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2023/10/24 - Regular
tiS`QO~S CpA� J . — Board of Mason County Commissioners Proceedings Commission Chambers 411 N 5" St, Shelton, WA 98584 October 24, 2023 1. Call to Order—The Chairperson called the regular meeting to order at 9:01 a.m. 2. Pledge of Allegiance—Kim Russel led the flag salute. 3. Roll Call—Present: Present: Commissioner District 1 —Randy Neatherlin; Commissioner District 2—Kevin Shutty;Commissioner District 3—Sharon Trask. 4. Correspondence and Organizational Business 4.1 Correspondence 4.1.1 Washington State Liquor and Cannabis Board sent in the following: cannabis license applications from Amazinggardens LLC DBA The Dab Lab;cannabis license approval for Deep Well Farms; liquor license renewal applications from Allyn Market,Hideaway Grill, Tres Agave,Westside Pizza,and Cloquallum Vineyard; and cannabis license renewal applications from Synchronic,2Budz,CMl LLC,and 417ront LLC. 4.1.2 William Harris sent in an application for the Transportation Improvement Program Citizens Advisory Panel(TIP-CAP) 4.2 Luke Viscusi read the Mason County Historic Preservation Commission Open Positions news release. 4.3 Melissa Casey read.the Request for Proposals for Emergency Housing Funds news release. 4.4 Mark Neary read the Operation Green Light proclamation. 5. Open Forum for Citizen Input Sergeant Jayson Zaniewsko shared that he started in 2006 with 12 officers to run day shift. Now there are three officers: one in the operation room and two officers on the floor. The officer in the operation room can't leave that room. Outsourcing to Nisqually is appreciated;however, it is not enough. A"headhunter"may not be the answer. Change is needed before someone gets hurt. It is more dangerous than ever with more mental health and individuals coming off of drugs. Deputy Andrew Ostergard added that he started in 2019 and there were more staff such as a transport team and a court team. There are only two officers on the floor to diffuse situations. Corrections Officers have to rely on patrol staff for assistance;however,patrol staff are also short-staffed and are miles away. Deputy Ostergard works 12-hour shifts and lives in south Thurston County. He could work closer to home for more money and have more time to see his kids. Jail staff are not getting the safety and backup that is needed. There are high-risk,violent inmates that are cared for every day. Sergeant Ferron Lining shared that the criminal justice system can fail at multiple levels. Mason County has amazing prosecutors and judges that hold people accountable as well as proactive law enforcement. The jail is experiencing a worsening staffing crisis and inmates can't be brought to the Jail if there are not enough officers to care for them. This sends the wrong message and invites more criminal activity to the County. There is a lack of resources. There are about 3,700 active warrants;however,due to booking restrictions from lack of staffing under 600 qualify to be brought to jail. The little resources available allow focus on housing violent offenders securely and safely. Many individuals being cared for also have mental health and addiction issues that, without the help of jail staff,would never be addressed. Deputy Brad McQuade commented on the critical issue of retention at the Jail. Mason County is a training ground for Deputies because they are taught all duties of a Corrections Officer instead of being assigned to just one job,making them versatile. A major reason staff leave is due to the compensation package. Nothing is being done to be competitive with other counties. Currently there are two officers testing to go to other agencies. Officers leaving is directly linked to the County not doing enough to retain people. The jail is the foundation of the criminal justice system. If it fails,you won't have one. Larry Bickett,Machinist Union Representative, added that Keli Dunlap started looking into the Civil Service Public Safety account to check eligibility because people were applying but not hearing back from the Sheriff's Office. The jail came up with a new process for getting names from the Public Safety Testing by giving them county documentation and holding oral interviews. This is not how it is supposed to be done. Human Resources did not take the time to recruit properly, and the jail had to take over. Previous candidates stated they did not choose Mason County because of pay. The jail is now doing the job of Human Resources as well as recruiting. This group needs to be recognized for their dedication and hard work to this community. Larry Reeves, spouse of one of the jail employees, is here for support. It is dangerous for the jail to be down to three people per shift. Larry works for the State working with Corrections. The work/life balance on a 12-hour shift is ridiculous. There used to be a great incentive to work for the County. Now,there is no longer that incentive. Something has to change. The County is not competitive and there is no career advancement. 6. Adoption of Agenda Cmmr.Shutty/Neatherlin moved and seconded to adopt the agenda as published. Motion carried unanimously. N-aye; S-aye; T-aye. 7. Approval of Minutes Cmmr.Neatherlin/Shutty moved and seconded to adopt the September 11,September 18, and September 25,2023 Briefing Minutes and September 12,2023 Regular Minutes as presented. Motion carried unanimously. N-aye; S-aye; T-aye. 8. Approval of Action Agenda 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. -- ------------------ ----- -- --- ------- - -- - ---- ------------------------------- ----------------------- 2 October 24 , 2023 Commission Minutes 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 Hearingfor 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. Cmmr. Shutty/Neatherlin moved and seconded to approve action items 8.1 through 8.16 with the exception of item 8.14. Motion carried unanimously. N-aye; S-aye;T-aye. Item 8.14 Kell Rowen,Community Development Director,shared the State of Washington passed the Growth Management Act(GMA)in the 1990s. The County is required to plan under the GMA. House Bill 1181 was passed this year and requires some counties planning under the GMA to adopt a climate resiliency element within the Comprehensive Plan. This is a mandated element. If the County does not adopt this element, it will be out of compliance with the State of Washington and will be ineligible for grant funding that passes through the State. That would impact departments such as Public Works. The State made funds available,this is a funded mandate. It is not anticipated for the County to spend all the money allocated for the Comprehensive Plan climate element. Marissa Watson is working with SCJ Alliance,the consultant hired for the Comprehensive Plan update,and is looking at what the additional cost would be. The County has until 2029 to spend those monies. These funds are in a separate fund account,not in the Geneal Fund. . Mark asked how the County plans to respond to significant weather events? Does the County have the 3 1 October 24, 2023 Commission Minutes necessary resources,programs, and plans to respond and keep the community safe? Kell answered there is hazard mitigation planning,these monies are focused on weather events such as flood,fires, etc. Auditor Steve Duenkel expressed concerns about ensuring the County has had a chance to understand the provisions of the grant and has a plan on how to spend the money. The topic around climate is very politically charged. In the past it has been used to raise taxes and take away personal freedom. Cmmr.Neatherlin/Shutty moved and seconded to approve 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. Motion carried unanimously. N-aye; S-aye; T- aye. Cmmr. Shutty shared that a lot of time and effort has been spent to send Cmmr. Trask to legislative sessions regarding unfunded mandates. The State being responsive even though there is disagreement about the policy it is centered around. There is already a set of hidden taxes on the constituents that live in flood plains or areas susceptible to natural disasters including insurance costs. There is a huge environmental consequence whether you agree with climate change. When flooding occurs, septic tanks are inundated with water that washes back into the canal. The County has an obligation to plan and be proactive about these issues. Emergency Management works on funding sources and grants, utility partners relocate utilities that are in critical and sensitive areas. Cmmr.Neatherlin stated that the words climate and climate change does not necessarily equate to bad, government takeover, or abuse of power. This discussion relates to how to protect constituents. The County can make laws more restrictive than the State but can't make them less restrictive. This is a required mandate. Usually State mandates are unfunded;however,this mandate is funded. The County needs to find the best ways to protect communities from climate changes such as king tides, etc. Cmmr. Trask added that this is a battle at the State and is thankful the State is providing monies to the County for this new requirement. Counties are so important and are often forgotten. Many years Mason County has not raised taxes,the County is cautious in what it does. 9. Other Business (Department Heads and Elected Officials) Loretta Swanson,Public Works Director, introduced the new Public Works Finance Manager, Stephanie Berman. Stephanie is working with the State Auditor, financial team, and Teresa D. Johnson CPA,Inc. Steve Duenkel,Auditor, discussed the VoteWA data sharing agreement with the Office of the Secretary of State. Sheriff Ryan Spurling talked about the historical actions that contributed to low staffing in law enforcement—the 2018 Boise decision, COVID,the"Defend the Police"movement,removing school resource officers from school, etc. This problem did not happen overnight and will not be solved overnight. Outsourcing has taken tremendous pressure off of jail staff. This crisis affects all of Washington State. Currently, it is a 14-month wait to get a new hire for them to go through the Corrections Academy to become a certified Corrections Officer. Mason County Corrections Officers are dedicated to the community and its citizens. One of the mandates is to have and staff a jail. The State recently dedicated over$1 million to do planning and research on a combined campus for substance abuse,mental health, and a jail. Sheriff Spurling also recognized and thanked the Veterans for their service and sacrifice. 4 October 24, 2023 Commission Minutes 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. 10.1 Public Hearing to consider the surplus and sale of parcel no. 12220-50-58012. Staff:Diane Zoren Diane Zoren shared Robert Cook,realtor,reached out on behalf of his clients Jon and Kim Rice who own the adjacent parcels to this parcel. This parcel is a tiny piece in Allyn that was vacated in 1925 but was not included in the final order. Tim Whitehead recommended the County surplus and sell. Richard Beckman did a market analysis and valued the parcel at $800. This parcel only has value to the adjacent landowner. The recommendation is to surplus and sell this property. Cmmr.Neatherlin asked if this is to surplus the parcel and then go through the sale aspect or if it is the actual sale of the property. The public has the right to be able to make an offer on the property too. An actual purchase and sale agreement is needed. Diane answered the hearing was advertised per County Code to sell the property. Mark added the process is to surplus the property first then enter into a purchase and sale agreement. Cmmr. Shutty asked,from a process perspective, if action would be taken today to surplus. Diane answered yes,then a request to set a hearing for the actual sale will come forward for the recommended sale price of $800 plus the broker fee and recording costs for a total around$1,500-1,600. Cmmr. Shutty/Neatherlin moved and seconded to approve the Resolution declaring parcel no. 12220-50-58012 as surplus property. Motion carried unanimously. N-aye; S- aye; T-aye. Cmmr.Neatherlin added to have the broker put the parcel on the market,then accept the purchase and sale offer to give the opportunity for anyone else to make an offer. That is why there is a broker fee. 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 10:10 a.m. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY, WASHINGTON McKenzie S th, d6rk of the Board Sharon Trask, Chair Rano Neatherlin,Vice-Chair . 2Q 7 -77 0___ Kevin Shutty, Co missioner 5 October 24, 2023 Commission Minutes exk,tb4 A RESOLUTION NO. 102.3- 055 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 I" day of Ckobe-Y, 2DU6 ATTEST: BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON McKenzie Shiith, Clerk of the Board Sharon Trask, Chair f APPROVED AS TO FORM: Kevin Shutty, C mmissioner Tim White ea , Chief DPA Ra dy Neatherlin, Commissioner Page 2023 Non-Re resented Salary Range Alignment RANGE CLASSIFICATION TITLE JOB CLASS STEP 1 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 $168,216.18 $ 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 -.,48 -- - _. -. ---..- 6eml- o th_ . S 6 194.95 6,349.82 $ 6,508.56 $ 6,671.28 6,838.07 $ 7 009.01 7.184.23 7 363.B4 7,547.94 $ 7,736.64 CommunityDevelbpmenlDireGpr _: 2070 r Annual 3 122,404,03 S '125543.22 § 128,78228 S 132,083.12 $,135,449,93 $738,922.21 $ 142,385.22 8145,855.17 S 1A8,804.04 ; 153,344:15 Human Resources Director 2800 Montnly,. i- 10,200,3q $ 10,481.84 .$ 10,730.19 $ 11,005.26 $ l l,287,49 $'11,576.86 `$ 11,6 6.27 $ 12,162.93 8 12,467.00- $ .12,778.88 Public Health&Human Services Director =2170 Semi Monthly $ 5,100.17_ j 6,230.87 $ 5,365.09 ¢ 5,502.B3 ; ".6,643.75 8,` 5,788.43 $ 5,933.13,.S. 8,061.47 $ 6,233.50 'S 0,380.34 Public Works 8.U450as Director- UnderShem 3000 47 County Engineer 4008 Annual $104,742.97 $ 107,361.45 $ 109,963.51 $112712.58 $ 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 $ 9,853.72 $ 10,110.83 $ 10,361.75 $ 10,620.80 $ 10,886.32 Seml-Monthiv $ 4,364.29 $ 4,473.39 4,581.81 S 4.696.36 $ 4.814.75 $ 4,931.85 5.055.42 5 180.BB 5,310.40 5,443.16 _4.8-- - -_ - - _ _- -- - - - "- _ Annual $102,188.27 �$ 104,742:88 S -107,281.47 -$109,963.49 $ 112,735.62 $115.477.71 $ 118,370.7-4 5 121,3D8,84 $ 124,341.02 $-_127,449.55 _ - - - 'Monthly ; 8;515.6Si ;_ .6,720.57 .S -.B4O4Q,12 i' .8,183.62 S 9,394,63 S 6.623.14. $ .9.454.23 S_ 10,100.03 $ 10.361.75 $ 10,620.80 Seml-Monthly4,267.134 4,364.29 .4 470.06 4'581.61 - 4687.32 . 4,811.57 a 4,932.11 5,054.51 5180.BB 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 $ 0,940.12 $ 9,165.50 $ 9,311B.43 $ 9,623.64 $ 9,862.46 $ 10,109.03 $ 10.361.75 Seml-Monthly4,153.99 $ 4.257.84 4.361.04 $ 4.470.06 $ 4.582.75 4,594.22 4.811.82 1 $ 4.931.23 5.054.51 $ 5.180.88 44 Deputy Director Public WorksNBGtles&Weste.Mgint 4010• Annual S' 97,299.54 $ 99,732.01 -$' 102,179.87 ;104,734.21 $ 107,295;62 $109,970.83 ; 112,718.78 8 115,542 25 ; 118.1301.81 $ 121,391.58 Monthly $ .8,108.28 $ 8,311!00 $ 5,514.99 5 6,727.85. $ 0,041.30 $..9,164,24 '$, 0,383.32 •$. B,828.52 $ 9,869.23 $ 10,116,06 "- Semi-Month 4.054.16 1 5 A 55.50 4,257.49 4,363.93 A 4 470.B5 S 4 582.12 4 698.66 5 4.514.26 4934.62 S 5.057.90 43 Chief Jail 3003 Annual $ 94,918.10 $ 97,29D.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 Su edor Court Administrator 4650 Sem6Monlhl 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 4,933.7695.44, 42 Central Services Manager 1163 Annual $ '92,fi98,08 `5 ..'95,015.53 .; 97,329,33 8' 99,762.64 $ 102,179.87_ $104,752.$2 $ 107,369.12' $110.044,33 $ 112,796.44 $ 115,fi15.33 Monthly S ],724184 'S 7.917.96 S 8.110.78 $ 8,313.54 $ 8.514.99 8 8,729.38 8 B,947.43 $, 8,170,38 S- 9.398.62 S 9,634.61. Seml-Monthty 4 3,862.42 3.958.911 4,056.39 5 4.156.771 $ 4257.49 4.364.69 S 4.473.71 4.586.18 3 4.699.811 5- 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 Ueutenant 3005 Monthly $ 7,533.75 $ 7,722.09 $ 7.909.84 $ 8,107.5B $ 8,306.73 $ 8,513.79 $ 8,726.93 $ 8,944.98 $ 9,168.61 $ 9.397.82 Patrol Lieutenant 3006 sam+MonthtY $ 3,766.8B $ 3,861.05 $ 3,954.92 $ 4,053.79 $ 4,153.35 $ 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 _ _ ' _ ;11 ,.rM 403 Anu _ 86823.86S 9D,4B .50 S 82,8B8,08 S 85,015.5 b_ 97,314.19 $ 88,754,97 S 102,253.87 $.104,811,37 S 1D7,431.88 1104D Engineeringanc u , " Monthly $ 7.350.14 $ 7,54PA4 $ . . 7,724,84 :; 7,817.96 $ .0,109.52 ; 8.312.01 S -6,521.16. $ 8,734.28 ; 8,852.84 $" 9,176.45 Semi-Monthly .3 678 0 3 770.02 S 3.862.42 3.958.98 4.054.76 S 4,158.48 11 4.260.68 3fi .4 76.32 1 S 4 688.23 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 $ 104,610.21 $ 107,430.47 Monthly $ 7,176.08 $ 7,355A9 S 7,536.26 $ 7,724.66 $ 7.912.32 $ 8,109.62 $ 8.312.91 $ 8,521.16 $ 8,734.18 $ 8,952.54 Semi-Monthl 3,588.04 3,677.74 3,760.13 $ 3 862.34 $ 3,956.16 4,05416 4,156.46 4,260.58 4 367.09 4,476.27 . '3B CountySulyeyor - - -- '--- 4058 .-_ Annual- $i 84,055.11 $--- ,86,156.45 S... B8,258;01 S 00;465,60' S. 92,669;02 4'-.95,006,50 $ 97343.25'-$ 99,798.44 $ 102,293,48- $104,8513.73 DEMlParka&Tra11s.Manager, - ' 2059. Monthly - 5 7,004.69" $ ,7.179.70 S ;- 7,354.92 5:7,538.B0• '$ 7,722.42 $ .7,917,21 $ .01111.94 $ 5,316.54 S 6,524,46 $' .6,737.6fi• Fact Bas Manager '2058 y 'S 3,5023D $- 3,589,85 $ ,3,877.46 $ 1,780.40 '8 3,861.21 -S. 3,958.60' $ 4,055.97 .$ 4,158.27_ '$ 4,262.22 $ 4,368,78. Seml•Monthl - Water&Wastewater Manager - 4015 ' 37 Annual $ 81,996.99 $ 84,047.05 $ 86,098,08 $ 88,250.46 $ 90,419.93 �$ 92669.02 S 94,991.85 $ 97,358.14 $ 99,792.10 $ 102,286.90 Monthly $ 6,B33.08 $ 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 Erigineerlll' -" ". - 4033' Annual ¢ 80,0416E S 82,042.9p,-$ 84,05@.11 5 88,158.45 $ 88,258.01 S g0,478.54 S 92,743.25 $ 05,064.88 $ 97,441.48 $ 09,877.52 Road Operations&Maintenance Manager 4231 Monthly $- 6,670.14' ; 6 B38,9.1 ; 7,004.59 $ 7,179.70 $ 7,354.92 S 7,539.BB ; _7,72B.60 1 $ -7.922.071 $ 8,120.12 1 ; 8,323.13 -Sem_i MenthlY. _;- 3,335,07_ ._;:.._.3 418 4@__$._ _ 35 ;,:,3,SB9.65 _$- 3,fi_ZZ,46-_$c_V0,9k_;_.-140-4:90_�._3,981 04.,.$.__ 0,0 .-C?,10T 66 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 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 5 76,263.66 S 78,170.37 $ - 80,056.94 $ 82,058.28- $ 84.069.76 $ 86,171.59 S 88,332.27 $ 90.637.88 3 92,801.33 $ 95,121.36 Monthly $ 8,355.31 $ B,514.20 $ 8,671.41 $ 61836.19 5 71005.81 $ 7,180.07 $ 7,351.02 $ 7,544.82 $ 7,733A4 $ 7,928.78 Seml-Morithly $ 3177.65 3 257A 0, '3.336.71 3 418.10' 3,502.01 3,590.48 31680.51 3,772.411 4 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-Monthily 1_$ 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 Protect Support Services Manager .4201 Annual 3 72,897.79 $ 74,483.91 $ 78,278.31- $ 78,185.27 $ 80,071.23 $ 82,070.00 $ 84,128,12 $. 68.234.85 $ 88388.45 .5 90,598.11 Prosecuting Attorney Administrative Manager 2149 Monthly i 6,053.98 $ 6,205.33 $ 6,356.53 S 6,515.44 $ 6,672.60 $ 6,839.17 $ 7.010.68 $ 7,185.89 $ 7:365.54 $ 7,549.68 Se FMa IhIv 5 3 02fi:99 3,102.66 3178.26 3,257.72 3,336,30 3,410.68 3 506.34 1$ 3,692,95 3.682.77 3.774.134 i 31 Chief Deputy Clerk 1108 Annual $ 70,825.08 $ 72,595.78 $ 74,382.34 $ 76.241.93 $ 78,101.51 $ 80.041.68 $ B2,055.11 $ 84,113.47 $ 86,216.31 $ 88.371.71 Juvenile Detention Manager 3800 Monthly. $ 5.902.09 $ 6,D49.65 $ 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 Sami-Monthly;_ $ 2,951.05 $ 3.024.82 $ 3.099.26 $ 3,176.75 $ 3,254.23 $ 3,335.07 $ 3,41B.96 $ 3,504.73 $ 3,592.35 $ 3,682.15 Chief Deouty Treasurer 1139 30 Engineering 4 Construction Assistant Manager' 4029 Annual S 69,177.95 $ 70,907.38 $ 72.632.89 S 74.448.62 $ 76,263.66 $ 78,174.53 $ 80,1D0.29 $ 82,113:98 $ 84,168.81 $ 80.270.96. Monthly 3 5,764.83 S 5.904.95 5 6,D52.74 i 6,204.04 $ 8.355.31 $ 6,514.54 5 0,675.02 $ 8,842.83 $ 7,013.90 $ 7,189.25 Semi-Monthly 2.882.41-.... 1954A7 5 3.026.37 S 3.102.021 3 177.65 3,257.27 3,337.51 5 '3 421.41 3,506.95 t 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,B82.93 $ 2,952.26 $ 3.025.07 $ 3,099.86 $ 3,178.26 $ 3.257.27 $ 3,338.75 $ 3,422.22 $ 3,5D7.78 I Elections Ad_ministrator _ _ _ 1080 28 Englneerll _ 4032 Annual i 85,885,16 $ 67,532.29 "$-_ 89,"177.95 i 70,907.38 $ 72.632.89 $' 74,490.71 ; 78,32251 $ 76;233.87 $' 80,180.46 $ 02,194.20 Senior I= Idemlologlst 3416 Monthly $ 6,490.43 S 5,627.69 $ 5,764.83 $ 5,908.95 $ 6,052.74 4 6,203.39 $ 0,360,21 S 8,519.47 $ 6,682.46 $ 6.049.52 Seml-Monthlj 4 2,745.22. 2,813.85 2,882.41 4 2,954.47 3,026.37 3,101.70 3180.10 3 3,259.73 3,341.23 3.424:78 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 $ za,155.81 Solid Waste Manager 2200 Monthly _ $ 5,356.93 $ 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 SaMi-MDnthty $ 2,678.47 2.745.43 2.812.00 2.882.30 2.951.65 3,026.37 3101.70 3 178.89 3.258.37 3.339.83 26 Engineer 1 4031 Annual S 62,764.52 S 64,323:26 $ 65,885.16 $ 67,53229 $ 69,177.95 $ 70.88,3:45 $ 72.676.85 S 74,499.80 ,; `76,362.30 $ 78,271.30 Epidemiologist 3415 Monthly $ 5,229.54 S 5,360.27 i 5,490.43 $ 5,627.09 $ 5.784.83 $ 5,906.96 $ 0,050.40 $ 6,208.32 S 6.363:52 $ 13,522.81 Semi-Monthly2 614.77 2,600.14 2,745.22 2,813.85 2.882.41 6 2.953.46 3 028.20 3,104.16 3:181.76 3 281.31 25 Human Resources Analyst 1157 Annual $ 61,210.93 $ 62,741.33 $ 64,26B.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-Month $ 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 $ 02.754.52 $ 64.323.26 S 65;885.16 $ 67,532.04 $. 60,207.75 i 70057.44 $ 72,731.37 $ '74,549.66' Noxious Weed Coordinator 2226 ce: Monthly S 4,9BO.89 $ 5,10.5.41 $ 6,229.54 $ 5,380.27 $ -5.490.43 $ 5,627.B7 $ 5,787.31 $ 5,913.12 '$ 6,080.95 $ 8,21247 OffiMane er 2040 Sem6Morithl 2-490.44. 2.552.70 2.61477 2.600.14 2345.22 2.813.84 2.883.66- 2.956.55 3.03047 3 10624,1, 23 Financial Analyst-SuperiorCourt 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 S@rat-Monthly.. $ 2,429.16 $ 2,489.89 $ 2,550.46 $ 2,614.22 $ 2.677.84 $ 2.745.22 $ 2,813.84 $ 2,803.66 $ 2,955.75 $ 3,029.64 Lead Judicial Assistant 4653 _ Temp Financial Analyst-Central Cos 3603 22 Official Court Record'er/Family Law Faci0lator 1192 Annual `S 66,018.87 S 68,341.82 $ 69,770.64 $ 61,264.00 $ -62,769:A1 $ 64,327.16 1 65,,9293 $ A97.04 Official Court Recorder/JudicialAssistant 1193 Monthly $ 4.743.24 $ 4.861.82 $ 4,980.89 $ 5,10541 S 5.230.78 i 5,360.60 $ 5494.11 $ 5.631.33 $ 5,772.1.2 ; 5,818.42 Seml-Mon W 2 371:62 2.430.911 2.490.44 2.552.70 2,615.39 4 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 $ 4,850.32 $ 4,979.79 $ 5,102.15 $ 5,229.54 $ 5,359.40 $ 5,492.91 $ 5,630.24 $ 5,770.09 Semi-Monthly Serni-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 S 64,184.32 $ -55,538.89. $ 58,803.97 5 58,328.44 $ 58,755.74 $ `81,240.23 $ 62,783.82 $ 64,342.06 $ 85,950.61 $ 67,599.38 Monthly i 4,515.36 $. 4,628.24 $ 4.742.00 $ 4.860.54 $ 4,879.65 $ 5,103.35 $ 5,231.99 $ 5,361.89 ,$ 5,495.86 i 5,633.28 Semi-Mon Seml-Monthly $ 2,267,68 2,314.12 2,371.00 2,430.27 4 2 B .82 2,551.88 2,615.99 2 fi80.02 2.747.94 2.1116.641 19 Administrative Clerk 1055 Annual $ 52,B75.65 $ 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 $ 4.658.32 $ 4,980.89 $ 5,104.57 $ 5,233.23 $ 5.364.06 $ 5,498.16 Semt-Monthly. $ 2.203.15 1$ 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 6 STEP 6 STEP 7 STEP B STEP 9 STEP 10 ,:.18` - - - - Annual; S-b1.62fi.57 $- :62,917.16':S -54i198-9Z. b 55,564;03 $�: 56,918.67- S. 56;335:61 $�.59,788:84' ;.81284.68 $ 82,61879 $ 64,367.2 Monthly $ 4;302.21 S `^4,A08:78 `S 4,516 58 '$ '4,829.50 ;. 4,743,24 $ 4,661,3p •S '4,883.33 $- 6,tOZ,06 S ;b,239 73. $ 5,365.60 •Semi+Month) 2 151.11 @ 204.88 2 458.26 `2 314.75 2371.82 2 430.85 2 491.68 - 2 553.53 2617.37 2 BB2.B0 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-Month) 2 098.43 $ 2 150.89 2 203.76 $ 2 258.86 2 314.04 $ 2.37 2.24 2 431.01 2.492.27 2.554.58 $ 2,618.45 _16 - ..__._ -. ._._ ..--- ---. .,.._. ... ,. _.__ _. .. _ Anriuel $ 49,156.73-_$ 60.385.79` $ 61,62657 S 52,91-Iq i 54,198:97 $, 55,566,48 $ 58,9AB.A2 ; 58,358.67 ; 59.617.64 S 61,393.OB Monthly $ 4.098.39 $ .4,198.82. ; 4;302.21 _S 4,409.76 $ 4,516.58 $,�.4,630.54 ; -4,745.70 ; 4 06 22'. ; �4,969.g0 ;_ 5,108.42 Seml- onthl y 2 0 8.2D 2 099: - .2 15 1 2.204.88 2 268.29 ' 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 $ 62,875.65 $ 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 Seml- on I 1 998.56 $ 2.048.55 $ 2 099.D4 2 151.51 2.203.16 2,257.68 2,313.41 2,371.62 2 430.91 2,491.68 - ,� - - - 58,394.94 14 Thera peri6c Courla Caseworker ` 1165 Annual - S 48,805.57 S 47,975:53 $ 49,142.32 50,370.89 i 51,597.26 S. 52,690.30 ; 54,213.62 S 55,5B7.1A ; 56,870.67 ;- - - Monthly i 3,900.46 S 3,897,96. $. 4,095.19 .; 4,197.67 '$ 4,299.77 ; 4,407.53 $ ,.4,617.80 $_ 4,6s1.76 $ 4,747.56. $ 4;868.24 Sem4 Month) 1 950.23 1 998.98 2 047.60 2 098.79 2 149.89 2 203.78 2 268.90 • 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 $ 64.228.52 $ 55.584.23 $ 56,973.84 W 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 Seml-Monlhl 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;570.85 ; ' 45 684.84. $ 48,B05.57 ; 47,975.63 .;' 48,142.32'-; b0,376_,a $ 61,641.40' ; 52 919:86 $ 54,292.85 ; bfis86.82 nthly S 3 714 22 3,007.00 3 900.48 $ 3 987.98 4 095.19, 4198.08 4 30 .48 q 400.99 4 520.2A 4 33.24 Mo_ ; $ ; $ $ 3 ; i S •' - Semi-Manlhl $ 1 .14.11 1903.59 1�'850.23 S• 1�99B.9B• 2047.60. --2099.04 '215.73 2204198 2260.12 23462 11 Annual $ 43,497.88 $ 44,585.30 $ 45,672.87 $ 46,614.85 $ 47,951.60 $ 49,156.73 $ 50,391.89 $ 51,641.46 $ 52932.50 $ 54,255.81 Monthly., ., $ 3,624.82 $ 3.715.44 $ 3,8D6.08 $ 3,901.24 $ 3,495.97 $ 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 $ 1997.98 2.048.20 2.099.66 S 2.151.73 2,205.52 $ 2,260.66 - 10 Customer Service Specialist - - 2l>49 Annual S 42,468.33- $. .43630.12 $ 4'4,57066 $ 45,864-04 S 46,805:57 $ 47,966.01 $ "40,171.62 5 60„40854 1 51,666.71 $ 52,96B.37 Monthly S 3,53g.03 S 3827.51 $ 3,714.22 '$ 3,807.08 $ 3,9D0.48 $ -3,007.17 S. 4,097.84 ; ,4,200.55 4 4,30.5.56 $ 4,41.3.20 Semi-Monthly 4 1,769.51 1813.75 1 857.11 5 1.903.54 1 950.23 1,998.55 - 2 04B.82 2:100,27 2.152.78 S 2,206.60 9 Annual $ 41,424.87 $ 42,460.28 $ 43,497.88 $ 44,505.30 $ 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 Sem6Monthl_ 1 726.D4 S 1.769.18 $ 1,812.41 1,857.72 $ 1,903.04 $ 1,950.23 S 1.999.20 $ 2.048.82 2,100.04 2,152.54 Annual. ; A0.439.76 S 41,450.75 ; 42,43B.79 S 43,499.83 $ 44.570.85 S 45,697.62 $ 48,818.73 $ 4T,09580 'S 49,105.70 $ 50,425.69 Monthly S 3,369.96 $ 3,454.23 $ 3,536.57 $ 3,fi24.99 $ .31714.22 -:$ 3,807.30 $ •21901.64 $.'3,998.65 $ 4,OB9.64 ; A,202.13 -Se l on I ' 1,654.89 1.727.11 1,768.28 812.49 1 857.1 903.66 950.82 1 999.83 2 049.82 ' 2 01.0 7 Annual $ 39,440.01 $ 40,425.84 $ 41,424.87 $ 42,460.28 $ 43,497.88 $ 44.570.65 $ 45,687.62R44,614.61 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 .13 $ 4,001.73 $ 4,101.77 Semi-Monthly $ 1,643.33 1,684.41 1,726.04 $ 1,769.18 •1 812.41 1,8 57.11 1.903.65 .06 2 000.87 2,050.89 fi - - - '-- - _` - -'-- Annual. $,9B,514.48- -$-__�$9,477.13 ; - .0,'454:68 ..$ 41,466.14 ; 42,468.33: $ 43;526.94 S -`44014.61. 07 $ 46,8753T ; 98,047:2§ _ Monlhly� S -3;209.5q ¢ 3,280,70 $ 3.171-22 $ 3,455.51 $ 3,539,03 ;. 3.627.25 ,3 ' 3,717.80 .0`1 ;, 3:90628,' S•, 4,003.04 Se VMonlhl " 1804.77 1644.86 - 1885.61 1727.7fi 1789.61 1,813.62 858.94 .5D 1953, 4 2001.97 5 Annual $ 37,573.34 $ 38,512.78 $ 39,440.01 $ 40,425.84 $ 41.424.87 $ 42,468.33 $ 43,526.94 .61 $ 45.729.97 $ 46,873.22 Monthly $ 3,131.11 $ 3.209.40 $ 3,286.67 $ 3,365.82 $ 3,452.07 $ 3,539.03 $ 3,627.25 , :88 $ 3,810.63 $ 3,9D6.10 Semi-Manlhl 1565.56 $ 1604.70 1643.33 $ 1684.41 S 1726.04 1769.61 1813.62 1858.94 190542 1953.05 4 - Annual $ _ 645.85 $ 45,761.7E 36,691.54. $` 37,608.75 $- 38,514:48 $ 39477.13 $ .40,454.66 $ 41,460.1 1 $ 42.512.53 ; 43,558.73 $ -44, Monthly ' $ 3,057.89 $_ 3,134.06 $ 3,209,54 :S 3,288,75 $ 3;371.22 $ 3,4b5.82 $ 3:642.71 § 3,629.73. ; .3;720.47 $. 3,813.48. - - Seml-Month 1 528.81 1 567.03' 1 B04.77 T644.813 1 6B5.B1 '1 727.91 1 771.36 . 1 874:88 _ .1,880.24 1,906.74 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 $ 43.576.35 $ 44,664.73 _._. Monthly- _ $ 2.982.88 $ 3,057.46 $ 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--Month 1491.44 1528.72 1566.17 1605.32 1643.95 1685.61 1727.91 1771.36 1615.64 2 - ' ' '- '-` ' ` - Annual. $ �34.027.44 1 35,790.02 $ �36,665,83- $ -37,582.47 $ 38,602.99 $ 39,457.59 $ 40,457.40 $ 41,45746 $ 41,975.68 $-..42,500.38 _ - Mouthy $ 2,910.02 3' 2,082:50 S, 3,055.49 $ 3,131.87 $ 3,200,58 $ 3_.288.13 $ 3,371.45 $ 3,454.79 $ 3,497.97 S 3,541.70 _ - Semi-Monthly $ 1 A55.31 1,491.26 • 1 527.74- 1 565.84 1,604.29 $ 1,844.07 1 g85.73 172739 '1,748.99 1.770.85 1 Central Shop Assistant 4099 Annual $ 34,104.00 $ 34,956.50 $ 35,794.59 $ 36,6B9.34 $ 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-MonthiV $ 1421.00 1456.62 1491.44 $ 1528.72 1565.56 $ 1604.77 1644.55 1.4 1686.22 $ 1728.38 $ 1771.59 Resolution No. 2023-05Lp 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 finding 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 (ColPac), 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 FDA'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 24111 day of October,2023. BOARD OF COUNTY COMMISSIONERS ATTEST: MASON COUNTY,WASHINGTON McKenzie Sm i,C16k of the Board Sharon Trask,Chair APPROVED AS TO FORM: Ra dy Neatherlin,Vice-Chair Tim hi h13e , Zie beputy Prosecuting Attorney vin Shu om i ioner u.J c 1 ��ytA - �_'' �+ 1 f _ it � -• t / . � / � �''y r�q 1Aik /j / Table of Contents ExecutiveSummary..................................................................................................................................................1 ThePacific-Salish Region..........................................................................................................................................2 PhysicalLandscape............................................................................................................................................2 SocioeconomicLandscape.................................................................................................................................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 i Comprehensive Economic Development Strategy(CEDS) BroadbandInfrastructure.—.---.-------^-----.^--~-----'_----------..--.42 GraysHarbor..............................................................................................................................................43 � MasonCounty...................................................................................................................................... ....43 44 Pad�cCounty ---------_----------._—.—__--_--,_______________ ThursLonCounty .......................................................................................................................................44 Vision, Focus Areas, Goals and Objectives.............................................................................................................46 46 Vb�nStatenoent-----------______________,.___.__,_______________ Focus Areas,goals and Objectives ..................................................................................................................46 Focus Area: Industry and Entrepreneurial Networks UEN\ .......................................................................4G Focus Area: Infrastructure Capacity and Modernization ACK8L-----.--`------.----..,—..47 Focus Area: Economic Opportunity for All (EOA) ...................... ..............................................................47 Focus Area: Environmental Stewardship and Resiliency(ESF).................. ........................... ..................48 Priority Actions and Projects,---------------------._,--------------------..49 EconomicDevelopment Partners...........................................................................................................................S5 EvaluationFramework................ ............................................................................................................................57 Appendix/\—Community Engagement Inventory.......................................................... ....................................A,1 � ��1 Mason County----------------------------------------------- ' Grays Harbor County—..-------------..--------_--------------------A-1 ThurstonCounty............................................................................................................................................A-2 PacificCounty..................................................................................................................................................A-3 Appendix8—Regional Plans Summary................................................................................................................ B-1 Appendix C_Padfic-Sa|bhEDD Project Inventory bx County.............................................................................C-1 ' � � ' � � ' � Pacific*a|ish Economic Development District 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 Hi her Q3 2023 33 Figure 35:Washington Residents in the Tsunami Inundation Zone (tam 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 omplete (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 Seal 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://onesguareinch.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 seaports provide shipping access for primarily breakbulk cargo via both the Pacific Ocean and inland Puget Sound.SeaTac international airport is loca.ted'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. attl� A 1 c tawva_ 7 a r� axT s d ' L t lyenpra h�rthta •, P�crcc� {. �y pNiW4Aa Yak'mo �L12 t t t t *, Yakima 2. lNahktakuni ' • �A lod a- ,., R•srn r�. sgLangv ewCorllita > r'P7aralParer � z �. lhttps://en.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 4.50,000 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 A oalwater 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 1 412,457 409,600 410;000 406,172 401,907 i 400,000 396,134 390,000 i 380,000 i 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 COUNTY 2022 POPULATION ESTIMATE COUNTY POPULATION RANK 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 home'.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 I large metro areas like Seattle.The impact is manifest in rapidly escalating home prices driven by wealthier buyers as well as lack I t 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 (m seasonal,transitory nature of seasonal residency.This is particularly challenging for the small but scenic communities in our region. APRIL 21,2023 LOCAL HOUSING-II W Many affordable rentals once available to year-round workers WE HAVE LEARNED SO FAR have been converted to seasonal recreation use. Equally CmntyHr In Viwk[daft alo`7o,wW-M�em� county Fro+pp wnid lg Oroup on btu hpJ,l� I , nand,ad oppartunft{e,. challenging, many communities on the coast have a small year- �, ,,_t round population,yet must finance infrastructure tor ' accommodate summer visitors that, in some cases, double the INJONT PAUYK C(MUTY HouswE AUTHCM17Y community's population for several months a year. WHI..,w C"fn�lty NVO.pM11 Aa 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 assistance3 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.goy/washington-data-research/population- dem osraph ics/popu lation-estimates/popu lation-density/select-references-popu lation-density-wash ington-law Pacific-Salish Economic Development District 4 Comprehensive Economic Development Strategy(CEDS) Figure 2: County Population Densities..1980-2020 1980 4�hdecam' h -: San Ua - ills ®8 t :tale Persons!Sq. Mi. 1 Clads ® 0-5 S mi9 ® 5-10 >r !u ® 10-20 20-50 �i4as 50-100 G ay s artror � 100-200 ltrurston r I� 200-400 ® 400-700 Bali L�sv® Frem n GaysPtz +� �V®qa 'ails '�®f Glaris 2020 Wi,gtcom Aw, Pe Me egft Persons/So,M i. C►sllam a ish - 5-10 Chelan JeNei on Daug[as ® 10-20 20-50 tukss n 50-100 Grays Ha[t7 r "' k Grant 100-200 F4istitas Adarns WhUman _ 200-400 s , 400-700 Pseific ttSi G ; r„ FraR%ittn _ 700-1100 Yaksma :z Tom; m Co�vLtz e' �F# , h Ben}en ells Waits nti iflidcifet 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 COUNTY % RURAL URBAN AREAS 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 190% 81.3% ! 80% i � I 70% 60% I i i 50% ! 40% 30% 20% e 9.6% 10% 2.3% 1.9% 4.2% 0.7% 2.6°/a 7.0% o ! White Black or American Asian Native Some Two or Hispanic or j 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- rural#:—:text=The%20Census%20does%20not%20define,UCs)%20of%202%2CS00%20%2D%2049%2C999%20people Pacific-Salish Economic Development District 6 Comprehensive Economic Development Strategy(CEDS) Figure 4: Pacific-Salish Race and Ethnicity Shifts,2010-2020 100% IMI ME M 909, 15.2% 15.1% 15.3% 15.5% 15.8% 15.9% 16.0% 16.2% 16.6% 16.9% 18. 0 7% 80% 70% 60% 50% 400 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 E White so 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 IIIIIIIIIIIIIINI 20.6% M 12.2% 2019 lIIIIIIIIIIIIIIIINI 2 0.8% 7.�I 11.8% 2018 111=1111 21.0% 11.4% 2017 ® 21.2% 7_77777M------ 11.0% 2016 ® 21.3%111111MI 10.5% 2015 11111111111111MI 21.4% 10.0% 2014 21.6% 9.5% 2013 1111111MIl 21.8% 9.0% 2012 ® 22.0% 8.7% az' 2011 ll�l 22.2% 8.3% 2010 ® 22.3% 8.0%11ii® 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% H Under 18 Years 0 18 to 24 Years M. 25 to 34 Years N 35 to 44 Years 0 45 to 54 Years N 55 to 64 Years 0 65 to 74 Years E 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. *ltshould 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 i 99,040 1 47%' 112,461 i 53% i a ! i v Unincorporated f Incorporated -------- —--------- - ------ - -- - -------------- --------- - --- -- - - -- .._... -- -------—-- --- -I Source:OFM Forecasting and Research.Division 140,000 i I 120,000 I I 100,000 � 67,Z6�1 I i 80,000 I I 60,000 i i I i 40,000 i 2{3,720 i 20,000 f i 0 _ _------ Grays Harbor County Mason County Pacific County Thurston County i j E 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 $100,00.0 $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% 4.290 4.2% 4% 3% 2.3% 2% 1.2% 1% 0% ...._. : . .. .... 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 i 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 1 40 i 135% 321% 32.7% 33.3% 33.2% 33.4% 31.9% o 30.1% 30.1% 30.2% 30.8% 31.0% i 30% ! � I { 25% 20, k 15% i 10% 5% I i 0/ E 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 I $68,110 i $70,000 j $60,000 $54,468 { I $50,000 j $40,000 $33,478 $26,826 f $30,000 $20,000 $10,000 $o _..__.-_____.._.. ...___......_....___._. .._.__.....___..__..__ ....._. ._..-.._ .: _ . 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 j i ®Median Household Income —Per Capita Income i I 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 $65,155 $62,679 $59,434 $60,000 $54,468 $56,256 $56,261 $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 0 Median Income (dollars) lie 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 federal%below poverty thresholdCounty Combined Total threshold State Average 9% 24% 33% Grays Harbor 10% 36% 46% Mason 12% 28% 40% Pacific 14% 45% 59% Thurston 10% 22% 32% Source:unitedfora lice.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) Thurston 98506- 98512- Olympia, Olympia, 98535 Copalls Beach 98587-Taholah 98530-Bucoda 98589-Te'nino Lacey Tumwater 59 52 46 37 36 35 '98586-South 98527 Bay Center 98547-Grayla.0d Bend 98501- $2 - 76 72 98503-Olympia, Olympia, 98550--Hoquiani 98520-Aberd'ee`n Lacey Tumwater 98579 5.0 49 39 34 Rochester 98597-Yelm 33 33 98513- . T . 98516- Olympia, 986,14-Chinook 9$631-Long Beach .98502-Olympia 98576-Rainier Olympia,Lacey Lacey 60 60 98595 38 33 30 25 98566-Neilton Westport 98541-Urna - _44 43' 42 E. `'TL "9864`4w Seaylaw - - . 71 - 98584-Shelton, s Skokomish 98569-Ocean Nation 9,8640-Ocean Park' Shores 98555 L lllwaup 42 98588- 98546- S8 98624=Ilwac'o Tahuya G_rapeview 50 40 .985'63- 98568- S5 39 38 Nionesano .Oakville. 39 38 98524 98658-Naselle' '98577-Raymond 98590,-Tokeland . ;98557-McCleary 98537 Cosmopolis 98548-H'oodsport 98528-Belfair 98592-Union Allyn 62 53 34 39 34 43 40 29 18 Figure 13:ALICE Households County and ZIP Code Trade Area (Percent) . of •ac-Salish Households Livin• Below ALICE Threshold, by • and Zip Code Trade 12021 S tititiGGG/// p O 7 13 piY on 8S _/� •� .. 9gS>6 y�cP. ,• Rainier (�; 9857g.RpCheS�er,33 0 . ..,rieti�.o��. 98597•Yelm,33 �om 98501-Olympia,... 9aslz oWmFia,... �hUrStOCI - Qs 8506_O1� mP 5g9.Ten`�0 31 �o O lI1 s mod/ Source:United for Alice,J Robertson and Company huh oyF tee: M� y� 8j Pdc�, A W Economic Development Comprehensive EconomicDevelopment While Pacific has the highest percentage of households living below the ALICE threshold,Thurston has the highest volume of ALICE households. Those volumes are clustered around Olympia and Tumwater. Shelton,Skokomish Nation,Aberdeen and Hoquiam have high volumes as well. Figure 14:ALICE Households by County and ZIP Code Trade Area (Number) #of Pac-Salish Households Living Below ALICE Threshold by County and Zip Code Trade Area:2021 (67,574 total households) (see prior chart for county color-coding) I 7,000 6,706 6,227 6,000 5,744 5,504 5,000 4,325 4,069 4,000 3,321 3,151 083,082 i 3,000 2,447 1,942 2,000 1 3 1,49$,44A1,368 i 1201,081938 1,000 ? 610 529 526 511 509 504 484 � 419 391 328 304 290 279 273 200 185 82 J_j149 147 120 107 84- -_ GeJ cJ ca' 2 � oc r�0 h oar o1Q o 6�h6o J�O o a�a oa oe r \' r0ea `o FP a � \aQe 0 IbA 0 501 ua CA craO 0e 2 ` ` ej� �aQooO o C ' h 'b I;b� � �a� � O �� V.� c:� 45 p0 �p'b 0<-3 o0 °i �o�0o �� �) '0 �� � o CO ° o �� � � 4eh� co, ���� e c, �'l' h Ca CP � � �� c c0 of O O� � ce S i R 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% ' 80/ 77.9% 73.9% 71.3% 0 60% 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% i ; ! 25% i 20% 18.5% I 15% 11.9% 10.0% j 10% 7.7% I i 5% I I0% _ _..___ _.__. __.._.____.__...._____.....__....__---- - _-_. No High School High School Some College, Associate's Bachelor's Postgraduate I Diploma Graduate No Degree Degree Degree Degree 1 Source:JobsEQ Figure 18: Pacific-Salish Ave Annual Unemployment Rate by Educational Attainment, 2010-2020 16% 14.9% 14% I ! 12% 9.8% 10% I i 8% 7.0% i 6% 3.7% 4/ I f 2% i 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 0 12/ 10.4% 10.6% 10.0% 10% 9.3% 9.3% 8.5 8.1% 8% 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% 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% i 11.8% { 12% } 10.6% 10.9% { E 10% 0 8.6% 9.2% 8.9% 8.4% 9.1% 8.2/ 8.0% 7.9 i 8% 7.5% 7.3% 6.8% 7.0% 6.5% 6.5V6.3% ' i 6% 1 I 4% i 2% f ( i 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% i 12% 13.7% j 10% 11.3% i 8% I i i 6% j I 4% 2% 0% - _-:.r- _._..._... _....... ............. _....... .:_._:.__......_..:..........:. _._ _.-. ---- 2012 2013 2014 2015 2016 2017 2018 2019 2020 i 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,2022-2020 i 15% 13.4% i 10% S.3% 5% j i 0% _......_. . .__ ....-. . ..._. _.._.._.. .. ___......__.__.. __-.. ._._.__... .__....._.__.....__.... _ __._...._...__.._._ __.._ .. . _._. ._..... 2012 2013 2014 2015 2016 2017 2018 2019 2020 i —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 i 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% 2% 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, 199O-2022 ( i i 12,000 i f 10,000 I 8,000 j i 6,000 i i i 4,000 I 2,000 i 0 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 rl A L(1 I� O1 c�I -4 eh L! I� ck ci H m Lh I, m a�i c�-I MLA r� Ck ci r1-I M Ln r� S I O O O O O H d O O O O r1 O O O O O H O O O O O 1-1 O O O O i O A N A 4 L! I� 00 ck O A N 4 L! 6 r' 00 6 A N (M 4 LA L6 00 6 O r-I I i M M M M M M M M M O O CDO O O O O O H H � I ri H c i r-1 1-i N N M M M M M M M M M O O O O O O O O O O O O O O O O O O O i 1 j -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 --. . ... .. ...... .... ........... . .... - I Public Administration 3.92 Wood/Paper 2.59 Agricultural 1.68 Food Manufacturing 1.06 Education 1.04 Construction 0.94 Retail 0.94 Consumer Services M 0.93 Health 0.92 Utilities 0.91 Professional Services 0.69 Media v 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 i f $120,000 f Coal/Oil/Power { 1.23 j $100,000 $101,284 f Financial Svc. i 1.19 IIII�3aap I PublicAdmin. $86,091 Utilities $80,000 2.02 Media 2.75 Wood/Paper 77,52 0.68 0.87 $67,942 Professional c. $78,986 Freight Tra Construct ion $64,128 1.99 50,7 4Auto/Auto-related Heal4 5.49 060,000 2.34 $63'789 bb Educ $59,0 0. Food Mfg. $51 -0.48 $45,044 00001.97 $62,792 Consumer SAgricultural 1.09 $33,18 $40,286 $20,000 IItj i I i i i $o -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 i 5.49 I I 4.331 2.75 ' 2.34 2.02 1.99_ 1.97_- } 1.96 1.23 8 1.00 1.09 0 1.19 0.40 7 -0.68 -0.48 N C O =p ai i v Cu y v O O '-' u U O 31- U 2 a v � I = - "a CO N O N O � U) u O W t 0 fl_ ,C C i m E Q C f0 f�II O U 70 W . C C U ? O Lq v 1 O U 0 d I 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 i Coal/Oil/Power $101,284 $100,000 O 765 Financial Svc. $86,091 3,759 Utilities $67,942 730 °•$80,000 Public Admin. Construc' n Media o $77,523 $63,789 $78,986 0 32,091 10,108 Professional Svc. 899 $70,785 j 20,092 v i O c ,o$60,000 � 1 Retail , Health no Wood/Paper $59,571 $59,075 $64,128 13,219 Education 23,449 3,661 uto/Auto-r lated $51,927 Freight Tran. $62,792 18,257 a \/� $64,978 1,754 $40,000 Food Mfg. 3,140 Consumer Svc. $45,044 $33,185 2,231 Agricultural $40,286 25,269 4,178 $20,000 $0 �__.._._ _ _. __ ___�___-_�� _.-•-- -- ---________ _.____ �_�_ Y_ - 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 10years 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 j Media i 3.33 Health 2.27 Consumer Services 1.93 Professional Services ( 1.58 Education i 1.57 Financial Services I 1.24 k Utilities 1.23 Auto/Auto-related I 1.19 i Construction 1.13 Freight Transportation I 1.04 1 Agricultural i 1.01 ! ' Retail i 0.88 !! Public Administration 0.58 j f Food Manufacturing +� 0.33 Wood/Paper 0.24 i Coal/Oil/Power PE 0.09 i I 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 i 5.00 1 j 4.00 I 3.33 I 3.00 2.27 2.00 1.931.57 .58 i .19 .13 1.24 .04 .23 1.01 .88 0.33 1.00 i'58 0.24 09 o.00 �.. _. _ _ ._.. _. .___.a__ �. �_�___ -�- e� o§ i Zk \\°� 5a�G �a�\ a o��\ . �a�. �aa\ lea a��c �ta 1 -1.OQ •? 2 Q c j PLO Qa�o a��o _ Lo �e� �� a�4�a i ■Average Annual Employment Historical Rate(%)2012Q3-2022Q3 i I ■Average Annual Employment Forecast Rate(%)2022Q3-2032Q3 i 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 i Industry Empl Change Ann% Demand Growth Growth Software Publishers 528 0.77 414 35.8% 275 I 47 1.7% 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 81 16.9% 100 27 3.4% Information Services Motion Picture and Video Production 115 0.35 -153 -15.6% 77 17 2.7% Media Streaming Distribution, Social Networks,Other Media 114 0.40 30 6.3% 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 Industry Empl 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 4,144 1.72 1,033 5.9% 3,687 803 3.6% Disabilities 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% 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 i 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 2.4% Offices of Physical,Occupational and Speech 451 0.86 17 0.8. 297 78 3.3% Therapists,and Audiologists 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 Offices of Mental Health Practitioners(except Physicians) 252 0.99 53 4.9% 143 26 2.0% 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(ChmmmnaCluster) ioPacific-Sa0ah EDD' Q3 2022 Current 5-Year History 5-Year Forecast Change Demand Growth Growth Offices Management Consulting Services Scientific and Technical Consulting Services 465 1.68 313 25.1% 280 52 2.1% Process,Physical Distribution, and Logistics 327 1.78 257 36.0% 200 38 2.2% Consulting Services Other.Professional,Scientific,Technical 1 Services 314 0.60 43 3.0% 165 P21 1.3% Computer Facilities Management Services 305 3.20 98 8.1% 174 44 2.7% Translation and Interpretation Services 131 1.94 L62 13.7% 79 is 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 PacIVltn Workforce Development Council are partnering on multiple job training programs including a "construction cohort"that is training dislocated workers for]obs in the building industry.This pacifirsa||sh Economic Development District 27 Comprehensive Economic Development Strategy(ccos) 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) 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% 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 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% Residential painting contractors 358 1.30 44 2.6% 181 20 1.1% All other residential trade contractors 338 0.90 103 7.5% 195 19 1.1% Highway,Street, and Bridge Construction 327 0.57 35 2.3% 187 19, 1.2% Residential drywall contractors 294 1.57 57 4.4% 151 17 1.1% Residential 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 DemandCurrent 5-Year HIstory 5-Year Forecast 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% Crop Production (Proprietors) 450 1.31 7 0.3% p 250 12 0.5% Nursery and Tree Production 420 4.34 75 4.0% 328 30 1.4% 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 0 Average farm size ranged between 52 and 224 acres, depending '� .--� •.,.�. . :: on the county �f t A• The %of total county land used for farm operations ranged from 5%-10% 4 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%) • Among all US counties, Pac-Salish counties are notable/top producers of: o Aquaculture �` T 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 ri c�sy ' o Just 12-16%sell directly to consumers r s, i �• '� 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) Grays ThurstonlTotal Har.. #of Farms 469 324 346 1,200 2,339 Land in Farms(total acres) I 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% I 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 - i ! I Total Producers 810 E61=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% 1 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 Volumeby 2-Digit Occupation Codes:Q3 2022 0 5,000 10,000 15,000 20,000 25,000 i Office and Administrative Support Occupations 20,923 Sales and Related Occupations 15,205 . i Food Preparation and Serving Related Occupations 15,015 { Transportation and Material Moving Occupations 13,390 Business and Financial Operations Occupations 12,411 Educational Instruction.and Library Occupations 10,353 Management Occupations 10,240 Healthcare Support Occupations 8,574 Construction and Extraction Occupations 8,500 j Healthcare Practitioners and Technical Occupations 8,290 i Protective Service Occupations 6,523 i Production Occupations 6,171 Community and Social Service Occupations 6,157 i 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 i Life, Physical,and Social Science Occupations 3,171 Arts, Design, Entertainment,Sports,and Media... 2,771 1 Farming, Fishing,and Forestry Occupations 2,583 Architecture and Engineering Occupations ,e 2,556 i Legal Occupations 2,104 z. }� T Pacific-Salish Economic Development District 31 Comprehensive Economic Development Strategy(CEDS) Table 10:Top 20 6-Digit Pac-Salish Occupations by Volume, Q3 2022 n Ann Occupation Wages M�ean Ann Fast Food and Counter Workers 5,004 $35,000 �Ll__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 $39,3b0 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 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 0.91 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). t . ! Pacific-Salish Economic Development District 32 Comprehensive Economic Development Strategy(CEDS) Figure 34:Av Annual Occupation Gaps over 10 Years in Pac-Salish,2-Yr Degree or Higher(Q3 2023) i i Lawyers($121,100) 6 Substance Abuse and Mental Health counselors($55,900) 7 i I Market Research Analysts and Marketing Specialists($72,700) 7 i Financial Managers($131,600) 7 I Construction Managers($110,400) ® 8 Elementary School Teachers,Except Special Education($83,600) 11 i Management Analysts($87,500) 15 General and Operations Managers($118,700) 18 Registered Nurses($95,000) 25 Software Developers($122,300) 33 0 5 10 15 20 25 30 35 Source forAll Three Charts:JobsEQ z.. .t +I6 _ H 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,fish ing/aq uaculture 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 771jobs and $318M in economic output • Commercial Fishing provided 1484jobs 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:Hcenv.wwu.edu/files/2021-01/Cascadia Rising low O.pdf Figure 35:Washington Residents in the Tsunami Inundation Zone (2am summer weekend scenario) -- 1Nhatcom _... . . .... . . .. San Juan i RESIDENTS I 3,450 12,796 60,000, ■Skagit 1 i 7,151 s 25,000 .cla1lam ' 6,000: 7,427 Snohomish Kitsap Jefferson 5.765 4,203 ■. King Mason �3.591 5,544■° i Grays HarborPierce Thurston■7,337 804 Pacific Wahla= 1,364 WASH NGTON Source:Washington Department of Emergency Management JJ Pacific-Salish Economic Development District 36 Comprehensive Economic Development Strategy(CEDS) Figure 36: Likely Tsunami Inundation Zones, Pac-Salish Region o- SHORES EEN` rc its_ Fall •gar:�J:e 09.aiCrn¢ , AA L1�i ®EACH IA-send t:L¢, • esa-q $oxc Tsunami undabon CAt Lola Area of Operation Kichways Iaac WA 1 VVI'11% tY:ffo Rremai Coe+sMl •-_- Mg`p°y © r-,�•¢: !.,,. Rcsercxan - r'rc�ackelnnda -.: 1.5 � ,nrrs4zrs I•j�l _ 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 over just 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 37 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, Bellingham-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 Willapa 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. Overtime, 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 communities can identify local supply chain gaps and pursue '•� " _�- targeted industry engagement and recruitments iY • 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 note, _ 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. 4r �, • 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'fgr 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� 1 > 12-15 l Mason County LM t ��,, _6 Grays HartorCounry ,y( Tsunami Risk Zones Thonton Caniy Pacinc County LwAs County [E}€' MMISkum County ' > _�st�R..._Juna..wva.rt;ro?�..•z`FR'-*i•.?".>y�:,r.-w^se irv:.wny^!arrm.. r_•-r 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$7M 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 unserved 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 1gbps 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. ON WOO...i.. ro 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. IENS: 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. ES1114: 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. ES1116: 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,wiridows, 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 Duna] 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. GraVs Harbor CountV • APEX Accelerator • Grays Harbor Transit • Blue Zones Grays Harbor • Greater Grays Harbor, Inc • Center for Inclusive Entrepreneurship • Hoquiam Business Association • Chehalis Basin Flood Authority a 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 0 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 • Port of Chinook • City of Ilwaco • 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 • 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 • 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 ofTumwater • Tenino Chamber of Commerce •' City ofYelm • The Evergreen State College • Confederated Tribe of the Chehalis Reservation • 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 • 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 2"d 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 • 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 • 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 ofTumwater Thurston County Economic Development Council Board Briefing (Jason Robertson): May 14, 2023 • Peter Agabi, City ofTumwater • 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 • 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 • 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 A-3 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 Resiliencv Focus INFO SOURCE 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 RegionalRelated 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) Broadband Action Plans INFO SOURCE I 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 INFO SOURCE MAJOR GOALS/FINDINGS NOTED CHALLENGES I 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 I 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) Thur4on INFO SOURCE MAJOR GOALS/FINDINGS INOTED 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 i • 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 I 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 • would formalize,on a county/regional Potential to redevelop Fred Meyer • Occupation forecast not HW jobs • (Market study updated post 2015) level,which'partners provide services, • Open to incentives for strong ROI protocols for working together,and where to effectively focus resources. Pacific-Salish Economic Development District B-4 Comprehensive Economic Development Strategy(CEDS) INFO SOURCE j MAJOR GOALS/FINDINGS NOTED CHALLENGES. I 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 i • 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) . . 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 • 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 . 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 • 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; . 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 . Shortage of industrial lands businesses . Incomplete info on home-based biz • Brand:Grow county and sub-region brands . Sales tax depletion,threat from OR with local products border and internet • Resource Lands:protect from erosion . 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 a 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 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 Ped • 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 I 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 2S-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 a 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 g-g Comprehensive Economic Development Strategy(CEDS) Mason INFO SOURCE `MAJOR GOALS/FINDINGS NOTED CHALLENGES OTHER NOTES i 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) Mason INFO SOURCE MAJOR GOALS/FINDINGS I NOTED CHALLENGES i 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 • 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 1S MW substation ($2M) • Workforce training for skilled labor and trades • Port of Grays Harbor Terminal 3 improvements Mason County Project Inventory • 7th Street Reconstruction 0 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/PSI • Harstine Pointe Rural Broadband Fiberhood • Belfair Substation Transformer Upgrade a 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 • Rasor&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) a 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) aShoalwater 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 0 Thurston County Rochester Main Street • Thurston County broadband infrastructure and digital equity • 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) RESOLUTION NO. 2013-05q- A RESOLUTION AMENDING RESOLUTION 2023-047 MASON COUNTY PERSONNEL POLICY,TO ADD, REMOVE, AND UPDATE LANGUAGE IN THE PERSONNEL POLICY MANUAL AND MASON COUNTY CODE WHEREAS, it is the responsibility of the Board of Mason County Commissioners for the coordination of county administrative programs,which is accomplished through the adoption of the Personnel Policy; and WHEREAS, it is necessary and appropriate to make the following changes: • 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... NOW, THEREFORE, BE IT RESOLVED, the Board of Mason County Commissioners hereby amends Resolution 2023-047 Mason County Personnel Policy to include the updates above. This resolution shall become effective immediately upon its passage. ADOPTED THIS 26tday of�, 2023. BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON ATTEST: / Sharon Trask, Chair �CYtn AGE McKenzie Smi h, Clerk of the Board Ran Neathedin, Commissioner APPROVED AS TO FORM 4�1 Kevin Shutty, C missioner Timothy , Deputy Prosecuting Attorney Style Definition:TOC 1 �Q cob Style Definition:TOC 2:Tab stops: 6.49", Right,Leader.... Style Definition:TOC 6 MASON COUNTY PERSONNEL POLICIES Revised Member 120ctober 24,2023-Resolution No.2023-0470xx 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,itsjob 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 25of121 3.2.3 Applicant Travel Reasonable expenses incurred by candidates for management level,or hard to fill technical or professional level positions maybe 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 26of121 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 27of121 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 Formatted:Justified New position requests may be submitted under the following circumstances: 1. In preparation for submission of the annual budget: Formatted:Justified,Indent First line: 0" 2. Initiation of position changes during the budget year due to changes in service demands, funding,legal,technical,organizational,or programmatic requirements. Formatted:Justified,Indent:Left 0.75", No bullets of New position requests will be submitted to the Board of County Commissioners, through Huma numbering Resources and Budget,in the format established and maintained by Human Resources.The information Formatted:Justified 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 revie Formatted:Justified and submit recommendations regarding the proper classification and salary. Mason County Personnel Policy Page 28.of121 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. A . Mason County Personnel Policy Page 61of121 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 62of121 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. S. 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 63of121 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 64of121 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 65of121 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 orthe 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 66of121 3. After receiving the County's response, the employee may request a hearing before a state administrative lawjudge 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 67of121 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 Sheriffs 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 68of121 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 69of121 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 effortto 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 70of121 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. by ease basis. 12FOgFessive diseipline may iRelude; • nFal wamings,which will be.1..n.......med • Suspension witheut pay. Discharge. 8.1-4 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 71of121 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 lob 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 iob 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 72of121 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 subiect 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 74of121 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,bullvin�.and retaliation. Discrimination, harassment, bullying, and retaliation are strictly prohibited. Complaints of discrimination,harassment,bullvina,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 relatingto a person based on the person's race,color,creed,religion,national origin,ethnicity,age, L,marital status,veteran's status,sexual orientation,or disability(known or perceived),where the conduct ufficiently pervasive or severe as to alter the terms and conditions of employment.Such conduct can take ny forms, including unwelcome slurs, comments,joking, touching, innuendo, gestures, display or Mason County Personnel Policy Page 77of121 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. 12A 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 assistthe 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 78of121 12.6 Supervisor/Manager Responsibilities When a supervisor, manager, department head or elected official suspects or has reason to believe that discriminatory,harassing,or-behavieFinappropriate 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 outthe 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 B. 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(1801 days of the alleged violation of this policy. The complaint should include a description ofthe 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 regardingthe same alleged acts or incidences,the investigation and processing of one shall be suspended until the other is completed. ILMason County Personnel Policy Page 79of121 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 10ht efconsiderins 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. Formatted:Font:(Default)+Body(Calibri) 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. Formatted:Indent:Left: 0" 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 unles;requested and authorized in advance by the supervisor. Mason County Personnel Policy Page 116of121 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 m 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 117of121 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-Iniury-Illness-Incident-Report.odf 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 118of121 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 maybe 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 byothers,including family members,friends,and other visitors.Costs incurred by personal useshall be paid bytheTeleworker. 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. Mason County Personnel Policy Page 119of121 Resolution No. 2023-06a 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 FURTHER 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, 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 �tYIGLQmA-. McKenzie Smit ,Cler of the Board Sharon Trask, Chair APPROVED AS TO FORM: Ran y Neather in,Vice Chair Chief Deputy Prosecutor Kevin Shutty, Co missioner