parties, and to the exclusion of any third party, and no third party beneficiary is intended or created by the execution of this AGREEMENT. The AGENCY will pay no progress payments under section V "Payment Provisions" until the CONSULTANT has fully complied with this section. This remedy is not exclusive; and the AGENCY may take such other action as is available to it under other provisions of this AGREEMENT, or otherwise in law. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 10 of 14 XIII. Extra Work A. The AGENCY may at any time, by written order, make changes within the general scope of this AGREEMENT in the SERVICES to be performed. B. If any such change causes an increase or decrease in the estimated cost of, or the time required for, performance of any part of the SERVICES under this AGREEMENT, whether or not changed by the order, or otherwise affects any other terms and conditions of this AGREEMENT, the AGENCY shall make an equitable adjustment in the: (1) maximum amount payable; (2) delivery or completion schedule, or both; and (3) other affected terms and shall modify this AGREEMENT accordingly. C. The CONSULTANT must submit any "request for equitable adjustment," hereafter referred to as "CLAIM," under this clause within thirty (30) days from the date of receipt of the written order. However, if the AGENCY decides that the facts justify it, the AGENCY may receive and act upon a CLAIM submitted before final payment of this AGREEMENT. D. Failure to agree to any adjustment shall be a dispute under the section XI "Disputes" clause. However, nothing in this clause shall excuse the CONSULTANT from proceeding with the AGREEMENT as changed. E. Notwithstanding the terms and conditions of paragraphs (A.) and (B.) above, the maximum amount payable for this AGREEMENT, shall not be increased or considered to be increased except by specific written supplement to this AGREEMENT. XIV. Endorsement of Plans If applicable, the CONSULTANT shall place their endorsement on all plans, estimates, or any other engineering data furnished by them. XV. Federal Review The Federal Highway Administration shall have the right to participate in the review or examination of the SERVICES in progress. XVI. Certification of the Consultant and the Agency Attached hereto as Exhibit "G-1(a and b)" are the Certifications of the CONSULTANT and the AGENCY, Exhibit "G-2" Certification Regarding Debarment, Suspension and Other Responsibility Matters - Primary Covered Transactions, Exhibit "G-3" Certification Regarding the Restrictions of the Use of Federal Funds for Lobbying and Exhibit "G-4" Certificate of Current Cost or Pricing Data. Exhibit "G-3" is required only in AGREEMENTS over one hundred thousand dollars ($100,000.00) and Exhibit "G-4" is required only in AGREEMENTS over five hundred thousand dollars ($500,000.00.) These Exhibits must be executed by the CONSULTANT, and submitted with the master AGREEMENT, and returned to the AGENCY at the address listed in section III "General Requirements" prior to its performance of any SERVICES under this AGREEMENT. XVII. Complete Agreement This document and referenced attachments contain all covenants, stipulations, and provisions agreed upon by the parties. No agent, or representative of either party has authority to make, and the parties shall not be bound by or be liable for, any statement, representation, promise or agreement not set forth herein. No changes, amendments, or modifications of the terms hereof shall be valid unless reduced to writing and signed by the parties as a supplement to this AGREEMENT. XVIII. Execution and Acceptance This AGREEMENT may be simultaneously executed in several counterparts, each of which shall be deemed to be an original having identical legal effect. The CONSULTANT does hereby ratify and adopt all statements, representations, warranties, covenants, and AGREEMENT's contained in the proposal, and the supporting material submitted by the CONSULTANT, and does hereby accept this AGREEMENT and agrees to all of the terms and conditions thereof. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 11 of 14 XIX. Protection of Confidential Information The CONSULTANT acknowledges that some of the material and information that may come into its possession or knowledge in connection with this AGREEMENT or its performance may consist of information that is exempt from disclosure to the public or other unauthorized persons under either chapter 42.56 RCW or other local, state, or federal statutes ("State's Confidential Information"). The "State's Confidential Information" includes, but is not limited to, names, addresses, Social Security numbers, e-mail addresses, telephone numbers, financial profiles credit card information, driver's license numbers, medical data, law enforcement records (or any other information identifiable to an individual), STATE and AGENCY source code or object code, STATE and AGENCY security data, non-public Specifications, STATE and AGENCY non-publicly available data, proprietary software, STATE and AGENCY security data, or information which may jeopardize any part of the project that relates to any of these types of information. The CONSULTANT agrees to hold the State's Confidential Information in strictest confidence and not to make use of the State's Confidential Information for any purpose other than the performance of this AGREEMENT, to release it only to authorized employees, sub- consultants or subcontractors requiring such information for the purposes of carrying out this AGREEMENT, and not to release, divulge, publish, transfer, sell, disclose, or otherwise make it known to any other party without the AGENCY's express written consent or as provided by law. The CONSULTANT agrees to release such information or material only to employees, sub-consultants or subcontractors who have signed a nondisclosure AGREEMENT, the terms of which have been previously approved by the AGENCY. The CONSULTANT agrees to implement physical, electronic, and managerial safeguards to prevent unauthorized access to the State's Confidential Information. Immediately upon expiration or termination of this AGREEMENT, the CONSULTANT shall, at the AGENCY's option: (i) certify to the AGENCY that the CONSULTANT has destroyed all of the State's Confidential Information; or (ii) returned all of the State's Confidential Information to the AGENCY; or (iii) take whatever other steps the AGENCY requires of the CONSULTANT to protect the State's Confidential Information. As required under Executive Order 00-03, the CONSULTANT shall maintain a log documenting the following: the State's Confidential Information received in the performance of this AGREEMENT; the purpose(s) for which the State's Confidential Information was received; who received, maintained, and used the State's Confidential Information; and the final disposition of the State's Confidential Information. The CONSULTANT's records shall be subject to inspection, review, or audit upon reasonable notice from the AGENCY. The AGENCY reserves the right to monitor, audit, or investigate the use of the State's Confidential Information collected, used, or acquired by the CONSULTANT through this AGREEMENT. The monitoring, auditing, or investigating may include, but is not limited to, salting databases. Violation of this section by the CONSULTANT or its sub-consultants or subcontractors may result in termination of this AGREEMENT and demand for return of all State's Confidential Information, monetary damages, or penalties It is understood and acknowledged that the CONSULTANT may provide the AGENCY with information, which is proprietary and/or confidential during the term of this AGREEMENT. The parties agree to maintain the confidentiality of such information during the term of this AGREEMENT and afterwards. All materials containing such proprietary and/or confidential information shall be clearly identified and marked as "Confidential" and shall be returned to the disclosing party at the conclusion of the SERVICES under this AGREEMENT. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 12 of 14 The CONSULTANT shall provide the AGENCY with a list of all information and materials it considers confidential and/or proprietary in nature: (a) at the commencement of the term of this AGREEMENT, or (b) as soon as such confidential or proprietary material is developed. "Proprietary and/or confidential information" is not meant to include any information which, at the time of its disclosure: (i) is already known to the other party; (ii) is rightfully disclosed to one of the parties by a third party that is not acting as an agent or representative for the other party; (iii) is independently developed by or for the other party; (iv) is publicly known; or (v) is generally utilized by unaffiliated third parties engaged in the same business or businesses as the CONSULTANT. The parties also acknowledge that the AGENCY is subject to Washington State and federal public disclosure laws. As such, the AGENCY shall maintain the confidentiality of all such information marked proprietary and or confidential or otherwise exempt, unless such disclosure is required under applicable state or federal law. If a public disclosure request is made to view materials identified as "Proprietary and/or confidential information" or otherwise exempt information, the AGENCY will notify the CONSULTANT of the request and of the date that such records will be released to the requester unless the CONSULTANT obtains a court order from a court of competent jurisdiction enjoining that disclosure. If the CONSULTANT fails to obtain the court order enjoining disclosure, the AGENCY will release the requested information on the date specified. The CONSULTANT agrees to notify the sub-consultant of any AGENCY communication regarding disclosure that may include a sub-consultant's proprietary and/or confidential information. The CONSULTANT notification to the sub-consultant will include the date that such records will be released by the AGENCY to the requester and state that unless the sub-consultant obtains a court order from a court of competent jurisdiction enjoining that disclosure the AGENCY will release the requested information. If the CONSULTANT and/or sub-consultant fail to obtain a court order or other judicial relief enjoining the AGENCY by the release date, the CONSULTANT shall waive and release and shall hold harmless and indemnify the AGENCY from all claims of actual or alleged damages, liabilities, or costs associated with the AGENCY's said disclosure of sub- consultants' information. XX. Records Maintenance During the progress of the Work and SERVICES provided hereunder and for a period of not less than six (6) years from the date of final payment to the CONSULTANT, the CONSULTANT shall keep, retain, and maintain all "documents" pertaining to the SERVICES provided pursuant to this AGREEMENT. Copies of all "documents" pertaining to the SERVICES provided hereunder shall be made available for review at the CONSULTANT's place of business during normal working hours. If any litigation, claim, or audit is commenced, the CONSULTANT shall cooperate with AGENCY and assist in the production of all such documents. "Documents" shall be retained until all litigation, claims or audit findings have been resolved even though such litigation, claim, or audit continues past the six (6) year retention period. For purposes of this AGREEMENT, "documents" means every writing or record of every type and description, including electronically stored information (`BSI"), that is in the possession, control, or custody of the CONSULTANT, including, without limitation, any and all correspondences, contracts, AGREEMENTS, appraisals, plans, designs, data, surveys, maps, spreadsheets, memoranda, stenographic or handwritten notes, reports, records, telegrams, schedules, diaries, notebooks, logbooks, invoices, accounting records, work sheets, charts, notes, drafts, scribblings, recordings, visual displays, photographs, minutes of meetings, tabulations, computations, summaries, inventories, and writings regarding conferences, conversations or telephone conversations, and any and all other taped, recorded, written, printed or typed matters of any kind or description; every copy of the foregoing whether or not the original is in the possession, custody, or control of the CONSULTANT, and every copy of any of the foregoing, whether or not such copy is a copy identical to an original, or whether or not such copy contains any commentary or notation whatsoever that does not appear on the original. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 13 of 14 For purposes of this AGREEMENT, `BSI"means any and all computer data or electronic recorded media of any kind, including "Native Files", that are stored in any medium from which it can be retrieved and examined, either directly or after translation into a reasonably useable form. ESI may include information and/or documentation stored in various software programs such as Email, Outlook, Word, Excel, Access, Publisher, PowerPoint, Adobe Acrobat, SQL databases, or any other software or electronic communication programs or databases that the CONSULTANT may use in the performance of its operations. ESI may be located on network servers, backup tapes, smart phones, thumb drives, CDs, DVDs, floppy disks, work computers, cell phones, laptops, or any other electronic device that CONSULTANT uses in the performance of its Work or SERVICES hereunder, including any personal devices used by the CONSULTANT or any sub-consultant at home. "Native files" are a subset of ESI and refer to the electronic format of the application in which such ESI is normally created, viewed, and/or modified The CONSULTANT shall include this section XX "Records Maintenance" in every subcontract it enters into in relation to this AGREEMENT and bind the sub-consultant to its terms, unless expressly agreed to otherwise in writing by the AGENCY prior to the execution of such subcontract. In witness whereof, the parties hereto have executed this AGREEMENT as of the day and year shown in the "Execution Date"box on page one (1) of this AGREEMENT. Signature Date Signature Date Any modification, change, or reformation of this AGREEMENT shall require approval as to form by the Office of the Attorney General. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012022 Page 14 of 14 Exhibit A Scope of Work The Scope of Work("Exhibit A" in Attachment 1) includes services, activities, deliverables, assumptions and schedule. The scope of work shall be attached and dated September 26, 2023 or as amended according to the Agreement terms herein. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit D 3 Prime Consultant Cost Computations G D n W N � 3 m cn U) W W W N N N D n s C N N W N W IV mA W N z `pTY' O in m v (7 fn :9 T 0 '0 o O � m Z D J Ol. J 6 N ID j y tT CD O N D o D v m v n 0 0. 0 0 v, 0 ur o o m ?. M N D o a m y Qy � c 'o' m� <0 � m a ,a 3 0 M3 0 w � 0 3 QOQD Doi (n < v O v 0 0 0 c v J m v J !w 0 p ur � J _ o y "O ^ m (D N M N N C. p 0 01 O 0 v sm 0 K a ca 00 >• 0 to Q J J o o J CD a ': 0 M °: c oa 0 m v (' 3 N > > m m 0 0 c o CD � vo N = C, . z — m r', 0 3 n v 0 °* D J a v D < 0 ° 0. 0 vo. - o s p o j v a m D CD 0 m a n o o m m 3 y a m Z x, m ,Zn �D D3 ID l "O N 7 N C N 7 N V, 3 Q N (D 6 0 O)3 3 - .OJ.. n O' 0 .Ni CD 91 Z O i .Ni m J 0 n U) J O SO N 3 N 2 N CD N W W N 3 CD D ry 10 O N O D N C, N EA (D O % NCD O O OwD OI N CO A(W I d Q (P N y N ID O O' N a N N N - N N A w N NCD O V7 3 Nn j Efl W(D m Dt N j G N !n JNO u O W p n CD UJi N O N V N Dp' �. < D 0 N 0 a z �^ N .p. m n p J N O N O ' CD O N z O N A Q1 01 A CD N A A A O N d ; N �. .. J v N CD o m v° 3w � 3m ° � 0 a �0 0 ID CL ?�.vJ � m v IDJ m m m a 3ow r D o p CD v N m o CD CA ,� N �. 3 N J J d .s v o v o a a o 3 1 Om .� 3 N O m a 0 o d g < n I N A O) O) OD A O y M 7 y D1 N 0 N O O W = N -nO J X N N O > 0 J S.Z fAD (gyp N CD D7 N A O O N M T'0 y CD p O O O N 0 Cn y (n � O V CC J N A 0 J G O O, (D n O O (p CD v O X CD m a O m v 2 of o o m vi 3 m � v `yG < O N N O J W 0 3 O N M C O o 0_ n d a mID N g > CDm N O A A W A O O N NI fODO am CDO m o v m N x n c v CD o v CD x 3 y �' o. 0 CD N O v CD °: m o 0) CD -O (D ID 0CD `G m v n CD v° m u v o v 3 D m c m * -n m r v 0 CD CD o m n o F m 0 0 = V1 N 10 Q �N a nO v N N' O W co v v cn OD OO co W W O w v f 3 OD Ncn4 � M 'OvMO W W M0 m z CD a s O O o o tl1 o CP O O o 0 0 Cn N o D 0 0 0000000 0 00 0 0 0 m � w o v g m D is m 3 CD 2 v CD En <n CD Li 0 o 0 o m v o, DD m N 0 N Exhibit C Preparation and Delivery of Electronic Engineering and Other Data In this Exhibit the agency, as applicable, is to provide a description of the format and standards the consultant is to use in preparing electronic files for transmission to the agency. The format and standards to be provided may include, but are not limited to, the following: See Preparation and Deliverables and Other Data in "Exhibit A" in Attachment 1. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit D Prime Consultant Cost Computations 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit E Sub-consultant Cost Computations If no sub-consultant participation listed at this time. The CONSULTANT shall not sub-contract for the performance of any work under this AGREEMENT without prior written permission of the AGENCY. Refer to section VI"Sub-Contracting" of thisAGREEMENT. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit F - Title V/ Assurances Appendix A & E APPENDIX A During the performance of this contract, the contractor, for itself, its assignees, and successors in interest(hereinafter referred to as the "contractor") agrees as follows: 1. Compliance with Regulations: The contractor(hereinafter includes consultants)will comply with the Acts and the Regulations relative to Non-discrimination in Federally-assisted programs of the U.S. Department of Transportation, (Federal Highway Administration), as they may be amended from time to time, which are herein incorporated by reference and made a part of this contract. 2. Non-discrimination: The contractor,with regard to the work performed by it during the contract,will not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. The contractor will not participate directly or indirectly in the discrimination prohibited by the Acts and the Regulations, including employment practices when the contract covers any activity,project, or program set forth in Appendix B of 49 CFR Part 21. [Include Washington State Department of Transportation specific program requirements.] 3. Solicitations for Subcontracts,Including Procurements of Materials and Equipment: In all solicitations, either by competitive bidding, or negotiation made by the contractor for work to be performed under a subcontract, including procurements of materials, or leases of equipment, each potential subcontractor or supplier will be notified by the contractor of the contractor's obligations under this contract and the Acts and the Regulations relative to Non-discrimination on the grounds of race, color, or national origin.[Include Washington State Department of Transportation specific program requirements.] 4. Information and Reports: The contractor will provide all information and reports required by the Acts,the Regulations, and directives issued pursuant thereto and will permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the Recipient or the (Federal Highway Administration) to be pertinent to ascertain compliance with such Acts, Regulations, and instructions. Where any information required of a contractor is in the exclusive possession of another who fails or refuses to furnish the information,the contractor will so certify to the Recipient or the (Federal Highway Administration), as appropriate, and will set forth what efforts it has made to obtain the information. 5. Sanctions for Noncompliance: In the event of a contractor's noncompliance with the Non- discrimination provisions of this contract, the Recipient will impose such contract sanctions as it or the (Federal Highway Administration) may determine to be appropriate, including,but not limited to: a. withholding payments to the contractor under the contract until the contractor complies; and/or b. cancelling,terminating, or suspending a contract, in whole or in part. 6. Incorporation of Provisions: The contractor will include the provisions of paragraphs one through six in every subcontract, including procurements of materials and leases of equipment,unless exempt by the Acts, the Regulations and directives issued pursuant thereto. The contractor will take action with respect to any subcontract or procurement as the Recipient or the (Federal Highway Administration) may direct as a means of enforcing such provisions including sanctions for noncompliance. Provided,that if the contractor becomes involved in, or is threatened with litigation by a subcontractor, or supplier because of such direction,the contractor may request the Recipient to enter into any litigation to protect the interests of the Recipient. In addition, the contractor may request the United States to enter into the litigation to protect the interests of the United States. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit F - Title VI Assurances Appendix A & E APPENDIX E During the performance of this contract, the contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the "contractor") agrees to comply with the following non-discrimination statutes and authorities; including but not limited to: Pertinent Non-Discrimination Authorities: • Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21. • The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); • Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex); • Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; • The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age); • Airport and Airway Improvement Act of 1982, (49 USC § 471, Section 47123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); • The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or activities" to include all of the programs or activities of the Federal-aid recipients, sub-recipients and contractors, whether such programs or activities are Federally funded or not); • Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities,public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; • The Federal Aviation Administration's Non-discrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); • Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; • Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency(LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); • Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq). 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G Certification Document Exhibit G-1(a) Certification of Consultant Exhibit G-1(b) Certification of Mason County Public Works Exhibit G-2 Certification Regarding Debarment, Suspension and Other Responsibility Matters - Primary Covered Transactions Exhibit G-3 Certification Regarding the Restrictions of the Use of Federal Funds for Lobbying Exhibit G-4 Certificate of Current Cost or Pricing Data Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G-1(a) Certification of Consultant I hereby certify that I am the and duly authorized representative of the firm of David Evans & Associates, Inc. whose address is 1115 W Bay Drive NW, Suite 301, Olympia, WA 98502 and that neither the above firm nor I have a) Employed or retained for a commission, percentage, brokerage, contingent fee, or other consideration, any firm or person(other than a bona fide employee working solely for me or the above CONSULTANT) to solicit or secure this AGREEMENT; b) Agreed, as an express or implied condition for obtaining this contract, to employ or retain the services of any firm or person in connection with carrying out this AGREEMENT; or c) Paid, or agreed to pay, to any firm, organization or person (other than a bona fide employee working solely for me or the above CONSULTANT) any fee, contribution, donation, or consideration of any kind for, or in connection with, procuring or carrying out this AGREEMENT; except as hereby expressly stated(ifany); I acknowledge that this certificate is to be furnished to the State and Federal Grant Agencies and the Federal Highway Administration, U.S. Department of Transportation in connection with this AGREEMENT involving participation of Federal-aid highway funds, and is subject to applicable State and Federal laws, both criminal and civil. David Evans & Associates, Inc. Consultant(Firm Name) Signature(Authorized Official of Consultant) Date 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G-1(b) Certification of Mason County Public Works Department I hereby certify that I am the: x❑ Deputy Director/U&W Management ❑ Other of the , and or its representative has not been required, directly or indirectly as an express or implied condition in connection with obtaining or carrying out this AGREEMENT to: a) Employ or retain, or agree to employ to retain, any firm or person; o b) Pay, or agree to pay, to any firm, person, or organization, any fee, contribution, donation, or consideration of any kind; except as hereby expressly stated(if any): I acknowledge that this certificate is to be furnished to the State and Federal Funding Agencies and the Federal Highway Administration, U.S. Department of Transportation, in connection with this AGREEMENT involving participation of Federal-aid highway funds, and is subject to applicable State and Federal laws, both criminal and civil. Signature Date Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G-2 Certification Regarding Debarment Suspension and Other Responsibility Matters - Primary Covered Transactions I. The prospective primary participant certifies to the best of its knowledge and belief, that it and its principals: A. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any Federal department or agency; B. Have not within a three (3) year period preceding this proposal been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public transaction; violation of Federal or State anti-trust statues or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property; C. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1)(b) of this certification; an D. Have not within a three (3) year period preceding this application /proposal had one or more public transactions (Federal, State and local) terminated for cause or default. II. Where the prospective primary participant is unable to certify to any of the statements in this certification such prospective participant shall attach an explanation to this proposal. Dave Evans & Associates, Inc. Consultant(Firm Name) Signature(Authorized Official of Consultant) Date 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G-3 Certification Regarding the Restrictions of the Use of Federal Funds for Lobbying The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belief, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or any employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative AGREEMENT, and the extension, continuation, renewal, amendment, or modification of Federal contract, grant, loan or cooperativeAGREEMENT. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan or cooperative AGREEMENT, the undersigned shall complete and submit Standard Form - LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the require certification shall be subject to a civil penalty of not less than $10,000.00, and not more than $100,000.00 for each such failure. The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of this certification be included in all lower tier sub-contracts, which exceed $100,000 and that all such sub-recipients shall certify and disclose accordingly. Dave Evans & Associates, Inc. Consultant(Firm Name) Signature(Authorized Official of Consultant) Date Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit G-4 Certification of Current Cost or Pricing Data This is to certify that, to the best of my knowledge and belief, the cost or pricing data (as defined in section of the Federal Acquisition Regulation (FAR) and required under FAR subsection 15.403-4) submitted, either actually or by specific identification in writing, to the Contracting Officer or to the Contracting Officer's representative in support of Mason county sewer Force Main Reconnection *are accurate, complete, and current as of **. This certification includes the cost or pricing data supporting any advance AGREEMENT's and forward pricing rate AGREEMENT's between the offer or and the Government that are part of the proposal. Firm: David Evans & Associates, Inc. Signature Title Date of Execution ***: *Identify the proposal,quotation,request for pricing adjustment,or other submission involved,giving the appropriate identifying number(e.g.project title.) **Insert the day,month,and year,when price negotiations were concluded and price AGREEMENT was reached. ***Insert the day,month,and year,of signing,which should be as close as practicable to the date when the price negotiations were concluded and the contract price was agreed to. Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit I Alleged Consultant Design Error Procedures The purpose of this exhibit is to establish a procedure to determine if a consultant has alleged design error is of a nature that exceeds the accepted standard of care. In addition, it will establish a uniform method for the resolution and/or cost recovery procedures in those instances where the agency believes it has suffered some material damage due to the alleged error by the consultant. Step 1 Potential Consultant Design Error(s) is Identified by Agency's Project Manager At the first indication of potential consultant design error(s), the first step in the process is for the Agency's project manager to notify the Director of Public Works or Agency Engineer regarding the potential design error(s). For federally funded projects, the Region Local Programs Engineer should be informed and involved in these procedures. (Note: The Director of Public Works or Agency Engineer may appoint an agency staff person other than the project manager, who has not been as directly involved in the project, to be responsible for the remaining steps in these procedures.) Step 2 Project Manager Documents the Alleged Consultant Design Error(s) After discussion of the alleged design error(s) and the magnitude of the alleged error(s), and with the Director of Public Works or Agency Engineer's concurrence, the project manager obtains more detailed documentation than is normally required on the project. Examples include all decisions and descriptions of work, photographs, records of labor, materials, and equipment. Step 3 Contact the Consultant Regarding the Alleged Design Error(s) If it is determined that there is a need to proceed further, the next step in the process is for the project manager to contact the consultant regarding the alleged design error(s) and the magnitude of the alleged error(s). The project manager and other appropriate agency staff should represent the agency and the consultant should be represented by their project manager and any personnel (including sub-consultants) deemed appropriate for the alleged design error(s) issue. Step 4 Attempt to Resolve Alleged Design Error with Consultant After the meeting(s) with the consultant have been completed regarding the consultant's alleged design error(s), there are three possible scenarios: • It is determined via mutual agreement that there is not a consultant design error(s). If this is the case, then the process will not proceed beyond this point. • It is determined via mutual agreement that a consultant design error(s) occurred. If this is the case, then the Director of Public Works or Agency Engineer, or their representatives, negotiate a settlement with the consultant. The settlement would be paid to the agency or the amount would be reduced from the consultant's agreement with the agency for the services on the project in which the design error took place. The agency is to provide LP, through the Region Local Programs Engineer, a summary of the settlement for review and to make adjustments, if any, as to how the settlement affects federal reimbursements. No further action is required. • There is not a mutual agreement regarding the alleged consultant design error(s). The consultant may request that the alleged design error(s) issue be forwarded to the Director of Public Works or Agency Engineer for review. If the Director of Public Works or Agency Engineer, after review with their legal counsel, is not able to reach mutual agreement with the consultant,proceed to Step 5. Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Step 5 Forward Documents to Local Programs For federally funded projects, all available information, including costs, should be forwarded through the Region Local Programs Engineer to LP for their review and consultation with the FHWA. LP will meet with representatives of the agency and the consultant to review the alleged design error(s), and attempt to find a resolution to the issue. If necessary, LP will request assistance from the Attorney General's Office for legal interpretation. LP will also identify how the alleged error(s) affects eligibility of project costs for federal reimbursement. • If mutual agreement is reached, the agency and consultant adjust the scope of work and costs to reflect the agreed upon resolution. LP,in consultation with FHWA,will identify the amount of federal participation in the agreed upon resolution of the issue. • If mutual agreement is not reached, the agency and consultant may seek settlement by arbitration or by litigation. Local Agency A&E Professional Services Agreement Number 2023-07 Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Exhibit J Consultant Claim Procedures The purpose of this exhibit is to describe a procedure regarding claim(s) on a consultant agreement. The following procedures should only be utilized on consultant claims greater than $1,000. If the consultant's claim(s) total a $1,000 or less, it would not be cost effective to proceed through the outlined steps. It is suggested that the Director of Public Works or Agency Engineer negotiate a fair and reasonable price for the consultant's claim(s) that total $1,000 or less. This exhibit will outline the procedures to be followed by the consultant and the agency to consider a potential claim by the consultant. Step 1 Consultant Files a Claim with the Agency Project Manager If the consultant determines that they were requested to perform additional services that were outside of the agreement's scope of work, they may be entitled to a claim. The first step that must be completed is the request for consideration of the claim to theAgency's project manager. The consultant's claim must outline the following: • Summation of hours by classification for each firm that is included in the claim • Any correspondence that directed the consultant to perform the additional work; • Timeframe of the additional work that was outside of the project scope; • Summary of direct labor dollars, overhead costs, profit and reimbursable costs associated with the additional work; and • Explanation as to why the consultant believes the additional work was outside of the agreement scope of work. Step 2 Review by Agency Personnel Regarding the Consultant's Claim for Additional Compensation After the consultant has completed step 1, the next step in the process is to forward the request to the Agency's project manager. The project manager will review the consultant's claim and will met with the Director of Public Works or Agency Engineer to determine if the Agency agrees with the claim. If the FHWA is participating in the project's funding, forward a copy of the consultant's claim and the Agency's recommendation for federal participation in the claim to the WSDOT Local Programs through the Region Local Programs Engineer. If the claim is not eligible for federal participation, payment will need to be from agency funds. If the Agency project manager, Director of Public Works or Agency Engineer, WSDOT Local Programs (if applicable), and FHWA (if applicable) agree with the consultant's claim, send a request memo, including backup documentation to the consultant to either supplement the agreement, or create a new agreement for the claim. After the request has been approved, the Agency shall write the supplement and/or new agreement and pay the consultant the amount of the claim. Inform the consultant that the final payment for the agreement is subject to audit. No further action in needed regarding the claim procedures. If the Agency does not agree with the consultant's claim, proceed to step 3 of the procedures. 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Step 3 Preparation of Support Documentation Regarding Consultant's Claim(s) If the Agency does not agree with the consultant's claim, the project manager shall prepare a summary for the Director of Public Works or Agency Engineer that included the following: • Copy of information supplied by the consultant regarding the claim; • Agency's summation of hours by classification for each firm that should be included in the claim • Any correspondence that directed the consultant to perform the additional work; • Agency's summary of direct labor dollars, overhead costs, profit and reimbursable costs associate with the additional work; • Explanation regarding those areas in which the Agency does/does not agree with the consultant's claim(s); • Explanation to describe what has been instituted to preclude future consultant claim(s); and • Recommendations to resolve the claim. Step 4 Director of Public Works or Agency Engineer Reviews Consultant Claim and Agency Documentation The Director of Public Works or Agency Engineer shall review and administratively approve or disapprove the claim, or portions thereof, which may include getting Agency Council or Commission approval (as appropriate to agency dispute resolution procedures). If the project involves federal participation, obtain concurrence from WSDOT Local Programs and FHWA regarding final settlement of the claim. If the claim is not eligible for federal participation, payment will need to be from agency funds. Step 5 Informing Consultant of Decision Regarding the Claim The Director of Public Works or Agency Engineer shall notify (in writing) the consultant of their final decision regarding the consultant's claim(s). Include the final dollar amount of the accepted claim(s) and rationale utilized for the decision. Step 6 Preparation of Supplement or New Agreement for the Consultant's Claim(s) The agency shall write the supplement and/or new agreement and pay the consultant the amount of the claim. Inform the consultant that the final payment for the agreement is subject to audit 2023-07 Local Agency A&E Professional Services Agreement Number Negotiated Hourly Rate Consultant Agreement Revised 0713012021 Attachment 1 — Agreement No. 2023-07 o a Exhibit A R Q Scope of Work DAVID EVANS ANDASSOCIATES INC. Mason County Sewer Force Main Reconnection Washington State Department of Transportation (WSDOT) SR 302/Victor Creek-Remove Fish Barrier Project Consultant Civil Engineering Design Services Scope of Work September 26, 2023 UNDERSTANDING WSDOT is presently in the late design stages of the subject Fish Barrier Removal project which will replace the existing Victor Creek culvert located at MP 4.20 of SR 302 to restore fish passage capacity to Victor Creek. The replacement drainage facility will be a bridge over the creek. The Fish Barrier Removal will impact multiple utilities including an existing 4" HDPE sewer force main owned by Mason County. Mason County crews will assist WSDOT's contractor to manage temporary decommissioning of the existing force main in the project work zone. Mason County crews will also manage/maintain sewer service to adjacent properties. Mason County has requested engineering services to prepare plans for a new 4" sewer force main to be mounted on the bridge, including connection to the existing force main for restoration of sewer service through the project area. Mason County's plans will be included in the WSDOT plans and contract for construction with the Fish Barrier Removal project. Presently, the Fish Barrier Removal is past its 90% PS&E deliverable stage. The Force Main Reconnection PS&E package deliverables associated with this scope of work will be included in the Project's 100% and Final Ad Ready Set PS&E package deliverables. DEA will design and prepare the 100% and the Final Ad Ready plans, specifications and cost estimate for Force Main Reconnection. It is assumed for this scope of work that the force main will be mounted on the face of the downstream girder of the Project's culvert replacement bridge. As part of the Force Main Reconnection design, DEA will design the piping transitions from the bridge mounting to the adjacent roadway prism for continuation as a buried utility. Milestones: 100% construction plans, technical specifications, and cost estimate; Final Ad-Ready construction plans, special provisions, and cost estimate. The anticipated scope of work is summarized below and outlined in detail in the following section: 1. Project Management and Administration 2. 100% Plans, Special Provisions and Cost Estimate 3. Final Ad Ready Plans, Special Provisions and Cost Estimate 4. Management reserve 14432 South East Eastgate Way Suite 400 Bellevue Washington 98007 Telephone: 425.519.6500 Facsimile: 425.519.5361 Mason County Sewer Force Main Reconnection SR 302/Victor Creek-Remove Fish Barrier Project Consultant Civil Engineering Design Services Scope of Work Any work after submittal of Final Ad Ready PS&E package deliverable is not included in this scope, such as bidding, contracting or construction support. SCOPE OF WORK — Consultant Civil Engineering Design Services TASK 1. PROJECT MANAGEMENT AND ADMINISTRATION DEA will perform project management, invoicing and schedule updates, coordination, and closeout tasks related to the execution of this scope of work. 1.1. Planning and Milestone Development Work for this task includes time for project planning and milestone development, schedule development which commenced in September of 2023. 1.2. Invoicing and schedule updates Work for this task includes managing project scope, schedule, and budget, and providing monthly invoices and status reports. 1.3. DEA team coordination and management Work for this task includes internal DEA design meetings and other coordination and management related to design. 1.4. Project Coordination —Agencies (WSDOT, Mason County Sewer, etc.) Work for this task includes design meetings and other coordination including correspondence via in-person, email, telephone and internet-based meetings related to design with the Mason County and WSDOT. 1.5. Closeout Work for this task includes internal project closeout procedures for final billing and invoicing and final records review, completion checks and filing. Assumptions: • Duration to complete scope is approximately two months (from task order execution to task order end date). Deliverables: • Monthly project invoices and progress updates for the duration of the scope. TASK 2. 100% PLANS, SPECIFICATIONS AND COST ESTIMATE DEA will prepare the Force Main Reconnection PS&E package deliverable to be included in the Project's 100% PS&E package deliverable. 2.1. Plans DEA will prepare the Force Main Reconnection design, plan, profile and details in accordance with Mason County standard plans, standard specifications direct guidance; and in accordance with the applicable design standards. 2.2. Specifications (Special Provisions) David Evans and Associates,Inc. 2 September 2023 Mason County Sewer Force Main Reconnection SR 302/Victor Creek-Remove Fish Barrier Project Consultant Civil Engineering Design Services Scope of Work DEA will prepare the contract provisions (special provisions)for the Sections and items corresponding to items of work associated with the Force Main Reconnection. 2.3. Cost Estimate DEA will prepare an Engineer's Opinion of Probable Construction Cost for the items of work associated with the Force Main Reconnection. Assumptions: • The Fish Barrier Removal design basemap (existing conditions and Project design) is complete up to the 100% design stage and will be utilized as the basemap for the Force Main Reconnection plans. • The Force Main Reconnection extents will be limited to the Fish Barrier Removal's clearing boundary. • The Force Main Reconnection will be considered in the TESC Plan prepared for the Fish Barrier Removal; no additional TESC plans will be prepared for the Force Main Reconnection separately/specifically. • The Force Main Reconnection will be considered in the Site Preparation Plan prepared by others as part of the Fish Barrier Removal project; no additional site preparation plans will be prepared for the Force Main Reconnection separately/specifically. • The Force Main Reconnection will be considered in the Paving Plan prepared by others as part of the Fish Barrier Removal project; no paving plans will be prepared for the Force Main Reconnection separately/specifically. • The Force Main Reconnection will be considered in the Roadside Restoration Plan prepared by others as part of the Fish Barrier Removal project; no roadside restoration plans will be prepared for the Force Main Reconnection sepa rate ly/specifical ly. • The Force Main Reconnection will be considered in the Transportation Management Plan prepared by others as part of the Fish Barrier Removal project; no transportation management plans will be prepared for the Force Main Reconnection separately/specifically. • The Force Main Reconnection will be considered in the TESC Narrative prepared by others as part of the Fish Barrier Removal project; a TESC narrative will not be prepared for the Force Main Reconnection separately/specifically. • Mason County Sewer will manage the temporary force main work; DEA will not prepare temporary force main plans. • The prime consultant for the Fish Barrier Removal project will manage the structural elements of suspending the replacement force main from the bridge. • All deliverables will be checked prior to delivery in accordance with DEA's QA/QC program. • The WSDOT Standard Specifications will not be revised with impacts material to the Force Main Reconnection project during the design phase for this project. Deliverables: David Evans and Associates,Inc. 3 September 2023 Mason County Sewer Force Main Reconnection SR 302/Victor Creek-Remove Fish Barrier Project Consultant Civil Engineering Design Services Scope of Work • 100% Plan Set • 100% Specifications (Special Provisions); PDF and DOCX • Cost Estimate based on 100% plans and specifications TASK 3. FINAL AD READY PLANS, SPECIFICATIONS AND COST ESTIMATE DEA will prepare the Force Main Reconnection PS&E package deliverable to be included in the Project's Final Ad Ready PS&E package deliverable. 3.1. Plans DEA will revise the 100% plans to be ready for advertisement based on comments received from Mason County and the Fish Barrier Removal project team. 3.2. Specifications (Special Provisions) DEA will revise the 100% special provisions to be ready for advertisement based on comments received from Mason County and the Fish Barrier Removal project team. 3.3. Cost Estimate DEA will revise the 100% cost estimate based on comments received from Mason County and the Fish Barrier Removal project team, and revisions to the plans and specifications to be ready for advertisement. Assumptions: • See assumptions for Task 2. • WSDOT will provide contract provisions for Division 1 Deliverables: • Final Ad Ready Plan Set • Final Ad Ready Specifications • Final Cost Estimate based on Ad Ready plans and specifications All deliverables (memo, letters, reports, RFP, etc.) will be provided electronically through email and cloud repository exchange. SCHEDULE The estimated schedule, including review time for Mason County, is outlined below: October 9, 2023 Notice to Proceed David Evans and Associates,Inc. 4 September 2023 Mason County Sewer Force Main Reconnection SR 302/Victor Creek-Remove Fish Barrier Project Consultant Civil Engineering Design Services Scope of Work November 17, 2023 Delivery of 100% PS&E package to Mason Count December 15, 2023 Delivery of Final Ad Ready PS&E package to Mason Count BUDGET Services will be provided on a time-and-expense basis. For the scope of work indicated above, DEA proposes the following not to exceed fee of: BUDGET TASK 1. PROJECT MANAGEMENT AND ADMINISTRATION XXX TASK 2. 100% PS&E PACKAGE XXX TASK 3. FINAL AD READY PS&E PACKAGE XXX TASK 7. MANAGEMENT RESERVE XXX Expenses XXX TOTAL XXX (Expenses include costs for mileage including but not limited to site visits and meetings and include extraordinary cost for reproduction of materials including but not limited to plans, specifications and figures.) PROJECT SHEET LIST Section Number Name G 002 Symbols, legend, abbreviations, general notes C 101 Sanitary Sewer Force Main and Profile C 502 Sanitary Sewer Force Main Details C 502 Sanitary Sewer Force Main Details David Evans and Associates,Inc. 5 September 2023 AOL Washington State wI/ Department of Transportation Utility Construction Agreement Utility Name&Address Work by WSDOT — Utility Cost Agreement Number Region Project Title/Location UTB State Route Number Mileposts SR From to Estimated Agreement Amount Advance Payment Amount This Utility Construction Agreement (Agreement) is entered into by and between the State of Washington Department of Transportation (WSDOT), and the above-named Utility, hereinafter"Utility", individually the "Party", and collectively the "Parties". Recitals 1. WSDOT is planning the construction or improvement of the State Route as shown above for the listed WSDOT Project, and in connection therewith, it is necessary to remove and/or relocate and/or construct certain Utility facilities, herein the (Work). 2. The Utility is responsible for (1) the cost of the Work for Utility facilities located without a documented ownership of and/or interest in real property, such as being located pursuant to a franchise, a permit, or undocumented permission, (2) all betterments, and (3) new facilities. 3. The Work shall be defined as all materials, equipment, labor, contract administration and any other efforts required to perform the relocation, construction, and/or removal of the Utility's facilities. 4. The Work includes ❑ Betterments; ❑ Installation of New Facilities; ❑ Relocation of Facilities without Property Rights; ❑ Removal of Existing Facilities from WSDOT right of way; and/or❑ Protect in Place. 5. It is deemed to be in the best public interest for WSDOT to include the Work in WSDOT's Project. Now therefore, pursuant to RCW 47.01.210 and chapter 47.44 RCW, the above recitals that are incorporated herein as if fully set forth below, and in consideration of the terms, conditions, covenants, and performances contained herein, as well as the attached Exhibits which are incorporated and made a part hereof. It Is Mutually Agreed As Follows: 1. Plans, Specifications and Bids 1.1 Program Guide: Utility Relocation and Accommodation on Federal Aid Highway Projects shall determine and establish the definitions and applicable standards and payments for this Agreement. By this reference this document is adopted and made a part of this Agreement as if fully contained herein. 1.2 Betterment: A betterment is any improvement to the Utility's facilities not required by code, regulation, standard industry practice, or any other applicable regulation. If any of the Work constitutes a betterment as defined in the Program Guide: Utility Relocation and Accommodation on Federal Aid Highway Projects, the Utility is solely responsible for the costs of such improvement. DOT Form 224-062 Page 1 of 6 Revised 03/2023 1.3 WSDOT, acting on behalf of the Utility, agrees to perform the Utility facilities Work in accordance with Exhibit A, Special Provisions, and Exhibit C, Plans, where either: (1) Utility supplied the Work plans and special provisions to WSDOT, or (2) WSDOT developed the Work plans and special provisions from Utility-provided information. WSDOT will incorporate the Plans and Special Provisions into WSDOT Project in accordance with Utility requirements. The Utility agrees that it is solely responsible for ensuring that all Special Provisions, Plans and Utility standards are met and that it has supplied WSDOT with all applicable standards, codes, regulations, or any other requirements the Utility is obligated to meet, unless otherwise noted. 1.4 The Utility has reviewed and approved the Work Special Provisions and Plans that will be incorporated into WSDOT Project. WSDOT will advertise the Work and Project for bids. WSDOT will be the Utility's representative during the Ad and award period. When requested by WSDOT, the Utility shall timely assist WSDOT in answering bid questions and resolving any design issues that may arise associated with the Work. All comments and clarifications must go through WSDOT. If the Utility supplied the Work plans and special provisions, the Utility agrees to provide WSDOT with any addenda required for the Work during the Ad period, to the Parties' mutual satisfaction. 1.5 WSDOT will provide the Utility with written notification of the bid price no later than five (5) days after award for all Work items for which the Utility is responsible for the cost. The Utility shall respond in writing to WSDOT, stating its acceptance or rejection of the Work items, within two (2) working days. 1.6 Should the Utility reject the bid Work items for which it has cost responsibility: 1.6.1 WSDOT shall delete said items from the Project. The Utility agrees to reimburse WSDOT for engineering costs and direct and related indirect costs incurred by WSDOT associated with deleting the bid Work items from the Project, including any redesign, reengineering or re- estimating, if necessary, to delete the Work items, and the Utility agrees to pay such costs upon receipt of a WSDOT invoice. 1.6.2 The Utility agrees that should it reject the bid Work items for which it has cost responsibility, it shall continue to be obligated to timely relocate its facilities as required by WSDOT Project. The Utility further agrees that should its actions delay or otherwise damage WSDOT Project, it shall be liable for such costs. 2. Construction, Inspection, and Acceptance 2.1 WSDOT agrees to administer the Work on behalf of the Utility. 2.2 The Utility agrees to disconnect and/or reconnect its facilities as required by WSDOT when such disconnection or reconnection is required to be performed by the Utility. The Parties agree to define disconnect and/or reconnection requirements, including notification and response in Exhibit A. WSDOT agrees, as part of the Work, to remove disconnected and/or abandoned facilities at the Utility's cost. Utilities abandoned, deactivated, or disconnected must be done in a manner in accordance with WSDOT's Utilities Manual. 2.3 Salvage:All materials removed by WSDOT shall be reclaimed or disposed of by WSDOT and shall become the property of WSDOT. If the Utility desires to retain such materials and WSDOT agrees, the value of salvaged materials will be paid to WSDOT in an amount not less than that required by the Program Guide: Utility Relocation and Accommodation on Federal Aid Highway Projects. 2.4 The Utility may furnish an inspector for the Work. The Utility agrees that it is solely responsible for all such inspection costs. The Utility's inspector shall not directly contact WSDOT's contractor.All contact between the Utility's inspector and WSDOT's contractor shall be through WSDOT's representatives. WSDOT's Project Construction Engineer may require the removal and/or replacement of the Utility's inspector if the inspector interferes with WSDOT's Project, WSDOT's contractor and/or the Work. DOT Form 224-062 Page 2 of 6 Revised 03/2023 2.5 WSDOT shall promptly notify the Utility in writing when the Work is completed 2.6 The Utility shall, within ( ) working days of being notified that the Work is completed: (a) deliver a letter of acceptance to WSDOT which shall include a release and waiver of all future claims or demands of any nature resulting from the performance of the Work and WSDOT's administration thereof, or (b) deliver to WSDOT written reasons why the Work does not comply with the previously approved Plans and Special Provisions. The Utility agrees to work diligently and in good faith with WSDOT to resolve any issues so as not to delay WSDOT's Project. If all issues are resolved, the Utility agrees to deliver to WSDOT a letter of acceptance as provided herein. 2.7 If the Utility does not respond within ( )working days as provided in section 2.6, the Work and the administration thereof will be deemed accepted by the Utility, and WSDOT shall be released from all future claims and demands. 2.8 Upon completion and acceptance of the Work pursuant to Sections 2.6 or 2.7, the Utility agrees that it shall be solely responsible for all future ownership, operation, and maintenance costs of its facilities, without WSDOT liability or expense. 2.9 WSDOT will prepare the final construction documentation in general conformance with WSDOT's Construction Manual. WSDOT will maintain one set of plans as the official "as-built" set, then make notations in red of all plan revisions typically recorded per standard WSDOT practice, as directed by WSDOT's Construction Manual. Once the Utility has accepted the Work per Section 2.6 or 2.7, WSDOT upon request by the Utility will provide one reproducible set of contract as-builts to the Utility, and the Utility agrees to pay the cost of reproduction upon receipt of a WSDOT invoice 3. Payment 3.1 The Utility agrees that it shall be responsible for the actual direct and related indirect costs, including mobilization, construction engineering, contract administration and overhead costs, associated with the Work. The cost of this Work is estimated to be Dollars ($ ).An itemized estimate of Utility-responsible costs for Work to be performed by WSDOT on behalf of the Utility is included in Exhibit B, Cost Estimate. 3.2 The Utility agrees to pay WSDOT the "Advance Payment Amount" stated above within twenty (20) calendar days after WSDOT submits its first partial payment request to the Utility. The advance payment represents fifteen (15) percent of the estimate of cost for which the Utility is responsible. The advance payment will be carried throughout the life of the Work with final adjustment made in the final invoice 3.3 The Parties acknowledge and agree that WSDOT does not have the legal authority to advance state funds for the Utility's Work under this Agreement. Should the Utility fail to make payment according to the terms of this Agreement, WSDOT shall have the right to terminate this Agreement, charging the Utility for all associated costs of termination, including non-cancellable items, as well as associated Project delay and contractor claims. Such termination shall not relieve the Utility's obligation to timely relocate its facilities as provided under section 1.6.2 3.4 The Utility, in consideration of the faithful performance of the Work to be done by WSDOT, agrees to pay WSDOT for the actual direct and related indirect cost of all Work for which the Utility is responsible, including mobilization, construction engineering, administration and overhead costs. WSDOT shall invoice the Utility and provide supporting documentation therefore, and the Utility agrees to pay WSDOT within thirty (30) calendar days of receipt of an invoice.A partial payment will not constitute agreement as to the appropriateness of any item and that, at the time of final invoice, the Parties will resolve any discrepancies. DOT Form 224-062 Page 3 of 6 Revised 03/2023 4. Change in Work or Cost Increase 4.1 Increase in Cost: In the event unforeseen conditions require an increase in the cost of the Work for which the Utility is responsible, above the Exhibit B, Cost Estimate (including sales tax, engineering, and contingencies) by more than ( ) percent, the Parties agree to modify Exhibit B to include such cost increase. 4.2 If WSDOT determines that additional Work or a change in the Work is required, prior written approval must be secured from the Utility; however, where the change is required to mitigate a Project emergency or safety threat to the traveling public, WSDOT will direct the change without the Utility's prior approval. WSDOT will notify the Utility of such change as soon as possible thereafter. The Utility agrees to respond to all WSDOT change order requests in writing and within five (5) working days. WSDOT notification shall not be required for Utility-requested changes. The Utility agrees to pay all costs associated with the changed Work, as well as the costs of Project or Work delays and/or subsequent contractor claims associated with the Utility's failure to timely respond as required. 4.3 The Utility may request additions to the Work through WSDOT in writing. WSDOT will implement the requested changes as elective changes, provided that a change does not negatively impact WSDOT's transportation system and complies with the Standard Specifications, Project permits, state and/or federal law, applicable rules and/or regulations, and/or WSDOT design policies, and does not unreasonably delay critically scheduled Project contract activities. 4.4 All elective changes to the Work shall be approved in writing by the Utility before WSDOT directs the contractor to implement the changes, even if an executed change order is not required by the Project contract. The Utility agrees to pay for the increases in cost, if any, for such elective changes in accordance with Section 3. 4.5 WSDOT will make available to the Utility all change order documentation related to the Work. 5. Franchise or Permit 5.1 After execution of this agreement, WSDOT will notify the Utility to apply for a permit, franchise or an amendment to its current franchise, upon which the Utility shall apply for a permit, franchise or an amendment to its current franchise for those new or modified Utility facilities that will be located within WSDOT's right of way.After receiving the application, WSDOT will issue the Utility a permit or a new or amended franchise. 6. Right of Entry 6.1 The Utility agrees to arrange for rights of entry upon all privately owned lands upon which the Utility has a claimed property right and which are necessary to perform the Work. The Utility also agrees to obtain all necessary permissions for WSDOT to perform the Work on such lands, which may include reasonable use restrictions on those lands. The Utility agrees to provide the rights of entry and applicable permissions under this section to WSDOT within ( ) calendar days of entering into this Agreement. Upon completion of the Work on such lands, the rights of entry and permissions shall terminate. 7. General Provisions Indemnification: 7.1 To the extent permissible under law, the Utility, its successors and assigns, agree to indemnify, defend, and hold harmless WSDOT and the State of Washington and its officers and employees, from all claims, demands, damages (both to persons and/or property), expenses, regulatory fines, and/or suits that: (1) arise out of or are incident to any acts or omissions by the Utility, its agents, contractors, and/or employees, in the use of the state highway right of way as authorized by the terms of this Agreement, or (2) are caused by the breach of any of the conditions of this Agreement by the Utility, its contractors, agents, and/or employees. The Utility, its successors and assigns, shall not be required to indemnify, defend, or hold harmless WSDOT or the State of Washington and its officers and employees, if the claim, suit, or action for damages (both to persons and/or property) is caused by the sole acts or omissions of WSDOT, its officers and employees; provided that, if such claims, suits, or actions result from the concurrent negligence of (a) WSDOT, its officers and employees and (b) the Utility, its agents, DOT Form 224-062 Page 4 of 6 Revised 03/2023 contractors, and/or employees, or involves those actions covered by RCW 4.24.115, the indemnity provisions provided herein shall be valid and enforceable only to the extent of the concurrent acts or omissions of WSDOT, its officers and employees and the Agency, its agents, contractors, and/or employees. The Utility agrees that its obligations under this section extend to any claim, demand and/or cause of action brought by, or on behalf of, any of its employees or agents while performing construction, operation and/or maintenance of the Improvements under this Agreement. For this purpose, the Utility, by mutual negotiation, hereby waives with respect to WSDOT only, any immunity that would otherwise be available to it against such claims under the Industrial Insurance provisions chapter 51.12 RCW. 7.2 This indemnification and waiver shall survive the termination of this Agreement. 7.3 Disputes: If a dispute occurs between the Utility and WSDOT at any time during the performance of the Work, the Parties agree to negotiate at the management level to resolve any issues. Should such negotiations fail to produce a satisfactory resolution, the Parties agree to enter into arbitration and/or mediation before proceeding to any other legal remedy. Each Party shall be responsible for its own fees and costs. The Parties agree to equally share the cost of a mediator or arbiter. 7.4 Venue: In the event that either Party deems it necessary to institute legal action or proceedings to enforce any right or obligation under this Agreement, the Parties hereto agree that any such action or proceedings shall be brought in the superior court situated in 0 County, Washington. Each Party shall be responsible for its own attorney's fees and costs. 7.5 Termination: 7.5.1 Unless otherwise provided herein, the Utility may terminate this Agreement upon thirty (30) calendar days written notice to WSDOT. If this Agreement is terminated by the Utility prior to the fulfillment of the terms stated herein, the Utility shall reimburse WSDOT for all actual direct and related indirect expenses and costs, including mobilization, construction engineering, contract administration and overhead costs, incurred up to the date of termination associated with the Utility Work, as well as the cost of non-cancelable obligations, including any redesign, reengineering or re-estimating, if necessary, to delete the Work, and contractor claims, if any, payment in accordance with Section 3. Further, the Utility acknowledges and agrees that should it terminate this Agreement, such termination shall not relieve the Utility from its responsibility to design, remove, relocate and/or construct its facilities so as not to delay or conflict with WSDOT's Project. WSDOT agrees to provide to the Utility all Work-related documents upon final payment by the Utility. 7.5.2 Unless otherwise provided herein, WSDOT may terminate this Agreement upon thirty (30) calendar days written notice to the Utility. Should WSDOT terminate this Agreement, the Utility shall reimburse WSDOT for all actual direct and related indirect expenses and costs, including mobilization, construction engineering, contract administration and overhead costs, incurred by WSDOT up to the date of termination associated with the Utility Work. The Utility acknowledges and agrees that should WSDOT terminate this Agreement, such termination shall not relieve the Utility from its responsibility to design, remove, relocate and/or construct its facilities so as not to delay or conflict with WSDOT's Project. WSDOT agrees to provide to the Utility all Work-related documents upon final payment by the Utility. 7.6 Amendments: This Agreement may be amended by the mutual agreement of the Parties. Such amendments or modifications shall not be binding unless put in writing and signed by persons authorized to bind each of the Parties. 7.7 Independent Contractor: Both Parties shall be deemed independent contractors for all purposes, and the employees of each Party and any of its contractors, subcontractors, consultants, and the employees thereof, shall not in any manner be deemed to be the employees of the other Party. 7.8 Audit and Records: During the progress of the Work and for a period of not less than six (6) years from the date of final payment, both Parties shall maintain the records and accounts pertaining to the Work and shall make them available during normal business hours and as often as necessary, for inspection and audit by the other Party, Washington State, and/or Federal Government and copies of all records, accounts, documents or other data pertaining to the Work will be furnished upon request. The requesting DOT Form 224-062 Page 5 of 6 Revised 03/2023 Party shall pay the cost of copies produced. If any litigation, claim or audit is commenced, the record, accounts along with supporting documentation shall be retained until any litigation, claim or audit finding has been resolved even though such litigation, claim or audit continues past the six-year retention period. 7.9 Working Days: Working days for this Agreement are defined as Monday through Friday, excluding Washington State holidays per RCW 1.16.050. 7.10 Counterparts: This Agreement may be executed in multiple counterparts or in duplicate originals. Each counterpart or each duplicate original shall be deemed an original copy of this Agreement signed by each Party, for all purposes. Electronic signatures or signatures transmitted by email in a "pdf' may be used in place of original signatures on this Agreement. Each Party intends to be bound by its electronic or"pdf" signature on this Agreement and is aware that the other Party is relying on its electronic or "pdf' signature. In Witness Whereof, the parties hereto have executed this Agreement as of the day and year last written below. Washington State Requesting Entity Department of Transportation Signature: Signature: By: By: Print Name Print Name Title: Title: Date: Date: DOT Form 224-062 Page 6 of 6 Revised 03/2023 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mary Ransier Ext.422 Department: Human Resources Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 9,2023 Agenda Date: October 24,2023 Internal Review: ❑ Finance ® Human Resources ® Legal ❑ Information Technology ❑ Risk (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• Changes to the Non-Represented Salary Schedule Background/Executive Summary: Addition of the newly approved WIC Coordinator/Certifier to the Non-Represented Salary Schedule and change of title for Elections Superintendent to Elections Administrator. Budget Impact(amount, funding source,budget amendment): N/A Public Outreach (news release, community meeting, etc.): N/A Requested Action: Approval of the Resolution amending Resolution no. 2023-009 revising the Non-Represented Salary Range Table to update classification titles and ranges. Attachments Resolution Non-Represented Salary Scale RESOLUTION NO. AMENDING RESOLUTION NO. 2023-009 REVISE THE NON-REPRESENTED SALARY RANGE TABLE TO UPDATE CLASSIFICATION TITLES AND RANGES. WHEREAS RCW 36.16.070 states... The Board shall fix the compensation of all employees; WHEREAS there is a need to add the new position of WIC Coordinator/Certifier to the scale as presented. WHEREAS the position of Elections Superintendent needs to be retitled to Elections Administrator for consistency with other titles. NOW, THEREFORE BE IT RESOLVED, that the Board of County Commissioners does hereby revise the Non-Represented Salary Scale Range Alignment approving the attached 2023 Non-Represented Salary Schedule to be effective October 10, 2023. DATED this day of ATTEST: BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON McKenzie Smith, Clerk of the Board Sharon Trask, Chair APPROVED AS TO FORM: Kevin Shutty, Commissioner Tim White ea , Chief DPA Randy Neatherlin, Commissioner Page 11 2023 Non-Represented Salary Range Alignment RANGE CLASSIFICATION TITLE JOB CLASS STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 49 County Administrator 3601 Annual $148,678.73 $ 152,395.70 $ 156,205.46 $160,110.71 $ 164,113.63 $168,216.19 $ 172,421.56 $176,732.18 $ 181,150.48 $ 185,679.25 Monthly $ 12,389.89 $ 12,699.64 $ 13,017.12 $ 13,342.56 $ 13,676.14 $ 14,018.02 $ 14,368.46 $ 14,727.68 $ 15,095.87 $ 15,473.27 Semi-Monthly $ 6,194.95 $ 6,349.82 $ 6,508.56 $ 6,671.28 $ 6,838.07 $ 7,009.01 $ 7,184.23 $ 7,363.84 $ 7,547.94 $ 7,736.64 48 Community Development Director 2070 Annual $ 122,404.03 $ 125,543.22 $ 128,762.26 $132,063.12 $ 135,449.93 $138,922.21 $ 142,395.22 $145,955.17 $ 149,604.04 $ 153,344.15 Human Resources Director 2900 Monthly $ 10,200.34 $ 10,461.94 $ 10,730.19 $ 11,005.26 $ 11,287.49 $ 11,576.85 $ 11,866.27 $ 12,162.93 $ 12,467.00 $ 12,778.68 Public Health&Human Services Director 2170 Semi-Monthly $ 5,100.17 $ 5,230.97 $ 5,365.09 $ 5,502.63 $ 5,643.75 $ 5,788.43 $ 5,933.13 $ 6,081.47 $ 6,233.50 $ 6,389.34 Public Works&Utilities Director 4005 UnderSheriff 3000 47 County Engineer 4008 Annual $104,742.97 $ 107,361.45 $ 109,963.51 $112,712.58 $ 115,554.01 $118,364.65 $ 121,330.00 $124,341.02 $ 127,449.55 $ 130,635.79 Monthly $ 8,728.58 $ 8,946.79 $ 9,163.63 $ 9,392.71 $ 9,629.50 $ 9,863.72 $ 10,110.83 $ 10,361.75 $ 10,620.80 $ 10,886.32 Semi-Monthly $ 4,364.29 $ 4,473.39 $ 4,581.81 $ 4,696.36 $ 4,814.75 $ 4,931.86 $ 5,055.42 $ 5,180.88 $ 5,310.40 $ 5,443.16 46 Annual $102,188.27 $ 104,742.88 $ 107,281.47 $109,963.49 $ 112,735.62 $115,477.71 $ 118,370.74 $121,308.32 $ 124,341.02 $ 127,449.55 Monthly $ 8,515.69 $ 8,728.57 $ 8,940.12 $ 9,163.62 $ 9,394.63 $ 9,623.14 $ 9,864.23 $ 10,109.03 $ 10,361.75 $ 10,620.80 Semi-Monthly 4,257.84 4,364.29 $ 4,470.06 4,581.81 4,697.32 4,811.57 4,932.11 $ 5,054.51 5,180.88 5,310.40 45 Chief Criminal Deputy 3002 Annual $ 99,695.87 $ 102,188.18 $ 104,664.85 $107,281.46 $ 109,985.97 $112,661.18 $ 115,483.65 $118,349.58 $ 121,308.32 $ 124,341.02 Monthly $ 8,307.99 $ 8,515.68 $ 8,722.07 $ 8,940.12 $ 9,165.50 $ 9,388.43 $ 9,623.64 $ 9,862.46 $ 10,109.03 $ 10,361.75 Semi-MonthIV $ 4,153.99 1$ 4,257.84 $ 4,361.04 $ 4,470.06 $ 4,582.75 1 $ 4,694.22 $ 4,811.82 $ 4,931.23 1 $ 5,054.51 $ 5,180.88 44 Deputy Director Public Works/Utilities&Waste Mgmt 4010 Annual $ 97,299.54 $ 99,732.01 $ 102,179.87 $104,734.21 $ 107,295.62 $109,970.83 $ 112,719.79 $115,542.25 $ 118,430.81 $ 121,391.58 Monthly $ 8,108.29 $ 8,311.00 $ 8,514.99 $ 8,727.85 $ 8,941.30 $ 9,164.24 $ 9,393.32 $ 9,628.52 $ 9,869.23 $ 10,115.96 Semi-Monthly $ 4,054.15 4,155.50 $ 4,257.49 4,363.93 4,470.65 $ 4,582.12 $ 4,696.66 4,814.26 $ 4,934.62 5,057.98 43 Chief Jail 3003 Annual $ 94,918.10 $ 97,290.99 $ 99,666.81 $102,158.38 $ 104,649.47 $107,281.21 $ 109,941.53 $112,705.14 $ 115,522.77 $ 118,410.84 Chief Public Defender 1160 Monthly $ 7,909.84 $ 8,107.58 $ 8,305.57 $ 8,513.20 $ 8,720.79 $ 8,940.10 $ 9,161.79 $ 9,392.09 $ 9,626.90 $ 9,867.57 Chief Superior Court Administrator 4650 Semi-Monthly $ 3,954.92 $ 4,053.79 $ 4,152.78 $ 4,256.60 $ 4,360.39 $ 4,470.05 $ 4,580.90 $ 4,696.05 $ 4,813.45 $ 4,933.78 42 Central Services Manager 1153 Annual $ 92,698.08 $ 95,015.53 $ 97,329.33 $ 99,762.54 $ 102,179.87 $104,752.52 $ 107,369.12 $110,044.33 $ 112,795.44 $ 115,615.33 Monthly $ 7,724.84 $ 7,917.96 $ 8,110.78 $ 8,313.54 $ 8,514.99 $ 8,729.38 $ 8,947.43 $ 9,170.36 $ 9,399.62 $ 9,634.61 Semi-Monthly $ 3,862.42 3,958.98 $ 4,055.39 $ 4,156.77 $ 4,257.49 $ 4,364.69 $ 4,473.71 $ 4,585.18 4,699.81 $ 4,817.31 41 Chief District Court Administrator 1180 Annual $ 90,405.04 $ 92,665.11 $ 94,918.10 $ 97,290.99 $ 99,680.73 $102,165.47 $ 104,723.22 $107,339.82 $ 110,023.31 $ 112,773.90 Jail Lieutenant 3005 Monthly $ 7,533.75 $ 7,722.09 $ 7,909.84 $ 8,107.58 $ 8,306.73 $ 8,513.79 $ 8,726.93 $ 8,944.98 $ 9,168.61 $ 9,397.82 Patrol Lieutenant 3006 Semi-Monthly $ 3,766.88 $ 3,861.05 $ 3,954.92 $ 4,053.79 $ 4,153.36 $ 4,256.89 $ 4,363.47 $ 4,472.49 $ 4,584.30 $ 4,698.91 Budget&Finance Manager 1155 Chief Finance Officer 2000 Chief Civil Deputy 3001 40 Engineering and Construction Manager 4030 Annual $ 88,273.66 $ 90,480.50 $ 92,698.08 $ 95,015.53 $ 97,314.19 $ 99,754.97 $ 102,253.87 $104,811.37 $ 107,431.66 $ 110,117.45 Monthly $ 7,356.14 $ 7,540.04 $ 7,724.84 $ 7,917.96 $ 8,109.52 $ 8,312.91 $ 8,521.16 $ 8,734.28 $ 8,952.64 $ 9,176.45 Semi-Monthly $ 3,678.07 $ 3,770.02 $ 3,862.42 $ 3,958.98 $ 4,054.76 $ 4,156.46 $ 4,260.58 $ 4,367.14 $ 4,476.32 $ 4,588.23 39 Annual $ 86,112.98 $ 88,265.85 $ 90,435.07 $ 92,696.12 $ 94,947.89 $ 97,314.19 $ 99,754.97 $102,253.87 $ 104,810.21 $ 107,430.47 Monthly $ 7,176.08 $ 7,355.49 $ 7,536.26 $ 7,724.68 $ 7,912.32 $ 8,109.52 $ 8,312.91 $ 8,521.16 $ 8,734.18 $ 8,952.54 Semi-Monthly $ 3,588.04 $ 3,677.74 $ 3,768.13 $ 3,862.34 $ 3,956.16 $ 4,054.76 $ 4,156.46 $ 4,260.58 $ 4,367.09 $ 4,476.27 38 County Surveyor 4058 Annual $ 84,055.11 $ 86,156.45 $ 88,259.01 $ 90,465.60 $ 92,669.02 $ 95,006.50 $ 97,343.25 $ 99,798.44 $ 102,293.40 $ 104,850.73 DEM/Parks&Trails Manager 2059 Monthly $ 7,004.59 $ 7,179.70 $ 7,354.92 $ 7,538.80 $ 7,722.42 $ 7,917.21 $ 8,111.94 $ 8,316.54 $ 8,524.45 $ 8,737.56 Facilities Manager 2058 Semi-Monthly $ 3,502.30 $ 3,589.85 $ 3,677.46 $ 3,769.40 $ 3,861.21 $ 3,958.60 $ 4,055.97 $ 4,158.27 $ 4,262.22 $ 4,368.78 Water&Wastewater Manager 4015 37 Annual $ 81,996.99 $ 84,047.05 $ 86,098.08 $ 88,250.46 $ 90,419.93 $ 92,669.02 $ 94,991.85 $ 97,358.14 $ 99,792.10 $ 102,286.90 Monthly $ 6,833.08 $ 7,003.92 $ 7,174.84 $ 7,354.21 $ 7,534.99 $ 7,722.42 $ 7,915.99 $ 8,113.18 $ 8,316.01 $ 8,523.91 Semi-Month! $ 3,416.54 $ 3,501.96 $ 3,587.42 $ 3,677.10 $ 3,767.50 $ 3,861.21 $ 3,957.99 $ 4,056.59 $ 4,158.00 $ 4,261.95 36 Engineer III 4033 Annual $ 80,041.68 $ 82,042.90 $ 84,055.11 $ 86,156.45 $ 88,259.01 $ 90,478.54 $ 92,743.25 $ 95,064.86 $ 97,441.48 $ 99,877.52 Road Operations&Maintenance Manager 4231 Monthly $ 6,670.14 $ 6,836.91 $ 7,004.59 $ 7,179.70 $ 7,354.92 $ 7,539.88 $ 7,728.60 $ 7922.07 $ 8,120.12 $ 8,323.13 Semi-Monthly $ 3,335.07 $ 3,418.45 $ 3,502.30 $ 3,589.85 $ 3,677.46 $ 3,769.94 $ 3,864.30 $ 3:961.04 $ 4,060.06 $ 4,161.56 RANGE CLASSIFICATION TITLE JOB CLASS STEP 7 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 35 Juvenile Court Services Deputy Administrator 1052 Annual $ 78,116.16 $ 80,069.03 $ 82,026.05 $ 84,076.84 $ 86,127.63 $ 88,273.66 $ 90,492.95 $ 92,757.66 $ 95,076.60 $ 97,453.52 Community Health Manager 2171 Monthly $ 6,509.68 $ 6,672.42 $ 6,835.50 $ 7,006.40 $ 7,177.30 $ 7,356.14 $ 7,541.08 $ 7,729.81 $ 7,923.05 $ 8,121.13 Environmental Health Manager 2169 Semi-Monthly $ 3,254.84 $ 3,336.21 $ 3,417.75 $ 3,503.20 $ 3,588.65 $ 3,678.07 $ 3,770.54 $ 3,864.90 $ 3,961.53 $ 4,060.56 34 Public Works Finance Manager 2011 Annual $ 76,263.66 $ 78,170.37 $ 80,056.94 $ 82,058.28 $ 84,069.76 $ 86,171.59 $ 88,332.27 $ 90,537.88 $ 92,801.33 $ 95,121.36 Monthly $ 6,355.31 $ 6,514.20 $ 6,671.41 $ 6,838.19 $ 7,005.81 $ 7,180.97 $ 7,361.02 $ 7,544.82 $ 7,733.44 $ 7,926.78 Semi-Month! $ 3,177.65 $ 3,257.10 $ 3,335.71 $ 3,419.10 $ 3,502.91 $ 3,590.48 $ 3,680.51 $ 3,772.41 $ 3,866.72 $ 3,963.39 33 Annual $ 74,396.75 $ 76,256.58 $ 78,116.16 $ 80,069.03 $ 82,026.05 $ 84,069.76 $ 86,171.59 $ 88,332.27 $ 90,540.57 $ 92,804.09 Monthly $ 6,199.73 $ 6,354.71 $ 6,509.68 $ 6,672.42 $ 6,835.50 $ 7,005.81 $ 7,180.97 $ 7,361.02 $ 7,545.05 $ 7,733.67 Semi-Monthly $ 3,099.86 $ 3,177.36 $ 3,254.84 $ 3,336.21 $ 3,417.75 $ 3,502.91 $ 3,590.48 $ 3,680.51 $ 3,772.52 $ 3,866.84 32 Project Support Services Manager 4201 Annual $ 72,647.79 $ 74,463.91 $ 76,278.31 $ 78,185.27 $ 80,071.23 $ 82,070.00 $ 84,128.12 $ 86,230.68 $ 88,386.45 $ 90,596.11 Prosecuting Attorney Administrative Manager 2149 Monthly $ 6,053.98 $ 6,205.33 $ 6,356.53 $ 6,515.44 $ 6,672.60 $ 6,839.17 $ 7,010.68 $ 7,185.89 $ 7,365.54 $ 7,549.68 Semi-Monthiv $ 3,026.99 1$ 3,102.66 $ 3,178.26 $ 3,257.72 $ 3,336.30 1 $ 3,419.58 $ 3,505.34 $ 3,592.95 1 $ 3,682.77 $ 3,774.84 31 Chief Deputy Clerk 1108 Annual $ 70,825.08 $ 72,595.78 $ 74,382.34 $ 76,241.93 $ 78,101.51 $ 80,041.68 $ 82,055.11 $ 84,113.47 $ 86,216.31 $ 88,371.71 Juvenile Detention Manager 3800 Monthly $ 5,902.09 $ 6,049.65 $ 6,198.53 $ 6,353.49 $ 6,508.46 $ 6,670.14 $ 6,837.93 $ 7,009.46 $ 7,184.69 $ 7,364.31 Chief Deputy Assessor 1099 Semi-Monthly $ 2,951.05 $ 3,024.82 $ 3,099.26 $ 3,176.75 $ 3,254.23 $ 3,335.07 $ 3,418.96 $ 3,504.73 $ 3,592.35 $ 3,682.15 Chief Deputy Treasurer 1139 30 Engineering&Construction Assistant Manager 4029 Annual $ 69,177.95 $ 70,907.38 $ 72,632.89 $ 74,448.52 $ 76,263.66 $ 78,174.53 $ 80,100.29 $ 82,113.96 $ 84,166.81 $ 86,270.98 Monthly $ 5,764.83 $ 5,908.95 $ 6,052.74 $ 6,204.04 $ 6,355.31 $ 6,514.54 $ 6,675.02 $ 6,842.83 $ 7,013.90 $ 7,189.25 Semi-Monthly 2,882.41 2,954.47 $ 3,026.37 3,102.02 3,177.65 3,257.27 3,337.51 3,421.41 3,506.95 3,594.62 29 Equipment Maintenance Supervisor 4080 Annual $ 67,502.74 $ 69,190.41 $ 70,854.14 $ 72,625.57 $ 74,396.75 $ 76,278.31 $ 78,174.53 $ 80,130.08 $ 82,133.33 $ 84,186.66 Finance Manager 3410 Monthly $ 5,625.23 $ 5,765.87 $ 5,904.51 $ 6,052.13 $ 6,199.73 $ 6,356.53 $ 6,514.54 $ 6,677.51 $ 6,844.44 $ 7,015.56 Road Operations&Maintenance Supervisor 4022 Semi-Monthly $ 2,812.61 $ 2,882.93 $ 2,952.26 $ 3,026.07 $ 3,099.86 $ 3,178.26 $ 3,257.27 $ 3,338.75 $ 3,422.22 $ 3,507.78 Elections Administrator 1080 28 Engineer II 4032 Annual $ 65,885.16 $ 67,532.29 $ 69,177.95 $ 70,907.38 $ 72,632.89 $ 74,440.71 $ 76,322.51 $ 78,233.62 $ 80,189.46 $ 82,194.20 Senior Epidemiologist 3416 Monthly $ 5,490.43 $ 5,627.69 $ 5,764.83 $ 5,908.95 $ 6,052.74 $ 6,203.39 $ 6,360.21 $ 6,519.47 $ 6,682.46 $ 6,849.52 Semi-Monthiv $ 2,745.22 $ 2,813.85 $ 2,882.41 $ 2,954.47 $ 3,026.37 $ 3,101.70 $ 3,180.10 $ 3,259.73 $ 3,341.23 $ 3,424.76 27 Therapeutic Court Program Manager 2199 Annual $ 64,283.21 $ 65,890.29 $ 67,488.09 $ 69,175.27 $ 70,839.49 $ 72,632.89 $ 74,440.71 $ 76,293.45 $ 78,200.79 $ 80,155.81 Solid Waste Manager 2200 Monthly $ 5,356.13 $ 5,490.86 $ 5,624.01 $ 5,764.61 $ 5,903.29 $ 6,052.74 $ 6,203.39 $ 6,357.79 $ 6,516.73 $ 6,679.65 Public Works Office Administrator 2045 Semi-Monthly $ 2,678.47 $ 2,745.43 $ 2,812.00 $ 2,882.30 $ 2,951.65 $ 3,026.37 $ 3,101.70 $ 3,178.89 $ 3,258.37 $ 3,339.83 26 Engineer 1 4031 Annual $ 62,754.52 $ 64,323.26 $ 65,885.16 $ 67,532.29 $ 69,177.95 $ 70,883.45 $ 72,676.85 $ 74,499.80 $ 76,362.30 $ 78,271.36 Epidemiologist 3415 Monthly $ 5,229.54 $ 5,360.27 $ 5,490.43 $ 5,627.69 $ 5,764.83 $ 5,906.95 $ 6,056.40 $ 6,208.32 $ 6,363.52 $ 6,522.61 Semi-Monthly $ 2,614.77 $ 2,680.14 $ 2,745.22 $ 2,813.85 $ 2,882.41 $ 2,953.48 $ 3,028.20 $ 3,104.16 $ 3,181.76 $ 3,261.31 25 Human Resources Analyst 1157 Annual $ 61,210.93 $ 62,741.33 $ 64,268.07 $ 65,874.90 $ 67,473.93 $ 69,163.55 $ 70,869.04 $ 72,662.20 $ 74,478.75 $ 76,340.72 Risk Manager 1057 Monthly $ 5,100.91 $ 5,228.44 $ 5,355.67 $ 5,489.58 $ 5,622.83 $ 5,763.63 $ 5,905.75 $ 6,055.18 $ 6,206.56 $ 6,361.73 Semi-Monthly $ 2,550.46 $ 2,614.22 $ 2,677.84 $ 2,744.79 $ 2,811.41 $ 2,881.81 $ 2,952.88 $ 3,027.59 $ 3,103.28 $ 3,180.86 24 Clerk of the Board 1056 Annual $ 59,770.64 $ 61,264.90 $ 62,754.52 $ 64,323.26 $ 65,885.16 $ 67,532.04 $ 69,207.75 $ 70,957.44 $ 72,731.37 $ 74,549.66 Noxious Weed Coordinator 2226 Monthly $ 4,980.89 $ 5,105.41 $ 5,229.54 $ 5,360.27 $ 5,490.43 $ 5,627.67 $ 5,767.31 $ 5,913.12 $ 6,060.95 $ 6,212.47 Office Manager 2040 Semi-Monthly $ 2,490.44 1 $ 2,552.70 $ 2,614.77 $ 2,680.14 $ 2,745.22 $ 2,813.84 $ 2,883.66 $ 2,956.56 $ 3,030.47 $ 3,106.24 23 Financial Analyst-Superior Court 4652 Annual $ 58,299.82 $ 59,757.45 $ 61,210.93 $ 62,741.33 $ 64,268.07 $ 65,885.16 $ 67,532.04 $ 69,207.75 $ 70,937.94 $ 72,711.39 Financial Analyst-CentralOps 1158 Monthly $ 4,858.32 $ 4,979.79 $ 5,100.91 $ 5,228.44 $ 5,355.67 $ 5,490.43 $ 5,627.67 $ 5,767.31 $ 5,911.49 $ 6,059.28 Public Records Coordinator 3602 Semi-Monthly $ 2,429.16 $ 2,489.89 $ 2,550.46 $ 2,614.22 $ 2,677.84 $ 2,745.22 $ 2,813.84 $ 2,883.66 $ 2,955.75 $ 3,029.64 Lead Judicial Assistant 4653 Temp Financial Analyst-Central O s 3603 22 Official Court Recorder/Family Law Facilitator 1192 Annual $ 56,918.87 $ 58,341.82 $ 59,770.64 $ 61,264.90 $ 62,769.41 $ 64,327.16 $ 65,929.36 $ 67,576.00 $ 69,265.40 $ 70,997.04 Official Court Recorder/Judicial Assistant 1193 Monthly $ 4,743.24 $ 4,861.82 $ 4,980.89 $ 5,105.41 $ 5,230.78 $ 5,360.60 $ 5,494.11 $ 5,631.33 $ 5,772.12 $ 5,916.42 Semi-Monthlv $ 2,371.62 $ 2,430.91 $ 2,490.44 $ 2,552.70 $ 2,615.39 $ 2,680.30 $ 2,747.06 $ 2,815.67 $ 2,886.06 $ 2,958.21 21 WIC Coordinator/Certifier Annual $ 55,521.80 $ 56,909.83 $ 58,299.82 $ 59,757.45 $ 61,225.82 $ 62,754.52 $ 64,312.76 $ 65,914.95 $ 67,562.83 $ 69,251.90 Monthly $ 4,626.82 $ 4,742.49 $ 4,858.32 $ 4,979.79 $ 5,102.15 $ 5,229.54 $ 5,359.40 $ 5,492.91 $ 5,630.24 $ 5,770.99 Semi-Monthly $ 2,313.41 $ 2,371.24 $ 2,429.16 $ 2,489.89 $ 2,551.08 $ 2,614.77 $ 2,679.70 $ 2,746.46 $ 2,815.12 $ 2,885.50 20 Annual $ 54,184.32 $ 55,538.89 $ 56,903.97 $ 58,326.44 $ 59,755.74 $ 61,240.23 $ 62,783.82 $ 64,342.06 $ 65,950.61 $ 67,599.38 Monthly $ 4,515.36 $ 4,628.24 $ 4,742.00 $ 4,860.54 $ 4,979.65 $ 5,103.35 $ 5,231.99 $ 5,361.84 $ 5,495.88 $ 5,633.28 Semikly2E!h!L $ 2,257.68 $ 2,314.12 $ 2,371.00 $ 2,430.27 $ 2,489.82 $ 2,551.68 $ 2,615.99 $ 2,680.92 $ 2,747.94 $ 2,816.64 19 Administrative Clerk 1055 Annual $ 52,875.65 $ 54,197.02 $ 66,510.80 $ 56,909.83 $ 58,299.82 $ 59,770.64 $ 61,254.88 $ 62,798.72 $ 64,368.68 $ 65,977.90 Monthly $ 4,406.30 $ 4,516.42 $ 5,542.57 $ 4,742.49 $ 4,858.32 $ 4,980.89 $ 5,104.57 $ 5,233.23 $ 5,364.06 $ 5,498.16 Semi-Monthly $ 2,203.15 $ 2,258.21 $ 2,771.28 $ 2,371.24 $ 2,429.16 $ 2,490.44 $ 2,552.29 $ 2,616.61 $ 2,682.03 $ 2,749.08 RANGE CLASSIFICATION TITLE JOB CLASS STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 18 Annual $ 51,626.57 $ 52,917.16 $ 54,198.97 $ 55,554.03 $ 56,918.87 $ 58,335.61 $ 59,799.94 $ 61,284.68 $ 62,816.79 $ 64,387.21 Monthly $ 4,302.21 $ 4,409.76 $ 4,516.58 $ 4,629.50 $ 4,743.24 $ 4,861.30 $ 4,983.33 $ 5,107.06 $ 5,234.73 $ 5,365.60 Semi-Monthly 2,151.11 $ 2,204.88 2,258.29 2,314.75 $ 2,371.62 $ 2,430.65 2,491.66 2,553.53 2,617.37 2,682.80 17 Annual $ 50,362.34 $ 51,621.44 $ 52,890.30 $ 54,212.64 $ 55,536.94 $ 56,933.76 $ 58,344.26 $ 59,814.59 $ 61,309.96 $ 62,842.71 Monthly $ 4,196.86 $ 4,301.79 $ 4,407.53 $ 4,517.72 $ 4,628.08 $ 4,744.48 $ 4,862.02 $ 4,984.55 $ 5,109.16 $ 5,236.89 Semi-Monthly $ 2,098.43 $ 2150.89 $ 2,203.76 $ 2,258.86 $ 2,314.04 $ 2,372.24 $ 2,431.01 $ 2,492.27 $ 2,554.58 $ 2,618.45 16 Annual $ 49,156.73 $ 50,385.79 $ 51,626.57 $ 52,917.16 $ 54,198.97 $ 55,566.49 $ 56,948.42 $ 58,358.67 $ 59,817.64 $ 61,313.08 Monthly $ 4,096.39 $ 4,198.82 $ 4,302.21 $ 4,409.76 $ 4,516.58 $ 4,630.54 $ 4,745.70 $ 4,863.22 $ 4,984.80 $ 5,109.42 Semi-Monthlv $ 2,048.20 1$ 2,099.41 2,151.11 2,204.88 2,258.29 1 $ 2,315.27 2,372.85 2,431.61 $ 2,492.40 2,554.71 15 Deputy Coroner 3071 Annual $ 47,966.01 $ 49,165.27 $ 50,376.99 $ 51,636.33 $ 52,875.65 $ 54,184.32 $ 55,521.80 $ 56,918.87 $ 58,341.84 $ 59,800.39 Monthly $ 3,997.17 $ 4,097.11 $ 4,198.08 $ 4,303.03 $ 4,406.30 $ 4,515.36 $ 4,626.82 $ 4,743.24 $ 4,861.82 $ 4,983.37 Semi-Monthly $ 1,998.58 $ 2,048.55 $ 2,099.04 $ 2,151.51 $ 2,203.15 $ 2,257.68 $ 2,313.41 $ 2,371.62 $ 2,430.91 $ 2,491.68 14 Therapeutic Courts Caseworker 1185 Annual $ 46,805.57 $ 47,975.53 $ 49,142.32 $ 50,370.89 $ 51,597.26 $ 52,890.30 $ 54,213.62 $ 55,581.14 $ 56,970.67 $ 58,394.94 Monthly $ 3,900.46 $ 3,997.96 $ 4,095.19 $ 4,197.57 $ 4,299.77 $ 4,407.53 $ 4,517.80 $ 4,631.76 $ 4,747.56 $ 4,866.24 Semi-Monthly 1,950.23 1,998.98 2,047.60 2,098.79 2,149.89 2,203.76 $ 2,258.90 2,315.88 2,373.78 $ 2,433.12 13 Administrative Assistant-Commissioner's Office 3604 Annual $ 45,672.97 $ 46,814.85 $ 47,951.60 $ 49,150.38 $ 50,362.34 $ 51,611.91 $ 52,905.20 $ 54,228.52 $ 55,584.23 $ 56,973.84 Monthly $ 3,806.08 $ 3,901.24 $ 3,995.97 $ 4,095.86 $ 4,196.86 $ 4,300.99 $ 4,408.77 $ 4,519.04 $ 4,632.02 $ 4,747.82 Semi-Monthiv $ 1,903.04 $ 1,950.62 $ 1,997.98 $ 2,047.93 $ 2,098.43 $ 2,150.50 $ 2,204.38 $ 2,259.52 $ 2,316.01 $ 2,373.91 12 Annual $ 44,570.65 $ 45,684.94 $ 46,805.57 $ 47,975.53 $ 49,142.32 $ 50,376.99 $ 51,641.46 $ 52,919.85 $ 54,242.85 $ 55,598.92 Monthly $ 3,714.22 $ 3,807.08 $ 3,900.46 $ 3,997.96 $ 4,095.19 $ 4,198.08 $ 4,303.46 $ 4,409.99 $ 4,520.24 $ 4,633.24 Semi-Monthly $ 1,857.11 1,903.54 $ 1,950.23 1,998.98 2,047.60 2,099.04 2,151.73 2,204.99 2,260.12 2,316.62 11 Annual $ 43,497.88 $ 44,585.30 $ 45,672.97 $ 46,814.85 $ 47,951.60 $ 49,156.73 $ 50,391.89 $ 51,641.46 $ 52,932.50 $ 54,255.81 Monthly $ 3,624.82 $ 3,715.44 $ 3,806.08 $ 3,901.24 $ 3,995.97 $ 4,096.39 $ 4,199.32 $ 4,303.46 $ 4,411.04 $ 4,521.32 Semi-Monthly $ 1,812.41 $ 1,857.72 $ 1,903.04 $ 1,950.62 $ 1,997.98 $ 2,048.20 $ 2,099.66 $ 2,151.73 $ 2,205.52 $ 2,260.66 10 Customer Service Specialist 2041 Annual $ 42,468.33 $ 43,530.12 $ 44,570.65 $ 45,684.94 $ 46,805.57 $ 47,966.01 $ 49,171.62 $ 50,406.54 $ 51,666.71 $ 52,958.37 Monthly $ 3,539.03 $ 3,627.51 $ 3,714.22 $ 3,807.08 $ 3,900.46 $ 3,997.17 $ 4,097.64 $ 4,200.55 $ 4,305.56 $ 4,413.20 Serni-Monthlv $ 1,769.51 1,813.75 1,857.11 1,903.54 $ 1,950.23 $ 1,998.58 2,048.82 $ 2,100.27 $ 2,152.78 $ 2,206.60 9 Annual $ 41,424.87 $ 42,460.28 $ 43,497.88 $ 44,585.30 $ 45,672.97 $ 46,805.57 $ 47,980.90 $ 49,171.62 $ 50,400.91 $ 51,660.94 Monthly $ 3,452.07 $ 3,538.36 $ 3,624.82 $ 3,715.44 $ 3,806.08 $ 3,900.46 $ 3,998.41 $ 4,097.64 $ 4,200.08 $ 4,305.08 Semi-Monthly $ 1,726.04 $ 1769.18 $ 1,812.41 $ 1,857.72 $ 1,903.04 $ 1,950.23 $ 1,999.20 $ 2,048.82 $ 2,100.04 $ 2,152.54 8 Annual $ 40,439.76 $ 41,450.75 $ 42,438.79 $ 43,499.83 $ 44,570.65 $ 45,687.62 $ 46,819.73 $ 47,995.80 $ 49,195.70 $ 50,425.59 Monthly $ 3,369.98 $ 3,454.23 $ 3,536.57 $ 3,624.99 $ 3,714.22 $ 3,807.30 $ 3,901.64 $ 3,999.65 $ 4,099.64 $ 4,202.13 Semi-Monthly 1,684.99 1,727.11 $ 1,768.28 1,812.49 $ 1,857.11 1,903.65 1,950.82 1,999.83 2,049.82 2,101.07 7 Annual $ 39,440.01 $ 40,425.84 $ 41,424.87 $ 42,460.28 $ 43,497.88 $ 44,570.65 $ 45,687.62 $ 46,849.53 $ 48,020.76 $ 49,221.28 Monthly $ 3,286.67 $ 3,368.82 $ 3,452.07 $ 3,538.36 $ 3,624.82 $ 3,714.22 $ 3,807.30 $ 3,904.13 $ 4,001.73 $ 4,101.77 Serni-MonthIV $ 1,643.33 1$ 1684.41 $ 1,726.04 $ 1,769.18 $ 1,812.41 $ 1,857.11 $ 1,903.65 $ 1,952.06 $ 2,000.87 $ 2,050.89 6 Annual $ 38,514.49 $ 39,477.13 $ 40,454.66 $ 41,466.14 $ 42,468.33 $ 43,526.94 $ 44,614.61 $ 45,732.07 $ 46,875.37 $ 48,047.25 Monthly $ 3,209.54 $ 3,289.76 $ 3,371.22 $ 3,455.51 $ 3,539.03 $ 3,627.25 $ 3,717.88 $ 3,811.01 $ 3,906.28 $ 4,003.94 Semi-Monthly $ 1,604.77 1,644.88 1,685.61 $ 1,727.76 1,769.51 $ 1,813.62 1,858.94 1,905.50 1,953.14 2,001.97 5 Annual $ 37,573.34 $ 38,512.78 $ 39,440.01 $ 40,425.84 $ 41,424.87 $ 42,468.33 $ 43,526.94 $ 44,614.61 $ 45,729.97 $ 46,873.22 Monthly $ 3,131.11 $ 3,209.40 $ 3,286.67 $ 3,368.82 $ 3,452.07 $ 3,539.03 $ 3,627.25 $ 3,717.88 $ 3,810.83 $ 3,906.10 Semi-Monthly $ 1565.56 $ 1604.70 $ 1643.33 $ 1684.41 $ 1726.04 $ 1769.51 $ 1813.62 $ 1858.94 $ 1905.42 $ 1953.05 4 Annual $ 36,691.54 $ 37,608.75 $ 38,514.49 $ 39,477.13 $ 40,454.66 $ 41,469.80 $ 42,512.53 $ 43,556.73 $ 44,645.65 $ 45,761.79 Monthly $ 3,057.63 $ 3,134.06 $ 3,209.54 $ 3,289.76 $ 3,371.22 $ 3,455.82 $ 3,542.71 $ 3,629.73 $ 3,720.47 $ 3,813.48 Semi-Monthiv $ 1528.81 1567.03 $ 1604.77 1644.88 1685.61 $ 1727.91 1771.36 1814.86 1860.24 $ 1906.74 3 Annual $ 35,794.59 $ 36,689.34 $ 37,588.00 $ 38,527.68 $ 39,454.91 $ 40,454.66 $ 41,469.80 $ 42,512.53 $ 43,575.35 $ 44,664.73 Monthly $ 2,982.88 $ 3,057.45 $ 3,132.33 $ 3,210.64 $ 3,287.91 $ 3,371.22 $ 3,455.82 $ 3,542.71 $ 3,631.28 $ 3,722.06 Semi-Monthly $ 1491.44 $ 1528.72 $ 1566.17 $ 1605.32 $ 1643.95 $ 1685.61 $ 1727.91 1 $ 1771.36 $ 1815.64 $ 1861.03 2 Annual $ 34,927.44 $ 35,790.02 $ 36,665.83 $ 37,582.47 $ 38,502.99 $ 39,457.59 $ 40,457.40 $ 41,457.46 $ 41,975.68 $ 42,500.38 Monthly $ 2,910.62 $ 2,982.50 $ 3,055.49 $ 3,131.87 $ 3,208.58 $ 3,288.13 $ 3,371.45 $ 3,454.79 $ 3,497.97 $ 3,541.70 Semi-Monthly 1455.31 1491.25 1527.74 1565.94 1604.29 $ 1644.07 $ 1685.73 1727.39 $ 1748.99 $ 1770.85 1 Central Shop Assistant 4099 Annual $ 34,104.00 $ 34,956.50 $ 35,794.59 $ 36,689.34 $ 37,573.34 $ 38,514.49 $ 39,469.31 $ 40,469.31 $ 41,481.05 $ 42,518.07 Monthly $ 2,842.00 $ 2,913.04 $ 2,982.88 $ 3,057.45 $ 3,131.11 $ 3,209.54 $ 3,289.11 $ 3,372.44 $ 3,456.75 $ 3,543.17 Semi-Monthly $ 1421.00 1$ 1456.52 1 $ 1491.44 1 $ 1528.72 $ 1565.56 $ 1604.77 $ 1644.55 $ 1686.22 $ 1728.38 $ 1771.59 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mary Ransier Ext.422 Department: Human Resources Briefing: ❑X Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 9,2023 Agenda Date: Budget approval Internal Review: ❑X Finance ❑X Human Resources ❑ Legal ❑ Information Technology ❑ Risk (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• Lead Pay Annual Review Background/Executive Summary: As part of the 2024 Budget process, lead pay is reviewed annually for ongoing need, essential functions, and financial impact. Departments were sent reminders on August 10 and August 22 by the Human Resources Director to submit 2024 requests as part of the budget review process. Attached are the additional requests from Departments after the first lead pay review. Budget Impact(amount,funding source,budget amendment): See attached Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval of the additional lead pay requests as presented. Attachments 2024 Additional Lead Pay List Was the opportunity posted in accordance Additional Date with the Employee funding Funding Submitted Union CBA? Name Department Job Title needed? Source Effective Date End Date SR. Emergency 9/27/2023 Tammi Support Mgmt. 5:52 AM AFSCME Yes Wright Services Coordinator No 01/01/2024 12/31/2024 Teamsters 9/26/2023 Appraisers Thomas Assessor's Appraiser Office 5:19 PM Unit N/A Gibbons Office Analyst No budget 01/01/2024 12/31/2024 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: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 9,2023 Agenda Date: October 24,2023 Internal Review: ❑X 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: 2024 Vehicle Take-Home Request for Erin Tesch Backiround/Executive Summary: Take-Home Vehicles are only to be assigned to those meeting the IRS requirements of qualified nonpersonal use vehicles as identified in Publication 5137, or meet the Emergency Response, Specialized Equipment, or Economic Benefit as defined by IRS and outlined in the Mason County Personnel Policy, Chapter 13,Vehicle Use Policy. Budget Impact(amount, funding source,budget amendment): Estimated County take home vehicle costs are included in the 2024 proposed budget Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval of a 2024 Take Home Vehicle for Ein Tesch Attachments Vehicle Take-Home Request form oom --—--—-—- INS. t 9 6 p Employee Name P_yr-=A1 T-CS(-N Department Title/Position I Vick IC Division -yt �le✓ e� Vehicle No&Type ( S'7 - 'ftCoGK County of Residence M A S Primary Work Station 5Fie t U Current Odometer Reading 761 ZR 2- Daily Commute Mlles 12,. Mileage outsite of County(if Daily Business Miles 60 applicable) / Number of emergency call-outs in previous years: April l-Sept.30: /� Oct.1-March 31: (!? Per Mason County Personnel Policy adopted April 2017,Resolution 19-17,requests to authorize Take-Home vehicles must meet at least one of the following criteria. ❑ Emergency Response: The employee has the primary responsibility for responding to emergency situations which require immediate response to protect life or property and the employee is called out at least 12 times per quarter. A"call-out"is defined as a directive to an employee to report to work site during off duty time. Documentation listing the number and nature of call-outs for the six month period from the prior year, In addition,there must be an explanation of why alternate transpiration cannot be used and why a County vehicle cannot he picked up from a designated '.. County parking area, Attach off Justification and back-up documentation to this form. ❑ Economic Benefit: There is an economic benefit to the County.This means the cost of travel reimbursement would exceed the costs associated with Take-Home vehicle, A calculation of this benefit must be submitted with the Take Home Vehicle request. The cost of lost productivity cannot he part of the calculation, Attached mijusttfitation and back-up documentation to this form. ' special Equipment: The Employee has the primary responsibility for responding to emergency situations which require Immediate response to protect life or property and the employee needs a special vehicle and or carries specialized equipment other than communications equipment in order to perform their work outside of normal working hours. A description of this equipment must be submitted with Take-Home Vehicle requests. Attach alifustlficotions and back-up documentation to this farms. O Union Contract: Collective bargaining a g g agreement may provide general language for department director to approve Take-Home Vehicle assignment. Provide union name,contract number,and attached a copy of relevant contract language. Union Local: Note:A County owned Take-Home Vehicle is a fringe benefit that generates a tax(lability,if yourrequest for a Take-Home Vehicle assignment is approved,you are requited to check with payroll to determine your liability. 4 q ft bestor's Signature Date I have read and understand the County Policy governing Take-Home vehicles and County Vehicle use. I certify that this request meets the requirements. n 111 Department Director Date (l ), I certify that this request meets the requirements of the County Policyand recommended the BOCC approve the request. � : ❑ Approved ' ❑ Dented Chair of BOCC Date '.. -Please submit this form to the Risk Manager by September 30th of each year. original m apse n�anagemenL ' Payroll ',.. Takellome Log 1 C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mark Neary Ext. 530 Department: County Administrator Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 16,2023 Agenda Date: October 24,2023 Internal Review: ❑ Finance ❑ Human Resources ❑ Legal ❑ Information Technology ❑ Risk (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• Comprehensive Economic Development Strategy List and Formation of Pacific-Salish Economic Development District Background/Executive Summary: The Pacific-Salish Economic Development District(EDD)encompasses Grays Harbor,Mason,Pacific,and Thurston counties. The four counties have jointly completed the Economic Development Administration (EDA)-approved Comprehensive Economic Development Strategy(CEDS)list which includes multiple geographical areas that meet regional distress criteria. Focus areas include Industry and Entrepreneurial Networks(IEN),Infrastructure Capacity and Modernization(ICM),Economic Opportunity for All(EOA), Environmental Stewardship and Resiliency(ESR). Priority projects for Mason County include workforce housing initiatives,core infrastructure development and expansion,and workforce training and upscaling. Budtet Impact(amount, funding source,budget amendment): N/A Public Outreach (news release, community meeting, etc.): N/A Requested Action: Approval of the Resolution approving the Comprehensive Economic Development Strategy(CEDS)list and forming the Pacific-Salish Economic Development District(EDD)encompassing Grays Harbor,Mason, Pacific,and Thurston counties. Attachments Resolution CEDS List Resolution No. RESOLUTION APPROVING A COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY AND FORMATION OF AN ECONOMIC DEVELOPMENT DISTRICT KNOWN AS THE PACIFIC-SALISH EDD ENCOMPASSING GRAYS HARBOR,MASON,PACIFIC, AND THURSTON COUNTIES IN WASHINGTON STATE WHEREAS, the federal government allows for and encourages the creation of multi jurisdictional Economic Development Districts(EDDs)to facilitate funding and technical assistance programs through the US Economic Development Administration(EDA); and, WHEREAS, Thurston is one of only two counties in Washington State not included in a federally recognized EDD, and the former EDD, Columbia-Pacific (Co1Pac), that housed Grays Harbor, Mason, and Pacific County is no longer in operation; and, WHEREAS, the four counties have jointly completed, through the leadership of their respective Economic Development Organizations (EDOs) an EDA-approved Comprehensive Economic Development Strategy(CEDS)that includes multiple geographical areas that meet EDA's regional distress criteria as set out in 13 CFR§ 301.3(a); and, WHEREAS, federal investment and technical assistance will help the Pacific-Salish region advance capital-intensive infrastructure and other project priorities that are beyond local jurisdiction financial means; and, WHEREAS,the EDD will be professionally managed with supportive federal funding and local in-kind match,governed by a Board of Directors comprised of the four EDO Executives, and incubated at the Thurston County EDC Center for Business and Innovation(CBI); and, WHEREAS,the formation of an Economic Development District(EDD)does not supplant any existing roles or authorities in the region and is effectively a new tool for achieving locally defined economic development goals and priorities; and, NOW,THEREFORE,BE IT RESOLVED,that the Board of County Commissioners of Mason County and Economic Development Council of Mason County Board of Directors hereby supports and approves the CEDS Plan and formation of the new Pacific-Salish Economic Development District pending final approval by the Washington State Governor. DATED this 24t'day of October,2023. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY,WASHINGTON McKenzie Smith,Clerk of the Board Sharon Trask,Chair APPROVED AS TO FORM: Randy Neatherlin,Vice-Chair Tim Whitehead,Chief Deputy Prosecuting Attorney Kevin Shutty,Commissioner • • CO ` •CP 111111,'ll � I 0-3 THURSTON COUNTY 1854 1854 11111SHING ,���\\�������� ' ' . Development Comprehensive Economic Development Strategy (CEDS) Working Draft: 10-2-2023 October 2023 Table of Contents ExecutiveSummary..................................................................................................................................................1 ThePacific-Salish Region..........................................................................................................................................2 PhysicalLandscape............................................................................................................................................2 Socioeconomic Landscape.................................................................................................................................3 Population...................................................................................................................................................3 Demographics.............................................................................................................................................6 Housing .......................................................................................................................................................8 Income ......................................................................................................................................................10 LaborForce Participation..........................................................................................................................15 Educational Attainment, Unemployment and Poverty............................................................................16 CommutingProfile....................................................................................................................................19 Business and Industry Landscape....................................................................................................................20 BusinessEstablishments...........................................................................................................................20 Industry Group Cluster Insights ................................................................................................................20 Core and Emerging Industry Insights........................................................................................................25 OccupationInsights...................................................................................................................................31 Resiliency................................................................................................................................................................34 Environmental .................................................................................................................................................34 Socioeconomic.................................................................................................................................................34 LegacyIndustries.............................................................................................................................................34 MarineIndustry Cluster............................................................................................................................34 Wood Products Industry Cluster...............................................................................................................35 Agriculture ................................................................................................................................................35 Emergency Preparedness................................................................................................................................35 EconomicDisaster.....................................................................................................................................35 PhysicalDisaster........................................................................................................................................36 SWOTAnalysis........................................................................................................................................................38 Strengths..........................................................................................................................................................38 Weaknesses.....................................................................................................................................................38 Opportunities ..................................................................................................................................................39 Threats.............................................................................................................................................................41 Infrastructure.........................................................................................................................................................42 Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) Broadband Infrastructure................................................................................................................................42 GraysHarbor.............................................................................................................................................43 MasonCounty...........................................................................................................................................43 PacificCounty............................................................................................................................................44 ThurstonCounty .......................................................................................................................................44 Vision, Focus Areas, Goals and Objectives.............................................................................................................46 VisionStatement.............................................................................................................................................46 Focus Areas, goals and Objectives ..................................................................................................................46 Focus Area: Industry and Entrepreneurial Networks (IEN) ......................................................................46 Focus Area: Infrastructure Capacity and Modernization (ICM)................................................................47 Focus Area: Economic Opportunity for All (EOA) .....................................................................................47 Focus Area: Environmental Stewardship and Resiliency(ESR).................................................................48 PriorityActions and Projects..................................................................................................................................49 Economic Development Partners..........................................................................................................................55 EvaluationFramework...........................................................................................................................................57 Appendix A—Community Engagement Inventory...............................................................................................A-1 MasonCounty...............................................................................................................................................A-1 GraysHarbor County.....................................................................................................................................A-1 ThurstonCounty............................................................................................................................................A-2 PacificCounty................................................................................................................................................A-3 AppendixB—Regional Plans Summary................................................................................................................ B-1 Appendix C—Pacific-Salish EDD Project Inventory by County.............................................................................C-1 Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) Table of Figures & Tables Figure 1: Population Growth 2010-2020 .................................................................................................................3 Table 1: Current Population Estimates, 2022..........................................................................................................3 Figure 2: County Population Densities, 1980-2020 .................................................................................................5 Table 2: Pac-Salish Urban/Rural Breakdown by County, 2021................................................................................6 Figure 3: Pacific-Salish Population by Race/Ethnicity, 2020 Snapshot....................................................................6 Figure 4: Pacific-Salish Race and Ethnicity Shifts, 2010-2020..................................................................................7 Figure 5: Pacific-Salish Average Age, 2010-2020.....................................................................................................7 Figure 6: Pac-Salish Housing by Urban/Rural, 2022.................................................................................................8 Figure 7: Pacific-Salish Median House Value (owner-occupied units), 2010-2020.................................................9 Figure 8: Pacific-Salish Homeowner and Rental Vacancy Rates, 2010-2020...........................................................9 Figure 9: Pacific-Salish Renter-Occupied Housing Units (% of Occupied Units), 2010-2020.................................10 Figure 10: Pacific-Salish Median Household and Per Capita Income, 2010-2020.................................................10 Figure 11: Pacific-Salish Median and Mean Income Trend, 2010-2020................................................................11 Table 3: ALICE Households by Pac-Salish County ..................................................................................................11 Figure 12: ALICE Households by County and ZIP Code Trade Area (Percent) .......................................................12 Figure 13: ALICE Households by County and ZIP Code Trade Area (Percent) .......................................................13 Figure 14: ALICE Households by County and ZIP Code Trade Area (Number).......................................................14 Figure 15: Pacific-Salish Labor Force Participation Rate, 2010-2020....................................................................15 Figure 16: Pacific-Salish Labor Force Participation for People with a Disability, 2012-2020................................15 Figure 17: Pacific-Salish Educational Attainment, Age 25-64: 2020 Snapshot......................................................16 Figure 18: Pacific-Salish Ave Annual Unemployment Rate by Educational Attainment, 2010-2020....................16 Figure 19: Pacific-Salish Unemployment Rate, 2010-2020....................................................................................17 Figure 20: Pacific-Salish Ave Annual Unemployment Rate by Race, 2010-2020...................................................17 Figure 21: Pacific-Salish Ave Annual Unemployment Rate by Gender: 2010-2020 ..............................................18 Figure 22: Pacific-Salish Poverty Levels, 2012-2020..............................................................................................18 Figure 23: Pacific-Salish Uninsured Resident Population by Percentage, 2012-2020...........................................19 Figure 24: Pacific-Salish Mean Commute Time (minutes), 2010-2020..................................................................19 Figure 25: %of Pacific-Salish Workers that Commute via Public Transportation, 2010-2020..............................19 Figure 26: Total Establishments in Pac-Salish EDD by County, 1990-2022 ...........................................................20 Figure 27: Pacific-Salish Industry Groups by Location Quotient, 2023..................................................................21 Figure 28: Pac-Salish Industry Group 10-Yr Historical Employment Performance, 2012-2022 ............................22 Figure 29: Pac-Salish Industry Groups,Av Annual Employment Historical Rate (%) Q3 2012-Q3 2022..............22 Figure 30: Pac-Salish Industry Group 10 Yr. Employment Growth Forecast, 2022-2032......................................23 Figure 31: Pac-Salish Industry Groups,Av Annual Employment Growth Forecast (%) Q3 2022-Q3 2032............24 Figure 32: Pac-Salish Industry Group Employment Change, 10 Yr. Hist. and 10 Yr. Forecast Comparison ..........24 Table 4: Media (Chmura Cluster) in Pacific-Salish EDD, Q3 2022..........................................................................25 Table 5: Health (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 .........................................................................26 Table 6: Professional Services (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 ..................................................27 Table 7: Construction (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 ...............................................................28 Table 8: Agricultural (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 .................................................................29 Pacific-Salish Economic Development District iii Comprehensive Economic Development Strategy(CEDS) Table 9: Pac-Salish Agricultural Statistics (2017)...................................................................................................30 Figure 33: Pacific-Salish EDD Employment Volume by 2-Digit Occupation Codes: Q3 2022 ................................31 Table 10:Top 20 6-Digit Pac-Salish Occupations by Volume, Q3 2022.................................................................32 Figure 34: Av Annual Occupation Gaps over 10 Years in Pac-Salish, 2-Yr Degree or Higher(Q3 2023) ...............33 Figure 35: Washington Residents in the Tsunami Inundation Zone (2am summer weekend scenario)...............36 Figure 36: Likely Tsunami Inundation Zones, Pac-Salish Region ...........................................................................37 Figure 37: %of Population with No Internet.........................................................................................................43 Pacific-Salish Economic Development District iv Comprehensive Economic Development Strategy(CEDS) Executive Summary Complete (what matters most) or delete (already too long) post-public review. Or create separate fact sheet. Pacific-Salish Economic Development District 1 Comprehensive Economic Development Strategy(CEDS) The Pacific-Salish Region PHYSICAL LANDSCAPE The Pacific-Salish Economic Development District encompasses four counties located in the southwest corner of Washington State. Pacific and Grays Harbor Counties line the Pacific Ocean, while to the east, Mason and Thurston Counties border the southernmost point of the Salish Sea' in South Puget Sound.The greater region spans from the Columbia River to the south,to the Olympic Mountains in the north. ` From the center of the region, both Portland and Seattle can be _ reached in approximately ninety minutes. While populated by a number of medium-sized cities and small towns,the region remains heavily forested with an abundance of lakes, rivers and streams. The region receives more precipitation than most of the US, but winters are mild and summers are glorious. The northwestern corner of the region is considered remote and the gateway to the quietest place in the United States, deep in the temperate Olympic Rain Forest (https://onesquareinch.org/). Conversely, Olympia, in the eastern part of the region, is the seat of Thurston County, and also the Capitol City for Washington State. The region is served by multiple transportation options. Interstate 5 runs N-S through Thurston County. State Highway 12 connects the coast to Interstate 5, and State Highway 101 provides N-S connectivity on both the Pacific coast and from Olympia north through Shelton adjacent to Puget Sound. Multiple rail lines facilitate the movement of cargo and passengers. Multiple sea ports provide shipping access for primarily breakbulk cargo via both the Pacific Ocean and inland Puget Sound. SeaTac international airport is located 45 minutes north in King County, and Portland International about 90 minutes south. The region also features 2,339 farms, ranches and aquaculture operations (more on these in Industries section), as well as beach towns,tribal reservations and the Fort Lewis US Military Base. df atria KitSnP Alpine cakes 3- W Ike",as 4 Kuiy Kent Wen a Kithta& Olympia 1 rnWston P,eme Mnunr Rnime 1{ National Park 1 +2 Yakima Lewis /2 Yakima %Vahkiakum A�torl „„s_ro.-rP_e OngVlewl-' '.''Z GrNmd Pinthof - Nsfionnl Fnresf 'https:Hen.wikipedia.org/wiki/Salish Sea Pacific-Salish Economic Development District 2 Comprehensive Economic Development Strategy(CEDS) SOCIOECONOMIC LANDSCAPE Original Peoples Population The Pacific-Salish region has been inhabited since time immemorial by multiple Indigenous tribes. The Pacific-Salish region is home to approximately The descendants of the original inhabitants 450,000 people. Over the decade between 2010 and include, but are not limited to the Chehalis, 2020, the region grew over 12%and at a clip with the Quinault, Nisqually, Squaxin, Chinook Nation, overall Washington State average. Like most of the Skokomish and Shoalwater Bay Tribes. Today, country, the most significant population was in the Age local tribes operate a variety of successful natural 65-74 cohort, which grew from 8%to just over 12%of resource and business enterprises and, in some the total population, while the median age rose to 41.6 cases, are the primary economic engines in rural from 40.3. As of 2022,the region is home to areas of the region. approximately 6%of the Washington State population. Figure 1: Population Growth 2010-2020 450,000 445,914 440,000 437,982 430,559 430,000 423,848 419,347 420,000 415,578 412,457 409,600 410,000 406,172 401,907 400,000 396,134 390,000 380,000 370,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ As of 2022, each county's population/population rank relative to all 39 WA counties are as follows: Table 1: Current Population Estimates, 2022 2022 POPULATION ESTIMATE 1 COUNTY POPULATION RANK 'M7 ,N1 Grays Harbor 76,400 19 Mason 66,200 20 Pacific 23,600 28 Thurston 300,500 6 Total Pacific-Salish Population 466,700 NA Source:OFM Forecasting and Research Division Pacific-Salish Economic Development District 3 Comprehensive Economic Development Strategy(CEDS) The table above underscores several regional nuances addressed elsewhere in this document. First,Thurston County is by far the largest population center. In addition to hosting the State Capitol, it is the only Pac-Salish county transected by Interstate 5. With such a high concentration of the population in one corner of the region, industry cluster structures and supply chain performance are impacted in multiple ways. For example, a person commuting to Thurston from another county for employment may also purchase a sizable portion of goods and services there rather than in their home county. A prime example of this dynamic occurs in the City of Olympia. As the seat of state government,the City is a net importer of jobs. Over 48,000 non-residents commute into the City for work each day. Conversely, of the 24,000 Olympian who are employed, 13,000 leave Olympia for work and just 9,000 both live and work in the City. In short, spending circulates greatly throughout and outside of the region. Second, as a whole,the region has continued to grow even faster than the 2010 decade the past two years. While formal analysis has not yet confirmed this, it is clear that this is in large part the result of the pandemic and resulting increase in the share of workforce now working from home2. While some workers have returned, many have not and others are working hybrid with minimal trips to the office. The Pac-Salish region has been a destination for these workers given the quality of life and relative affordability compared to large metro areas like Seattle.The impact is manifest in rapidly escalating home prices driven by wealthier buyers as well as lack of stock to keep up with in migration. A final important nuance to the population data is the proliferation of second homes and vacation rentals, and the seasonal,transitory nature of seasonal residency.This is particularly challenging for the small but scenic communities in our region. APRIL 27,2023 LOCAL HOUSING-WHAT " Many affordable rentals once available to year-round workers WE HAVE LEARNED SO FAR Jom us for an update on the work of the P—tw have been converted to seasonal recreation use. Equally County _ng Work.ng Group on W"housing needs a oppo,tunlee,. challenging, many communities on the coast have a small year- round population,yet must finance infrastructure to ,S accommodate summer visitors that, in some cases, double the NtJO.T PA 11K Co T,Hws,I AU, community's population for several months a year. WIIIapa Community Devstop—t A.— N- With respect to densification, the following maps show shifts for WA Counties between 1980 and 2020. In the Pac-Salish region, Grays Harbor remained in the 20-50 persons per square mile (PPSM) range, while Pacific grew from 5-10 to 10-20, Mason from 20-50 to 50-100, and Thurston from 100-200 to 200-400 PPSM. Pacific and Grays Harbor remain eligible for rural assistance' under Washington State rules, but Mason and Thurston no longer meet the criteria. 2 E.g.,In 2022,TRPC estimated 71.1%of Capitol Campus workers and 63.3%of ALL Thurston Workers were still tele-commuting. 3 For more about rural assistance opportunities in Grays Harbor and Pacific Counties:https://ofm.wa.govhttps://ofm.wa.gov/washington-data-research/population-data-research/population- demographics/population-estimates/population-density/select-references-population-density-washington-lawpopulation-estimates/population-density/select-references-population-density-washington-law Pacific-Salish Economic Development District 4 Comprehensive Economic Development Strategy(CEDS) Figure 2: County Population Densities, 1980-2020 1980 Whatcom Ok San J uan i Ile Stagit Srers Persons!Sq. Mi.Clellam island 0-5 Snohomish _ 5-10 Chelan Jefferson Douglas 10-20 �. Kits a-, Spokane 20-5.0 King 50-100 htas cn Grays Harbor Kittitas Grant _ 100-200 Thurston Pierce 200-400 VV h itm 400-700 Pause Lewis Frank lin Yakirna Waftiakum Benton Cowlitz Walla Walla Asotin Clark IWW 2020 Whatcom San J uan ills Sesyit Persons I Sq. M i. Clallam Is ksnc _ 0-5 Snohomish — 5-10 Chelsn Jefferson Dough 10-20 Kitsac Spokane 20-50 King 50-100 h,tas c n Grays Harbor k:.ittitss Grant 100-200 7h=be Pierce Whitman 200-400 _ 400-700 Pacific Lewis Franc lin 700-1100 i's•in-s Waftiakum Benton Cowlitz Walla Wane TAsatiro 4 r—ni. Klick itat Source:OFM Forecasting and Research Division Pacific-Salish Economic Development District 5 Comprehensive Economic Development Strategy(CEDS) As noted earlier, Thurston County is the population center of the Pac-Salish region (64%of total).Yet the region as a whole is mostly rural, even when including Thurston County. While the US Census does not define rural, it does consider rural to include all people, housing and territory not within an urban area.The Census defines urban in two ways: Urbanized Areas of 50,000 or more people; and Urbanized Clusters with 2.500- 49,999 people.4 The table below shows how that breaks out for the Pac-Salish region. Table 2: Pac-Salish Urban/Rural Breakdown by County, 2021 AREASCOUNTY % RURAL URBAN Grays Harbor 52% Aberdeen, Hoquiam,Ocean Shores and Montesano Mason 85% Shelton Pacific 87% Raymond Thurston 48% Lacey,Olympia,Tumwater,Yelm, Rochester,Tanglewilde,Grand Mound Source:US Census Quick Facts;Washington State OFM;J Robertson and Company Demographics While the majority of the region's population is still White, Non-Hispanic, it has undergone diversification over the past decade.That diversification has accelerated recently, driven primarily by Hispanic/Latino and Multiracial population growth. Figure 3: Pacific-Salish Population by Race/Ethnicity, 2020 Snapshot 90% 81.3% 80% 70% 60% 50% 40% 30% 20% 10% 2.3/0 o 1.9/0 0 0.7% 2.6/o 4.2% 0 7.0% 9.6% ■ . 0% — White Black or American Asian Native Some Two or Hispanic or African Indian and Hawaiian Other Race More Latino(of American Alaska and Other Races any race) Native Pacific Islander Source:JobsEQ 4 https://www.hrsa.gov/rural-health/about-us/what-is- ru ra I#:-:text=The%20Ce n s us%20d oes%20n of%20d efi n e,U Cs)%20of%202%2C500%20%2 D%2049%2C 999%20p eo p I e Pacific-Salish Economic Development District 6 Comprehensive Economic Development Strategy(CEDS) Figure 4: Pacific-Salish Race and Ethnicity Shifts, 2010-2020 100% 90% 15.2% 15.1% 15.3% 15.5% 15.8% 15.9% 16.0% 16.2% 16.6% 16.9% 18.7% 80% 70% 60% 50% 40% 84.8% 84.9% 84.7% 84.5% 84.2% 84.1% 84.0% 83.8% 83.4% 83.1% 81.3% 30% 20% 10% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ■White Other Race,Two or More Races Source:JobsEQ Like the rest of the US,the average age in the Pac-Salish region is rising-from a median of 40.3 in 2020, to 44.6 in 2020. As shown below,the largest shift over the last decade is in the age 65-74 "baby boomer" cohort. Over that same period,the region has also seen a decreasing percentage in the number of children under age 18. Figure 5: Pacific-Salish Average Age, 2010-2020 2020 fi• 20.6% 12.2% 2019 fi• 20.8% 11.8% 2018 fi• 21.0% 11.4% 2017 fi• 21.2% 11.0% 2016 fi• 21.3% 10.5% 2015 fi• 21.4% 10.0% 2014 fi• 21.6% 9.5 2013 fi• 21.8% 19.0% 2012 fi• 22.0% 8.7%fi• 2011 fi• 22.2% 8.3%fi• 2010 fi• 22.3% 8.0%fi• 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ■ Under 18 Years ■ 18 to 24 Years ■25 to 34 Years 35 to 44 Years ■45 to 54 Years ■55 to 64 Years ■65 to 74 Years ■75 Years and Over Source:JobsEQ Pacific-Salish Economic Development District 7 Comprehensive Economic Development Strategy(CEDS) Housing As of 2022,there were an estimated 211,501 units of housing in the Pac-Salish Region. As the charts below show,those units were fairly evenly located in incorporated and unincorporated areas. Consistent with population totals,the greatest volume of housing is in Thurston County. Grays Harbor is the only other county to have more housing in urban environments than rural. Washington's Growth Management Act (GMA) encourages development in urban areas, so trends are likely to show increased density in cities.This could have adverse impacts on rural counties with inadequate infrastructure or access to related financing to support GMA mandated density. *It should be noted that Grays Harbor is the only county in the Pac-Salish Region that does not plan under the Growth Management Act. Figure 6: Pac-Salish Housing by Urban/Rural, 2022 99,040 47% 112,461 53% Unincorporated Incorporated Source:OFM Forecasting and Research Division 140,000 120,000 100,000 67,261 80,000 60,000 40,000 3,91 20,000 id 29,838 0 Grays Harbor County Mason County Pacific County Thurston County Unincorporated . Incorporated Source:OFM Forecasting and Research Division Pacific-Salish Economic Development District 8 Comprehensive Economic Development Strategy(CEDS) Following the turbulence of the Great Recession, regional home values remained stagnant, and even declined. However, by 2017, real estate values began to rise and then spiked during the pandemic. Home prices are particularly high where people are able to remain working from home. For example, in Thurston County,the seat of State Government,the median value of single-family home in 2023 has crested $500,000. Figure 7: Pacific-Salish Median House Value (owner-occupied units), 2010-2020 $300,000 $275,996 $253,151 $250,000 $227 683$230,800$225 469 $226 437$239,050 $219,262$215,969$214,949$217,022 ' $200,000 $150,000 $100,000 $50,000 $0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ While there are many benefits to being a desirable region to live in,there are also challenges. For more than a decade, the region has failed to construct enough homes to keep pace with growth.As a result,vacancy rates have continued to decline and rents have risen. Figure 8: Pacific-Salish Homeowner and Rental Vacancy Rates, 2010-2020 7% 6% 5% 4.2% 4.2% 4% 3% 2.3% ° ° 1.2% 1% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Homeowner Vacancy Rental Vacancy Source:JobsEQ Pacific-Salish Economic Development District 9 Comprehensive Economic Development Strategy(CEDS) Overall, the region's share of rental properties has remained around 30%of total housing stock. However, in more urban areas such as the City of Olympia, over 50%of housing units are rentals. Figure 9: Pacific-Salish Renter-Occupied Housing Units (% of Occupied Units), 2010-2020 40% 35% 321% 32.7% 33.3% 33.2% 33.4% 31.9% o 30.1% 30.1% 30.2% 30.8% 31.0% 30% 25% 20% 15% 10% 5% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ Income Both median household and per capita income remained stagnant following the Great Recession. Both began to inch upward in 2016,though at a slower pace for per capita income. While official data is pending, it appears incomes have continued to grow since, albeit not as fast as inflation. Figure 10: Pacific-Salish Median Household and Per Capita Income, 2010-2020 $80,000 $68,110 $70,000 $60,000 $54,468 $50,000 $40,000 $33,478 $30,000 $26,826 $20,000 $10,000 $0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Median Household Income Per Capita Income Source:JobsEQ Pacific-Salish Economic Development District 10 Comprehensive Economic Development Strategy(CEDS) In 2010, mean and median income were separated by about$11,500. By 2020,the gap had grown to over $14,700, meaning a smaller subset of households have experienced much stronger income gains. Figure 11: Pacific-Salish Median and Mean Income Trend, 2010-2020 $90,000 $82,854 $80,457 $80,000 $76,897 $70,328 $73,329 $70,000 $65,964 $67,298 $67,538 $67,275 $67,915 $68,005 $68,110 $62,679 $65,155 $59,434 $60,000 $54,468 $56,256 1$56,261 1 $55,595 $55,954 $55,679 $56,865 $50,000 $40,000 $30,000 $20,000 $10,000 $0 ■ 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ■ Median Income (dollars) Mean Income (dollars) Source:JobsEQ Perhaps a more effective way to evaluate income and financial security is through a review of ALICE° data. ALICE, a United Way acronym which stands for Asset Limited, Income Constrained, Employed —represents the growing number of individuals and families who are working, but unable to afford basic necessities like housing,food, childcare, health care, and transportation. These are often people who provide essential services—teachers, mechanics, police officers. Statewide, a combined total of 33% households live below the ALICE and/or federal poverty threshold. But in parts of the Pac-Salish region,that figure is much higher—in particular, Pacific County, where 59%of households were living below the ALICE threshold as of 2021. Table 3:ALICE Households by Pac-Salish County poverty thresholdi County % below federal threshold State Average 9% 24% 33% Grays Harbor 10% 36% 46% Mason 12% 28% 40% Pacific 14% 45% 59% Thurston 10% 22% 32% Source:unitedforalice.org As shown in the zip code charts below, some areas of the Pac-Salish region are considerably more at-risk (inability to pay for medical incidents, make rent, grow savings, et al)than others. Pacific-Salish Economic Development District 11 Comprehensive Economic Development Strategy(CEDS) Grays Har•or Thurston 98506- 98512- Olympia, Olympia, 98535-Copalis Beach 98587-Taholah 98530-Bucoda 98589-Tenino Lacey Tumwater 59 52 46 37 1 36 35 98586-South 8527-Bay Center 98547-Grayland Bend 98501- 82 76 72 98503-Olympia, Olympia, 98579- 98550-Hoquiam 98520-Aberdeen Lacey Tumwater Rochester 98597-Yelm 50 49 39 34 33 33 98513- 98516- Olympia, 98614-Chinook 98631- Long Beach 98502-Olympia 98576-Rainier Olympia, Lacey Lacey 60 60 98595- 38 33 30 25 98566-Neilton Westport 98541-Elma 8644-Seaview 44 43 42 71 98584-Shelton, Skokomish 98640-Ocean Park 98569-Ocean Nation Shores 98555-Lilliwaup 42 98588- 98546- 58 98624-Ilwaco 55 Tahuya Grapeview 50 40 98563- 98568 39 38 Monesano Oakville 39 38 98524- 8638-Naselle 98577-Raymond 98590-Tokeland 98557-McCleary 98537-Cosmopolis 98548-Hoodsport 98528-Belfair 98592-Union Allyn 62 53 1 39 34 43 40 29 18 N N s ' s BSSS sA°� Q� 8SI3. �d`A O/y Ss O� 8516 O/yip ap a dcP f Figure 13: ALICE Households by County and ZIP Code Trade Area (Percent) %of Pac-Salish Households Living Below ALICE Threshold, by County and Zip Code Trade Area: 2021 00 (01 985j6, �a�P., Rd/�.Pr 33 ,• 9857g-Rochester,33 • . 98597-Yelm,33Chinook,,• 98501-Olympia,... 9ssli ONmpia,• Thurston 98640 Ocean 8506-OIVn'Pia'�a�e.. so Source:U nited for Alice,J Robertson and Company Zer�O 3V �5°3 0 �9 J`°aa Ae y�,a � � 8S3s•ro A O bM ti in A D W EconomicDevelopment District Comprehensive E • • Development While Pacific has the highest percentage of households living below the ALICE threshold,Thurston has the highest volume of ALICE households. Those volumes are clustered around Olympia and Tumwater. Shelton, Skokomish Nation, Aberdeen and Hoquiam have high volumes as well. Figure 14: ALICE Households by County and ZIP Code Trade Area (Number) #of Pac-Salish Households Living Below ALICE Threshold by County and Zip Code Trade Area:2021 (67,574 total households) (see prior chart for county color-coding) 7,000 6,706 6,227 6,000 5,744 5,504 5,000 4,325 4,069 4,000 3,321 3,15 083,082 3,000 2,447 1,942 2,000 1,714,653 ' 149�448 1,201 081938 1,000 610 529 526 511 509 504 484 419 391 38 34 2 29 23 2 15 19 17 10 17 4 2 48 0 1111111111 ' ' ' ; � ; ' , : . . : : = - eJ met `oc .a at �O�eJ eOJh� A et pa �493,c�a�6 cyo` �oo et �agAa a •a�cy� .roa o c a���r,�Q o `�et o c mcQo e op oee c ,e c F� 5; oc of y aF 5 01 oo oe Ca �e P aG � O v I \ G0J Q \\ \; A ,\o� � bq `� i O � 95 ("(0 4C? � �Oo \Jao � ph �� CO �0�� c � O � C5 b� Source:United for Alice,J Robertson and Company Pacific-Salish Economic Development District 14 Comprehensive Economic Development Strategy(CEDS) Labor Force Participation Total labor force participation (206,105 people of working age) is down 1-3%across all major cohort areas from a decade ago. However, it has actually been trending up for people with disabilities,thanks to advocacy by Morningside, Coastal Community Action Programs, and other regional organizations that offer job development,training and support services. Figure 15: Pacific-Salish Labor Force Participation Rate, 2010-2020 100% 79.0% 800 0 177.9% 73.9% -71.3% 0 60.3% 57.3% 40 20% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Labor Force Participation Rate and Size (civilian population 16 years and over) Prime-Age Labor Force Participation Rate and Size (civilian population 25-54) Veterans Labor Force Participation Rate and Size,Age 18-64 Source:JobsEQ Figure 16: Pacific-Salish Labor Force Participation for People with a Disability, 2012-2020 50% 45% 42.8% 43.5% 40% 35% 30% 25% 20% 15% 10% 5% 0% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ Pacific-Salish Economic Development District 15 Comprehensive Economic Development Strategy(CEDS) Educational Attainment, Unemployment and Poverty Just over 40% of the region's residents has attained Associate's Degree or higher, and over 82% have a high school degree or higher certificate/diploma. Unemployment rates are considerably lower the higher a person's education attainment level. Figure 17: Pacific-Salish Educational Attainment, Age 25-64: 2020 Snapshot 30% 25.7% 26.2% 25% 20% 18.5% 15% 11.9% 10.0% 10% 7 7% 5% 0% No High School High School Some College, Associate's Bachelor's Postgraduate Diploma Graduate No Degree Degree Degree Degree Source:JobsEQ Figure 18: Pacific-Salish Ave Annual Unemployment Rate by Educational Attainment, 2010-2020 1 °° 14.9% 14% 12% 9.8% 10% 8% 7.0% 6% 4% 3.7% 2% 0% No High School Diploma High School Graduate Some College or Bachelor's Degree or Associate's Degree Higher Source:JobsEQ Pacific-Salish Economic Development District 16 Comprehensive Economic Development Strategy(CEDS) The figures below shows the average decade-long unemployment rate by overall, race cohort and gender. Overall, the rate grew during and post Great Recession, but has stabilized in ensuing years (COVID data pending). As the region moves forward, it will be critical to build an inclusive job market through proactive engagement and promotion of training and educational opportunities. Notably, after nearly a decade of 3-4% separation, male and female employment appears to have balanced. Figure 19: Pacific-Salish Unemployment Rate, 2010-2020 120 0 11.1% 10.4% 10.6% 10.0 10% 9.3% 9.3% 8.5% 8.1% 0 8 0 7.2% 6.6% 6.2 6% 4% 2% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ Figure 20: Pacific-Salish Ave Annual Unemployment Rate by Race, 2010-2020 18% 16.0% 16% 14/ 0 13.2% 13.5% 11.7% 12% 10% 8.6% 9.8% 9.1% 8% 7.3% 6% 4% 2% 0% White Black or American Asian Native Some Other Two or Hispanic or African Indian and Hawaiian Race More Races Latino (of American Alaska and Other any race) Native Pacific Islander Source:JobsEQ Pacific-Salish Economic Development District 17 Comprehensive Economic Development Strategy(CEDS) Figure 21: Pacific-Salish Ave Annual Unemployment Rate by Gender: 2010-2020 14% 13.3% 12.3% 12.6% 11.8% 12% 10.6% 10.9% 10% 9.7% 8.2% 8.6% 8.9/0 9.2% 0 8.4% 9.1% o 8.0/ 7.9% 8% 7.5% 7.3% 6.8% 7.0% 6.5% 6.5%6.3% 6% 4% 2% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ■ Male Female Source:JobsEQ As unemployment rates declined, so,too, have poverty rates.The regional poverty level (federally defined vs United Way ALICE data) has dropped 2.4%since 2012. Yet more than 1 in 10 people in the region struggle to make ends meet (rent, food, childcare, et al). One critical factor in poverty reduction to date has been the Affordable Care Act.Those suffering major medical setbacks now have a chance to survive the economic impact. Uninsured residents have dropped from 13.4%(2012)to 5.3% (2020). Figure 22: Pacific-Salish Poverty Levels, 2012-2020 18% 16% 13.9% 14% 13.2% 12% 13.7% 10% 11.3% 8% 6% 4% 2% 0% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Poverty Level (of all people) Households Receiving Food Stamps/SNAP Source:JobsEQ Pacific-Salish Economic Development District 18 Comprehensive Economic Development Strategy(CEDS) Figure 23: Pacific-Salish Uninsured Resident Population by Percentage, 2012-2020 15% 13.4% 10% 5.3 5% 0% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Uninsured Source:JobsEQ Commuting Profile Over the last decade,the average commute time in the Pac-Salish region has slightly increased.The shift likely reflects a number of factors, including people finding more affordable housing further from employment centers and population growth adding traffic volumes on constrained highways and arterials. Public transit use has declined, but there is hope that growth will occur given the rise of zero-fare transit options (Grays Harbor {youth}, Mason and Thurston). Figure 24: Pacific-Salish Mean Commute Time (minutes), 2010-2020 30 25.5 25.6 25.5 25.4 25.2 25.2 25.5 26.2 26.8 27.4 27.8 25 20 15 10 5 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ Figure 25: %of Pacific-Salish Workers that Commute via Public Transportation, 2010-2020 3% 2.0% ° ° 1.6% 2% 1% 1% 0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source:JobsEQ Pacific-Salish Economic Development District 19 Comprehensive Economic Development Strategy(CEDS) BUSINESS AND INDUSTRY LANDSCAPE Business Establishments Since 1990,the region has added nearly 5,000 new establishments. Approximately 4,500 of them are located in Thurston County.All counties experienced a net decline in establishments during the pandemic, but appear to be recovering as of mid-2023. Figure 26: Total Establishments in Pac-Salish EDD by County, 1990-2022 12,000 10,000 8,000 6,000 4,000 2,000 w 0 c-I c-I ri c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I ri c-I r-I c-I c-I c-I c-I c-I c-I c-I c-I c-I O O O O O O O O O O O O O O O O O O O O O O O O O O O O i m Ln r` d) ri ri m Ln r\ d) ri ri cn Ln r\ di ri ri m Ln r\ di ri ri m Ln r, O O O O O O O O O O ri O O O O O ri O O O O O ri O O O O o r-1 N m -4 Ln r\ oo d) o r-1 N 4 Ln 6 r, oo d) ri (V M 4 Ln w o0 dl o r-1 a) Ql M Ql of of Ql Ql Ol O O O O O O O O O ri ri ri ri ri ri ri r1 N N a) M Ol (n (n a) a) a) M O O O O O O O O O O O O O O O O O O O ri e--I ri ri ri c-I c-I ri ri N N N N N N N N N N N N N N N N N N N Thurston —Grays Harbor Source:JobsEQ Industry Group Cluster Insights This section provides an overview of regional industry sectors through a variety of lenses. The chart below shows the location quotient of specific sectors relative to the US as a whole. A score of 1 means industry presence (employment per capita) is similar to national average. Higher scores mean a heavier presence, and lower scores lighter presence,than might be expected. The Pacific-Salish economy continues to have a strong natural-resource based economy, with wood products and agricultural presence more than double the US average. Public administration is nearly quadruple the national average, not only because Pac-Salish hosts the seat of state government, but because it is also home to large swath of publicly managed lands and a major military base.There are also six Sovereign Tribal Nations located within the Pac-Salish region, each with its own governance and administration. Pacific-Salish Economic Development District 20 Comprehensive Economic Development Strategy(CEDS) Figure 27: Pacific-Salish Industry Groups by Location Quotient, 2023 Public Administration 3.92 Wood/Paper 1 2.59 Agricultural 1.68 Food Manufacturing 1.06 Education 1.04 Construction 0.94 Retail 0.94 Consumer Services 0.93 Health 0.92 Utilities 0.91 Professional Services 0.69 Media 0.67 Freight Transportation 0.62 Auto/Auto-related 0.59 Coal/Oil/Power 0.55 Financial Services 0.52 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 Source:JobsEQ Another way to examine industry sector health is through past performance. In the chart below, the vertical axis represents the annual average industry group wage, and the horizontal axis the annual average rate of employment growth over the past decade.The size of the bubble represents the relative number of workers employed in a specific industry group. Over the last decade, construction and professional services have far outpaced other industries' rate of growth. Public administration and health have grown more moderately, but remain among the largest regional employers. Consumer services and education also remain large employment industries, but had a slower average annual rate of growth due to the disproportionate impacts experienced by those sectors during the pandemic.The wood/paper industry group, while still more prevalent here relative to the rest of state and US, has lost employment as have other manufacturing sectors due to increasing regulations and the rapid advent of automation. Pacific-Salish Economic Development District 21 Comprehensive Economic Development Strategy(CEDS) Figure 28: Pac-Salish Industry Group 10-Yr Historical Employment Performance, 2012-2022 $120,000 Coal/Oil/Power 1.23 $100,000 U $101,284 Financial Svc. 1.19 $86,0910 a PublicAdmin. Utilities o $80,000 Media 2.02 2.75 YWood/Paper 6P8aper 0 87 $77,523 $67,942 Professional vc. $78,986 Freight Tra 4.33 .a $64,128 1.99 $70,785 Construction c $64,978 Healt 5.49 w Q0,000 $63,789 Retai 2.34 Education 0 1.96 $59,0 5 3 Food Mfg. 0.40 $59,571 $51,927 -0.48 Auto/Auto-related $45,044 0,000 1.97 a $62,792 Consumer Svc Agricultural 1.00 1.09 $20,000 $33,18 $40,286 $0 -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Average Annual Emp Growth Rate:2012-2022 Source:JobsEQ The graph below shows the annual av growth rate for major industry groups over the past decade. Figure 29: Pac-Salish Industry Groups, Av Annual Employment Historical Rate (%) Q3 2012- Q3 2022 5.49 4.33 2.75 2.34 2.02 1.99 1.97-� 1.961.19 1.23 1.09 � 0.40 0.87 1.00 0.68 -0.48 45 O N N N N N O O ♦+ N N O CL c ai " " 3 ari m ' � :� u a v ., _ 3 c w c c O E 5 a o u c c u Q w O O LL v Q m a o `o` v a: a LL Source:JobsEQ Pacific-Salish Economic Development District 22 Comprehensive Economic Development Strategy(CEDS) Over the next decade, all major industry groups are expected to experience positive growth. In the chart below,the vertical axis represents the average annual wage in today's dollars, while the size of the bubble reflects relative employment volumes and the horizontal axis the estimated annual rate of employment growth between 2022 and 2032. Overall, growth will be driven by ongoing recovery from the pandemic (e.g., return of para-educators to schools, return of retail and consumer service activity) and increased demand for services among the baby boomer generation (e.g., healthcare, financial service needs). Even Wood/Paper and Food Manufacturing, which both experienced declines over the prior decade, are projected to see positive employment growth. Figure 30: Pac-Salish Industry Group 10 Yr. Employment Growth Forecast, 2022-2032 $120,000 Coal/Oil/Power $101,284 $100,000 O 765 Financial Svc. $86,091 3,759 Utilities $67,942 730 Media $80,000 Public Admin. ConstruOn c $77,523 $63,789 $78,986 � 32,091 10,108 4(; 899 O c Retail Health Q $60,000 $59,571 $59,075 W Wood/Paper 13,219 23,449 f: $64,128 uto/Auto-r m 3,66 257 Freight Tran. $i�54 � \ $64,978 /� a $40,000 3,140 1\ / Food Mfg. sumer Svc. $45,044 33,185 2,231 Agricultural $40,286 25,269 4,178 $20,000 $0 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 Average Annual Emp Growth Rate:2022-2032 Source:JobsEQ The following charts show the relative industry growth rates by, a) straight line 10-year forecast; and b) comparative growth over the past and future decade. Construction growth over the past 10 years was likely driven by recovery from Great Recession (and also increasing demand/lack of housing supply up to the present day). Past growth in professional services is likely attributable to former government workers launching news businesses and a recent flurry of new business starts created during the pandemic (see establishments graph). The forecast growth of media is based on an anticipated increase in software developers, but also growth at the Washington State Archives and return to normal attendance at movie theaters. Pacific-Salish Economic Development District 23 Comprehensive Economic Development Strategy(CEDS) Figure 31: Pac-Salish Industry Groups, Av Annual Employment Growth Forecast (%) Q3 2022-Q3 2032 Media 3.33 Health 2.27 Consumer Services 1.93 Professional Services 1.58 Education 1.57 Financial Services 1 1.24 Utilities 1 1.23 Auto/Auto-related 1.19 Construction 1 1.13 Freight Transportation 1.04 Agricultural 1.01 Retail 0.88 Public Administration 1 0.58 Food Manufacturing � 0.33 Wood/Paper � 0.24 Coal/Oil/Power = 0.09 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 Source:JobsEQ Figure 32: Pac-Salish Industry Group Employment Change, 10 Yr. Hist. and 10 Yr. Forecast Comparison 6.00 5.00 4.00 3.33 3.00 2.27 1.93 2.00 1.57 .58 1.01 .19 .13 1.24 .04 .23 1.00 � H.58 J.88 ' .09 O,3 I I 0.24 0.00 hetey A °aC7 c`� Qo �� "ao oa\ °\ `° L°�y� a °o��` � ■Average Annual Employment Historical Rate(%)2012Q3-2022Q3 Average Annual Employment Forecast Rate(%)2022Q3-2032Q3 Source:JobsEQ Pacific-Salish Economic Development District 24 Comprehensive Economic Development Strategy(CEDS) Core and Emerging Industry Insights This section provides insights about select industry sectors that have experienced growth or other notable change over the past five years and/or are forecast to add new or different employment opportunities in the Pac-Salish region. Growth in the media sector(the fastest growing in the region) has been driven by Software Publishers and Info Services (as more services went online during the pandemic). Conversely, in-person subindustries declined (movie theaters,video production), but are expected to return to growth mode post pandemic. A significant% of Media jobs are public sector(primarily State jobs). Table 4: Media (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 Current 5-year History 5-Year Forecast Industry WW7 Empl LQ Empl Ann% Total Empl Ann% Change Demand Growth Growth Software Publishers 528 0.77 414 35.8% 275 47 1.7% r Libraries and Archives 237 1.37 -45 -3.4% 158 42 3.3% Motion Picture Theaters(except 213 1.70 -68 -5.4% 331 74 6.1% Drive-Ins) Web Search Portals and All Other 150 0.82 I 81 16.9% 100 27 3.4% ' Information Services Motion Picture and Video 115 0.35 -153 -15.6% 77 17 2.7% Production Media Streaming Distribution, Social Networks,Other Media 114 I 0.40 30 6.3% I 67 11 1.9% Networks/Content Providers Source:JobsEQ In the healthcare sector, the fastest growing subsectors over the past five years include HMO medical centers (15.5%), psychiatric and substance abuse hospitals (8.8%) and vocational rehab centers (7.6%). Over the next five years, annual growth is forecast to be highest for services for the elderly and persons with disabilities (3.6%), individual family services (3.4%) and offices of physical, occupational and speech therapists and audiologists (3.3%). General medical and surgical hospitals will likely remain the largest overall employer in the sector, but services focused on the aging population are driving overall growth.The ongoing shift to tele-medicine care will likely continue to drive down hospital admittance rate as well as average length of stay. Pacific-Salish Economic Development District 25 Comprehensive Economic Development Strategy(CEDS) Table 5: Health (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 Current 5-Year History 5-Year Forecast Change Demand Growth Growth General Medical and Surgical Hospitals 4,643 0.70 -186 -0.8% 2,356 312 1.3% Services for the Elderly and Persons with o 0 Disabilities 4,144 1.72 1,033 5.9/0 3,687 803 3. /06 Offices of Physicians 2,266 0.72 187 1.7% 1,275 216 1.8% Other Individual and Family Services 2,030 3.04 -142 -1.3% 1,532 375 3.4% Offices of Dentists 1,493 1.31 -39 -0.5% 938 130 1.7% Nursing Care Facilities(Skilled Nursing) 1,278 0.82 -270 -3.8% 833 36 0.6% i Child Care Services 1,003 0.80 6 0.1% 785 88 1.7% Assisted Living Facilities for the Elderly 802 1.60 46 1.2% 658 96 2.3% Home Health Care Services 773 0.42 78 2.1% 571 108 2.6% HMO Medical Centers 512 2.28 263 15.5% 306 71 2.6% Mental Health and Substance Abuse Centers 508 1.54 80 3.5% 323 63 r33% 4% Offices of Physical, Occupational and Speech 451 0.86 17 0.8% 297 78 Therapists,and Audiologists i Offices of Miscellaneous Health Practitioners 405 1.63 65 3.5% 243 48 2.3% Vocational Rehabilitation Services 348 1.06 106 7.6% 244 33 1.8% Psychiatric and Substance Abuse Hospitals 334 1.27 115 8.8% 219 48 2.7% Offices of Chiropractors 304 1.79 -19 -1.2% 178 25 1.6% Residential Intellectual and Developmental 278 0.56 -104 -6.2% 194 16 1.2% Disability Facilities i Offices of Mental Health Practitioners(except 252 0.99 53 4.9% 143 26 I 2.0% Physicians) Continuing Care Retirement Communities 252 0.51 -60 -4.2% 208 32 2.4% Source:JobsEQ The Professional Services sector has experienced considerable growth across the board,with the exception of facilities management services given the work from home workforce shift. Logistics consulting (36%)and scientific technical consulting services (25.1%) have grown the fastest,while computer-related services have been and will continue to be the primary driver of growth volume. and All subsectors are expected to grow moderately over the next five years. Pacific-Salish Economic Development District 26 Comprehensive Economic Development Strategy(CEDS) Table 6: Professional Services (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 Current 5-Year History 5-Year Forecast Change Demand Growth Growth Temporary Help Services 3,316 0.96 1,101 8.4% 21229 199 1.2% Computer Systems Design Services 1,388 1.07 504 9.4% 785 194 2.7% Corporate,Subsidiary, Regional Managing 1,085 0.42 250 5.4% 598 72 1.3% Offices Administrative Management and General Management Consulting Services 835 0.81 293 9.0% 499 91 2.1% Facilities Support Services 774 3.99 -321 -6.7% 521 56 1.4% Veterinary Services 768 1.52 124 3.6% 584 98 2.4% Engineering Services 639 0.50 117 4.1% 309 36 1.1% Offices of Lawyers 587 0.46 -6 -0.2% 298 43 1.4% Office Administrative Services 562 0.74 -235 -6.8% 353 59 2.0% Security Guards and Patrol Services 471 0.57 168 9.2% 367 39 1.6% Scientific and Technical Consulting Services 465 1.68 313 25.1% 280 52 2.1% Custom Computer Programming Services 328 0.26 -14 -0.9% 181 42 2.4% Process, Physical Distribution,and Logistics 327 1.78 257 36.0% 200 38 2.2% Consulting Services Other Professional, Scientific,Technical 314 0.60 43 3.0% 165 21 1.3% Services I Payroll Services 313 1.35 191 20.7% 178 19 1.2% Computer Facilities Management Services 305 3.20 98 8.1% 174 44 2.7% Employment Placement Agencies 270 0.86 140 15.7% 175 18 1.3% Marketing Consulting Services 256 0.61 34 2.9% 151 26 2.0% All Other Support Services 182 0.70 12 1.3% j 138 20 2.1% Exterminating and Pest Control Services 162 0.98 63 10.4% 117 11 1.3% Environmental Consulting Services 147 1.24 11 1.5% 89 17 2.2% Translation and Interpretation Services 131 1.94 62 13.7% 79 15 2.2% Source:JobsEQ As noted earlier, the construction sector has undergone considerable growth since the great recession -the fastest annual rate of growth for any major industry sector. Even with this growth, the region continues to lack sufficient stock of affordable residential housing. The baseline forecast for industry growth does not consider several recent developments. For example, the City of Olympia and PacMtn Workforce Development Council are partnering on multiple job training programs including a "construction cohort"that is training dislocated workers for jobs in the building industry. This Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) program has also taken place in Grays Harbor and Pacific County, and will be exported to the other Pac-Salish locations. Local community colleges are also exploring the possibility of creating advanced construction training through their continuing education departments.These two additions could help stimulate the growth rate of construction careers locally, rather than remaining dependent on outside labor. Table 7: Construction (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 Current 5-Year History 5-Year Forecast Change % Demand Growth Growth New Single-Family Housing Construction 1,132 1.96 246 5.0% 617 66 1.1% (except For-Sale Builders) r Residential Remodelers 922 1.17 261 6.9% 494 52 1.1% Commercial and Institutional Building 843 1.04 265 7.8% 456 52 1.2% Construction Nonresidential electrical contractors 665 0.90 141 4.9% 387 38 1.1% Residential plumbing and HVAC contractors 654 0.82 206 7.9% 376 37 1.1%� r Residential roofing contractors 499 2.90 101 4.6% 272 25 1.0% Nonresidential plumbing and HVAC 464 0.72 23 1.0% 268 27 1.1% contractors r � Residential electrical contractors 377 0.81 74 4.5% 220 23 1.2% Residential site preparation contractors 377 1.20 73 4.4% 214 19 1.0% r - r -----I Residential painting contractors 358 1.30 44 2.6% 181 20 1.1% -r All other residential trade contractors 338 10.90 103 7.5% 195 19 1.1% Highway,Street,and Bridge Construction 327 10.57 35 2.3% 187 19 1.2% Residential drywall contractors 294 1.57 57 4.4% 151 17 1.1% LResidential finish carpentry contractors 212 0.83 32 3.3% 120 13 1.2% Source:JobsEQ While agriculture does not drive regional economic output with respect to gross domestic product, it is nonetheless integral and essential to the primarily rural portions of the district.The Pac-Salish region is host to traditional farm-based agriculture as well as covered crops and shellfish/fishing sectors. All four counties have operating shellfish farms, and the region is one of only that supply clam, oyster and geoduck products to the US and beyond-hence the LQ of 158. Over the last several years, most local ag sectors have experienced little employment growth or, in some cases, declines. Most of the industry challenges are directly attributable to the pandemic and subsequent impacts, including supply chain challenges, lost customer relationships and labor shortages. Even as these obstacles subside, only menial growth is forecast for the five years ahead. Pacific-Salish Economic Development District 28 Comprehensive Economic Development Strategy(CEDS) Table 8: Agricultural (Chmura Cluster) in Pacific-Salish EDD, Q3 2022 Current 5-Year History 5-Year Forecast Change Demand Growth Growth Other Food Crops Grown Under Cover 674 16.29 -145 -3.8% 530 52 1.5% Animal Production (Proprietors) 487 0.99 -68 -2.6% 272 13 0.5% Shellfish Farming 477 158.71 -26 -1.1% 336 4 0.2% r Crop Production (Proprietors) 450 1.31 7 0.3% 250 12 0.5% Nursery and Tree Production 420 4.34 75 4.0% 328 30 1.4% r Shellfish Fishing 332 21.22 -63 -3.4% 199 15 0.9% Finfish Fishing 222 9.21 35 3.5% 130 8 0.7% Mushroom Production 189 17.26 -102 -8.3% 152 17 1.7% Support Activities for Forestry 180 5.83 2 0.2% 149 26 2.7% Chicken Egg Production 171 7.43 -39 -4.1% 124 4 0.5% Other Vegetable and Melon Farming 109 1.48 11 2.2% 87 9 1.6% Source:US Census of Agriculture Results from the 2022 Census of Agriculture are not expected to be released until early 2024. However, data from the 2017 Census provide a number of insights into local ag operations.As of 2017,the Pac-Salish agriculture profile included: • 2,339 total farms (and 4,095 producers) covering 237,984 acres • Average farm size ranged between 52 and 224 acres, depending on the county • The%of total county land used for farm operations ranged from r " 5%-10% • The#1 farm use varies by county: o Grays Harbor-Woodland (70%) o Mason-Woodland (47%) `�,,, o Pacific-Other{Cranberries}(38%) o Thurston-Cropland (36%) "' 1 • Among all US counties, Pac-Salish counties are notable/top 4 '' producers of: o Aquaculture t9 o Christmas Trees o Berries o Nursery, Greenhouse, Floriculture and Sod • Notable for future planning: o Most farms have internet access o Under 3%farm organically o Just 12-16%sell directly to consumers =� o Almost all farms are family owned Pacific-Salish Economic Development District 29 Comprehensive Economic Development Strategy(CEDS) Table 9: Pac-Salish Agricultural Statistics (2017) HarborGrays Mason Pacific Thurston Tot!?, #of Farms 469 324 346 1,200 2,339 Land in Farms(total acres) 105,233 18,136 52,365 62,250 237,984 Average Farm Size(acres) 224 56 151 52 %of Land in Farms 6% 5% 7% 10% Farms by Use(%total use) Cropland 16% 20% 30% 36% - Pastureland 6% 14% 13% 25% - Woodland 70% 47% 19% 27% - Other 8% 20% 38% 13% - Notable Rankings for All US Counties by Market Value of Ag Products Sold (3,077 Counties,ranks in top 600) Christmas Trees 379 64 440 61 - Aquaculture 65 5 17 8 - Fruits,Tree Nuts,Berries 420 - 188 287 - Milk from Cows 500 - 591 316 - Nursery, Greenhouse, Floriculture,Sod - 770 - 64 - Vegetables, Melons, Potatoes - - - 389 - Poultry and Eggs - - - 254 - Sheep,Goats,Wool, Mohair, Milk - - - 396 - Horses, Ponies, Mules,Burros, Donkeys - - - 432 - Other Animals and Animal Products - - - 250 - Total Producers 810 561 604 2,120 4,095 Notable Characteristics(%farms that) Have Internet Access 81% 83% 88% 87% - Farm Organically 1% 1% 3% 3% - Sell Directly to Consumers 13% 16% 12% 16% - Are family farms 97% 93% 95% 97% - Source:US Census of Agriculture Pacific-Salish Economic Development District 30 Comprehensive Economic Development Strategy(CEDS) Occupation Insights The first chart below shows the relative level of employment volume by major 2-digit occupation code.The figure below shows the same data, but for 6-digit specific occupation category along with mean wage and location quotient. Of the top 20 regional occupations,fewer than half offer mean wages above $50,000. Figure 33: Pacific-Salish EDD Employment Volume by 2-Digit Occupation Codes: Q3 2022 0 5,000 10,000 15,000 20,000 25,000 Office and Administrative Support Occupations 20,923 Sales and Related Occupations 15,205 Food Preparation and Serving Related Occupations 15,015 Transportation and Material Moving Occupations 13,390 Business and Financial Operations Occupations 1 12,411 Educational Instruction and Library Occupations 10,353 Management Occupations 10,240 Healthcare Support Occupations 8,574 Construction and Extraction Occupations 8,500 Healthcare Practitioners and Technical Occupations 8,290 Protective Service Occupations 6,523 Production Occupations 6,171 Community and Social Service Occupations 6,157 Installation, Maintenance,and Repair Occupations 6,077 Computer and Mathematical Occupations 5,827 Building and Grounds Cleaning and Maintenance... 5,735 Personal Care and Service Occupations 5,075 Life, Physical, and Social Science Occupations 3,171 Arts, Design, Entertainment,Sports,and Media... 2,771 Farming, Fishing,and Forestry Occupations 2,583 Architecture and Engineering Occupations 2,556 Legal Occupations 2,104 e. ilk— a ` / Pacific-Salish Economic Development District 31 Comprehensive Economic Development Strategy(CEDS) Table 10:Top 20 6-Digit Pac-Salish Occupations by Volume, Q3 2022 • Mean Ann • Fast Food and Counter Workers 5,004 $35,000 1.35 Retail Salespersons 4,526 $38,900 1.04 Cashiers 3,957 $35,500 1.03 Personal Care Aides 3,634 $35,900 1.21 Office Clerks,General 3,276 $45,400 1.05 Registered Nurses 2,862 $95,000 0.82 Stockers and Order Fillers 2,668 $39,300 0.94 Laborers and Freight,Stock,and Material Movers, Hand 2,523 $39,600 0.77 Janitors and Cleaners, Except Maids and Housekeeping Cleaners 2,445 $40,500 0.95 i General and Operations Managers 2,408 $118,700 0.68 Customer Service Representatives 2,378 $44,100 0.73 Secretaries and Admin Assistants, Except Legal, Medical,and Executive 2,230 $50,500 0.97 Business Operations Specialists,All Other 2,118 $77,000 1.53 Teaching Assistants, Except Postsecondary 2,085 $42,000 1.55 Software Developers 2,018 $122,300 1.01 Waiters and Waitresses 2,012 $45,200 0.86 Heavy and Tractor-Trailer Truck Drivers 1,914 $58,400 0.79 Elementary School Teachers, Except Special Education 1,836 $83,600 1.23 First-Line Supervisors of Retail Sales Workers 1,795 $53,200 1.06 Bookkeeping,Accounting,and Auditing Clerks 1,795 $52,300 0.92 With respect to gaps, the figure below shows the anticipated unfilled positions by volume, each year, over the next ten years. The list is filtered to include occupations that require a 2-year degree or higher (family wage jobs). AIM Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) Figure 34: Av Annual Occupation Gaps over 10 Years in Pac-Salish, 2-Yr Degree or Higher (Q3 2023) Lawyers($121,100) ` 6 Substance Abuse and Mental Health Counselors($55,900) 7 Market Research Analysts and Marketing Specialists($72,700) 7 Financial Managers($131,600) 7 Construction Managers($110,400) 8 Elementary School Teachers,Except Special Education($83,600) 11 Management Analysts($87,500) 15 General and Operations Managers($118,700) 18 Registered Nurses($95,000) 25 Software Developers($122,300) M 33 0 5 10 15 20 25 30 35 Source for All Three Charts:JobsEQ aw • — - = y 't Pacific-Salish Economic Development District 33 Comprehensive Economic Development Strategy(CEDS) Resiliency The Pac-Salish region is manifestly resilient, but not without challenges ahead. Historically,the region has survived cataclysmic geological events, massive economic shifts—in particular, new policies and rules governing forestry and fishing, transformative land use regulations (Washington State's Growth Management Act) and multiple recessions. Most recently, along with the rest of the globe,the region endured the COVID-19 pandemic. Unlike other areas,the regional GDP declined just .6%during the pandemic, but sprang back with 9.6%growth in 2021.The sections below outline areas of ongoing concern regarding the region's ability to remain resilient or otherwise respond to environmental, socio-economic or geologic threats, as well as the systems now in place to address these issues as the arise. ENVIRONMENTAL Challenges:The impacts of climate change are likely to exacerbate existing regional challenges—namely wildfires, flooding and severe weather patterns. In addition to threats to human life and property,these events may result in degradation to wildlife habitat and destruction of natural systems that serve as buffers. All counties in the region operate Emergency Management operations that help to combat these events, in partnership with State and Federal partners. SOCIOECONOMIC Portions of the region are susceptible to high unemployment. While Thurston County is home to a relatively stable state government sector,the other counties are periodically impacted by mass layoff events, primarily at manufacturing-based employers. Overtime,the region has developed strong rapid-response systems, led by PacMtn Workforce Development Council and supported by various Chambers of Commerce, Economic Development Councils and other partners. By far, layoffs and resulting unemployment disproportionately impact those who have not attained a 2-year degree or higher. Multiple efforts are underway to promote continuing education post-high school. LEGACY INDUSTRIES The Pacific-Salish region was built on forestry,fishing/aquaculture and logging (and related ship-based exporting).Today,these industries remain the backbone for many local economies, but face increasing operational barriers. Some of the challenges they face are outlined below. Marine Industry Cluster The ocean-based fishing industry faces multiple challenges. Increasingly strict rules limit seasonal access and catch volumes. Some of the marinas that provide safe harbor and repair services are aging beyond functional use. Critical access points are at risk of becoming inoperable for lack of dredging. For value-added operations, a dearth of workers limits production and export capacity. Additional funding and coordination at the local, state and federal level will be required to navigate these obstacles. While demand for aquaculture products is high, it is increasingly difficult to find and retain workers. More pressing is the periodic arrival of invasive species. Predators like the European Green Crab and ghost shrimp can decimate shellfish stocks. But potentially effective treatment measures (first, carbaryl and more recently, imidacloprid) are often opposed by those fearing larger ecological damage. Ongoing, intensive coordination with the Washington State Department of Ecology, US Corps of Engineers and other regulatory agencies is desired so acceptable solutions can be implemented. Pacific-Salish Economic Development District 34 Comprehensive Economic Development Strategy(CEDS) Other challenges that will require innovation and partnerships to overcome include ocean acidification, sea level rise, and workforce recruitment and training. On the positive side, Westport in Grays Harbor County serves as a Pacific Northwest Hub for seafood landings, processing and cold storage (it is rated as the#1 commercial fish landing port in the state, and loth in the nation). New processing advances have reduced reliance on sometimes hard-to-find seasonal workers, and increased wages for year-round workers. State and Tribal hatcheries have helped restore stocks and stability and, in 2023, Washington experienced the largest crab harvest on record. Similarly, a recent study by Washington Sea Grant (2020) indicated the Washington Coast Region had a combined gross regional product of$6.57 billion. Other positive and notable findings: • Seafood product preparation and packaging provided 771 jobs and $318M in economic output • Commercial Fishing provided 1484 jobs and $92.7M in economic output • Boat building provided 333 jobs and $101.5M in output • Ship building and repairing provided 127 jobs and $40.11VI in economic output— Kevin Decker,Coastal Economist/Coastal Resilience Team Lead, Washington Sea Grant, University of Washington Wood Products Industry Cluster Logging was forever changed in the early 1990's, with passage of the Endangered Species Act. However,the industry remains a centerpiece of many rural communities and the core component for the broader wood products value add industry cluster. Present challenges include worker shortages—e.g., timber fallers, loaders and truck drivers, some resistance to logging and shipping (e.g.,vocal opposition to Port of Olympia log shipping), and fluctuating market demand. Agriculture The primary challenge many local farmers face is reestablishing customer and market connections in the aftermath of the global pandemic, and finding new workers to ramp up production. WSU Extension and other workforce partners have initiated workforce training, recruitment and retention efforts to help stabilize and grow employment in the sector. EMERGENCY PREPAREDNESS Economic Disaster COVID-19 provided a real time test for the region's ability to respond to economic crisis. While all counties operated some version of a collective impact model (Working Washington recovery gran administration, et al), Thurston County's example, Thurston Strong, offers a model to build on with respect to a regional approach. Prior to the pandemic,Thurston County community and economic development practitioners met regularly to coordinate various efforts. When the pandemic arrived,that group was converted to an "action team"that was supplemented with nonprofit leaders and tasked with mapping the business and worker portion of the response. Even before state or federal aid arrived,the group worked with distilleries to produce hand sanitizer and the Thurston EDC-managed PTAC program to source masks. Both products were made available to hundreds of businesses. They created a website to share industry-specific safety information and other helpful information including how to complete EIDL and SBA forgivable loan applications. When resources did arrive,the team used data to drive allocation decisions. Ultimately,the team distributed over$26 million in aid to industry sectors most impacted by the pandemic, and over 30,000 people utilized the website for information and assistance. Each team member was responsible for engaging city and county councils as well as local tribes. Pacific-Salish Economic Development District 35 Comprehensive Economic Development Strategy(CEDS) Another form of potential disaster is a mass layoff event. Such events have occurred periodically in the region. However, in the most recent cases (Cosmopolis Specialty Fiber closure, Ostrom Mushroom departure, Grays Harbor Call Center facility exit),the community response blunted negative impacts by diverting displaced employees into new career pathways. The four EDCs Workforce Development Council and associated Chamers of Commerce coordinate on these and many other issues through a long-standing cooperative network. Physical Disaster The Pac-Salish region is particularly susceptible to major geologic disasters including windstorms, earthquakes, tsunamis and even volcanic activity from nearby Mt. Rainier. While the region has recovered from earthquakes (Olympia, 2001) and volcanic eruption (Mt. St. Helens, 1980), the most adverse impacts could actually come in the form of one or more tsunamis. An estimated 107,281 out our 450,000 person region are potentially at risk from tsunami flooding following a Cascadia Subduction earthquake, depending on the size event and location of the epicenter.This figure includes permanent residents only, and excludes other estimates including visitors (17,000) and day workers (25,000). By far, those likely to be most impacted reside along coastal shorelines or in lowland bay and riparian areas. Grays Harbor and Pacific Counties account for over 100,000 of those at risk. But even the inland sea communities of Mason and Thurston Counties could experience flooding. It is estimated that, even following proper evacuation protocols, some 14,000 to 50,000 people will be unable to reach high ground before the first wave strikes some 30 to 60 minutes after the quake. In a worst-case scenario, Aberdeen, Ocean Shores, Westport, Long Beach, Hoquiam, Cosmopolis, and Taholah and Shoalwater Bay Indian Reservations could be completely decimated. Figures 35 and 36 show the relative risk by location. For more information,visit the Cascadia Rising emergency response exercise website: https://cenv.wwu.edu/files/2021-01/Cascadia Rising low O.pdf Figure 35: Washington Residents in the Tsunami Inundation Zone (tam summer weekend scenario) Whatcom San Juan 12796 RESIDENTS 3,450 0 1 60,000 ■ Skagit 25,000 ■ 7,151 ■C7,427 �.......... ........... 6,000 427 Snohomish ■ 2,411 ■Jefferson Kitsap 4,203 5.765 King -- Mason■ 03,591 5,544 Grays Pierce Harbor Thur•n 7.337 804 Pacific 36,158 Wahluakum 1,364 WASH INGTON Source:Washington Department of Emergency Management Pacific-Salish Economic Development District 36 Comprehensive Economic Development Strategy(CEDS) Figure 36: Likely Tsunami Inundation Zones, Pac-Salish Region 0 MONTESANO OCEAN E AEENSHORES u WESTPORT oy R Y OND Q LONG BEACH I.eaend ", CcQrf)iounrMre� o :oc. Tsunami InuMabort CA,Limb Area of Operatio HighwaWs Zonc r WA rsww Nxrcaa Co 10 U. Rexoxcn U ProledPC lens 'VMorM an4 Stare Source:Washington Department of Emergency Management Even without the tsunami factor, 100%of the Pacific-Salish region is located within violent earthquake shake zones.The region is also frequented by major storms. The following is an abbreviated list of Presidentially declared disasters overjust the last two years: Major DR-4650-WA (Dec. 26, 2021-Jan., 15 2022) Severe Winter Storms, Snowstorms, Straight-line Winds, Flooding Major DR-4635 (Nov. 13-15, 2021) Flooding and Landslides • Major 4593-DR-WA (Dec. 29 2020-Jan. 16, 2021) Severe Winter Storm, Straight-Line Winds, Flooding, Landslides, and Mudslides Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) SWOT Analysis The following SWOT Analysis inputs are drawn from a variety of sources, but in particular, findings from the CEDS data analysis, review of community plans and direct input from stakeholder engagement. STRENGTHS • Economic Development Partnerships—the region has a long and successful history of coordinating economic development activities. Core partners include the four Economic Development Councils, Chambers of Commerce, Port Districts, Regional Councils of Government (COGS), Workforce Development Council and City/County Councils. • State Capitol Presence—As the seat of state government, Olympia and surrounding environs benefit from a wide range of stable, family-wage jobs occupied by residents in all four Pac-Salish counties. State government activity also generates incredible supply chain opportunities for the private sector, and in particular,the professional services, retail, real estate and financial services sectors. • Geographic Location—The Pacific-Salish region is a preferred destination for residents and visitors alike, prized for its natural beauty and relative affordability. Ocean beaches, salmon-bearing rivers, glacial mountains and picturesque lakes and landscapes are all accessible within minutes. Seattle and Portland are just 60 to 100 miles away, and accessible by vehicle, rail and air. • Unique Legacy Industries—Timber Products and Marine Industry Clusters are particularly bountiful in the Pac-Salish region relative to other locales.They provide family-wage jobs and a healthy local supply chain base. • Established Industry Clusters and Real Time Data Tracking—The region has already identified industry clusters and implemented sector navigator support systems for primary and emerging industries. Real- time data analysis allows workforce planners to build training and promotion packages for in-demand workforce needs. • Native American Tribal Enterprises—Area tribes operate a diverse array of successful enterprises that generate revenue and support broad employment across the region. Operations include fisheries,golf courses, resorts, casinos,tobacco dispensaries, retail destinations and much more. • Access to Education—All Pac-Salish communities are served by institutions of higher learning, including Grays Harbor, South Puget Sound and Olympic Community Colleges, and two four-year universities in Thurston County; The Evergreen State College (Olympia), and Saint Martin's University (Lacey).The region is also becoming increasingly adept at creating shorter, skills and trades-based training cohorts that help non-college bound individuals access higher paying employment opportunities. WEAKNESSES • Lack of Affordable Workforce Housing—All counties are years behind in producing sufficient affordable housing stock to accommodate growth, or even in some cases,to retain affordable options for existing workers/residents. This challenge has been exacerbated by the shift to work-from-home options, as workers from more affluent areas migrate into the region and drive housing costs up, as well as conversion of existing stock into second homes or temporary vacation rentals. Pacific-Salish Economic Development District 38 Comprehensive Economic Development Strategy(CEDS) • Lack of Childcare—The lack of affordable childcare stifles economic growth and security, particularly for women and minority populations. Even before the pandemic, many households found the cost of childcare, or the lack thereof,to be an impediment to having multiple income earners. Post-pandemic, with the rapid rise in rent and mortgage insurance expenses, many households need co income earners and childcare services are now even scarcer. • Under 50%of High School Graduates Pursue Continuing Ed—Overall, fewer than half of the regions graduating high school seniors complete the FAFSA or pursue continuing education of any kind post high school. Statistics show that students who don't complete at least some form of certificate training are twice as likely to experience unemployment and very unlikely to earn enough income to purchase a home, save for retirement or even financially survive a major medical event. Work is underway to change that dynamic in select high schools and should be expanded regionwide. • Few Large-Scale Private Sector Employers—While the region boasts a fairly diverse economy,there are few large, high-wage private sector employers (e.g., biotech, advanced manufacturing, financial services). While there has been growth in the logistics sector,those developments do not generate the same level of jobs per square foot or economic multipliers as other more intense uses. • Aging Workforce—In some portions of the region,the population is aging at a much faster rate than the rest of the country. This has left some employers struggling to find new workers, or younger generations to take over existing businesses after the current owner retires. • Dearth of CDFI Lenders—The Pac-Salish region, perhaps because of its relative lower-density population, does not host many active Community Development Financial Institution (CDFI) lenders. CDFI lenders inject capital into areas that otherwise lack access to financing.They serve historically underrepresented populations and ventures that may not qualify for traditional loans (e.g., unbanked, underbanked, immigrants, etc.) CDFI programs can help jump-start untapped segments of our communities' secure capital for housing, business start-ups and other essential services. OPPORTUNITIES • New Energy Economy—Pac-Salish is an ideal location for alternative energy research and development, testing and production. Whether wind, electric, biofuels or other alternative energy source, collectively, the region has the locations and workforce required to potentially operate as a new energy hub. • Wrap-Around Business Support Services—The Thurston EDC currently operates or hosts a variety of business training and support services, including PTAC and Tune Up and Scale Up business training through its Center for Business and Innovation. Greater Grays Harbor, Inc. also offers a wide range of business training and support services. These services could be expanded to other areas of the Pac-Salish region. In particular, more help will be needed to facilitate business ownership transitions as current owners retire. • Ports—There are nine Port Districts' in the Pac-Salish region with various ocean, river and inland sea access. Cargo terminals primarily serve break bulk customers, as most west coast container traffic is handled by deepwater ports in Vancouver, Seattle-Tacoma, Portland-Vancouver, Bel lingham-Anacortes, Oakland-San Francisco and Los Angeles-Long Beach. The Port of Grays Harbor is the only deep-draft port directly on the Pacific Ocean in the State of Washington capable of handling ocean going vessels and, as such, is classified as a Global Gateway. It is also the fastest Pacific Ocean route to Asian markets by one full day. 'Port of Allyn(Mason);Port of Grapeview(Mason);Port of Shelton(Mason);Port of Grays Harbor(Grays Harbor);Port of Olympia(Thurston);Port of WiIlapa Harbor(Pacific);Port of Peninsula(Pacific);Port of Ilwaco(Pacific);Port of Chinook(Pacific) Pacific-Salish Economic Development District 39 Comprehensive Economic Development Strategy(CEDS) Local cargoes range widely,from biofuels to milk cows, grains,vehicles, ores wind turbines and more. The majority of local ports were originally created to serve fishing and shellfish related purposes. Over time, Port's roles and capacities have expanded greatly. Modern Washington State ports, including those without maritime access, are actively involved in a plethora of economic development activities including broadband fiber expansion, and industrial property purchase and reclamation. Each has Industrial Development Revenue Bonding (IDRB) capacity and public taxing authority (should the right taxpayer ROI present itself). The Ports' singular authorities and powers make them a natural starting point for launching major industrial and/or tourism related initiatives in the future. • FTZ#216-The South Puget Sound Foreign Trade Zone serves Thurston, Mason, Lewis and Kitsap Counties, and is administered by the Port of Olympia. FTZs allow American companies to defer, reduce or eliminate Customs duties on products admitted to and processed within the zone.The cost savings leaves more profit to invest in workers, communities or economic expansion. Grays Harbor is served by FTZ 173, administered by the Port of Grays Harbor.There is considerable opportunity to increase use and activity in both zones. • Farm to Market Growth-WSU Extension and other partners have been helping the ag community better connect with local markets.These efforts are expected to expand with the advent of the Ag Hub in Tenino and growth of local farmers' markets regionwide. • Sea to Market Growth-Washington Sea Grant is working with coastal communities to build direct to consumer programs for shellfish and commercial fishing operations as regional interest in local seafood has increased post-pandemic. • Supply Chain Gaps-With access to real time data, all Pac-Salish ,y.. communities can identify local supply chain gaps and pursue targeted industry engagement and recruitment. • Creative Arts Accelerator-The creative economy-performing "-' �- arts,festivals and other cultural events-face dire financial circumstances. Innovations can spur creative sector equity and resilience. While there are resources for creatives, most technical -and financial assistance is focused in two regions and not - - - - accessible to emergent Creative Districts. A new Arts Economy Equity Accelerator(concept stage) could facilitate creative arts success in the region via laboratory space, implementation kits (how to grow a creative district), advocacy, and sponsorship. • Tax Increment Financing-A tool widely used in other states, but continually in exploratory more in Washington,TIF could enable cities to invest in infrastructure improvements up-front via bonding (usually the barrier to getting started) and pay for those enhancements through new revenue generated by the resulting economic development project by collecting incremental taxes over a reasonable period of time. A related "pay as you go" model would encourage developers to invest considerable capital into infrastructure improvements up-front, but then allow them to be "repaid" if and when tax revenues grow at an appreciable rate,thus vindicating the overall public investment. • Opportunity Zones- Designed to make long-term capital available to low-income communities. US investors will be able to defer taxes on capital gains reinvested in Opportunity Funds that invest in eligible purposes such as stock, partnership interest, and business property. More focus should be used to draw investors and make use of this opportunity. Pacific-Salish Economic Development District 40 Comprehensive Economic Development Strategy(CEDS) THREATS • Aging and Undersized Infrastructure—Infrastructure challenges are various. On the transportation front,the Nisqually Bridge is a pressure point that restricts interstate commerce on 1-5 in Thurston County, and will need to be elevated to avoid flooding in coming years. Regionwide, many bridges are at risk of failure (e.g., Grays Harbor County has 321 bridges of which 31 are classified in poor condition...about 1 out of 10 bridges), while roads in rural areas are to narrow and completely devoid of bicycle amenities. All communities lack charging stations to serve electric vehicles. Most rural and suburban communities lack substations required to power new industry or neighborhoods. Local marinas lack infrastructure to serve increasingly large boats, and even those with a recreational focus have outdated equipment and facilities. • Lack of Stable Funding for Economic Development—Local EDCs are designated Associate Development Organizations (ADOs)for their respective counties and receive an annual stipend from the State.To fully fund operations,they pursue municipal contracts, public grants, corporate sponsorships and membership dues, all of which are uncertain revenue flows at best. No money is dedicated to business recruitment activities. Few funds are set aside for emergency infrastructure, business innovation or entrepreneurial start up grants. In Washington, the use of public funds for private profit(incentives) is constitutionally prohibited. Without steady funding,the EDCs and the counties they represent will be at a disadvantage relative to communities in other states when it comes to recruiting and supporting business and industry. • Growth Management Act Limitations for Rural Areas—Outside of major cities and a few medium-sized towns, it is difficult to develop large facilities in the Pac-Salish region. While the Washington State GMA is effective in preventing urban sprawl and the proliferation of inefficient urban systems (water, sewer, et al) in urbanized areas of the State (e.g., along 1-5 corridor), it may have unintended consequences for more rural communities where land availability does not necessarily align with urban system capacity. • Lack of Funding and Support for Essential Waterway Dredging—Seaports struggle to secure approval and funding for dredging, putting fishing and export industries at significant risk. • Artificial Intelligence—While not exclusively a local problem,the rapid growth of artificial intelligence and robotics threatens to replace many traditional jobs. It has already happened in manufacturing, retail and even food service. While there are certainly productivity advantages to Al,the region must quickly identify other employment opportunities for those holding at risk of replacement occupations. • Invasive Species—As referenced earlier, invasive species such as the European Green Crab and Ghost Shrimp pose an existential threat to the shellfish industry. But similar risks have and could again impact the wood products and agricultural industries. Current effort to combat these plagues are not centralized or, as of yet, sufficiently effective. • Sea Level Rise—Many Pac-Salish population centers are built along shorelines susceptible to the impacts of sea level rise. In most cases, it will be impractical to simply"move" billions of dollars in infrastructure to higher ground. Beyond shops and offices, lodging facilities and tourism related infrastructure, most cities operate wastewater treatment plants in these shore-adjacent, low-lying areas. For most,the solution will likely involve expensive investment in sea walls and other diversionary engineering. • Cascade Subduction Zone Earthquake/Tsunami— Perhaps the most formidable threat of all is the prospect of a major Cascadia Subduction Zone earthquake and resulting tsunami. Over 100,000 people could be directly impacted by flooding, and many more by disruptions caused by the earthquake. While coordinated planning is ongoing, more urgent action is required to develop and promote evacuation routes, stand up community safety centers, install warning alarms and relocate the most at-risk communities. Pacific-Salish Economic Development District 41 Comprehensive Economic Development Strategy(CEDS) Infrastructure Most critical infrastructure needs are described in the SWOT Analysis, Goals and Objectives and Action Plan sections. Updated project inventories and capital improvement plans are managed through the respective counties, cities, Councils of Government and Regional Planning Councils. The highest priority needs in the region include: • Flood protection • Climate adaptation strategies and associated infrastructure enhancements • New or improved electric substations for commercial, industrial and prospective neighborhood sites • Repair and expansion of aging marina infrastructure • Water system expansion • New or expanded sewer and wastewater treatment capacity • Commercial waterway (Port) dredging and fill removal • Bridge repair, expansion and relocation • Safety and multimodal enhancements for rural roads and highways • Industrial land identification and staging • Brownfields cleanup • Workforce housing construction to eliminate shortage and improve affordability • Specific recreation and tourism infrastructure (sports facilities, visitor centers, EV charging, et al) • Tsunami towners and warning systems in select locations Another major district-wide infrastructure need is broadband and/or other high-speed communications expansion.All four counties are currently studying the issue with current progress detailed in the following section. BROADBAND INFRASTRUCTURE As shown in Figure 37, large swaths of the Pac-Salish region do not yet have internet.This is due to a combination of access barriers and affordability. Currently, all four counties have completed or are actively working on broadband fiber assessments (most through a multi-partner Broadband Action Team). The following sections provide a broad overview of conditions and plans for high-speed communication infrastructure in each county. More detailed analysis is contained within separate broadband action plans— i.e.,the level of information that would be included in any future federal funding requests. Pacific-Salish Economic Development District 42 Comprehensive Economic Development Strategy(CEDS) Figure 37: % of Population with No Internet > 18 + > 12- 18 h,anTv�nt, > 6- 12 D0-6 Grayiflii66r Count. Tsunami Risk Zones Thur; '� un!, l'e—wis,Count Pai ^r^.unt. 4 - r 1Vahkia4.u^t� un; Source:ACS Community Survey Grays Harbor Rural portions of Grays Harbor are not serviced by fiber and certain urban areas lack adequate speeds. Due to low population densities in some portions of the County,the cost of extending fiber in financially infeasible without subsidy. The PUD continually analyzes system expansion opportunities. Recently,the Washington State Public Works Board awarded Grays Harbor PUD a $50,000 grant to study the feasibility of expanding the PUD fiber network in East Grays Harbor County.The study will look at the viability of extending the fiber network from Sund Road in South Elma to the Cedarville substation and the surrounding area, Porter,the City of Oakville and the Chehalis Tribal Center. When built, it will benefit emergency responders, cities, schools and residents by bringing improved broadband services to the area. Mason County According to Mason County's recently completed Broadband Action Plan,the areas of Mason County most in need of improved internet access and services are those furthest from its urban core. The extreme corners of the County lack population densities; this currently makes fiber expansion cost prohibitive without external resources.Additionally, small to medium-sized communities with underground utilities, even directly off of main roads are also typically unserved. Other recognized obstacles to the expansion of telecommunications in the rural areas include workforce, funding, supply chain issues, and outdated or inadequate infrastructure. The areas outside of Shelton, Belfair and Allyn are recognized by the state as Urban Growth Areas with commercial and industrial centers that serve the surrounding communities. Both of those areas contain large pockets of underserved Broadband Serviceable Locations (BSL)s. Efforts have been made in the more recent past to secure state and federal funding for the expansion of infrastructure to underserved and unserved areas and increase broadband speed to meet the state's new guidelines.The process of creating the Plan has illuminated several key issues and service gaps for the provision of broadband and outlined the County's goals and objectives to remedy them. Pacific-Salish Economic Development District 43 Comprehensive Economic Development Strategy(CEDS) Pacific County Over the past several years, a Pacific County Broadband Working Group has been evaluating broadband and other communications technology access and speeds throughout the county.Their general conclusion is that broadband offerings are scarce, relatively high-cost and provide low-bandwidth or inconsistent speeds. Along the way,the Working Group has led or coordinated a variety of actions, including identification of barriers (topography, storm events, many rural pockets with difficult last-mile challenges) and development of a vision statement.They estimate that at least$71VI in dark fiber will be required to establish adequate redundancy and attract additional ISP providers that end-user retail service. Some progress is already underway, however,following the announcement of Rural Digital Opportunity Fund (RDOF) awards. By 2027, Spectrum Charter will build broadband infrastructure to census blocks in the Long Beach Peninsula, Lumen Technologies to Willapa Valley along SR4, and Starlink to the remaining unnerved Pacific County census blocks. What is clear is that communications infrastructure is a top priority for Pacific County given its remote location and the ever-growing need to communicate, work, shop and learn online. It will likely require a variety of technological solutions to serve its unique geography, including networking equipment,fixed wireless, satellite and expanded fiber distribution sites. Implementation will require considerable external private and public investment. Thurston County A recent Thurston Broadband Survey shows that many areas remain unserved or have below par download/upload speeds. South and the northwester tip of the county have the most significant service gaps. A recent study conducted by NoaNet concluded the county's urban areas are adequately served, but customers are unsatisfied with the cost of service provided. It was also noted that existing providers have plans to update broadband infrastructure in rural areas. The Nisqually Tribe and Thurston County entered into an Interlocal Agreement and are currently undertaking a major broadband effort throughout Thurston County. The initial project, undertaken by the Nisqually, was creating a robust fiber-optic network on Tribal lands intended to connect their Tribal members. Since then, they have expanded the initiative to include other tribes through an inter-Tribal network beginning with the Chehalis Tribe. Recognizing the potential impacts of such an endeavor, many municipalities, governmental entities, entrepreneurial associations and residents have expressed their support of, and many have sought to partner with the Tribe to bring critical broadband access to their communities and businesses. One such important partnership is the Thurston County Broadband Action Team (BAT). Thurston County and the Nisqually Tribe participate in the Thurston County BAT along with the Thurston Regional Planning Council, Port of Olympia, and the Thurston County Economic Development Council.The Thurston County Commission has awarded the Nisqually$500,000 for a community wide survey of need, and an additional $465,000 for engineering of routes. The Tribe's multi-phased project would guarantee five gigabytes per second (5gbps) download speeds and lgbps upload speed to thousands of Thurston County residents.The Tribe has commissioned the help of Redline Communications and Astound,which plan to offer an affordable lgbps upload speed starting at$69.00 a month.The Nisqually broadband projects are open-access fiber lines, which will allow for greater competition among service providers, and potentially lower prices and higher quality service, or even new innovations. In 2017,the Tribe created Nisqually Communications, a fiber-optic construction service that works with large internet providers on the installation of arial and underground fiber-optic lines.As part of the multi-phase plan,the Tribe has applied and/or secured major state and federal funding for their broadband project that will support the first phase of their project slated to build 42 miles of fiber connecting their Tribal networks to Pacific-Salish Economic Development District 44 Comprehensive Economic Development Strategy(CEDS) the Chehalis Tribe.The project would require the Tribe to weave their networks through Lacey and Tumwater which will provide high-speed internet access to an estimated 1,200 residential homes, 29 businesses and 16 anchor institutions. The second phase of their project would connect Nisqually Tribal land to a property along Marvin Road,just north of Interstate 5, and will supply high-speed internet service to more Tribal members, several Tribal anchor institutions and businesses. During the third phase of the project,the Tribe envisions building fiber connections from Rochester to Littlerock.This phase stands to connect 860 residents, a library, a school, multiple farms and businesses. The Tribe secured a sizable grant from the State Broadband Office in the amount of$6.775 million as well as a $2 million CERB grant that will greatly assist in supporting their vision.Additional funding will be required to complete remaining phases. Pacific-Salish Economic Development District 45 Comprehensive Economic Development Strategy(CEDS) Vision, Focus Areas, Goals and Objectives VISION STATEMENT The Pacific-Salish region sustains a resilient and inclusive economy through intentional diversification and investment, coordinated workforce and enterprise support activities, and a proactive culture of innovation and adaptation. FOCUS AREAS, GOALS AND OBJECTIVES The following provides an overview of four Pac-Salish Vision Focus Areas and associated goals and objectives. Focus Area: Industry and Entrepreneurial Networks (IEN) GOAL: Maintain a diverse and thriving economy with resilient core industry sectors and strong entrepreneurial support systems that drive job,wage and taxable sales growth. OBJECTIVES IEN1: Expand support networks to maintain and grow the region's major industry clusters, including: o Advanced Manufacturing o IT-Tech o Food Systems o Tourism and Hospitality o Health Care o Timber Products IEN2: Develop and implement strategies to attract and grow manufacturing, aerospace and R+D operations as American corporation re-shoring intensifies. IEN3: Monitor, support and invest in the development and expansion of emerging industry sectors. IEN4: Create diverse economic opportunities and infrastructure through Port District and Tribal Enterprise partnerships. TENS: Develop and implement strategies to support recreation, creative arts industries and attractions. IEN6: Develop an opportunity fund that enables regional leaders to identify and recruit industries that help close supply chain gaps and attend best practice learning workshops and events. IEN7: Provide full spectrum entrepreneurial assistance that stimulates new enterprise development and ensures continued success as businesses grow. IEN8: Create stable revenue streams and facilitate catalytic investments that allow local downtown or similar central commercial areas throughout the region to thrive. IEN9: Identify and invest in emergent BIPOC business enterprises and networking systems. Pacific-Salish Economic Development District 46 Comprehensive Economic Development Strategy(CEDS) Focus Area: Infrastructure Capacity and Modernization (ICM) GOAL: Maintain and expand physical infrastructure systems to accommodate economic growth, ensure continued operation of core industries and facilitate worker and freight mobility. OBJECTIVES ICM1: Maintain an adequate supply of shovel-ready commercial and industrial land to support economic development opportunities. ICM2: Proactively clean, prep and activate brownfield sites for redevelopment opportunities. ICM3: Facilitate development of housing stock at all price levels to accommodate need and ensure workers can remain or relocate to the region. ICM4: Expand water and wastewater treatment capacity and service areas. ICM5: Ensure adequate energy to serve underdeveloped economic opportunity areas and projects. ICM6: Extend high-speed communications capacity to more locations throughout the region. ICM7: Maximize rail shipping, service area coverage and rail-adjacent business opportunities regionwide. ICM8: Ensure regional Ports, cargo yards and shipping channels are able to operate at maximum potential. ICM9: Renovate and modernize regional marina and marine service facilities and related infrastructure. ICM10: Improve road and bridge safety and carrying capacity and add multi-modal capacity where viable. ICM11: Continue evolving public transit to better connect workers to employment centers through innovations like zero-fare options,flexible routes and expanded hours of operation. ICM12: Work with state and federal officials to increase availability of ongoing roadway maintenance funds for rural communities. Focus Area: Economic Opportunity for All (EOA) GOAL: Create diverse education workforce training and career pathway options to serve a fully inclusive cross section of our region. OBJECTIVES EOA1: Expand early childhood education opportunities to all families. EOA2: Ensure all children are made aware of career options and opportunities at an early age. EOA3: Identify accessible, affordable childcare solutions for more working households. EOA4: Introduce career pathway education and awareness programs to all ages and underserved populations based on empirical data. EOA5: Offer creative workforce training programs that facilitate participation for all people. EOA6: Support workforce training and preferred employer programs that create work opportunities for formerly justice involved populations. Pacific-Salish Economic Development District 47 Comprehensive Economic Development Strategy(CEDS) Focus Area: Environmental Stewardship and Resiliency (ESR) GOAL: Enhance environmental stewardship to preserve the Pac-Salish region natural competitive advantage and build emergency response networks and capabilities to expedite recovery from natural disasters. OBJECTIVES ESR1: Protect against the anticipated increase in coastal and riverine flooding. ESR2: Reduce exposure to and mitigate outcomes associated with wildfires. ESR3: Balance development and conservation to preserve critical habitat and species health. ESR4: Maintain and improve water quality to support habitat, human health and aquaculture. ESRS: Invest in hatcheries and related species restoration efforts that support local economies. ESR6: Secure funding to purchase mitigation lands associated with invasive species impacts. ESRT Identify beneficial uses for highly treated wastewater. ESRB: Foster the development and adoption of renewable energy sources. ESR9: Enhance tsunami and earthquake evacuation options and expand advance warning capabilities. ESR10: Develop a catastrophic emergency mitigation plan or fund to expedite communications, shelter and transportation restoration. Pacific-Salish Economic Development District 48 Comprehensive Economic Development Strategy(CEDS) Priority Actions and Projects The following is an inventory of next-step and shovel-ready priority projects for all Pac-Salish counties.This is essentially a "short-list" of catalyst projects that will stimulate or preserve economic stability region-wide, and each is directly connected to a CEDS Vision Focus Area.A more exhaustive inventory of additional project priorities is included in Appendix C.The priorities list will be reviewed and updated annually. Grays Harbor City of Hoquiam Westfork Dam Removal and Ground Water Supply The City of Hoquiam constructed a concrete dam on the West Fork of the Hoquiam River in 1956.The dam allows the City to divert 2.2 cubic feet per second from the river for the City's water supply.The dam is located at approximate river mile 10.8, about north of the water treatment plant. For more than 20 years the City has considered removing the West Fork Dam and developing an alternative drinking water source due to the need for significant improvements and maintenance of the dam, and because the adjacent Highway 101 is a source of potential water contamination. Additionally,the West Fork Dam is the#2 fish passage barrier removal priority in a basin-wide list of over 2,000 barriers. Removal of the dam would fully restore natural alluvial processes and quantitatively improve streamflow, benefiting native fish species like salmon,which are experiencing dramatic declines in the region. The overall goals of the project include: Removing a major fish passage barrier; restoring the ecosystem around the existing dam; adding up to 2.2 cubic feet of flow to the river; diversifying the City's water supply; adding physical capacity for the City's water supply; improving the City's aging water supply infrastructure; and reducing infrastructure upkeep costs. (Primary focus areas addressed: ICM, ESR) City of Ocean Shores Tsunami Tower Ocean Shores' Vulnerability.To support local tsunami planning efforts, the U.S. Geological Survey and the Washington Military Department Emergency Management Division assessed variations in exposure of 24 communities along Washington's outer and Strait of Juan de Fuca coasts.They considered how much of a community's developed land and how many of its residents,visitors, and businesses are within the tsunami hazard zone.They also considered what percentage this represented of the community's total population and assets. Ocean Shores,for example, has approximately 7.5 square miles of developed land in the inundation zone. Because this represents 100%of Ocean Shores' developed area,the potential losses from a tsunami and the impact such losses will have on the community are likely to be substantial. (Primary focus areas addressed: ALL) Port of Grays Harbor Westport Marina Modernization Economically,the Westport Marina Modernization is a retention and redevelopment project that is required to continue to generate the economic impacts the Marina is directly responsible for today. The Grays Harbor region plays a major role in the commercial fishing industry of Washington State and the Nation. Westport is the largest fishing port in Washington ranking number one in commercial seafood landings in the State and tenth in the nation for seafood volume, 19th for value of catch.This activity directly supports nearly 2,300 jobs and generates over$227 million in business revenue each year. Commercial fishing, recreational fishing, seafood processing,yacht building and tourism are the major economic drivers of the community. All of these key industries are directly impacted by the condition of the marina moorage infrastructure. (Primary focus areas addressed: ALL) Pacific-Salish Economic Development District 49 Comprehensive Economic Development Strategy(CEDS) Aberdeen-Hoquiam Flood Protection Project—North Shore Levee and Levee West The Aberdeen-Hoquiam Levee Protection projects will protect the Cities of Aberdeen and Hoquiam from flooding.The North Shore Levee project will construct a 6.2 mile levee across the two cities, providing critical flood protection and removing over 3,100 properties from FEMA's mapped Special Flood Hazard Area. The project will build resiliency in the face of future flood events, retaining existing businesses,jobs, and residents which have been on the decline in the community.The total construction cost of the North Shore Levee is estimated to be approximately$78 million. The North Shore Levee—West Segment project, estimated to cost $40 million, will build a 4.7 mile levee (earthen, concrete, sheet pile) bordering the west side of Hoquiam. (Primary focus areas addressed: ICM, ESR) Port of Grays Harbor Terminal 4 Expansion and Redevelopment Project The Port's largest marine terminal customer,AGP, has invested over$100 million at its Terminal 2 Storage & Export Facility since 2001.Their existing facility is the largest soymeal exporter on the West Coast.AGP will be investing over$123 million more by constructing an additional export ship loading facility at Terminal 4.To accommodate this expansion,the Port will need to make significant improvements. This includes a new rail line within the marine terminal complex, redeveloping a 50-acre pontoon casting basin site, adding new site access and roadway improvements, and finally, upgrading the marine fendering and stormwater systems. Design and permitting are funded and underway. Construction funding for Port investments includes$25.5M from a USDOT MARAD Port Infrastructure Development Program (PIDP)grant awarded in 2022. The Port is finalizing the construction funding package with local, state and federal sources. Construction is to begin in 2024, with AGP targeting operations in 2025. The Port anticipates needing $55,000,000 in additional funding to complete the project. When complete,the initiative will result in 80 long-term jobs and doubling of export cargo capacity.The products shipped will aid in increasing renewable fuel and global food security stores. (Primary focus areas addressed: IEN, ICM) Highway 12 Rail Separation Project This project is integral to the success of both the urban core of Grays Harbor and outlying coastal regions. Due to geographical factors, including an immovable large bluff to the north, and the Chehalis River to the south, major transportation corridors (state highway, rail, shipping) are constrained by a narrow bottleneck at the easter end of Aberdeen—gateway to all other communities in the west as well as large tourism destinations. As trains grow longer and more frequency (28,000 cars annually), delays (1.6 million tourists annually) are growing exponentially, which in turn causes economic ripple effects and delayed emergency response times. The proposed grade separation will allow unrestricted multimodal access into and out of the commercial area. All engineering phases have been completed, and all partners identified. Remaining steps include installation of access ramps from Eastbound and Westbound US 12, grade-separation at Chehalis Street, installation of a roundabout at the US12—Newell Street intersection, removal of the signal at US 12, closure of a major at- grade crossing, a right of way plan and documentation for all improvements, and grade-separated active transportation lanes for pedestrians, bicycles, and wheelchairs. Remaining costs are estimated at $74,000,000. (Primary focus areas addressed: IEN, ICM) Mason County Workforce Housing Initiatives As the housing shortage continues, the local workforce is becoming priced out of the market. Infrastructure is needed to develop residential housing, as a workforce housing shortage has been identified as a barrier to workforce development, local business growth, and recruitment for Mason County. Shelton is working with multiple developers on identified parcels for housing projects that could bring close to 4,000 units online.To meet this current need,the City of Shelton will require three water storage tanks, costing approximately$5 million each, or a total of$15 million. (Primary focus areas addressed: EOA, ESR) Pacific-Salish Economic Development District 50 Comprehensive Economic Development Strategy(CEDS) Core Infrastructure Development and Expansion Infrastructure capacity is crucial for Mason County's economic and community health and is foundational to all of our other projects/goals. Not a single development area in Mason County is ready to support a business relocating here, and our existing businesses face significant economic, disaster, and changing industry/technology challenges. In the Shelton UGA,to avoid a moratorium on development, Shelton and Mason County must implement sewer infrastructure projects that total over$20 million. Mason County PUD No. 3 has at least two substation projects at close to$10 million each needed to support industries looking to locate with our county. The Belfair UGA is located less than 5 miles from the Puget Sound Industrial Center(PSIC), a designated U.S. Department of Commerce Foreign Trade Zone, Bremerton National Airport, and Puget Sound Naval Shipyard (PSNS). This prime location coupled with large tracts of undeveloped land in proximity to critical urban infrastructure, makes Belfair a leading candidate for attracting new employers and accommodating much- needed workforce for Mason County.This collaborative $15 million project between Mason County and Belfair Water District to fund expansion of infrastructure within our Belfair UGA to include reclaimed water, additional capacity of the sewer plant, and connector roadways and fund Well 6 development and connection needed for that expansion. (Primary focus areas addressed: ICM, ESR) Workforce Training and Upscaling Mason County is pursuing sector-specific workforce training. Olympic College has a $5.5 million project to transition the Shelton campus from one that primarily offers dual-credit), to a campus that primarily focuses on the trades with an emphasis on emergent, but rapidly-growing industries. K-12 institutions prepare students for post-secondary success by helping them developing the necessary skills and knowledge. It is essential to provide meaningful work-based learning experiences that align with regional assets and promote equity, inclusivity, and diversity.The local school districts have initiated a $1.5 million program focusing on technical education and employer coordination, but at least$3 million in additional funding is needed to reach full impact. it aims to provide sector-specific support and training for high-demand local sectors and jobs. (Primary focus areas addressed: ICM, ESR) Pacific County Pacific County Housing The availability of housing at all income levels is an impediment to economic growth and well-being. Units available for purchase or rent are few. Median price increased 126% from 2018 and 2023 ($160k-$362k). While there are 16,000 total housing units, fewer than 10,000 are permanently occupied. Vacation, seasonal, and second homes comprise 34% of the housing stock.The age of housing is also of concern,with less than 15%of housing built since 2000. Over 40%of housing is at least 50 years old, with many plagued by hazardous building materials, outdated electrical systems,failing plumbing and septic systems, and energy inefficient insulation, windows, or roofing. According to Washington State, Pacific County has a shortage of 2,996 housing units (150 per year for 20 years).The target of bringing 100 units of workforce housing to market each year, for the next 5 years, would require approximately$4 million per year, or a total of$20 million. (Primary focus areas addressed: EOA, ESR) Washington Coast Business Accelerator(WCBA)at Bendiksen Landing,South Bend Coastal areas face maritime industry challenges: sea Level rise; Ghost Shrimp and Green Crab proliferation; ocean acidification; industry infrastructure maintenance; and loss of workforce.The WCBA aims to become a hub for sustainable maritime industries, by creating innovation, collaboration, entrepreneurial opportunity and workforce training. The Port of Willapa Harbor will provide initial facility for WCBA, and other coastal locations may be incorporated over time. Bendiksen Landing is a 7.4 acre former cannery with Willapa Bay access and Highway 101 frontage, obtained by the Port through a grant from WA Department of Commerce for the purpose of renovating and launching the Washington Coast Business Accelerator. Pacific-Salish Economic Development District 51 Comprehensive Economic Development Strategy(CEDS) Future funding will be used to renovate the site, develop credentialled programs in collaboration with Grays Harbor College in marine industries, offer business development startup programs in collaboration with Enterprise for Equity and provide site location for UW Washington SeaGrant. Keeping these programs moving forward and expanding them to meet growing demand will cost$1-1.5m annually. (Primary focus areas addressed: IEN, EOA) Pacific County Water,Wastewater and Septic System Capacity Planning Increased demand is straining treatment capacity of commercial systems.Additional wastewater treatment facilities are needed to support long-term growth for all incorporated and unincorporated area. When local systems experience failure, adequate backup systems do not exist. Multiple areas are dependent upon Dunal Aquifer as the only feasible source of drinking water. High infiltration rates and shallow groundwater table leave the aquifer susceptible to contamination from septic tank effluent, storm runoff, seawater inundation and chemical fertilizers. There is no septage treatment facility within the 932 square mile Pacific County area. Unified county-wide planning is needed to address long term needs to accommodate the current population and anticipated water, wastewater management and septage treatment needs for the future. (Primary focus areas addressed: IEN, ESR) City of Raymond Downtown Revitalization Master Plan Historic downtown Raymond will soon serve as a hub for workers, shoppers, students, residents and visitors. Recent public investment and private redevelopment has stimulated the return of commerce (restaurants, store, cafes,workplaces)for the largest, most diverse city in Pacific County.The City will soon construct a new City Hall and Firehouse. The next phase in commercial and residential developments will require a needs assessment and Mainstreet style planning to restore the city to a strong economic engine for the region. Raymond is seeking$100,000 to prepare an economic development and urban design strategy. (Primary focus areas addressed: IEN, EOA, ESR) Planning for Downtown Revitalization —City of Ilwaco The future of Ilwaco depends on the presence of a strong local economy that serves the needs of residents and commercial interests. Improving downtown is a central focus of this effort.The City will provide incentives for property owners who invest in buildings and make them available for new businesses.The City's significance on Long Beach Peninsula cannot be overstated, featuring a Coast Guard Station, Cape Disappointment State Park, Port of Ilwaco, cultural sites, artists and commercial and recreational fishing. Ilwaco has established a revitalization committee and is seeking$100,000 to prepare an economic development/urban design strategy. (Primary focus areas addressed: IEN, EOA, ESR) Thurston County Olympia Workforce Housing Initiatives The City has multiple projects associated with increasing workforce housing, but is significantly behind demand for affordable housing—specifically working individuals earning 40%-80%of AMI.The City has acquired previously blighted sites to redevelop into affordable housing, but the target of bringing 80-100 units of workforce housing to market each year,for the next 5 years, would require approximately$2.5 million per year, or a total of$12.5 million. These funds are used for site acquisition and predevelopment expense. (Primary focus areas addressed: EOA, ESR) Olympia Downtown Parking Structure The City owns and manages multiple surface lots in the downtown core of Olympia. Consolidation of surface lots into a parking structure would expedite the repurposing of existing lots into affordable workforce housing. The City will need $1.5 million to initiate predevelopment ad design work for the parking structure. (Primary focus areas addressed: ICM, IEN, EOA) Pacific-Salish Economic Development District 52 Comprehensive Economic Development Strategy(CEDS) Olympia Low Barrier Workforce Development Programming and Housing The City successfully piloted two low-barrier workforce development programs with one-time pandemic recovery dollars. These programs (Olympia Career Hub and Journey2Jobs) have actively prioritized individuals from marginalized communities.The City is also launching a tiny home village that will provide emergency housing for individuals enrolled in these programs, but with funding that expires in 2025. Keeping these programs moving forward and expanding them to meet growing demand will cost $1.3-1.5m annually. (Primary focus areas addressed: IEN, EOA) Olympia Lower Budd inlet Sea Level Rise Improvements Downtown Olympia, a regional employment and visitor activity hub, is highly susceptible to sea level rise given the community's location on the shores of Puget Sound (lower Salish Sea). Recent king tides have breached boardwalks and caused flooding.The City and regional partners have developed an adaptation and infrastructure plan. Implementation is estimated to cost $75m, including shoreline and estuary restoration, infrastructure improvements, waterfront access improvements, and property acquisition. (Primary focus areas addressed: ICM, EOA, ESR) Olympia US 101 Interchange Project Limited access to US 101 in West Olympia impacts public safety and the economic health of this region.The resulting congestion compromises response times to Capital Medical Center and other emergency medical facilities. Heavy traffic increasingly affects the free flow of freight, hampers accessibility to a vital economic center, and causes significant delays to the traveling public.The City of Olympia seeks to build new ramps on US 101 at Kaiser Road and Yauger Way. City is still seeking funding for construction of this project with a current construction estimate of$35 million. (Primary focus areas addressed: ICM, ESR) Lacey Midtown Project Lacey Midtown will serve as a hub for workers, shoppers, students, residents and visitors. Recent public investment and private development/redevelopment has yielded restaurants, store, cafes, workplaces, and recreations spots for this dynamic urban community where people "live, learn, earn, and create."The next phases will increase densities, expand employer opportunities and build additional connections between the employment center, Saint Matin's University, City Hall and surrounding retail, commercial and residential developments. Construction is envisioned to begin between 2024-2027 at an initial cost of$5-7 million. (Primary focus areas addressed: IEN, EOA) Lacey Pacific Avenue Project This project rejuvenates the area by capitalizing on nearby bike trails, road improvement, and better/easier access to bike trails. Plans call for landscaping that attracts more visitors with bike "rest stops"for those using the trails, and place-making structures such as arches and overhead lighting/across the street. Construction is anticipated to begin between 2004-2006 at an anticipated initial cost of$ $2-3 million. (Primary focus areas addressed: ICM, IEN, EOA) Tumwater Capitol Boulevard Corridor I Former WSDOT Headquarters Campus Capitol Boulevard is a major arterial and auto-oriented despite interest in a pedestrian-friendly area for commerce and community. It has not attracted private investment, with many brownfield properties vacant. The City adopted a Corridor Plan with three goals: improve business climate/conditions; safety/transportation options; aesthetic appeal.The plan identifies the former WSDOT Headquarters Campus as the single most important redevelopment for catalyzing investment and job creation. The brownfield site is 12 acres. Existing structures will be demolished in 18 months; environmental assessment is ongoing.The City intends to purchase the site and transfer ownership to a developer. The plan envisions mixed-use buildings (retail, office, residential), with public sector amenities and critical utility infrastructure. The City will seek EDA Public Works Program funding to support brownfields redevelopment and extension of utility infrastructure to the site. (Primary focus areas addressed: ICM, IEN, EOA) Pacific-Salish Economic Development District 53 Comprehensive Economic Development Strategy(CEDS) Tumwater Brewery District I The Knoll,The Warehouse Valley,and the Historic Brewery The Brewery District encompasses 300 acres comprised of brownfields, recreation, residential and commercial areas, and Deschutes River waterfront. Past uses and recent contamination created brownfields infeasible to redevelop without public investment. Despite being in the city,the properties are not connected to utilities. A Brewery District Plan (2020) has four goals: strong sense of place (pedestrian access/gathering places, distinct identity); transportation (access); economic activity; improve function/appearance of built environment. (Primary focus areas addressed: ICM, IEN, EOA) The plan endorses job creation and workforce development, and a set of implementation and phasing strategies to assist in transitioning the Brewery District into a multi-modal activity center with a mixture of housing and neighborhood-serving businesses.The results of that effort made it clear the community desired progress that would honor Tumwater's brewing heritage, while meeting present community needs. There are three brownfield sites prioritized for redevelopment: • The Knoll This privately-owned site is 4 acres.This site was last active in 2003. Three structures remain on site from the former brewery, including the 5-story brewhouse (footprint: 75,900 sf, GSF: 265,600 sf),the 3-story office and bottling facility (footprint: 30,000 sf, GSF: 73,000 sf), and a 4-story fermentation and storage facility(footprint: 6,000 sf, GSF: 33,500 sf). The site experienced a fire in 2018, rendering it unusable. The current owner is working with an architectural on designs for a vertical mixed use development (retail, office, and residential). Concurrently,the City will be conducting environmental assessments in 2024 with support from an EPA Community-Wide Assessment grant. The site's greatest challenges are lack of utilities (water, sewer, power), the lack of transportation access, contamination, and the cost of demolishing the existing burnt structure. Demolition is estimated to cost $12 million.The City will seek EDA Public Works Program funding to support brownfields redevelopment and extension of utility infrastructure to the site. • The Warehouse Valley This privately-owned site is 22 acres and hosts a large warehouse (footprint: 250,000 sf, GSF: 300,000 sf) with three covered rail spurs. Various small structures also remain on site: a mix of storage, maintenance, decommissioned power station and auto repair for the brewery's fleet. A portion of the site is intersected by rail (Union Pacific)with an overpass (Capitol Boulevard bridge).The warehouse is reusable, attracting private sector attention for: sound and film studio, manufacturing and distribution, hydroponics, sports venue/athletics facility. Site challenges: lack of utilities (water, sewer, power), access, contamination, and flooding. City designs for flood remediation and riparian improvement suggest a cost of$7 million. Greatest challenge: lack of access. Due to site layout and railroad, degrading condition of sole bridge to site, above-grade access to the site is necessary to provide vehicle access and avoid conflicts with rail. Cost for design, right of way, and construction is estimated at $60 million.The City will seek EDA Public Works Program funding to support brownfields redevelopment and extension of utility infrastructure to the site. • The Historic Brewery While most former brewery properties ceased operation in 2003, several have been vacant since Prohibition in 1920. In total, there are 35 acres with 200,000 sf of historic multi-story structures.The current owner has a vision to rehabilitate the historic brewery into a world class destination that could include tourism and hospitality amenities, restaurants and retail, craft brewing facilities, and public amenities. A site feasibility study is underway, with a focus on analyzing demolition and rehabilitation costs, access and parking, and connection to utility infrastructure.The City is committed to continuing restoration of the adjacent publicly-owned historic properties, and exploring public-private funding opportunities like grants and tax-increment financing.The City will seek EDA Public Works Program funding to support brownfields redevelopment and extension of utility infrastructure to the site. Pacific-Salish Economic Development District 54 Comprehensive Economic Development Strategy(CEDS) Economic Development Partners In addition to, and in support of,the many businesses that drive economic progress,the Pacific-Salish region is host to many economic development partners.The following is a representative, but not necessarily exhaustive, list of entities that may help advance economic initiatives in the future. Grays Harbor County • APEX Accelerator • Grays Harbor Transit • Blue Zones Grays Harbor • Greater Grays Harbor, Inc • Center for Inclusive Entrepreneurship • Hoquiam Business Association • Chehalis Basin Flood Authority 0 Impact Washington • City of Aberdeen • Montesano Chamber of Commerce • City of Cosmopolis • PacMtn Workforce Development Council • City of Elma • Port of Grays Harbor • City of Hoquiam • Quinault Corporate Enterprises • City of McCleary • Quinault Business Enterprises • City of Montesano • Quinault Nation • City of Ocean Shores • Satsop Business Park • City of Westport • Summit Pacific Medical Center • Downtown Aberdeen Association • The Moore Wright Group • Economic Development Association • Timberland Regional Library System • Elma Chamber of Commerce • Washington Department of Commerce • Enterprise 4 Equity • Washington Economic Development Association • Grays Harbor Broadband Action Team • Washington Sea Grant • Grays Harbor College • Washington State Microbusiness Association • Grays Harbor County • Washington State University Extension • Grays Harbor County Council of Governments • Westport/Grayland Chamber of Commerce • Grays Harbor PUD • Westport Marina • Grays Harbor Small Business Development Center • WorkSource Washington Mason County • APEX Accelerator • Port of Dewatto • City of Shelton • Port of Grapeview • Enterprise 4 Equity • Port of Hoodsport • Impact Washington • Port of Shelton • Mason County • Shelton-Mason County Chamber of Commerce • Mason County PUD No. 1 • Shelton School District • Mason County PUD No.3 • Skokomish Tribal Nation • Mason Economic Development Council • Squaxin Island Tribe • Mason General Hospital and Family of Clinics • Timberland Regional Library System • Mason Transit Authority • Washington Department of Commerce • North Mason Chamber of Commerce • Washington Economic Development Association • North Mason School District • Washington State Microbusiness Association • Olympic College • Washington State University Extension • PacMtn Workforce Development Council • WorkSource Washington • Port of Allyn Pacific-Salish Economic Development District 55 Comprehensive Economic Development Strategy(CEDS) Pacific County • APEX Accelerator • Pacific County Voices United • Cape Disappointment Coast Guard Station • PacMtn Workforce Development Council • Chinook Indian Nation 0 Port of Chinook • City of I Iwaco 0 Port of Ilwaco • City of Long Beach • Port of Peninsula • City of Raymond • Port of Willapa Harbor • City of South Bend • PUD#2 • Economic Development Affiliate partners • Raymond,South Bend,Ocean Beach, Naselle SDs • Enterprise 4 Equity • Shoalwater Bay Indian Tribe • Grays Harbor College • Timberland Regional Library System • Ilwaco Merchants Association 0 Tokeland North Cove Chamber • Impact WA • Washington Department of Commerce • Long Beach Merchants Association • Washington Economic Development Association • Ocean Beach Hospital • Washington Small Business Association • Ocean Park Area Chamber • Washington Sea Grant • Pacific County • Washington State Microbusiness Association • Pacific County Childcare Alliance 0 Willapa Bay Enterprises(Shoalwater Bay Tribe) • Pacific County Economic Development Council • Willapa Community Development Association • Pacific County Health Department • Willapa Harbor Chamber • Pacific County Immigration Services • Willapa Harbor Hospital • Pacific County Tourism Bureau • WorkSource Washington • Pacific County Transit Thurston County • APEX Accelerator • South Sound Military Communities Partnership • Center for Business&Innovation • South Thurston Economic Development Initiative • City of Lacey • Squaxin Island Tribe • City of Olympia • SW WA Growers Coop • City of Tumwater • Tenino Chamber of Commerce • City of Yelm • The Evergreen State College • Confederated Tribe of the Chehalis Reservation 0 Thurston Chamber of Commerce • Enterprise 4 Equity • Thurston County • Experience Olympia &Beyond • Thurston County Broadband Action Team • Foreign Trade Zone 216 • Thurston County Legislative Partnership • Lacey Makerspace • Thurston Craft Brewing& Distilling IPZ • Minority Business Development Agency • Thurston Economic Development Council • National Association of Government Contracting • Thurston Regional Planning Council • Nisqually Indian Tribe 0 Thurston Thrives • NW Cooperative Development Center • Timberland Regional Library System • Olympia Downtown Alliance • Tumwater Chamber of Commerce • PacMtn Workforce Development Council • Washington Center for Women In Business • Port of Olympia • Washington Department of Commerce • Rochester Chamber of Commerce • Washington Economic Development Association • Saint Martin's University • Washington State Microbusiness Association • SBA Small Business Innovation Research • Washington State University Extension • Small Business Development Center • West Olympia Business Association • South Puget Sound Community College • WorkSource Washington • South Sound Lacey Chamber of Commerce • Yelm Chamber of Commerce Pacific-Salish Economic Development District 56 Comprehensive Economic Development Strategy(CEDS) Evaluation Framework The Pacific-Salish EDD evaluation framework will likely evolve over time.At least initially,the Board will evaluate the following start up tasks and data indicators: Start-Up Tasks: • Economic Development District approved and launched • Operating funds secured • Operations space confirmed • Executive director retained • Bylaws developed and approved • %of priority actions implemented or underway Data Indicators: All indicators have established baselines and will be tracked annually unless otherwise noted. • Population change by county and region • % households living below ALICE threshold (produced biannually) • Educational attainment rate by race and ethnicity • Prime-age labor force participation rate by race and ethnicity • Unemployment rate by race and ethnicity • Income by race and ethnicity • #of business establishments • Rate of growth by industry category and employment volume • Gross Regional Product (GRP) Pacific-Salish Economic Development District 57 Comprehensive Economic Development Strategy(CEDS) Appendix A - Community Engagement Inventory MASON COUNTY EDC Board of Directors Focus Group: May 11, 2023 • Amy Asher, Mason Transit Authority • Lisa Perry, Simpson Lumber • Jennifer Baria, Mason EDC • Ray Peters, Squaxin Island Tribe • Kristy Buck, Port of Shelton • Brian Sayler, Mason County • Jennifer Capps, Mason General Hospital • Joe Schmit, City of Shelton • Tiana Dunbar, Mason EDC • Judy Scott, South Sound Construction • Lynn Eaton, Mason PUD 3 • Allison Smith, Olympic College • Geoff Farrington, Skydive Kapowsin • Trade Schmitt, Ridge MP • Karin Leaf, Mason EDC • Wes Taylor, Taylor Shellfish • Donna Moir, Heritage Bank • Sharon Trask, Mason County Commissioner • Jim Morrell, PCF Credit Union • Jessee Wyeth, Shelton School District • Mark Nault, OCCU 2nd EDA Visit—July 31, 2023 infrastructure specific discussions • Meeting 1: Mason County PUD No. 1 • Meeting 2: City of Shelton • Meeting 3: Mason County PUD No. 3 • Meeting 4: Mason County GRAYS HARBOR COUNTY EDA/Laura Ives Team Day Visit: May 3, 2023 Summit Pacific Group, Elma • Casey Duff, Senator Cantwell Rep • Brad Thomas, SPMC • Josh Martin, SPMC • Jull Warne, County Commissioner • Bernie O'Donnell, Rock Construction Grays Harbor College Group,Aberdeen • Ed Brewster, Grays Harbor College • Carli Schiffner, Grays Harbor College • Holly Duffy, Grays Harbor College • Lisa Smith, Grays Harbor College Foundation • Nicole Lacroix, Grays Harbor College Grays Harbor PUD Briefing Group(lunch hour) Briefs: • Flood Protection Project • Grays Harbor PUD • Port Marine Terminal 4 and AGP Expansion • Grays Harbor County • Quinault Indian Reservation Relocation • City of Ocean Shores • Quinault Enterprises Wellness Center Pacific-Salish Economic Development District A-1 Comprehensive Economic Development Strategy(CEDS) Participants (in-person and zoom): • Nick Bird, City of Aberdeen • Rob Hanny, GH PUD • Sara Bisson, City of Ocean Shores • Ryan Hendricks, Quinault Indian Nation • Lynnette Buffington, Greater Grays Harbor • Kris Koski, Port of Grays Harbor • Schuyler Burkhart, GH PUD • Jon Martin, City of Ocean Shores, Mayor • Ruth Clemens, City of Aberdeen • Kelsey Norvell, Greater Grays Harbor • Stephanie Conway, Greater Grays Harbor 0 Bernie O'Donnell, Rock Construction • Ian Cope, GH PUD • Daniel Pailthorp, Senator Patty Murray • Mark Cox, Grays Harbor County • Commissioner Vickie Raines • Vicki Cummings, GH Council of Governments • Haley Schanne, Congressman Kilmer (06) • Zana Dennis, GH Council of Governments • Alissa Shay, Port of Grays Harbor • Casey Duff, Senator Cantwell • Brian Shay, City of Hoquiam • Kayla Dunlap, Port of Grays Harbor • Lisa Smith, Grays Harbor College Foundation • Tony Enzler, Quinault Corporate, COO • Rep.Jim Walsh, WA Legislature (19th) • Candie Gleason, Greater Grays Harbor • Senator Jeff Wilson, Washington Leg (#19) Westport Group Briefs: • Ocean Companies and Seafood/Maritime Industries Participants: • Brian Blake, Ocean Gold Fisheries • Kelsey Norvell, Greater Grays Harbor • Molly Bold, Port of Grays Harbor • Daniel Pailthorp, Senator Murray • Lynnette Buffington, Greater Grays Harbor • Tom Quigg, Port Commissioner • Mike Cornman, Merino's Seafood • Rep.Jim Walsh, WA Legislature (19) • Casey Duff, Senator Cantwell • Senator Jeff Wilson, WA Legislature (19) • Kevin Goodrich, City of Westport • Tanya Woods, Westport/Grayland Chamber Greater Grays Harbor Board Focus Group (Jason Robertson): May 18, 2023 • Reid Bates, Express Employment Pros • Josh Martin, Summit Pacific Medical Center • Leonard Bauer, Port of Grays Harbor • Kyle Pauley, City of Cosmopolis • Schuyler Burkhart, Grays Harbor PUD#1 • Lisa Perry, Sierra Pacific Industries • Anthony Enzler, Quinault Chair • Kevin Pine, Grays Harbor County • Ryan Hendricks, Quinault Indian Nation • Brad Shea, HDR, Inc. • Tom Jensen, Harbor Regional Health 0 Lorna White, 1st Security Bank • Durk Johnson, Seabrook Hospitality THURSTON COUNTY Board of County Commissioners Overview Presentation (Jason Robertson): April 27, 2023 • Commissioner Carolina Mejia • Robin Campbell,Assistant County Manager • Commissioner Tye Menser • Ramiro Chavez, County Manager • Commissioner Gary Edwards • Robert Gelder, Assistant County Manager • Michael Cade,Thurston EDC • Jennica Machado, Ec. Dev. Manager Pacific-Salish Economic Development District A-2 Comprehensive Economic Development Strategy(CEDS) Thurston County Economic Development Practitioners Focus Group (Jason Robertson): May 16, 2023 • Michael Cade,Thurston EDC • Mike Reid, City of Olympia • Jennica Machado,Thurston County • Rick Walk, City of Lacey • Austin Ramirez, City of Tumwater Thurston County Economic Development Council Board Briefing (Jason Robertson): May 14, 2023 • Peter Agabi, City of Tumwater 0 Nancy LaPointe, Navigate Financial • Reid Bates, Express Employment Pros • Cecilia Loveless, MultiCare Foundation • Heather Burgess, Law Firm • Michael McGauly, StraderHallett PS • Jim Cooper, City of Olympia • Malcolm Miller, City of Lacey • Marc Daily,TRPC • Evan Parker, Kidder Mathews • Joe DePinto, City of Yelm • Annette Pitts, Experience Olympia/Beyond • Joe Downing, Port of Olympia • Mark Steepy, KPFF Consulting Engineers • Gary Edwards, County Commissioner • Dr.Timothy Stokes, South Puget Sound CC • Brian Fluetsch, Sunset Air • Tony Taylor, Leaders Lead the Podcast • Wayne Fournier, City of Tenino • Carrie Whisler, OlyFed • Daryl Fourtner, Heritage Bank • Chris Woods, Boys/Girls Club Thurston Co. • Jessica Jensen, Cap City Law, PS 0 Shina Wysocki, Chelsea Farms • Dan Jones, NorthAmericaTalk EDC Board CEDS/EDD Briefing (Jason Robertson): May 24, 2023 • Reid Bates, Express Employment Pros • Michael McGauly, StraderHallett PS • Jim Cooper,City of Olympia • Malcolm Miller, City of Lacey • Marc Daily,TRPC • Evan Parker, Kidder Mathews • Joe DePinto, City of Yelm • Annette Pitts, Experience Olympia/Beyond • Gary Edwards, County Commissioner • Mark Steepy, KPFF Consulting Engineers • Daryl Fourtner, Heritage Bank • Dr.Timothy Stokes, South Puget Sound CC • Dan Jones, NorthAmericaTalk • Tony Taylor, Leaders Lead the Podcast • Nancy LaPointe, Navigate Financial • Carrie Whisler, OlyFed PACIFIC COUNTY EDA Visit— May 2, 2023 Meeting 1. City of Long Beach- Long Beach City Hall (City Leaders, Mayor, City Council, City Managers, LBMA Rep, PCTB rep)30 minutes meeting in chamber and 30 minutes boardwalk visit. Participants: • Bayo Adetunji 0 Mark Newsom • John Anderson • Jerry Phillips • Jeanne Brooks • Ariel Smith • David Glassen • Sue Svendsen • Laura Ives • Tiffany Turner • Karla Jensen • Sue Yirku • Jamie Judkins Pacific-Salish Economic Development District Comprehensive Economic Development Strategy(CEDS) Meeting 2. Pacific County Ports and key Stakeholders-Salt Pub- (Port of Ilwaco, Port of Chinook, Port of Peninsula, Port of Willapa Harbor) and key Ilwaco City leaders(Mayor, City Council, City Treasurer, IMA rep, PCTB rep). Participants: • Bayo Adetunji • Tracy Loftstrom • John Anderson • Suzanne Luttrell • Jenna Austin • Julian Orr • Holly Beller • Jay Personius • Jeanne Brooks • Kelly Rupp • Mike Cassineli • Jim Sayce • Bill Derion • Butch Smith • Laura Ives • Katja Spitz • Jamie Judkins • Sue Yirku • Matt Lessanau Meeting 3. Lunch with Raymond and South Bend Key Stakeholders-Willapa Harbor Chamber, South Bend (Raymond City leaders, South Bend City leaders, PC Commissioners, WH Chamber,Tokeland Chamber) Participants: • Bayo Adetunji • Scott McDougal • Jenn Allison • Paul Plackinger • John Anderson • Dee Roberts • Sandy Bell • Kelly Rupp • Jeanne Brooks • Jim Sayce • Rebecca Chaffee • Julie Struck • Jerry Doyle • Jovon Vaughn • Shawn Humphries • Marc Wilson • Laura Ives • Sue Yirku • Jamie Judkins Tour. Port of Willapa Harbor, Bendicksen Landing/South Bend Boat Meeting 4. Shoalwater Bay Tribe-Tokeland - Greetings and Blessing;Tsunami Tower; Future Relocation Community Site Tour Participants: • Bayo Adetunji • Laura Ives • John Anderson • Jamie Judkins • Jeanne Brooks • Sue Yirku • Jesse Downs Pacific-Salish Economic Development District A-4 Comprehensive Economic Development Strategy(CEDS) Pacific EDC Board Briefing and Discussion (Jason Robertson)—June 14, 2023 Noted priorities: • Shellfish industry support • Federal dredging investment • Help becoming a new energy source R+D center • Provided expansive project priorities inventory with ratings for community+job creation value Participants: • Sandy Bell • Melissa Ramsey • Jeanne Brooks • Weston Roberts • Mike Cassinelli • Dee Roberts • Jerry Doyle • Steve Rogers • Cheryl Heywood • Kelly Rupp • Laura Holmes • Jim Sayce • Karla Jensen • Anne Singer • Tracy Lofstrom • Steve Sohlstrom • Andrew Mattingly • Linda Spencer • Mark Newsom • Tiffany Turner • Jay Personius • Sue Yirku • Jerry Phillips Pacific-Salish Economic Development District A-5 Comprehensive Economic Development Strategy(CEDS) Appendix B - Regional Plans Summary Resiliency Focus INFO SOURCE I MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Cascadia Rising: 2022 • Exercise focused on identifying response • A consolidated plan does not yet • Unique strength for emergency preparedness in the event of a significant exist to coordinate the reopening of preparedness and response:strong Cascadia Zone Subduction Zone(CSZ) regional ports to facilitate the national guard and JBLM/Whidbey event—most relevant finding for Pac- evacuation of people and movement military presence Salish: of bulk products in response to a CSZ • Need guidelines and facilities for • Lack of mitigation funding for surface event establishing adequate sheltering, roads,airports, rail and marine ports • Need stronger coordination with response base camps,wrap around following emergency area tribal communities care services • Incomplete evacuation plans(tsunami, fire,earthquake) • Need stronger business reentry and community reunification plans • Insufficient funding to modernize and optimize data and phone warning Related Regional Plans INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES PacMtn Industry Cluster • Updated every five years • Wood products and fishing/shellfish • Includes all Pacific-Salish Counties, Analysis: Updated 2020 • Used to identify in-demand jobs;develop remain among highest LQ industries, but also Lewis County—subtract industry sector engagement strategies; but continue to shed employment small%of manufacturing and ag,and flag supply chain gaps;compare wage findings are consistent w Pac-Sal ranges,et al baseline • Key Industries: Food;Timber Products; • Data helpful for identifying and Info-Tech; Healthcare; Manufacturing/ supporting emerging sectors(e.g., Logistics; Hospitality/Tourism media and brewing-distilling in 2020) • . • • . • Action INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Grays Harbor, Mason, • Provided in main plan doc • Provided in main plan doc • Provided in main plan doc Pacific,Thurston (All in 2022-2023) Pacific-Salish Economic Development District B-1 Comprehensive Economic Development Strategy(CEDS) Grays Harbor I INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Grays Harbor Economic • Tourism soared during pandemic, likely to • Av Ann Wage are 73% Nat Av • Major employment industries: Vitality Index: 2022 remain high w return visitors • Just 27%of retail sales occur outside Health,AFS, Retail, Pub Admin, • Home values and retail sales also up Aberdeen (36%), Unincorporated Manuf.And Ed • Port handled 2-3 MMT of cargo for about County(24%)or Ocean Shores(13%) • Home sales have grown steadily from a decade,should see growth w expansion • 44%of adults have HS degree or less 2016 of Terminals 2 and 4 Greater Grays Harbor • Key Industries:Wood Products; Food • Current challenges include flooding • 3 Opportunity Zones: Moclips-Ocean Website(Facts+ Figures) Products; Hospitality+Tourism and homelessness Shores; Hoquiam;Aberdeen • Projects: North Shore Levee; US 12 Rail • Noted,separately,#of ALICE • Comprehensive business resources Separation;Oyhut Bay Expansion threshold HHs rose 32%between and assistance program thru GGH • Featured Properties:Tech Campus at 2019 and 2021—i.e., nearly 11k HHs • Microenterprise Assistance Fund Satsop(47,832 SF of office space); do not have enough income to meet (with set aside for childcare facilities) Hoquiam Marine Industrial Site (93 acres survival budget($22,956 for single w 1,700 ft river frontage) adult and $68,712 for family of 4) INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Grays Harbor • Goals: Establish development climate that • The Element notes challenges • The county has an 0.09 Advisory Comprehensive Plan stimulates economic activity/investment; caused by pandemic; higher than Committee that issues grants, Economic Development Retain existing businesses and assist in average unemployment; and lagging approved by Commissioners,to Element: 2021 development/expansion;Strengthen economic growth advance element goals natural resource-based economy; • Grays Harbor is considered a • Extensive list of Economic Promote increased employment "distressed county" (with a three- Development Projects with cost opportunities and incomes for workers; year unemployment rate 20%above estimates and descriptions Market Grays Harbor as a premier place state average to visit, live, invest; Invest in maintenance and expansion of infrastructure that retains,expands, leads to new economic growth throughout county Aberdeen Comprehensive • High level goals include: Healthy • Lack of building maintenance; • Notes significance of natural setting Plan Economic economy; Diverse talent base;Vibrant population and jobs losses; (tourism and environmental Development Element: downtown; Healthy businesses; Complete development challenges that led to stewardship responsibilities); Port of 2022 transportation;Active waterfront; Unique limited new construction, limited Grays Harbor economic power Aberdeen identity; Distinct employment housing options,declining housing districts; Economic resilience; and affordability,and a limited economic Regional coordination base; sea level rise Pacific-Salish Economic Development District B-2 Comprehensive Economic Development Strategy(CEDS) • INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Thurston • Major focus: Career Pathways and Workforce • Notable challenges: periodic reduction in • Action plan needs update Economic Readiness;Target Industry Growth/ force events at State and JBLM; lack of Alliance Plan: Innovation;Small Business and funding for last-mile infrastructure(and 2017 Entrepreneurial Resources; Infrastructure, lack of EDD) Policy/Funding Coordination; Brand Development, Partnerships and Communication • 35 Initiatives:transp.system/transit; reclaim H2O; broadband; infra.funding; ctr for biz/innovation; multi-cultural biz development; IPZ; ag+food man.strategy; target industry recruitment; business retention fund • Adopted indicators instructive for Pacific- Salish monitoring plan Thurston Strong • Reset plan to build inclusive, resilient, • Identifies major economic challenges • Notes other community priorities to be COVID Recovery expanding economic landscape resulting from pandemic: Reduced access implemented by others—e.g.,affordable and Reset Plan: • 22 actions: childcare support, BIPOC business to critical info; lack of childcare; revenue housing along transit lines, identifying 2021 council; community cultural center; biz collapse for select sectors; shovel-ready infrastructure projects, training programs; place-based ec dev disproportionate impacts for BIPOC and creating a food hub in south county engagement;CDFI lender; Education to low-income pops; inability of some Financial Stability TF;SPSCC scholarships;Job businesses to adapt(i.e.,online presence, Corps program; ag support; Economic bookkeeping for PPP loans,etc.) Development District; biz bridge financing; workforce housing,et al Thurston County • Emphasizes collaboration with partners • Concern with protection of remaining ag • 2017 update presents a favorable, Economic including EDC,Chamber, Port lands after rapid deterioration supportive view of economic Development • Policy 1.4 documents support for creating development(so long as it is sustainable) Element: 2019 federal EDD Olympia • Vision—heart of the region • None noted • Increasing housing density adding more Downtown • Focus Goals:Advocacy;Safety; Image making permanent market Alliance(ODA) (spaces and places); economic development; Strategic Plan: funding 2022 Pacific-Salish Economic Development District B-3 Comprehensive Economic Development Strategy(CEDS) Thurston INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES ODA Annual • New maintenance worker keep streets and • Homelessness and mental health • ODA works w Valeo to help previously Report: 2023 storefronts clean • Sea level rise,flooding unhoused individuals secure • Microgrant available to spruce up facades • Capitol employees working from home employment • Considering forming Improvement District to fund revitalization Lacey • Lacey has grown 15%since 2015,twice the • Lack of workforce, large sites for job • Future opportunity to repurpose Community rate of Thurston/WA; 80%coming from out centers, housing and identity Carpenter Way gravel pit Market Study: of state • Rick of flooding from Nisqually • Redevelop South Sound Center(Sears) 2022 • Lacey's job base grew 19%,far above peer and Martin Village(Burlington) and state averages;warehouse jobs led • Potential to host EV battery R+D growth,then healthcare and manufacturing • Significant demand for warehouse and business office park space Lacey Economic • Strengths are collaboration,demographics • Insufficient funding for dedicated biz • The other two documents are the Development and workforce retention and recruitment position Economic Development Strategy,and Element: 2016 • JBLM impact highly significant • Lack of"economic gardening"tools Economic Development Program (Work • HUB Zone and CB+I notable assets • Without offset, high water connect and Plan).While there is county-wide • As is location between PDX/SEA traffic fees impede development collaboration,there is no CEDS. CEDS • Diverse zoning for all types of biz • No strong fin tools like TIF required by EDA for grants, revolving • Opportunity to develop near Cabela's • Threat of earthquakes/volcano loan. Lacey and Thurston are not • Luxury auto sales opportunity • Threat of JBLM downsizing considered distressed,and not eligible • Potential to redevelop SS Center • Endangered species limitations for EDA funding. CEDS • Potential to redevelop Fred Meyer • Occupation forecast not HW jobs would formalize,on a county/regional • (Market study updated post 2015) level,which partners provide services,• Open to incentives for strong R01 protocols for working together, andwhere to effectively focus resources. Pacific-Salish Economic Development District B-4 Comprehensive Economic Development Strategy(CEDS) INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Olympia Strong: Needs • Renters and homeowners living in Key Initiatives 2023 • Close the Equity Gap separate worlds—e.g.,over 90%of • Grow the Olympia Career Hub to • Boost Affordable Housing& Home Ownership renters had difficulty affording food last prepare people for local in-demand • Elevate More People Out of Poverty year; under 10%of homeowners occupations (clean energy, construction, • Champion Youth etc.) • Cultivate Career Pathways • Journey2Jobs skill-building and • Support Entrepreneurship and Small employment w wrap-around services Business, Large Employers&Industry Sectors • Support programs that introduce youth • Foster Community Vitality to a variety of career options and employers before graduation • Convert Plum Street Village into transitional housing for formally houseless and incarcerated individuals in job training and education programs • Expand access to capital for aspiring entrepreneurs from underbanked and underrepresented populations • Stand up navigator pilot project in target zone neighborhoods to connect residents with business and career training resources • Develop a climate adaptation and preparedness plan • Work with regional economic partners to better prepare for future economic disruptions Tumwater Goals Challenges • This is for lowland section of brewery Brewery District • Sense of place • Historic structures may require adjacent to Tumwater Falls Park, not Plan Update: . Pedestrian access demolition/rebuild production facilities in valley 2023 • Gathering places • Access road is limited • EDA could be instrumental for cleaning, • Better transportation options • Utilities undersized and redeveloping historic brewery for • Employment/economic opportunity • No parking area major emp center • Possible event/hotel space • New brewing/distilling operations Pacific-Salish Economic Development District B-5 Comprehensive Economic Development Strategy(CEDS) Pacific INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Reimagining The Willapa • Focused on sustainability in the Willapa Bay • Decline in wood products industry; • Detailed project descriptions Report: 2022 region through innovation, resiliency and challenges to fishing and shellfish included in document"Livable recreation farming;climate change—esp.for Cities Project Descriptions" • Projects: Sustainable Shellfish Innovation; SB Indian Reservation and Tokeland Energy Innovation District;Shoalwater Bay and Tokeland Infrastructure Resilience; Business-Ready Downtowns; New Housing; Trail-Ready Willapa;Willapa Hospitality Institute and Culinary Destination; Restore Critical Boat Maintenance Infrastructure; value-added wood products manufacturing at Port of Willapa Harbor;Street and Sidewalk Preservation-Construction Grants; EV Charging Station Grants; Downtown and Small Business Grants;Willapa Wheelstop; Complete Streets;South Bend Boardwalk; Willapa Hills Swing Bridge;Sound Bend Bridge ADA Access;Tokeland Walk/Bike Infrastructure;South Bend Bendiksen Landing Restoration; Hospitality Education Center; Bay Center Shellfish Education Recreation Development • Focus on dispersed recreational tourism • Dramatic fluctuation(and more • Divide PC into 6 sub-regions: Plan: 2018 . Projects: Bay Center rec facilities and trails; recently)decrease in razor clam Tokeland; Long Beach Peninsula; water trails;docks; marketing;viewing days open has hurt visitation Naselle Valley; Raymond/S Bend; platforms;Countywide trail system; signage; • Lack of connectivity limits visitor Willapa Valley; Bay Center Haunted history project;focus on biking, stay length and spending birdwatching,eco-adventurers Pacific-Salish Economic Development District B-6 Comprehensive Economic Development Strategy(CEDS) Pacific INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Pacific County Overall • Ag and Forest: adapt to tech changes in • Impacts of people moving to online • Serves as a substitute for Economic Economic Development resource production and manufacturing shopping(away from local Element in County Comp Plan Plan: 2019 • Transportation: improve channel and harbor economy) • Need to follow up on status of access; over the dock freight transfer • Lack of broadband coverage conceptual "online marketplace" capacity; EV stations • Business seasonality • Excellent overview of Branding • Industrial Lands:Consider mixed use housing e Low to no pop growth in some baseline: Columbia,Cranberry, on certain industrial lands areas Rainkist,Willapa, Long Beach,etc. • Commercial Lands: Mixed use housing for . Lack of workforce housing • Transportation priorities: Bridges workers • Aging pop on Willapa Hills Trail,SR6; erosion; • Housing: Diversify housing types; increase a Lack of specialty medical services Bike-ped separation;trestles; density;workforce housing for resource . Majority living in unincorporated Connecting Discovery Bay rail to workers area (68%) puts strain on County Refuge;Stream culverts; • Maritime:Spin-off industries; energy budget Replacement of bridges; production or support; channel nav • Isolation from 1-5 Corridor and Maintenance of shoulders (SR103) • Forest Industrial:Value-added sector larger urban centers • Safety is a recurring theme across development e Overabundance of vacant and sub-region,as is youth • Water Resources: Drinking water quality; vacation homes • Noted funding sources: LTA, .09 water resource protections • Low labor force participation rate Sales Tax; CERB; PWTF; USDA; DNR • Rec: build recreation network with emphasis • Transient segment of workforce Rural Communities; FLAP;WWRP; on public lands; enhance connectivity; a Vulnerability of resource industries RCO; Other Funds: County,Special modernize amenities to drastic climate change Purpose Districts, Nonprofits, Ports • Education: More afterschool activities; more . Loss of local businesses; rise of broadband REITs • Communications: sufficient broadband to e Lack of cohesive brand support growth of in-home internet based e Shortage of industrial lands businesses . Incomplete info on home-based biz • Brand: Grow county and sub-region brands a Sales tax depletion,threat from OR with local products border and internet • Resource Lands: protect from erosion a Underbuilt downtown amenities • Other Goals: Maintain and protect high LQ, . Lack of social media/internet skills but declining workforce base:wood,ocean, among business operators rivers;Convert jobs from PT to FT; housing • Gaps in poverty reduction trusts education and resources • Rising costs overwhelming financial capacity of fixed income residents Pacific-Salish Economic Development District B-7 Comprehensive Economic Development Strategy(CEDS) Pacific I INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Pacific County OEDP Annex: • Current inventory of ec dev projects(those • NA • Need to see if cost estimates 2022 above+others)—major focus on marina and available Boatworks;water systems;cold storage; industrial yard enhancements Pacific County Bike and Fed • Adjacent doc to Recreation Development Plan • Cost estimates not provided • Excellent overview of segment Route Plan: 2018 • Proposal to connect the dots(link bike trails) deficiencies and needs between Discovery Trail and Willapa Hills Trail • And regionally,to Cape Shoalwater Trail into Aberdeen/101 and SR 105 • Identifies 13 trail segments; almost all are proposed v existing Population At Risk—Pacific • Actual data year: 2019 • Clearest depiction yet of"missing • NA County: 2022 • Good news:Only 28%of HI-Is pay more than middle"age cohort(under 5 and 30%of income for rent v 46%for US over 65 rising at twice the US rate) • Shows 16%of Pacific County residents in "poverty"and 7%in "deep poverty"—Over 19%of HHs receive food stamps v 12%for US • Good graphic showing 35%of Pacific labor force "did not work"v 23%for US; increase of 6%over past decade • 24.7%of Pacific population self- reports a disability v 12.6%of US Joint Pacific County Housing • Interest in Community Land Trust w • Notable that,of 16,000 homes, • Companion "Dimensions" doc also Authority Strategic Plan: permanent affordable housing only 9,000 are occupied v seasonal identifies need for tiny home 2018 • Acquire more units countywide • JPCH operates 4 properties with 64 village,overnight shelters, re- • Promote ADUs units for all income levels purposed commercial lodging as • Focus on affordable workforce housing supply • Estimate 110-130 homeless potential solutions for closing stock families gap Benchmark Demographics: • NA,outdated (2019 data)and replaced with • NA • NA 2022 JobsEQ data Pacific County EDC Annual • Launched Long Beach Merchants Services • Major focus on administering • Incredible list of EDC members Report: 2021 Center; DART Trail Mapping COVID response aid Pacific-Salish Economic Development District B-8 Comprehensive Economic Development Strategy(CEDS) Pacific INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Pacific County Property • Livable Communities Year—UW student eval • Under-regulated vacation homes • Products include database with Inventory: 2022 (UW) of underutilized structures for potential are driving affordable market out property specifics and GIS housing use of reach storyboard to visualize options • Locations that have access to sewer,water, and broadband,as well as have an existing building foundation • Each municipality has 25-50"good fit" properties Regional Transportation Opportunities Challenges • 4 projects were identified as top Plan Update—Discussion • Major Project Development with WSDOT • Underfunded for known needs priorities,with 2 in South County Doc(2023) • Passenger rail expansion • Challenges with Road Usage Charge and 2 in North County • Emerging Technology(EVs, Hydrogen Fuel Cell • Tourism-related traffic overtaxing Vehicles,Connected and Autonomous local roads Vehicles) • Lack of ADA improvements EDA Project Funding • 34 top priorities,countywide • NA • Each project informally graded for Priorities Inventory: 2023 • Arranged by category(e.g., Ports,shoreline, relative job-creation and recreational, et al) community value Pacific-Salish Economic Development District B-9 Comprehensive Economic Development Strategy(CEDS) INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Mason County Economic • Notes high proportion of resident who live in • Lack of housing stock • Population growth had been declining Development Element: 2017 Mason but community out of County for work diversity could inhibit large since 2006(but appears to have shot • Emphasis on place making and building lifestyle employers from locating in up in 2022 due to pandemic) choice community brand Mason • Major focus areas: Infrastructure and Capital • Mason has a relatively low Improvements; Permitting and Regulation; jobs to housing ratio(i.e., .4 Education,Training and Business Development; vs.9 in Thurston) Community Development and Quality of Life; • 21%of vacant housing is Key Industries due to seasonal use • Identified capital investments: expanded • Government accounts for internet and cell phone coverage; utility nearly half of total covered extension; shovel-ready sites;freight mobility payroll employment on Hwy 3; expansion of Olympic College; • facilities to support outdoor recreation industry; cross laminated timber industry growth; shellfish habitat protection; USDA slaughter facility, cold storage, processing facilities, commercial kitchen; infrastructure to reduce nonpoint pollution in shellfish areas;visitor signage;cycle route enhancements City of Shelton Economic • 5-year plan (end in 2023) • Rural location; lack of • Noted target industries:timber milling; Development Strategic Plan: • Emphasis on business retention and expansion; dedicated resources for specialized ag; hospitality and tourism; 2018 workforce partnerships; external marketing economic development retail; light industrial (logo and tagline,online presence); internal activities marketing(conveying value of economic development); place and talent(real estate development, housing options,downtown, tourism, infrastructure,transportation);and recruitment(focus on inventory provided) Mason PUD 3 Broadband • Cool effort to create"Fiberhoods"through • Fiberhoods definitely help, • Notable that homeowners have Fiber News: 2022-2023 network line extensions into qualifying but won't alone solve the multiple providers to choose from neighborhoods where 75%of area homes rural, low-density service (which helps keep costs reasonable) register interest.Cost is share for establishing challenge • Qualifying households can receive a home connection (for homeowner,$3,600 up reduction in service costs front, or$25 per mo. up to 12 yrs). Pacific-Salish Economic Development District B-10 Comprehensive Economic Development Strategy(CEDS) INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES Target Industries Study— • Mason transitioning from anchor natural • Closure of the Simpson Mill • Document identifies many specific Sparking Solutions(Draft): resource economy to diverse industry base: was a major hit to the actions within goal areas—will need to 2017 tourism; healthcare;government; retail; economy and workers w/o reconfirm top priorities given origin specialty manufacturing and prof services readily available and (2015-2017)and economic impact • Notes growth in Construction and Ag equivalent alternative emp legacy of the pandemic • Notes several economic anchors:two public opportunities utility districts;several ports;Transit Authority; Mason General Hospital; Belfair Urgent Care; Olympic College; Squaxin Tribe and Little Creek Casino/Island Enterprises; Corrections Center; School District;Taylor Shellfish • "Getting to Yes"Workshop and 6 follow up forums focused on linking community /economic development priorities:tourism; value-added ag;adv manufacturing; career and tech education; info and comms tech;forest products; healthcare • Resulting Goals:Annual Community and Economic Development Summit; Industry Roundtable Meetings; Business Retention and Expansion Program; Linking Workforce Development to Industry Clusters; New Business Resource Center and Entrepreneurship;Shellfish Advocacy Mason County Business • SWOT style report • Weaknesses:commuter • Notes the economic impact of Demographics Phase III • Strengths: retail and health sector growth; outmigration; marijuana production, processing and Report: 2017 location relative to Oly,Tacoma and Seattle manufacturing contraction; sales(good for state and local sales • Key recommendations:wrap-around business wage levels; status as rural tax, but not eligible for federal services for all stages; inventory of vacant are under GMA rules investment) commercial and shovel-ready industrial sites; (limited large employer • Interesting profile of Thermedia which streamlined permitting process opportunities) chose Port of Shelton for business conditions and superior fiber Pacific-Salish Economic Development District B-11 Comprehensive Economic Development Strategy(CEDS) Appendix C — Pacific-Salish EDD Project Inventory by County Updated October 1, 2023 Individual Economic Development Councils will maintain their respective project inventories, with additional details regarding anticipated cost, partnerships and timelines. New projects will be added to the Top Priorities Action section and this inventory list during CEDS updates. Grays Harbor County Project Inventory • Aberdeen-Hoquiam Flood Protection Project • Port of Grays Harbor Terminal 4 improvements • Buildable lands study • Public infrastructure enhancement for development-ready sites at Satsop • Built Environment Infrastructure for Healthy Communities 9 Rural broadband in Chehalis River Valley • Chehalis River Bridge • Satsop power upgrade • Commercial and industrial development outside of flood zone • Simpson Ave. Bridge • Development of housing options in all categories • Small Business Resource Network and Technical Assistance Funding • Development of McCleary Industrial site • Support for publicly and privately owned tourism assets • Expansion of resources for childcare providers • Tsunami mitigation resources • Grays Harbor College housing • Water conveyance and storage infrastructure • Health care facility and service expansion to coastal communities a Westport Marina Modernization • Highway 12 Rail grade Separation Project • Workforce development training for legacy industries • Hoquiam 15 MW substation ($2M) • Workforce training for skilled labor and trades • Port of Grays Harbor Terminal 3 improvements Mason County Project Inventory • 7th Street Reconstruction • Duckabush Bridge Replacement • Agate Beach Mainline Replacement Project • Electric Vehicle Infrastructure • Alderbrook Lower Aquifer Testing • Electrical System Intertie PUD1-PUD3 • Allyn Transit Center Planning project • Evergreen Town Square • Aviation Business Park • Express Feeder(via Simmons Rd)to Squaxin Island Tribe • Backup Emergency Generators • Harstine Dedicated Feeder • Belfair Sewer, North Extension/Belfair Freight Corridor/PSIC • Harstine Pointe Rural Broadband Fiberhood • Belfair Substation Transformer Upgrade • Hoodsport Transit Center Planning • Belfair WRF Critical Equipment Replacement Project • Hwy 108 Fish Culvert Projects • Belfair WRF Resiliency Project • Johns Prairie Facility Upgrade/Construction • Canal View Water Systems Rehabilitation • Jorstad Substation • Coloquallum Communities Rural Broadband Fiber Project • Lake Arrowhead Main Line Replacement • Construct Maintenance Wash Facility • LED Streetlight Upgrades Pacific-Salish Economic Development District C-1 Comprehensive Economic Development Strategy(CEDS) • Manzanita Substation • Submarine Distribution Cable Replacement • Mason Plan Update • Substation: Belfair • Membrane Treatment Plant Phase 1 Expansion Design and Construction • Substation: Dayton Shelton • New Well-Pressure Zone 2 • Substation: Potlatch • New Well Belfair UGA and commercial core • Switching Yard/Transmission Lines/Substation: Belfair (3phases) • North Bay Case Inlet WRF GSP/FP Update • Switching Yard/Transmission Lines/Substation: Dayton Shelton (3phases) • North Diversion Sewer Lift Station and Force Main • Tenant Consolidation &Expansion • Port Security • Trails Road Alternative-Razor Road Extension • Razor&Alderwood Rd Rural Broadband Fiberhood • Union Water System: Project A: Manzanita Water Reservoirs • Replacement Well • Union Water System: Project B:Vuecrest&Union Ridge Water Main • Ripplewood Main Line Replacement • Union Water System: Project D: Manzanita Reservoir Mainline • Rural Broadband-Fiberhoods • Union Regional Water System: Project F Alderbrook Mainline Replace • Sargent Oyster House • Water Reclamation Plant Headworks Capacity Upgrades • Shadowood Reservoir& Booster Station • Water Reclamation Plant Membrane Filter Replacements • SR3 Freight Corridor-Romance Hill Connector • Wildfire Prevention Equipment-Multi Year Project Pacific County Project Inventory • Affordable Housing Development(County-wide) • Ilwaco Boatyard Expansion (in-water pier/lift to enable larger boats • American Legion Post 150 Veteran Resource& Housing Center(WCDA) • Ilwaco Discovery Trail Connection Project(City of Ilwaco/Port of Ilwaco) • Beach to Bay Trail (Port of Peninsula) • Industrial Log Yard/Saw Mill Storm Water Improvements(Pacific County) • Bendicksen Landing revitalization (South Bend) • Invasive species mitigation (County-wide) • Boardwalk Reconstruction (City of Long Beach) • Klean Building re-development into workforce housing(Long Beach) • Boat Hoist Dock Construction Phase I (Port of Chinook) • Long Beach Peninsula Event Center(Port of Peninsula) • Broadband redundancy+Wi-Fi (County-wide) • Marina Based Research Facility and Seed Tank Co-Op(Port of Peninsula) • Bulkhead Replacement Project(Port of Ilwaco) • Marina Reconstruction Project(Port of Chinook) • Clam Shell Rail Car Rescue(Port of Peninsula) • Marina Reconstruction Project(Port of Peninsula) • Cold Storage Project(Port of Ilwaco) • Marine Fueling Facility Improvements(Port of Chinook) • Community Multipurpose Event Site(Port of Ilwaco) • Multi-year dredging(County-wide) • County-wide septage disposal (County-wide) • Strategic Inventory Plan for Nature Based Tourism (Long Beach) • Discovery Trail Mid-Peninsula Link(Port of Peninsula) • Recreational Boating Facility Redevelopment(Port of Chinook) • Downtown revitalization (Raymond/South Bend, Ilwaco) • Re-purpose Naselle Youth Camp(Naselle) • Dylan Jude Harrell Community Center(Ilwaco) • Robert Bush Park Overlay and Drainage(City of South Bend) • EDC Staffing(Pacific County EDC) • Seaview Connector Trail (City of Ilwaco) • Erosion Protections for North Willapa Shoreline • Septage Management Feasibility Study(Pacific County/City of Ilwaco) • EV Charging-EV charging stations(County-wide) • Shoalwater and Tokeland area infrastructure resilience-Shoreline • Expansion of Raymond wastewater treatment facility(Raymond) @Shoalwater Bay Upland Project(Tokeland) • Hospital Expansion—Willapa Harbor and Ocean Beach (Raymond, Ilwaco) • South Bend Mill Revitalization (brownfield, multiuse development) • South Bend-Raymond Waterline Extension (City of South Bend) Pacific-Salish Economic Development District C-2 Comprehensive Economic Development Strategy(CEDS) • SR101 Charging Stations(EDC/PCOG) • Water System Infrastructure Improvements(City of Raymond) • Tokeland Marina Fishers RV Park&Campground (Port of Willapa Harbor) • Water System Plan Update(City of Ilwaco) • Tri-district Harbor Trade and Technology Center(County-wide) • Water Treatment Plant Emergency Generator(City of South Bend) • Tsunami towers(Long Beach Peninsula) • Willapa Bay Boatyard for haul out and large scale rework (Raymond) • Washington Coast Business Accelerator(South Bend) • Willapa pedestrian/bicycle ferry(County-wide) • Water Booster Station Improvements(City of Ilwaco) • WN88 Airport Improvement and Industrial Park Project(Port of Peninsula) • Water installation/hookup for Chinook area (Chinook) • WTP SCADA Upgrade(City of Ilwaco) Thurston County Project Inventory • Lacey Food Truck Plaza amenities • Thurston County EV charging stations • Lacey Hawks Prairie destination development • Thurston County Fairground redevelopment • Lacey indoor sports facility • Thurston County Gates-Belmore Trail expansion • Lacey MakerSpace expansion and training center • Thurston County Grand Mound infrastructure • Lacey Phase II RAC expansion • Thurston County Grand Mound master plan • Lacey Phase III RAC expansion • Thurston County land use and building permit technology upgrades • Olympia coastal tourism amenities • Thurston County marina modernization • Olympia Highway 101 interchange at mall • Thurston County market analysis for new incubator programs • Olympia sea wall, boardwalk,jetty, pier,wharf,dock, landing protections • Thurston County Martin Way Corridor • Port of Olympia Foreign Trade Zone expansion • Thurston County meeting space • Thurston County affordable housing development • Thurston County Rochester Main Street • Thurston County broadband infrastructure and digital equity a Thurston EDC revolving loan fund • Thurston County childcare • Thurston EDC Scale Up Training Program • Tumwater Pocket Gopher land mitigation purchase Pacific-Salish Economic Development District C-2 Comprehensive Economic Development Strategy(CEDS) C oo � Mason County Agenda Request Form A(i To: Board of Mason County Commissioners From: Mike Collins,PLS,PE,Deputy Director/County Ext.450 Engineer Department: Public Works Briefing: 0 Public Hearing: ❑ Action Agenda: 0 Special Meeting: ❑ Briefing Date(s): October 16, 2023 Agenda Date: October 24, 2023 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: Amend Public Works Consultant and Project Agreements and Procure Geotechnical and Engineering Services Background/Executive Summary: The following agreements will be expiring at the end of the 2023 calendar year. Public Works is requesting authorization to extend these agreements to continue these necessary services during the 2024 calendar year. Consultant Services/Project Consultant/ Requesting Current Requesting Contractor to Extend Maximum Increase Agreement Pa out Maximum Payout On-Call Structural Engineering Sargent Yes $200,000 No Engineers On-Call Hydraulic Services Skillings Yes $200,000 No Engineering On-Call Cultural Resource Services Drayton Yes $50,000 Yes, additional Archaeological $15,000 Research Hydraulic/Hydrological Analysis and Parametrix Yes $50,000 No Design for Uncle Johns Lower Creek Culvert project Public Works Facility Water & Gibbs &Olsen Yes $90,000 No Wastewater System Design Public Works would also like authorization to procure on-call Geotechnical Services and Engineering Services for Development review for the 2024-2026 calendar years. Budget Impact: All agreements are in the current Road and Utility budget and the requested agreement increases are in the proposed draft budget for 2024. Public Outreach: N/A 41sw Mason County Agenda Request Form Y Requested Action: Requesting the Board authorize Public Works to: 1. Execute a supplemental agreement to extend the On-Call Structural Engineering, Hydraulic and Cultural Service Agreements to December 31, 2024 and add an additional $15,000 to the Cultural Services agreement. 2. Execute Amendment to extend the Hydraulic/Hydrological analysis for Lower Uncle Johns Creek Culvert and Water/Wastewater System Design for the Public Works Facility Agreements to December 31, 2024. 3. Procure and execute an agreement for Geotechnical Services and Engineering Services for Development Review, as needed, for 2024-2026 calendar years from the County MRSC Consultant Roster. The maximum pay-out for each agreement not to exceed $200,000. C( , Mason County Agenda Request Form To: Board of Mason County Commissioners From: Jennifer Beierle Ext. 532 Department: Support Services Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 10/16/2023 Agenda Date: 10/24/2023 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: Approval to set a public hearing for Monday,December 4,2023 at 9:00 a.m.to consider adoption of the 2024 budget for Mason County. Copies of the 2024 preliminary budget will be available to the public on November 20,2023. Background/Executive Summary: Pursuant to RCW 84.52.070,the Commissioners must hold a public hearing on the 2024 preliminary budget to allow taxpayers to"appear and be heard for or against any part of the budget". The public hearing also allows county departments to publicly testify if they so desire. Budget Impact(amount, funding source,budget amendment): 2024 Adopted Budget Public Outreach (news release,community meeting, etc.): The 2024 proposed budget will be posted on the County's website: www.masoncounta.gov by November 20,2023 Requested Action: Approval to set a public hearing on Monday,December 4,2023 at 9:00 a.m. to consider adoption of the 2024 budget for Mason County. Copies of the 2024 preliminary budget will be available to the public on November 20,2023. Attachments C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Jennifer Beierle Ext. 532 Department: Support Services Briefing: 0 Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 10/16/2023 Agenda Date: 10/24/2023 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: Approval to set a public hearing for Tuesday,November 21, 2023, at 9:15 a.m.to certify to the County Assessor the amount of taxes levied for Current Expense and County Road for 2024.An increase to the Current Expense and County Road property tax levies for 2024 may be considered. Background/Executive Summary: Pursuant to RCW 84.52.070,the Commissioners must certify to the County Assessor the amount of taxes levied upon the property in the county for county purposes by adoption of a resolution, on or before the 15'day of December in each year, and on or before the first Monday in December the respective amounts of taxes levied by the board for each taxing district,within or coextensive with the county, for district purposes.. Budget Impact(amount, funding source,budget amendment): The estimated levies for Current Expense and County Road are included in the 2024 proposed budget. Public Outreach (news release,community meeting, etc.): The notice of public hearing will be advertised in the Shelton-Mason County Journal for two weeks prior to the hearing. Requested Action: Approval to set a public hearing on November 21,2023, at 9:15 a.m. to certify to the County Assessor the amount of taxes levied for county purposes and the amount of taxes levied for each taxing district for 2024.An increase to the Current Expense and County Road property tax levies for 2024 may be considered. Attachments C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Mary Ransier Ext.422 Department: Human Resources Briefing: ❑X Action Agenda: ❑X Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): October 16,2023 Agenda Date: October 24,2023 Internal Review: ❑ Finance ® Human Resources ® Legal ❑ Information Technology ❑X Risk (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• January 2024—December 2027 Collective Bargaining Agreement(CBA) for Mason County Office of Public Defense and Woodworkers Local Lodge W38,I.A.M. Background/Executive Summary: The exclusive representatives of Woodworkers Local Lodge W38,I.A.M have reached a tentative agreement with Mason County for the 2024-2027 term. It is noted and commended to the Commissioner's that the parties reached this Agreement through a very collaborative negotiations process. Budget Impact(amount,funding source,budget amendment): Supplemental—Funded by Ending Fund Balance Public Outreach (news release,community meeting, etc.): N/A Requested Action: Approval of the January 2024—December 2027 Collective Bargaining Agreement(CBA)for Mason County Office of Public Defense and Woodworkers Local Lodge W38,I.A.M. Attachments: CBA COLLECTIVE BARGAINING AGREEMENT By and Between MASON COUNTY And MASON COUNTY OFFICE OF PUBLIC DEFENSE co 1854 And WOODWORKERS LOCAL LODGE W38, I.A.M \Q'o�pF MACHI�y�sTs9y a O o J � y y a� �e Vr 0 Ni * Sb'��� January 1 , 2024 through December 31 , 2027 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 1 of 15 Table of Contents PREAMBLE.............................................................................................3 ARTICLE I: RECOGNITION........................................................................ 3 ARTICLE II: GRIEVANCES.......................................................................... 4 ARTICLE III: RIGHTS OF MANAGEMENT........................................................................................6 ARTICLE IV: NON-DISCRIMINATION............................................................7 ARTICLE V: WAGES AND BENEFITS...........................................................7 ARTICLE VI: HOLIDAYS............................................................................9 ARTICLE VII: VACATION............................................................................9 ARTICLE VIII: SICK LEAVE, BEREAVEMENT LEAVE, FMLA............................10 ARTICLE IX: CIVIL LEAVE.........................................................................13 ARTICLE X: LONGEVITY............................................................................13 ARTICLE XI: SAVINGS CLAUSE..................................................................13 ARTICLE XII: DURATION...........................................................................13 SIGNATURES..........................................................................................14 APPENDIX A...........................................................................................15 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 2 of 15 PREAMBLE This Agreement entered by Mason County and the Mason County Office of Public Defense, hereinafter referred to as the "Employer" and Woodworkers Local Lodge W38, I.A.M., hereinafter referred to as the "Union," has as its purpose the promotion of harmonious relations between Mason County, the Employer and the Union, and the establishment of an equitable and peaceful procedure for the resolution of differences, in the public interest. ARTICLE I: RECOGNITION Section 1,The Employer recognizes the Union as the sole and exclusive bargaining agent for the purpose of negotiations concerning salaries, hours, and other conditions of employment for all full-time and regular part-time deputy public defender attorneys in the Office of Public Defense, hereinafter referred to as "employee", "employees", "DPD" or"DPDs", except for Rule 9 interns and confidential employees. Section 2. Union Representation a. It is mutually agreed that only Union members of this unit shall engage in active participation in Union affairs of this unit or serve in a role of leadership of the unit such as: serving as a delegate or representative, serving on negotiating or other Union committees, or participating in other similar activities to the interest of the unit. b. Within ninety (90) days of the new employee's start date, the Union shall have no less than thirty (30) minutes during the employee's work hours to present information about the Union. The Union will explain that it is designated as the exclusive representative for all employees covered under the Collective Bargaining Agreement. The Union shall inform each new employee that membership in the Union is voluntary and only when an employee clearly and affirmatively consents to joining the Union may collect fees. In addition, the Union shall explain to the new employee the rights and the benefits the employee would forgo by being a non-member. c. The Union agrees to accept employees as members without discrimination asto race,color, creed, sex, sexual orientation, national origin or physical, sensory, or mental disabilityor protected classes under the law. d. The Employer will provide for payroll deduction of Union dues and initiation fees upon authorization by the employee. Payroll deduction authorization cards must be received by the County department by the 151h day of the month to be recognized as effective for that month. The County will transmit to the duly designated officer of the Union the total amount so deducted together with the list of names of the employees from whose pay deductions were made. All refunds of such deductions which may be required to be made to any employee shall be made by the Union, and the Union shall settle all questions, and disputes between it and its members with reference to the deductions or refunds of the like without recourse to the County. e. The Employer will distribute one copy of this Agreement to each employee in the unit and to each newly hired employee of the unit. The cost of printing this Agreement shall be equally shared between the Department and the Union. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 3 of 15 f. The Union agrees to supply the Employer with lists of officers of the Union and representatives and to keep such lists current.The Employer will recognize the officers and representatives, or shop stewards. g. Signatory organization will indemnify, defend,and hold the Employer harmless against any claims made and against any suit instituted against the County on account of any check-off of dues for the Union organization. The Union agrees to refund to the County any amounts paid to it in error on account of the check-off provisions upon presentation of proper evidence thereof by the County. ARTICLE II: GRIEVANCES Section 1. The purpose of this grievance procedure is to promote harmony and efficiency between the employees and the Employer by providing for the timely settlement of grievances without fear of discrimination or reprisal. Section 2. The term "grievance" shall mean any dispute between the Employer and the Union or an employee covered by this Agreement, concerning the interpretation, application, claim, or breach or violation of the terms of this Agreement and established personnel matters. Section 3. Employees will be unimpeded and free from restraint, interference, coercion, discrimination, or reprisal in seeking adjudication of their grievances. Section 4. Any time limits stipulated in the grievance procedure may be extended for stated periods of time by appropriate parties by mutual agreement in writing with copies to the Union and the Employer. Section 5. Failure of the Employer to comply with any time limitations of a procedure in this Article shall automatically permit the aggrieved employee to advance their grievance to the next step of these procedures. Section 6. A grievance of interest to several employees may be filed as a "group" grievance at Step 2 of the Grievance Procedure and be processed within the time limits set forth herein. Either the Union or the Employer may initiate a grievance. The Employer may not grieve the acts of individual Employees, but rather, only orchestrated acts or actions of authorized representatives believed to conflict with this Agreement. An Employer grievance will not be subject to Arbitration and may go to mediation. Section 7. Grievance Procedure Step 1. Within fourteen (14) calendar days of the incident, giving rise to the grievance or within fourteen (14) calendar days of the date the grievant knew or reasonably should have known of the incident-giving rise to the grievance, the employee and/or the shop steward or other representative of the Union shall discuss the grievance with the Supervisor. The Supervisor shall notify the employee of any decision on the grievance within fourteen (14) calendar days of the discussion with the employee. Step 2. If the grievance is directly related to Termination, Suspension or Article V, Wages and Benefits, then within fourteen (14) calendar days after receipt of the response or expiration 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 4 of 15 of the time for response in Step 1, the employee and/or Union shall reduce to writing a statement of the grievance, which shall contain the following: (1) the facts upon which the grievance is based. (2) the Article(s) and/or Section(s) of the Agreement allegedly violated; and (3) the remedy sought. The written grievance shall be filed with the Human Resources Director, with a copy to the Supervisor. The Human Resources Director shall schedule a meeting with the Union Representative, affected employee(s) and the Supervisor(or designee) to hear and seek to resolve the grievance. Within fourteen (14) calendar days of the meeting, the Human Resources Director shall provide a written response to the Union Representative, employee(s) and the Supervisor. If the grievance is not resolved at Step 2, it may be advanced to arbitration by the Union. Section 8. Grievance Arbitration A. Should the Union choose to advance the grievance to arbitration, written notification of its intent to arbitrate shall be submitted to the Supervisor and Human Resources Director within fourteen (14) calendar days of receiving the written response in Step 2. Thereafter, the parties will attempt to agree on an arbitrator to hear the grievance. If the parties are unable to agree to an arbitrator, then a list of nine (9) names shall be jointly requested by the parties from the Public Employment Relations Commission (PERC) within thirty (30) calendar days of the date the Union filed its notice of intent to arbitrate with the County. B. If a list of arbitrators is requested, both parties will attempt to agree upon an arbitrator from this list. If they cannot agree within fourteen (14) calendar days from the receipt of the list, a flip of the coin will determine which party strikes the first name from the list. This striking of names will alternate between the parties until one name remains. This person shall be the arbitrator. C. The Parties shall jointly submit a written referral to the arbitrator that will contain the following: 1) A stipulated agreement of the question or questions at issue. If unable to stipulate, parties shall frame their own question or questions and the arbitrator shall have authority to define the question as a first order of business at any subsequent hearing; 2) Statement of facts and position of each respective party; and 3) Copy of the grievance and related correspondence. The arbitration hearing shall be scheduled at a date, time, and location mutually acceptable to the parties. D. For any grievance arbitration proceeding held pursuant to this Article, it is understood as follows: 1) The arbitrator shall have no power to render a decision that will add to, subtract from or alter, change, or modify the terms of this Agreement, and their power shall be limited to interpretation or application of the terms of this Agreement, and all other matters shall be excluded from arbitration. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 5 of 15 2) The decision of the arbitrator shall be final, conclusive, and binding upon the Employer, the Union and the employees involved, provided the decision does not involve action by the Employer, which is beyond its jurisdiction. 3) Each party may call witnesses. Such testimony shall be sworn and shall be limited to the matters set forth in the written statement of the grievance and shall be subject to cross-examination. The arguments of the parties may be supported by oral comment and rebuttal. Either or both parties may submit post-hearing briefs within a time mutually agreed upon. Such arguments of the parties,whether oral or written, shall be confined to and directed at the matters set forth in the written statement of the grievance. 4) Either party may request that a stenographic record of the hearing be made. The party requesting such record shall bear the cost thereof; provided, however, if the other party requests a copy, such cost shall be shared equally. 5) The cost of the arbitrator shall be borne equally by the Employer and the Union, and each party shall bear the cost of presenting its own case. ARTICLE III: RIGHTS OF MANAGEMENT Subject to the terms of this Agreement, it is understood and agreed that the County possesses the sole right to operate the Mason County Public Defense, whether heretofore or herein after exercised, and regardless of the frequency or infrequency of the exercise. It is expressly recognized that such rights include, but are not limited to the following: A. To determine the Mason County Public Defense mission, policies and set forth all standards of service offered to the public. B. To Plan, direct, control and determine the operations or services to be conducted by the employees. C. To utilize personnel, methods and means in the most appropriate and efficient manner possible. D. To manage and direct the employees of the Public Defense Office E. To hire, promote, transfer, train, evaluate performance and retain employees in positions of the Public Defense Office F. To establish work rules and rules of conduct G. To determine the size and composition of the work force and to lay off employees in the event of lack of work or funds. If a layoff is imminent due to a lack of funds or work, the parties shall meet to discuss efforts to preserve the bargaining unit workforce and develop potential alternatives to curtailment. H. Determine the methods, maintenance, equipment, number and kinds of personnel, the job, work, or position content required to accomplish governmental operations and maintain the efficiency and safety of those operations. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 6 of 15 I. Determine and change the number and locations and types of operations, processes, and materials to be used in carrying out all County functions. J. Control departmental budgets and financial policies, including accounting procedures. K. Take whatever actions are necessary in emergencies or exigent circumstances in order to ensure the proper function of the Public Defense Office. Exigent circumstances are declared by the Board of County Commissioners or designee in writing and are circumstances which, through no fault of the employer, result in a situation that impacts safety of efficient operation. L. The Union and the employer will work together to develop and implement a system of Case Load weighting or Case Load distribution that is beneficial to both the employer and employees. ARTICLE IV: NON-DISCRIMINATION Section 1. Neither the Employer, Union, nor any employee shall in any manner whatsoever discriminate against any employee on the basis of race, color, religion, creed, sex, marital status, national origin, age, or sensory, mental or physical handicaps; Except,that such factors may be considered in employment decisions where determined to be a bona fide occupational qualification under the guidelines promulgated by the Federal Equal Employment opportunity commission. Section 2. No employee shall be discharged or discriminated against for engaging in lawful Union activities, fulfilling duties as an officer in the union, serving on a Union committee or member thereof, or exercising the employee's rights as a Union member, or for acting in compliance with the rules of professional conduct as mandated by the Washington State Supreme Court. ARTICLE V: WAGES AND BENEFITS Section 1. Effective January 1, 2024, salaries for this bargaining unit shall be established as listed in the wage scale as set forth in Appendix A which includes a onetime 10% market adjustment. Effective January 1, 2025, through December 31, 2027, each employee shall also have their base wage adjusted by an across the board (ATB) increase as set forth below: INCREASE 1/1/2025 2.00% 1/1/2026 2.00% 1/1/2027 2.25% Step increases shall occur on the employee's anniversary date. If an employee's performance is unsatisfactory, the supervisor may defer a scheduled pay increase for a stipulated period of time or until the employee's job performance is satisfactory. The anniversary date is defined as the employee's actual date of appointment to their current job classification. The actual date of the pay increase shall be the first or the 16th of the month, depending on the date of the anniversary day. (e.g.., if an employee's anniversary date is on January 14th, the pay increase will take effect January 1st) 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 7 of 15 Section 2. The County shall pay any court-sanctioned fine levied against an employee where, in the reasonable judgment of the Supervisor, such employee was fined in the good faith performance of his duties. Section 3. The County shall pay the regular, active annual dues to the Washington State Bar Association for each employee covered by this Agreement. Should an employee terminate employment with the County prior to July 1 of the current calendar year, they shall reimburse the County a pro-rated share of dues paid to be deducted from their last paycheck. Section 4. The County shall provide indemnification and defense of an employee from liability that may arise out of the good faith performance of their duties. Section 5. The County shall contribute as below each month during the term of this Agreement for each eligible employee for medical, dental, vision, and life insurance coverage. This contribution is to be applied to premiums for PEBB medical and WCIF dental, vision and life or, with the provision of adequate notice to the County, applied to the premiums of such other carrier or carriers as designated by the Union. Eligible employees are those regular full-time and regular part-time employees compensated for eighty (80) man-hours (excludes vacation, sick and comp time upon separation) or more per month during the calendar year. A. Effective January 1, 2024, the contribution shall be increased to one thousand, five hundred and eighteen dollars ($1518.00) per month during the term of this Agreement for each eligible employee for medical, dental, vision, and life insurance coverage. B. Effective January 1, 2025, the contribution shall be increased to one thousand, five hundred and seventy dollars ($1570.00) per month during the term of this Agreement for each eligible employee for medical, dental, vision, and life insurance coverage. C. Effective January 1, 2026, the contribution shall be increased to one thousand, six hundred and twenty-two dollars ($1622.00) per month during the term of this Agreement for each eligible employee for medical, dental, vision, and life insurance coverage. D. Effective January 1, 2027, the contribution shall be increased to one thousand, six hundred and seventy-four dollars ($1674.00) per month during the term of this Agreement for each eligible employee for medical, dental, vision, and life insurance coverage. Section 6. The Employer shall provide an Employee Assistance Program (EAP) benefit for all bargaining unit employees. Section 7. In the event either party is subject to carrier plan design change or a penalty, tax, fine or increased costs as a result of requirements or provisions of the ACA, not within their control, the parties agree to meet and negotiate regarding the impacts of any such cost or plan design impacts and immediately bargain alternative provisions. Section 8. Clothing Allowance: All employees shall receive, payable on the second pay date in July of the current calendar year, an annual clothing allowance of five hundred dollars ($500) for professional business attire. Section 9. DUI Hotline Allowance: DUI Hotline is for on-call for DUI Hotline Phone service during non-duty hours to be rotated throughout the staff based upon an on-call schedule agreed to 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, AM Page 8 of 15 by Chief Public Defender and staff. The rate of the stipend will be thirty-two dollars ($32.00) per hour for three (3) hours per week for each week the employee is on call. Section 10. Continuing Legal Education (CLE): Attorneys will be provided an annual membership to the WDA (Washington Defender Association) and attendance to the annual WDA Conference paid for by the County. Additional flexibility in the training budget will allow for up to one thousand dollars ($1,000) annually for the office for training and obtaining CLE credits, in addition to unused WDA training funds, to be used at the discretion and prior approval of the Director. Section 11. The County and Union mutually agree to comply with all Washington State Long Term Services Trust Act statutes, in accordance with RCW 50B.04. ARTICLE VI: HOLIDAYS Section 1. The following is a list of the annual recognized holidays for employees in the Supervisor's Office: New Year's Day Labor Da Martin Luther King Day Veterans' Da Presidents' Day Thanksgiving Day Juneteenth Friday after Thanksgiving Da Memorial Day Christmas Eve Da Independence Day Christmas Da Two 2 Floating Holidays Christmas Eve may be taken off based on the operational needs of the County and the prior approval of the Deputy Public Defender, and if this cannot be accommodated, the employee will schedule an alternate day with their supervisor's approval. Section 2. Where there is a conflict or difference between either a federal or state designated holiday, the parties may agree to honor either one but not both. Section 3. When a recognized holiday falls on Saturday, the Friday preceding it will be allowed; and when a recognized holiday falls on a Sunday, the Monday following will be allowed as a regular paid holiday. Section 4. Floating holidays may be taken at the discretion of the employee, provided the approval of the Employer is obtained and one week's advance notice is given. The one-week notice requirement may be waived by the Employer. Floating holidays not used by the end of the calendar year during which they accrued will be lost. ARTICLE VII: VACATION LEAVE Section 1. Each regular full-time employee shall accrue paid vacation leave as follows: Years of Continuous Service Annual Accrual 1st through 3rd year of employment 96 hours 4t" through 7t" year of employment 120 hours 81" through 91" year of employment 144 hours 10t" through 111" year of employment 160 hours 12t" through 14t" year of employment 176 hours 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, AM Page 9 of 15 151" through 161h year of employment 184 hours 17t" through 19th year of employment 192 hours 20 or more years of employment 200 hours Section 2. All new employees must satisfactorily complete six(6) months of service to be entitled to the accrual and use of vacation leave. Regular part-time employees will receive vacation on a pro-rata basis. Extra help employees are not eligible for any vacation benefits. Employees do not accrue vacation benefits during a leave without pay. Section. 3. Regular full-time employees must work, or be in a paid status, at least eighty (80) hours in a month to accrue vacation for the month. Regular part-time employees must work, or be in a paid status, at least in the same proportion to eighty (80) hours as their regular hours are to full-time employment to accrue vacation leave for that month. Section 4. The first day of the month of hire shall be the effective date of subsequent increases in the vacation accrual rate for employees hired between the first and the fifteenth of the month. The first day of the month following the month of hire shall be the effective date of subsequent increases in the vacation accrual rate for employees hired between the sixteenth and the last day of the month. Section 5. The Supervisor is responsible for scheduling its employees' vacations without undue disruption of department operations. Leave requests shall normally be submitted, in writing, at least two weeks prior to taking vacation leave. Section 6. The maximum vacation leave hours that may be accrued at any point in time is four hundred (400) hours. No additional vacation leave accrual will be added to the employee's vacation leave benefit when the maximum accrual of four hundred (400) hours has been attained. Section 7. Eligible employees will be paid for unused accrued vacation leave upon termination of employment with Mason County, provided that no employee may receive payment for more than four hundred (400) hours. Employees shall provide at least ten (10) working days written notice of their effective resignation date. The time limit of the resignation may be waived at the discretion of the Department Head. Pay in lieu of unused vacation shall be forfeited if ten (10) working days written notice is not provided or waived. ARTICLE VIII: SICK LEAVE, BEREAVEMENT LEAVE AND FMLA Section 1. Per the Washington State Paid Sick Leave law, RCW 49.46, in accordance with WAC 296-130 and Initiative 1433, the County and the Union mutually agree to comply the with the laws. Regular full-time employees must work or be in a paid status at least eighty (80) hours in a month to accrue sick leave for the month. Sick leave shall accrue for all regular full-time employees at the rate of eight (8) hours per month for each month of employment. Regular part-time employees shall accrue sick leave on a pro-rated basis in proportion to the number of hours the part-time employee is in a paid status during the month as compared to that required for full-time employment. Sick leave cannot be taken before it is earned. Sick leave accrual may not exceed one thousand two hundred (1,200) hours. Usages of sick leave shall be consistent in accordance with the Washington State Paid Sick Leave law, RCW 49.46, WAC 296-130 and Initiative 1433,the County and the Council mutually agree to comply with the laws. Authorized uses of sick leave may be utilized for immediate family as defined below: 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 10 of 15 "Immediate family"shall be defined as persons related by blood, marriage, or legal adoption in the degree of relationship of spouse, registered domestic partner, grandparent, parent (biological, adoptive, de facto, or foster parent, stepparent, or legal guardian of an employee or employee's spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child), sibling, child (biological, adopted, or foster child, stepchild, or a child to whom the employee stands in loco parentis, is a legal guardian, or is a de facto parent, regardless or age or dependency), grandchild, in compliance with WAC 296-130-030 and RCW 49.12.270 (or subsequent statutes) and other persons with the approval of the Employer or designee. Section 2. A written certificate from an employee's medical provider may be required when the employee is absent for a period in excess of three (3) days or when a pattern of sick leave use indicates possible sick leave abuse. To the extent allowed by law, the County also may request the opinion of a second medical provider, at County expense, to determine whether the employee suffers from a condition which impairs their ability to perform the essential functions of the job. Section 3. Sick Leave Cash Out: Employees hired before January 1, 2011, shall receive payment for unused sick leave upon termination of employment with fifteen (15) years of continuous county service; or upon termination of employment with Mason County when the termination is contemporaneous with retirement from an applicable Washington State Public Employees Retirement System; or upon the death of the employee, in which case payment shall be made to their estate. Employees hired on or after January 1, 2011, neither they nor their estate shall be eligible to receive any cash out of the employee's accrued sick leave upon separation from county service. Section 4. Sick Leave Adjustment for Worker's Compensation: A. For a period of absence from work due to injury or occupational disease resulting from County employment, the employee shall file an application for Worker's Compensation in accordance with state law. B. If the employee has accumulated sick leave credit, the County shall pay the sick leave difference between their time loss compensation and their full regular salary unless the employee elects not to use their sick leave. C. Should an employee receive Worker's Compensation for time loss and they also receive sick leave compensation, their sick leave accrual prior to the time loss will be reduced by the total number of hours they were on sick leave minus the number of hours at full salary for which they are paid to the nearest hour. D. Until eligibility for Worker's Compensation is determined by the Department of Labor and Industries, the County may pay full sick leave accumulated, provided that the employee shall return any subsequent over-payment to the County. E. Should an employee apply for time loss compensation and the claim is then or later denied, sick leave and vacation leave may be used for the absence in accordance with other provisions of this rule. F. Nothing herein pertains to a permanent disability award. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 11 of 15 G. If an employee has no sick leave accumulated, or has exhausted all sick leave, vacation leave, or comp time, may be substituted. Section 5. Bereavement Leave: The County will provide regular, full-time, and part-time employees with paid bereavement leave for up to three (3) days in the event of the death of an immediate family member. Two (2) additional days chargeable to accrued sick leave will be granted at the request of the employee. Immediate family for purposes of bereavement leave includes only the employee's spouse, parent, grandparent, child, grandchild, sibling, grandparent- in-law, parent-in-law, sibling-in-law, child-in-law, pibling and niblings. Section 6. Family Leave: The County and the Union mutual agree to comply with all State and Federal Family Leave laws (FMLA, RCW 49.78), whichever is more advantageous to the employee Employer will grant leave consistent with the FMLA and the adopted conditions and provisions of the state and federal law and are not intended to expand upon the rights thus set forth. For purposes of this Article, the definition of "immediate family" will be found in Article VIII, Section 1. If an employee has any questions regarding the State and Federal Family leave laws, they may contact the County's Human Resource Department for guidance. Maternity Disability Leave - Consistent with WAC 162-30-020, the Employer will grant a leave of absence for a period of temporary disability because of pregnancy or childbirth. This may be in addition to the leave entitlements of FMLA. This leave provides female Employees with the right to a leave of absence equivalent to the disability phase of pregnancy and childbirth. There is no eligibility requirement, however, the Employer has no obligation to pay for health insurance benefits while on this leave (unless utilized concurrent with FMLA or otherwise entitled under disability or sick leave paid status). Leave for temporary disability due to pregnancy or childbirth will be medically verifiable. There is no limit to the length of the disability phase, except for the right for medical verification and the right of second opinion at the Employer's expense. At the end of the disability leave, the Employee is entitled to return to the same job or a similar job of at least the same pay. Employees must use their accrued sick leave and vacation, if any, during the leave period and, at their election, any accrued comp time. Once this paid leave is exhausted, the Employee's leave may be switched over to unpaid leave. Section 7. Military Leave: Employees enlisting or entering the military service of the United States, pursuant to the provisions of the Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA) shall be granted all rights and privileges provided by the Act. In addition to benefits granted under USERRA, Employees shall be allowed military leave as required by RCW 38.40.060 and as interpreted by the Court. This provides for twenty-one (21) working days of military leave per year (October 1 through September 30). Section 8. Leave Without Pay: Except in the case of Family Medical Leave Act related leave (and/or other protected leaves), an employee may be granted leave without pay with prior approval of the Supervisor or designee. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 12 of 15 ARTICLE IX: CIVIL LEAVE Section 1. Jury Duty: The County provides all employees leave for jury service. Regular full- time and part-time employees who have completed their probationary period receive paid jury duty leave each time they are called for jury service. Payment provided by the courts during periods of paid jury duty leave must be paid over to the County, excluding expense reimbursements, such as mileage. You must provide your supervisor with a copy of the jury duty summons as soon as possible after receiving it. Upon completion of jury duty, you are required to provide your supervisor with proof of jury service. Employees who have been released by the court during their period of jury duty service may be required to report to work. An employee who is called to jury service for a matter which is discovered to be likely multiple- week litigation agrees to ask to be excused from such service on the basis of hardship to the Employer. Section 2. Witness Duty: All employees summoned to testify in court are allowed time off for the period they serve as witnesses. Employees are paid by the County for time they testifying, payment provided by the courts during periods of paid witness duty must be paid over to the County, excluding expense reimbursements, such as mileage. In general, witness duty leave is paid unless employees are a party in the case. ARTICLE X: LONGEVITY Section 1. Longevity: Continuous Years of Service Monthly Amount 61 through 10th Year $65.00 11th through 14th Year 1.5% 15th through 19th Year 3.0% 201h through 241h Year 4.5% 251h Year and Over 6.0% Employees hired on or after January 1st, 2020, shall receive longevity pay, commencing upon completion of their 10th year of service, in addition to their base pay as set forth above. Employees hired before January 1st, 2020, shall receive longevity pay, commencing upon completion of their fifth year of service, in addition to their base pay, as set forth above. ARTICLE XI: SAVINGS CLAUSE Should any clause of this Agreement be found to be in violation of any law, all other provisions shall remain in full force and effect. If any provision in this Agreement is determined to be invalid, the parties shall meet to renegotiate the substance of the provision if demanded by either party. ARTICLE XII: DURATION This Agreement shall be effective upon signing by both parties and shall remain in full force and effect through December 31, 2027, by mutual agreement superseding previous Agreements in term and effective date. Any retroactive application of the provisions of this agreement shall apply only to those eligible employees under this bargaining unit who are actively employed by Mason County on the date of signing by both parties. 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 13 of 15 SIGNATURES IN WITNESS WHEREOF, the parties hereto have executed this Agreement this Day of 2023. BOARD OF COUNTY COMMISSIONERS WOODWORKERS LOCAL MASON COUNTY LODGE W38, I.A.M. r Sharon Trask, Commissioner rry Bickett, Business Agent Randy Neatherlin, Commissioner Kevin Shutty, Commissioner ATTEST McKenzie Smith, Clerk of the Board 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, IAM Page 14 of 15 APPENDIX A Advancement from step to step occurs on annual anniversary date. Bi-Monthly salary table is illustrated to enhance efficiency and reduce errors in payroll calculations and simplifying tracking and reporting processes. Note: Figures are rounded and will vary slightly in MUNIS as MUNIS calculates out four(4)decimal places.Step 7 will not be accessible until 1/1/2025.Step 8 will not be accessible until 1/1/2026. No step increases to step 7 until annual anniversary date in 2025. Effective 1/1/2024-includes onetime 10% market adjustment. CLASSIFICATION STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 Step 7 Step 8 DEPUTY PUBLIC DEFENDER III $4,277.18 $4,384.11 $4,493.72 $4,606.06 $4,721.21 $4,839.24 $4,960.22 $5,084.23 DEPUTY PUBLIC DEFENDER II $3,688.20 $3,780.41 $3,874.92 $3,971.79 $4,071.09 $4,172.86 $4,277.18 $4,384.11 DEPUTY PUBLIC DEFENDER 1 $2,955.73 $3,119.20 $3,251.23 $3,340.16 $3,510.48 $3,598.25 $3,688.20 $3,780.41 Effective 1/1/2025—includes a 2.00%ATB Increase All bargaining unit employees who were at step 6 on or before 12/31/2024 will receive their step increase to step 7 on 1/1/2025 and their anniversary date for step increases will change to January 1.All other eligible employees will move to step 8 on their regular anniversary date in 2025. CLASSIFICATION STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 Step 7 Step 8 DEPUTY PUBLIC DEFENDER III $4,583.59 $4,698.18 $4,815.64 $4,936.03 $5,059.43 $5,185.91 $5,315.56 $5,448.45 DEPUTY PUBLIC DEFENDER II $3,856.02 $3,952.42 $4,051.23 $4,152.51 $4,256.32 $4,362.73 $4,471.80 $4,583.59 DEPUTY PUBLIC DEFENDER 1 $3,014.85 $3,181.58 $3,316.26 $3,406.97 $3,580.69 $3,670.21 $3,761.97 $3,856.02 Effective 1/1/2026—includes a 2.00%ATB Increase All bargaining unit employees who were at step 7 on or before 12/31/2025 will receive their step increase to step 8 on 1/1/2026 and their anniversary date for step increases will change to January 1.All other eligible employees will move to step 8 on their regular anniversary date in 2026. CLASSIFICATION STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 Step 7 Step 8 DEPUTY PUBLIC DEFENDER 111 $4,911.95 $5,034.75 $5,160.62 $5,289.63 $5,421.87 $5,557.42 $5,696.35 $5,838.76 DEPUTY PUBLIC DEFENDER 11 $4,031.47 $4,132.25 $4,235.56 $4,341.45 $4,449.98 $4,561.23 $4,675.26 $4,792.15 DEPUTY PUBLIC DEFENDER 1 $3,075.14 $3,245.21 $3,382.58 $3,475.10 $3,652.31 $3,743.62 $3,837.21 $3,933.14 Effective 1/1/2027—includes a 2.25%ATB Increase CLASSIFICATION STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 Step 7 Step 8 DEPUTY PUBLIC DEFENDER III $5,022.47 $5,148.03 $5,276.73 $5,408.65 $5,543.86 $5,682.46 $5,824.52 $5,970.14 DEPUTY PUBLIC DEFENDER II $4,122.17 $4,225.23 $4,330.86 $4,439.13 $4,550.11 $4,663.86 $4,780.46 $4,899.97 DEPUTY PUBLIC DEFENDER 1 $3,144.34 $3,318.23 $3,458.69 $3,553.29 $3,734.49 $3,827.85 $3,923.54 $4,021.63 2024-2027 Agreement-Mason County Deputy Public Defenders/Woodworkers Local Lodge W38, AM Page 15 of 15 C Mason County Agenda Request Form Y 1 t! To: Board of Mason County Commissioners From: Mark Neary Ext. 530 Department: County Administrator Briefing: Action Agenda: ❑ Public Hearing: ❑ Special Meeting: ❑ Briefing Date(s): 10/16/2023 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• Final Buildout of Building 10 District Court Background/Executive Summary: Building 10 District Court needs the final phase of construction complete so that we can move District Court operations into the building. District Court administration and Support Services met with our design consultant Helix design group to develop a conceptual framework of the remodel. The final phase of construction includes the follow: Probation and storage;District Court administration,Judges offices and Jury Deliberation/rooms, staff break rooms and bathroom facilities; Confidential meeting rooms. The estimated cost of construction is$1,875,000 and Architectural and Engineering fees of approximately $250,000 for a total project cost of$2,125,000. Mason County received Local Assistance and Tribal Consistency Fund(LATCF)$797,000 and we currently have$1.5 million budgeted for capital projects in the REET1 fund. Budget Impact(amount, funding source,budget amendment): $2,125,000 Public Outreach (news release, community meeting, etc.): Requested Action: Approve County Administrator to enter into A/E contract with Helix Design Group for completion of District Court. Attachments Mason County Court House Phase 2 Pricing Proposal.pdf Helix design group July 26, 2023 Mr. Mark Neary, County Administrator Mason County Bldg. 1 411 N. 51h Street Shelton, WA 98584 RE: Mason County Courthouse, Phase 2 (*REVISED*) Dear Mark: Thank you for inviting us to propose our services for the next phase of this interesting and challenging project. We have enjoyed working with you on Phase 1, and look forward to continue our excellent working relationship. Per our discussions,we will credit fees already invoiced and paid for the Concept phase to the Schematic Design (SD) phase. This will include $19,402 for Basic Services and $2,376 for Cost Estimating. We will also assume Permitting under Basic Services, although we reserve the right to discuss this further given the potential impact on the process by issuing several, separate bid packages. We will are also attempting to quantify fees for Bidding and Construction Support. We are pleased to submit the following revised proposal for your consideration. I. PROJECT SCOPE Please refer to attached, color-coded Sheet A100(Exhibit 1). Because of available budget, the Phase 2 project will be bid and constructed in increments. Phases 2A and 2B (green and purple, blue and turquoise respectively)will be competitively bid and constructed; Phase 2C(yellow)will be constructed by the County's own personnel. However, we will design all three (3) phases at one time, and separate the documents into three separate bid packages. II. PROPOSED SERVICES AND CONSULTANT TEAM Our proposed services and associated consultant team remains the same as for Phase 1: Helix Design Group, Inc. Prime Consultant. Architecture, Interior Design: Tacoma, WA Project Management. Hultz/BHU Engineers, Inc. Mechanical, Electrical and Plumbing(M/E/P) Tacoma, WA Engineering. PCS Structural Solutions, Inc. Structural Engineering. Tacoma, WA Bill Acker Consulting Services Cost Estimating. Gig Harbor, WA III. TASKS AND FEES A. GENERAL We propose to use the State of Washington (OFM) Fee Schedule for Basic Services, which include Architecture; M/E/P and Structural Engineering. Cost Estimating is an added service, as is the preparation of multiple bid packages. Renovation projects carry a fee premium of 2%. Courthouses 0:\03-Fee Proposals-Contracts\2022\i22-137 Mason Co.Court Remod.Ph.2\02-Fee Proposals\Working\B2_Mason County Court House Phase 2 Pricing Proposal.docx ARCHITECTURE INTERIORS GRAPHICS PLANNING 6021 12th Street East,Suite 201,Tacoma,WA 98424-1308 (253)922-9037 www.helixdesigngroup.net fall under Schedule A in the OFM document, but there are general office components also included in this project so we propose a "hybrid"fee percentage of 50% 'A' and 50% 'B'. Overall fee is computed as follows: Maximum Allowable Construction Cost(MACC) = $1,875,000 Fee: (11.19% + 9.75%)x 0.5 + 2% = 12.47% Full Fee: $1,875,000 x 12.47% = $233,813 B. DESIGN 1. BASIC SERVICES Fee is computed as follows,with Design representing 69% of full fee: Fee: $1,875,000 x 12.47%x 69% _ $161,331 By Design Phase (as%of full fee): Schematic Design @ 18%: $ 42,086 Less: Credit for Concept < 19,402 > Net: SD $ 22,684 Design Development @ 20%: 46,763 Construction Documents @ 31%: 72,482 TOTAL: $141,929 2. ADDITIONAL SERVICES a. COST ESTIMATING Please refer to Attachment W. FEES:* Schematic Design: $ 4,455 Less: Credit for Concept < 2,376 > Net: SD $2,079 Design Development: 4,455 Construction Documents: 4,455 TOTAL: $10,989 *Incudes Helix mark-up @ 10%. b. MULTIPLE BID PACKAGES Splitting the project up into three (3) separate bid packages will cause added work, and is recognized as such in the OFM Schedule. Suggest approx. 10% of Design fee. FEE: $14,000 C. PERMITTING We will have discussions with the County and City; prepare and submit building permit applications; respond to questions; and follow up through the permitting process for building permit. These services are covered under"Basic". With an uncertain schedule and considering serval bid packages, we may need to re-visit this task. ARCHITECTURE INTERIORS GRAPHICS PLANNING 6021 12th Street East,Suite 201,Tacoma,WA 98424-1308 (253)922-9037 www.helixdesigngroup.net D. BIDDING Services during bidding may include, but not necessarily be limited to the following: • Bidding solicitation support, clarifications, and review. • Review and respond to substitution requests and questions. Under the State fee schedule, Bidding support is tagged at 2% of total fee, or in their case $4,676. With an uncertain schedule and considering several bid packages, we cannot accurately assess the actual level of effort. For budgeting purposes, we suggest an amount of at least$3,000 per bid package. FEE: Estimate: $ 9,000 E. CONSTRUCTION Services during construction may include, but not necessarily be limited to the following: • Visit site at appropriate intervals to verify that construction meets the design intent, and attend construction meetings. • Respond to construction questions, RFI's, etc. • Review submittals and shop drawings. • Review and respond to change order requests. • Prepare punch lists at substantial and final completion stages. • Prepare as-built drawings based on contractor mark-ups. Under the State fee schedule, Construction support is tagged at 27% of total fee, or $63,130. Including Close Out(as-builts) at 2% or$4,676, total fee would be $67,806. With an uncertain schedule and considering serval bid packages, we cannot accurately assess the level of effort. We will provide any request for fee adjustments if the multiple bid packages have an adverse effect on the fee estimate. FEE: Budget Estimate: $67,806 IV. REIMBURSABLE EXPENSES Reimbursable expenses (e.g., prints, copies, postage, etc.)will be invoiced at cost+10%; personal auto mileage at $0.655/mile. Reimbursable expenses are additional to quoted fees. ALLOWANCE: $ 7,500 V. ASSUMPTIONS Our proposal has been based on the following assumptions: A. Design will be completed for the entire project, but will be "split" into three (3) separate bid packages. B. Our fee has been developed based on an assumed cost of construction of$1,875,000. If the County decides to increase this budget, we reserve the right to revise our proposal accordingly. C. This project area is free of hazardous materials (e.g., asbestos; pcb's; etc.). D. We will provide one set of check prints/hard copies and electronic files at each submittal stage.The County will be responsible for reproduction and distribution. E. Any hourly services will be provided per attached rates; please see Exhibit 2. ARCHITECTURE INTERIORS GRAPHICS PLANNING 6021 12th Street East,Suite 201,Tacoma,WA 98424-1308 (253)922-9037 www.helixdesigngroup.net We hope this proposal is acceptable. If you have any questions, please call. Thank you! Sincerely yours, HELIX DESIGN GROUP, INC. Erik Prestegaard Principal Attachments ARCHITECTURE INTERIORS GRAPHICS PLANNING 6021 12th Street East,Suite 201,Tacoma,WA 98424-1308 (253)922-9037 www.helixdesigngroup.net A I B I C I D I E I F I G I H I � I K I 1 1 at �'�. of �� ��� 1�` 6 ce r� oon� c� --rl let - i -' T 1�-t � clesigri group C � 2 b'' I Leo I� w�l ��l ( � 7 4tw 2 { ) CoGncekv Idcn ��dt o rl� tiM PA �(/�� AMERICAN INSTITUTE OF ARCHITECTS jV G �`coC�w►n• ��°xt�� Cfl X t�� �hd W��J` t dAal .a, ,, dA1/ � � u� Ur. ('.' Rr l w o tt v [f,+� `�X l�l /� LT HELIX DESIGN GROUP, INC —t v ,E 1 Alla TA 0 ,A iz -0- vvvko� hthts-r W ° � ,a, �� � q xti � el (it cow v�ullrv� � a � �nmir��h� �/�N+++•� 5 Mti* � � - 5 T I Ur tp- 5(XU1LG WtYLdI tfWy S�(V6GG Vv1vt�D�6 A A MA I1,• 1 11144 Wr7 r 6 - 9 C�� (toxc� �ox•�) �ioxto) �dxtD) 0 0 C) D _ _ o c� a� Nil 1aiWIkA Wit[ s Mll ® 0 0 7 (mob C � 7 FLOOR PLAN > tj N N 6 N N s i MASON COUNTY 11 41 161 - PHASE 2 8 FLOOR PLAN 8 COURT REMODEL LUry 1/811 _ 11-011 Q N D NORTH ° 2 8 _ BUILDING 10 0 o SCALE: 1/8„ - I-0 i U 0 U z o SHELTON,WASHINGTON � N REVISION DATE r 0o I un Qo a E m .— ' N 9 9 CV a N m .. u N U o w L r > u. DATE JOB NO. g 03.01.23 i22-137 � CONCEPT DESIGN o Q � m 'N a m N N oLi 10 10 Al 00 LQ my Ll � n WHITE ow DRAWING NO. ©HELIX DESIGN GROUP,INC.:All rights reserved. A I B I C I D I E I F I G I H I J I K No part of this document may be reproduced in any form or by any means without permission in writing from Helix Design Group. Helix design group Standard Billing Rates 2023 Position Hourly Rate Principal $ 220.00 LEED Specialist $ 185.00 Sr.Architect/ Project Manager $ 185.00 Job Captain $ 165.00 Architect/ Designer $ 145.00 Sr. Interior Designer $ 170.00 Interior Designer $ 145.00 Sr. Graphic Designer $ 170.00 Graphic Designer $ 130.00 Permit Specialist $ 100.00 Administration $ 70.00 NOTE: Rates are subject to annual adjustments at the beginning of each new fiscal year,01 January. OA03-Fee Proposals-Contracts\Proposal Form&Tools\HELIX BILLING RATES\2023-Rates\Helix Design Group-Billing Rates January 2023.docx ARCHITECTURE INTERIORS GRAPHICS PLANNING 6021 12th Street East,Suite 201,Tacoma,WA 98424-1308 (253)922-9037 www.helixdesigngroup.net Bill Acker Consulting Services Information Generated from Practical Experience in the Current Market Place PHONE (360)895-1756 - FAX (360)874-2062 P.O.BOX 1213 GIG HARBOR,WA 98335 LICENSE I.D.#601 251 567 May 26, 2023 Helix Design Group 6021 12`h Street East, Suite 201 Tacoma, WA 98424 Dear Erik Prestegaard: Thank you for considering the use of my services to provide estimates for Phase 2 Renovations at Mason County Courts in Shelton, WA. The estimates would cover Bid Package A, B and C scopes. Bid Packages A and B would be bid separately, and Bid Package C would be constructed by County forces. The estimates would have each of the three Bid Packages broken out as their own project. Based on information provided, I am proposing the following fees: A Schematic Design estimate & review, 30 hours x $135/hour= $4,050. A Design Development final estimate &review, 30 hours x $135/hour= $4,050. A Construction Documents estimate &review, 30 hours x $135/hour=$4,050. The proposed fees would be billed on an hourly not-to-exceed basis,where the actual invoices could come in less depending on how smooth things go, but would not exceed a budget cap total of$12,150 for all three estimates. Thank you again for the consideration. Please do not hesitate to call if there are any questions. Sincerely, Bill Acker Mason County Agenda Request Form To: Board of Mason County Commissioners From: Kell Rowen Ext. 286 Department: Community Development Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): October 16, 2023 Agenda Date: October 24, 2023 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: Letter of support from Commissioners for non-competitive grant funding to prepare and adopt amendments to implement the requirements of HB1181 related to climate planning. Background/Executive Summary: Mason County Community Development (Planning) is drafting an application to the Washington State Department of Commerce for non-competitive grant monies. The application also requires a letter of support from the Board of Commissioners for the work that will be funded through the grant. These grant dollars for climate planning are separate from and in addition to the monies received for the Comprehensive Plan Periodic Update. Budget Impact (amount, funding source, budget amendment): The funding source for this project is a grant made available through the Washington State Department of Commerce. Non-competitive grant of $300,000. Public Outreach (news release, community meeting, etc.): There will be many public outreach activities planned and implemented throughout the update process. Requested Action: Approval for the Chair to sign the letter to the Washington State Department of Commerce in support of adopting a Climate Element as part of the Comprehensive Plan Periodic Update work. Attachments: Draft Letter MASON COUNTY BOARD OF COMMISSIONERS 1ST District RANDY NEATHERLIN 2nd District KEVIN SHUTTY 3rd District SHARON TRASK Mason County Building 1 411 North Fifth Street Shelton, WA 98584-3400 (360) 427-9670 ext. 419 Fax (360) 427-8437 October 24, 2023 Sarah Fox, Climate Planning Manager Washington State Department of Commerce PO Box 42525 Olympia, WA 98504 gmsgrants@commerce.wa.gov Re: Letter of Support for Mason County 2025-2045 Comprehensive Plan Periodic Update Related to Climate Planning To Whom It May Concern, The Mason County Board of Commissioners is aware of and supportive of the application to the Washington State Department of Commerce for grant monies aiding in the Mason County Comprehensive Plan Periodic Update 2025-2045, specifically related to implementing the requirements of HB 1181 related to climate planning. We understand that the GMA requires us to adopt goals and policies related to climate and weather related events. These goals and policies will be considered and adopted as part of our scheduled periodic review update to our comprehensive plan deadline. In conclusion, we fully support the efforts of the Community Development Department as they seek external funding to assist in the amendment of policies within the Comprehensive Plan and the regulations that support the goals of those policies, in line with State mandates and a renewed 2025-2045 vision for the communities we serve. Sincerely, Sharon Trask, Randy Neatherlin, Kevin Shutty, Chair Vice-Chair Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners From: Marissa Watson Ext. 367 Department Community Development: Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): October 23, 2023 Agenda Date: October 24, 2023 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: Rezone of two parcels within the Allyn UGA, 12220-50-58009 & 12220-50-58010, from Village Commercial (VC) to Multi-Family Medium Density (R-2). Background/Executive Summary: Rezone of the two above-stated parcels does not require an amendment to the Future Land Use Map. The applicant also has a permit to combine the parcels under review. The stated propose for the parcels is the development of single-family residence. The parcels are adjacent to HWY 3 but not directly accessible due to the topography. There are several legal non-conforming residences to the south of the subject parcels. The PAC, at their October 2023 meeting, recommended that the BOCC approve the request to rezone. Budget Impact (amount, funding source, budget amendment): N/A Public Outreach (news release, community meeting, etc.): The public hearing with the PAC on 10.18.23 was advertised in the Mason Shelton Journal on October 5, 2023 and October 12, 2023. This meeting of the BOCC to brief was advertised on the home page of the Mason County website and subsequent requests for action will also be advertised on the home page under the corresponding agenda. Requested Action: Approval to set a Public Hearing for Tuesday, November 21, 2023 at 9:15 a.m. to consider the rezone of two parcels within the Allyn UGA, 12220-50-58009 & 12220-50-58010, from Village Commercial (VC) to Multi- Family Medium Density (R-2). Attachments: Map with subject parcels (current zoning) and street view NOTICE OF HEARING NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing in Mason County Building I, Commission Chambers, 411 North Fifth Street, Shelton, WA 98584 on November 21, 2023 at 9a. SAID HEARING will be to take public comment on Jon and Kim Rice’s request for rezone of two parcels within the Allyn UGA, 12220-50-58009 & 12220-50-58010, from Village Commercial (VC) to Multi-Family Medium Density (R-2). Public testimony will be available in-person or via Zoom. The URL is available on the County website https://www.masoncountywa.gov/ to sign into the meeting. Please use the “raise hand” feature to be recognized by the Chair to provide your testimony. You can also email testimony to msmith@masoncountywa.gov or mail to the Commissioners’ Office, 411 N 5th St, Shelton, WA 98584; or call (360) 427-9670 ext. 230. If special accommodations are needed, please contact the Commissioners' office, (360) 427- 9670 ext. 419. DATED this 24th day of October, 2023. BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON __________________________________ McKenzie Smith, Clerk of the Board Bill: Community Development Department 615 W. Alder Street Shelton, Wa 98584 Cc: Commissioners Shelton Journal: Publ. 2t: November 2, 2023 & November 9, 2023 POSVC VC Rice Rezone Request Source: Esri, Maxar, Earthstar Geographics, and the GIS User Community County Boundary No Filled Site Address (Zoom in to 1:3,000) Tax Parcels (Zoom in to 1:30,000) Allyn UGA Zoning No Zoning or Outside UGA BP - Business Park CM - Commercial Manufacturing HC - Highway Commercial 10/17/2023, 4:22:25 PM 0 0.01 0.020.01 mi 0 0.02 0.040.01 km 1:765 Maxar, Microsoft | Mason County WA GIS Web Map Application Image capture: Jul 2023 © 2023 Google Washington Google Street View Jul 2023 See more dates 18560 WA-3 Rezone Request for Rice. Treed portion starting from power poll and moving north. Mason County Agenda Request Form To: Board of Mason County Commissioners From: Mary Ransier Ext. 422 Department: Human Resources Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): October 23, 2023 Agenda Date: October 24, 2023 Internal Review: ☐ Finance ☒ Human Resources ☒ Legal ☐ Information Technology ☒ Risk (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: Draft Updates to the Mason County Personnel Policy Background/Executive Summary: Human Resources has updates to assist the Board in the coordination of county administrative and personnel programs and follow guidance from the Risk Pool. Changes and additions are necessary at this time to reflect best practices, clarification of what is currently practiced, and ensure the document is organized and updated appropriately. Draft updates to the Mason County Personnel Policy include: • Section 3.8 New Positions – adding guidelines for requesting new positions. • Section 8.15 Performance Evaluations – language to ensure non-reps receive performance evaluations consistent with represented employees. • Chapter 10 Complaint Procedure– Addition of language to protect employees from retaliation and ensure confidentiality is protected during investigations. • Chapter 12 Equal Opportunity Employment – addition of ‘bullying’ language. • Chapter 18 Telework – WA only without prior approval and defining the application and renewal process. Budget Impact (amount, funding source, budget amendment): N/A Public Outreach (news release, community meeting, etc.): N/A Requested Action: Approval of the Resolution amending the Mason County Personnel Policy to include proposed changes to Section 3.8 New Positions, Section 8.15 Performance Evaluations, Chapter 10 Complain Procedure, Chapter 12 Equal Opportunity Employment, and Chapter 18 Telework. Mason County Agenda Request Form Attachments: Resolution Personnel Policy MASON COUNTY PERSONNEL POLICIES Revised September 12October 24, 2023 - Resolution No. 2023-0470xx Style Definition: TOC 6 Style Definition: TOC 2: Tab stops: 6.49",Right,Leader: … Style Definition: TOC 1 Mason County Personnel Policy Page 25 of 121 Chapter 3 – Recruiting and Hiring Employment practices to include recruitment and hiring will be established by Human Resources. They are based solely on an applicant’s ability, merit, qualifications, and competence without regard to race, color, religion, national origin, sex, marital status, pregnancy, disability, age, or other protected status by Federal or State statute. 3.1 Recruiting When a position becomes vacant, prior to any posting or advertisement of the vacancy, the Department Head shall review the position, its job description, and the need for such a position. The Department Head will complete the requisition process to fill the position. Approved and budgeted positions will be posted and/or advertised only after the Human Resources Department and County Administrator have reviewed and approved. Unfunded positions must be briefed to the Board of County Commissioners before posting. County recruitments will include information about pay and other benefits for all postings in accordance with RCW 49.58.100. Interested applicants shall submit a completed application to Human Resources by the designated date prior to being considered for any position. 3.2 Hiring 3.2.1 Screening The County may screen applicants for minimum qualifications and/or subject matter expertise. The Elected Official and Human Resources may decline to move forward with an applicant for specific reasons which may include but are not limited to false statements, used or attempted to use illegal or unethical means to secure an advantage in the application process, failure to reply to inquiries, the applicant arrived late or failed to appear for a scheduled test or interview or expressed lack of interest in the position, failed to provide a completed application packet by the designated date, or improper conduct on the part of the applicant during any examination process. 3.2.2 Examinations The County may administer pre-employment examinations to test the qualifications and ability of applicants, as determined necessary by the County. The County may contract with any agency or individual to prepare and/or administer examinations. Examples of such examinations include requiring applicants/employees to show proof they are authorized to work in the United States, background checks, interviews, written, oral, or physical exercises, reference checks, education verification, disclosure statements, or other valid examination process. Human Resources specifies the nature and content of examinations based upon the advice and information of Elected Officials, Departments, and/or subject matter experts. Applicants for positions in which there are expectations to operate a motor vehicle will be required to present a valid Washington State driver's license with any necessary endorsements. Driving records of applicants may be checked. Applicants with poor driving records, as determined by the County, may be disqualified for employment. Mason County Personnel Policy Page 26 of 121 3.2.3 Applicant Travel Reasonable expenses incurred by candidates for management level, or hard to fill technical or professional level positions may be reimbursed when such candidates are invited by the appointing authority in writing for personal interviews and approved by the Board of County Commissioners. Expenses will be limited to transportation, lodging, and meals. The transportation reimbursement shall be limited to the amount the County would pay for round trip coach class airfare. The written invitation to the interview shall include an explanation of those expenses that will be reimbursed and the method for claiming reimbursement. 3.2.4 Veteran’s Preference In accordance with RCW 73.16.010 Mason County offers Veteran’s employment preference to service members claiming such benefit in the hiring process. 3.2.5 Employee Selection The employee requisition and selection process shall be completed before any offer of employment is made. After a contingent offer of employment has been made and prior to commencement of employment, the County may require persons selected for employment to successfully pass a test for the presence of alcohol and/or controlled substances. The offer of employment may be conditioned on the results of the examination. A candidate may be disqualified from consideration if tests reveal use of alcohol and/or controlled substances (other than legally prescribed medications), or if the candidate refuses to be tested. 3.2.6 Moving Expenses At the discretion of the Board of County Commissioners and their advance approval, reasonable moving expenses of a new employee in a management level or hard to fill technical or professional level position may be reimbursed. Such reimbursement shall not exceed $5,000. Moving expenses shall mean the cost of moving household goods, furniture, clothing, and other personal effects of the new employee. To be eligible for reimbursement the new employee must agree in writing to refund to the County such moving expenses if they voluntarily terminate their employment within one (1) year of their hire date. 3.3 Extra Help Employees Elected Officials and Department Heads may use extra help employees to temporarily replace regular employees who are on vacation or other leave, to meet peak workload needs, or to temporarily fill a vacancy until a regular employee is hired. Extra help employees may be hired without competitive recruitment or examination, although all hiring processes must comply with state and federal laws. Extra help employees are eligible for overtime pay and sick leave as required by law. Extra help employees normally do not receive retirement, vacation, health insurance, holidays, or any other benefits during their employment. Extra help employees pay contributions to the Social Security system and to Labor and Industries, as does the County on their behalf. Extra help employees are normally not placed on the state PERS retirement system, although there are a few exceptions based on PERS eligibility criteria, such as those who work over seventy (70) hours per month for five (5) months out of twelve on a long-term basis. Mason County Personnel Policy Page 27 of 121 3.4 Employment of Relatives (Nepotism) The immediate family, by blood or marriage, of current County employees, Elected Officials and County Commission members will not be employed by the County where: 1. One of the parties would have authority, or practical power, to supervise, appoint, remove, or discipline the other. 2. One party would handle confidential material that creates improper or inappropriate access to that material by the other. 3. One party would be responsible for auditing the work of the other: or 4. Other circumstances exist that might lead to potential conflict among the parties or conflict between the interest of one or both parties and the best interests of the County. Immediate family for the purpose of this section shall include the employee's spouse, registered domestic partner, parent, child, grandchild, brother, sister, father-in-law, mother-in-law, brother-in-law, sister-in- law, son-in-law, daughter-in-law, and step relationships. 3.4.1 Change in Circumstances If two employees marry, become related, or are in a relationship and begin sharing living quarters, and in the County's judgment, the potential problems noted above exist or reasonably could exist, only one of the employees will be permitted to stay with the County, unless other arrangements, as determined by the Board of County Commissioners, can be made to eliminate the potential problem. The decision as to which employee will remain with the County must be made by the two employees within thirty (30) calendar days of the date they marry, become related, or begin sharing living quarters. If no decision is made during this time, either employee may be terminated. 3.5 Promotions The County encourages promotion from within the organization whenever possible. All openings will be posted so that employees may become aware of opportunities and apply for positions in which they are interested and qualified. Before advertising a position to the public, Human Resources may choose to circulate a promotional opportunity within the County. The County reserves the right to seek qualified applicants outside of the organization at its discretion. Employees must meet the qualifications for the vacant position to be considered for promotion. Before offering a position, the Employee Selection Process must be completed in accordance with current HR procedures. 3.6 Probationary Periods All newly hired employees will serve a probationary period of six (6) calendar months from date of hire. The Employer may discharge a probationary employee with a minimum of one (1) day written notice. The County may extend the six (6) month probationary period up to an additional six (6) months. Employees may not take vacation while in their probationary period. Mason County Personnel Policy Page 28 of 121 3.7 Trial Service Periods Current employees transferred, reclassified, or promoted to another position may serve a trial service period of six (6) months. 3.8 Requests for New Positions New position requests may be submitted under the following circumstances: 1. In preparation for submission of the annual budget; 2. Initiation of position changes during the budget year due to changes in service demands, funding, legal, technical, organizational, or programmatic requirements. New position requests will be submitted to the Board of County Commissioners, through Human Resources and Budget, in the format established and maintained by Human Resources. The information submitted must include documentation explaining the need for the position and analysis of the immediate and long-term budget impact, and a draft position description. Human Resources and Budget will submit the request to the Board of County Commissioners for preliminary approval. Upon preliminary approval by the Board, the Human Resources Department will complete a formal review and submit recommendations regarding the proper classification and salary. Formatted: Justified Formatted: Justified, Indent: First line: 0" Formatted: Justified, Indent: Left: 0.75", No bullets ornumbering Formatted: Justified Formatted: Justified Mason County Personnel Policy Page 61 of 121 Chapter 8 – Employee Responsibilities and Conduct 8.1 General Code of Conduct All County employees are expected to represent the County to the public in a professional manner which is courteous, efficient, and helpful. Employees must maintain a clean and neat appearance appropriate to their work assignment, as determined by their position and Elected Official or Department Head. Since the proper working relationship between employees and the County depends on each employee's on-going job performance, professional conduct and behavior, the County has established certain minimum standards of personal conduct. Among the County's expectations are: Basic tact and courtesy towards the public and fellow employees; adherence to County policies, procedures, processes, safety rules and safe work practices; compliance with directions from supervisors; preserving and protecting the County's equipment, grounds, facilities, and resources; and providing orderly and cost-efficient services to its citizens. The County is a relatively small organization. To function as efficiently as possible, employees may be asked to perform duties outside their regular assignments. It is no reflection of an employee’s worth to the County, but a necessary arrangement in small organizations. To make the most efficient use of personnel, the County also reserves the right to change an employee’s work conditions and the duties originally assigned. If these arrangements become necessary, employee cooperation is expected. 8.2 Workplace Safety and Violence Prevention This policy is intended to ensure that all employees adhere to work practices designed to make the workplace more secure and to refrain from verbal threats or physical actions which may create a safety or security hazard for others in the workplace. The safety and security of the employees of Mason County and members of the public seeking or receiving County services or using County facilities is of the utmost importance. Any prohibited acts committed by employees or members of the public while on premises owned or leased or work sites otherwise occupied by Mason County will be prosecuted as appropriate and/or will cause the use of appropriate managerial, administrative, or disciplinary measures. 8.2.1 Definitions Unsafe Act: Includes but is not limited to, any deliberate act or behavior which jeopardizes the safety or security of oneself, another person, or County property; or failure to act, where there is a duty to act and/or take safety precautions or where such failure would reasonably be known to jeopardize the safety or security of oneself, another person or County property. An unsafe act may include physical contact, such as “horseplay” and is prohibited, whether an injury, safety violation, or actual harm results. Acts of Violence: Includes but is not limited to, any deliberate act or behavior which: 1. Results in a physical assault against a person such as hitting, pushing, kicking, holding/restraining, spitting on, or blocking the movement of another person. Mason County Personnel Policy Page 62 of 121 2. Constitutes a directly or indirectly communicated or reasonably perceived threat to cause harm, injure, or intimidate another individual. 3. Endangers the safety of oneself or another individual, whether an injury result. 4. Would be reasonably perceived to constitute a threat of inflicting physical harm which in any way interferes with a person’s safety or consists of a directly or indirectly communicated or perceived threat to destroy property using a weapon, a firearm, or other means. 5. Would constitute the violation of a protective or restraining order which lists County locations as being protected areas; or 6. Interferes with the orderly conduct of Mason County operations. An unsafe act and/or act of violence does not include communicated direction by a supervisor to require appropriate performance on the job, the imposition of disciplinary action, or warnings that discipline could occur; or law enforcement employees acting within the scope and authority of their position. Workplace: Any building or areas constituting the place where work is performed or assigned; common areas such as reception areas, halls and private or personal work areas; and any other area where employees engage in official County business, including field locations, County parking lots, vehicles either employer owned or leased or privately owned when used on County business. Member of the Public: Any person who has no legitimate employment-related relationship with the County, including: strangers who have no legitimate business relationship with the County; customers or clients who currently or previously have received services from the County or who have or have had a custodial relationship with the County including inmates, criminal suspects or prisoners; and individuals who have or had personal relationships with County employees such as a current or former spouse, lover, relative, friend or acquaintance. 8.2.2 Responsibilities County employees shall not commit an unsafe act and/or act of violence and employees shall be responsible for reporting any unsafe act and/or act of violence in the workplace, whether physical injury occurs. Employees who believe an unsafe act and/or act of violence has occurred, observe, or are informed of such an act, shall immediately notify their supervisor, department head or management representative. Insofar as possible, any report of an unsafe act and/or act of violence shall include the name of the reporting party, the date, time, and place of the act; the name or identity of the person alleged to have committed the act; a description of the act; and the names of any witnesses. All employees, including managers and supervisors, are responsible for using safe work practices, for following all directives, policies, and procedures, and for assisting in maintaining a safe and secure work environment. Mason County Personnel Policy Page 63 of 121 A. Employee Responsibilities 1. Imminent Threat or Act of Violence a. Employees shall take the following steps if a threat of violence or act of violence presents an imminent danger to safety: b. Immediately leave the area putting as much distance between themselves and the threat as possible. c. Tell others to leave as the area is evacuated. d. Call 911 and report the threat/emergency as soon as it is safe. e. Provide the 911 dispatcher with identification and the nature and location of the threat/emergency. f. Follow all directions from law enforcement. 2. Threat or Unsafe Act a. Employees shall take the following steps if a threat or unsafe act does not present an imminent danger to safety: b. Notify their supervisor as soon as possible; and c. Complete a county incident report form (Incident Report Form) which can be found on the Risk Management website. 3. Employees who obtain a protective or restraining order which lists County locations as being protected areas or which prohibits contact with the employee while at work, shall immediately advise their supervisor, department head or management representative and provide a copy of the granted order and a description of the person identified in the order. 4. Report personal safety concerns or violations of County policy to a supervisor, manager, or department head. 5. Immediately notify a member of management if there is reason to believe they may become or are victim of unsafe acts, threats, or acts of violence in the workplace. Under no circumstances should employees put themselves at risk in a dangerous situation. Once the situation has been secured by proper authorities, employees shall then cooperate with supervisors, investigators, law enforcement personnel and any others as they conduct follow-up reviews of the incident. B. Department Heads, Managers and Supervisors’ Responsibilities Mason County Personnel Policy Page 64 of 121 1. Provide this policy and educational opportunities to their employees about workplace safety and violence prevention and make workplace safety and violence prevention training and education programs available to all employees. 2. Immediately notify the Human Resources Department and their appropriate management of any incidents involving unsafe acts and/or acts of violence. 3. Address employee workplace safety concerns and ensure that such concerns are investigated. Safety concerns, and any other situation where an employee has been subjected to or threatened with an unsafe act and/or an act of violence, should be reported to Human Resources 4. Take immediate steps to diffuse or mitigate any situation that has potential to escalate into an unsafe act and/or an act of violence. 5. Forward a copy of the protective or restraining order to the Human Resources Department. 6. Notify appropriate law enforcement agencies about persons who violate a granted protective or restraining order and require the violator to leave the premises immediately. C. Human Resources Department Responsibilities: 1. Assess and investigate all alleged unsafe acts and/or acts of workplace violence as may be appropriate. 2. Provide or make available appropriate training and education about workplace safety and violence prevention, how to identify potentially unsafe acts and/or violent situations, and how to deal with them. 3. Maintain confidentiality of complaints and concerns to the extent allowed by law. 4. Receive and investigate all reports of unsafe acts and/or acts of workplace violence, or threats of the same, made by a county employee. 5. Recommend to the Department Head what, if any, administrative or disciplinary action should be taken when an employee is found to have committed an unsafe act and/or an act of violence. 6. Upon completion of any investigation, notify employees affected by the unsafe act and/or act of violence or threat of the same that the matter has been concluded and that appropriate action has or will be taken. 8.3 Outside Employment and Conflicts of Interest Employees shall not, directly, or indirectly, engage in any outside employment or financial interest which may conflict, in the County's opinion, with the best interests of the County or interfere with the employee's ability to perform their assigned County job. Examples include, but are not limited to, outside employment which: Mason County Personnel Policy Page 65 of 121 1. prevents the employee from being available for work beyond normal working hours, such as emergencies or peak work periods, when such availability is a regular part of the employee's job. 2. is conducted during the employee's work hours. 3. utilizes County telephones, computers, supplies, or any other resources, facilities, or equipment. 4. is employment with a firm which has contracts with or does business with the County; or 5. may reasonably be perceived by members of the public as a conflict of interest or otherwise discredits public service. Employees considering or engaged in an additional job, contractual commitment, or self- employment, who are concerned about a conflict of interest should discuss the matter with their Elected Official or Department Head. 8.4 Reporting Improper Governmental Action In compliance with the Local Government Employee Whistleblower Protection Act, RCW 42.41.050, this policy is created to encourage employees to disclose in good faith, improper governmental action taken by County officials or employees without fear of retaliation. This policy also safeguards legitimate employer interests by encouraging complaints to be made first to the County, with a process provided for speedy dispute resolution. 8.4.1 Definitions Improper Governmental Action: any action by a County Officer or employee that is: 1. undertaken in the performance of the official's or employee's official duties, whether the action is within the scope of the employee's employment, and 2. in violation of any federal, state, or local law or rule, is an abuse of authority, is of substantial and specific danger to the public health or safety or is a gross waste of public funds. ”Improper governmental action" does not include personnel actions including but not limited to employee grievances, complaints, appointments, promotions, transfers, assignments, reassignments, reinstatements, restorations, reemployment, performance evaluations, reductions in pay, dismissals, suspensions, reprimands, demotions, violations of the local government collective bargaining and civil service laws, alleged labor agreement violations or any action that may be taken under RCW Chapter 41.14 or 41.56. Retaliatory Action: means any (a) adverse change in a local governments employee's employment status, or the terms and conditions of employment including denial of adequate staff to perform duties, frequent staff changes, frequent and undesirable office changes, refusal to assign meaningful work, unwarranted and unsubstantiated letters of reprimand or unsatisfactory performance evaluations, demotion, transfer, reassignment, reduction in pay, denial of promotion, suspension, dismissal or any other disciplinary actions; or (b) hostile actions by other employees toward a local government employee that were encouraged by a supervisor or senior manager or official. Mason County Personnel Policy Page 66 of 121 Emergency: a circumstance that if not immediately changed may cause damage to persons or property. 8.4.2 Procedure for Reporting Improper Government Action County employees who become aware of improper governmental action shall follow this procedure: 1. Bring the matter to the attention of the Board of County Commissioners or the Prosecuting Attorney, preferably in writing, stating in detail the basis for the employee's belief that an improper action has occurred. This shall be done as soon as the employee becomes aware of the improper action. 2. The Board of County Commissioners or the Prosecuting Attorney, or their designee, shall respond to the report of improper government action, within thirty (30) days of the employee's report. The employee shall be advised of the County's response. 3. The identity of a reporting employee shall be kept confidential to the extent possible under the law unless the employee authorizes the disclosure of their identity in writing. An employee who fails to make a good faith effort to follow this policy shall not be entitled to the protection of this policy against retaliation, pursuant to RCW 42.41.030. In the case of an emergency, where the employee believes that damage to persons or property may result if action is not taken immediately, the employee may bypass the above procedure and report the improper action directly to the appropriate government agency responsible for investigating the improper action. Employees may report information about improper governmental action directly to an outside agency if the employee reasonably believes that an adequate investigation was not undertaken by the County to determine whether an improper government action occurred, or that insufficient action was taken by the County to address the improper action or that for other reasons the improper action is likely to recur. Protection Against Retaliation: It is unlawful for a local government to take retaliatory action because an employee, in good faith, provided information that improper government action occurred. Employees who believe they have been retaliated against for reporting an improper government action shall follow the procedure outlined below. 8.4.3 Procedure for Seeking Relief Against Retaliation 1. Employees shall provide a written complaint to the Board of County Commissioners within thirty (30) days of the occurrence of the alleged retaliatory action. a. The written charge shall specify the alleged retaliatory action; and b. Specifies the relief requested. 2. The Board of County Commissioners or their designee shall respond in writing within thirty (30) days of receipt of the written charge. Mason County Personnel Policy Page 67 of 121 3. After receiving the County's response, the employee may request a hearing before a state administrative law judge to establish that a retaliatory action occurred and to obtain appropriate relief under the law. The request for hearing must be delivered within the earlier of either fifteen (15) days of receipt of the County's response to the charge of retaliatory action or forty-five (45) days of receipt of the charge of retaliation to the Board of County Commissioners for response. 4. Within five (5) working days of receipt of a request for hearing the County shall apply to the State Office of Administrative Hearing's for an adjudicative proceeding before an administrative law judge. At the hearing, the employee must prove that a retaliatory action occurred by a preponderance of the evidence in the hearing. The administrative law judge shall issue a final decision not later than forty-five (45) days after the date of the request for hearing unless an extension is granted. The final decision of the administrative law judge is subject to judicial review under the arbitrary and capricious standard. Relief ordered by the administrative law judge may be enforced by petition to superior court. 8.4.4 Policy Implementation The Board of County Commissioners are responsible for implementing these policies and procedures. This includes posting the policy on County bulletin boards, making the policy available to any employee upon request, and providing the policy to all newly hired employees. Officers, managers, and supervisors are responsible for ensuring the procedures are fully implemented within their areas of responsibility. 8.4.5 Prohibition of Intimidation and Nondisclosure County Elected Officials or employees may not use their official authority or influence, directly or indirectly to threaten, intimidate, or coerce an employee for the purpose of interfering with that employee’s right to disclose information concerning an improper governmental action in accordance with the provisions of this policy. (Per Resolution No. 27-16) 8.5 Political Activities County employees may participate in political or partisan activities of their choosing if County resources and property are not utilized, and the activity does not adversely affect the responsibilities of the employees in their positions. employees may not campaign on County time or in a county uniform or while representing the County in any way. Any County employee who meets with or may be observed by the public or otherwise represents the County to the public, while performing their regular duties, may not wear or display any button, badge, or sticker relevant to any candidate or ballot issue during working hours. Employees shall not solicit, on County property or County time, for a contribution for a partisan political cause. 8.6 No Smoking Policy For health and safety considerations, the County prohibits smoking and vaping by employees on all County-owned, leased, or operated areas and all County property is designated as non-smoking and Mason County Personnel Policy Page 68 of 121 vaping free areas. Smoking and vaping are prohibited in all buildings and vehicles owned or leased by the County are offices or other facilities rented or leased by the County. 8.6.1 Definitions Public Areas: The term “public area” is defined for the purpose of the No Smoking Policy, but not limited to all hallways, conference rooms, elevators, restrooms, lobbies, stairwells, reception areas, and any other areas which are: (1) open to the public, or (2) areas which employees are required to pass through during employment. Smoking: The term “smoke” or “smoking” is defined for the purpose of the No Smoking Policy, but not limited to; the carrying or smoking of any kind of lighted cigarettes, pipes, cigars, chewing of tobacco, vaping and the use of e-cigarettes, or any other lighted smoking equipment. Vape: The term “vape” or “vaping” is defined for the purpose of this chapter as inhaling or exhaling the vapor produced by any noncombustible product that may contain nicotine or a marijuana product and that employs a heating element, power source, electronic circuit, or other electronic, chemical, or mechanical means, regardless of shape or size, that can be used to produce vapor or aerosol from a solution or other substance including any electronic cigarette, electronic cigar, electronic cigarillo, electronic pipe, or similar product or device. County Property: The term “County property” is defined as the grounds and parking lots surrounding county buildings and all County parks. County property does not include: 1. Private vehicles and residences unless otherwise required by individual or group contracts with the County. 2. County roads. 3. Any person passing by or through County property while on a public sidewalk or public right-of-way has not intentionally violated this chapter. 8.6.2 No Smoking Signs and Removal of Ashtrays The Facilities Department shall post and maintain no-smoking and no-vaping signs in all public areas and county property as defined herein and remove ashtrays from those public areas. Pursuant to RCW 70.160.070 – Intentional Violators, any person intentionally violating this policy by smoking or vaping in a public place, place of employment or within twenty-five feet of doors, windows that open and ventilation intakes or any person removing, defacing, or destroying a sign required by this policy is subject to a civil fine of up to one hundred dollars. The County Sheriff’s Department shall enforce this policy by issuing a notice of civil infraction to be assessed in the same manner as traffic infractions. All County employees are encouraged to help educate the public about the non-smoking and vaping policy by reminding violators not to smoke or vape on the property and by adding the policy to all use agreements and event publications. Violators, who refuse to comply with the smoking and vaping policy, may be asked to leave the County property. Mason County Personnel Policy Page 69 of 121 The appropriate Department Head or Elected Official is responsible for educating employees about the non-smoking policy and shall resolve intentional employee violations of the policy through disciplinary action. Interpretation of this chapter shall be in a manner that is consistent with RCW 70.160 Smoking in Public Places, prohibiting smoking in all public places and places of employment. (Ordinance No. 91-06 and 20-01) 8.7 Personal Possessions and Electronic Communications The County furnishes desks, closets, and/or lockers for security of employee coats, purses, and other personal possessions. Desks, closets, lockers, cabinets, and furniture are County property for the purpose of County operations. The County also furnishes computers, voice mail, facsimile (fax) communications, electronic mail (E-Mail), data and file transfers using electronic means and Internet access for use in conducting County business only. Because these systems are for County business, none of the communications or information transmitted or stored on these systems is private and may be reviewed by the County and be subject to public disclosure. County electronic communications systems are not for personal use. (Resolution No. 130-04) 8.8 Use of County Equipment Use of County phones for local personal phone calls should be kept to a minimum; long-distance personal use must be approved in advance by the Elected Official or Department Head. Other County equipment, including vehicles, should be used by employees for County business only. An employees' misuse of County services, telephones, vehicles, equipment, or supplies can result in disciplinary action including termination. 8.9 Bulletin Boards Information of special interest to all employees is posted regularly on the County bulletin boards. Employees may not post any information on these bulletin boards without the authorization of their Elected Official or Department Head. Legally required notices shall not be covered or obscured by other materials on any bulletin board. 8.10 Contact with the News Media The Board of County Commissioners, Elected Officials or Department Heads authorized by the Board shall be responsible for all official contacts with the news media, including answering questions from the media. They may designate specific employees to give out procedural, factual, or historical information on subjects. Employees not designated should refer media personnel to an appropriate spokesperson. Mason County Personnel Policy Page 70 of 121 8.11 Solicitations Most forms of selling and solicitations are inappropriate in the workplace. They can be an intrusion on employees and citizens and may present a risk to employee safety or to the security of County or employee property. The following limitations apply: 1. Persons not employed by the County may not solicit, survey, petition, or distribute literature on our premises at any time. This includes people soliciting for charities, salespersons, questionnaire surveyors, or any other solicitor or distributor. Exceptions to this rule may be made in special circumstances where the County determines that an exception would serve the best interests of the organization and our employees. An example of an exception might be the United Way campaign or a similar, community-based fundraising effort. 2. Employees may not solicit for any purpose during work time. Reasonable forms of solicitation are permitted during non-work time, such as before or after work, during meal breaks, and/or break periods. Soliciting employees who are on non-work time may not solicit other employees who are on work time. Employees may not distribute literature for any purpose during work time or in work areas. The employee lunchrooms are considered a non-work area under this policy. 8.12 Safety Every employee is responsible for maintaining a safe work environment and following the County's safety rules. Each employee shall promptly report all unsafe or potentially hazardous conditions to their Elected Official or Department Head. The County will make every effort to remedy problems as quickly as possible. In case of an accident involving a personal injury, regardless of how serious, employees shall immediately notify their supervisor and complete an accident/incident report. Employee safety depends on the safety consciousness of everyone. To facilitate a safe work environment, employees may not bring dangerous weapons to the workplace. This includes, but is not limited to, weapons for which employees have a valid permit. The only exception to this rule involves law enforcement positions for which the job requires possess dangerous weapons. Employees should consult the County's Safety Policy and Accident Prevention Program for additional details concerning safety. 8.13 Substance Abuse The County's philosophy on substance abuse has two focuses: (1) a concern for the well-being of the employee and (2) a concern for the safety of other employees and members of the public. Availability of Rehabilitation or Treatment: As part of our Employee Assistance Program, we encourage employees who are concerned about their alcohol or drug use to seek counseling, treatment, and rehabilitation. Although the decision to seek diagnosis and accept treatment is completely voluntary, the County is fully committed to helping employees who voluntarily come forward overcome substance abuse problems. In most cases, the expense of treatment may be fully or partially covered by the County's benefit program. Please contact our EAP or Human Resources for more information. Employees who seek advice or treatment will not be subject to retaliation or discrimination. Mason County Personnel Policy Page 71 of 121 Substance Abuse Policy for Operators of Commercial Motor Vehicles: County employees who hold Commercial Driver’s Licenses (CDL) and who operate commercial motor vehicles (CMV) while employed by the County are subject to additional rules and regulations imposed by the federal government. These regulations require urine drug testing and alcohol breath testing in the following circumstances: 1. Pre-employment. 2. Reasonable suspicion. 3. Post-accident. 4. Return to duty testing. 5. Random testing. CDL holders who test positive must be removed from service and are subject to disciplinary action, up to and including termination. CDL holders should consult the Mason County Drug and Alcohol Testing Policy and Procedure for Department of Transportation Regulated Employees for additional details concerning these rules. Drug-Free Workplace: The manufacturing, distribution, dispensation, possession, and use of unlawful or alcohol on County premises or during work hours by County employees is strictly prohibited. Employees also must notify the County within five (5) days of any conviction for a drug violation in the workplace. Employees should consult the Drug-Free Workplace Policy for additional details on this subject. 8.14 Discipline/Corrective Action The intent of progressive discipline is to assist the employee with performance improvement or to correct misconduct. Progressive discipline may not apply where the offense requires more serious discipline in the first instance. Both the sequence and the steps of progressive discipline are determined on a case- by-case basis. Progressive discipline may include: • Oral warnings, which will be documented. • Written warnings, which may also include work performance improvement or corrective action plan for poor work performance or misconduct. • Suspension without pay. • Demotion. • Discharge. 8.154 Using Position for Personal Gain No County employee will use their position with Mason County for personal gain from any source. Personal gain is receiving any money, item, or benefit for personal use, which is not available to the public. Exception: Nominal value items ($10.00 or less) with company logos, given for advertising purposes such as samples, pens, calendars, coffee cups and ball caps are acceptable. Requesting, or knowingly accepting, discounts on purchases, tickets, meals, travel, clothing, etc., for personal use is not acceptable. Mason County Personnel Policy Page 72 of 121 Threats or promises of future business or lack of future business with the County to influence personal business will be referred to the Prosecuting Attorney. (Resolution No. 95-04) 8.15 Performance Evaluations The purpose of performance evaluation is to help an employee be successful in performance and to understand the standards and goals of their position and department. The evaluation will assess and focus on the employee’s accomplishment of their job functions and goals and standards of the position. Where an employee struggles in their performance a plan for correction and training should be developed with the employee. All regular employees should be formally evaluated in writing by their immediate supervisor and/or Department head or designee during the probationary or trial service period and at least annually thereafter. Copies of evaluations will be given to the employee and forwarded to HR for inclusion in the personnel file. Additionally, evaluation of job performance may occur at any time and on an ongoing basis. Evaluation may occur in various ways and may include coaching, counseling, or written assessment. 8.164 Discipline/Corrective Action The intent of progressive discipline is to assist the employee with performance improvement or to correct misconduct. Progressive discipline may not apply where the offense requires more serious discipline in the first instance. Both the sequence and the steps of progressive discipline are determined on a case- by-case basis. Progressive discipline may include: • Oral warnings, which will be documented. • Written warnings, which may also include work performance improvement or corrective action plan for poor work performance or misconduct. • Suspension without pay. • Demotion. • Discharge. Mason County Personnel Policy Page 74 of 121 Chapter 10 – Complaint Procedures 10.1 Complaint Procedures The County recognizes that sometimes situations arise in which employees feel that they have not been treated in accordance with County policies. For this reason, the County provides its employees with procedures for resolving complaints. Step 1: Employees should first attempt to resolve any problem or complaint with their supervisor. Step 2: When normal communication between an employee and the supervisor is not successful, or when an employee disagrees with the application of County policies and procedures, the employee should attempt to resolve the problem with their Elected Official or Department Head. The Elected Official or Department Head will usually respond to the employee in writing within five (5) days after meeting with them, if possible. Step 3: If the employee is not satisfied with the response in Step 2 above, the employee may submit the problem, using the County Complaint Form to the Board of County Commissioners or their designee and Human Resources. The form must be filed within ten (10) working days of receiving a response from Step 2 above. The Board of County Commissioners or their designee and Human Resources may meet with the parties, either individually or together, and will usually respond in writing to the complainant within ten (10) days of the meeting. The response and decision shall be final and binding. Certain employees may have more than one source of dispute RESOLUTION rights, i.e., the County's Civil Service rules, a collective bargaining agreement, etc. Employees represented by a bargaining unit or who are covered under civil service rules should follow grievance procedures set out in their respective labor contracts or civil service rules, where applicable. In all other cases, the procedures described in this section shall be used. Under no circumstances shall an employee have the right to utilize both this process and any other complaint or appeal procedure that may be available to an employee. Mason County will not tolerate retaliation in any form against an individual who makes a complaint of discrimination, harassment, or retaliation, or against any participant in an investigation. Retaliation is a serious violation of this policy and is considered misconduct subject to disciplinary action up to and including termination of employment. Employees will abide by any confidentiality requirements relating to complaint and investigation procedures. Mason County Personnel Policy Page 77 of 121 Chapter 12 – Equal Employment Opportunity 12.1 Purpose The purpose of this policy is to provide guidelines to Elected Officials, Department Heads, employees, volunteers, and members of the public to ensure equal employment opportunities regardless of a person's race, color, creed, national origin, gender, gender identity, sexual orientation, religion, age, veteran’s status, HIV status, genetic information, families with children, sensory, mental, or physical disability, or any other protected class under federal or state statute. Additionally, the policy provides guidelines for identifying, reporting, and resolving claims of discrimination or related retaliation. 12.2 Policy It is the policy of Mason County that no person shall be subjected to employment discrimination based upon their race, color, creed, national origin, gender, gender identity, sexual orientation, religion, age, veteran’s status, HIV status, genetic information, families with children, sensory, mental, or physical disability, or any other protected class under federal or state statute. No individual shall be subjected to retaliation because they have exercised a right protected under the law such as submitting, assisting with, participating in the resolution or investigation of, a complaint of discrimination or harassment. Any form of retaliation is prohibited, will not be tolerated, and is subject to disciplinary action up to and including termination of employment. The County will incorporate appropriate non-discrimination language in all its contracts and collective bargaining agreements. The words "Equal Opportunity Employer" will be included in employment applications and recruitment materials. To further promote the Board of County Commissioners' commitment to non-discrimination, the County will conduct periodic training on the Non-Discrimination & Harassment Policy and to clarify management and employee responsibilities for effective implementation. This Non-Discrimination & Harassment Policy will be distributed and reviewed in new employee orientation. 12.3 Prohibition of Discrimination, Harassment, Bullying, and Retaliation Mason County is committed to a workplace that is free from unlawful discrimination, harassment, bullying, and retaliation. Discrimination, harassment, bullying, and retaliation are strictly prohibited. Complaints of discrimination, harassment, bullying, and retaliation are taken seriously and will be investigated and resolved in a timely manner. 12.3.1 Definitions Discrimination: The County prohibits discrimination against Elected Officials, employees, and volunteers based on race, color, creed, religion, national origin, ethnicity, age, sex, marital status, veteran status, sexual orientation, disability (known or perceived), or any other protected class under federal or state statute. Harassment: Harassment is a form of discrimination that is unwelcome verbal or physical conduct directed toward or relating to a person based on the person's race, color, creed, religion, national origin, ethnicity, age, sex, marital status, veteran's status, sexual orientation, or disability (known or perceived), where the conduct is sufficiently pervasive or severe as to alter the terms and conditions of employment. Such conduct can take many forms, including unwelcome slurs, comments, joking, touching, innuendo, gestures, display or Mason County Personnel Policy Page 78 of 121 transmission of materials, and other similar conduct. Employees who engage in harassment will be subject to disciplinary action, up to and including termination of employment. Sexual Harassment: Sexual harassment is a type of harassment that consists of unwelcome verbal or physical conduct directed toward or relating to a person because of their gender that is sufficiently pervasive or severe as to alter the terms or conditions of employment. Such conduct can take many forms including unwelcome slurs, comments, jokes, touching innuendo, repeated request for dates, display or transmission of materials, gestures, compliments, and other similar conduct. Sexual harassment also includes unwelcome conduct based on an individual's gender where submission to the conduct or rejection of the conduct is used as a basis for employment decisions regarding the individual. Employees who engage in sexual harassment will be subject to disciplinary action, up to and including termination of employment. Bullying: Repeated and unreasonable behavior directed towards an employee or a group of employees, creating a hostile, intimidating, or offensive work environment. Retaliation: Adverse employment action against employees for complaining in good faith of discrimination, harassment, or retaliation, or for assisting or participating in an investigation of such complaints. Employees who engage in retaliation will be subject to disciplinary action, up to and including termination. 12.4 Employment of Persons with Disabilities Mason County is committed to providing equal opportunities for current and potential County employees with disabilities. Every reasonable effort will be made to create an accessible work environment to the extent possible without undue hardship to the County. Judgements concerning the reasonableness of providing accommodation shall be made by the County on a case-by-case basis. It is the County’s responsibility to determine if the proposed accommodation is effective and reasonable. Employment practices will be administered to allow a person with a disability to participate at the same level as a person without a disability. It is the responsibility of the person with the disability to disclose the existence of the disability if reasonable accommodation is to be requested. 12.5 Employee Responsibilities Each employee is responsible for supporting and adhering to this policy. It is the responsibility of all County employees to bring instances of inappropriate behavior to the attention of management. This includes employees who believe they are the recipient of discriminatory behavior as well as those who believe they have witnessed such behavior directed at another employee. Employees should never tolerate inappropriate or harassing behavior. If possible, they should make their feelings known to the offending employee. Whether they confront the harasser or not, employees must promptly report any offending behavior to their Department Head, Elected Official, or to the Human Resources Department. Employees are strongly encouraged to report concerns about discrimination or harassment before behaviors become severe or pervasive. This will assist the County in its efforts to stop discrimination or harassment before it rises to the level of a violation of anti- discrimination laws. Mason County Personnel Policy Page 79 of 121 12.6 Supervisor/Manager Responsibilities When a supervisor, manager, department head or elected official suspects or has reason to believe that discriminatory, harassing, or behaviorinappropriate behavior has occurred, they shall immediately notify the Director of Human Resources or the Office of the Prosecuting Attorney and report the incident. 12.7 County Responsibilities County Management representatives will promptly and thoroughly investigate all reports of discrimination or harassment. Complaints against either the Human Resources Department or the Prosecuting Attorney's Office will be investigated by a non-county agency. Complaints of discrimination and harassment will be handled with sensitivity, discretion, and confidentiality to the extent allowed by the circumstances and the law. If the County concludes that a violation of this policy occurred, prompt and effective remedial action will be taken. This may include disciplinary action and/or other actions needed to remedy the effects of the discrimination and prevent further incidents. 12.8 Complaint Procedures Employees who feel that they may have been bullied, discriminated against, or sexually harassed, or are aware of actions against another person that may be in violation of this policy, shall immediately contact either their immediate supervisor, their department official, or the Human Resources Department. Complaints should be submitted using the Mason County Internal Discrimination Complaint Form. If the complaint is reported to the employee's supervisor or department official, they will notify the Human Resources Department to carry out the investigation. Any person may file a complaint under this policy when the person believes: 1. They have been the target of discrimination or harassment (including bullying); 2. They have personal and first-hand knowledge of behavior believed to be in violation of this policy; or 3. They are being retaliated against for reporting behavior believed to be in violation of this policy. The complaint must be filed within one-hundred and eighty (180) days of the alleged violation of this policy. The complaint should include a description of the alleged violation, the date it occurred, and the name, signature, address, and phone number of the person filing the complaint. The complaint must include sufficient information to allow for investigation into the allegations. In addition to filing a complaint with Mason County, an individual may file a written complaint within one- hundred and eighty (180) days of the alleged violation with the Washington State Human Rights Commission and/or the Equal Employment Opportunity Commission. Employees are encouraged to exhaust administrative remedies outlined in this policy before outside agencies are consulted. The use of the County's internal discrimination complaint procedure is not a prerequisite to the pursuit of such statutory remedies. When an employee or union files both a grievance and an internal discrimination complaint regarding the same alleged acts or incidences, the investigation and processing of one shall be suspended until the other is completed. Mason County Personnel Policy Page 116 of 121 Chapter 18 – Telework Policy 18.1 Purpose To establish guidance and direction for when there is a determined need for qualified employees to conduct County business from a location outside the normal work location. 18.2 Eligibility Teleworking may be used on specific occasions or more often depending on the need. Qualified employees may request approval to telework, but all may not be eligible. Their work must: 1. Require minimal face-to-face interaction with co-workers, supervisors, and customers. Writing, reading, telephoning, data analysis, computer programming, word processing and certain data entry functions are all tasks amenable to teleworking. 2. Have a minimal need for specialized material, equipment, or supervision. An employee’s request to telework will be considered in light ofconsidering the objectives of the office or department and must be approved by the Elected Official/County Administrator/Department Head for the office or department. Approval is discretionary and will be based on the following factors: 1. Office/Department needs, e.g., emergencies, special projects, critical position, etc. 2. Employee’s job performance history. 3. Nature of work. 4. Effect on service to clients and effect on office workload. 5. Competing work schedule or leave requests. Approval for teleworking under this policy is for remote work performed in Washington State only. Employees wanting to temporarily work remotely outside of Washington State must receive approval from Human Resources and their Department Head/Elected Official. 18.3 Job Responsibilities and Conditions 1. Employee salary, job responsibilities, benefits and insurance coverage will not change. 2. Professionalism in terms of job responsibilities, work, output, and customer service will continue to follow the high standards set by County policies. 3. Teleworkers are responsible for maintaining effective workflow among clients, coworkers, and the Elected Official/County Administrator/Department Head. 4. The amount of time an employee is expected to work will not change. Overtime hours will not be permitted unless requested and authorized in advance by the supervisor. Formatted: Font: (Default) +Body (Calibri) Formatted: Indent: Left: 0" Mason County Personnel Policy Page 117 of 121 5. Teleworking is not a substitute for dependent care. 6. Teleworkers may withdraw or be withdrawn by the Elected Official/County Administrator/Department Head from the program at any time with three (3) days written notice, or sooner if there is an immediate need. 18.4 Telework Site The Teleworker must designate and maintain a clean, safe, and productive workspace that is adequate for accomplishing necessary tasks and free of obstructions and distractions. The site must also be ergonomically correct based upon Labor & Industries guidelines to prevent occupational disease or injuries. 1. Employees telework sites are considered an extension of the office/department for limited purposes while employee is in official telework status. All County policies are in effect. 2. The County owned computing device, or any other equipment assigned to the employee while teleworking shall not be used for personal business. 3. The County may make on-site inspections of the telework work site and any County-owned equipment, at a mutually agreed upon time. 4. The County may electronically monitor employee’s activities while connected to County network. 5. Teleworkers will take precautions necessary to secure proprietary and confidential information and prevent unauthorized access to any County systems or paper files. 6. Employees in telework status shall be available during the approved work schedule for telephone calls. 7. The county will not pay for a telework site (physical facility), telephone lines, or internet connection. 8. A Teleworker must not conduct in-person meetings with customers or co-workers while working from home. 18.5 Computers, Software, Supplies, and Support 1. Any hardware or software furnished by the County remains the property of the County and will be returned should a teleworking agreement be terminated. Information Technology (IT) will coordinate all transfers of equipment according to established procedures. 2. County owned software may not be duplicated except as formally authorized by the manufacturer’s licensing agreement. 3. Any requests for PCs or terminals with access to County networks, mainframes, or other applications must be reviewed and approved by the IT Department. Mason County Personnel Policy Page 118 of 121 4. County equipment (computers, printers, modems, telephones, etc.) furnished to the teleworking employee is to be used only by authorized persons for official County business. 5. Supplies required to complete assigned work at the telework work site shall be obtained during the teleworker’s in-office work periods. 6. IT shall be responsible for any County equipment maintenance, installation of software, security access, or support. 7. Only County approved software will be installed on County approved teleworking equipment. 8. Teleworkers requiring access to the County’s Virtual Private Network (VPN) must contact IT Help Desk at 360-427-9670 ext. 558, via the County’s IT Support Ticket System at http://helpdesk.mason.local/tickets/ to request an account. 18.6 Workers’ Compensation During Telework hours, the Teleworker is covered for any injury arising out of and in the course of employment pursuant to the Washington State Workers’ Compensation Act. A Teleworker injured while working at the Teleworker’s residence or other Remote Work Locations is required to follow established County procedures for reporting on-the-job injuries. This can be found on the Human Resources website: https://masoncountywa.gov/forms/human-resources/Employee-Injury-Illness-Incident-Report.pdf 18.7 Overtime, Leave, and Compensation In accordance with the County’s overtime policy, overtime must be approved in advance to preclude any unintended liability for premium pay. Teleworkers must receive supervisory approval prior to working beyond their normal hours of duty. Failure to obtain supervisory approval may result in the termination of the Telework Arrangement and possible disciplinary action. Procedures for requesting leave will remain unchanged. The teleworker is responsible for obtaining leave approval in advance and keeping appropriate personnel informed of leave usage in accordance with either the Personnel Policy or applicable Collective Bargaining Agreement policy and procedures. Teleworkers working at their Remote Work Location will be granted the same holidays as employees working at the Main Worksite. If a Teleworker becomes sick at any time while Teleworking, the Teleworker must immediately notify their manager and use sick leave to cover those hours not worked. If a Teleworker must take some other form of leave, the Teleworker must request leave from their manager immediately and use the leave to cover those hours not worked. A Teleworker’s compensation and benefits will not change due to participation in the Telework Program. A Teleworker must submit timesheets and leave requests in accordance with the normal policies and procedures. Mason County Personnel Policy Page 119 of 121 18.8 Liability The County will defend and indemnify a Teleworker who is Teleworking at their residence or other approved Remote Work Location for all claims arising out of and with the Teleworker’s scope of employment consistent with the provisions for the Local Government Tort Claims Act and other applicable laws and in accordance with Mason County’s Policy and Procedure for Defense and Indemnity of Employees, Ordinance No. 06-18. Mason County is not liable for any loss, destruction, or damage to property or for any injury or loss to third persons occurring at or around the Teleworker’s residence or other approved Remote Work Location. 18.9 Inclement Weather It is a County priority to ensure continuity of operations during inclement weather or other emergency conditions. In the event of a County declared general, weather-related, or other public health emergency closes the Teleworker’s Main Worksite, a teleworking employee scheduled to Telework will be required to continue working remotely, unless it is impossible (power outage). County closures, or limited operation changes, are typically to accommodate the safety of employees who are risking the travel to and from the worksite. Teleworking is a privilege and does not include a risk of traveling to and from the worksite. 18.10 Confidentiality A Teleworker is responsible for protecting the confidentiality, integrity, and availability of data, information, and paper files used when Teleworking. A Teleworker must follow all applicable County, federal, state, and departmental policies, laws, and regulations to protect data, accessed or maintained while Teleworking. In addition, Teleworking employees must adhere to the following: 1. Protecting information assets from unauthorized access and use by others, including family members, friends, and other visitors. 2. Leaving information assets only in secured locations and not in unattended or' unlocked vehicles, or other locations where they may be easily stolen. 3. Ensuring that any County issued equipment, such as cell phones, hot spots, or computers passwords are protected from unauthorized access and use by the Teleworker's personal equipment (i.e., County issued hot spot hooked up to personal laptop or cellphone, etc...) or used by others, including family members, friends, and other visitors. Costs incurred by personal use shall be paid by the Teleworker. 18.11 Application and Renewal Employees may apply for Telework using the approved form. Requests will be considered on an individual basis. Telework requests will be reviewed, at a minimum, annually to validate arrangements are still effective and in the best interest of the County. C Mason County Agenda Request Form Y /A t! To: Board of Mason County Commissioners From: Diane Zoren Ext. 747 Department: Support Services Briefing: ❑X Action Agenda: ❑X Public Hearing: 0 Special Meeting: ❑ Briefing Date(s): September 18,2023 Agenda Date: September 26&October 24,2023 Internal Review: ❑ Finance ❑ Human Resources ❑X Legal ❑ Information Technology ❑ Risk (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• Surplus and Sale of Parcel No. 12220-50-58012 Background/Executive Summary: Robert Cook,Real Estate Agent at Windermere in Allyn representing Jon and Kim Rice,recently inquired about parcel no. 12220-50-58012. Mr. and Mrs. Rice wish to purchase the aforementioned parcel to combine with their currently owned parcels no. 12220-50-58009 and 12220-50-58010 at the assessed value. On June 1, 1925 in a Public Hearing,the east 10' and west 10' of Sherwood Avenue was vacated by the Board of County Commissioners. However,in the Final Order of Vacation,parcel no. 12220-50-58012 was not included. This has been discussed with legal and the recommendation is to surplus and sell this parcel. Richard Beckman,Richard Beckman Realty,performed a market analysis of the parcel and shared the following: "the property appears to be in a residential area and sits between State Route 3 in Allyn and lightly developed land to the west. Due to its extremely small size,there are no readily available comparables... The property is worth about$2 per square foot or approx. $800. However,based on its size and location only has value and use to adjacent property owners. The County should add the$500 broker price opinion to the purchase price... and the buyer pay all closing costs", Budget Impact(amount, funding source,budget amendment): The 2023 assessed property value is$730.Recording fees are approximately$206.50 and the excise affidavit fee is$10.00. Public Outreach(news release,community meeting, etc.): Public Hearing notice published two times in the Shelton-Mason County Journal. Requested Action: Approval of the Resolution declaring parcel no. 12220-50-58012 as surplus property. Attachments: TaxSifter Parcel Information cqi Mason County Agenda Request Form GIS Map Assessor Recording Road Vacation Quit Claim Deed Resolution Notice of Hearing MASON COUNTYJ( �n WASHINGTON TAXSIFTER SIMPLE SEARCH SALES SEARCH REETSIFTER COUNTY HOME PAGE CONTACT DISCLAIMER 0 PAYMENT CART(0) Patti McLean as as Mason County Assessor 411 N 5TH ST Shelton,WA 98584 Assessor Treasurer Appraisal MapSifter Parcel Parcel#: 12220-50-58012 Owner Name MASON COUNTY DOR Code: 91 - Undeveloped - Land Addressi: MASON COUNTY COURTHOUSE Situs: Address2: 411 N 5TH ST Map Numbe City,State: SHELTON WA Status: EXEMPT FULL YEAR Zip: 985843400 Description: ALLYN BILK: 58 VAC PTN SHERWOOD AVE 10' WIDE ADJ LOT 10 Comment: 2024 Market Value 2024 Taxable Value 2024 Assessment Data Land: $920 Land: $0 District: 0215 -Tax District 0215 Improvements: $0 Improvements: $0 Current Use/DFL: No Permanent Crop: $0 Permanent Crop: $0 Total $920 Total $0 Total Acres: 0.01000 Ownership Owner's Name Ownership% Owner Type MASON COUNTY 100% Owner Sales History No Sales History Building Permits No Building Permits Available Historical Valuation Info Year Billed Owner Land Impr. rermLrop value Total Exempt Taxable 2024 MASON COUNTY $920 $0 $0 $920 $920 $0 2023 MASON COUNTY $730 $0 $0 $730 $730 $0 2022 MASON COUNTY $60 $0 $0 $60 $60 $0 2021 MASON COUNTY $55 $0 $0 $55 $55 $0 2020 MASON COUNTY $55 $0 $0 $55 $55 $0 View Taxes Parcel Comments No Comments Available Mason County WA GIS Web Map 122205013005 _ 122205042003 205012 0 122205043001 1222 5 42011 166 ErSTATE ROW 122205042001 + 12220 01100 122200060010 122205013 001 122205058010 122205011001 122205057006 1222 012 122205058009 1222000 18513 E STATE�ROUTE•3 122205058007 12 05 7003 122205008001 18560 E•STATE�ROUTE 3 1222 8011 ��z�n�nssn�3 18511 E'STATE•ROUTE 3 3 18501;E"S TAT E ROUTES • 9/12/2023, 10:49:39 AM 1:765 0 0.01 0.01 0.02 mi EJ County Boundary 0 0.01 0.02 0.04 km No Filled Site Address (Zoom in to 1:3,000) Sources:Esri,HERE,Garmin,Intermap,increment P Corp.,GEBCO,USGS, ❑ r FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Tax Parcels (Zoom in to 1:30 000) Japan,METI,Esri China(Hong Kong),(c)OpenStreetMap contributors,and the GIS User Community Mason County WA GIS Web Map Application Bureau of Land Management,Esri Canada,Esri,HERE,Garmin,INCREMENT P,USGS,EPA,USDA DESCRIPTION: PLAT ley-. LOT � j6 BLR rrrood nve.10' Fide Adj.Lot 10 # r~ - ACREAGE SEC TWP RGE DISTRICTS AFFIDAVIT YEAR AUD. ## TITLE HOLDER CONTRACT TO: RD SC PT UD FD HD CD SALES= /,1AS61) Gc;LJ /t,'ry County Road 1 ap L _ ACREAGE VALUATION BOFE YEAR TIDELAND UNIMPROVED IMPROVED TOTAL TIDELAND UNIMPROVED IMPROVED BUILDING TOTAL .t. i.,..d .. i„ .. Mason C O 11,}. }ty i.,c. . 4. ....S j': TYE - TO'W ' : + Ole SYvrN'ood /Q vtn••C Y.rCO/Srd /✓ac rr4-213 P ��rlw.1 `-r x•�� c�;�a[1e Ma....ypC.�ro'17r y. :e.arr*+n . r �'"N� �`�C T'• gs.aT+n a.+t�..:•:A,;., :h.�l�O..�M•.+. • 1 -.J {ry �.., - •M�. +. -�� w .•...5 a„`i S s„..r^. +%:`C^ewle...�•� .. I�S )'. Si r •��.• �^ �f h;c.a... r r�! e )��S he �I _ ..' - to -6 s• �r -_ —jeV� �RI•l.f. N p<S n e e"f ' J/)GfSrc - . �P°.�t�prv••�' `� , � !I'`r `- ` __ `1,C _� %`-� •I �r:tixs' Yi. bct ' } a •_ 4 / f / Onr)h.f..�'An.WYwr.✓.r"lrn/.:..+ . i �� MW Jr.ATiw•.«Y ',. rf L.id//!sq.,'Y.vY^'� ,� �e < r r s //+p// �•-t7��ao97 �`dl� �:(r/!'.ai!/6: r lr o •.•cr i�g47.rrs ?y �' dYe.r.le• . j1,'(a4.eyd J.9•�� V`!4 .ram � /!_�'e�''.a :.:•s 1-7ft-9n7 ? /s. ram. '- r.d` it r� _- ,i�.� J— ro, I - t f 10.7 q tlRC �Ic � -' .. vhc -x4i�- .`ylf Gt• } 1. ). 1 -a Rr..•r r..,.r .Y^l�•.,.'�f �� <.` lr ��, r_`V •� �• s�- � �l/ac.q/d/GT •"/^ar -1 WAY- .4 uh Jr a_o+=` �rl:�ry.`r''F/7 k�• Jo; '- , '. b _ rra,i.(r .•f c:6.,....: Ave. u//W-v.a:v.'4� Ar • .. i ...r. 'r _ .l � _= �.� ••:-} f '9S.?fl,� D. w-r...y 1+r YY Ja?t, `i- p« ;.� �� nr, vs -• % c � � r - - V,.c.F'r•: rani. r1c�c,�s��/�F�/� i C t G.�text...• r 44� ^r �` �1�. �• ��J _ -- cr3C�S.Se WA crc Al/(A p✓ ae .-r /• � vI.t•a....J.b NY / �r _.-_ t+h•It•sM.+f b.i.or.).•r.w!a 8 r:1. 7 '� 1 r r- `Q Commissioner's Journal )LAY Term 192 5 FOURTH & FIFTH day of MAY In Re Petition of Frank Raisoni, et al, for Vacation of ORDER SETTING HEARING Portion of Sherwood Ave. Allyn. ))) The report of the Engineer of his examination and findings in the above entitled matter having this day been filed. NOW THEREFORE IT IS ORDERED that the 1st day of June, 1925 at 11:00 A.M. be set as the date for hearing of said report and the consideration thereof. Dated May 4, 1925. In Re Petition of Frank C. Willey, at al for Vacation of ORDER SETTING HEARING Portion of Portion of Angleside Road. The report of the Engineer of his examination and findings in the above entitled matter having this day been filed; NOW THEREFORE IT IS ORDERED that the let day of June, 1925 at 10:00 A.M. be set as the date for hearing of said report and the consideration thereof.. Dated May 4, 1925- In Re Petition of Thos. Purdy, at al, ) ' for Vacation of Portion of ) ORDER SETTING REARING Wharf Street in Hoodsport. ) The report of the Engineer of his examination and findings in the above entitled matter having this day been filed; NOW THEREFORE IT IS ORDERED that the 1st day of June, 1925 at 10:30 A.M. be set as the date for hearing of said report and the consideration thereof. Dated May 4, 1925. Remonstrance of C. A. Woodall against petition of R. Warberger, at al, for formatior of Herd Law District received and placed on file, to be heard at same time as Petition. Moved and carried that Commissioner Nevitt be authorized to construct float at Sout End of Harstine Island to be paid for from Harbor Improvement Fund at a cost of approximately $300.00. F Board adjourned until Tuesday May 5, 1925 at 10:00 A.M. TUESDAY MAY 5, 1925 Board met pursuant to adjournment,all present as of yesterday. Report of County Nurse for month of April, 1925 read and approved. Proposal of Grant C. Angle & Sons for County Printing accepted and Mason County Journal designated as official County Paper for the year commencing July 1, 1925 to June 30, 1926. THE MASON COUNTY JOURNAL Shelton, Washington Say, 4th., 1925 To the Board of County Commissioners of Mason County, Washington, Gentlemen: In compliance with your Resolution designating The Mason County Journal as the official Newspaper for Mason County, for the year beginning July, 1, 1925 and ending June 30, 1926, and completing the official record thereof, we beg to submit the basis of charges as now and heretofore in effect, as follows: Rates for Legal Publication; 6 pt . solid per inch, First Insertion .750 per inch, each following insertion .500 6 pt leaded- or Spt solid per inch, First insertion .6o� per inch, each following Insertion .40o Respectfully APPROVED MAY 5 1925 The Mason County Journal S. W. Blanton Grant C. Angle & Sons Chairman Board of Publishers County Commissioners By J E Angle N Commissioner's Journal_. JUNE Term 192 5 FIRST & SECOND day of JUNE STATE OF WASHINGTON, ) County of Mason ) Be. In the Matter of the Petition of ORDER VACATING COUNTY ROAD Frank Raisoni at al. For vacation of a County Road known as the Portion of Sherwood St. Allyn Road. In the matter of the vacation of a County Road petitioned for by Frank Raisoni and others the Board finds as follows: N First. That the petition therefor was filed on the Sth day of April, and that said !' petition was signed by at least ten freeholders of the County, -residing in the vicinity of the II said road. Second. That said petition was accompanied by a bond in the sum of $100.00,-which said j' bond was found to be good and sufficient, and was duly approved by the Chairman of the Board " on the Sth day of April 1925. Third. That on the 8th day of April 1925, the County Engineer was duly directed to ex- amine said road and make a report in writing on the same. Fourth. That on the 4th day of May 1925 the County Engineer filed in the office of the Board his report in writing, as provided by law. Fifth. That by an order duly passed by this Board on the 4th day of May 1925,the let i day of June 1925 was set for hearing the report of the Engineer, and the consideration thereof, and that notice of the time and place where said hearing would be held was given by publication and posting as provided by law. Sixth. That said report of the County Engineer shows: That in his opinion said road should be vacated. That said road----use. That it will not be advisable to preserve the same for a geneiral road system in the future. That the public will be benefited by its vacation. and the Board having examined the report of the Engineer, and all other papers on file in the proceedings, and heard and considered all testimony and documentary evidence adduced for and against the vacation of the road, and the Board being satisfied that said road will not be useful as a part of a general road. ayatem, and that the public will be, bene.fited by its vacation, IT IS ORDERED BY THE BOARD, all the members concurring, that the county road petitioned to be vacated by Frank Raisoni, and others, be vacated upon payment of all costs by the principal petitioner; and the Clerk of this Board is directed to make a statement in writing " of all costs and expenses incurred in the proceedings and file the same with the County Treasuier, who shall proceed to collect the same Done this let day of June 1925 r In the latter of the Petition of ( R. werberger, at al for an ORDER PROHIBITING RUNNING t Order prohibiting running at large of AT LARGE OF LIVE STOCK. y live,stook. t This matter coming on to be heard this first day of June, 1925, at the hour of 1:30 6 o'clock P.M. in the Commissioners rooms at the Court House in the Town of Shelton, Mason County, Washington, upon the petition of R. Berbarger, at al, for an order prohibiting live stook to run at large in the following hereinafter described district, and it appearing to the said Board of County Commissioners that notice of the hearin on this petition had been given for the time and in the manner required by law and the saig Board of County Commissioner having carefully examined the said petition and having been fully advised in the premises: NON THEREFORE, IT IS HEREBY ORDERED that no livestock of any kind, broad, or character be permitted to run at large within the following described diatriot and territory, t owit: Beginning where Section line between Sections 22 and 27, Range 2 Best, Township 21 North, intersects Beet Shore line of Pickering Pass, thence Best along section line to North Best corner of Section 28, same Township and Range. Thence South on Section line to South Blest corner of Section 33. Thence Blest on Township line between Township 20 and 21 North, Range 2 Best, to North Nest corner Section 5 Township 20, North Rango 2 B. W. M. thence South on Section line to an intersection with North shore of Skookum In1dt in Section 20, same Township and Range. Thence following North Shore of Skookum Inlet and Best shore of Pickering Pass easterly and northerly to the place of beginning. Be it further resolved that three (3) copies of this order be posted in the above des- cribed district in the manner provided by law. Be it further ordered that this order shall become effective four weeks after the day of posting as provided by law. Unanimously adopted this first day of June, 1925. Board adjourned until Tuesday June 2, 1925 at 10:00 A.M. l TUESDAT JUNE 2, 1925 Board met pursuant to adjournment. All present as of yesterday. Estimate No. 3, Permanent Highway No. 7 in favor of K. L. Coulter & Co. on Permanent Highway Fund for $2540.75 approved. In Re Sale of County Lands. It is ordered that the following lands taken by Mason County for taxes be appraised at the net amounts as hereinaftar set forth; SBi of NBi Sec. 30 Twp. 20 N. R. 2 B. B. M. appraised at $150.00; Lot 5 Block 22, Lilliwaup Falls appraised at $5.00 and the County Treasurer directed to sell same at not logs than the appraised value on application and deposit of costs of advertising. Permit for public dances granted H. M. Satzenbarger for public dances at Rose Point for f three months on payment of prescribed fee of $40.00 I Commissioner's journal____ _j-u-Ly-.____.-___.__. Term 192_5. ;;:23 - SEVENTH- .__day of--- -. JUZY - In the Mattes of the Petition of b Thos. Purdy et al. ) FINAL ORDER OF VACATION For Vacation of a County Road Known as the ) Portion of Wharf St., Hoodsport Road. ) The Board having on the let day of June 1925 ordered the vaoation of said road upon payment by the principal petitioner of all costs and expenses incurred in the proceedings, and said costs and expenses, amounting to the sum of $6.13, having been paid to the Treasurer of this county on the---day of---,19-- IT IS ORDERED BY THE BOARD, all the members concurring, that the county road petitioned to be vacated by Thos. Purdy and others, be vacated as follows: I The North twenty feet, and the South twenty feet, of said Wharf Street between Railroad Ave. and Mason Ave. vacated, excepting such portions of the said twenty feet on the N�otth and South of Wharf Street as are necessary to keep open the alley extending northerly and southerly in Block Two (2) North of said Wharf Street and Block Three (3) South of sa' d Wharf F Street Done this 7 day of July 1925 j I In the Matter of the Petition of ) Frank Raisoni et al. ) FINAL ORDER OF VACATION For Vacation of a County Road known as the Portion of Sherwood Ave. Allyn Road. The Board having on the let day of June 1925, ordered the vacation of said road Pon payment by the principal petitioner of all costs and expenses incurred in the proceed Ms,s, ands said costs and expenses, amounting to the sum of $5.25, having been paid to the Treasurer of �' this county on the---day of---,19--. IT IS ORDERED BY THE BOARD, all the members concurring, that the county road petitioned ito be vacated by Frank Raisoni and others, be vacated an follows: i 10 ft. on the East side and 10 ft. on the West side of Sherwood Street along blocks 1, 2, 3, 4, 7, 8, 13, 14, 18 & 19 Town of Allyn. Done this 7 day of July 1925 Bills allowed against Funds in amounts as follows: CURRENT EXPENSE Jessie Knight P.M. Stpd Eps Aud 23.96 Earl F. Dickinson Const. Eng. 182.00 E. L. Kellogg Aud. 116.70 Walter C. Schumacher Dep. Aud. 100.00 Lillian de Champlain Aud. C1$. 75,00 Stella C. Jensen Co. Clk. 108.35 John M. Wilson Sup. Judge 47.55 D. F. Wright do 47,55 Chas. R. Lewis Pros. Atty. 100.00 Jean Todd Fredson Supt. 100.00 C. F. Harrier Coroner 8.30 L. H. Jacobs Shff. 108.35 H. E. Drew Agri. 125,00 Anna A. Nielsen Nurse 125.00 A. C. Cardinal Supt. Farm 150.00 Wm. Werberger Janitor 50.00 Mary Walko Mothers Pension 15.00 Sarah Christian do 20.00 Isabel Drosoher do 30.00 Bertha Wilson do 20.00 Lillie Cameron do 35.00 Susie Hliboki do 20.00 Mrs. J. MoEwan Indg. Allow 25.00 Fred Fosen do 10.00 Shelton Pub. Lib. Assn. Donation 25.00 Earl F. Jacobs Dep. Shff. 120.00 Eugene F. Martin Assr. 100.00 Eula L. Martin Dep. Assr. 100.00 Inez M. Shorter Assr. Clk. 66.50 Inez M. Shorter Treas. Clk. 21.00 Ione W. Doyle Treas. 108.34 Jean Shorter Dep. Treas 100.00 Ida Loughnan Spec. Dep. 82.00 Grant C. Angle & Sons Pub. Treas 6.75 C. Dunbar Labor Agri. Car 10.59 Louis Durand do Nurse Car 5.50 Ted Cole do Agri. Car 7.50 Pacific Tel & Tel. Co. Tel. Serv. 4",�i0 Pacific Tel & Tel. Co. do 54.00 E. L. Kellogg, Co, Aud. Rev. Fund 32.65 Grant C. Angle & Sons Ptg. Aud. 4.00 Welsh-Riohards Co. Index Treas. & Aud. �0.84 H. E. Drew Tray. Exp. Agri. 38.45 Roy J. Wakefield Gas & 011 Agri. 3.20 H. D. Baker & Co. Rep Twptr Agri. 12.00 Lowman Hanford Co. Deed Book Co. Aud. 41.94 Grant C. Angle & Sons. Pub. Com. 30.6' Capital City Map & B.P. Co. B.P. Eng. 6,46 Needham Motor Co. Repr. Eng. 72.60 2156842 MASON CO WA 11 03:44 PM OCD After Recording Retutn to: 1111111111111111f 1111111�11 llllll1111 IIIII IIIII IIIIIII III IIIII 11111182 ROBERT W. JOHNSON PLLC PO BOX 1400 A 1: AVIT SHELTON WA,98584 O WA R.E. EXCISE TAX MAY 11 2021 EXEMPT LISA FRAZIER Treasurer, Mason County QUITt EED The GRANTOR, Gloria Crawford, an individual for and in consideration of love and effection, conveys and quit claims to Jon Ri d i Rice, a married couple, the following described real estate, situated in the County ate of Washington, together with all after acquired title of the grantor(s) herein: Parcel No. 12220-5, 8009 Lot nine (9 , B ight (58), Plat of the Town of Allyn, as recorded in Volume 1 of Plats , l o e er with vacated west ten 10 feet of Sherwood Avenue, adjoining , p g ( ) J g said on ast,as shown on the plat of Allyn,records of Mason County,Washington. C`f TO TOGETHER WITH AND SUBJECT TO easements, restrictions, oven Is, reservations, agreements, and conditions of record. Parcel No. 12220-50-58010 Lot ten (10), Block fiftycight (58), Plat of the Town of Allyn, as recorded in Volume I of Plats, page 17, together with vacated west ten (10) feet of Sherwood Avenue, adjoining said Lot on the East, and together with the South half(S 1/2)of vacated portion of Eberhart Street adjoining said Lot ten (10) on the North, all as shown on the plat of Allyn, records of Mason County, Washington. SUBJECT TO TOGETHER WITH AND SUBJECT TO easements, restrictions, covenants, reservations, agreements, and conditions of record. DATED this day of VO A I A ,2021. O �'� 6ea I �£ WFORD STATE OF WASHINGTON ) : ss. COUNTY MASON ) On this day personally appeared fore me Gloria Crawford, to me known to be the individual, that executed the within and foregoing r ,t• r 6r t, and acknowledged the said instrument to be the free and voluntary act and deed o s t r the uses and purposes therein mentioned. GIVEN under my i�n official seal this lay of 021. H JO SON `� t ELIZAgQt pu c in9ton /e s01 . r 1Fxp16es NOTARY BLI AND FOR THE STATE soon g g lr� anuary 15.2025 of Washington, residing at My commission expires: t t 5 2156842 Page 2 of 2 05/11/2021 03:44:43 PM Mason County, WA Resolution No. DECLARATION OF SURPLUS PROPERTY WHEREAS, Mason County owns real property parcel no. 12220-50-58012 described as "ALLYN BLK: 58 VAC PTN SHERWOOD AVE 10' WIDE ADJ LOT 10" in Mason County, Washington and has determined the property to be surplus to the County's needs; and, WHEREAS, Mason County issued a Notice of Public Hearing regarding the proposed surplus property for two consecutive weeks in the official County newspaper; and, WHEREAS, the Mason County Board of County Commissioners, on Tuesday, October 24, 2023, held a Public Hearing regarding this parcel in which members of the public were able to testify before the Mason County Board of County Commissioners regarding the proposed parcel being surplused; and, NOW,THEREFORE,BE IT RESOLVED,by the Mason County Board of County Commissioners that the following parcel be declared surplus property: Parcel No. 12220-50-58012 and the Property Manager be authorized to offer all of said parcel for sale by any of the several means authorized by Mason County Code 3.40 — Management and Disposition of Property. The final selling price is to be approved by the Board of County Commissioners; and, NOW, THEREFORE, BE IT FURTHER RESOLVED, that the proceeds of the sale of said parcel are to be dedicated to Current Expense. Dated this 24'day of October,2023. ATTEST: BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON McKenzie Smith, Clerk of the Board Sharon Trask, Chair APPROVED AS TO FORM: Randy Neatherlin,Vice-Chair Tim Whitehead, Chief Deputy Prosecutor Kevin Shutty, Commissioner NOTICE OF HEARING NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing in Mason County Building I,Commission Chambers,411 North Fifth Street,Shelton, WA 98584 on Tuesday,October 24,2023 at 9:15 a.m. SAID HEARING will be to take public comment on the surplus and sale of parcel no. 12220-50-58012. Public testimony will be available in-person or via Zooms. The URL is available on the County website hlt2s://www.masoncgppWya.gov/ to sign into the meeting. Please use the "raise hand"feature to be recognized by the Chair to provide your testimony. You can also email testimony to msmithkmasoncountMa.gov or mail to the Commissioners' Office, 411 N 5t1i St, Shelton, WA 98584; or call(360)427-9670 ext. 230. If special accommodations are needed, please contact the Commissioners' office, (360)427- 9670 ext. 419. DATED this 26 h day of September,2023. BOARD OF COUNTY COMMISSIONERS MASON COUNTY,WASHINGTON McKenzie Smith,Clerk of the Board Bill: Support Services 411 N 5t'Street Shelton,WA 98584 Cc: Commissioners Shelton Journal: Publ. 2t: October 5, 2023 & October 12, 2023