HomeMy WebLinkAbout2022-2023 Preliminary Biennial Budget Request2022 - 2023PreliminaryBiennial Budget Request
2022-2023 FUNDS LIST
GENERAL FUND (001-CURRENT EXPENSE)
Departments
010 ASSESSOR (AS)
020 AUDITOR (AU)
021 ELECTIONS (EL)
050 CLERK (CL)
059 COUNTY ADMINISTRATOR (CA)
060 COMMISSIONERS (CO)
061 BOARD OF EQUALIZATION (BE)
062 CIVIL SERVICE COMMISSION (CI)
063 PLANNING COMMISSION (PC)
067 PUBLIC SAFETY & SECURITY (EM)
068 COMMUNITY SERVICES (CS)
080 DISTRICT COURT (DC)
110 JUVENILE AND FAMILY COURT (JU)
150 PROSECUTING ATTORNEY (PA)
151 CORONER (CR)
180 SHERIFF (SH)
240 SUPERIOR COURT (SC)
250 TREASURER (TR)
261 OPERATING TRANSFERS OUT (OT)
270 NON-DEPARTMENTAL (ND)
SPECIAL REVENUE FUNDS
104 HAVA 3 GRANT
105 AUDITOR’S O&M
106 COURTHOUSE FACILITATOR
107 BOATING SAFETY PROGRAM
108 COOPERATIVE EXT PROGRAMS
109 NOXIOUS WEED CONTROL FUND
119 JEFFCOM BOND INDEBTEDNESS
120 CRIME VICTIMS SERVICES
123 GRANTS MANAGEMENT
125 HOTEL/MOTEL
126 H&HS SITE ABATEMENT
127 JEFF COUNTY PUBLIC HEALTH
128 WATER QUALITY
129 WQ LAND ACQUISITIONS
130 MENTAL HEALTH
131 CHEMICAL DEPENDENCY
134 JC INMATE COMMISSARY
135 JEFFERSON COUNTY DRUG FUND
136 SHERIFF DRUG INVESTIGATION FD
140 LAW LIBRARY
141 TRIAL COURT IMPROVEMENT
143 COMMUNITY DEVELOPMENT
147 FEDERAL FOREST TITLE 3
148 JC AFFORDABLE HOUSING
149 HOMELESS HOUSING FUND
150 TREASURER’S O&M
151 TREASURER’S REET AUTOMATION
SPECIAL REVENUE FUNDS – cont.
155 VETERANS RELIEF FUND
160 WATER POLLUTION CONTROL
174 PARKS & RECREATION
175 COUNTY PARKS IMPROVEMENT
178 POST-HARVEST TIMBER
180 ROADS
181 EMERGENCY ROAD RESERVE
185 FLOOD/STORM WATER MGMT
186 BRINNON FLOOD SUBZONE
187 QUILCENE FLOOD SUBZONE
CAPITAL PROJECTS FUNDS
301 CONSTRUCTION & RENOVATION
302 CAPITAL IMPROVEMENT FUND
304 HJ CARROLL PARK FUND
306 PUBLIC INFRASTRUCTURE
308 CONSERVATION FUTURES TAX
ENTERPRISE FUNDS
401 SOLID WASTE
402 SOLID WASTE POST CLOSURE
403 SOLID WASTE IMPROVEMENT
404 SOLID WASTE EDUCATION
405 TRI-AREA SEWER
INTERNAL SERVICE FUNDS
501 EQUIPMENT RENTAL
502 RISK MANAGEMENT RESERVE
505 EMPLOYEE BENEFIT RESERVE
506 INFORMATION SERVICES
507 FACILITIES MANAGEMENT
TABLE OF CONTENTS
Salary Schedules 1
Central Services Cost Recovery 2
Targets & Adds - Form A 3
Capital Expenditures 4
Fund List 5
Assessor 010 6
Auditor 020 / Elections 021 /Auditor’s O&M 105 / HAVA 3 Grant 104 /
Grants Management 123 / Water Pollution Control 160
7
Clerk 050 / Courthouse Facilitator 106 8
County Administrator 059 068, 261, 270, 123, 125, 130, 135, 141, 147, 148, 149, 155,
160, 306, 502, 505 / BOCC 060, 061, 062
9
Public Safety & Security 067 (Emergency Management) 10
District Court 080 11
Juvenile & Family Court Services 110 12
Prosecuting Attorney 150 / Coroner 151 / Crime Victims 120 13
Sheriff 180 / Boating Safety 107 / Drug Investigations 136 / Inmate
Commissary 134
14
Superior Court(240 / Law Library 140 15
Treasurer 250 / JeffCom 119 / Treasurer’s O&M 150 / REET 151 16
Cooperative Extension 108 / Noxious Weed 109 17
Public Health 127 / Site Abatement 126 / Water Quality 128 / Land
Acquisitions 129 / Chemical Dependency 131 /Conserv Futures Tax 308
18
Community Development 143 / Planning Commission 063 19
Central Services:
Construction & Renovation 301
Capital Improvement 302
E R & R 501
Information Services 506
Facilities Management 507
20
Public Works:
Parks & Recreation 174
Parks Improvement 175
Post-Harvest Timber 178
Roads 180
Emergency Road Reserve 181
Flood Subzones 185-187
HJ Carroll Park Capital Fund 304
Solid Waste 401-405
21
2022 - 2023
BIENNIAL BUDGET
REQUEST
ASSESSOR
JEFFERSON COUNTY
ASSESSOR’S OFFICE
2022-2023 BIENNIAL BUDGET
ORGANIZATIONAL CHART
ASSESSOR
Jeff Chapman
COMMERCIAL
APPRAISER -LEAD
John Pray
RESIDENTIAL APPRAISER
Kyle Harrison
RESIDENTIAL APPRAISER
TRAINEE
Charles Garland
RESIDENTIAL APPRAISER
TRAINEE
<New Hire>
PROPERTY
TECHNICIAN III -LEAD
Lauralee Kiesel
PROPERTY TECHNICIAN III
Jami Trafton
PROPERTY TECHNICIAN III
(part time)
Darcy Harrison
CLERK HIRE
GIS ANALYST -
CARTOGRAPHER
Michael Perin
CHIEF DEPUTY -
OFFICE SUPERVISOR
Sherrie Shold
2022-2023 BIENNIAL BUDGET
FUND/DEPARTMENT: ASSESSOR 010
•BUDGET / PROGRAM
•FUND/PROGRAM DESCRIPTION RCW’S
The Assessor is responsible for listing and placing
values on all real and personal property. All property
must be valued at 100% of its true and fair value in
money and assessed on the same basis unless
specifically provided otherwise by law, RCW
84.40.030. All taxable real property must be revalued
annually and physically inspected at least once every
six years, RCW 84.41.030. Annual review and
revaluation provides the means to adjust values to
reflect changing market conditions, changes in
property, and recalibrated valuation models.
•MISSION STATEMENT
To fulfill all the mandated requirements of the
Assessor’s Office with the highest degree of accuracy
in an equitable manner to all taxpayers at the least
cost to them.
GOALS & OBJECTIVES
2022 -WE WILL BE PHYSICALLY INSPECTING REVALUATION
AREA #3 (FIRE DISTRICT #3; PORT LUDLOW AND SHINE).
STATISTICALLY UPDATING AREAS #1, #2, #4, #5 & #6 OF
JEFFERSON COUNTY.
2023 -WE WILL BE PHYSICALLY INSPECTING REVALUATION
AREA #4 (MARROWSTONE AND TRI-AREA).
STATISTICALLY UPDATING AREAS #1, #2, #3, #5 & #6 OF
JEFFERSON COUNTY.
Improve/Correct Data and Update Cost Tables
Meet Mandated Deadlines
Improve Commercial Properties Annual Updating
STAFFING
HISTORICAL AND FUTURE
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
ASSESSOR 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
APPRAISAL 5 4 4 4.27 4 4.27 4.55 4.55 4.4 4.4 5.29 *4.4 5.29 4 5 5 5
ADMINISTRATIVE 4.12 4.12 4.12 3.6 3.87 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 4 4 4 4
MAPPING/GIS .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5 .5
TOTAL FTE’s 10.62 9.62 9.37 9.37 9.37 9.37 9.65 9.65 9.5 9.5 10.39 9.5 10.1 9.5 10.5 10.5 10.5
Employee
passedRecession
Add/Overlap preparing
for retirements
*Minus-COVID
Add/Overlap preparing
for retirements
Fluctuation in clerk hire
hours/remained within budget
PERFORMANCE INDICATORS
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Brinnon /
Quilcene
Chimacum /
Pt Ludlow
Kala Pt /
Cape
George /
Disco Bay
City Brinnon
Quilcene /
Disco Bay /
West End
Pt Ludlow Tri-Area
Kala Pt /
Cape
George
City Brinnon /
West End
Quilcene /
Disco Bay Pt Ludlow Tri Area
PHYSICALLY
INSPECTED 6,928 6,924 6,916 6,916 3,016 6,137 4,959 5,934 6,674 7,027 4,946 4,074 4,950 5,985
STATISTICALLY
UPDATED 0 0 0 0 30,439 27,343 28,542 27,747 27,059 26,695 28,844 29,864 29,050 28,215
TOTAL
PARCELS 6,928 6,924 6,916 6,916 33,455 33,480 33,501 33,681 33,733 33,722 33,790 33,938 34,000 34,200
RESIDENCIAL
REINSPECTIONS 1,072 1,447 2,950 3,180 3,330 4,481 1,182 1,302 3,002 3,195
VALUE –
COUNTY 5,421,260,420 4,922,402,055 4,648,734,415 4,418,216,296 4,587,247,864 4,639,591,919 4,851,434,878 5,111,357,748 5,553,846,929 5,988,145,402 6,445,175,673 7,050,000,000 7,755,000,000 8,142,750,000
VALUE –
NEW CONSTRUCTION 35,217,135 31,693,950 26,874,430 24,650,424 28,445,199 27,881,844 40,589,048 60,368,917 61,873,600 55,824,248 57,170,179
SUMMARY
•We will continue to physically inspect 1/6 of the County and statistically update the rest. We will add appropriate new construction to the rolls.
•We expect an increase in BOE appeals due to the Port Ludlow and Tri-Area reinspections. Preparing appeal responses and inspecting property will involve a
substantial amount of appraisers' time.
•We will continue providing support and some auditing functions for the benefit assessment districts (FFPA, Clean Water, Noxious Weed, Septic, Drainage
District, Conservation District) in 2022 and 2023, so that their fee assessments are applied according to appropriate criteria including exemptions.
•We will further advance the County's GIS system with enhancements and parcel fabric integration.
•Work with IT to upgrade the hardware/software for the PACS data and web servers in order to stay current with system support requirements. PACS Mobile
IPads may require upgrades.
•Address the parcels in current use and timber programs in order to have better tracking of documentation and compliance. Imp rove upon the assessment
system for current use so that it is more in line with expectations (farm rates, PBRS criteria).
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
GENERAL FUND - ASSESSOR
FINANCIAL SUMMARY
Total Revenue
Add Total Revenue -Form A
Revised Total Revenue
Total Expenditures
Add Total Expenditures -Form A
Revised Total Expenditures
Net Total
I
2022 DEPT
REQUEST
8,300.00
8,300
955,348
955,348
{947,048)
,�-
2023 DEPT
REQUEST
8,300.00
8,300
960,579
1,023,579
{1,015,279.
I certify the Department Request entered into Munis along with the other required documents have been reviewed and accurately reflect my fund's budget request for 2022-2023. I#---8;zs/2c.J'Z../ SignatufehectedOfficial / Department Head Date
GF Depts -Financial Certification Workbook Page 1 of 1 8/24/2021
63,000
EXPENDITURES
TOTAL EXPENDITURES 63,000
NET GF REQUEST 63,000
Gnnera/ Fund Departments use this form ff requesting an ongoing or one-time
increase to your Base Budget
Other Funds use this form ff you are requesting an increase in the General
Fund Transfer to your department.
63,000
GF Depts -Financial Certification Workbook Page 1 of 1 B/25/2021
ORG OBJ DESCRIPTION TYPE 2021 ORIG BUDGET 2021 REVISED BUDGET 2022 REQUEST 2023 REQUEST
AS34141 341065 OPEN SPACE FEES Revenue (600) (600) (600) (600)
AS34175 341075 SALE OF MAPS, PUBLICATIONS Revenue (400) (400) (400) (400)
AS34181 341041 PRINTING, IT SERVICE Revenue (300) (300) (300) (300)
AS36991 369900 OVER / SHORT Revenue - - - -
AS36991 369905 MISC REVENUE-PRIOR YR Revenue - - - -
AS36991 389400 CURRENT YEAR REFUND OF EXPEND Revenue - - - -
AS38810 388100 PRIOR YEAR CORRECTION Revenue - - - -
AS39700 397151 TR FROM TREASURER'S REET Revenue (7,000) (7,000) (7,000) (7,000)
AS51424 100700 LONGEVITY Expense 9,400 9,400 9,400 9,400
AS51424 101000 SALARIES & WAGES Expense 620,353 620,353 615,023 616,644
AS51424 200000 PERSONNEL BENEFITS Expense 244,877 244,877 220,847 221,148
AS51424 200100 OASI Expense - - - -
AS51424 200200 RETIREMENT Expense - - - -
AS51424 200300 MEDICAL INSURANCE Expense - - - -
AS51424 200400 INDUSTRIAL INSURANCE Expense - - - -
AS51424 200500 UNEMPLOYMENT INSURANCE Expense - - - -
AS51424 200550 EMP BENEFIT RESERVE Expense - - - -
AS51424 310000 OFFICE AND OPERATING SUPPLIES Expense 4,000 4,000 5,000 5,500
AS51424 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 845 845 900 900
AS51424 410000 PROFESSIONAL SERVICES Expense 71,851 71,851 72,000 73,667
AS51424 420025 VEHICLES Expense 7,150 7,150 7,358 8,000
AS51424 420100 POSTAGE Expense 10,000 10,000 11,000 11,500
AS51424 420300 CELL PHONE/PAGER Expense 2,398 2,398 2,200 2,200
AS51424 420500 INTERFUND COMMUNICATIONS Expense 120 120 120 120
AS51424 430000 TRAVEL Expense 4,500 4,500 5,000 5,000
AS51424 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 2,500 2,500 2,500 2,500
AS51424 490600 TRAINING, SEMINARS, SCHOOLS Expense 3,000 3,000 3,500 3,500
AS51424 640000 CAPITAL OUTLAY Expense 500 500 500 500
2021 ORIG BUDGET
Total
2021 REVISED BUDGET
Total
2022 REQUEST
Total
2023 REQUEST
Total
Revenue (8,300) (8,300) (8,300) (8,300)
Expense 981,494 981,494 955,348 960,579
Grand Total 973,194 973,194 947,048 952,279
010 ASSESSOR
2022 - 2023
BIENNIAL BUDGET
REQUEST
Auditor
Elections
HAVA 3 Grant
Auditor's O&M
Grants Management
Water Pollution Control
2022 - 2023
BIENNIAL BUDGET
REQUEST
AUDITOR
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
AU32220 322201 MARRIAGE LICENSES Revenue (1,505) (1,505) (1,551) (1,598)
AU33600 341054 WA DOL DISTRIBUTION TO COUNTY Revenue (91,682) (91,682) (94,433) (97,266)
AU34121 341012 RECORDING LEGAL INST Revenue (69,495) (69,495) (71,580) (73,728)
AU34121 341121 RECORDING SURVEYS Revenue (3,200) (3,200) (3,297) (3,396)
AU34135 341068 OTHER STAT CERT, COPY FEES Revenue (2,300) (2,300) (2,370) (2,442)
AU34148 341047 DOL LICENSE FEES Revenue (171,128) (171,128) (176,262) (181,550)
AU34148 341054 WA DOL DISTRIBUTION TO COUNTY Revenue - - - -
AU34181 341048 DUPLICATING COPIES Revenue (1,110) (1,110) (1,144) (1,179)
AU34181 341094 ZIP IMAGES Revenue (2,165) (2,165) (2,230) (2,297)
AU34181 341120 ZIP IMAGES Revenue - - - -
AU34199 341069 PASSPORT, NATURALIZATION FEES Revenue (25,000) (25,000) (25,751) (26,524)
AU36991 369900 OVER / SHORT Revenue (50) (50) (52) (54)
AU51423 100700 LONGEVITY Expense 3,375 3,375 1,575 1,575
AU51423 101000 SALARIES & WAGES Expense 515,855 515,855 527,174 531,522
AU51423 200000 PERSONNEL BENEFITS Expense 205,079 205,079 194,055 194,861
AU51423 310000 OFFICE AND OPERATING SUPPLIES Expense 7,130 7,130 7,344 7,565
AU51423 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 385 385 397 409
AU51423 410000 PROFESSIONAL SERVICES Expense - - - -
AU51423 420100 POSTAGE Expense 20,083 20,083 20,686 21,307
AU51423 420500 INTERFUND COMMUNICATIONS Expense 236 236 244 252
AU51423 430000 TRAVEL Expense 2,828 2,828 2,913 3,001
AU51423 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 550 550 567 585
AU51423 490600 TRAINING, SEMINARS, SCHOOLS Expense 2,158 2,158 2,223 2,290
AU58900 582100 CUSTOMER REFUNDS Expense - - - -
2021 Orig Budget Total
2021 Revised Budget
total 2022 Request Total 2023 Request Total
Revenue (367,635) (367,635) (378,670) (390,034)
Expense 757,679 757,679 757,178 763,367
Grand Total 390,044 390,044 378,508 373,333
020 AUDITOR
2022 - 2023
BIENNIAL BUDGET
REQUEST
ELECTIONS
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
EL33400 334001 SOS GRANT G-6412 Revenue - - - -
EL34145 341095 VOTER REG EXP-CITY OF P.T.Revenue (15,000) (15,000) (15,451) (15,915)
EL34145 341096 ELECTION SERVICES Revenue (194,000) (219,000) (175,000) (189,000)
EL34175 341075 SALE OF MAPS, PUBLICATIONS Revenue (75) (75) (78) (81)
EL34191 341030 CANDIDATE FILING FEES Revenue (120) (120) (5,500) (3,600)
EL51440 101000 SALARIES & WAGES Expense 55,416 55,416 56,736 56,736
EL51440 200000 PERSONNEL BENEFITS Expense 23,145 23,145 22,098 22,098
EL51440 200550 EMP BENEFIT RESERVE Expense 265 265 273 282
EL51440 310000 OFFICE AND OPERATING SUPPLIES Expense 1,614 1,614 1,663 1,713
EL51440 410000 PROFESSIONAL SERVICES Expense 34,020 34,020 35,041 36,093
EL51440 420100 POSTAGE Expense 24,720 49,720 25,462 26,226
EL51440 420104 ST GRANT PPD POSTAGE Expense - - - -
EL51440 430000 TRAVEL Expense 2,450 2,450 2,524 2,600
EL51440 440000 ADVERTISING Expense 1,444 1,444 1,488 1,533
EL51440 450550 INTERFUND TELEPHONE Expense 42 42 44 46
EL51440 480900 MAINTENANCE SERVICE AGREEMENTS Expense - - - -
EL51440 490000 DUES, SUBSCRIPTIONS Expense 265 265 273 282
EL51440 490104 ES&S LICENS AGREEMENT Expense 41,661 41,661 42,911 44,199
EL51440 490200 PRINTING Expense 100,669 100,669 103,690 106,801
EL51440 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,432 1,432 1,475 1,520
EL51490 100700 LONGEVITY Expense - - 1,000 1,000
EL51490 101000 SALARIES & WAGES Expense 54,645 54,645 54,645 54,645
EL51490 200000 PERSONNEL BENEFITS Expense 20,623 20,623 19,564 19,564
EL51490 310000 OFFICE AND OPERATING SUPPLIES Expense 265 265 273 282
EL51490 420100 POSTAGE Expense 2,319 2,319 2,389 2,461
EL51490 420500 INTERFUND COMMUNICATIONS Expense 32 32 33 34
EL51490 430000 TRAVEL Expense 1,723 1,723 1,775 1,829
EL51490 490000 DUES, SUBSCRIPTIONS Expense 1,039 1,039 1,071 1,104
EL51490 490105 VOTEWA INFO MGMT SYSTEM Expense 3,605 3,605 3,714 3,826
EL51490 490200 PRINTING Expense 1,134 1,134 1,169 1,205
EL51490 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,665 1,665 1,715 1,767
Row Labels
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (209,195) (234,195) (196,029) (208,596)
Expense 374,193 399,193 381,026 387,846
Grand Total 164,998 164,998 184,997 179,250
021 ELECTIONS
2022 - 2023
BIENNIAL BUDGET
REQUEST
Auditor's O&M
MISSION
STATEMENT
GOALS/
OBJECTIVES
AUDITORS O&M 1052022-2023 BIENNIAL BUDGET
BUDGET /
PROGRAM
Fund/Program Description
RCWs
RCW 36.22.160 Findings –1989 c 204: states, "The legislature, finding in this centennial year that many old documents recorded or filed with county officials are deteriorating due to age and environmental degradation and that such documents require preservation in the public interest before they are irreparably damaged, enacts the centennial document preservation act of 1989."
Pursuant to RCW 36.22.170, this fund was established for the purpose of installing and maintaining an improved system for copying, preserving, and indexing historical documents recorded in the County. Such a system may utilize the latest technology including photo micrographic and computerized electronic digital storage methodology.
RCW 36.22.170 -Surcharge for preservation of historical documents –Distribution of revenue to county and state treasurer –Creation of account: states,(1)(a) Except as provided in (b) of this subsection, a surcharge of five dollars per instrument shall be charged by the county auditor for each document recorded which will be in addition to any other charge authorized by law. One dollar of the surcharge shall be used at the discretion of the county commissioners to promote historical preservation or historical programs, which may include preservation of historic documents.(b) A surcharge of two dollars per instrument shall be charged by the county auditor for each document presented for recording by the employment security department, which will be in addition to any other charge authorized by law.Of the remaining revenue generated through the surcharges under subsection (1) of this section:Fifty percent shall be transmitted monthly to the state treasurer who shall distribute such funds to each county treasurer within the state in July of each year in accordance with the formula described in RCW 36.22.190. The county treasurer shall place the funds received in a special account titled the auditor's centennial document preservation and modernization account to be used solely for ongoing preservation of historical documents of all county offices and departments and shall not be added to the county current expense fund; andFifty percent shall be retained by the county and deposited in the auditor's operation and maintenance fund for ongoing preservation of historical documents of all county offices and departments.
The Jefferson County Auditor’s Office is an inspired team recognized for its exceptional customer service. We strive to be innovative and exceed expectations. We treat everyone with trust and respect. By creating opportunities for staff to achieve to their full potential,staff has become the key to our success.
Continue project of indexing scanned documents for the years 1984 back to 1872, and uploading them to the Internet. Continue bringing on e-recording vendors.
NARRATIVE 105 - Auditor's O&M Page 2 of 3 9/30/2021
SUMMARY
Key Funding
Service
Issues
The Recording Division has expanded their project of indexing scanned documents for the years 1984 back to 1872, and uploading them to the Internet. Fifteen hours per week of our recording staff’s time out of Auditor’s O & M enables us to continue with this project.
In 2016, an additional server was required –ran out of room; oracle no longer being supported had to move to sequel; eRecording came on line. The large format scanner used to scan in large surveys was also replaced.
In 2015, replacement of the microfiche machines was required due to broken machines & poor quality along with not being able to get service or parts.
We will continue to look for ways in which to streamline our processes, incorporate technology (i.e. e-recording) and utilize sound management practices to maintain top notch services.
NARRATIVE 105 - Auditor's O&M Page 3 of 3 9/30/2021
2019 2020 2021 2022 2023
Actual Actual Current
Budget Request Request
FTEs 0.38 0.25 0.13 0.00 0.00
Capital Purchases:
28,717
10,223
24,630
461,458
Special Projects:
4,090
14,764
7,707
9,757
5,061
15,178
5,821
6,648
31,358
2,722
2,728
207
244
3,544
2012 DCD
2015 Assessor
PERFORMANCE
INDICATORS
2010 Clerk’s Film Scan to Digital Reel
2011 Auditor Database Support
2011 Auditor Microfilming
2016 - Additional Server; move from oracle to sequel; eRecording on line
2016 – Replace Colortrac Wide Format Scanner – Surveys Downstairs
2015 – Replace Scanner & Microfiche Reader
1999 – 2013 Various departments
1996 Treasurer’s Excise Tax Affidavits
1997 Superior Court Records through 1996
2001 Clerk’s & DCD Imaging ,
STAFFING
2010 Auditor Scanning Project -Recording Dept beginning through 1984-1985 to current
2002 Treasurer’s Excise Tax Affidavits ,
2003 Superior Court Records $25,043; Auditor
2007 Auditor’s Records 1985-1997 - $15,178
2008 Assessor’s Imaging
2008 Public Works Imaging
NARRATIVE 105 - Auditor's O&M
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10533604 336020 AUD CENTENNIAL DOC PRES Revenue (49,000) (49,000) (49,001) (49,000)
10534121 341029 AUD DOC PRESV SURCHARGE Revenue (17,165) (17,165) (17,166) (17,165)
10534121 341057 AFFORDABLE HOUSING-AUD PORTION Revenue (4,400) (4,400) (4,401) (4,400)
10534121 341101 ENDING HOMELESSNESS - AUDITOR Revenue (7,125) (7,125) (7,126) (7,125)
10536111 361100 INVESTMENT INTEREST Revenue (210) (210) (211) (210)
10551430 101000 SALARIES & WAGES Expense 6,082 6,082 - -
10551430 200000 PERSONNEL BENEFITS Expense 5,238 5,238 - -
10551430 310000 OFFICE SUPPLIES Expense 1,000 1,000 900 900
10551430 420052 INFORMATION SERVICES Expense 8,171 8,171 9,300 9,400
10551430 430000 TRAVEL Expense 1,600 1,600 1,500 1,500
10551430 480000 REPAIR & MAINTENANCE Expense 37,712 55,885 55,650 57,320
10551430 490144 MICROFILM, PROCESSING&DUP Expense 5,000 5,000 5,000 5,000
10551430 490600 SCHOOLS, SEMINARS Expense 600 600 600 600
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (77,900) (77,900) (77,905) (77,900)
Expense 65,403 83,576 72,950 74,720
Grand Total (12,497) 5,676 (4,955) (3,180)
105 AUDITOR'S O&M
2022 - 2023
BIENNIAL BUDGET
REQUEST
HAVA Elections Security Grant
(HAVA 3)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10451440 310000 OFFICE AND OPERATING SUPPLIES Expense 0.00 119,058.00 56011 56011
104 HAVA 3 GRANT
2022 - 2023
BIENNIAL BUDGET
REQUEST
Grants Management
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12333292 332922 AMERICAN RESCUE PLAN-TREASURY Revenue - (3,129,276) - -
12333314 333123 CDBG PUBLIC SERVICES GRANT Revenue (282,517) (282,517) (350,000) (350,000)
12355720 410000 PROFESSIONAL SERVICES Expense 282,517 282,517 350,000 350,000
12359999 599999 AM RESCUE PLAN-BUDGET ONLY Expense - 3,129,276 2,041,681 -
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (282,517) (3,411,793) (350,000) (350,000)
Expense 282,517 3,411,793 2,391,681 350,000
Grand Total - - 2,041,681 -
123 GRANTS MANAGEMENT
2022 - 2023
BIENNIAL BUDGET
REQUEST
Water Pollution Control
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
16053100 491146 RECONVEYANCE FEES Expense 7,000 7,000 7,000 7,000
160 WATER POLLUTION CONTROL
2022 - 2023
BIENNIAL BUDGET
REQUEST
Clerk
Courthouse Facilitator
County Clerk, 2022 Ruth Gordon - County Clerk
General Administration / Strategic Planning
Personnel / Payroll / Budget / Bills / Disbursement
Daily & Monthly Accounts/Public Records Officer
Back up Phones, Calendars, Courtroom, Counter,
Verification Quality Assurance / Exhibit Control
Lori Bailey - Chief Deputy Clerk
Staff Supervisor/OSE Coordinator/Assist Budget
Auditing and Receipting of Electronic Payments
Lead Docketing/BOXI Technician
Dependency Calendar Clerk, Prepare Juvenile Cal.
AR Accounting/ Pay or Appear Coordinator
Statistics Management /Quality Assurance
Supply Coordinator/ Staff Education
Back up Clerk, Deputies, Front Counter
Vicky Lockhart
Deputy Clerk
Criminal, Juvenile, Protection Order & In-
Custody Calendar Clerk, Appeals Clerk
Lead Verification of Imaging/Indexing
Process Documents / Create Court Orders
Back up Phones and Front Counter
Back up Pay or Appear Coordinator
Back up Daily Accounting/Jury Mail Prep
Patty Minish
Senior Court Clerk
Trial Court Clerk / Docketing Clerk
Process Documents / Create Court Orders
Back up Phones and Front Counter, all
Calendars
Deborah Pederson
Clerk Hire – up to one day/week
Reconciliation of Bank Statements and
Daily Transaction Reports
Stale Check Procedure Clerk
Special Bookkeeping Projects as needed
Sharon McCracken
Deputy Court Clerk /Courthouse Facilitator
Docketing Clerk
Civil and Domestic Calendar Clerk
Create Court Orders / Process Documents
Clerk’s Dismissals
Back up Phones and Front Counter
Assist Pro Se Litigants in Title 26 Matters
Pro Se Forms Packets Author & Publisher
Stacey Sousa
Deputy Clerk
Lead Phones & Front Counter
Lead Receipting Clerk
Lead Scanner/Docketing Clerk
Create Court Orders / Process Documents
Process Incoming and Outgoing Mail
Drug Court Courtroom Clerk
2022 - 2023
BIENNIAL BUDGET
REQUEST
Clerk
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The County Clerk is a constitutional office created within in the executive branch in Article XI Section 5, and is the Ex-Officio Clerk of Superior Court per Article IV
Section 26 of the Washington State Constitution. The duties of the office appear in over one hundred RCW's but are generally laid out in RCW 2 -Courts of
Record and RCW 36.26 -County Clerk. In addition to statutory authorities and duties, state and local court rules also govern the functions of the Clerk.
The Clerk provides the public with unrestrained access to a fair, accurate, and independently established record of the opinions, decisions and judgments of the
court. As the Court's agent, the Clerk collects statutory fees, fines, trust and support funds; maintains a trust account for monies received; and disburses monies
as ordered by the Court. The Clerk's presence is required at all court sessions for the purpose of establishing an independent record of each heariing, to receive
and keep a record of all evidence entered by the parties and to receive the jury's verdict. In addition the Clerk plays a central role in the calling of impartially
selected potential jurors. Accuracy and efficiency are critical in the Clerk's office, as even a small error or omission in marking evidence, indexing or filing legal
documents, or an error in disbursing funds will affect the life or property of a litigqant and their family.
MISSION:The mission of the County Clerk is to protect the integrity and accuracy of the judicial records of Jefferson County Superior Court while serving the public and
legal community in a professional, efficient and timely manner. To that end, it is our goal to cultivate and honor impeccable qualities of ethics, knowledge and
commitment to public service in our staff. The Clerk is established in the Washington State Constitution as an independently elected office within the executive branch
of government to maintain the finances and records of the Superior Court outside the direct control of the judicial branch and the legislative branch. This separation of
powers is a constitutional protection assuring the citizens of integrity and impartiality in the administration of the Court by making the Clerk directly accountable to the
people.
GOALS FOR FY2022
1. Insure timely, fair and professional performance of all functions of the Clerk’s office while maintaining safety for staff and the public.
2. Respond appropriately to the mandates of the Blake decision.
3. Improve safekeeping of records and exhibits of the court.
4.Prepare the office for the transition to new leadership.
5. Maintain fiscal administration according to law and approved procedures.
OBJECTIVES FOR FY2022
1.Master and refine techniques for providing alternate digital access to court processes.
2. Act assertively to implement Blake-related processes and reimbursement.
3. Manage risk and waste by eschewing non-mandated functions.
4. Review and update documentation of procedures.
5. Review paper and digital records for timely application of retention schedules.
FUND/DEPARTMENT:County Clerk
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
Prior to the 2008 downturn our office saw approximately 1200 cases filed each year and we processed 35,000 documents per year. The economic
downturn reduced filings significantly, and they gradually rebounded. The COVID 19 pandemic again greatly reduced filings, as well as trial activity,
by virtue of moritoria of filing certain types of cases and the holding of jury trials, and people's reluctance to participate in the public sphere. In 2021
we are still experiencing a moratorium on eviction filings, and since February we have seen a nose dive in criminal filings following the Blake
decision. The nexus for charging events was frequently a traffic stop and search that turned up drugs, and that is no longer happening. We will
soon see a steep upturn in eviction cases.
We have a new culture of resolution of cases through plea agreements instead of trials, which has always happened, but now that is almost
exclusively how criminal convictions occur. We have had only one criminal jury trial this year, and that was for a murder case in which there was just
no possibility of agreement nor was dismissal an option. This means that there are even more continuance hearings, as matters get kicked down the
road as parties seek resolution, but speedy trial rights need to be addressed in open court. Continuances create just as much need for resources as
do hearings in which the case moves forward, so the heavy reliance on plea agreements is a shift of resources away from labor intensive jury trials.
So it feels like there is more unproductive work. What seems to be happening is the court is monitoring many time-consuming negotiations which
will ultimately resolve cases outside of the courtroom.
We find ourselves in the ironic position of notifying more jurors than ever of their jury duty but calling very few to the courthouse for service.
Instead of calling 55 people to be sure we can seat a jury of 12 plus two alternates we now call four groups of 30, which is our maximum occupancy
for the courtroom, just to be sure we will be able to get enough people into the courtroom to find 14 who are willing and appropriate to serve. In
the past it was a habitual practice to call a panel almost every week and about two thirds of the time to cancel the trial right before it would
occurred because the matter would settle at the last minute. Now we don't see that. We have only called two juries this year (for big long-lasting
trials) and we needed those panels. So in a way, this is a change for the better as the needless inconvenience to the public is reduced.
During the pandemic, pursuant to a general order from the Supreme Court, this office has begun offering no-cost electronic filing, which costs us
money and time, and reduces fees received from FAX filing, which had a mandatory filing fee. If we did not have to publish these digital records to
paper this would represent an efficiency and not a burden. At some point our Court will be ready to become a digital records court, and when that
happens we will no longer need to maintain redundant sets of records. But we are not there yet. The clerk's office began to keep a dual set of
digital records and paper records in 2002, and we look forward to the day when we become a fully electronic court.
We continue to cope with the State's case management system, which demands more staff time than in the past to do less work. If our office was
still as busy as we were back in 2008 we would definitely have needed to ask for more staff, but the reduction in case load has allowed us to
maintain the functions of our office with existing resources.
In addition to the digital record, which is the permanent record, and the paper record, which is the record the Court uses, we have older cases on
microfilm. It used to be that in order to destroy paper court records clerks were required to microfilm the case records. As a result prior clerks
created about 485 rolls of microfilm, and we must maintain a microfilm viewer so the public (and the clerks) can access the micriofilmed documents
(approximately all records prior to 1998.) Many clerks have managed to digitize their microfilm, which bears consideration here.We currently pay
approximately $2000 every year to license and maintain the viewer and its software. I have not seen this as a priority, but it may be that a future
clerk will want to make that change. If so, I would encourage you to support such a project. This will be costly as the conversion to digital media has
a cost, and more server space may be needed for that amout of records.
Clerk Narrative - General Fund 2022 2023 Page 2 of 3 9/14/2021
2022 - 2023 Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs 5.93 5.93 5.93
2021 2022 2023
Expected Projected Projected
700 750 800
17,000 20,000 24,000
four ten twelve
110 120 150
1350 1500 1750
330 350 350
8900 7200 7200
$87,000 $80,000 $77,000
STAFFING
Legal Cases Filed
PERFORMANCE INDICATORS
Documents Processed
Jury Trials
Performance
Explanation
Jurors Summoned
LFO Payments
Staffing
Explanation
Non-Jury Trials & Sentencing by Plea
Hearings
Cases Set for Trial
STAFFING REQUIREMENTS: Clerk’s office staffing has been stable for over a decade and our current level should suffice during the next
biennium. Besides the elected clerk, the office is served by a chief deputy, three fulltime deputies, one deputy who works two days a week
as a clerk and one day a week as a Courthouse Facilitator, and a clerk-hire who works between two and 10 hours a month performing
book-keeping functions that would be difficult to segregate in such a small office where all of us do many jobs to cover for vacations and
those times when we have multiple sessions of court to attend simultaneously. The general rule of thumb is that for each additional
judicial officer one needs three clerks to handle paperwork and attend sessions of court. Jefferson County Superior Court has been rated at
1.66 judicial officers for many years. An Organizational Chart is attached so that you can more clearly see how the workload is handled.
The pandemic has reduced activity in the office, moving many public contacts to phone, ZOOM and online transactions. Meantime, fewer
cases are being filed due to changes in the law, general orders from the Supreme Court, and Proclamations from the Governor. That was a
good thing last year, because it allowed us to split our staff and have approximately half the staff in the office and have the staff working
remotely week by week so that if COVID hit our office, exposed folks could go home and unexposed staff could come to the office.Now
that the courthouse is open again, we have the complexity of serving people in person and this is balanced by a slower than usual workload.
The pace will pick up as the Blake resentencing funding comes through and the moratorium on evictions ends. I have projected a gradual
increase and do expect the office to be back to 1000 cases a year by 2025 if not before. Even with the downturn we frequently find
ourselves having to attend two court sessions at once, and that creates a situation in which we are always "all hands on deck."
Clerk Narrative - General Fund 2022 2023 Page 3 of 3 9/14/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CL33393 333002 CHILD SUPPORT ENFORCEMENT Revenue (35,000) (35,000) (35,700) (37,133)
CL33601 336120 LFO COLLECTIONS REIMB Revenue (1,515) (1,515) (1,859) (1,515)
CL33606 336003 ADULT COURT COSTS Revenue (1,200) (1,200) (3,000) (1,472)
CL34123 341031 CIVIL PRBT & DOMESTIC REL Revenue (25,000) (25,000) (31,081) (32,000)
CL34123 341083 STABILIZATION SRCHRG - COUNTY Revenue (2,800) (2,800) (3,000) (3,000)
CL34129 341067 OTHER FILINGS Revenue (2,000) (2,000) (1,500) (2,600)
CL34134 341049 DV PREVENTION LOCAL CE Revenue (20) (20) (20) (22)
CL34134 341074 REIMB COLLECTION COSTS Revenue (3,700) (3,700) (3,100) (3,000)
CL34134 341080 SC RECORD SERVICES Revenue (24,000) (24,000) (26,000) (26,000)
CL34134 341099 CIVIL ARBITRATION FEE Revenue - - (2,200) (2,300)
CL34137 341040 CRIME LAB ANALYSIS ADMIN FEES Revenue (35) (35) (10) -
CL34165 341081 SC WORD PROC/TRANS FEES Revenue (17,000) (17,000) (11,000) (11,000)
CL34198 341078 SC COUNTY CRIME VICTIMS Revenue (15) (15) (30) (30)
CL34250 342020 DUI EMERGENCY RESPONSE Revenue - - (50) (50)
CL34270 342021 JUVENILE SERVICE FEES Revenue (360) (360) (1,200) (1,000)
CL35130 353816 SC CRIMINAL FILING FEES Revenue (2,500) (2,500) (1,000) (1,000)
CL35190 353818 OTHER SC PENALTIES Revenue (900) (900) (1,500) (1,500)
CL35191 353819 DUI DEFERRED Revenue (20) (20) (50) (50)
CL35721 357001 SC JURY DEMAND COST Revenue (100) (100) (100) (100)
CL35722 357002 SC WITNESS COST Revenue (250) (250) (600) (266)
CL35723 357003 SC PUBLIC DEFENSE COST Revenue (6,500) (6,500) (4,000) (3,500)
CL35728 357005 MISC SC COST RECOUPMENT Revenue (350) (350) (200) (200)
CL36140 361101 INTEREST INCOME Revenue (300) (300) (500) (400)
CL36140 361102 SC CURR EXINT INCOME Revenue (300) (300) (500) (400)
CL51230 100700 LONGEVITY Expense 5,400 5,400 5,400 5,400
CL51230 101000 SALARIES & WAGES Expense 356,577 356,577 360,483 362,104
CL51230 200000 PERSONNEL BENEFITS Expense 128,354 128,354 121,892 122,193
CL51230 310000 OFFICE AND OPERATING SUPPLIES Expense 6,000 6,000 6,181 6,367
CL51230 350000 OFFICE EQUIPMENT Expense 1,000 1,000 1,031 1,062
CL51230 420100 POSTAGE Expense 5,359 5,359 5,520 5,686
CL51230 430000 TRAVEL Expense 3,000 3,000 3,091 3,184
CL51230 480000 REPAIR & MAINTENANCE Expense 3,720 3,720 3,832 3,947
CL51230 490000 DUES, SUBSCRIPTIONS Expense 400 400 413 426
CL51230 490600 TRAINING, SEMINARS, SCHOOLS Expense 2,000 2,000 2,061 2,123
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (123,865) (123,865) (128,200) (128,538)
Expense 511,810 511,810 509,904 512,492
Grand Total 387,945 387,945 381,704 383,954
2022 - 2023
BIENNIAL BUDGET
REQUEST
Courthouse Facilitator
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The Courthouse Facilitator program was created in 1999 as part of a pilot program for Family Courts. RCW 26.12.240 and 26.12.802 and General Rule 27 create
and govern the program, which is not a mandated service. The program exists solely to assist parties to family law actions under Title 26 and now, parties to Title
11.88.170 and Title 11.130. 165 actions, which are guardianships. The authorities create a legal capacity for staff with proper training under GR27 to assist
litigants unrepresented by attorneys select pattern forms created by the State for this purpose, and to fill the forms out and file them with the court. The
Courthouse Facilitator cannot tell them what to put on the forms, but does explain the purpose, and review for completeness and signatures. She also explains
how to comply with basic court procedures and how to prepare for hearings. Jefferson County has had a Courthouse Facilitator since 2003.
The Courthouse Facilitator program simultaneously increases efficiency within the court and improves access to justice for low-income families who cannot afford legal
counsel while going through divorce, separation, custody and child support disputes.
GOALS FOR FY2022
1. Provide timely, fair, accurate and cost effective public access to core services in a way that is genuinely helpful.
2. Contribute to smooth operations of the court by assuring that the paperwork that comes before the court is complete and appropriate to the action.
3. Assure sustainability of the program.
4. Stay up to date with a rapidly changing legal landscape.
OBJECTIVES FOR FY2022
1. Update and maintain standard forms packets and instructions for the most frequently accessed functions of family court.
2. Provide the public sufficient time for consultation with the Courthouse Facilitator and for review of forms per local court rules.
3. Purchase yearly updates of family law software to stay current with changes in federal and state law.
4. Provide staff training so that the information given by our office is accurate, reliable and genuinely helpful.
5.Perfect methods of service delivery to serve the public as needed while maintaining safety and preventing lost opportunities for service.
FUND/DEPARTMENT:COURTHOUSE FACILITATOR
2021 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
In 1999 the Legislature 'provided' funding by creating a filing fee surcharge of $20.00 on family law matters, and allowed courts to assess a user
fee/cost per visit to fund the Courthouse Facilitator program. To keep pace with inflation we would need to collect a surcharge of $32.80 today, but
do not have the authority to do so. In 2010 General Rule 34 created a right to waiver of filing fees and the in 2013 Washington State Supreme Court
case Jafar vs. Wells precluded collecting the surcharge from people who qualify for a fee waiver. Predictably, revenues plummeted. Since the State
of Washington (a frequent filer of child support cases under Title 26) and the majority of unrepresented litigants do not have to pay a filing fee or
surcharge in family law cases, the only filers paying surcharges into Fund 106 are the minority of petitioners who have counsel or the means to pay.
Until 2021 it has been the Clerk's policy to charge a $20.00 fee for appointments, but to voluntarily waive that fee for parties who qualify for a filing
fee waiver. In order not to deplete the fund entirely it is now time to come to the BOCC and seek authority to raise the user fee to $25 and to create
a lesser fee for indigent parties by revising our local code to give the clerk authority to reset these local fees.
In the past our office provided first come/first served drop-in Facilitator service one day a week, because it created the most efficient use of the
Facilitator's time. With COVID that had to change, and an appointment-based system has been the rule for over a year. We have learned that
making appointments without charging a fee has led to a pattern of reserving time that goes unused. To reduce the high incidence of no-shows we
are implementing a procedure of requiring payment before reserving time, with the option of not accepting the payment if there is a sound reason
to waive the fee. One sound reason would be that the purpose for the appointment is the review of final document before presentation to a judge.
This is required by our own local court rule, and thus is governed directly by GR 34 under Jafar vs Wells. It is our hope that this pre-payment policy
will lead to better, quicker access to the facilitator because no-shows will be disincentivized, and it will also increase the revenue to Fund 106
because no-shows will be prepaid.
Prior to the 2008 economic downturn the Courthouse Facilitator was paid 100% from the general fund. A fund balance existed and was used to
cover the cost of this position when the general fund was stressed. As a result the fund balance is greatly reduced. The fact that we provide this
service for unrepresented litigants helps confused people navigate the court. This saves significant resources in the clerk's office and the courtroom
and is a wise investment of resources, whether the service is paid for via Fund 106 or through the general fund, as it was until approximately 2009.
This position is currently paid partially from Fund 106 and partially from the general fund due to the reduced revenue and balance in Fund 106.
During COVID it has been a challenge to provide these services in a way that is both accessible and safe. We have a plexiglas screen and have
recently provided a digital camera/mic for the facilitator, and now also provide the option of phone meetings, though these have proved to be a very
poor substitute for in-person sessions.
General Rule 27 requires that Courthouse Facilitators receive training provided by the Administrative Office of the Courts, and because the AOC has
yet to put together a training program for facilitators to assist with guardianships, we have yet to expand our services to include help with
guardianship cases. This would certainly be helpful to family members filing pro se, and when the training is available we will take advantage of it.
One final note of interest is that our facilitator plays a key role in helping parents in the foster care system resolve their dependency cases by
working with them to enter parenting plans that become the basis for the successful completion of those cases. While the State pays or helps to pay
for attorneys in the dependency cases, those attorneys do not help with the necessary family law cases. This leaves the parents unrepresented in
the case theyhave to file to complete the dependency.
Fund 106 Narrative Courthouse Facilitator 2022 2023 Page 2 of 3 9/14/2021
2022 - 2023
Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs 0.08 0.08 0.08
2021 2022 2023
Expected Projected Projected
210 220 230
Performance
Explanation
Staffing
Explanation
STAFFING
Faciliator Appointments
PERFORMANCE INDICATORS
Our Courthouse Facilitator has served in that capacity for 15 years and approximately 50% of the expressions of gratitude our office
receives are specifically for her services. She is a paralegal and has taken advantage of all the training that has been offered. We reserve
one day a week for her to serve in the capacity of a Courthouse Facilitator but when she is in the office and a procedural question regarding
family law arises, she steps in and provides answers, which saves the rest of the staff a great deal of time and difficulty. We are currently
paying for approximately three hours of that day's work from Fund 106 and covering the remainder from the general fund.
During COVID we have had lower demand for services than was normal prior to COVID. We have allowed in-person visits throughout 2021,
though we continue to provide telephonic appointments on a case by case basis. We keep track of appointments and do not bother to
quantify the many times a day that our facilitator steps up to answer simple questions at the counter. Approximately one hour a day is
spent providing ad hoc clarification to unrepresented parties. When not serving clients on facilitator day, our facilitator updates and
publishes a steady stream of pattern forms packets that make it possible for others in the office to help unrepresented litigants get started
on their paperwork without the direct assistance of the facilitator.
Fund 106 Narrative Courthouse Facilitator 2022 2023 Page 3 of 3 9/14/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10634650 346003 FACILITATOR SURCHARGE Revenue (2,000) (2,000) (3,001) (3,020)
10634650 346004 FACILITATOR USER FEE Revenue (720) (720) (2,661) (2,640)
10651230 101000 SALARIES & WAGES Expense 3,958 3,958 3,959 3,958
10651230 200000 PERSONNEL BENEFITS Expense 1,702 1,702 1,703 1,702
Row Labels
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (2,720) (2,720) (5,662) (5,660)
Expense 5,660 5,660 5,662 5,660
Grand Total 2,940 2,940 - -
106 COURTHOUSE FACILITATOR
2022 - 2023
BIENNIAL BUDGET
REQUEST
BOARD OF COUNTY COMMISSIONERS
COUNTY ADMINISTRATOR
JEFFERSON COUNTY BOARD OF COMMISSIONERS' OFFICE
ORGANIZATIONAL CHART
County Administrator
Board of County Commissioners
Executive Assistant
Executive Secretary II
Human Resources ManagerClerk of the Board
2022 - 2023
BIENNIAL BUDGET
REQUEST
GENERAL FUND
County Administrator ... BOCC
BOE ... Civil Service Commission
Community Services
Operating Transfers
Non-Departmental
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The main function of the County Administrator budget to is properly fund the County Administrator and staff to carry out the functions of the
office.
The mission of the County Administrator’s Office is to ensure the efficient and effective provision of County Services.
FUND/DEPARTMENT:COUNTY ADMINISTRATOR
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ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CA39700 397125 TR FROM HOTEL/MOTEL Revenue (3,700) (4,000) (3,812) (3,927)
CA51310 100700 LONGEVITY Expense 1,925 1,925 1,925 1,925
CA51310 101000 SALARIES & WAGES Expense 333,908 385,971 341,440 348,268
CA51310 200000 PERSONNEL BENEFITS Expense 112,363 125,432 106,026 107,230
CA51310 410000 PROFESSIONAL SERVICES Expense 8,225 8,225 5,694 5,751
CA51310 410410 PUBLIC RELATIONS Expense - - - -
CA51310 420300 CELL PHONE/PAGER Expense - - 984 1,000
CA51310 420500 INTERFUND COMMUNICATIONS Expense 955 955 - 1,014
CA51310 430000 TRAVEL Expense 1,697 1,697 1,700 1,801
CA51310 440000 ADVERTISING Expense 123 123 1,000 1,000
CA51310 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 1,129 1,129 1,750 1,750
CA51310 490600 TRAINING, SEMINARS, SCHOOLS Expense 607 607 980 1,200
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (3,700) (4,000) (3,812) (3,927)
Expense 460,932 526,064 461,499 470,939
Grand Total 457,232 522,064 457,687 467,012
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The primary legislative powers of the Board of County Commissioners are found in RCW 36.32 -County Commissioners and RCW 36.40 -Budget.
The Board of County Commissioners also sets policy such as long range planning; budget; environmental and land use; non-County Boards.
The mission of the Commissioners’ Office administrative support is to function as a cohesive, knowledgeable, courteous, and efficient team that provides high quality
service to the County Commissioners, the County Administrator, other Departments and Agencies, and the public by:
1. Providing support to the 3 elected Commissioners, the County Administrator, the Board of Equalization, the Veterans Service Officers Association, and the Civil
Service Commission for the Sheriff's Office.
2. Informing the public and other County departments of Board actions.
3. Maintain the public trust, providing open and fair access to Board records.
4. Manage the preservation of historic documents.
5. Perform State and County mandated functions associated with the office.
GOALS FOR FY 2022 & 2023:
1. Make information regarding actions of the Board of County Commissioners available through a variety of resources.
2. Provide access to information, by using technology when possible, to other County staff and the public.
3. Continue to review and update our services as necessary, and provide the opportunity for satisfying and rewarding work experiences.
4. Respond to a wide variety of inquiries, questions and suggestions related to the activities and actions of the Commissioners and the County Administrator.
OBJECTIVES FOR FY 2022 & 2023:
Use information technology and training to increase productivity.
Work to improve processes to insure maximum efficiency.
FUND/DEPARTMENT:BOCC
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ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CO34136 341034 CO HISTORICAL PRESERVATION Revenue (8,000) (8,000) (8,241) (8,489)
CO51160 101000 SALARIES & WAGES Expense 421,451 441,372 420,805 423,590
CO51160 200000 PERSONNEL BENEFITS Expense 142,670 149,759 131,678 132,230
CO51160 310000 OFFICE AND OPERATING SUPPLIES Expense 1,817 3,817 2,000 2,200
CO51160 310025 PUBLICATIONS Expense 243 243 - -
CO51160 350000 OFFICE EQUIPMENT Expense 182 182 - 845
CO51160 420100 POSTAGE Expense 182 182 500 500
CO51160 420300 CELL PHONE/PAGER Expense - - 1,950 2,000
CO51160 420500 INTERFUND COMMUNICATIONS Expense 607 2,107 - -
CO51160 430000 TRAVEL Expense 11,604 11,604 11,600 11,800
CO51160 440000 ADVERTISING Expense 662 662 - -
CO51160 450108 CAR RENTAL-MILEAGE Expense 3,262 3,262 2,000 2,400
CO51160 480000 REPAIR & MAINTENANCE Expense 8,195 14,195 5,000 5,000
CO51160 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 1,212 1,212 800 800
CO51160 490106 IMAGING SVC-HISTORIC DOC Expense 9,089 9,207 9,362 9,500
CO51160 490600 TRAINING, SEMINARS, SCHOOLS Expense 5,394 5,394 5,516 5,000
CO59400 610005 CHAMBERS AUDIO EQUIP Expense - - 5,000 5,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (8,000) (8,000) (8,241) (8,489)
Expense 606,570 643,198 596,211 600,865
Grand Total 598,570 635,198 587,970 592,376
060 Commissioners
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
RCW 84.48.010 requires the County legislative authority to form a board for the equalization of the assessment of county property.
The mission of the Board of Equalization is to insure the fair and equitable assessment of property in Jefferson County.
GOALS FOR FY 2022 & 2023:
Process all appeals/petitions in a timely manner.
2. Schedule and coordinate hearings and property inspections.
3. Insure the proper distribution of information to all interested parties.
4. Keep an accurate record of Board proceedings and orders.
5. Treat all matters fairly and impartially.
OBJECTIVES FOR FY 2022 & 2023:
1. Schedule and coordinate all hearings and property inspections by year end.
2. Distribute all Board determination orders within two days of the decision.
3. Approval of meeting minutes within two weeks of meeting.
FUND/DEPARTMENT:BOARD OF EQUALIZATION
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
BE51424 101000 SALARIES & WAGES Expense 20,690 20,690 20,987 21,294
BE51424 200000 PERSONNEL BENEFITS Expense 6,355 6,355 6,036 6,096
BE51424 310000 OFFICE AND OPERATING SUPPLIES Expense 374 374 700 745
BE51424 420100 POSTAGE Expense 186 186 269 270
BE51424 430000 TRAVEL Expense 617 617 400 400
BE51424 440000 ADVERTISING Expense 247 247 100 100
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Expense 28,469 28,469 28,492 28,905
Grand Total 28,469 28,469 28,492 28,905
061 BOE
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
SUMMARY Key
Funding Service
Issues
2022-2023 BIENNIAL BUDGET
RCW 41.14 requires the county legislative authority to form a Civil Service Commission. The Civil Service Commission is a volunteer citizen board that coordinates
and administers examinations to establish eligibility lists for employment and promotional positions at the Jefferson County Sheriff’s Office.
The mission is to establish a merit system of employment for Jefferson County deputy sheriffs and other employees of the office,thereby raising the standards and
efficiency of such offices and law enforcement in general.
GOALS FOR FY 2022 & 2023:
1. Schedule and coordinate examinations for employment/promotional positions.
2. Maintain current eligibility lists.
3. Investigate appeals in a timely manner.
4. Keep an accurate record of Commission proceedings and orders.
5. Establish and maintain rules and regulations in accordance with RCW 41.14.
6.Treat all matters fairly and impartially.
7. Certify Eligible Applicants to the Jefferson County Sheriff.
8.Insure the proper distribution of information to all interested parties.
OBJECTIVES FOR FY 2022 & 2023:
1. Respond to Sheriff’s request for entry level and promotional examinations within two months.
2.Respond to employment inquiries within one day of receipt.
3. Certify eligible applicants within one day of the Appointing Authority’s request.
4. Meeting minutes available within two weeks of meeting.
FUND/DEPARTMENT:CIVIL SERVICE
The number of examinations administered during any given year varies due to employment turnover.
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ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CI52110 310000 OFFICE AND OPERATING SUPPLIES Expense 464 464 500 500
CI52110 310112 EXAMS Expense 1,186 3,186 3,200 3,200
CI52110 420100 POSTAGE Expense 579 579 597 597
CI52110 440000 ADVERTISING Expense 174 174 180 180
CI52110 499999 MISCELLANEOUS Expense 116 116 116 -
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total
2023 Request
Total
Expense 2,519 4,519 4,593 4,477
Grand Total 2,519 4,519 4,593 4,477
062 CIVIL SERVICE COMMISSION
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This fund was established to fund programs through non-profit agencies, including community centers. Allocations to each agency are evaluated each year based
on a countywide needs assessment. Funding for this budget is made through an operating transfer from the General Fund.
Continue to operate Community Centers to ensure the continued availability and use for the general public and Jefferson County residents. In addition, provide funds to
the Jefferson County Fair Association for operations at the Jefferson County Fairgrounds.
FUND/DEPARTMENT:COMMUNITY SERVICES
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ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CS34181 341055 GRANT ADMIN - CDBG Revenue (3,605) (3,605) (3,714) (3,826)
CS34650 346002 CO DV (PREV FUND- CLERK)Revenue (567) (567) (585) (603)
CS51990 490111 ECONOMIC DEVELOPMENT Expense 29,726 29,726 30,592 31,537
CS56550 410113 DV PREVENTION LOCAL RCW Expense 575 575 593 611
CS57550 490115 CAC COMMUNITY CENTERS Expense 157,283 160,425 162,002 166,863
CS57550 490118 PORT TOWNSEND SENIOR Expense 15,618 15,932 16,730 16,570
CS57550 490119 GARDINER COMMUNITY Expense 3,586 14,660 3,843 3,805
CS57550 490132 JEFFERSON COUNTY FAIR Expense 10,165 25,300 9,704 10,785
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (4,172) (4,172) (4,299) (4,429)
Expense 216,953 246,618 223,464 230,171
Grand Total 212,781 242,446 219,165 225,742
068 COMMUNITY SERVICES
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
OT59700 597027 TR HEALTH DEPT - NURSE Expense 62,424 62,424 64,297 66,226
OT59700 597108 TR- COOP EXT Expense 202,595 202,595 208,673 214,934
OT59700 597113 TR TO COOP EXT-4H AFTER SCHOOL Expense 29,526 29,526 30,412 31,325
OT59700 597127 TR TO HEALTH DEPARTMENT Expense 667,056 667,056 687,068 707,681
OT59700 597128 TR TO N/R-COUNTY LAKES Expense 17,215 17,215 17,732 18,264
OT59700 597140 TR TO LAW LIBRARY Expense 4,827 4,827 4,972 5,122
OT59700 597143 TR TO CMTY DEV (DCD)Expense 592,851 846,571 810,637 628,957
OT59700 597155 TR TO VETERANS Expense 18,400 18,400 18,953 19,522
OT59700 597174 TR TO PARKS & REC Expense 531,579 531,579 547,527 563,953
OT59700 597180 TR TO ROADS Expense 146,211 191,287 150,598 155,116
OT59700 59727A TR TO HEALTH FOR GIS Expense 4,260 4,260 4,388 4,520
OT59700 597320 TR OUT-PH SUBSTANCE ABUSE Expense 57,762 57,762 59,495 61,280
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Expense 2,334,706 2,633,502 2,604,752 2,476,900
Grand Total 2,334,706 2,633,502 2,604,752 2,476,900
261 OPERATING TRANSFERS
BUDGET /
PROGRAM Fund/Program
Description RCWs
SUMMARY
Key Funding Service
Issues
2022-2023 BIENNIAL BUDGET
This fund includes expenditures that are expenses incurred for all or a majority of County Departments.
Increases in items such as dues for various associations or payments for internal services are a result of notification from the
association or the department providing the internal service.
FUND/DEPARTMENT: NON-DEPARTMENTAL
4,628,1474,628,147(4,590,046)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
ND32199 321003 HUMANE SOCIETY LICENSE FEE Revenue (10) (10) (11) (12)
ND33601 336002 PUBLIC DEF FUNDING - STATE Revenue (36,980) (36,980) (38,090) (39,233)
ND51120 410053 ANIMAL CONTROL FACILITY Expense 5,441 5,441 5,605 5,774
ND51120 410168 HEARING EXAMINER Expense 15,000 15,000 15,451 15,915
ND51120 440000 ADVERTISING Expense 1,000 1,000 1,031 1,062
ND51120 490134 WASC-TIMBER ANALYST Expense 6,500 6,500 6,696 6,897
ND51120 490135 CODIFICATION & MISC.Expense 5,000 5,000 5,151 5,306
ND51160 410100 INFORMATION SERVICES-PROF SVC Expense 1,220,151 1,220,151 1,240,757 1,255,411
ND51160 410169 APPELLATE HEARING EXAMINER Expense 2,000 2,000 2,061 2,123
ND51160 490136 WA ST ASSOC COUNTIES- MISC Expense 17,000 17,000 17,511 18,037
ND51160 490137 WA ASSOC-COUNTY OFFICIALS Expense 7,500 7,500 7,726 7,958
ND51160 490138 NO OLY PENINSULA RC&D DUES Expense 2,750 2,750 2,833 2,918
ND51160 490139 COUNTY P.O. BOX RENTAL Expense 375 375 387 399
ND51160 490140 CO ADMIN-HOOD CANAL COUNCIL Expense 4,000 4,000 4,121 4,245
ND51160 490141 PROPERTY TAX-COUNTY PARCELS Expense 12,000 12,000 12,361 12,732
ND51221 410056 INVESTIGATIVE SOCIAL WORK Expense 53,977 63,314 55,597 57,265
ND51221 410059 PUBLIC DEFENDER Expense 688,605 735,962 709,264 730,542
ND51221 460104 MISCELLANEOUS CLAIMS Expense 2,500 2,500 2,576 2,654
ND51423 410057 STATE EXAMINER Expense 95,000 95,000 97,851 100,787
ND51489 490107 AUDITOR'S FILING FEES Expense 125 125 129 133
ND51660 490150 FACILITIES MANAGEMENT Expense 883,759 883,759 907,487 916,642
ND51820 490152 PROP MGMT-CHICKADEE FORESTRY Expense - 18,500 - -
ND51830 410058 COURT APPOINTED ATTORNEY Expense 135,000 135,000 20,601 135,000
ND51830 460101 RISK POOL - PROPERTY INS Expense 197,422 197,422 250,000 300,000
ND51890 310000 OFFICE AND OPERATING SUPPLIES Expense 1,000 711,000 50,000 1,062
ND51890 410000 PROFESSIONAL SERVICES Expense 61,000 701,000 75,000 64,716
ND51890 410058 LEGAL - SPECIAL ATTORNEY Expense 20,000 20,000 139,051 21,220
ND51890 460102 RISK POOL-LIABILITY INS Expense 270,341 270,341 300,000 375,000
ND51890 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 1,500 1,500 1,546 1,593
ND51890 490142 HIRE CHK-BACKGROUND CHECKS Expense 3,000 3,000 3,091 3,184
ND51890 490600 TRAINING, SEMINARS, SCHOOLS Expense 3,000 3,000 3,091 3,184
ND51890 490601 TRAINING SUPPORT Expense 1,500 1,500 1,546 1,593
ND51900 460103 INSURANCE - CLAIMS Expense 50,000 200,000 51,501 53,047
ND52110 440000 ADVERTISING Expense 3,500 3,500 3,606 3,715
ND52220 410112 911 DISPATCH Expense 483,942 483,942 564,000 575,000
ND53170 490143 OLY AIR POLLUTION ATHRTY Expense 18,464 18,464 19,018 19,589
ND55310 410079 JC SOIL CONSERVATION Expense 50,000 50,000 51,501 53,047
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (36,990) (36,990) (38,101) (39,245)
Expense 4,322,352 5,897,546 4,628,147 4,757,750
Grand Total 4,285,362 5,860,556 4,590,046 4,718,505
270 NON-DEPARTMENTAL
2022 - 2023
BIENNIAL BUDGET
REQUEST
Special Revenue Funds
Hotel / Motel ... Mental Health
JC Drug Fund ...Trial Court Improvement
Federal Forest Title 3
Affordable Housing ... Homeless Housing
Veteran's Relief Fund
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This lodging tax is received from the State from a portion (4%) of the sales tax collected for room rentals reported in the
unincorporated areas of Jefferson County. The budget for use of these funds is developed by the Lodging Tax Advisory Committee
for the County.
The mission is to promote tourism in Jefferson County and overnight lodging.
Generate or support the generation of additional overnight visitor days and bolster the tourism economy in Jefferson County.
FUND/DEPARTMENT: HOTEL/MOTEL FUND
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
Funding levels generated by this tax are subject to the economic conditions in the nation, State and Olympic Peninsula.
NARR FUND 125 Page 2 of 2 10/4/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12531331 313005 HOTEL/MOTEL LODGING 1ST 2%Revenue (265,225) (265,225) (265,226) (265,225)
12531331 313006 HOTEL/MOTEL STADIUM-22%Revenue (265,225) (265,225) (265,226) (265,225)
12536111 361100 INVESTMENT INTEREST Revenue (6,637) (6,637) (6,638) (6,637)
12555730 410901 CENTRUM Expense 2,489 12,000 2,490 2,489
12555730 411101 JC HISTORICAL SOCIETY Expense 65,612 48,440 65,613 65,612
12555730 411102 PROMOTIONAL ACTIVITIES Expense 63,550 205,000 63,551 63,550
12555730 411103 QUILCENE MUSEUM Expense 11,215 40,055 11,216 11,215
12555730 411104 N HD CNL CHMBR&VISITOR CNTR Expense 20,000 49,995 20,001 20,000
12555730 411105 JC CHAMBER OF COMMERCE Expense 5,000 19,200 5,001 5,000
12555730 411106 WEST ECHAMBER Expense 4,470 41,250 4,471 4,470
12555730 411107 GATEWAY CENTER Expense 10,465 59,465 10,466 10,465
12555730 411108 CHIMACUM FARMERS MARKET Expense 7,224 7,224 7,225 7,224
12555730 411109 PORT LUDLOW FESTIVAL ASSOC Expense - - - -
12555730 411110 CONTINGENCY Expense - - - -
12555730 411111 QUILCENE FAIR & PARADE Expense 10,000 16,000 10,001 10,000
12555730 411112 BRINNON PARKS #2 SHRIMP FEST Expense 15,000 15,000 15,001 15,000
12555730 411113 PL VILLAGE COUNCIL TRAILS COMM Expense 778 - 779 778
12555730 411114 OLY PEN APPLE & CIDER FESTIVAL Expense 4,250 10,000 4,251 4,250
12555730 411115 CONTINGENCY Expense 7,000 10,000 600,000 7,000
12555730 411116 TPA-JEFF CO FARM TOUR Expense 7,500 15,000 7,501 7,500
12555730 411117 TPA - FIRST NIGHT Expense - 5,000 - -
12555730 411118 BAYSIDE HSG-PH HIST MUSEUM Expense - - - -
12555730 411119 CHIMACUM FARMERS MARKET Expense - 10,200 - -
12559700 597059 TR TO COUNTY ADMIN Expense 3,700 4,000 3,701 3,700
12559700 597174 TR TO PARKS & REC Expense 9,023 42,873 9,024 9,023
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (537,087) (537,087) (537,090) (537,087)
Expense 247,276 610,702 840,292 247,276
Grand Total (289,811) 73,615 303,202 (289,811)
125 HOTEL-MOTEL
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
13031110 311000 REAL & PERS PROPERTY TAXES Revenue (46,807) (46,807) (46,808) (46,807)
13031720 317000 LEASEHOLD EXCISE TAX Revenue (425) (425) (426) (415)
13031740 317100 TIMBER EXCISE TAX (TAV)Revenue (2,750) (2,750) (2,751) (2,750)
13039510 395000 TIMBER SALES DNR Revenue (1,750) (1,750) (1,751) (1,750)
13056400 410000 PROFESSIONAL SERVICES Expense 44,250 44,250 44,251 44,250
13059700 597127 TR TO HEALTH DEPARTMENT Expense 25,000 25,000 25,001 25,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (51,732) (51,732) (51,736) (51,722)
Expense 69,250 69,250 69,252 69,250
Grand Total 17,518 17,518 17,516 17,528
130 MENTAL HEALTH
23,69017,240
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This fund was established in 2006 pursuant to Resolution No. 55-05.
The mission is to make funds available to the Courts for courtroom improvements and to fund court bailiff salaries/benefits..
Continue to make improvements to District and Superior Court facilities,staffing, programs or services.
FUND/DEPARTMENT:TRIAL COURT IMPROVEMENT
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
The Board sets this budget with input from the Superior Court and District Court. This fund helps fund bailiffs and courtroom technology
improvements.
NARR FUND 141 Page 2 of 2 10/4/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14133601 336024 MUNICIPAL CT JUDGE SALARY-ST Revenue (23,690) (23,690) (23,691) (23,690)
14151241 480000 REPAIR & MAINTENANCE Expense 8,240 8,240 8,241 8,240
14159700 597080 TR TO DIST CT Expense 9,000 9,000 9,001 9,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (23,690) (23,690) (23,691) (23,690)
Expense 17,240 17,240 17,242 17,240
Grand Total (6,450) (6,450) (6,449) (6,450)
141 TRIAL COURT IMPROVEMENT
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14733210 332001 PYMT N LIEU- F F TITL III Revenue (18,500) (18,500) (18,501) (18,500)
14736111 361100 INVESTMENT INTEREST Revenue (2,500) (2,500) (2,501) (2,500)
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (21,000) (21,000) (21,002) (21,000)
Grand Total (21,000) (21,000) (21,002) (21,000)
147 FEDERAL FOREST TITLE 3
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This fund uses recording fee and sales tax (SHB 1406 and SHB 1590) revenue to fund efforts to increase the supply of affordable housing.
The mission is to help increase the availability of affordable housing.
Continue to fund local projects for Affordable Housing.
FUND/DEPARTMENT: AFFORDABLE HOUSING
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
The County and City are negotiating a new Interlocal Agreement for Affordable Housing and Homelessness. Particlar emphasis will be placed on how
to manage the substantial new revene source generated through the new 1/10th of 1% sale stax authorized by SHB 1590.
NARR FUND 148 Page 2 of 2 10/4/2021
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ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2022 Revised Budget 2022 Request 2023 Request
14831325 313250 HOUSING, RELATED SVCS TAX .01%Revenue - - -
14831327 313270 SALES TAX 1/10 OF 1% SHB 1590 Revenue - (520,048) -
14831327 313271 SUPP HOUSING-SALES USE TAX Revenue - - -
14834126 341071 REC SURCHRG AFF HSG-CO PORT Revenue (42,752) (42,752) (42,753) (42,752)
14834126 341210 HISTORICAL ENDING HOMELESSNESS Revenue - - -
14836111 361100 INVESTMENT INTEREST Revenue (2,830) (2,830) (2,831) (2,830)
14836991 369900 OVER / SHORT Revenue - - -
14836991 369905 MISC REVENUE-PRIOR YR Revenue - - -
14836991 389400 CURRENT YEAR REFUND OF EXPEND Revenue - - -
14838810 388100 PRIOR YEAR CORRECTION Revenue - - -
14855150 410864 HOMELESSNESS Expense 75,000 75,000 250,000 850,000
14855150 410865 AFFORDABLE HOUSING Expense - - -
14855150 551500 HABITAT FOR HUMANITY Expense 40,000 87,000 -
14855150 551501 OLYCAP HAINES ST COTTAGES Expense 20,000 20,000 -
14855150 551503 OLYCAP 7TH&HENDRICKS PROJECT Expense - 400,000 600,000
14855150 551507 FAIRGROUNDS HOUSING Expense - 6,000 -
14855150 551508 BAYSIDE HOUSING-TINY Expense - 27,000 -
14856900 569000 BAYSIDE Expense 75,000 75,000 -
14859700 597149 TR-HOMELESSNESS Expense - - -
2021 Orig Budget
Total
2022 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (45,582) (565,630) (45,584) (45,582)
Expense 210,000 690,000 850,000 850,000
Grand Total 164,418 124,370 804,416 804,418
148 JC AFFORDABLE HOUSING
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This fund uses recording fee revenue to fund efforts to reduce homelessness. The fund was created by moving funds into its own dedicated fund.
To fund local housing providers to maximize the number of individuals and families that are provided shelter.
FUND/DEPARTMENT: HOMELESS HOUSING
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14933404 334046 SHELTER PROGRAM GRANT-BAYSIDE Revenue (145,000) (145,000) (145,001) (145,000)
14934127 341050 ENDING HOMELESSNESS 90%Revenue - - -
14934127 341051 ENDING HOMELESSNESS 2019 Revenue (270,239) (270,239) (270,240) (270,239)
14934127 341052 ENDING HOMELESSNESS 60%2018 Revenue - - -
14936111 361100 INVESTMENT INTEREST Revenue (5,364) (5,364) (5,365) (5,365)
14955150 551501 OLYCAP HAINES ST COTTAGES Expense 20,000 20,000 -
14955150 551502 DOVE HOUSE Expense 73,691 73,691 -
14955150 551504 PFEIFFER HOUSE RENOVATION Expense - 182,660 -
14955150 551505 PFEIFFER HOUSE REPAIRS Expense - 15,000 -
14956540 565401 TASK FORCE FACILITATOR Expense - 21,549 -
14956540 565402 BAYSIDE HOUSNG SVCS-SHELTER GR Expense 145,000 161,000 145,001 145,000
14956540 565404 OLYCAP ADULT SHELTER Expense 200,000 200,000 300,000 300,000
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total 2023 Request Total
Revenue (420,603) (420,603) (420,606) (420,604)
Expense 438,691 673,900 445,001 445,000
Grand Total 18,088 253,297 24,395 24,396
149 HOMELESS HOUSING
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This fund provides emergency relief for indigent veterans and their families per RCW 73.08 and is administered by agreement with the Jefferson County Service
Officers Association.
The mission is to provide emergency assistance to veterans in recognition of the service they provided for our Country.
GOALS FOR FY 2021 & 2022:
1.Work with the Service Officers Association to maintain rules and procedures in accordance with RCW.
2.Treat all applicants fairly and impartially.
3. Keep accurate record of applicants and the amounts they received.
4. Insure the proper distribution of information to all interested parties.
OBJECTIVES FOR FY 2021 & 2022:
1.Work with Service Officers to provide information to applicants and to coordinate appointments.
2.Provide information on the number and amounts of applications received and approved.
3. Work with Service Officers Association to set budget.
FUND/DEPARTMENT: VETERAN RELIEF FUND
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
Commissioners' Office staff provide support to the Veterans Service Officers as they evaluate claims for Veterans benefits.
NARR FUND 155 Page 2 of 2 10/4/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
15531110 311000 REAL & PERS PROPERTY TAXES Revenue (45,550) (45,550) (45,551) (45,551)
15531720 317000 LEASEHOLD EXCISE TAX Revenue (300) (300) (301) (301)
15531740 317100 TIMBER EXCISE TAX (TAV)Revenue (1,500) (1,500) (1,501) (1,501)
15536111 361100 INVESTMENT INTEREST Revenue (300) (300) (301) (301)
15539700 397010 TR FROM GF Revenue (18,400) (18,400) (18,401) (18,401)
15555360 410000 PROFESSIONAL SERVICES Expense 65,000 65,000 65,001 65,001
15556520 101000 SALARIES & WAGES Expense 8,699 8,699 8,700 8,700
15556520 200000 PERSONNEL BENEFITS Expense 3,217 3,217 3,218 3,218
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (66,050) (66,050) (66,055) (66,055)
Expense 76,916 76,916 76,919 76,919
Grand Total 10,866 10,866 10,864 10,864
155 VETERAN'S RELIEF
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Per Chapter 82.14.370(1) RCW this funding can only be used for purposes including, but not limited to, the cost of acquisition or operation of public facilities or to
pay or secure the payment of all or any portion of general obligation bonds issued for such purposes.
Continue with the Tri-Area Sewer System project. Identify public infrastructure projects for grant funding. Monitor grant funded Public Infrastructure projects for
progress.
FUND/DEPARTMENT:PUBLIC INFRASTRUCTURE FUND
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
An ordinance was passed in 2021 changing the Port Hadlock Sewer Project funding mechanism from 50% of sales tax revenues to a flat $240,000 per
year.
NARR FUND 306 Page 2 of 2 10/4/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
30631318 313004 DISTRESSED COUNTY SALES TX Revenue (550,000) (550,000) (630,000) (650,000)
30636111 361100 INVESTMENT INTEREST Revenue (17,500) (17,500) (750) (1,500)
30636991 369900 OVER / SHORT Revenue - - - -
30636991 369905 MISC REVENUE-PRIOR YR Revenue - - - -
30636991 389400 CURRENT YEAR REFUND OF EXPEND Revenue - - - -
30638810 388100 PRIOR YEAR CORRECTION Revenue - - - -
30655110 410000 PROFESSIONAL SERVICES Expense - - - -
30655870 410902 JC PUD QUIL WTR TANK-PHASE 1 Expense 82,000 82,000 - -
30655870 410903 CITY PT 7TH ST CORRIDOR CONST Expense 200,000 200,000 - -
30655870 410904 FT WORDEN EMPLOYEE HOUSING Expense 150,000 150,000 150,000 -
30655870 410905 EDC Expense 53,045 53,045 53,046 53,045
30659400 610005 VARIOUS COMPLETED PROJECTS Expense - - - -
30659400 640000 CAPITAL OUTLAY Expense 155,000 155,000 1,158,034 -
30659700 597401 TR TRI AREA SEWER FUND Expense 275,000 275,000 240,000 240,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (567,500) (567,500) (630,750) (651,500)
Expense 915,045 915,045 1,601,080 293,045
Grand Total 347,545 347,545 970,330 (358,455)
306 PUBLIC INFRASTRUCTURE
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This internal service fund maintains a reserve to pay claims against the County that may or may not be covered under the Washington Counties Risk Pool
insurance.
The mission is to manage risk, claims and lawsuits.
Monitor insurance coverage, self-insurance, deductible, reserves,loss prevention for the sound management of risk.
FUND/DEPARTMENT: RISK MANAGEMENT RESERVE
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50234814 348052 INTERFUCLAIMS REIMB Revenue (150,000) (150,000) (150,001) (150,001)
50251478 460103 INSURANCE - CLAIMS Expense 150,000 150,000 150,001 150,001
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (150,000) (150,000) (150,001) (150,001)
Expense 150,000 150,000 150,001 150,001
Grand Total - - - -
502 RISK MANAGEMENT RESERVE
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
This internal service fund provides funding to pay for the Employee Assistance Program, the LEOFF I retiree medical expenses (RCW 41.26) and for employee
retirement cash out expenditures to the State Department of Retirement Systems. Funding for these costs is from a monthly contribution from each County fund
with employees.
Work with the LEOFF I Disability/Retirement Board to set policies for medical expenditures that meet the needs of the members and the County. Provide the LEOFF
Board with information on total expenditures.
FUND/DEPARTMENT: EMPLOYEE BENEFIT RESERVE
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
This fund pays for LEOFFI Retiree medical costs, L&I Costs, and other post retirement costs.
NARR FUND 505 Page 2 of 2 10/4/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50534870 348060 INTERFUCONTRIBUTION-EMPLOYER Revenue (85,000) (85,000) (85,001) (85,000)
50534870 348061 EMPLOYE BENEFIT RESV-UNEMPL Revenue (175,000) (175,000) (175,001) (175,000)
50536110 361100 INVESTMENT INTEREST Revenue (15,000) (15,000) (15,001) (15,000)
50551721 410087 DRS CLAIMS Expense 15,000 15,000 15,001 15,000
50551721 410088 OTH POST-RETIREMENT CST/LEOFF Expense 50,000 50,000 50,001 50,000
50551721 410089 OASI DRS CONTRACT Expense 200 200 201 200
50551721 410090 SEC 125 ADMINISTRATION FEES Expense 2,000 2,000 2,001 2,000
50551721 410099 EMPLOYEE ASSISTANC PROGRAM Expense 6,000 6,000 6,001 6,000
50551761 410092 L&I ADMIN COSTS (QTRLY)Expense 20,000 20,000 20,001 20,000
50551778 410094 UMEMPLOYMENT CLAIMS PROCESSING Expense 20,000 20,000 20,001 20,000
50559700 597505 TR-POST EMP PAYOUT $1,000 Expense 100,000 100,000 100,001 100,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (275,000) (275,000) (275,003) (275,000)
Expense 213,200 213,200 213,208 213,200
Grand Total (61,800) (61,800) (61,795) (61,800)
505 EMPLOYEE BENEFIT RESERVE
2022 - 2023
BIENNIAL BUDGET
REQUEST
Public Safety & Security
(DEM)
DEM Org Chart - Current full-time positions in blue; current clerk hires in red; proposed clerk hires in green; proposed full-time in purple
Willie Bence
(Director)
Keppie Keplinger
(Public Information)
Proposed Clerk Hire
(Social Media
Coordinator)
Dave Codier (Outreach
and Education)
Proposed Staff
Addition (Volunteer
Coordinator)
Proposed Staff
Addition (Finance and
Admin Coordinator)
John Ebner (Logistics
and Facilities)
MJ Baker Scott (EOC
Supervisor)
Proposed Clerk Hires
(EOC Reservists) x 6
DEM Biennial Budget Request Narrative - 2022/2023
Overview:
DEM's current staffing footprint consists of 1 full-time Director funded by the General Fund and 4 part-time (.4 FTE) clerk -hires
funded by two federal grants - Emergency Management Performance Grant Program (EMPG) and Homeland Security Grant
Program (SHSP).
For the 22/23 biennial budget, DEM is requesting funding to increase its staffing levels to better support the on-going COVID-19
response, the COVID recovery and improvement planning, and future disaster preparedness, planning, and response. The COVID-
19 pandemic has demonstrated the vital importance a robust, well-staffed emergency management department can play in the
county, but DEM's low staffing levels have limited its efficacy and ability to provide needed support to the community and its partners.
Climate change and its continuing impacts will only serve to further stress the need for a well-staffed DEM moving forward, as
disasters and severe weather events become more frequent and more impactful.
Requests:
1. Social Media Coordinator - DEM has secured funding via EMPG grants to provide for an additional one year of .4 FTE clerk-
hire. Information is vitally important during a disaster, but currently, DEM has no social media presence and no current staff
capacity to manage and monitor multiple social media accounts. For '22, DEM will be adding a social media coordinator
position using EMPG grant funding; however, grant funding, as always, is not guaranteed on a year to year basis and is
subject to changing priorities at the state and federal levels, potentially reducing the total amount available and/or adding
additional requirements or stipulations that may mean changes in our staffing or programming at the local level. As such,
DEM requests the addition of the grant funded position for '22, but then requests general fund support for the position for '23.
If our grant programs continue at the same funding level and with the same programmatic priorities, there is a chance we
could continue to support this via grant funding, but will not be able to make that determination until late FY22.
2. EOC Reservists - DEM has also secured funding via a special EMPG program (via the American Rescue Plan act) to hire 6
"reserve" staff for the Emergency Operations Center. One lesson learned during the COVID-19 response is that the EOC
simply does not have enough staff support to mobilize during disaster response operations - many professional partners were
unable to commit time to the EOC on top of duties within their own organizations, and while our volunteer staff did a
phenomenal job, volunteers are still difficult to rely upon for full-time, often laborious and delicate work. Thus, DEM is
pursuing development of a "reserve corps" to be available to staff the EOC full-time during an emergency. The grant funding
we have secured is to hire on 6 Clerk Hires for a total of 104 hours each during the course of the calendar year. Those 104
hours will be spent training and preparing for defined roles within the EOC - 80 hours (2 weeks) of attending training for their
specified roles; 24 hours (2 hours per month) to attend regular Incident Management Team meetings to stay abreast of
current information, build relationships with other team members, and participate in group discussions and exercises. Upon
activation of the EOC (and declaration of a local emergency) DEM could then have the opportunity to activate one of the 6
reserve staff to full-time staff (for no more than 5 months over a 24 month period in accordance with Jefferson County policy).
This way, DEM will have a consistent pool of staff who stay up to date on training who can quickly and easily transition to full-
time support during the onset of an emergency, something the EOC desperately needed during the initial stages of the
pandemic.
These 6 position’s first year will be funded via EMPG-ARPA grant program; DEM requests the second year be funded via
General Fund, pending continuation of grant funding, which remains to be seen. If/when one or more the six would be
activated during a declared emergency, their full-time salary would need to be paid via FEMA Stafford Act funding (if a
presidential disaster is declared), other emergency funding from the state or federal government, or via general fund. For this
reason, activation of the reserve corps would be contingent on a local disaster declaration and approval of the BOCC and/or
county administrator. DEM is also open to further discussion and development of this program with county leadership, but it
remains a fact that DEM needs a flexible, emergency corps of responders to support its essential mission.
3. Volunteer Coordinator - Volunteers are the backbone of DEM, with volunteers performing essential duties including
everything from simply answering phones to running entire programs. However, volunteers require a level of support and
supervision beyond typical paid staff. As a result, even though DEM builds out its response using volunteers, some as
supervisors themselves, the reality is that all volunteers end up reporting to the Director as the only full-time paid staff. Adding
a full-time volunteer coordinator will both relieve the Director of some of these supervisory duties as well as provide better
direct support to the volunteers through more personal oversight, including development of personalized training plans and
feedback. The Volunteer Coordinator will lead in the recruitment, on-boarding, engagement, and retention of volunteers and
will be able to bolster our already robust volunteer ranks, greatly increasing DEM's capacity, as well as our ability to provide
volunteer support to our partners, which was one of the most common requests during COVID. DEM is requesting a 1 FTE
position out of the General Fund to support this position.
4. Finance and Grant Coordinator - The last position DEM hopes to add to the department is another permanent FTE using
general fund money to support DEM's finance and grant programs. Currently, the Director is solely responsible for managing
DEM's ongoing finance and payroll operations, as well is its grant programs, and as a result, DEM has routine difficulty
pursuing grant funding outside of its core sustaining grant programs and often struggles to handle grant and finance
processing and reporting mandates. During the COVID-19 response, DEM was reliant on the Director and a select volunteer
to manage FEMA reimbursement and cost tracking, and had to turn down many requests for technical assistance regarding
FEMA cost shares and grants. Outside of COVID, community partners routinely ask DEM for technical assistance, support,
and partnership opportunities for mitigation grants, and DEM rarely has the capacity to provide assistance. A full-time finance
and grant coordinator will greatly improve our internal finance and grant capabilities, improve our ability to provide technical
assistance to partners, improve our ability to pursue additional funding, and will vitally free up the Director to attend to other
duties.
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2022 General Fund Departments use this form if requesting an ongoing or one-time
Department:DEM increase to your Base Budget
Departmental Contact:Willie Bence Other Funds use this form if you are requesting an increase in the General
Date:9/3/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
33397.04.0300 Emergency Management Performance Grant X 14,205 EMPG American Rescue Plan Act Grant
33397.96.0200 Homeland Security Grant Program X 20,466 Homeland Security Program Grant year over year increase
-
-
TOTAL REVENUES - - 34,671
EXPENDITURES
52510.10.0600 Clerk Hire - Additional Position - Social Media X 13,102 Clerk Hire position paid by Homeland Security Grant Program
52510.20.0000 Clerk Hire - Benefits - Social Media X 1,572 Clerk Hire position paid by Homeland Security Grant Program
52510.10.0600 Clerk Hires - EOC Reservists X 12,480 Clerk Hire positions paid by Emergency Management Program grant
52510.20.0000 Clerk Hires - EOC Reservists - Benefits X 1,200 Clerk Hire positions paid by Emergency Management Program grant
52510.49.0000 Special Grant Projects X 6,317 Various grant projects/materials paid for by additional grant revenuw
52510.10.0000 Volunteer Coordinator Position Salary X 60,000
52510.20.0000 Volunteer Coordinator Position Benefits X 18,000
52510.10.0000 Finance and Grant Coordinator Salary X 60,000
52510.20.0000 Finance and Grant Coordinator Benefits X 18,000
TOTAL EXPENDITURES - - 190,671
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - - (156,000)
GF 067 financial cert Page 1 of 1 9/17/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2023 General Fund Departments use this form if requesting an ongoing or one-time
Department:EM52510 increase to your Base Budget
Departmental Contact:Willie Bence Other Funds use this form if you are requesting an increase in the General
Date:9/3/2021 Fund Transfer to your department.
Account #Account Description
Base Budget
Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
-
-
-
-
TOTAL REVENUES - - -
EXPENDITURES
52510.10.0600 Clerk Hire - Additional Position - Social Media X 13,102
52510.20.0000 Clerk Hire - Benefits - Social Media X 1,572
52510.10.0600 Clerk Hires - EOC Reservists X 12,480
52510.20.0000 Clerk Hires - EOC Reservists - Benefits X 1,200
52510.10.0000 Volunteer Coordinator Position Salary X 60,000
52510.20.0000 Volunteer Coordinator Position Benefits X 18,000
52510.10.0000 Finance and Grant Coordinator Salary X 60,000
52510.20.0000 Finance and Grant Coordinator Benefits X 18,000
-
TOTAL EXPENDITURES - - 184,354
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - - (184,354)
All Clerk Hires outlined here paid for by grants last FY; assuming grant revenue levels
return to previous year over year levels, I am requesting continuity of these clerk hire
positions using GF.
GF 067 2023 addform Page 1 of 1 9/28/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
EM33397 333004 EMPG Revenue (42,040) (42,040) (43,302) (44,602)
EM33397 333005 HSR2-1 EODEV PLAN E17-063 Revenue (56,309) (56,309) (57,999) (59,739)
EM52510 101000 SALARIES & WAGES Expense 144,826 144,826 136,629 138,346
EM52510 200000 PERSONNEL BENEFITS Expense 34,162 34,162 33,510 33,829
EM52510 310000 OFFICE AND OPERATING SUPPLIES Expense 7,500 7,500 7,726 7,958
EM52510 420000 COMMUNICATIONS Expense 1,200 1,200 1,237 1,275
EM52510 420025 VEHICLES Expense 2,400 2,400 2,473 2,548
EM52510 430000 TRAVEL Expense 3,500 3,500 3,606 3,715
EM52510 480000 REPAIR & MAINTENANCE Expense 10,000 10,000 10,301 10,611
EM52510 490109 SPECIAL PROJ HRS2 & EMPG Expense 32,693 32,693 33,674 34,685
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (98,349) (98,349) (101,301) (104,341)
Expense 236,281 236,281 229,156 232,967
Grand Total 137,932 137,932 127,855 128,626
067 Public Safecty & Security (DEM)
2022 - 2023
BIENNIAL BUDGET
REQUEST
District Court
Mindy Walker,
Judge
District Court Probation Administrator
Tracy Lake
Probation Officer II
Erin Kennedy
Probation Officer II
District Court Administrator
Leanne Dotson
Lead Judicial
Support Specialist II
Karl Fry
Judicial Support
Specialist I/ Jury Manager
Corrie Knudson
Judicial Support
Specialist II
Jon Stolting
Judicial Support
Specialist II
Mechelle Nisbet
Judicial Support
Specialist I
Brian Gleason
DISTRICT COURT
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Jefferson County District Court and Adult Probation Services including Behavioral Health Court
Jefferson County District Court is committed to providing equal justice for all persons. We provide just and expeditious resolution of legal matters. We
aim to provide courteous and equal treatment to all in an atmosphere of mutual respect and dignity while maintaining the independence of the judiciary.
Adult Probation services helps create a safe community by monitoring and holding adult misdemeanant offenders responsible for their behavior and
actions, curtailing recidivism and fostering long-term positive change in those individuals under our supervision. We also provide outreach and resources
to those individuals under our supervision to help them re-engage in our local community and plan for a more positive and successful future.
Goals for 2022 and 2023
1.Continue to improve on our virtual services currently used for our daily court operations and collaborate with our Law and Justice Partners and
county agencies to improve our efficiency as a court.
2.Utilize our electronic records management system to include all court records in an effort to reduce the need to use the Records Center for storage
and retention of paper records.
3.Increase our electronic records utilization to allow for e-filing by our Justice Partners and the general public as well as the distribution of signed
electronic records back to the filer.
4.Create electronic in-court processes to increase efficiency during court hearings and cut down on processing time after court.
5.Increase the number of participants eligible for our Behavioral Health Court treatment program by reaching out to Justice Partners to reduce our jail
population and potentially allow first time offenders in Superior Court to have access to our services.
6.Continue to provide either in person or virtual training to Court and Probation staff to increase services levels to the citizens of Jefferson County and
adopt best practices in the areas of supervision of misdemeanants in our community.
FUND/DEPARTMENT:District Court 080
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
The global COVID-19 pandemic in 2020 drastically impacted Jefferson County District Court. With the shut downs
and other mandates, our case numbers have been greatly reduced. Court revenue is directly tied to the fines and
fees that can be imposed on criminal and infraction case that are filed with the court. In 2019, there were
approximately 5,000 infractions filed in Jefferson County. In 2020 that number dropped down to 3742 and as of end
of August 2021 we have currently filed 2844 infraction cases. Criminal cases have gone from 1094 in 2020 down to
341 year to date in 2021.
Out of these filings, ESSHB 1783 which became effective on June 7, 2018, continues to reduce the total financial
amount that can be imposed and collected on a convicted person due to the laws regarding indigency. Indigency is
defined as a citizen receiving certain type of public assistance or with an annual income of 124 percent or less of the
federal poverty level. The pandemic has only increased the number of persons who are now indigent due the large
numbers of people collecting benefits and losing their jobs in 2020 and 2021 and whole business sectors being shut
down or limited in service.
Compounding the reduction in collection of fines and fees, a separate ruling against the Washington State
Department of Licensing in May 2021, finding it was unconstitutional for the state to suspend licenses for people
who didn’t pay traffic fines without determining their ability to afford it, as it violated their right to due process. This
ruling will remain until January 2023 when Senate Bill 5226 become effective. SB5226 changed the suspension
requirements for drivers who have failed to respond, appear or pay on their infractions filed in District Court.
Individuals who have responded to an infraction or appear in court will not have their license suspended due to
failure to pay afterward.
One of the main motivators for individuals to pay their infractions was the license suspension by Department of
Licensing and now that mechanism has been lifted. We are expecting our revenue numbers to continue to drop over
the resulting years as a result of these rulings.
2022 2023 Narrative Template.xlsx Page 2 of 4 9/7/2021
2020 - 2021 Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs 8.96 8.96 8.96
2020 2021 2022 2023
Actuals Expected Projected Projected
3742 2844 3500 3500
1094 341 500 600
399 314 400 400
4 3 5 6
year to date
8/31/2021
651 676 currently 650 650
Performance
Explanation
Probation Clients
Staffing
Explanation
STAFFING
PERFORMANCE INDICATORS
No. of Infraction Filings
No. of Criminal Filings
No. of Civil Filings
No. of Jury Trials
District Court and Adult Probation
See Attached Organizational chart for positions and names
Court Staff: 6.96 for each year
Probation Staff: 2 for each year
The general trend across Washington State for Law Enforcement agencies of performing more outreach and other forms of
community-based policing along with the fallout from the Blake ruling regarding felony drug possession will continue to cause our
filings to drop. Law Enforcement will be even more engaged on community restoration vs. punishment in the upcoming years than
ever before.
2022 2023 Narrative Template.xlsx Page 3 of 4 9/7/2021
2020 - 2021 Biennial Budget
One of the benefits of the COVID-19 pandemic on Jefferson County District Court was it forced us to quickly adapt to the new ways
of conducting court. The court moved to holding most hearings virtually via the Zoom platform and live streaming the hearings on
YouTube to allow the general public to still observe hearings and individuals in the court system to safely access court while their
cases are being adjudicated. We are looking forward to increasing our virtual footprint over the next two years by introducing e-
filing and e-documentation as goal as well as digitizing our paper files. Our probation staff have been using the virtual platform to
reach out and remain in contact with their clients virtually to ensure compliance and check in to offer support services during the
pandemic.
However, due to the pandemic and moving to this platform, staff have had a large increase in customer service contacts requiring
technical assistance to hold these hearings. It now takes two clerks to run the court sessions along with the Judge compared to just
one before we started using Zoom. During the session, it takes a second clerk outside of the courtroom to control and monitor the
virtual portion of our court sessions. They provide in session technical assistance to all participants to effectively utilize all of the
benefits the virtual platform has as well as gatekeeping and compliance with court rules.
Since the onset of the pandemic, District Court Staff have experienced a significant increase in the amount of technical assistance
requests received from community members. Due to the stay-at-home orders, we have seen escalation in conflicts between
neighbors, resulting in a significant increase in requests for anti-harassment orders between neighbors and how these are filed with
the court.
District Court Probation has remained steady in terms of numbers despite the reduction in case filings. As of this budget call,
District court has 676 active individuals on some type of supervision for the court, which follows our average over the last few
years. We are asking for the number of probation officers to remain as our workload has not decreased. Our officers have also
transitioned away from a purely compliance model of probation to more of an active case management model which includes
helping our probationers navigate the 'new normal' during the pandemic and providing assistance with resources, job searches,
education and other forms of public assistance to ensure that a probation has the means to successfully complete their terms and
conditions of probation.
2022 2023 Narrative Template.xlsx Page 4 of 4 9/7/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Requests
DC34122 341020 CIVIL FILING Revenue (5,000) (5,000) (5,000) (5,000)
DC34122 341027 ANTI-HARASSMENT Revenue (250) (250) (300) (300)
DC34122 341042 DC JUDICIAL STABILZATION SRCHG Revenue (1,800) (1,800) (1,855) (1,855)
DC34122 341100 CIVIL COSTS & ADJ 7/05 Revenue (1,825) (1,825) (1,000) (1,000)
DC34123 341033 CLJ APPEAL FILING FEE Revenue (225) (225) (150) (150)
DC34123 341035 FILING FEES Revenue - - - (50)
DC34123 341079 SC JUDICIAL STABILZATION SRCHG Revenue (25) (25) (26) (25)
DC34128 341028 3RD PARTY SMALL CLAIMS 7/05 Revenue (40) (40) (50) (50)
DC34128 341032 CIVIL TRANSCRIPTS - 7/05 Revenue (150) (150) (250) (300)
DC34128 341066 OTHER FEES - SMALL CLAIMS Revenue (1,100) (1,100) (250) (200)
DC34132 341043 DC-CIVIL FE - APP Revenue (50) (50) (52) (50)
DC34132 341072 RECORD SERVICES Revenue (5,760) (5,760) (3,500) (3,500)
DC34132 341093 WRITS & GARNISH FEES-7/05 Revenue (2,400) (2,400) (2,000) (1,500)
DC34133 341024 ADMIN FEE-NAME CHANGE Revenue (3,000) (3,000) (3,000) (3,000)
DC34133 341025 ADMIN FEE-WARRANT COST Revenue (1,000) (1,000) (400) (300)
DC34133 341026 ADMIN FEE-DEFERRED PROS Revenue (1,200) (1,200) (1,000) (1,000)
DC34133 341059 IT TIME PAY FEE (ITP)Revenue (750) (750) (500) (450)
DC34149 341064 CITY REIMB-JURY/WITNESS Revenue (1,500) (1,500) - -
DC34149 341073 REG SERV-COURTS-CITY OF PT Revenue (175,000) (175,000) (180,251) (175,000)
DC34162 341045 DC-MICROFILM/PHOTOCOPY CHARGES Revenue (750) (750) (500) (500)
DC34162 341101 LEGAL SERVICES PUBLIC DEF Revenue - - (500) -
DC34195 341060 LEGAL SERVICES PUBLIC DEF Revenue (750) (750) (250) (750)
DC34210 342022 DNA COLLECTOR ACCOUNT Revenue (50) (50) (52) (50)
DC34233 342010 ADULT PROBATION SERVICE Revenue (60,000) (60,000) (35,000) (35,000)
DC34233 342011 RECORD CHECK FEE Revenue (10,000) (10,000) (5,000) (5,000)
DC34233 342012 SENTENCE COMPL MONITOR FEE Revenue (20,000) (20,000) (15,000) (15,000)
DC34233 342029 ALTERNATIVE COMMUNITY SVC FEE Revenue (40) (40) - -
DC34236 342013 HOUSING, MONITORING PRISONERS Revenue (650) (650) (670) (650)
DC34236 342014 ELECTRONIC MONITORING - DUI Revenue (1,200) (1,200) (1,750) (2,500)
DC34237 342019 BOOKING FEES Revenue (500) (500) (516) (500)
DC34238 342028 PRE TRIAL SUPERV COST-CLJ Revenue - - - -
DC35230 352801 MANDATORY INS ADMIN COSTS Revenue (2,300) (2,300) (2,370) (2,350)
DC35240 352802 BOATING SAFETY INFRACTION Revenue (250) (250) (150) (200)
DC35310 353801 TRAFFIC INFRACTION NEW LAW Revenue (55,100) (55,100) (25,000) (26,000)
DC35310 353802 LEGISLATIVE ASSESS (LGA) DC Revenue (23,000) (23,000) (23,000) (23,000)
DC35310 353803 FINES-DISTRACTED DRVG PREV Revenue (50) (50) (100) (50)
DC35310 353804 SPDB 610 40<Revenue (300) (300) (300) (300)
DC35310 353806 DEFERRED FIN ADMIN Revenue (27,000) (27,000) (30,000) (30,000)
DC35310 353823 FINES AND FORFIETS Revenue (125,000) (125,000) (120,000) (120,000)
DC35370 353807 OTHER INFRACTIONS 9/03 Revenue (50) (50) - (54)
DC35370 353808 SMOKING TO 4/07 Revenue (100) (100) - -
DC35370 353809 OTHER INFRACTIONS Revenue (1,500) (1,500) (1,546) (1,500)
080 DISTRICT COURT
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Requests
DC35370 353810 NON-TRAFFIC FINES & FORFEITS Revenue (3,650) (3,650) (3,760) (3,700)
DC35400 353811 CIVIL PKG INFRCTN PENALTIES Revenue (150) (150) (250) (250)
DC35520 353812 DUI FINES Revenue (5,000) (5,000) (5,151) (5,150)
DC35520 353813 DUI - DP ACCOUNT FE (DUC)Revenue (1,750) (1,750) (750) (1,000)
DC35520 353814 CNV DE DUI Revenue (650) (650) (670) (700)
DC35520 353815 CRIMINAL TRAFFIC MISD FINES Revenue (600) (600) (619) (650)
DC35580 355001 CRIMINAL TRAFFIC MISD-08/03 Revenue (8,500) (8,500) (4,500) (4,500)
DC35580 355002 CRIM CONV FE CT Revenue (1,900) (1,900) (1,500) (1,500)
DC35690 356001 OTHER NON-TRAFFIC 08/03 Revenue (2,500) (2,500) (2,500) (2,500)
DC35690 356002 D/V PENALTY ASSESSMENT Revenue (400) (400) (400) (400)
DC35690 356003 CURRENT EXP Revenue (250) (250) (258) (250)
DC35732 357008 CRIMINAL WITNESS COSTS Revenue (440) (440) - -
DC35733 357009 PUBLIC DEFENSE COSTS Revenue (9,000) (9,000) (6,000) (6,000)
DC35737 357010 COST RECOUPMENTS Revenue (250) (250) (258) (250)
DC35737 357011 DEFERRED PROS ADMIN COST Revenue (8,000) (8,000) (8,200) (8,200)
DC36140 361101 INTEREST INCOME Revenue (4,000) (4,000) (4,000) (4,000)
DC36140 361103 DC CURRENT EXP INC Revenue (8,250) (8,250) (4,000) (4,000)
DC36991 369900 OVER / SHORT Revenue (50) (50) (52) (50)
DC36991 369902 NSF REVENUES Revenue (245) (245) (100) (100)
DC38689 386006 DISCOVER PASS VIOLATION Revenue - - (1,000) (1,000)
DC39700 397131 TR FM 131 Revenue (48,330) (48,330) (49,780) (50,000)
DC39700 397141 TR FROM TRIAL CT IMPROV Revenue (4,500) (4,500) (4,636) (4,500)
DC51240 100700 LONGEVITY Expense 3,200 3,200 1,800 1,800
DC51240 101000 SALARIES & WAGES Expense 494,341 494,341 492,074 493,715
DC51240 200000 PERSONNEL BENEFITS Expense 153,590 153,590 146,049 146,353
DC51240 310000 OFFICE AND OPERATING SUPPLIES Expense 5,000 5,000 5,250 5,700
DC51240 410114 JUDGE PRO TEM Expense 10,000 10,000 10,000 10,000
DC51240 410115 MENTAL HEALTH CT-CAS MGMT Expense 45,000 45,000 46,351 47,000
DC51240 410160 INTERPRETER Expense 4,500 4,500 4,742 5,100
DC51240 420100 POSTAGE Expense 2,500 2,500 2,000 2,000
DC51240 420500 INTERFUND COMMUNICATIONS Expense 1,550 1,550 1,000 1,000
DC51240 430000 TRAVEL Expense 4,000 4,000 4,000 4,000
DC51240 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 3,000 3,000 3,200 4,000
DC51240 490121 JURY FEES Expense 13,000 13,000 13,000 13,000
DC51240 490124 WITNESS FEES Expense 3,500 3,500 3,500 3,500
DC51240 490126 EVALUATION SERVICES Expense 9,500 9,500 11,550 12,413
DC51240 490200 PRINTING Expense 1,500 1,500 1,500 1,500
DC51240 490411 JURY SOFTWARE MAINT FEE Expense 2,500 2,500 2,600 2,700
DC51240 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,500 1,500 1,600 2,250
DC51592 410116 COURT APPOINTED ATTORNEY Expense 10,500 10,500 10,816 10,500
DC52330 101000 SALARIES & WAGES Expense 131,413 131,413 133,765 133,765
DC52330 200000 PERSONNEL BENEFITS Expense 48,289 48,289 46,658 46,658
080 DISTRICT COURT
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Requests
DC52330 310000 OFFICE AND OPERATING SUPPLIES Expense 650 650 670 700
DC52330 310061 ELECTRONIC MONITORING-DUI Expense 3,000 3,000 3,100 3,250
DC52330 490000 DUES, SUBSCRIPTIONS Expense 250 250 300 300
DC52330 490151 PROBATION CASE MGMT SUBSCRIPT Expense 2,000 2,000 2,000 2,100
DC52330 490200 PRINTING Expense 300 300 300 300
DC52330 490600 TRAINING, SEMINARS, SCHOOLS Expense 750 750 775 800
2021 Orig Budget Total 2021 Revised Budget Total 2022 Request Total 2023 Request Total
Revenue (638,080) (638,080) (559,672) (555,834)
Expense 955,333 955,333 948,600 954,404
Grand Total 317,253 317,253 388,928 398,570
080 DISTRICT COURT
2022 - 2023
BIENNIAL BUDGET
REQUEST
JUVENILE & FAMILY COURT
SERVICES
JUVENILE AND FAMILY COURT SERVICES
Organizational Chart -6.68 FTE's
,
Dependency and Civil
Programs
CASA/GAL, Family &Juvenile Court
Improvement Project, Becca Programs
(Truancy, At-Risk Youth, Child in Need
of Services), Finding Fa the rs, Parent for
Parent; Emancipation
Anne Dean, Dependency & Civil
Program Manager (1)
Kurt Munnich-Becca Counselor (.25)
Meagan Ryan -Family Program
Assistant ( .88)
Deyi Noltemeier, Juv. Court Clerk (.5)
2.63 FTE's
2022-2023
ADMINISTRATION
General Administration, Detention and Detention
Alternatives, Contracts and Grants
Barbara Carr, Administrator (1)
Carol Palmer, Fiscal & Grants (1)
Deyi Noltemeier, Juv. Court Clerk (.5)
2.5 FTE's
Youth Diversion and
Probation Programs
Diversion, Probation Case
Management and Supervision,
Evidence Based Programs,
Restorative Justice and Community
Service
Shannon Burns, Probation Lead (1)
Kurt Munnich,JPC 2 (.55)
1.55 FTE's
2022-2023 BIENNIAL BUDGET FUND/DEPARTMENT: JUVENILE AND FAMILY COURT
SERVICES
BUDGET/
PROGRAM Fund/Program
Description HCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2020 -2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
ZOZZ-23 Narrative Template
Key Funding Issue #1 -Filling of vacant juvenile probation counselor position.
Darrell Thomas left the Department in August of 2021. I do not have the immediate intent to fill this position based on overall reduction in referrals
as a result of COVID policies in schools, law enforcement etc. Darrell was a JPC II, Grade 33, Step 4/5 and worked a 40 hour week. I do not intend to
request this position be posted in 2022-23 unless Key Funding Issue 112 comes to pass. In the meantime, the programming responsibilities that Mr.
Thomas had for evidence based programming has been shifted to be performed by Proctor staff as we incorporate their current availability.
Key Funding Issue #2 -Legislature potentially extending juvenile jurisdiction to age 20.
Currently, the juvenile court has jurisdicion over individuals for criminal matters for individuals age 12 through 17. In legislative session 2021, a bill
was proposed that would modify juvenile jurisdiction to include the ages 13 through 19. Senator Darneille, the sponsoring senator, indicates that
she will bring forth this bill again. There was much support for this shift in policy, but some issues remained unresolved which resulted in the bill
dying last session. Until there is a clearer indication about what ages this department will ultimately serve, I plan to keep the JPC II position unfilled
so that I can plan to fill it after we know for certain what type of population we would be serving. NOTE: Passage of such legislation would impact
other entities such as jail, district court, superior court, prosecution, defense, etc. There would be a significant fiscal impact to the juvenile courts
which we would expect that legislature would address.
Key Funding Issue #3 -One Remaining JPC II position remains at 32 hours per week.
Kurt Munnich, JPC II, is requesting that his 32 hour week be considered less "trial" and more "permanent" I have indicated to him that I am willing to
keep his position at 32 hours per week as long as the probation caseload remains manageable for he and Ms. Burns (and myself as a backup). While
this, coupled with not replacing Darrell Thomas, puts the probation unit at fewer staff than I have seen during my tenure, we would plan to train our
Family Program Assistant to participate more fully in ARY cases, and train Mr. Munnich to replace Darrell in mediation and restorative justice
programs (Kurt previously served as our mediator but needs to be re-certified), as well as incorporate staff from Proctor House as much as possible
in the area of programming.
Key Funding Issue #4 -Broader allowance for case management and services in status cases.
Status cases are those that address behaviors that except for the age of the individual, would not be considered unlawful. Examples are running
away from home, failing to attend school, refusing to comply with civil court orders etc .. In cases such as truancies and at risk youth, the
involvement of the juvenile court staff has been expanded by proviso to include case management and associated services, if necessary. This
requires working with stakeholders to enhance our responses to these "less than criminal" situations that occur within schools and/or families.
Key Funding Issue #5 -Implementation of Parent for Parent Program
We have received funding for implementation of the Parent for Parent Program (see "Adds"). This program will fall into the responsibility bucket of
our civil and dependency division as it provides advocacy for parents at entry into the child welfare system. The lead coordinator for volunteer
parent allies must be a successful graduate of the child welfare system, having earned the return of his/her children.
Key Funding Issue #6 -Reduction in Detention Contract with Kitsap County
Based on trends in detention, I will be modifying my contract with Kitsap County to an "as-need" contract for detention beds instead of paying for 2
guaranteed beds whether they are filled or not. The cost of an "as-need" bed will be $125 per day. Additionally, all transportation responsibilities
will be shifted to Jefferson County for which details will need to be nailed down.
Key Funding Issue #7 -Positive Revenue in the Special Purpose Sales Tax
Positive revenue reflected in the Special Purpose Sales tax estimates that receipts for 2022 and 2023 could be in the neighborhood of $111,000 and
$120,000 respectively. These are numbers representing the percentage identified to support local juvenile justice programming.
Page 1 of 1 9/3/2021
2020 -2021 Biennial Budget
STAFFING
FTEs
Staffing
Explanation
2021 2022 �202� Current 1·. �__:
d Request � ,iile9uest � Bu get � _ --:-:" �
7.75 6.68 6.68
These staff numbers reflect NOT filling the vacant JPC position at this time (pending legislative decisions), and another JPC II remaining at a
32 hour week.
PERFORMANCE INDICATORS
Performance
Explanation
N/A --see Explanation
Budget years 2020 and 2021 were such outliers with regard to performance indicators,therefore I have not included any at this time. Most
traditional performance indicators that are tracked at the local and state level have been either intentionally disregarded for the purposes
of standard research and data collection, OR have shifted to an aggregated statewide inquiry of indicators specific to COVID-19 court
processing and detention holds. Any of that data is available upon request. If and when the court system begins to adequately recover
from the affects of the pandemic, more illuminating data will be shared. I can report that juvenile criminal court cases have declined
dramatically, as have detention holds. Additionally, with school effectively out of session since the spring of 2020, most behaviors involving
chronic absenteeism, potential abuse vicitimization, household violence, and peer relationship difficulties have remained unreported and as
such, invisible.
2022-23 Narrative Template Page 1 of 1 9/3/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
GENERAL FUND -Juvenile and Famil Court Services
FINANCIAL SUMMARY
Total Revenue
Add Total Revenue -Form A
Revised Total Revenue
Total Expenditures
Add Total Expenditures -Form A
Revised Total Expenditures
Net Total
2022 DEPT
REQUEST
293,927.00
14,000.00
307,927
1,235,058.00
14,000.00
1,249,058
(941,131)
2023 DEPT
REQUEST
I certify the D art ent Request entered into Munis along with the other required documents have been reviewed
and accur ely r ect fund's budget request for 2022-2023.
Sign ure of Elected Official / Department Head
Financial Assistance Form 2022
Da
Page 1 of 1 9/3/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Budget Year: 2022
Department: Juvenile & Family Ct Serv
Departmental Contact: Barbar
{
Caff Date '{_'t � 1,..( ---L'"-'-1,...=c....:..-----
Account # Account Description
REVENUES (if a1111licable}
001-110-JU34600 Parent for Parent
TOTAL REVENUES
EXPENDITURES
001-110-JU6700-101000 Clerk Hire
001-110-JU6700-200000 Benefits
001-110-JU6700-410000 Professional Services
001-110-JU6700-310000 Supplies
TOTAL EXPENDITURES
Base
Budget Add
14,000
14,000
9,833
2,000
2,167
4.167
NET REQUEST FROM GENERAL FUND (expenditures -revenues)
Revenue Adds for 2022
NET GF REQUEST (9,833)
One-time
Add
.
.
Who should use FORM A:
Gonotal F1111d Dep.grlments use this form if requesting an ongoing or one-time
increase to your Base Budget
Othar funds use this form if you are requesting an increase in the General
Fund Transfer to your department
Total Add
Request Brief Description of Request
14,000 The Parent for Parent program is funded by the Children's Home Society of
Washington and supports advocacy and assistance to parents involved . in the child welfare system This advocacy program is supported by a parent
ally coordinator and volunteer parent allies. The Coordinator position (clerk
hire) must be an individual who has lived experience as a parent in the child
welfare system .
.
14,000
9,833 Clerk Hire -Parent Ally Coordinator -10 hours per week
.
2,000
2,167
.
.
-
14,000
Page 1 of 1
® ' .
. '
9/3/2021
2 022 2023 s· • I d -1enma Bu get
FORM F I FINANCIAL ASSISTANCE FORM
Check here if no grants identified for next year's budget. r
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
FEDERAL OR ESTIMATED COUNTY G/L ACCOUNT PROGRAM TITLE STATE? REVENUES MATCH(*)
JU33401.334004 Juvenile & Family Ct Improvement Plan State 14,420
JU33404.334006 CASA-GAL STATE 41,530
JU33404.334007 BECCA STATE 23,471
JU33404.334008 CJS BLOCK GRANT STATE 121,626
JU33404.334021 SSODA STATE 11,218
JU33404.334009 EXPANSION BASED PROGRAM -EBP STATE 36,603
JU33404.334010 DCYF CONSULTING STATE 30,194
JU33404.334028 JUVENILE SERVICE FEES 100
JU34630.346001 ALCOHOLISM/DRUG ABUSE FEES/CHARGES 55
JU36700.367003 DONATION -GAL PROGRAM 200
JU36990.369910 OTHER MISC REVENUE 100
XFER IN FUND 131 14,410
JU56700 Add Request 2022 Parent for Parent
Special Purpose Sales Tax Estimate
TOTAL ALL GRANTS 293,927 -
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
Financial Assistance Form 2022 Page 1 of 1
\ ...
,"-· "" •s_yl/ NU'\V
--
NOTE
$14,000
$111,000
9/3/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
GENERAL FUND -Juvenile and Famil Court Services
FINANCIAL SUMMARY
Total Revenue
Add Total Revenue -Form A
Revised Total Revenue
Total Expenditures
Add Total Expenditures -Form A
Revised Total Expenditures
Net Total
2022 DEPT
REQUEST
2023 DEPT
REQUEST
292,904.00
14,000.00
306,904
1,245,673.00
14,000.00
1,259,673
(952,769)
certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately re c my fund's budget request for 2022-2023.
Signature
Financial Assistance Form 2023 Page 1 of 1
FORM A: GENERAL FUND ADD REQUEST FORM
2023
Juvenile Family Ct Serv
Batbara/Carr/
QJ/(1/'7,..(
Account Account Description
REVENUES (if aQQlicable}
TOTAL REVENUES
EXPENDITURES
TOTAL EXPENDITURES
Base
Budget Add
14,000
9,833
4,167
NET REQUEST FROM GENERAL FUND
Revenue Adds for 2023
NET GF REQUEST (9,833)
One-time
Add
GcmeraJ Fund Dcpartmcnls use this form if requesting an ongoing or one-lime
increase to your Base Budget
Other Funds use this form if you are requesting an increase in the General
Fund Transfer to your department.
Total Add
Request Brief Description of Request
14,000
9,833
14,000
9/3/2021
2022-2023 Biennial Budget
FORM F FINANCIAL ASSISTANCE FORM
Check here if no grants identified for next year's budget.
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
FEDERAL OR ESTIMATED COUNTY G/L ACCOUNT PROGRAM TITLE STATE? REVENUES MATCH(*)
JU33401.334004 Juvenile & Family Ct Improvement Plan State 14,420
JU33404.334006 CASA-GAL STATE 41,530
JU33404.334007 BECCA STATE 23,471
JU33404.334008 CJS BLOCK GRANT STATE 120,624
JU33404.334021 SSODA STATE 11,197
JU33404.334009 EXPANSION BASED PROGRAM -EBP STATE 36,603
JU33404.334010 DCYF CONSULTING STATE 30,194
JU33404.334028 JUVENILE SERVICE FEES 100
JU34630.346001 ALCOHOLISM/DRUG ABUSE FEES/CHARGES 55
JU36700.367003 DONATION -GAL PROGRAM 200
JU36990.369910 OTHER MISC REVENUE 100
XFER IN FUND 131 14,410
Add Request in 2022 Parent for Parent
Special Purpose Sales Tax Estimate
TOTAL ALL GRANTS 292,904
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
Financial Assistance Form 2023 Page 1 of 1
NOTE
$14,000
$120,000
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
JU33401 334004 JUV & FMLY CT IMPRVMNT PLAN Revenue (14,420) (14,420) (14,420) (14,420)
JU33404 334006 CASA - GAL Revenue (41,530) (41,530) (41,530) (41,530)
JU33404 334007 BECCA Revenue (23,471) (23,471) (23,471) (23,471)
JU33404 334008 CJS GRANT Revenue (114,517) (114,517) (121,626) (120,624)
JU33404 334009 EB EXPANSION Revenue (38,604) (38,604) (36,603) (36,603)
JU33404 334010 DCYF CONSULTING Revenue (25,280) (25,280) (30,194) (30,194)
JU33404 334021 SSODA Revenue (12,153) (12,153) (11,218) (11,197)
JU34270 342021 JUVENILE SERVICE FEES Revenue - (100) (100) (100)
JU34630 346001 ALCOHOL/DRUG ABUS FEES/CHGS Revenue (55) (55) (55) (55)
JU36700 367003 DONATION - GAL PROGRAM Revenue (200) (200) (200) (200)
JU36990 369910 OTHER MISC REVENUE Revenue (100) (100) (100) (100)
JU39700 397131 TR IN SUB ABUS-SPT Revenue (11,500) (11,500) (14,410) (14,410)
JU52710 100700 LONGEVITY Expense 7,600 7,600 7,600 7,600
JU52710 101000 SALARIES & WAGES Expense 488,711 488,711 480,910 482,924
JU52710 200000 PERSONNEL BENEFITS Expense 186,993 186,993 171,666 172,039
JU52710 200310 INDUSTRIAL INS-COMM SERVICE Expense 50 50 52 54
JU52710 200320 INDUSTRIAL INS-GAL Expense 300 300 310 320
JU52710 310000 OFFICE AND OPERATING SUPPLIES Expense 8,000 8,000 8,000 8,200
JU52710 310060 SUPPLIES - GAL Expense 3,500 3,500 3,500 3,600
JU52710 310073 WORK CREW SUPPLIES Expense 200 200 200 200
JU52710 310086 PROCTOR HOME/CJAA Expense 35,000 35,000 35,000 35,000
JU52710 310130 BEC SUPPORT Expense 2,500 2,500 2,500 2,654
JU52710 410117 TRANS COORD-CONTRACT JJAA001 Expense 17,000 17,000 15,000 15,000
JU52710 410118 EVALUATION Expense 1,430 1,430 1,500 2,000
JU52710 410119 FFT THERAPIST Expense 50,000 50,000 50,000 50,000
JU52710 410120 CJS CNTRCTS-PROF SVCS Expense 5,000 5,000 5,100 5,100
JU52710 410121 CJS SSODA PROJECT Expense 9,000 9,000 9,000 9,000
JU52710 410122 TUTORIAL/OTHER BECCA SERVICES Expense 10,000 10,000 10,000 10,000
JU52710 410123 DRUG & ALCOHOL SOCIAL SVCS Expense 2,500 2,500 2,500 2,500
JU52710 410170 FAMILY COURT SERVICES-GAL Expense 4,000 4,000 3,000 3,000
JU52710 410171 JFCI CASE COORDINATOR Expense 100 100 100 108
JU52710 410172 DIVERSION COUNSEL & COS WKSHP Expense 9,000 9,000 4,000 4,000
JU52710 420025 VEHICLES Expense 2,160 2,160 2,160 2,160
JU52710 420027 VAN SUPPORT Expense 3,000 3,000 3,000 3,200
JU52710 420100 POSTAGE Expense 500 500 500 532
JU52710 420105 POSTAGE-GAL Expense 500 500 500 532
110 JUVENILE & FAMILY COURT
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
JU52710 420500 INTERFUND COMMUNICATIONS Expense 4,500 4,500 4,500 4,500
JU52710 430000 TRAVEL Expense 11,500 11,500 11,500 11,500
JU52710 430102 TRAVEL-DIVERSION & COS Expense 550 550 550 550
JU52710 430106 JFCI TRAINING Expense 300 300 400 400
JU52710 440000 ADVERTISING Expense 125 125 125 150
JU52710 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 2,000 2,000 2,000 2,200
JU52710 490103 DUES, SUBS, MEMBERSHIPS-GAL Expense 2,000 2,000 2,000 2,123
JU52710 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,500 1,500 1,500 1,550
JU52710 589400 DEPOSIT TO GAL-KITSAP BANK Expense 200 200 200 214
JU52760 410128 OFFNDR DETENTION NO-CONTRACT Expense 8,750 8,750 9,013 8,000
JU52760 410129 CONTRACT WITH KITSAP CTY Expense 77,218 77,218 54,535 55,000
JU52760 410131 WASPC Expense 1,000 1,000 1,031 1,062
JU52760 410135 PROCTOR HOME FACILITIES Expense 219,000 219,000 230,574 232,989
JU52760 450103 ALT DETENTION LEASE/RESPITE Expense 72,000 72,000 101,032 105,712
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (281,830) (281,930) (293,927) (292,904)
Expense 1,247,687 1,247,687 1,235,058 1,245,673
Grand Total 965,857 965,757 941,131 952,769
110 JUVENILE & FAMILY COURT
2022 - 2023
BIENNIAL BUDGET
REQUEST
Prosecuting Attorney
Coroner
Crime Victims
Jefferson County PAO Organizational Chart (2021)
Juvenile/Felony
Prosecuting Attorney
/ DPA II
Anna Phillips
District Court
Prosecuting Attorney
/ DPA I -II
Melissa Pleimann
Felony Prosecuting
Attorney/DPA III
Tuppence Macintyre
Civil Lead Legal
Assistant
Laura Mikelson Juvenile/
Discovery Paralegal
Dustin Willis
Civil/Child Support
Prosecuting Attorney
Barbara Ehrlichman
Lead Legal
Assistant/Child
Support Officer
Lysa Phillis
Chief Criminal Deputy
Prosecuting Attorney
Chris Ashcraft
Coroner & Appeals Office Manager
Prosecuting
Attorney/Coroner
James Kennedy
Victim/Witness
Coordinator
Amanda Hamilton
Felony Paralegal
Candace Drollinger
District Court
Legal Assistant
Sarah Martin
Chief Civil Deputy
Prosecuting Attorney
Philip C. Hunsucker
Version: 30AUG2021
2022 - 2023
BIENNIAL BUDGET
REQUEST
Prosecuting Attorney
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Prosecuting Attorney’s Office/001-150-000
MISSION:We are the law office for Jefferson County, dedicated to the service of justice and the protection of the County and all its citizens.
HOW WE FULFILL OUR MISSION:The PAO’s major functions are:
Justly prosecuting felony and misdemeanor crimes necessary to protect our citizens (including investigation, charging, evidentiary motions, trials, and appeals);
Building inter-agency cooperation with local service providers including law enforcement, victim advocacy, as well as physical, mental, and behavioral health;
Representing the Juvenile Services Department in Court to protect the future of our children;
Representing the County in Drug Court and Behaviorial Health Court to reduce criminal activity and promote the health and safety of citizens;
Collecting money on behalf of children of families not being financially supported to provide financial support;
Protecting victims and witnesses from the devastating results of criminal behavior;
Assisting designated crisis responders in processing petitions and trying cases pursuant to the Involuntary Treatment Act;
Representing or providing legal oversight for every civil claim or lawsuit filed against the County, an elected official or an employee; and,
Providing legal services to every department of the County on a wide range of subjects to minimize the County’s risk and enhance government services.
GOALS FOR FY2022-3
Provide and maintain the ongoing high levels of legal representation the taxpayers of Jefferson County are entitled to.
Retain educated, motivated and dedicated employees necessary to fulfill all the PAO’s major functions.
Prioritize training opportunities for office employees to enhance the services and capabilities of the office.
Reduce risk to the County by providing outstanding legal services in all the PAO’s major functions.
Support and facilitate the goals of other county departments within the framework of the services provided by the prosecuting attorneys office.
OBJECTIVES FOR FY2022-3
Focus on specialized training in areas of sex crimes, domestic violence, and traffic crimes to target the most serious crimes affli cting the county.
Assist law enforcement in navigating changing practices and statutory requirements
Increase the level of support for County code enforcement violations
Resolve ongoing matters involving protracted civil litigation
Maintain high level of child support enforcement activity
FUND/DEPARTMENT:PROSECUTING ATTORNEY 150
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
Divisions: There are three divisions within the Prosecuting Attorney’s Office (PAO), the Criminal Division (which includes Child Support
Enforcement), the Civil Division, and the Coroner Division. The lawyers and staff in all the divisions are essential to county operations. In all the
divisions, deputy prosecuting attorneys (DPAs) regularly provide legal advice that minimizes legal liability of the county. All DPAs serve as deputy
coroners, in addition to DPAs.
Criminal Division:
Criminal DPAs work cases from investigations, through conviction and appeal.
Criminal DPAs are constantly conducting in depth research into existing law trends in the law so that they are prepared to give legal advice on
criminal matters or use of force at any time. Research includes annually reviewing the hundreds of legal opinions that are issued by the Supreme
Court and Court of Appeals. Research also includes preparing motions for trials which can take anywhere from minutes to days to prepare,
depending the complexity of the issue involved. Research is conducted in response to motions to suppress evidence and motions to dismiss a
case. A “simple” responsive motion takes approximately eight hours to prepare, whereas a more complex motion can take weeks to respond to if
it requires intensive research and interviews with witnesses or subject matter experts.
Criminal DPAs work with law enforcement to develop quality cases and to limit county liability.
Prior to charging Criminal DPAs regularly take phone calls at all hours of the day and night, working with law enforcement to determine the best
course of action to take during the initial stages of an investigation. Prosecutors work closely with law enforcement on investigations, give advice
on potential investigative strategies, review and approve warrants to search for evidence, and assist in locating witnesses and then developing the
most appropriate strategy for conducting an interview.
Criminal DPA review hundreds of cases a year to determine if charges should be filed and to develop a prosecution strategy. Once reports are
referred to the office, Criminal DPAs review cases for charging, appear at defendants initial appearances to recommend conditions of release, no-
contact orders, and pretrial supervision that are all intended to both protect the public, rehabilitate defendants, and ensure defendants appear at
their subsequent hearings. If charges are not filed Criminal DPAs work with the victim advocate to notify any victims of the result. If charges are
filed DPAs work with the victim advocate to ensure victims have input into their cases and understand the long, slow steps involved in a criminal
case.
Once a case is charged Criminal DPAs, negotiate offers with defense attorneys in order to settle case before trial and efficiently use limited court
resources. DPAs work with mental health professionals and substance abuse professionals to determine which defendants are appropriate for
therapeutic courts. When a defendant enters a therapeutic court, DPAs work with a team of professionals to monitor the defendants and make sure
that they get the treatment, education, and other resources they need to become contributing members to our community, or at the minimum learn
to manage their behavior such that they have less contact with law enforcement. When negotiations are not successful, DPAs take cases to trial.
Trials are a team effort that involve the DPA coordinating the efforts of legal assistants, law enforcement, and the victim advocate. A “short” two-day
trial takes approximately forty hours of preparation that involves preparing pre-trial motions, determining the admissibility of evidence, interviewing
witnesses, working with witnesses availability, preparing jury instructions, preparing a strategy for the case, reviewing relevant rules of evidence, and
preparing questions for each witness. A longer trial can last weeks and in these cases a DPA will typically work 60+ hours a week for the month
leading up to the trial and 16 hour days during the trial.
At trial DPAs are put under steady pressure. They conduct jury selection which is talking to potential jurors for what is usually less than a minute in
order to determine if that person can be fair to both parties. The DPA makes an opening argument then proceeds to put on witnesses and present
evidence that supports their argument. Throughout this process DPAs must immediately, frequently without any notice, respond to evidentiary
22 23 PAO Budget 150 Page 1 of 2 9/17/2021
2022 - 2023 Biennial Budget
SUMMARY Key FundingService Issues
evidence that supports their argument. Throughout this process DPAs must immediately, frequently without any notice, respond to evidentiary
objections made by opposing counsel. In many of these instances the objection is entirely frivolous and has no basis in the facts or the law, but the
DPA must promptly make a cogent and convincing response in order to ensure the jury receives all relevant evidence. Once the DPA presents the
State’s case, they must then respond to the defense case which typically involves responding to surprise evidence that the defense was not obligated
to turn over to the State prior to the trial.
Upon a finding of guilt, the process is not over as Criminal DPAs work with victims, victim advocates, and law enforcement to determine an
appropriate sentence for the defendant under the law. If probation is ordered, DPAs remain involved with the case and work with the courts and
probation officers to monitor defendants in order to rehabilitate the defendant and otherwise enforce the conditions of their judgment and sentence
such as the payment of restitution. Simultaneously prosecutors will defend the convictions as they are appealed to superior court, the court of
appeals, and the Washington Supreme Court.
Criminal DPAs work with community members and chemical dependency and mental health providers on subjects related to crime and crime
prevention. Criminal DPAs are involved with the 1/10th of 1% fund, the Organized Response to Child Abuse (ORCA), Juvenile Offender Intervention
Network (JOIN), and are working with community members to research the establishment of a local Children's Advocacy Center (CAC).
Civil Division:
The Civil Division is responsible for handling the all of the legal aspects of all civil litigation, legislation, and transactions of the county. In addition, the
Civil Division handles child support enforcement, extreme risk protection orders, firearms rights restorations, and involuntary treatment act petitions.
The Civil Division provides advice and legal opinions on a wide range of issues, the bulk of which involve compliance with state law and county code,
contracts, elections, land use, legislation, open public meetings public records requests, public health, and risk management.
The Civil Division works with colleagues in various county departments, including the auditor, the assessor, the Board of County Commissioners,
central services, the county administrator, human resources, public records, risk management, the sheriff, and the treasurer. The Civil Division teaches
the rule of law to the Board of County Commissioners, the county administrator, department heads, elected officials, key county employees, and the
public. The Chief Civil DPA is essentially the general counsel for the county.
22 23 PAO Budget 150 Page 2 of 2 9/17/2021
SUMMARY
(Cont)
SUMMARY
(Cont)>Complex civil litigation, including the D’Amico cases that were concluded this year, the Opioid Litigation, and the litigation related to the State
Supreme Court’s Blake decision;
>Significant legislation, including the Comp Plan update, and the Critical Areas Ordinance update;
>Major projects for DCD, including the Pleasant Harbor Master Planned Resort, the Discovery Bay Golf Course Plat approval and SEPA appeal, the
Sidewalk Labs project;
>Re-starting code compliance (including preparing a Hearing Examiner Ordinance and a Code Compliance Ordinance);
>The Hadlock Sewer project;
>Revisions to the Personnel Administration Manual;
>Multiple COVID-19 related projects, including health officer orders, and Board of County Commissioners’ resolutions. This list also provides good
examples for the types of big projects in which the Civil Division is routinely asked to participate. A number of projects the Civil Division is involved in
are “drop everything” projects, including most COVID-19 projects and all extreme risk protection orders, and all involuntary treatment act petitions.
The “drop everything” projects can take hours, days and weeks, in some instances.
By County resolution, the Chief Civil DPA is required by county resolution to serve as the county’s alternative director for the Washington
Counties Risk Pool. The Chief Civil DPA is the legal advisor to the county risk committee. The Chief Civil DPA also has served as a member of the
County Canvassing Board.
The Civil Division includes one chief, one civil deputy, and outside counsel. The Civil Division shares two legal professionals with the
administrative functions of the Prosecuting Attorney’s Office and the Coroner’s Office. Outside counsel are supervised by the Chief Civil DPA. A
second civil DPA was added in March 2019 after the Board of County Commissioners recognized that one DPA could not cover all the duties of
the Civil Division. After the second civil DPA was added, the duties of the Civil Division were increased to include child support enforcement,
extreme risk protection orders, and firearms rights restorations. These additional duties consume a large volume of time and directly protect
the community. The Civil Division’s responsibilities have a very wide scope that requires diverse legal knowledge that cannot easily be obtained
in small civil law office. So, we greatly appreciate the support of the Board of County Commissioners in funding another experienced civil DPA.
Necessary Compensation: Maintaining or increasing current staffing levels and compensation packages is critical to maintaining a high level of
professionalism and morale which, in turn, helps maintain the quality of work performed by both the Civil and Criminal divisions.
The Prosecuting Attorney's Office has two excellent employees who are eligible for promotion: Lysa Phillis and Laura Mikelson. The Prosecuting
Attorney's Office recommends that both employees be promoted to Senior Legal Assistant - UFCW Grade 27. Ms. Mikelson is 1 FTE as a Legal
Assistant and would remain 1 FTE as a Senior Legal Assistant while Lysa Phyllis is a 0.2 FTE Legal Assistant and would remain a 0.2 FTE as a Senior
Legal Assistant.
Training is still a primary focus of the Prosecuting Attorney's Office. We are hopeful that major in-person training events will resume of the next
biennium.
2022 - 2023 Biennial Budget
2021 2021 2022 2023
Request Current
Budget Request Request
FTEs 12.75 12.75 12.75 12.75
2021 2022 2022
Expected Projected Projected
Performance
Explanation
Staffing
Explanation
STAFFING
PERFORMANCE INDICATORS
22 23 PAO Budget 150 Page 1 of 1 9/17/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
PA33400 334002 1/2 COUNTY PROS ATTY SALARY Revenue (83,864) (83,864) (86,380) (88,972)
PA33404 334011 DSHS-SUPP ENFRCMNT CONTRACT Revenue (62,000) (62,000) (63,861) (65,777)
PA34181 341048 DUPLICATING COPIES Revenue (55) (55) (57) (59)
PA34195 341061 LEGAL SVC AGR-CITY OF PT Revenue (73,543) (73,543) (75,750) (78,023)
PA39700 397135 TR FROM JEFFCO DRUG Revenue (16,789) (16,789) (17,293) (17,812)
PA51530 100700 LONGEVITY Expense 10,000 10,000 10,000 10,000
PA51530 101000 SALARIES & WAGES Expense 918,813 962,006 878,793 888,909
PA51530 200000 PERSONNEL BENEFITS Expense 316,240 335,542 273,956 275,832
PA51530 310000 OFFICE AND OPERATING SUPPLIES Expense 9,715 9,715 10,007 10,308
PA51530 420100 POSTAGE Expense 1,189 1,189 1,225 1,262
PA51530 420500 INTERFUND COMMUNICATIONS Expense 38 38 40 42
PA51530 430000 TRAVEL Expense 5,201 5,201 5,358 5,519
PA51530 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 16,890 16,890 17,397 17,919
PA51530 490130 TRIAL RELATED EXPENSES Expense 10,575 35,475 10,893 11,220
PA51530 490600 TRAINING, SEMINARS, SCHOOLS Expense 4,594 4,594 4,732 4,874
PA51580 101000 SALARIES & WAGES Expense 39,037 39,037 43,098 43,098
PA51580 200000 PERSONNEL BENEFITS Expense 18,208 18,208 18,018 18,018
PA51580 410137 SL LGL SVS SUPPORT ENF Expense 1,307 1,307 1,347 1,388
PA51580 430000 TRAVEL Expense 832 832 857 883
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (236,251) (236,251) (243,341) (250,643)
Expense 1,352,639 1,440,034 1,275,721 1,289,272
Grand Total 1,116,388 1,203,783 1,032,380 1,038,629
2022 - 2023
BIENNIAL BUDGET
REQUEST
Coroner
BUDGET /
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Coroner/001-151-000
We determine the manner and cause of death for cases that fall within the Coroner's Jurisdiction in Jefferson County.
1. To determine the cause and manner of death for those deaths identified as reportable to the County Coroner as accurately as possible.
2. To identify possible epidemiological trends which might threaten the health of Jefferson County residents and visitors.
3. Increase data entry and access to Statewide reporting systems e.g. MDI-LOG
1. Arrange for the performance of autopsies and toxicological analyses to most accurately determine the cause and manner of death in reportable
cases.
2. Consult with primary care physicians to best determine the cause of death in reportable deaths without incurring cost to the county for an autopsy
when possible.
3. Notify appropriate public safety officials of any epidemiological events or trends, if they should occur within the county.
CORONER 151
SUMMARY
Key Funding
Service
Issues
Pursuant to RCW 36.16.030, the Prosecuting Attorney is the ex officio coroner in Jefferson County because its population is less than 40,000.
Every deputy prosecuting attorney in Jefferson County serve as deputy coroners. Prosecuting attorneys need training to do death
investigations The Washington Association of Coroners and Medical Examiners (WACME) is attempting to provide low cost trainings
throughout the state. Attendance at these trainings will greatly enhance the abilities of the Coroner and deputies to provide meaningful
assistance at death investigations.
Coroner Division: The Coroner Division is managed by the Prosecuting Attorney, along with one lead legal assistant. However, all DPAs rotate
as deputy coroners, on-call 24 hours a day, 7 days a week. The job of the coroner’s division is difficult because it involves dealing with law
enforcement, medical and funeral home personnel, and relatives or friends of people who have just died. Whether for a plane or vehicle crash,
a suicide, an overdose, or a homicide, no coroner call is a pleasant break in the day.
It has been reported that there is a state-wide and indeed a nation-wide shortage of forensic pathologists who are available to perform
autopsies. It is this office's understanding that this shortage is so accute that there is no pathologist availble for many Eastern Washington
Counties. As a result many rely on the King County Medical Examiner's Office for examinations, however, the shortage has affected King
County as well. This week all coroner offices were informed that King County would only accept 5 out of county autopsies per week.
It is in this light that maintaining the inter-local agreement that was entered into with Kitsap County remains important. Jefferson County pays
Kitsap County $1,500 per autopsy without a limit on number of cases submitted. Jefferson County entered in to an Interlocal Agreement with
the Kitsap County Coroner's office in 2020 after Kitsap County finalized hiring it's own forensic pathologist. Previosuly the county contracted
with an array of differently forencis pathologists, most of whom charged over $1600 per autopsy. It is difficult to predict how many we need
performed each year, in 2019 we had 19 autopsies performed, 23 in 2020, and so far this year we have 13. To reduce to the possibility of going
over budget, the Coroner's Office Requests an amount of money to allow for 25 autopsies to be performed each year at the current rate of
expense or $37,500.
22 23 Coroner Budget 151 Page 2 of 3 9/17/2021
2020 2021 2021 2022 2023
Actual Actual
Current
Budget Request Request
FTEs
2020 2021 2021 2022 2023
Actual Actual Expected Projected Projected
86 103 90 93 93
28 33 18 26 26
158 168 160 163 163
0 0 0
Staffing
Explanation
STAFFING
PERFORMANCE
INDICATORS
Performance
Explanation
Number of deaths referred to the Coroner
Number of autopsies performed by Coroner order
Expected deaths reported to Coroner by Hospice
Number of possible epidimiology threats reported
22 23 Coroner Budget 151 Page 3 of 3 9/17/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
CR33606 336004 AUTOPSY COST REIMB Revenue (25,348) (25,348) (26,109) (26,893)
CR55130 410151 INDIGENT BURIAL SERVICES Expense 2,383 2,383 2,455 2,529
CR56320 310311 OPERATING SUPPLIES Expense 927 927 955 984
CR56320 410108 AUTOPSIES Expense 22,628 22,628 23,307 24,007
CR56320 410110 KOSEC FUNERAL HOME Expense 12,730 12,730 13,112 13,506
CR56320 420300 CELL PHONE/PAGER Expense 1,927 1,927 1,985 2,045
CR56320 430000 TRAVEL Expense 1,273 1,273 1,312 1,352
CR56320 450585 HEALTH DEPT - VACCINES Expense 7 7 8 9
CR56320 490000 DUES, SUBSCRIPTIONS Expense 2,103 2,103 2,167 2,233
CR56320 490600 TRAINING Expense 478 478 493 508
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (25,348) (25,348) (26,109) (26,893)
Expense 44,456 44,456 45,794 47,173
Grand Total 19,108 19,108 19,685 20,280
2022 - 2023
BIENNIAL BUDGET
REQUEST
Crime Victims Services
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Crime Victims Services/ There shall be a reasonable effort to ensure that victims, survivors of victims, and witnesses of crimes have the rights outlined in RCW
7.69.030.
Restore victims' sense of safety, dignity and self-determination by providing information, system-based advocacy and resources to victims and witnesses of crimes.
Assist and support victims in becoming informed and empowered participantsin the criminal justice process through collaboration with law enforcement, social services
and related agencies in the community.
FUND/DEPARTMENT: 120 / Crime Victims
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
The current budget allows the PAO to maintain an adequate level of service.
22 23 CVW Budget Fund 120 Page 2 of 3 9/17/2021
2020 - 2021 Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs 1.20 1.20 1.20
2021 2022 2023
Actual Projected Projected
115 115 115
6 10 10
76 80 80
117 120 120
Performance
Explanation
Staffing
Explanation
STAFFING
Reported DV, SA - Adult victims
PERFORMANCE INDICATORS
DV, SA - Minor victims
Other violent crimes - assault, robbery,
vehicular assault, attempted homicideNon violent crimes - identity theft, property
damage
1 full time Victim Witness Coordinator and .2 Legal Assistant
Superior Court and District Court combined
22 23 CVW Budget Fund 120 Page 3 of 3 9/17/2021
94,79378,42378,423 5,607
ORG OBJECT DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12033316 333122 STOP GRANT #1 Revenue (15,616) (15,616) (15,617) (15,616)
12033316 333165 VICT/WIT ASSISTANCE (FED)Revenue - - (35,835) -
12033404 334028 VICTIM WITNESS ASST GRANT Revenue (65,927) (65,927) (30,091) (65,927)
12034198 341039 CRIME VICTIM - CITY OF PT Revenue - - (250) -
12034198 341044 DC-COUNTY CRIM VICTIM FEE Revenue - - (3,000) -
12034198 341082 SC-COUNTY CRIM VICTIMS Revenue - - (10,000) -
12051570 101000 SALARIES & WAGES Expense 80,325 80,325 80,326 80,325
12051570 200000 PERSONNEL BENEFITS Expense 33,143 33,143 33,144 33,143
12051570 310000 OFFICE AND OPERATING SUPPLIES Expense 157 157 158 157
12051570 420100 POSTAGE Expense 462 462 463 462
12051570 420200 PAGING SERVICES Expense 174 174 175 174
12051570 430000 TRAVEL Expense 6,010 6,010 6,011 6,010
12051570 490100 DUES & SUBSCRIPTIONS Expense 632 632 633 632
12051570 490130 TRIAL RELATED EXPENSES Expense 31,827 31,827 31,828 31,827
12051570 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,629 1,629 1,630 1,629
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (81,543) (81,543) (94,793) (81,543)
Expense 154,359 154,359 154,368 154,359
Grand Total 72,816 72,816 59,575 72,816
120 CRIME VICTIM SERVICES
2022 - 2023
BIENNIAL BUDGET
REQUEST
Sheriff
Boating Safety
JC Inmate Commissary
JEFFERSON COUNTY SHERIFF’S OFFICE ORGANIZATION 8/2021
Sheriff
Joe Nole
Office Manager /
Confidential Secretary
Kari Binns
Records Officer
Lynn Chesterfield
Records Officer
Melissa Graff
Records Officer
Marcie Lammers
Clerk Hire
Carolyn Marquette
Superintendent of
Corrections
David Fortino
Corrections
Sergeant
Troy Phillis
Corrections Officer
Vacant
Corrections Officer
Ron Hough
Corrections Officer
Bruce Turner
Corrections
Sergeant
Steven Feingold
Corrections Officer
Roderick Macon
Corrections Officer
Sarah Avery
Corrections Officer
Vacant
Corrections
Sergeant
James Webberley
Corrections Officer
Vacant
Corrections Officer
Vacant
Corrections Officer
Justin Maher
Corrections
Sergeant
Brayden Goodier
Corrections Officer
Vacant
Corrections Officer
Cory Brown
Corrections Officer
Matthew Shelton
Undersheriff
Andy
Pernsteiner
Detectives &
West End
Detective Sergeant
Brett Anglin
Detective
Art Frank
Detective
Derek Allen
Deputy
Joe Pursley
Deputy
Gene Hoagland
Clerk Hire
Bob Rewitzer
Patrol
Captain
Ben Stamper
Deputy
Brian Anderson
Deputy
Chad Wheeler
Deputy
Alan Jorgensen
Sergeant
Brandon Przygocki
Deputy
Adam Newman
Deputy
Darrin Dotson
Deputy
Vacant
Sergeant
Ryan Menday
Deputy
Gordon Tamura
Deputy
Kyle Pernsteiner
Deputy
Kolby Schreier
Deputy
Dean Murray
Sergeant
Shane
Stevenson
Deputy
Jason Avery
Deputy
Chandler Knight
Deputy
Brian Peterson
Animal Control
Erik Allen
Chief Civil Deputy
Jennifer Moore
Security
Officer/Bailiff
Bill Wells
Security
Officer/Bailiff
Ashley Moore
Clerk Hire Security
Alex Mintz
Clerk Hire Admin
Rebecca Turner
2022 - 2023
BIENNIAL BUDGET
REQUEST
SHERIFF
2022-2023 BIENNIAL BUDGET SHERIFF 180
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
The sheriff is the chief executive officer and conservator of the peace of the county. In the execution of his or her office, he or she and his or her
deputies:
(1)Shall arrest and commit to prison all persons who break the peace, or attempt to break it, and all persons guilty of public offenses;
(2)Shall defend the county against those who, by riot or otherwise, endanger the public peace or safety;
(3) Shall execute the process and orders of the courts of justice or judicial officers, when delivered for that purpose, according to law;
(4)Shall execute all warrants delivered for that purpose by other public officers, according to the provisions of particular statutes;
(5)Shall attend the sessions of the courts of record held within the county, and obey their lawful orders or directions;
(6)Shall keep and preserve the peace in their respective counties, and quiet and suppress all affrays, riots, unlawful assemblies and insurrections, for
which purpose, and for the service of process in civil or criminal cases, and in apprehending or securing any person for felony or breach of the peace,
they may call to their aid such persons, or power of their county as they may deem necessary.
(RCW 36.28.010)
"The Jefferson County Sheriff's Office, in collaboration with our community, is committed to promoting an exceptional quality of life by helping those
in need, preserving the peace, and proactively reducing crime through vigilance, professionalism, and fairness."
1.Continuing ongoing crisis and use of force training for all Deputies
2.Work with Mental Health Navigator to assist with mental health related calls
3. Foster solutions to crime by proactive rather than reactive measures
4.Implement a responsible bodycam program for patrol deputies
5.Compliance with the recent Washington State legislation pertaining to law enforcement
6.Continued Medicated Assisted Treatment in the Jail
7.Continued Residential Substance Abuse Treatment in the jail
8.Continued navigtion through the COVID-19 pandemic and all of its various challenges
9.Maintain a reliable workforce of competent, well trained, compassionate, professional individuals
10.Continual learning and provision of unbiased law enforcement service to all citizens of Jefferson County
SUMMARY
Key Funding
Service
Issues
-------------------
The Jefferson County Sheriff's Office continues to do its best to provide the highest level of service for our 32,000+ population in an area
encompassing 2,183 square miles of land and 300 miles of waterway 24 hours a day, seven days a week, 365 days a year in both law
enforcement and corrections.
Some of our key funding issues include:
Funding body cameras for the patrol deputies. This funding is currently possible within our allocated budget amount and we would like it to
continue.
Funding for a new position of Public Records Officer to process the anticipated workload caused by the use of body cameras. This position
would also process the numerous public records we receive on an almost daily basis. This position is also fundable within our current allocated
budget amount.
Funding for three "car ports" to be built on-site to accommodate evidence processing and adequate vehicle/boat storage to maintain our
equipment.
Funding for the overtime required to complete mandatory training and running a department with minimal staffing.
Continue funding the Jail Medical Program which saw an increase this year and most likely next year as well.
NARRATIVE TEMPLATE GF Page 2 of 4 9/7/2021
STAFFING
FTEs
Staffing
Explanation
2019 2020 2021 ---2022 =202f ·,
Current Actual Actual d Request Request Bu get
51.20 51.70 51.60 52.60 52.60 -----------------------------
Ensure we adequately meet mandates and the ability to respond to public safety needs by filling our vacant patrol and corrections positions.
Hire a Public Records Officer to process anticipated public records requests related to body camera program and other public records
requests received by the Jefferson County Sheriff's Office.
PERFORMANCE
INDICATORS
Pel1ormance
Explanation
Support at-risk population by continuing to address the nexus between law enforcement and social issues, substance abuse, mental illness, and
homelessness.
Continue our ongoing work in community education and partnerships with community and governmental social service organizations.
Work with the Jeffeson County Sheriff's Office Navigator to optomize mental health related calls for service.
Continued use-of-force and critical incident training for deputies and corrections officers so they will be better equipped to successfully handle
individuals in crisis and minimize use-of-force claims.
NARRATIVE TEMPLATE GF Page 3 of 4 9n12021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
SH32290 322214 GUN PERMITS Revenue (29,000) (29,000) (29,871) (30,768)
SH33116 330006 BULLETPROOF VESTS Revenue (4,500) (4,500) (4,673) (4,776)
SH33320 333000 WT GRANT - TRAFFIC SAFETY Revenue (1,100) (1,100) (1,134) (1,169)
SH33393 339783 FED INDIR GR H&HS-MED Revenue - (10,000) - -
SH33393 339784 FED INDIR GRANT H&HS-JAIL RSAT Revenue - (146,000) - -
SH33393 339785 WASPC FRT NAVIGATOR GRANT Revenue - (63,209) (58,409) -
SH33393 339786 HCA OTN GRANT Revenue - (325,400) - -
SH33403 334005 WA ST DEPT OF ECOLOGY GRANT Revenue (9,000) (9,000) - -
SH33406 334042 WASEX OFFNDR VERIFICATN Revenue (62,000) (62,000) (63,861) (65,777)
SH34181 341048 DUPLICATING COPIES Revenue (400) (400) (413) (426)
SH34210 342002 LAW ENFORCEMENT SERVICES Revenue (16,000) (16,000) (16,481) (16,976)
SH34210 342007 SSN INCENTATIVE Revenue (3,600) (3,600) (3,709) (3,821)
SH34210 342009 WARRANT FEES Revenue (2,500) (2,500) (2,576) (2,654)
SH34210 342022 DNA COLLECTOR ACCOUNT Revenue (250) (250) (258) (266)
SH34210 342023 FINGERPRINT FEES Revenue (1,000) (1,000) (1,031) (1,062)
SH34210 342024 DUI COST RECOVERY Revenue (3,000) (3,000) (3,091) (3,184)
SH34210 342025 SECURITY ALARM RECOVERY Revenue (800) (800) (825) (850)
SH34210 342026 SEX OFFNDR REG Revenue (768) (768) (792) (816)
SH34236 342015 REG SVC-JAIL MEDICAL-CITY PT Revenue (14,400) (14,400) (14,833) (15,278)
SH34236 342016 CHGFOR SERVICES-WK RELEASE Revenue (1,000) (1,000) (1,031) (1,062)
SH34236 342017 ROOM & BOARD-PRISONERS Revenue (12,000) (12,000) (12,361) (12,732)
SH34236 342018 REG SVC JAIL SVCS-CITY PT Revenue (213,386) (213,386) (219,788) (226,382)
SH35724 357004 SHERIFF FE (SUCT)Revenue (1,200) (1,200) (1,237) (1,275)
SH36940 369005 OTHER JUDGEMENTS & SETTLEMENTS Revenue (350) (350) (361) (372)
SH36991 346901 PROJECT LIFESAVER Revenue (300) (300) (310) (320)
SH36991 369905 MISC REVENUE-PRIOR YR < 501 Revenue (500) (500) (516) (532)
SH52110 100500 OVERTIME Expense 2,050 2,050 2,050 2,050
SH52110 100700 LONGEVITY Expense 4,450 4,450 7,367 7,367
SH52110 101000 SALARIES & WAGES Expense 636,385 636,385 661,904 667,136
SH52110 200000 PERSONNEL BENEFITS Expense 253,839 253,839 256,859 257,651
SH52110 200600 UNIFORM & OTH CLOTHING Expense 1,750 1,750 1,750 1,750
SH52110 310000 OFFICE AND OPERATING SUPPLIES Expense 7,500 7,500 7,726 7,958
SH52110 310064 CPL PERMITS Expense 21,000 21,000 21,631 22,280
SH52110 310065 EXMPT GEAR & CLTHG Expense 1,200 1,200 1,237 1,275
SH52110 350001 TECH- MINOR EQUIPMENT Expense 7,350 7,350 7,571 7,799
SH52110 410141 PRE-EMSCREENING Expense 14,590 14,590 15,028 15,479
SH52110 410143 TRANSCRIPTION FEES Expense 210 210 217 224
180 SHERIFF
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
SH52110 410145 SVCS-WARR DATA ENTRY&UPDATE Expense 55,344 55,344 57,005 58,716
SH52110 420000 COMMUNICATIONS Expense 3,800 3,800 3,915 4,033
SH52110 420100 POSTAGE Expense 3,500 3,500 3,606 3,715
SH52110 420102 SHIPPING Expense 1,900 1,900 1,958 2,017
SH52110 430000 TRAVEL Expense 2,000 2,000 2,061 2,123
SH52110 480101 ACCESS MAINTENANCE Expense 2,600 2,600 2,679 2,760
SH52110 480103 CIVIL SOFTWARE MAINT Expense 33,284 33,284 34,283 35,312
SH52110 480106 TCHNLGY-LIC & MAINTENANCE Expense 2,500 2,500 2,576 2,654
SH52110 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 14,426 14,426 14,859 15,305
SH52110 490200 PRINTING Expense 3,950 3,950 4,069 4,192
SH52121 100500 OVERTIME Expense 15,986 15,986 15,987 15,987
SH52121 100700 LONGEVITY Expense 2,000 2,000 3,000 3,000
SH52121 101000 SALARIES & WAGES Expense 282,491 282,491 281,591 281,591
SH52121 200000 PERSONNEL BENEFITS Expense 97,030 97,030 101,994 101,994
SH52121 200600 UNIFORM & OTH CLOTHING Expense 3,600 3,600 3,600 3,600
SH52121 420003 INTERNET Expense 2,900 2,900 2,988 3,078
SH52121 499999 MISCELLANEOUS Expense 1,500 1,500 1,546 1,593
SH52122 100500 OVERTIME Expense 45,511 45,511 45,511 45,511
SH52122 100700 LONGEVITY Expense 5,267 5,267 6,834 6,834
SH52122 101000 SALARIES & WAGES Expense 824,002 824,002 926,788 926,788
SH52122 200000 PERSONNEL BENEFITS Expense 323,192 323,192 375,117 375,117
SH52122 200600 UNIFORM & OTH CLOTHING Expense 9,625 9,625 10,500 10,500
SH52122 310066 OPR SUPPLIES-LAW ENFORCEMENT Expense 70,911 70,911 73,039 75,231
SH52122 310068 AMMO & RANG SUPPLIES Expense 14,250 14,250 14,678 15,119
SH52122 310111 BULLETPROOF VESTS Expense 9,700 9,700 9,992 10,292
SH52122 310114 INITIAL ISSUE(UNIFORMS, ETC)Expense 11,600 11,600 11,949 12,308
SH52122 310116 TASERS Expense 10,983 10,983 11,313 11,653
SH52122 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 1,500 1,500 1,546 1,593
SH52122 410130 TOWING & IMPOUNDING Expense 800 800 825 850
SH52122 410133 VIPPROGRAM Expense 500 500 516 532
SH52122 410155 MH FRT PROGRAM-COUNSELING Expense - 63,209 - -
SH52122 420006 WIRELES SERV FOR LAPTOPS Expense 15,000 15,000 15,451 15,915
SH52122 420056 INTERFUND RENT&LEASES-VEHICLES Expense 410,400 410,400 432,600 435,395
SH52122 420058 MAINTENANCE-SPECIAL VEHICLES Expense 2,000 16,965 2,061 2,123
SH52122 420300 CELL PHONE/PAGER Expense 14,000 14,000 14,421 14,854
SH52122 480108 RADIO MAINT & RADAR CERTFCTN Expense 13,985 13,985 14,405 14,838
SH52123 100500 OVERTIME Expense 1,599 1,599 1,599 1,600
180 SHERIFF
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
SH52123 100700 LONGEVITY Expense - - 34 34
SH52123 101000 SALARIES & WAGES Expense 80,896 80,896 80,850 80,850
SH52123 200000 PERSONNEL BENEFITS Expense 30,794 30,794 32,363 32,363
SH52123 200505 HOUSING ALLOWANCE Expense - - 10,800 10,800
SH52123 200600 UNIFORM & OTH CLOTHING Expense 875 875 875 875
SH52123 200610 WEST END-HOUSING ALLOWANCE Expense 10,800 10,800 - -
SH52123 420000 COMMUNICATIONS Expense 3,000 3,000 3,091 3,184
SH52123 470000 ELECTRIC Expense 5,300 5,300 5,460 5,624
SH52127 100500 OVERTIME Expense 5,329 5,329 5,329 5,329
SH52127 100700 LONGEVITY Expense - - 400 400
SH52127 101000 SALARIES & WAGES Expense 79,838 79,838 80,850 80,850
SH52127 200000 PERSONNEL BENEFITS Expense 31,281 31,281 32,966 32,966
SH52127 200600 UNIFORM & OTH CLOTHING Expense 875 875 875 875
SH52127 202010 HOH-HOUSING ALLOWANCE Expense 10,800 10,800 10,800 10,800
SH52127 310000 OFFICE AND OPERATING SUPPLIES Expense 600 600 619 638
SH52127 420025 VEHICLES Expense 26,400 26,400 26,400 27,192
SH52140 100503 OVERTIME TRAVEL/TRAINING Expense 40,150 40,150 40,150 40,150
SH52140 200000 PERSONNEL BENEFITS Expense 1,510 1,510 5,962 5,962
SH52140 430000 TRAVEL Expense 15,100 15,100 15,554 16,021
SH52140 490412 TUITION/ REGISTRATION Expense 17,700 17,700 18,232 18,779
SH52170 100500 OVERTIME Expense 38,044 38,044 38,044 38,044
SH52170 100700 LONGEVITY Expense 6,700 6,700 7,567 7,567
SH52170 101000 SALARIES & WAGES Expense 507,198 507,198 514,430 514,430
SH52170 200000 PERSONNEL BENEFITS Expense 187,291 187,291 197,992 267,939
SH52170 200600 UNIFORM & OTH CLOTHING Expense 5,250 5,250 5,250 5,250
SH52170 310117 TRAF SFTY MIGRANT EXP Expense 4,000 4,000 4,121 4,245
SH52170 420056 INTERFUND RENT&LEASES-VEHICLES Expense 112,920 112,920 109,320 112,600
SH52310 100700 LONGEVITY Expense 1,400 1,400 1,400 1,400
SH52310 101000 SALARIES & WAGES Expense 104,600 104,600 108,261 110,426
SH52310 200000 PERSONNEL BENEFITS Expense 35,542 35,542 34,691 55,730
SH52310 310000 OFFICE AND OPERATING SUPPLIES Expense 3,800 3,800 3,915 4,033
SH52310 310073 WORK CREW SUPPLIES Expense 1,000 1,000 1,031 1,062
SH52310 310075 OPERATING LAW ENFORCEMENT Expense 18,700 18,700 19,262 19,840
SH52310 310115 INITIAL ISSUE(UNIFORMS,ETC.)Expense 9,900 9,900 10,198 10,504
SH52310 420031 WRK CRW VAN MAINTENANCE Expense 200 200 207 214
SH52310 420032 WRK CRW SW TIPPING FEES Expense 1,400 1,400 1,443 1,487
SH52310 480120 NEW WORLD MAINTENANCE Expense 22,508 22,508 23,184 23,880
180 SHERIFF
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
SH52340 490190 CORRECTION OFCR TRAINING Expense 17,000 17,000 17,511 18,037
SH52360 100500 OVERTIME Expense 54,325 54,325 54,325 54,325
SH52360 100700 LONGEVITY Expense 3,100 3,100 5,150 5,150
SH52360 101000 SALARIES & WAGES Expense 868,154 868,154 888,214 888,214
SH52360 200000 PERSONNEL BENEFITS Expense 462,010 462,010 459,063 625,389
SH52360 200600 UNIFORM & OTH CLOTHING Expense 13,125 13,125 13,125 13,125
SH52360 310078 INSTITUTIONAL SUPPLIES Expense 12,100 12,100 12,464 12,838
SH52360 310079 JAIL HOUSEKEEPING SUPPLIES Expense 5,900 5,900 6,078 6,261
SH52360 310080 DRUG& MEDICINE Expense 25,500 25,500 26,266 27,054
SH52360 410134 JAIL DENTIST Expense 1,500 1,500 1,546 1,593
SH52360 410136 OUTSID CARE&CSTDY(AMB/HOSP)Expense 57,000 57,000 58,711 60,473
SH52360 410138 CONTRACTED MEDICAL SVCS Expense 161,617 161,617 166,466 171,460
SH52360 410142 MEDICATION SOFTWARE UPDATES Expense 1,495 1,495 1,540 1,587
SH52360 410144 REMOT ACCESSOFTWARE-MEDS Expense 458 458 472 487
SH52360 410157 JAIL MED AGREEMENTS-OPHS Expense - 10,000 - -
SH52360 410158 RSAT AGR-BELIEVE IN RECOVERY Expense - 146,000 - -
SH52360 410176 OPIOID TREATMENT NETWORK EXP Expense - 325,400 - -
SH52360 480111 RADIO MAINT/EQUIP REPAIR Expense 11,600 11,600 11,949 12,308
SH52390 410147 PROF SVCS-FOOD CONTRACT Expense 175,982 175,982 181,262 186,700
SH52390 480000 REPAIR & MAINTENANCE Expense 1,700 1,700 1,752 1,805
SH52520 100502 OVERTIME-SEARCH & RESCUE Expense 1,000 1,000 1,000 1,000
SH52520 200000 PERSONNEL BENEFITS Expense 95 95 96 96
SH52520 310081 OPERATING (LAW ENF)SAR Expense 2,000 7,230 2,061 2,123
SH55430 100700 LONGEVITY Expense - - 500 500
SH55430 101000 SALARYS & WAGES Expense 56,552 56,552 59,379 59,379
SH55430 200000 PERSONNEL BENEFITS Expense 26,491 26,491 29,966 41,062
SH55430 200600 LONGEVITY Expense 875 875 875 875
SH55430 410148 VETERINARIAN SERVICES Expense 1,000 1,000 1,031 1,062
SH56900 340002 PROJECT LIFESAVER Expense 300 300 310 320
SH59700 597107 TR-BOATING SAFETY Expense 15,000 15,000 15,451 15,915
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (377,054) (921,663) (437,561) (390,498)
Expense 6,661,540 7,226,344 6,958,691 7,271,173
Grand Total 6,284,486 6,304,681 6,521,130 6,880,675
180 SHERIFF
2022 - 2023
BIENNIAL BUDGET
REQUEST
BOATING SAFETY
2022-2023 BIENNIAL BUDGET BOATING SAFETY PROGRAM 107
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
Boating Safety
The Jefferson County Sheriff's Office provides safe and enjoyable waterways within Jefferson County through continuing education, vessel safety
inspections, and enforcement action, and immediate emergency response capabilities to all accessible waters in Jefferson County and surrounding
areas.
Maintain the boats as operational year-round with strategic placement throughout Jefferson County for 24/7 emergency response.
Generate revenue for the boating program through boating violation fines.
Expand the Boating Safety program to the public by attending community events and group meetings.
Monitor and maintain derelict vessel free waterways by working with local citizens, Department of Natural Resources, and local business to report,
locate, identify, and properly manage these vessels.
SUMMARY
Key Funding
Service
Issues
The challenge to the Sheriff's Office in managing the Boating Safety Program is to monitor expenditures against multiple sources of estimated
revenue. In order to qualify for Boating Safety financial assistance from Washington State we must demonstrate our commitment to the
program with local dollars. This is represented by an annual transfer from the Sheriff's Office general fund operating budget.
NARRATIVE TEMPLATE Boating Safety Page 2 of 3 9/7/2021
STAFFING
FTEs
Staffing
Explanation
2019 2020 2021 2022 2023
Current Actual Actual Request Request Budget
The Safer Boating Grant, which helps to fund the Sheriff's Office Boating Program, is fulfilled on an overtime basis. This grant does not fund
"regular" hours. The boats must be operated by at least one Washington State Recreational Boating Safety (RBS) qualified Deputy. RBS and non-RBS
trained support crew time on the boats is covered by state grant dollars when this requirement is met.
PERFORMANCE
INDICATORS
Perlormance
Explanation
With the recent hiring of two Deputies there is the potential to have these Deputies trained for RBS activities. The Sheriff's Office has devised a
schedule that better utilizes our available workforce during peak boating times and local boating events for better boater contact opportunities and
more efficient use of the grant funding. The RBS program is based on boat inspection volume, hours of patrol, and boater contacts.
NARRATIVE TEMPLATE Boating Safety Page 3 of 3 9n12021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10733397 333117 SAFER BOATING GRANT Revenue (12,500) (12,500) (12,501) (12,500)
10733600 336021 VESSEL REGISTRATION FEES Revenue (17,000) (17,000) (17,001) (17,000)
10739700 397000 TRANSFER IN Revenue (15,000) (15,000) (15,001) (15,000)
10752130 100500 OVERTIME Expense 28,000 28,000 28,001 28,000
10752130 200000 PERSONNEL BENEFITS Expense 5,732 5,732 5,733 5,732
10752130 320000 FUEL CONSUMED Expense 2,960 2,960 2,961 2,960
10752130 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 1,000 1,000 1,001 1,000
10752130 430000 TRAVEL Expense 500 500 501 500
10752130 450101 MOORAGE Expense 4,780 4,780 4,781 4,780
10752130 480000 REPAIR & MAINTENANCE Expense 1,528 1,528 1,529 1,528
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (44,500) (44,500) (44,503) (44,500)
Expense 44,500 44,500 44,507 44,500
Grand Total - - 4 -
107 BOATING SAFETY
2022 - 2023
BIENNIAL BUDGET
REQUEST
JC INMATE COMMISSARY
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
13434170 341036 COMMISSION-INMATE COMMISARY Revenue (11,645) (11,645) (11,646) (11,645)
13434170 341037 COMMISSION-INMATE PHONE Revenue (26,030) (26,030) (26,031) (26,030)
13436111 361100 INVESTMENT INTEREST Revenue (1,325) (1,325) (1,326) (1,325)
13452360 310063 INMATE SUPPLIES Expense 2,000 2,000 2,001 2,000
13452360 313120 EDUCATION SUPPLIES Expense 50 50 51 50
13452360 340060 INMATE INCENTATIVES Expense 600 600 601 600
13452360 410104 ANGER MANAGEMENT INSTRUCTOR Expense 36,750 36,750 36,751 36,750
13452360 420101 INMAT INDIGENT POSTAGE Expense 750 750 751 750
13452360 470102 JAIL CABLE TV-DIRECT TV Expense 1,350 1,350 1,351 1,350
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total 2023 Request Total
Revenue (39,000) (39,000) (39,003) (39,000)
Expense 41,500 41,500 41,506 41,500
Grand Tota 2,500 2,500 2,503 2,500
134 JC Inmate Commissary
2022 - 2023
BIENNIAL BUDGET
REQUEST
Superior Court
Law Library
SUPERIOR COURT JUDGE
KEITH C. HARPER
Superior Court Judge duties set out in the State Constitution
and the Laws of the State of Washington
COURT ADMINISTRATOR
SOPHIE C. NORDSTROM
Amanuensis to Judge
General Administration
Payroll-Personnel Management
Budget Preparation-Accounts Payable
All Judicial Scheduling –Special Dockets
Statistics Management/Guardianship Tracking
RALJ/Judge’s Pending List
Lay Guardianship Facilitator
Civil Arbitration Coordinator
2022 - 2023
BIENNIAL BUDGET
REQUEST
Superior Court
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
JEFFERSON COUNTY SUPERIOR COURT
RCW 2.08.010
Original Jurisdiction: The superior court shall have original jurisdiction in all cases in equity, and in all cases at law which involve the title o r possession of real
property, or the legality of any tax, impost, assessment, toll or municipal fine, and in all other cases in which the demand or the value of the property in
controversy amounts to three hundred dollars, and in all criminal cases amounting to felony, and in all cases of misdemeanor not otherwise provided for by law;
of actions of forcible entry and detainer; of proceedings in insolvency; of actions to prevent or abate a nuisance; of all ma tters of probate, of divorce and for
annulment of marriage, and for such special cases and proceedings as are not otherwise provided for; and shall also have orig inal jurisdiction in all cases and of all
proceedings in which jurisdiction shall not have been by law vested exclusively in some other court, and shall have the power of naturalization and to issue
papers therefor. Said courts and their judges shall have power to issue writs of mandamus, quo warranto, review, certiorari, prohibition and writs of habeas
corpus on petition by or on behalf of any person in actual custody in their respective counties. Injunctions and writs of pro hibition and of habeas corpus may be
issued on legal holidays and nonjudicial days
The mission of the Jefferson County Superior Court is to provide effective and timely resolution of legal matters brought before the court; to assure procedural fairness
to all court participants; to educate the public about and promote respect of the justicial system; and to maintain the independence of the judiciary. Procedural
fairness assures that participants feel they have been given an opportunity to present their matter to the court; that decisions are made based on law and facts in each
case in an open and unbiased manner; that all participants are treated with dignity and respect; and that the court explains its' decisions to the participants so that they
may understand how and why decisions are made.
GOALS FOR 2022-2023
1. Improve video presentation system in Superior Court
2.Work toward increasing Guardian ad Litem Roster for Title 11 & Title 26
3. Work toward increasing dwindling Adult Criminal Conflict Roster
4. Allow for more PTO for current Court Administrator and insure coverage in an emergency
OBJECTIVES FOR 2022-2023
1. Work with JAVS to improve the video system in Superior Court, additional training of Court staff for presentations and Zoo m platform
2. Recruit Guardian ad Litems, including those needed for Uniform Guardianship Act.
3. Reach out to local attorneys through Jefferson County Bar Association for recruitment of conflict attorneys
4. Continue to use and train current "fill in " Court Administrator in order to have someone who can cover the workload shoul d there be both unforeseen or planned
absences
FUND/DEPARTMENT:240/Superior Court
JEFFERSON COUNTY
FINANCIAT SUMMARY
Total Revenue
Add Total Revenue - Form A
Revised Total Revenue
Total Expenditures
Add Total Expenditures - Form A
Revised Total Expenditures
Net Total
2022-23 BUDGET REQUEST
?022 OEPT
REQUEST
2023 DEPT
REQUEST
58,574.00 s8,696.00
s4,574 58,696
384,785.00 397,458.00
384,785 397,468
(326,2111 (338,772)
GENERAL FUND - Su erior Court
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accuratel reflect my fund's budget request for 2022-2023.
7 a)/Zn
Signature of Elected Offi cial / Department Head Date
GF Depts - Financial Certification Workbook Page I of I 9t1/2021
,ffi
61,33659,69561,33659,695(323,449)(337,773)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
SC34134 341099 CIVIL ARBITRATION FEE Revenue (4,635) (4,635) (4,775) (4,919)
SC39700 397131 TR FM 131 Revenue (50,412) (50,412) (51,925) (50,000)
SC39700 397141 TR FROM TRIAL CT IMPROV Revenue (4,500) (4,500) (4,636) (4,776)
SC51221 101000 SALARIES & WAGES Expense 176,094 178,929 175,907 182,780
SC51221 200000 PERSONNEL BENEFITS Expense 24,516 24,516 23,799 24,047
SC51221 310000 OFFICE AND OPERATING SUPPLIES Expense 3,750 3,750 4,766 4,909
SC51221 410149 GUARDIAN AD LITEM FEES Expense 2,182 2,182 2,247 2,316
SC51221 410160 INTERPRETER Expense 2,892 2,892 2,979 3,069
SC51221 410161 VISITING JUDGE Expense 1,817 1,817 1,872 1,929
SC51221 410162 PSYCH EVAL / EXPERT SVCS Expense 49,730 49,730 40,178 42,376
SC51221 410163 CT COMMISSIONER A Expense 14,862 14,862 15,308 16,267
SC51221 410164 DRUG COURT CASE MANAGEMENT Expense 26,076 26,076 - 42,000
SC51221 410164 DRUG COURT CASE MANAGEMENT Expense - - 42,000 -
SC51221 410165 FAMILY THERAPEUTIC CT-FTC Expense 10,000 10,000 - 8,000
SC51221 410165 FAMILY THERAPEUTIC CT-FTC Expense - - 8,000 -
SC51221 410166 ARBITRATOR'S COMPENSATION Expense 4,635 4,635 4,074 4,196
SC51221 420001 COMMUNICATIONS-OTHER Expense - - 420 433
SC51221 420100 TR FM 131 Expense 577 577 584 613
SC51221 420500 INTERFUND COMMUNICATIONS Expense 696 696 - -
SC51221 430000 TRAVEL Expense 3,256 3,256 3,354 3,455
SC51221 480000 TR FM 131 Expense 1,051 1,051 6,396 6,588
SC51221 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 2,326 2,326 2,396 2,468
SC51221 490121 JURY FEES Expense 24,840 24,840 25,586 26,354
SC51221 490124 WTNESS FEES Expense 3,051 3,051 3,143 3,238
SC51221 490131 JURY BOARD Expense 1,489 1,489 1,534 1,581
SC51592 410167 COURT APPOINTED ATTORNEY Expense 26,450 26,450 20,242 20,849
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (59,547) (59,547) (61,336) (59,695)
Expense 380,290 383,125 384,785 397,468
Grand Total 320,743 323,578 323,449 337,773
240 SUPERIOR COURT
2022 - 2023
BIENNIAL BUDGET
REQUEST
Law Library
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
Each county with a population of eight thousand or more shall have a county law library, which shall be governed and maintain ed as hereinafter provided RCW.
27.24.010
In each county pursuant to this chapter, the county treasurer shall deposit in the county or regional law library fund a sum equal to seventeen dollars for every
new probate or civil filing fee, including appeals and for every fee for filing a counterclaim, cross -claim, or third-party claim in any civil action, collected by the
clerk of the superior court and seven dollars for every fee collected for the commencement of a civil action and for the fili ng of a counterclaim, cross-claim, or
third-party claim in any civil action in district court for the support of the law library in that county or the regional law library to which the county belongs:
PROVIDED, That upon a showing of need the seventeen dollar contribution may be increased up to twenty dollars or in counties with multiple library sites up to
thirty dollars upon the request of the law library board of trustees and with the approval of the county legislative body or bodiesRCW 27.24.070
Provide a current and efficient law library for use by the public, local bar association, court staff and judicial officers
1)The Jefferson County Law Library has historically been unable to sustain itself financially, with yearly appropriations being standard. Last year, we began transfering
an increased amount from the General Fund to backfill the deficit without having to request the typical annual appropriations
2) In compliance with the contract with Reuters Thompson , the Superior Court invoices over $1,100.00 monthly, for use of com puter software and hard bound legal
books. I dont believe law books have been used for an extended period and the Law Library computer is used notably for the La serfiche system and looking for
documents filed in the Clerks Office. Between the constant collection of outdated law books that we attempt to repurpose, wit h little success, and the high cost of
maintaining the library. My goal is to work on streamlining the Law Library within the parameters of Washington State requir ements
3) While we are required to provide a free law library, we may have public use once a month and only intermittant use by the legal community, I would again like to
address sharing the license with the Jefferson County Sheriff's Office to allow for inmate access.
FUND/DEPARTMENT:140/LAW LIBRARY
JEFFERSON COUNTY
FINANCIAI SUMMARY
Total Revenue
Add Total Revenue - Form A
Revised Total Revenue
Total nditures
Add Total Expenditures - Form A
Revised Total Expenditures
Net Total
2022.23 BUDGET REQUEST
2022 DEPT
REQUEST
2023 DEPT
REQUEST
16,418.00 15,418.00
16,418 15,418
16,418.00 16,418.00
16,418 15,418
Other Fund - Low Librar
lcertify the Department Request entered into Munis along with the other required documents have been reviewed
and accurate ect my fund's bud get request tor 2022-2O23.
()/zz)
Signature of Elected Oflicial /partment Head Date
QF Oepts - Financial Certification Workbook Page 1 of 1 9t1t2021
,ffi
),dc/,,..---.-..-
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14034122 341020 CIVIL FILING Revenue (2,767) (2,767) (2,768) (2,767)
14034122 341027 ANTI-HARASSMENT Revenue (206) (206) (207) (206)
14034122 341203 CIVIL COST & ADJ 7/05 Revenue (357) (357) (358) (357)
14034123 341031 CIVIL PRBT & DOMESTIC REL Revenue (8,240) (8,240) (8,241) (8,240)
14034123 341033 CLJ APPEAL FILING FEE Revenue (21) (21) (22) (21)
14039700 397010 TR FROM GF Revenue (4,827) (4,827) (4,828) (4,827)
14059412 640000 CAPITAL OUTLAY-EQUIPMENT Expense 16,418 16,418 16,419 16,418
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total
2023 Request
Total
Revenue (16,418) (16,418) (16,424) (16,418)
Expense 16,418 16,418 16,419 16,418
Grand Total - - (5) -
140 LAW LIBRARY
2022 - 2023
BIENNIAL BUDGET
REQUEST
Treasurer
JeffCom Bond Indebtedness
Treasurer's O&M
Treasurer's REET Automation
KATIE NOLE
360.385.9152
Acct/Investment Deputy
POLLY NOLE
360.385.9151
Foreclosure Deputy
BARB FERGUSON
360.385.9155
Acct/Investment Deputy
SABRINA HATHAWAY
360.385.9352
Chief Deputy
STACIE PRADA
360.385.9154
Treasurer
JEFFERSON COUNTY TREASURER
PO Box 571, Port Townsend WA 98368
treasurerstaff@co.jefferson.wa.us
Hours 8:30 am –4:30 pm Mon –Fri
August 2021
VACANT –as needed
360.385.9150
Clerk Hire
PROPOSED
Financial Analyst
2022 - 2023
BIENNIAL BUDGET
REQUEST
Treasurer
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The Treasurer's Office acts as the bank for the county, school districts, fire districts, water districts and other units of local government. The Treasurer’s Office
receipts, disburses, invests and accounts for the funds of each of these entities. In addition, the treasurer is charged with the collection of various taxes that
benefit a wide range of governmental units. The major responsibilities of the county treasurer include receipting and accounting of revenue,collection of taxes
and assessments,disbursement of funds,cash and investment management,and debt management. Other programs managed by the Treasurer's Office include
surplus property –personal and real,county purchase card Issuance,property tax, Local Improvement District (LID) billing and collection,foreclosure,Real Estate
Excise Tax (REET) collection and processing,and mobile home movement permits.Refer to Chapter 36.29 RCW.
To manage public funds in a fiscally responsible and efficient and lawful manner by applying sound accounting principles and prudent decision making; Implement
technology advances to improve staff efficiency, district and department financial interactions, and customer experience. Provide excellent customer service that meets
the needs of citizens we support and the requirements of government.
People:
Goal: Provide excellent customer service and build a resilient and nimble Treasurer's Office with sufficient expertise, coverage and cross-training to ensure critical daily,
monthly and annual tasks are done.
Objective: Increase office staffing by 0.82 FTE Accountant/Financial Analyst position comparable to those in other county departments to augment expertise, meet
reporting requirements, better allow for required service to the public, meet internal control BMPs, provide opportunities for training, and ensure sufficient back-up.
Technology:
Goal: Upgrade and use technology to maximize excellent customer service potential.
Objective: Implement remaining Munis ERP and Sympro debt and investment software program enhancements to maximize the capabilities of the programs and access
by districts. Continue implementing and properly utilizing all facets of PACs system including moving all LIDs out of Compu-tech to PACs.
Operations:
Goal: Constantly monitor and streamline the flow of information and access to data for county departments and districts.
Objective: Assess our processes, requirements and available services to reduce duplication of tasks and provide built-in internal controls.
Fund 001.250 -TREASURER
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
While Treasurer duties and financial administration are seemingly static, they are constantly changing with State Auditor requirements and
legislative mandates. Coupled with providing customer service and maintaining records in compliance with the public records act, the amount of
staff time and hours of availability places a strain on office staff beyond what is adequate to complete required tasks, analysis, and reporting.
Overtime and comp time has been necessary to meet statutory requirements. Training and mandatory time off are also needed to support
professional develpoment and meet internal controls.
Technology and automation, while providing more flexibility and adaptability, come with additional costs and staff time needs. Increased staff
support is needed to accommodate increased demands on the office and financial systems.
001.250_Narrative Template Page 2 of 3 9/24/2021
2020 - 2021 Biennial Budget
2018 2019 2020 2021 2022 2023
Actual Actual Actual Current Budget Request Request
FTEs 4.71 4.75 5.10 5.18 6.00 6.00
2018 2019 2020 2021 2022 2023
Actual Actual Actual Expected Projected Projected
$ 293,867,624 $ 285,570,613 315,064,465$ $ 315,000,000 324,450,000$ 334,183,500$
6,211 6,418 5,596 5,600 5,656 5,713
30,614 30,652 30,915 31,039 31,163 31,288 0.004011
652 567 510 500 500 500
5 5 5 5 6 6
339 292 214 210 235 230
2,313 2,117 2,121 2,500 2,675 2,700
$ 365,442,489 $ 369,816,284 451,371,978$ $ 620,000,000 500,000,000$ 550,000,000$
$ 114,642,980 $ 115,077,472 144,580,115$ $ 156,000,000 160,000,000$ 165,000,000$
8 8 8 14 15 16
$ 5,403,072 $ 5,998,983 7,498,301$ $ 10,000,000 10,000,000$ 10,000,000$
35,312 33,794 38,290 38,500 38,885 39,274
266 278 202 200 210 220
Staffing
Explanation
STAFFING
Revenue Collections
PERFORMANCE INDICATORS
Performance
Explanation
Warrants Redeemed
Miscellaneous Receipts
Number of Tax Bills
Cancel/Supplements
LID Statements
Excise Tax Affidavits
Real Estate Transactions
Number of Investment Purchases
Local Improvement Districts
Invested Moneys
Dollar Amount of Investment Purchases
Refunds Issued
Requesting an additional 0.82 FTE to address office staff expertise and workload needs. This increase is necessary to address required service
to the public, meet internal control BMPs, provide opportunities for professional development and ensure sufficient back-up.
Technology and access to information may streamline tasks and certain performance indicator quantities while increasing the amount of staff
time to manage programs and complete tasks. The Treasurer's Office is committed to constant improvement, efficiency and quality customer
service.
001.250_Narrative Template Page 3 of 3 9/24/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
FINANCIAL SUMMARY 2022 DEPT
REQUEST
2023 DEPT
REQUEST
Total Revenue 19,889,978 20,928,437
Add Total Revenue - Form A
Revised Total Revenue 19,889,978 20,928,437
Total Expenditures 526,616 531,715
Add Total Expenditures - Form A 76,345 76,637
Revised Total Expenditures 602,961 608,352
Net Total 19,287,017 20,320,085
GENERAL FUND - Treasurer
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
_____________________________________________________________________ ____9/24/2021________________________
Signature of Elected Official / Department Head Date
GF Depts - Financial Certification Workbook Page 1 of 2 9/24/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2022 General Fund Departments use this form if requesting an ongoing or one-time
Department:Treasurer increase to your Base Budget
Departmental Contact:Stacie Prada Other Funds use this form if you are requesting an increase in the General
Date:9/24/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
-
-
-
-
TOTAL REVENUES - - -
EXPENDITURES
001.250.60.51422.101000 Financial Analyst S/W 64,845 64,845 Add 1.0 FTE position for Financial Analyst - Salary
001.250.60.51422.200000 Financial Analyst Benefits 24,500 24,500 Associated Financial Analyst Benefits
001.250.60.51422.101000 Clerk Hire (13,000) (13,000)Reduce Clerk Hire 0.33 FTE to reduce financial impact of new position
-
-
-
TOTAL EXPENDITURES 76,345 - 76,345
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST 76,345 - (76,345)
Request for Financial Anaylyst position to meet needs of department for expertise, volume of work, reporting and new financial system tasks. The department has been understaffed
for years, and the hope that a new financial system would reduce staff needed has not materialized. With excellent software and transparent systems, the amount of time and
expertise needed to use and maintain our financial integrity has increased significantly and additional staff is necessary.
GF Depts - Financial Certification Workbook Page 2 of 2 9/24/2021
FORM A: GENERAL FUND ADD REQUEST FORMWho should use FORM A:Budget Year:2023General Fund Departments use this form if requesting an ongoing or one-timeDepartment:Treasurer increase to your Base Budget Departmental Contact: Stacie PradaOther Funds use this form if you are requesting an increase in the General Date: 9/24/2021 Fund Transfer to your department.Account # Account DescriptionBase Budget Add One-time AddTotal Add Request Brief Description of Request REVENUES (if applicable) - - - - TOTAL REVENUES - - - EXPENDITURES001.250.60.51422.101000 Financial Analyst S/W65,137 65,137 Add 1.0 FTE position for Financial Analyst - Salary001.250.60.51422.200000 Financial Analyst Benefits24,610 24,610 Associated Financial Analyst Benefits001.250.60.51422.101000 Clerk Hire(13,000) (13,000)Reduce Clerk Hire 0.33 FTE to reduce financial impact of new position - - - TOTAL EXPENDITURES 76,747 - 76,747 NET REQUEST FROM GENERAL FUND (expenditures - revenues)NET GF REQUEST 76,747 - (76,747) 766372023 Budget Request for Financial Anaylyst position to meet needs of department for expertise, volume of work, reporting and new financial system tasks. The department has been understaffed for years, and the hope that a new financial system would reduce staff needed has not materialized. With excellent software and transparent systems, the amount of time and expertise needed to use and maintain our financial integrity has increased significantly and additional staff is necessary. 2023 CertGF Depts - Financial Certification Workbook Page 2 of 29/27/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
TR31110 311000 REAL & PERS PROPERTY TAXES Revenue (8,405,171) (8,405,171) (8,567,268) (8,824,286)
TR31120 311001 DIVERTED COUNTY ROAD PROP TAX Revenue (720,000) (720,000) (720,000) (720,000)
TR31315 313002 LOCAL RETAIL SALES US TAX Revenue (3,723,931) (3,723,931) (4,807,000) (5,023,315)
TR31371 313007 SALES TAX - SPECIAL PURPOSE Revenue (1,020,783) (1,020,783) (1,255,574) (1,303,286)
TR31720 313008 LOCAL CRIMINAL JUSTIC TAX Revenue (426,336) (426,336) (523,399) (543,288)
TR31720 317000 LEASEHOLD EXCISE TAX Revenue (79,098) (79,098) (85,354) (87,061)
TR31740 317100 TIMBER EXCISE TAX (TAV)Revenue (300,000) (300,000) (300,000) (300,000)
TR31740 317101 TIMBER EXCISE TAX-CO RD DVRSN Revenue (39,599) (39,599) (39,599) (39,599)
TR33215 332000 PILT LAW 97-258 Revenue (1,020,000) (1,643,245) (1,500,000) (1,530,000)
TR33500 335001 PUD PRIVILEGE TAX Revenue (409,940) (409,940) (410,005) (422,305)
TR33502 335001 DNR TIMBER TRUST 2 Revenue - - (3,126) (3,126)
TR33602 336231 DNR PILT NAP/NRCA Revenue (15,150) (15,150) (15,453) (15,762)
TR33606 336005 MVET-CRMNL JSTC FNDNG-HIGH Revenue (460,000) (460,000) (470,000) (484,100)
TR33606 336006 MARIJANA EXCISE TAX DIST Revenue (50,520) (50,520) (45,557) (46,923)
TR33606 336007 DUI/OTH CRMNL JSTC ASIST Revenue (9,060) (9,060) (10,000) (10,300)
TR33606 336008 LIQUOR EXCISE TAX Revenue (58,697) (58,697) (70,494) (71,904)
TR33606 336009 LIQUOR BOARD PROFITS Revenue (85,169) (85,169) (84,971) (86,671)
TR34142 341058 INVESTMENT SERVICE FEE Revenue (7,323) (7,323) (6,572) (6,572)
TR34142 341084 TREAS FEE-CO/CITY 1% REET Revenue (15,997) (15,997) (23,610) (23,610)
TR34142 341085 TREAS FEE-REET COLLCTN FEE Revenue (5,198) (5,198) (7,682) (7,682)
TR34142 341086 TREAS FEES - DRAINAG DIST Revenue (1,288) (1,288) (1,327) (1,327)
TR34142 341087 TREAS FEES - FIRE PATROL Revenue (8,887) (8,887) (9,154) (9,154)
TR34142 341088 TREAS FEES - LID ASSESS Revenue (1,475) (1,475) (1,520) (1,520)
TR34142 341089 TREAS FEE-STAT 1.3% REET Revenue (54,110) (54,110) (79,850) (79,850)
TR34142 341107 TR FEE-CLEAN WATER ASSMNT Revenue (4,120) (4,120) (4,244) (4,244)
TR34142 341108 TREAS FEE-NOX WEED ASSMNT Revenue (1,524) (1,524) (1,570) (1,570)
TR34142 341110 TREAS FEES-CONSERV DISTR Revenue - - (1,136) (1,136)
TR34181 341041 PRINTING, IT SERVICE Revenue (200) (200) (207) (207)
TR35940 357012 PENALTIES-DELQ REAL PROP TAX Revenue (128,271) (128,271) (152,721) (155,775)
TR36111 361100 INVESTMENT INTEREST Revenue (421,888) (421,888) (25,653) (444,142)
TR36140 361104 INT-CONTRACT,NOTE,TAX,LOAN Revenue (3,018) (3,018) (3,109) (3,109)
TR36140 361105 INT-DELQ TAXES Revenue (226,616) (226,616) (253,415) (258,483)
TR36140 361106 INT-DNR TIMBER LEASES Revenue (500) (500) (516) (516)
TR36250 362513 JEFFCOM LICENSE FEE Revenue (39,140) (39,140) (40,350) (41,560)
TR36250 362520 COST ALLOCATION RECOVERY Revenue (212,122) (212,122) (216,993) (223,502)
250 TREASURER
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
TR36250 362600 DNR TIMBER LEASES Revenue (3,800) (3,800) (3,915) (3,915)
TR36991 369902 NSF REVENUES Revenue (1,650) (1,650) (1,700) (1,700)
TR36991 369910 OTHER MISC REVENUE Revenue (7,697) (7,697) (5,637) (5,637)
TR39510 395000 TIMBER SALES DNR Revenue (250,000) (250,000) (100,000) (100,000)
TR39700 397000 TRANSFER IN Revenue - - (38,297) (38,297)
TR39700 397151 TR FROM TREASURER'S REET Revenue (3,000) (3,000) (3,000) (3,000)
TR39700 397505 TR-LV PAY $AK MORE RES 11-16 Revenue (7,000) (7,000) - -
TR51422 101000 SALARIES & WAGES Expense 312,277 312,277 315,404 316,975
TR51422 200000 PERSONNEL BENEFITS Expense 110,303 110,303 103,457 103,748
TR51422 310000 OFFICE AND OPERATING SUPPLIES Expense 15,345 15,345 15,806 16,280
TR51422 350000 OFFICE EQUIPMENT Expense 1,813 1,813 1,868 1,927
TR51422 420100 POSTAGE Expense 11,342 11,342 11,683 12,035
TR51422 420500 INTERFUND COMMUNICATIONS Expense 106 106 110 110
TR51422 430000 TRAVEL Expense 2,087 2,087 2,150 2,215
TR51422 440000 ADVERTISING Expense 155 155 160 170
TR51422 480000 REPAIR & MAINTENANCE Expense 71,063 71,063 73,195 75,390
TR51422 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 349 349 360 370
TR51422 490600 TRAINING, SEMINARS, SCHOOLS Expense 2,352 2,352 2,423 2,495
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (18,228,278) (18,851,523) (19,889,978) (20,928,434)
Expense 527,192 527,192 526,616 531,715
Grand Total (17,701,086) (18,324,331) (19,363,362) (20,396,719)
250 TREASURER
2022 - 2023
BIENNIAL BUDGET
REQUEST
JeffCom Bond Indebtedness
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
JeffCom has a bond indebtedness with the county as a carryover from when JeffCom was a county department. Managing the 119 Fund provides sales tax
revenue designated for Emergency Communications be properly distributed and used to pay indebtedness. Sales tax revenue will be reserved for bond payments
with the balance distributed to JeffCom for operations. A 5% reserve will be maintained at year end, and sufficient funds will be collected monthly to maintain a
positive fund balance throughout the year. Debt obligation exists through November 2030.
JeffCom Capital Fund was established February 7, 2011 per Resolution 04-11. A 5% reserve is required per Resolution 63-11 on December 12, 2011 along with
other county fund reserve amounts. Resolution 53-12 established JeffCom as a separate entity effective Oct 1, 2012, and fund numbers were established for 671-
000-010 (JeffCom General) and 672-000-010 (JeffCom Capital). The existing fund JeffCom Capital Fund 119-000-010 was to remain in use as JeffCom Bond
Indebtedness Fund. With the Munis ERP financial system implementation,Fund 119 remains and JeffCom's fund number changed to 659.
To manage collection and reservation of sufficient communication sales tax for JeffCom debt obligation and to make debt payments on time and per schedule.
1. Manage the fund with the monthly sales tax distribution
2. Maintain a 5% reserve based on indebtedness
3. Pay bond debt in a timely, accurate fashion.
4. Collect sufficient amount to preclude a negative fund balance for bond payment in November each year given sales tax has been collected for only ten months when
the second and full payment is due for the year.
Fund 119 -JeffCom Bond Indebtedness Fund
2020 - 2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
Sales tax revenue must be monitored to assure the volume meets expectations.
Two bond refundings completed in 2016 reduced the debt service payments and allows more funds to go to JeffComm operations for the life of the
bonds. A schedule has been prepared to establish the amount to collect from sales tax distribution that reduces significant increases over the years
and evens out the budget for JeffComm payments. Debt obligation will be fulfilled in December 2030.
119Narrative Template Page 2 of 3 9/6/2021
2020 - 2021 Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs N/A N/A N/A
2021 2022 2023
Expected Projected Projected
Yes Yes Yes
Performance
Explanation
Staffing
Explanation
STAFFING
Bonds paid on time and per schedule
PERFORMANCE INDICATORS
Not applicable -The Treasurer oversees and makes debt payments as part of the statutory authority of the Treasurer position
Bond Payments must be paid on time and per debt schedules to ensure county bond rating is not negatively affected.
119Narrative Template Page 3 of 3 9/6/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 REQUEST 2023 REQUEST
11931316 313003 SALES TAX-EMRGNCY COMM Revenue (276,600) (276,600) (276,600) (288,000)
11959128 780010 LTGO, REFND SRS B BND, PRIN Expense 18,828 18,828 86,546 88,531
11959128 780020 2016 LTGO BOND-PRINCIPLE Expense 153,288 153,288 154,987 161,534
11959128 830000 2016 LTGO BO- INTEREST Expense 88,134 88,134 16,329 13,633
11959228 840000 LTGO REFDG B BOND-INTEREST Expense 19,379 19,379 18,058 16,647
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 REQUEST
Total
2023 REQUEST
Total
Revenue (276,600) (276,600) (276,600) (288,000)
Expense 279,629 279,629 275,920 280,345
Grand Total 3,029 3,029 (680) (7,655)
119 JEFFCOM BOND INDEBTEDNESS
2022 - 2023
BIENNIAL BUDGET
REQUEST
Treasurer's O&M
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The Treasurer's Operation & Maintenance Fund provides for recovery of direct costs of foreclosure and sale of real property for delinquent taxes.
Funds must be used by the county treasurer as a revolving fund to defray the cost of further foreclosure, distraint, and sale because of delinquent taxes without
regard to budget limitations and not subject to indirect costs of other charges, RCW 84.56.020.Tax foreclosure along with penalties and interest are the only
mechanisms in state law to ensure collection of property taxes for the benefit of our county operations and districts.
To manage the foreclosure and distraint processes in a professional and timely manner, protect county revenue by maintaining delinquencies at a low rate, and assist
taxpayers wherever possible to connect with resources and options to pay property taxes and retain ownership.
Goals:
1. Continually improve collection with training and technology advances.
2. Cross-train staff to allow for increased coverage and ability to the assist public.
Objectives:
1. Educate taxpayers on the options that may be available to them for foreclosure avoidance.
2. Maintain foreclosure/distraint properties at <4% of total parcels
3. Have less than 30 real properties filed in court for foreclosure.
4. Have less than 20 personal properties filed with court for distraint.
5.. Sell all properties in auction process to minimize the number of tax title properties held in trust by the county.
Fund 150 -TREASURER'S O & M
2021 - 2022 Biennial Budget
SUMMARY
Key Funding
Service Issues
Funding of this program relies on properties in the foreclosure process and primarily from payment from taxpayers already struggling to pay
property taxes. Our office's aim is to collect amounts due and assist people with avoiding foreclosure. Achieving collection from all taxpayers and
avoiding foreclosure is our first priority. As a result, the better we are at achieving this goal, the lower the revenue for this program.
The foreclosure process leads to large up-front expenditures with much of the cost recovery after the foreclosure auction sale and redemption of
foreclosed parcels in December. Maintaining revenue and expense balance as well as sufficient ending fund balance requires a sufficient fund
balance at the start of each year to pay for the next year's process. We strive to collect property taxes and remove people from the foreclosure
process in advance of foreclosure sale. Collecting fees covering four months wages of the Foreclosure Deputy is intended to alleviate Treasurer’s
budget in Current Expense.
Title report costs have increased significantly for foreclosure properties in recent years. Costs are recovered at time of redeeming parcels to remove
them from foreclosure or at time of sale.
150Narrative Template Page 2 of 3 9/7/2021
2022 - 2023 Biennial Budget
2018 2019 2020 2021 2022 2023
Actual Actual Actual Current
Budget Request Request
FTEs 0.25 0.33 0.32 0.33 0.33 0.33
2018 2019 2020 2021 2022 2023
Actual Actual Actual Expected Projected Projected
11 13 7 20 <30 <30
7 9 6 15 <20 <20
0 0 0 1 5 5
30,614 30,642 30,915 31,039 31,500 31,600
204 135 170 112 200 200
0.023%0.029%0.019%0.052%0.020%0.020%
2,547 2,668 3,285 2,644 2,675 2,700
8.32%8.71%10.63%8.52%9.00%9.00%
1.57%<4%<4%<4%<4%<4%
2.42%2.47%2.27%<4%<4%<4%
Staffing
Explanation
STAFFING
Tax Foreclosure Parcels at time of Certificate
of Delinquency
PERFORMANCE
INDICATORS
Performance
Explanation
Percentage of Delinquent Taxes &
Assessments at Year End - All Years
Total parcels in Tax Foreclosure Sale
Personal Property Distraints
Number of Tax Bills
Percentage of Tax Foreclosure Sales of All
Parcels with Tax Due
Number of Delinquent Statements in May
% Delinquency Parcels in May
Percentage of Delinquent Taxes to Tax Levy
at Year End - Current Year
Number of Letters sent approx April 1 to
notify of pending foreclosure action
This program is budgeted to support 0.33 FTE.
The Treasurer's Office consistently achieves the goal of less than 4% delinquency of current year at year end.
150Narrative Template Page 3 of 3 9/7/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
FINANCIAL SUMMARY ~This must present a balanced budget.~
2022 DEPT
REQUEST
2023 DEPT
REQUEST
Estimated Beginning Balance
Budgeted Revenue 58,120.00 58,120.00
Add Total Revenue - Form A
Total Revenue 58,120 58,120
Budgeted Expenditures 58,120.00 58,120.00
Add Total Expenditures - Form A
Total Expenditures 58,120 58,120
Estimated Endng Balance - -
150 Treasurer's O&M
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
_____________________________________________________________________ __________9/6/2021______________________
Signature of Elected Official / Department Head Date
150_Other Funds - Financial Certification Workbook Page 1 of 1 9/7/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
15034142 341090 TREASURERS FEE-FORECLOSURE Revenue (54,500) (54,500) (58,000) (58,000)
15036111 361100 INVESTMENT INTEREST Revenue (250) (250) (120) (120)
15051422 101000 SALARIES & WAGES Expense 14,324 14,324 14,325 14,324
15051422 200000 PERSONNEL BENEFITS Expense 6,221 6,221 6,222 6,221
15051422 410000 PROFESSIONAL SERVICES Expense 23,000 23,000 33,000 33,000
15051422 420100 POSTAGE Expense 2,000 2,000 2,573 2,575
15051422 440000 ADVERTISING Expense 1,200 1,200 2,000 2,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (54,750) (54,750) (58,120) (58,120)
Expense 46,745 46,745 58,120 58,120
Grand Total (8,005) (8,005) - -
150 TREASURER'S O&M
2022 - 2023
BIENNIAL BUDGET
REQUEST
Treasurer's REET Automation
BUDGET /
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
2022-2023 BIENNIAL BUDGET
The Treasurer's REET Fund helps fund Treasurer and Assessor qualifying expenses associated with the Real Estate Excise Tax process including maintenance and
operation of an annual revaluation system for tax valuation and maintenance and operation of an electronic processing and reporting system for real estate
excise tax affidavits per RCW 82.45.180.
To manage the fund in a responsible and effective manner to fund the Real Estate Excise Tax program including valuation, collection, processing and reporting.
Goals:
To manage the fund in a responsible and effective manner to fund eligible expenses in the Assessor and Treasurer Offices,to maintain a reserve to offset maintenance
fees that increase every year,and to look for opportunities to fund electronic submittal of Real Estate Excise Tax affidavits from title companies.
Objectives: Monitor revenues and coordinate expenses between the Treasurer and Assessor Offices,and coordinate with the Auditor’s, Assessor’s and Treasurer’s
Office to determine cost and ability to fund electronic REET submittals.
Fund 151 -TREASURER'S REET
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
Maintenance of the Real Estate Excise Tax system with staffing that is effective, affordable, and sustainable requires ongoing monitoring and
improvements to provide sufficient customer service and access to data. Funding is based on quantity of transactions, so it is vulnerable to
economic changes at the local, regional and and national levels. Prices have been increasing significantly, and transaction numbers are strong.Real
estate sale prices have been increasing significantly, and transaction numbers are strong. Number of transactions is expected to stabilize or fall in
the coming year.
151Narrative Template Page 2 of 3 9/7/2021
2022 - 2023 Biennial Budget
2021 2022 2023
Current
Budget Request Request
FTEs N/A N/A N/A
2021 2022 2023
Expected Projected Projected
Yes Yes Yes
Yes Yes Yes
Performance
Explanation
Annual revaluation of property taxes
Staffing
Explanation
STAFFING
Record and disseminate data to DOR
electronically
PERFORMANCE INDICATORS
While staffing is required to monitor and maintain this program, there are currently no staff specifically assigned to this fund. The program
depends upon and benefits indirectly from staffing in other funds.
The Assessor's and Treasurer's Office independently provide services to achieve the goals of this program, and coordinate to implement
usage of revenue from this fund.
151Narrative Template Page 3 of 3 9/7/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
FINANCIAL SUMMARY ~This must present a balanced budget.~
2022 DEPT
REQUEST
2023 DEPT
REQUEST
Estimated Beginning Balance
Budgeted Revenue 14,000.00 14,000.00
Add Total Revenue - Form A
Total Revenue 14,000 14,000
Budgeted Expenditures 14,000.00 14,000.00
Add Total Expenditures - Form A
Total Expenditures 14,000 14,000
Estimated Endng Balance - -
151 REET Technology Fund
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
_____________________________________________________________________ __________9/6/2021______________________
Signature of Elected Official / Department Head Date
151_Other Funds - Financial Certification Workbook Page 1 of 1 9/6/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised B 2022 Request 2023 Request
15133600 336025 REET ELEC TECHNOLOGY FEE Revenue (8,555) (8,555) (9,000) (9,000)
15134142 341091 TREASURERS FEES EXCISE TAX Revenue (4,846) (4,846) (5,000) (5,000)
15151422 410000 PROFESSIONAL SERVICES Expense 4,000 4,000 4,000 4,000
15159700 597001 TRANSFER OUT GF Expense 3,000 3,000 3,000 3,000
15159700 597010 TR-ASSESSOR Expense 7,000 7,000 7,000 7,000
2021 Orig Budget
Total
2021 Revised
Budget Total
2022 Request
Total
2023 Request
Total
Revenue (13,401) (13,401) (14,000) (14,000)
Expense 14,000 14,000 14,000 14,000
Grand Total 599 599 - -
151 TREASURER'S REET AUTOMATION
2022 - 2023
BIENNIAL BUDGET
REQUEST
WSU - Cooperative Extension
Noxious Weed
JEFFERSON COUNTY
BOARD OF
COMMISSIONERS
WSU Extension Director
Cliff Moore
●Represents WSU locally
●Links University expertise and research to the
community
WSU COUNTY
RELATIONS:
WSU
EXTENSION DIRECTOR
VICKI MCCRACKEN
JEFFERSON COUNTY
ADMINISTRATIVE
STAFF
Su Tipton
Admin Assist.-Lead
Grants management,
inventories,
timesheets, office
management
Sarah Leonard
Clerk Hire
Office reception,
4-H YOUTH
DEVELOPMENT
New Coordinator
4-H Youth Coordinator
4-H Clubs and
Activities,
4-H Afterschool
Programs,
Youth and Family
Support,
4-H School Enrichment
Programs
Volunteer Training
-----
*K-6 After School
Program
Brinnon School
District
Alicia Simmons
K-6 After School
Professional
New Hire
K-6 After School
Assistant
Shirley Townes
K-6 After School
Assistant
*Due to COVID-19, Program
is suspended at this time,
WSU Affliate and
Jefferson County Staff
Monica Montgomery
Marine Resources
Committee
Ext Ed. Programs:
Beach Watchers
Stream Stewards
Darcy McNamara
Natural Resources
Educator
Buffer Management
MASTER GARDENR
PROGRAM
Bridget Gregg
MG Coordinator
(WSU)
Agricultural
Development
(Small Farms and
Community and
Economic
Development)
Kellie Henwood
Small Farms Regional
Coordinator
WSU FACULTY
Bob Simmons
Olympic Region Water Resources
Specialist
UNIVERSITY OF
WASHINGTON SEA
GRANT PROGRAM
Sarah Fisken,
Continuing
Education
Coordinator
Develops boater
safety courses for
recreational and
commercial
interests
Coordinates with
Tribes and other
communities on
boater safety and
emergency
prepardness
CAHNRS: College of Agriculture, Human, and Natural Resource Science
Partner housed in
Extension office
Jefferson County
NOXIOUS WEED
Program
Joost Besijn
Weed Control
Coordinator
Noxious weed
eradication,
outreach education &
presentations,
North Olympic
Peninsula regional
coordination
Elena Smith
Weed Control
Jefferson County NOXIOUS
WEED Board
WSU Extension
VOLUNTEERS
WSU Extension
VOLUNTEERS
WSU
EXTENSION ASSIST. DIRECTOR
MICHAEL GAFFNEY
WSU Extension
VOLUNTEERS
P1 WSU Jefferson County Org Chart 2021 9/7/2021
2022 - 2023
BIENNIAL BUDGET
REQUEST
WSU - Cooperative Extension
FUND/DEPARTMENT: 108-WSU Extension
BUDGET/
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
FUND/DEPARTMENT: 108-WSU Extension
Extension Education engages people, organizations and communities to advance knowledge, economic well-being and quality of life by fostering inquiry, learning and
the application of research. Extension builds peoples' capacity to make informed decisions and improvements in their lives. Extension Programs occur where people
live, work and play. We facilitate learning on farms, on the waterfront, in the home and in business and community centers. We provide objective, unbiased education
based on research and knowledge, allowing people to make their own informed decisions.
Goals 2022-2023:
-Support Extension Programing
-Support Community Developement
Objectives 2022-2023:
-Continue fiscal recovery
-Continue adding to reserve cash balance
-Stabilize program staff
-Adjust to COVID requirements while still delivering programs
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
As outlined in the budget submission for each program area, the WSU Jefferson County Extension operation is a partnership between the County
and the University. In addition to Permanent Budget Lines committed to the operation, in both organizations, WSU Extension staff and faculty
are adept and experienced at seeking and obtaining extra-mural funding to enhance program delivery. Specific partner funding parameters will
be outlined in each program area.
The COVID-19 pandemic has significantly impacted program delivery and in some cases, the number of volunteers and program participants.
Even programs that were able to pivot to a digital delivery modality, and/or employ hybrid delivery strategies, will be seeking opportunities to
rebuild numbers and programs in the coming years. As we adjust to on-going restrictions mandated by the state, local health officials, the County
and the University, it should be expected that participation in Extension programs will be a moving target until some level of pre-pandemic
"normalcy" returns.
The financial picture for WSU Jefferson County Extension continues its modest improvement. Having paid off the $60,000 bridge loan from 2017,
the program will have the $15,000 that has been deducted from the operational allocation each of the past 4 years returned to the budget. This
will offset lost program and classroom rental revenue but program administrators will need to continue managing carefully during the biennium.
FINAL 108-WSU EXT-Narrative_ Page 1 of 1 9/7/2021
2022 - 2023 Biennial Budget
STAFFING
FTEs
Staffing
Explanation
3.30 3.30 3.30
Currently Jefferson County provides funding for 3.3 FTEs: .8 FTE for program administration/budget operations and 1 FTE for the Water Quality/Marine Resource Committee. The
operational allocation also allows Extension to have a Clerk Hire administrative support for 2 hours per day. In October 2021, Extension will also resume the Brinnon After School 4H
Program. Up to three part-time Clerk Hires (equaling no more than 1 FTE), will be engaged to manage the program under the auspices of 4Hln addition, through the annual
Memorandum of Understanding (MOU) between Jefferson County and WSU, the County also provides salary funding for the university to hire 1 FTE Small Farms Coordinator, 1 FTE
4H Coordinator and a .5 FTE Master Gardener Coordinator. The MOU provides for approximately one-third of the WSU Jefferson County Extension Director's salary. In each of these
cases, WSU provides benefits. The operational allocation also has enabled Extension to hire staff in Brin non for the 4H After School Program. As a result of COVID restrictions, that
program did not operate during the 2020-2021 school year. If pandemic restrictions are eased and if allowed, that program may be offered at some point during the 2021-2022
school year.
PERFORMANCE
INDICATORS
Performance indicators are provided in each specific program budget submission.
Performance
Explanation
FINAL 108-WSU EXT-Narrative_ Page 1 of 1 9/7/2021
FUND/DEPARTMENT: 108-WSU Extension-Water Quality/Natural Resources
Fund/Program
Description RCWs
108 -Water Quality and Marine Resource Committee
Water Quality provides outreach and education programing for interested community members in water-related resources which rely on research-based publications
and the best available science. Progrmas, traning and outreach offer guidance for protecting our local streams, rivers, lakes, wetlands, estuaries, and marine waters.
Programs include:
1) Beach Naturalists and Stream Stewards trainings: These courses are designed for anyone who is interested in beach and stream ecosystems and becoming better
stewards. In these 6-week courses, participants learn directly from regional experts about beach and stream habitats and species, restoration and conservation efforts,
and community science opportunities. Upon completing the trainings, participants commit to 20-40 hours of volunteer service with local environmental stewardship
organizations and projects.
2) Jefferson County Marine Resources Committee {MRC): The MRC is administered through WSU Jeff. Co. Extension and is one of seven county MRCs that are part of
the NW Straits Initiative. The MRC is comprised of 20 members (13 voting members, 1 nonvoting & 6 alternates) and serves Jefferson County in an advisory capacity,
providing input to the BoCC on local marine issues. The MRC also receives grant funding to engage community volunteers in hands-on marine stewardship projects,
including forage fish spawning and bull kelp monitoring, Olympia oyster restoration, eelgrass and shellfish habitat protection, stormwater mitigation via rain garden
installations, and community outreach focused on nearshore habitat protection, sustainable shellfish harvesting practices, and water quality improvement.
GOALS &
OBJECTIVES
3)Engaging the Community in Salish Sea Ecosystem Recovery: This grant-funded program engages environmental agencies and organizations working
with community volunteers across the North Olympic Peninsula, to network, better support each other's efforts, and grow a stronger community of
volunteers engaged in environmental stewardship. It also provides funding for WSU to provide the Stream Stewards training in Jefferson and Clallam
Counties, as well as for NOSC to provide the Real Work/Real Learning middle school education program. The grant lasts till the end of 2022.
FINAL 108-WSU EXT-WQ-Narrative Page 2 of 2 9/7/2021
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
The WSU Extension Water Quality program is a partnership between Jefferson County, WSU and a number of external funding partners,
including the NW Straits Foundation, the Washington State Department of Ecology and the North Olympic Development Council. WSU provides
full salary and benefits or an Associate Professor who oversees all offerings. Jefferson County receives annual grant funding from the NW Straits
Foundation and with that funding, provides salary and benefits for one FTE -Water Quality Coordinator who is responsible for managing and
coordinating all aspects of the Marine Resource Committee. During the pandemic, program interest has remained relatively strong with most
offerings pivoting to an online/zoom based delivery modality. As the pandemic will allow, programs will return to more in-person offerings, but it
is likely that some components of many programs will continue to be offered in the digital format. This format is flexible and allows community
members an opportunity to participate around their busy schedules.
FINAL 108-WSU EXT-WQ-Narrative Page 1 of 1 9/7/2021
2022 - 2023 Biennial Budget
STAFFING
FTEs
2021 2022
Current
d Request Bu get
1.00 1.00 1.00
Staffing
Explanation
As noted, WSU fully funds the faculty member who is responsible for program oversight, management and supervision. As receipient fo
the 2021-2023 MRC Grant and the Engaging the Community Grant, the County funds the 1 FTE operational staff member. In addition,
various grants typically enable the faculty member to bring o, in a temporary mode, additional program support for specific grant
deliverables.
PERFORMANCE
INDICATORS
Beach Naturalists&Stream Stewards
Classes/Participants
Surface Water Events and Contacts
Shore Stewards Members
MRC Volunteer Hours
2021 2022
Expected Projected
10 and 40
Oand 0
330
1600
10 and 40
4 and 200
350
1600
10 and 40
4 and 200
370
1600
Nots: Indicators willl vary depending on COVID. In 2021, the WSU faculty member who leadsthe Surface Water Evensts will be on
sabatacal for most of the year. Performance
Explanation
FINAL 108-WSU EXT-WQ-Narrative Page 1 of 1 9/7/2021
2022-2023 BIENNIAL BUDGET FUND/DEPARTMENT: 108-WSU Extension-Small Farms
BUDGET/
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
FUND/DEPARTMENT: 108-WSU Extension-Regional Small Farms
Serving Clallam, Jefferson & Kitsap Counties
WSU Extension Regional Small Farms Program offers education and outreach for agricultural development throughout the Olympic and Kitsap Peninsulas. The
overarching program goal is to improve operational capacity for our agricultural producers and processors.
GOALS
1.Local and Regional Engagement -Encourage broad-based participation in the WSU Regional Small Farms Program. Provide technical support for farmers,
landowners and individuals intersted in starting a farming operation in Clallam, Jefferson and Kitsap Counties through on-site visits, phone calls and emails.
2. Educational Programming-Deliver intensive and scale-appropriate workshops, classes, networking opportunties, webinars, and field days for farmers and
agricultural producers that enhance sustainable land and crop management practices, strengthen knowledge of farm business management, and develop curriculum
for new and beginning farmers.
3. Strengthen Collaborations-Continue to collaborate and seek new collaborations among community partner organizations, including but not limited to Jefferson
LandWorks Collaborative, Eat Local First, local Food Banks, schools and institutions.
OBJECTIVES
1. Staff Regional Small Farms Coordinator position
2. Offer at least 12 educational or programmatic opportunties for farmers on sustainable crop and livestock production, integrated pest management, whole farm
planning, farm business planning and farm human resources across Clallam, Jefferson and Kitsap Counties.
3. Continue collaborating with community partners through the Jefferson LandWorks Collaborative and other regional partners, who work together on keeping
�-ON <,�
'<. "'-.,, ...:. ..... � ... -<
working lands viable. This includes expanding and implementing the Farm to Farmer Program in partnership with Washington Farmland Trust and Clallam AgWorks.
�
4. Continue collaborating with community partners through the Eat Local First Olympic Peninsula chapter, who develop and implement a year-round local food
marketingand educational campaign.
5. Educate and work with local farmers and landowners on a case-by-case basis regarding their farming operations through one-on-one consults to share best
management practices for organic or sustainable vegetable production, seed production, pasture management and integrated livestock systems, whole farm
planning, farm business planning and marketing, food safety and on -farm safe handling practices.
6. Seek funding and collaborative opportunities to develop new programs or furthering existing programs addressing agricultural production, food safety, marketing,
institutional local food purchasing, and/or new farmer development training.
FINAL 108-WSU Small Farms Narrative Page 2 of 2 9/7/2021
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
The program is a partnership between Jefferson County and WSU and includes shared funding; the County covers the salary cost for one FTE
and WSU provides benefits. The staff member is considered a WSU Administrative Professional. Service delivery area is Kitsap, Clallam and
Jefferson Counties with most offering providing multiple in-person cohorts. During the pandemic, program interest has remained relatively
strong with most courses pivoting to an online/zoom based delivery modality. As the pandemic will allow, the program will return to more in
person offerings, but it is likely that some components of many programs will continue to be offered in the digital format. This format is flexible
and allows busy farmers an opportunity to participate around their busy schedules.
FINAL 108-WSU Small Farms Narrative Page 1 of 1 9/7/2021
2022 - 2023 Biennial Budget
STAFFING
FTEs
2021 2022 ----
Current
B d Request u get
0.00 0.00 0.00
Staffing
Explanation
As noted, funding for the program is a partnership between Jefferson County and WSU; the County covers the salary cost for one FTE
and WSU provides benefits. The staff member is considered a WSU Administrative Professional and is funded through the annual
Memorandum of Understanding between Jefferson County and WSU.
PERFORMANCE
INDICATORS
Regional Workshops/Classes
Regional Workshop/Classes Participants
One-on-one individual consulations
10
350
1000
12
400
1000
12
400
1000
The Regional Small Farms Program shifted to offering all online educational workshops, classes, webinars, courses, and events delivered
through zoom for 2021. The number of actual participants has dropped from 2020's projected numbers due to this. However, since we
were able to record all of our educational offerings and created an online learning library that can be accessed on-demand, we expect
more the overall numbers to be higher from busy farmers and landowners that increases access to our educational offerings in different
FINAL 108-WSU Small Farms Narrative Page 1 of 2 9/7/2021
2022 - 2023 Biennial Budget
Performance
Explanation
ways an in-person learning event w0uld. In addition, we removed the workshop fees on all Dirt Talks and one Cultivating Success class,
"Is a Small Farm in Your Future," due to the pandemic and economic difficulties for some participants. Our program has been consistent
in offering all Cultivating Success courses for the last 2 years and will continue to enhance this mainstay WSU curriculum. Other webinars
offered in 2021 consisted on farm human resources and employee management, USDA grant programs available to farmers, agricultural
leases, and integrated pest management.
FINAL 108-WSU Small Farms Narrative Page 2 of2 9/7/2021
2022-2023 BIENNIAL BUDGET FUND/DEPARTMENT: 108-WSU Extension-4-H
BUDGET/
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
FUND/DEPARTMENT: 108-WSU Extension-4-H
4-H empowers youth to reach their full potential, working and learning in partnership with caring adults. Using high quality WSU Extension and national 4-H curricula,
4-H in Jefferson County trains and supports adult volunteers and staff who provide a wealth opportunities through ongoing 4-H Clubs/Groups, After-School and School
Enrichment Programs, Teen and Civic Leadership, 4-H Challenge, and other community-supported, positive-youth-development programs.
GOALS
1.Provide needed training for all new and returning 4-H volunteers.
2. Provide desired enrichment for all 4-H youth members.
3. Work to rebuild and stabilize 4-H projects.
4. Grow community and volunteer support for all ongoing projects including: Know Your Government, distinct 4-H Clubs/Groups (over 30), Summer Camp, Fair, etc.
These projects attract new youth members and keep current members engaged.
OBJECTIVES
1. In fall 2021, provide well-planned orientation(s) for all 4-H volunteers and look for ongoing opportunities for pre-existing volunteer enrichment opportunities (e.g.,
4-H Forum).
2.In winter 2019-20, provide a day-long 4-H academy ("Super Saturday") for all 4-H youth members and look for pre-existing youth enrichment opportunities (e.g.,
Teen Rally, 4-H events in other counties, community-based youth events).
3. Work with 4-H Regional Faculty to review current status of projects needing increased stability and make strategic adjustments as soon as possible.
4. Work with community organizations and funders to strategize and help launch new projects.
S. Work with organizations like Skillmation to recruit new volunteers and call upon more senior volunteers and support staff to help orient new volunteers.
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
At the time this document was being prepared, WSU was in the final stages of vetting a new 4H Coordinator. It is expected that the new
Coordinator will be hired and on-board by the time of the budget presentation. Through the annual MOU with the University, Jefferson County
provides the salary for the 4H Coordinator and WSU provides the benefits.
Graciously, at mid-year, the BoCC agreed to increase the salary contribution for the 4H Coordinator, beginning in 2022, to bring it up to the state
average for the 26 similar positions in the WSU system. This allowed Extension to recruit for a new Coordinator at an annual salary of $45,000,
well above the $37,000 annual salary that had previously been in place.
The staff member is considered a WSU Administrative Professional. Additionally, the General Fund allocation provides funding to bring on
County "Clerk Hire" staff to manage the Brin non After School Program. As this document is being prepared, staff for the Brin non program are
being identified.
FINAL 108-WSU EXT-4-H-Narrative_ Page 1 of 1 9/7/2021
2022 - 2023 Biennial Budget
STAFFING
FTEs
Staffing
Explanation
2021 2022
Current
-- - --��
B d Request u get
1.00 1.00 1.00
As noted, funding for the program is a partnership between Jefferson County and WSU; the County covers the salary cost for one FTE and
WSU provides benefits. The staff member is considered a WSU Administrative Professional and is funded through the annual
Memorandum of Understanding between Jefferson County and WSU. The one FTE noted above represents the collective time of up to 3
individuals who will manage the Brin non After School Program once it resumes. As noted, they will all be County Clerk Hires. As of
September 7, 2021, no funds have been expended from the General Fund allocation in 2021 for the Brinnon program and we are
requesting that we be allowed to carry forward those unspent funds to enable a robust return to this critical program in the 2021-2022
school year. We are hopeful that the Brinnon After School Program will resume in October 2021.
PERFORMANCE
INDICATORS
2021 2022 --------Expected Projected Projectei:t
Performance
Explanation
Volunteers/Contacts 60/2500 30/1250 30/1250
More than any other Extension program, 4H has been impacted by restrictions resulting from the COVID-19 pandemic. The program lost
adult 4H leaders and 4H youth alike, even as many offerings included a Zoom or other remote delivery option. Youth who spent most
school time on Zoom and adults working remotely, mostly on Zoom, simply were not interested in an extra-curricular activity that
required more screen time. As a result, current performance indicators are very conservative as the new coordinator works to rebuild
enrollments and the number of trained adult volunteers. 4H remains one of the most successful, celebrated and impactful youth
development programs in the United States and with diligent effort, and some easing of the pandemic, the program in Jefferson County
will regain its stature
FINAL 108-WSU EXT-4-H-Narrative_ Page 1 of 1 9/7/2021
FUND/DEPARTMENT: 108-WSU Extension-Master Gardeners
BUDGET/
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
FUND/DEPARTMENT: 108-WSU Extension-Master Gardeners
The WSU Jefferson County Extension Master Gardener Program delivers effective community education in horticulture and environmental stewardship to the citizens
of Jefferson County through training and coordinating certified volunteers. Once Master Gardener volunteers have completed training, they give back to the
community by 1) delivering science-based education on topics such as vegetable and ornamental gardening, native plant workshops, septic landscape care, noxious
weed identification and eradication, home and garden pests, and water quality issues; 2) volunteering in local community, county, and state projects including: food
bank gardens throughout Jefferson County, managing the Jefferson County Seed Library, supporting school gardens and cirriculum, volunteering for the Jefferson
County and City of Port Townsend Park and Recreation Deparments as well as state park programs; 3) providing support to other programs at WSU Extension,
through office administration assistance; volunteering for 4-H, Noxious Weed, Water, and Farm Extension programs; and raising funds to support the Master
Gardener Program while meeting the education mission of the program.
Engaging university-trained volunteers to empower and sustain diverse communities with relevant, unbiased, research-based horticulture and environmental
stewardship education.
Education: Deliver science-based education to Jefferson County residents through horticulture classes and outreach events. At these classes and events, Master
Gardener Volunteers teach local community members to manage their landscapes in a science-based, sustainable manner using integrated pest management (1PM)
methods in order to reduce pesticide use; address environmental and social issues such as food security and reslience, water conservation, environmental
stewardship, and water quality; work to reduce the negative impact of invasive species; and increase public awareness of healthy living through gardening and the
proper application of 1PM techniques0
Local Engagement: Collaborate with local schools, government and non-profit organizations to engage 55+ trained Master Gardener volunteers in activities designed
to deliver environmentally sound and research-based gardening practices. We achieve this through Plant Clinics, Seed Library, Growing Groceries classes, free lectures
and workshops, community events, newspaper articles, and partnerships with Food Bank Gardens & Gleaner program, Jefferson County Parks and Recreation Khul Kah
Han Native Plant Garden, Washington State Parks, Olympic Native Plant Society, Sunfield School and the Port Townsend and Chimacum School District gardens.
Program Support: : Provided program support to the WSU Extension programs and partners. Many of these hours supported the efforts required to provide the
outreach events described above. Other programs that Master Gardeners supported were the WSU Water and Natural Resources Department Rain Gardens, Jefferson
County Noxious Weed Pulls and outreach, and office support at WSU Jefferson County Extension.
Coordinate the Master Gardener volunteer program through regular communication with volunteers and partners.
Offer volunteer training program annually to educate and encourage volunteer involvement in local gardening and environmental stewardship programs.
Enhance food security through teaching vegetable gardening classes which educate community members in the latest research-based practices for growing food and
food preservation. Community members on who are eligible for social services are given 25 -100% discounts for these classes, dependent on need.
Manage the Jefferson County Seed Library housed at the WSU Extension office. The mission of the library is to create a culture of learning, sharing, and community
GOALS &
OBJECTIVES
through sustainable seed saving that reclaims seeds as a public resource, encourages biodiversity as an alternative to genetically modified seeds, fosters self
reliance over dependence upon large food producers, increases food security, promotes a healthy diet and develops seed adapted to thrive in the soils and
climate of our region. The Seed Library is also hosting a Community Seed Project, which engages community gardens in developing locally adapted seed which
will be available to Jefferson County residents.
Provide plant problem clinics in which Master Gardeners provide free science-based horticulture advice in throughout Jefferson County.
Educate Jefferson County residents through free monthly lectures/workshops via Zoom. When COVID restrictions lift, we will continue our in-person
programming which includes offering classes at the WSU Classroom, workshops at the Jefferson County Fair, as well as providing educational speakers for our
partners; Jefferson County Library, Port Townsend Library, Jefferson County Environmental Health, and others upon request.
Connect volunteers with opportunities to support other WSU Extension Programs, including Rain Garden installation, maintenance and mentoring, noxious
FINAL 108-WSU EXT-MG-Narrative_ Page 2 of 2 9/7/2021
2022 - 2023 Biennial Budget
SUMMARY
Key Funding
Service Issues
During the pandemic, program interest has remained relatively strong with most courses pivoting to an online/zoom based delivery modality. As
the pandemic will allow, the program will return to more in-person offerings, but it is likely that some components of many programs will
continue to be offered in the digital format. This format is flexible and allows community members an opportunity to participate around their
busy schedules.
FINAL 108-WSU EXT-MG-Narrative_ Page 1 of 1 9/7/2021
2022 - 2023 Biennial Budget
STAFFING
FTEs
2021 2022 ----
Current
d Request Bu get
0.00 0.00 0.00
Staffing
Explanation
As noted, funding for the program is a partnership between Jefferson County and WSU; the County covers the salary cost for one .5 FTE
and WSU provides benefits. The staff member is considered a WSU Administrative Professional and is funded through the annual
Memorandum of Understanding between Jefferson County and WSU.
PERFORMANCE
INDICATORS
Master Gardener Training Students/ Total
Master Gardener Volunteers
Plant Clinic Events/ Questions Answered
Educational Events (lectures, workshops,
demonstrations)/ Attendees
Indirect Public Contacts
Program Support Hours/ Total Master
Gardener Volunteer Hours
FINAL 108-WSU EXT-MG-Narrative_
2021 2022 ------Expected Projected
7/55
21/123+
25/1000
180000*
2200/4200
16/60
21/150
30/1200
18000*
2500/5000
16/70
21/200
40/2000
180000*
2500/5000
Page 1 of 2 9/7/2021
2022 - 2023 Biennial Budget
Performance
Explanation
Performance Indicators show that during (OVID, volunteer and public participation/interest remained high. Master Gardener
Program pivoted to Zoom, offering monthly lectures, the popular Growing Groceries class, and help sessions for the public with
plant problem questions. The two large public events were canceled this year, the Yard & Garden lecture series and the Secret
Garden Tour, both of which teach best horticulture management practices for residential landscapes. We hope to offer them
next year, but did not include these events in the above estimates for the 2022 attendees.
+Number of questions answered as of 08/30/2021
*Monthly news article in PT Leader on sound horticulture practices on topics such as waterwise gardening, pollinators, soil health ...
FINAL 108-WSU EXT-MG-Narrative_ Page 2 of 2 9/7/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
708 WSU EXTENSION
FINANCIAL SUMMARY -This must present a balanced budget. -
Estimated Beginning Balance
Budgeted Revenue
Add Total Revenue -Form A
Total Revenue
Budgeted Expenditures
Add Total Expenditures -Form A
Total Expenditures
Estimated Endng Balance
2022 DEPT
REQUEST
2023 DEPT
REQUEST -------+-------
103,573 54,272
409,124 369,166
39,854 40,050
448,978 409,216
458,425 413,105
39,854 40,050
498,279 453,155
54,272 10,333
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
Signature of El ct d Official / Department Head
Other Funds -Financial Certification Workbook Page 1 of 1 9/1/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2022 General Fund Departments use this form if requesting an ongoing or one-time
Department:WSU JEFFERSON EXTENSION increase to your Base Budget
Departmental Contact:Other Funds use this form if you are requesting an increase in the General
Date: Fund Transfer to your department.
Account #Account Description
Base Budget
Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
10839700 .397010 OPER TRF IN-FR G.F. 15,000 15,000 1) REINSTATE $15,000-LOAN FINISHED
10839700 .397010 OPER TRF IN-FR G.F. 6,527 6,527 2)CURRENT REGULAR YEAR 3%
10839700 .397010 OPER TRF IN-FR G.F.1,827 1,827 3) PAST 4 YR 3% ON THE $15,000 USED FOR LOAN
10839700 .397010 OPER TRF IN-FR G.F. 10,000 10,000 4) 4-H COORDINATOR RAISE-MOA
10839700 .397010 MASTER GARDENER/MOA 6,500 6,500 5) MASTER GARDENER-ADDING 5 HRS PER WEEK
TOTAL REVENUES 38,027 1,827 39,854
EXPENDITURES
10857121 101000 ADMIN CLERK 1-SALARY 16,391 16,391 6) REINSTATE 0.5 FTE POSITION
10857121 200000 ADMIN CLERK 1-BENEFITS 3,365 3,365 6) REINSTATE 0.5 FTE POSITION.
10857124 410062 MASTER GARDENER MOA 6,500 6,500 5) ADD 5 HRS WKLY TO MG POSITION
4-H MOA 10,000 10,000 4) ADD-RAISE TO 4-H POSITION SALARY
RESTORE PROGRAMING 3,598 3,598 7) RESTORE PROGRAMING
-
-
TOTAL EXPENDITURES 39,854 - 39,854
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST 1,827 1,827 -
1)Reinstatement of $15,000-Loan finished: $60,000 4 year loan paid off. Reinstate $15,000 to ongoing OPER TRF IN-FRM G.F.
2)Current Year 3% regular annual 3% increase on G.F. amount.
3)Past 4 YR 3% on the $15,000 deducted for 4 YR Loan.
4)4-H Coordinator Position MOA Raise-bring base salary up to average salary level of neighboring counties.
5)Master Gardener currently at 0.5 FTE-adding 5 additional weekly hours (0.625 FTE). Expenditures:
6)Reinstating Jefferson County 0.5 FTE Admin Clerk 1 position-County funded position that was cut because of County COVID-19 budget cut adjustments, salary and benefits-County needs to
match funds in revenue for the expenditure in salary and benefits.
7) Restore Programing accross extension programs that were cut or minimized to pay back the $60,00 loan to county. Program increases will be determined by the new director.
WSU - Add Form 2022 Page 1 of 1 9/23/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2023 General Fund Departments use this form if requesting an ongoing or one-time
Department:WSU JEFFERSON EXTENSION increase to your Base Budget
Departmental Contact:Other Funds use this form if you are requesting an increase in the General
Date: Fund Transfer to your department.
Account #Account Description
Base Budget
Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
10839700 .397010 OPER TRF IN-FR G.F. 16,827 16,827 1) $15,000 + BACK INTEREST + ADDL 3% FOR 2022 TO 2023
10839700 .397010 OPER TRF IN-FR G.F. 6,723 6,723 2) CURRENT YEAR INCREASE 3%
10839700.397010 OPER TRF IN-FR G.F. 10,000 10,000 3) 4-H COORDINATOR RAISE-MOA
10839700 397010 MASTER GARDENER/MOA 6,500 6,500 4) MASTER GARDENER-ADDING 5 HRS PER WEEK
TOTAL REVENUES 40,050 -40,050
EXPENDITURES
10857121 101000 ADMIN CLERK 1-SALARY 16,391 16,391 5) REINSTATE 0.5 FTE POSITION
10857121 200000 ADMIN CLERK 1-BENEFITS 3,365 3,365 5) REINSTATE 0.5 FTE POSITION.
10857124 410062 MASTER GARDENER MOA 6,500 6,500 4) ADD 5 HRS WKLY TO MG POSITION
4-H MOA 10,000 10,000 3) ADD-RAISE TO 4-H POSITION SALARY
RESTORE PROGRAMING 3,794 3,794 6) RESTORE PROGRAMING
-
-
TOTAL EXPENDITURES 40,050 - 40,050
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - - -
1) Reinstatement of $15,000 in 2022-Loan $60,000 4 year loan paid off. Includes prior increases from 2022 and additional 3%.
2)Current Year 3% regular transfer for annual 3% increase on existing G.F. amount.
3)4-H Coordinator Position MOA Raise-bring base salary up to average salary level of neighboring counties.
4)Master Gardener currently at 0.5 FTE-adding 5 additional weekly hours (0.625 FTE). Expenditures:
5)Reinstating Jefferson County 0.5 FTE Admin Clerk 1 position-County funded position that was cut because of County COVID-19 budget cut adjustments, salary and benefits-County needs
to match funds in revenue for the expenditure in salary and benefits.
6)Restore Programing accross extension programs that were cut or minimized to pay back the $60,00 loan to county. Program increases will be determined by the new director.
WSU - Add Form 2023 Page 1 of 1 9/23/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10833314 333118 MRC PROJECT GRANT Revenue (28,000) (28,000) (37,000) (29,000)
10833365 333134 INDIRCT FED EPA GRNT THRU NSF Revenue (54,221) (54,221) (42,458) (4,500)
10833366 333119 NWSF MARIN CONS GRANT Revenue (1,897) (1,897) (8,000) -
10833403 334118 MRC PROJECT GRANT(STATE)Revenue (65,000) (65,000) (65,000) (65,000)
10834711 347000 WQ TRAINING Revenue (7,363) (7,363) (1,148) (1,148)
10834713 347001 EDUCATIONAL PROGRAMS Revenue (2,000) (2,000) (2,000) (2,000)
10834713 347004 SMALL FARMS PROGRAM Revenue (6,700) (6,700) - -
10834714 347006 MASTER GARDENER PROGRAM Revenue (5,000) (7,020) (5,000) (5,000)
10836707 367000 PRIVATE CONTRIBUTIONS Revenue (1,000) (1,000) (1,000) -
10839700 397010 TR FROM GF Revenue (232,121) (232,121) (225,922) (240,922)
10839700 397109 TR FROM NOX WD Revenue (21,596) (21,596) (21,596) (21,596)
10855310 101000 SALARIES & WAGES Expense 49,086 49,086 51,471 52,981
10855310 200000 PERSONNEL BENEFITS Expense 19,942 19,942 28,009 21,797
10855310 310000 OFFICE AND OPERATING SUPPLIES Expense 8,971 8,971 11,200 6,000
10855310 310076 FACULTY PROJECT SUPPLIES Expense 351 351 351 351
10855310 310084 EDUCATION SUPPLIES Expense 600 600 680 -
10855310 410067 PROJ CONTRACT SVCS Expense 12,850 12,850 3,000 3,000
10855310 430000 TRAVEL Expense 986 986 986 986
10855310 440000 ADVERTISING Expense - 800 - 2,000
10855311 410061 WEATHER STATION Expense 1,500 1,500 1,500 1,500
10855490 101000 SALARIES & WAGES Expense 1,159 1,159 1,159 -
10855490 200000 PERSONNEL BENEFITS Expense 497 497 497 -
10855490 430000 TRAVEL Expense - - 100 -
10857121 101000 SALARIES & WAGES Expense 41,890 41,890 55,328 55,329
10857121 200000 PERSONNEL BENEFITS Expense 17,993 17,993 20,556 20,556
10857121 310000 OFFICE AND OPERATING SUPPLIES Expense 4,100 4,100 - 4,100
10857121 410062 AGENT MOA Expense 24,155 24,155 - -
10857121 410063 EXTENSION AGENT/CHAIR MOA Expense - - 24,155 24,155
10857121 420003 INTERNET Expense 3,000 3,000 3,000 3,000
10857121 420100 POSTAGE Expense 320 320 320 320
10857121 430000 TRAVEL Expense 100 100 100 100
10857121 450000 RENTS & LEASES Expense 39,815 39,815 39,815 39,815
10857121 450560 INFO SERVICES - COMPUTERS Expense 17,520 17,520 17,250 15,014
10857121 470100 UTILITIES Expense 3,200 3,200 3,200 3,200
10857121 480000 REPAIR & MAINTENANCE Expense 2,000 2,000 2,000 2,000
108 COOPERATIVE EXTENSION
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10857121 490145 JANITORIAL SVCS Expense 2,730 2,730 2,730 2,730
10857122 101000 SALARIES & WAGES Expense 19,992 19,992 19,984 22,995
10857122 200000 PERSONNEL BENEFITS Expense 2,046 2,046 2,057 2,300
10857122 310000 OFFICE AND OPERATING SUPPLIES Expense 2,000 2,000 2,000 -
10857122 410062 4H Y&F - AGENT MOA Expense 37,363 37,363 45,000 45,000
10857122 410065 CHLLNG CRS FACILITATOR Expense - - 2,000 2,000
10857122 410068 CHLLNG CRS/REPAIR&MAINT Expense - - 2,000 1,000
10857122 410072 SERVICES Expense 500 500 1,000 1,000
10857122 430000 TRAVEL Expense 450 450 450 450
10857122 490600 TRAINING, SEMINARS, SCHOOLS Expense 450 450 450 450
10857123 410062 SMALL FARMS MOA Expense 40,563 40,563 46,476 46,476
10857123 410080 SM FARMS WORKSHOPS Expense 1,000 1,000 - -
10857123 430000 TRAVEL Expense 900 900 - -
10857124 410062 MASTER GARDENER - AGENT MOA Expense 25,000 26,000 32,500 32,500
10857124 430000 TRAVEL Expense 450 450 - -
10857124 490600 TRAINING, SEMINARS, SCHOOLS Expense 450 450 - -
10857125 101000 SALARIES & WAGES Expense 19,228 19,228 10,111 -
10857125 200000 PERSONNEL BENEFITS Expense 4,400 4,400 2,868 -
10857125 310000 OFFICE AND OPERATING SUPPLIES Expense 500 500 500 -
10857125 410000 PROFESSIONAL SERVICES Expense 22,450 22,450 23,122 -
10857125 430000 TRAVEL Expense 344 344 500 -
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (424,898) (426,918) (409,124) (369,166)
Expense 430,851 432,651 458,425 413,105
Grand Total 5,953 5,733 49,301 43,939
108 COOPERATIVE EXTENSION
2022 - 2023
BIENNIAL BUDGET
REQUEST
Noxious Weed
2022-2023 BIENNIAL BUDGET FUND/DEPARTMENT: 109-Noxious Weeds Control
BUDGET/
PROGRAM Fund/Program
Description RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
Jefferson County Noxious Weed Control Program
-RCW 17.10
-WAC 16.750
Funded through: Fee Assessment Ordinance 07-1109-15
To prevent and reduce the economic, environmental and social impacts of noxious weeds in Jefferson County, Washington. Program focus is to provide education and
technical assistance to landowners and public agencies to help find the best control options for noxious weeds on each site and to reduce the overall impact of noxious
weeds throughout the county.
-To eradicate Class A noxious weeds in Jefferson County
-To prevent reproduction of Class B noxious weeds in Jefferson County
-To educate private and public agencies and the general public on noxious weeds
-To provide technical support to partners through noxious weed removal crews
2020 -2021 Biennial Budget
SUMMARY
Key Funding
Service Issues
The Jefferson County Noxious Weed Control Board's goal is to achieve a stable, long-term program that can deliver a consistent noxious weed
control service to the citizens and public agencies of Jefferson County, while continuing to develop and maintain partnerships with various
agencies.
To fund the program, as outlined below, Jefferson County, Jefferson County has instituted an annual assessment, tied to property owners
property tax bill.
An assessment for the Jefferson County noxious weed control program of $4.00 per parcel and $0.30 per acre on all property not classified as
forest land shall be imposed annually. Under RCW 17.10.240 forest lands may be subject to an annual noxious weed assessment that does not
exceed one-tenth of the weighted average of the per acre and per parcel rate levied on other lands that are subject to the weed assessment.
Property classified as forest land, as defined in RCW 84.33.035, which is used solely for the planting, growing or harvesting of trees and which
is typified, except for a single five-year period following clear-cut logging, by canopies so dense as to prohibit the growth of an understory
shall be assessed at the rate of $0.40 per parcel and $0.03 per acre. [Ord. 7-15 § 3]
This assessment (approximately $147,000 in 2021) funds program overhead and a staff of 1.5 FTE who are responsible for all aspects of program
operation and management. In addition, staff have been very successful in obtaining additional funding (approximately $45,000 in 2021) through
agreements with public agencies like the City of Port Townsend and the Jefferson County PUD to extend control efforts.
The addition of the .SFTE in 2021 will help the program increase enforcement efforts throughout the county. Even with the addition of the .5
FTE, the Noxious Weed Assessment will not need to be adjusted until 2028 or 2029.
FINAL 109-NWC-Narrative_ (003) Page 1 of 1 9/7/2021
2020 -2021 Biennial Budget
STAFFING
FTEs
2021 2022
Current Budget Request
1.50 1.50 1.50
The current staffing of 1.5 FTE ensures a continuation of basic services outlined in RCWl 7.10 whilst allowing for expansion in public outreach
and enforcement. Staffing
Explanation
PERFORMANCE
INDICATORS
Contacts/Questions/Notifications
Performance
Explanation
Roads/Miles Surveyed
Acres Controlled
FINAL 109-NWC-Narrative_ (003)
2021 2022
Actual (aug) Projected
250-300
150-200
1200-1400
400-500
250-300
1200-1400
400-500
250-300
1200-1400
Page 1 of 1 9/7/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
(709 NOXIOUS WEEDS CONTROL)
FINANCIAL SUMMARY
Estimated Beginning Balance
Budgeted Revenue
Add Total Revenue -Form A
Total Revenue
Budgeted Expenditures
Add Total Expenditures -Form A
Total Expenditures
Estimated Endng Balance
-This must present a balanced budget. -
2022 DEPT
REQUEST
124,409
167,717
167,717
165,717
165,717
126,409
2023 DEPT
REQUEST
126,409
167,717
167,717
167,717
167,717
126,409
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
109-0ther Funds -Financial Certification Workbook Page 1 of 1
Date( f 1
9/2/2021
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
10934516 345000 INTERGOV SERVICE Revenue (9,000) (9,000) - -
10934516 345001 PUD MOU Revenue (25,000) (25,000) - -
10934516 345011 CITY OF PORT TOWNSEND Revenue (5,000) (5,000) (5,000) (5,000)
10934516 345012 FORT WORDEN Revenue (5,000) (5,000) (5,000) (5,000)
10934516 345013 SOLID WASTE FACILITY Revenue (2,300) (2,500) - -
10936850 368000 SPECIAL ASSESSMENT REVENUE Revenue (147,717) (147,717) (147,717) (147,717)
10939700 397000 TRANSFER IN Revenue - - (10,000) (10,000)
10939700 397180 TRANSFER FRM ROADS Revenue (4,500) (4,500) - -
10939700 397401 TR FROM SW-PW SOLID WASTE Revenue (5,000) - - -
10955360 101000 SALARIES & WAGES Expense 81,662 81,662 81,662 81,662
10955360 200000 PERSONNEL BENEFITS Expense 38,188 38,188 38,188 38,188
10955360 313120 EDUCATIONAL SUPPLIES Expense 350 350 350 350
10955360 410030 NWC-INDEPENDENT NW CONTROL Expense 15,000 19,069 10,000 10,000
10955360 410031 PUD MOU Expense 25,000 25,000 - -
10955360 410032 FORT WORDEN Expense 5,000 5,000 5,000 5,000
10955360 410033 CITY OF PORT TOWNSEND Expense 5,000 5,000 5,000 5,000
10955360 410034 SOLID WASTE FACILITY Expense 2,300 2,500 - -
10955360 410035 JC WEED ASSESSMENT FEE Expense 1,555 1,555 1,555 1,555
10955360 430000 TRAVEL Expense 1,000 1,000 866 866
10955360 480119 VEHICLE MAINTENANCE Expense - - - 2,000
10955360 499999 MISCELLANEOUS Expense 1,500 1,500 1,500 1,500
10959700 597108 TR-COOP EXT Expense 21,596 21,596 21,596 21,596
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (203,517) (198,717) (167,717) (167,717)
Expense 198,151 202,420 165,717 167,717
Grand Total (5,366) 3,703 (2,000) -
109 NOXIOUS WEED
2022 - 2023
BIENNIAL BUDGET
REQUEST
PUBLIC HEALTH
Site Abatement
Public Health
Water Quality & Land Acquisitions
Chimical Dependency
Conservation Futures Tax
Apple Martine,
Director
Veronica Shaw,
Deputy Director Allison Berry,
Health Officer
Budget, Finance & Billing
Grants & ContractsPublic Records
Community Assessment/Epi
Compliance & SafetyInternal Policy Development
CommunicationsEmergency Preparedness
Vacant,
Community Health Director
Clinical Services Community & Family Svcs.
FP & SBHC
Reception
Clinic In/Out
Foot Care
Immz. Admin.
MCH
WIC
Infectious Disease
Syringe Exchange
Immz. Rates/QI
Chronic Disease Prev.
Pinky Mingo,
Environmental
Health/Water Quality
Director
Michael Dawson,
Water Quality
Lakes
HC PIC/Shellfish
Beaches
Conservation Futures
Clean Water District
Multi-Co. MRC
Priority Basins
Alisa Hasbrouck,
Environmental Public
Health
Drinking Water Solid Waste
Local Source
Control
OSS
O & M
Permitting
Food Safety
Water Rec
Zoonotic
Disease
Human Services
DD
MH/SUD
Youth ATOD
Prevention
PH Policy
PH Policy Development
Legislation
CHIP/OCH
FPHS
EH Admin.
Jefferson County
Public Health
Human Resources
2022
Management
Team
Supervisors
Division –
no position
Staff
Finance Manager
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[1]
PROGRAMS: Administration, Public Records Requests, Local Capacity Development Funds, Public Health Emergency Preparedness and Response, Foundational Public Health
Capabilities including Assessment and Public Health Policy, Community Partnership and Communication.
MISSION: The mission of the Administration and Finance Division is to provide excellent internal and external customer service, provide strategic budgeting with vision for
sustainable funding, and minimize the risk to the department with effective policies, procedures, and trained staff. The mission of the Administration Division’s Director’s Office
and Health Officer’s Office is to provide internal and external leadership in the development of recommended public health policy based on data driven decisions designed to
improve the public’s health throughout Jefferson County and preparation of same for the Board of Health.
Staffing
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Annual Hours 15,099 17,672 26,502 27,865 28,782
FTE’s 7.26 8.46 12.74 13.35 13.84
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 1:
Provide
complete
financial and
administrative
support to
departments
Assure funding
sources are
maximized
Renew existing contracts and
assist with application process
for all grants
# total grants (federal & state) 37 28 30 41 41
Leverage Contracts-
Professional Service
Agreements, MOU’s, for
maximum program
effectiveness
# total contracts 122 99 99 100 102
Bill other sources; Medicaid,
Private Insurance,
Clients/Customers
% of Community Health (clinic)
budget funded by fees 17.13% 17.19% 11.21% 8.90% 10.00%
% of Environmental Health budget
funded by fees 57.0%* 70.53% 77.43% 74.24% 66.74%
Goal 2:
Conduct duties
of PH to the
benefit of other
agencies & the
community
Provide services
to other agencies
and community
Supply certified birth and
death records to requesters in a
timely manner
# of certified birth certificates
issued
430 394 215
# of certified death certificates
issued
2,097 1,868 1,704
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[2]
Goal Objective Task
Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 2 Cont’d: Provide
Assessment/Data
Evaluation
Collect, evaluate, and present
data to boards and committees
# of boards and committees
supported directly or indirectly 10 10 10 10 10
Assure response
to public record
requests
Maintain admirable response
system for public records
requests; replying in a timely
manner to all requests
# of public record request
received** 69 38 30 25 27
*2018 includes transfer of $327,000 for Capital purchase of Energov
**Recorded requests tracked through county software system-started in 2019
Goal 3:
Improve and
streamline grant
billing, reporting,
and tracking
Track revenue
and expense
transactions with
multiple levels of
coding
Hold monthly finance
meetings to review financial
status
% of monthly meetings held 100% 100% 100% 100% 100%
Present financial data at staff
meeting (# of mtgs.) 2 2 2 4 8
% of total Public Health revenue
budget received 104.0% 101.8% 95.75% 100% 100%
% of total Public Health expense
budget expended 89.6% 89.2% 93.17% 100% 100%
% of total WQ revenue budget
received 100.9% 88.1% 86.7% 100% 100%
% of total WQ expense budget
expended 85.1% 89.8% 89.6% 100% 100%
Reduce/eliminate coding
errors
# of errors resulting in coding
corrections – monthly invoices 53 31 34 50 42
# of errors resulting in coding
corrections – monthly payroll 276 104 62 240 170
# of errors resulting in coding
corrections – monthly revenue
transactions
73 29 20 50 43
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[3]
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 4:
Standardize
community
messages from
JCPH
Increase
awareness in
community using
standardized logo,
letterhead, signs,
and website
Form new outreach team and
identify goals and events # of outreach activities completed 14 236 1069 1100 1100
Goal 5:
Assure
federal/state
guidelines are
met
Track grant
deliverables,
contractual
agreements
Ensure all audits/reviews of
federal/state grants are passed
with no findings
# of findings 1 0 0 1 0
Participate in statewide
conference calls and attend
training to maintain
knowledge of grant
requirements
# of webinars, conferences, and
trainings attended 3 4 4 8 12
Goal 6:
Maximize State
funding to ensure
stable and
adequate funding
for local public
health services in
Jefferson County
Provide input on
proposed public
health statutes
amendments and
seek stable and
ongoing funding
Participate in WSALPHO
meetings, conference calls,
funding workgroups and
initiative development
including funding
methodology/allocations
Number of meetings, conference
calls, document development 18 18 20 32 32
Goal 7:
Ensure Jefferson
County Board of Health
and Jefferson County
Public Health (JCPH)
Staff understand the
Foundational Public
Health Services and
Capabilities and
Additional Important
Transition JCPH budget
and reporting to capture
Foundational Public
Health Services and
Capabilities and
Additional Important
public health services.
Develop documents and
PowerPoint information
that illustrates and
crosswalks JCPH
programs with the
Foundational Services
and Capabilities.
Align the budget with
FPHS and Capabilities
Number of presentations
to internal and external
partners regarding FPHS
and Capabilities and the
changes to the
governmental public
health systems.
Begin to shift, where
possible, from output
ongoing ongoing ongoing ongoing ongoing
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[4]
Public Health Services
provided by JCPH
Transition JCPH budget
and reporting to capture
Foundational Public
Health Services and
Capabilities and
Additional Important
public health services.
.
and evaluate per the
corresponding metrics.
Institutionalize
continuous quality
improvement and
program evaluation
throughout the
department to assure
effectiveness and
efficiency in all program
areas.
measures to outcome
measures to ensure the
services we provide are
providing the outcomes
we expect.
Provide staff training on
program evaluation and
quality improvement
ongoing ongoing ongoing
Minimum
of one to
two
programs
per division
fully
trained &
using CQI
Additional
1 to 2
programs/
Division
fully
trained &
using CQI
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 8:
Support and
Enhance the
Community
Partnerships
created through
the Community
Health
Improvement
Plan (CHIP) and
the Regional
Olympic
Community of
Health (OCH)
and align the
work between the
two as
appropriate.
Ensure that the
Jefferson County
(JC) communities
continue to be
served by periodic
Community Health
Assessments
(CHA) to inform
countywide public
health policy and
actions.
Ensure that JC
continues to be
served by CHIP
that is adequately
staffed to work
with community
partners and
residents to
improve health.
Work with partners at the local
and regional levels to
encourage participation in the
next CHA in 2019 and to
modify the CHIP, if needed,
based on the information
learned from the data gathered
for the CHA.
Seek funding to stabilize and
provide ongoing staff support
for CHIP implementation to
improve the health of
individuals, families and JC
communities.
Completion of a Broad CHA in JC
in 2019. Work with Kitsap
County to leverage funds for a
regional CHA in 2019 with
regional and county-specific data
available to each county.
Procure Grant in 2021.
Grant Workplan evolved as
necessary and executed through
grant performance period ending
August 2023.
Seek on-going funding to enable
continued health improvement in
Jefferson County through the
participation of all sectors and
interested residents in both the
CHA and the CHIP process.
Jefferson
County
CHA
Completed.
Data
Analysis
Completed.
Presented
to
Community
Update
CHIP based
on CHA
data.
Complete
Planning
Phase of
HRSA
Grant. Apply
for imp grant
Procured
$1M
RCORP-Imp
funding
through 2023
Continue
effort
towards
ongoing,
non-grant
funding
g
Lead/Facilitate/
Procure
approval for
2021 CHIP
Update across
stakeholders in
Youth/
Working Age/
Senior
Age-bands to
address 2019
CHA data
findings
Lead/Facilitate
RCORP-I
funded
multi-sector/
stakeholder
Consortium
projects to
improve
increased
access to JeffCo
Behavioral
Health Services
Continue effort
towards
ongoing, non-
grant funding
Initiate
execution of
2021 CHIP
Update
strategies with
Youth/
Working Age/
Senior
Age Band
stakeholders.
Assess and
evolve
WorkPlan as
needed.
Lead/Facilitat
e RCORP-I
funded
multi-sector/
stakeholder
Consortium
projects to
improve
access to
increased
JeffCo
Behavioral
Health
Services
Continue
effort towards
ongoing, non-
grant funding
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[5]
Goal 9:
Maintain and
enhance Public
Health
Emergency
Preparedness and
Response
(PHEPR)
capacity.
Update regional
PHEPR Plan,
coordinating with
Region II partners
Clallam and
Kitsap Health
Departments,
local emergency
response agencies,
Jefferson
Healthcare, local
health care
providers and
agencies.
Update Public Health Emergency
Preparedness and Response Plan PASS PASS PASS PASS PASS
SUMMARY OF KEY FUNDING/SERVICE ISSUES FOR 2022-2023:
Staffing changes from 2019 to 2020 include moving hours from the Community Health Division into Administration for PHEPR and Department
Outreach work. Also, the CHIP Co-Executive position received grant funding which increased their annual hours. Additional staffing changes
continued in 2019 and 2020 due to COVID-19 Response. In 2021, 1 FTE was added for COVID-19 Response and Public Health is in the process of
recruiting another COVID-19 Response nurse. If successful, staff who have been deployed for COVID-19 Response will be able to return to their
regular assigned programs.
Local and State public health leaders in Washington have been working to develop Washington’s Foundational Public Health Services (FPHS)
framework since 2011. The FPHS framework is based on the role of the governmental public health system. The FPHS framework defines the
services residents need to have access to or have provided for them everywhere statewide. FPHS include Communicable Disease Control, Chronic
Disease and Injury Prevention, Environmental Public Health, Maternal, Child and Family Health, Access to Clinical Care and Vital Records. The
public health system is now well into the implementation phase of FPHS.
Foundational Capabilities are the cross-cutting capacities and expertise that are essential to supporting public health programs.
BARS codes have been changed requiring reporting on the Foundational Capabilities. Foundational Capabilities are:
1. Assessment (Surveillance and Epidemiology)
2. Emergency Preparedness (All Hazards)
3. Communication
4. Policy Development and Support
5. Community Partnership Development
Jefferson County Public Health – Planned Performance Measures 2022-2023
Department Administration
[6]
6. Business Competencies
Together, the foundational capabilities and foundational programs are the limited statewide set of core public health services that must exist
everywhere for services to work anywhere.
Because Foundational Capabilities cross all divisions of public health jurisdictions, they are reflected in the Administration Budget and are managed
by the Director and Deputy Director. A summary of the Foundational Capabilities definitions follows:
Meeting these core capabilities and core services will require additional investments statewide at the local, regional and state levels. It is the intent of
the State Department of Health, the Washington State Association of Local Public Health Officials (WSALPHO) and the Washington State
Association of Counties (WSAC) to request state funding for foundational services and capabilities. The areas of the first ask are Communicable
Disease, Environmental Public Health, and Assessment plus an initial investment in foundational capabilities to support public health basic
infrastructure and cross-cutting services as identified above. In 2018 the State Legislature provided the first investment in FPHS resulting in $42,000
coming to JCPH for CD/Immunization and has been used to support our work to increase Jefferson County on-time immunization rates. In the 2019-
21 State Budget, the Legislature provided additional funding and dedicated a portion of the Vaping Tax to FPHS. However, the forecasted Vape tax
is less than expected so the new FPHS appropriation is $3.2 million more than projected funding. In 2020, the request made to the Legislature to
increase revenues to the full appropriation amount was successful, providing JCPH an additional $58,000 for a total FPHS investment of $100,000
and still tied to CD/Immunization, Environmental Public Health, and Assessment as the priority areas and capabilities that support those priorities.
Recently, additional FPHS funding has been awarded, but is categorical. In 2021, new FPHS funding will reinforce capacity/cross-cutting capabilities
in CD, Environmental Public Health, and Assessment Support. The total FPHS funding for JCPH will enable JCPH to focus on infrastructure and
capacity development and workforce development.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – CHILD DEVELOPMENT PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities Child Development Program is to assure that citizens with developmental disabilities in Jefferson County
have the choice, opportunity, and support to achieve inclusive and productive participation in community life.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans, and services to achieve the mission.
• Identify new funding sources as the state revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental
disabilities.
• Maintain funding in the Jefferson County DD Program, to sustain quality services for Children with Developmental Disabilities.
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Meet the
developmental needs
of each eligible child
and families related
to enhancing the
child’s development.
Offer services that
may include
specialized
instruction, speech-
language pathology,
occupational or
physical therapy,
assistive technology,
and vision services.
To the maximum
extent possible,
provide these
services in natural
environments.
Participate with all Early
Intervention Services
Providers in order to access
as many funding sources as
possible for specialized
therapeutic and/or
educational services.
# of persons in Child
Development 10 10 10 10 10
Support effective
communication,
cooperation, knowledge and
comprehensive partnership
between all Birth-to-Three
providers in Jefferson
County.
Total # of Units of Service 120 120 120 120 120
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES - COMMUNITY INFORMATION AND EDUCATION PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities Community Information & Education Service is to assure that citizens with Developmental Disabilities in Jefferson
County have the choice, opportunity and support to achieve inclusive and productive participation in community life.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans and services to achieve the mission.
• Identify new funding sources as State revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental disabilities.
• It is important to see the role of the Jefferson County DD Program—not only as a broker of contracted services, but also as a promoter of community connections and
opportunities.
Goal Objective Task Performance Measure 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Inform and/or educate
the general public
about developmental
disabilities services.
To oversee activities
which promote public
awareness and
involvement,
community
consultation, capacity
building, and
organizational
activities.
Use media, local newsletters,
campaigns, community forums,
workshops/trainings and a public
commentary at every Board
meeting.
# of campaigns, community
forums, workshops,
trainings, etc.
8 8 8 8 8
Support the Jefferson County
Transition Network Group to
review gaps, needs and services in
order to build goals and objectives
that will create a successful
Jefferson County off-site
Transition Program.
# of meetings with partners 4 4 4 4 4
Ensure the
accommodation and
inclusion of people
with developmental
disabilities.
Participate in local and statewide
meetings that relate to
developmental disabilities.
# of meetings statewide
meetings 10 10 10 10 10
Goal Objective Task Performance Measure 2018
Actual
2019
Actual
2020
Actual
2021
Excepted
2022
Projected
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES - COMMUNITY INFORMATION AND EDUCATION PROGRAM
[2]
Goal 2: Continued
To inform and/or
educate the general
public about
developmental
disabilities services.
DD County
Coordinator will
support and maintain
strong working
relationships and open
lines of
communication with
County Providers, DD
Advisory Board
Members, Special Ed
Departments, Parents,
People with
Developmental
Disabilities and
Community Members.
Continue positive networking
relationships with the Port
Townsend, Chimacum &
Quilcene Special Education
Directors by supporting effective
High School Transition Programs.
# of transition guides,
transition portfolio
workbooks and How to
Create a Portfolio Workbook
completed
30 30 30 30 30
Support the DD Advisory Board,
provide orientation of the DD
Program to new Board Members
and make available an updated
DD Advisory Board Manual.
Support a community planning
process and/or support Advisory
Board participation with Service
Information Forms when
appropriate.
Update DD Advisory Board
Manual (Pass/Fail) PASS PASS PASS PASS PASS
Organize Advisory Board
Participation with Service
Information Forms/Planned
Performance Measures
(Pass/Fail)
PASS PASS PASS PASS PASS
Continue to support the
Transition Network MTGs that
include Adult Providers, School
Personnel about the Transition
options and Adult Service
Systems.
# of Transition Network
MTGS 4 4 4 5 5
Conduct comprehensive onsite
program evaluations; i.e.,
Program Planning and
Evaluation, Health Safety and
Regulatory Oversight
Compliance, Individual Rights,
and Contractual Outcome
Attainment.
# of evaluations 2 2 2 2 2
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES - COMMUNITY INFORMATION AND EDUCATION PROGRAM
[3]
Goal Objective Task Performance Measure 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 3:
To provide
information,
education, and
emotional support to
families of children
with developmental
disabilities and to
provide referrals to
professionals.
To promote
parent and
professional
partnerships
in Jefferson
County.
Update the DD Resource Guide,
and the DD Comprehensive Plan # of Resource
Guides/Plans 200 200 200 200 200
Forwarding Arc Newsletters &
Informing Families Newsletters,
provide information about health
and education services, legislative
activity, policy development,
conferences, and
workshops/trainings.
# of newsletters and
informational emails sent
to Jefferson County
families of children &
adults who experience
intellectual,
developmental
disabilities
120 120 120 120 120
Support Parent-to-Parent, (P2P)
Program for People with
Developmental Disabilities & their
families in Jefferson County,
through a partnership with the Arc
of the Peninsulas.
# of Arc P2P
connections, phone calls,
meetings, trainings,
events on behalf of
Jefferson County
families of adults &
children who experience
intellectual,
developmental
disabilities
N/A N/A N/A 52 52
Support a new People First, Self
Advocacy Group for adults who
experience intellectual, developmental
by providing training and
individualized mentoring in self-
determination, self-advocacy, and
other skills, and by providing outreach,
& education events. Support will be
given to increase membership.
# of People First/ Self-
Advocacy meetings N/A N/A N/A 9 to 12 18-24
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – COMMUNITY INCLUSION PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities Community Inclusion Program is to assure that citizens with Developmental Disabilities in Jefferson County have
the choice, opportunity and support to achieve inclusive and productive participation in community life. Community Inclusion services promote individualized skill
development, self-determination and community integration for persons to learn how to actively and independently engage and contribute to their local community.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans and services to achieve the mission.
• Identify new funding sources as State revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental disabilities.
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Increase the
participation of
people with
developmental
disabilities in
volunteer activities,
community events,
organizations and
connections while
enhancing their
quality of life &
independence.
Support and
encourage volunteer
experiences by acting
as a consultant and
by assessing client’s
interest in volunteer
experiences on a
monthly basis.
Provide training and support
in social and communication
skills and, when applicable, in
job-related skills for the
volunteer activities.
# of persons in Community
Inclusion 3-5 3-5 3-5 8-10 8-10
Assure the creation and
continuance of community
contribution, connections and
relationships.
Average Outings Per
Month, Per Client 2-5 2-5 2-5 2-5 2-5
Total # of Outings 190 190 190 432 432
Document all progress through
the Individual Program Plan or
Person Centered Future
planning/profile.
Average Hours Per Month,
Per Client 9 9 9 13 13
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – GROUP EMPLOYMENT PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities Group Employment Program is to assure that citizens with Developmental Disabilities in Jefferson County have the
choice, opportunity and support to achieve inclusive and productive participation in community life. Employment in the community brings benefits to people in terms of
opportunities to build relationships and to be seen as a contributing member of society.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans and services to achieve the mission.
• Identify new funding sources as State revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental disabilities.
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Create and
implement a
Vocational Client
Plan for each
individual.
Ensure that workers who
have demonstrated a
need for ongoing
supervision and support
can gain and keep
employment in regular
business and industry
settings.
Supervise employment and
training in regular business
and industry settings for
groups of no more than
eight (8) workers with
disabilities.
# of persons in Group 4 4 4 4 4
Provide training and support
in social, communication,
self-care, and job skills (such
as attendance, task
completion, problem solving
and safety) that are essential
to success in the workplace
Average Wage per Hour $13.03 $13.03 $13.50 $13.69 $13.69
Average Monthly Hours 42 42 42 48 48
Average Monthly Wage $547 $547 $547 $657 657
Total Hours worked 2020 2020 2020 2304 2304
Total Gross Wages $26,318 $26,318 $26,318 $31,542 $31,542
Total County Funding $36,449 $36,449 $36,449 $36,417 $36,417
Cost Benefit Ratio 0.72 0.72 0.72 .86 .86
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – GROUP EMPLOYMENT PROGRAM
[2]
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 2: Create the
opportunity for people
with disabilities to
make informed choices
about the workplace
and about future
employment options in
the community.
Clients to pursue or
maintain gainful
employment or the
creation of a person-
centered profile, which
delineates individual
skills.
Conduct a review meeting
every six months for
program participants.
Include an assessment of the
need for continued Group
Employment Services and
an evaluation and update of
the Vocational Client Plan
goals and objectives.
# of 6-month review meetings 8 8 8 8 8
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – INDIVIDUAL EMPLOYMENT PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities Individualized Supported Employment Program is to assure that citizens with Developmental Disabilities in Jefferson
County have the choice, opportunity and support to achieve inclusive and productive participation in community life. Employment in the community brings benefits to people in
terms of opportunities to build relationships and to be seen as a contributing member of society.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans and services to achieve the mission.
• Identify new funding sources as State revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental disabilities.
Goal Objective Task Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Expected
Goal 1:
Assure that
each individual
can pursue and
maintain
gainful
employment, at
or above the
state’s
minimum
wage.
Create either a
Vocational Client
Plan with goals for
clients to pursue or
maintain gainful
employment or a
Person Centered
Profile which
delineates
individual skills.
Provide client support in the form
of on-the-job coaching/training
and modification of the work
situation while establishing
natural supports within the
business.
# of persons earning
wages
21 23 23 21
24
# of persons
receiving services
23 25 25 25
25
Provide training and support in
social, communication, self-care,
and job skills (such as attendance,
task completion, problem solving
and safety) that are essential to
workplace success.
Average wage per
hour
$12.00
$13.50 $13.50 $13.69
$13.69
Supply a variety of vocational
vendors to assist persons with
developmental disabilities to
obtain and continue integrated
employment.
Average Monthly
Hours
33
33
33
39
39
Average Monthly
Wage $396 $445 $445 $533.91 $533.91
Total Hours worked 6,342 6,342 6,342 5,900 6,500
Total Gross Wages $76,104 $85,617 $85,617 $80,771 $88,985
Total County
Funding $174,493 $202,784 $225,827 $264,500 $272,856
Cost Benefit Ratio 0.44 0.42 0.38 0.30 0.32
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – INDIVIDUAL EMPLOYMENT PROGRAM
[2]
Goal Objective Task Performance
Measure
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Expected
Goal 2: Create the
opportunity for people
with disabilities to
make informed choices
about the workplace
and about future
employment options in
the community.
Clients to pursue or
maintain gainful
employment or the creation
of a person-centered
profile, which delineates
individual skills.
Conduct a review meeting
every six months for
program participants.
Include an evaluation and
update of the Vocational
Client Plan goals and
objectives.
# of 6-month
review
meetings
46 46 50 50 50
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
DEVELOPMENTAL DISABILITIES – INDIVIDUAL TECHNICAL ASSISTANCE PROGRAM
[1]
MISSION: The mission of the Developmental Disabilities *Individualized Technical Assistance Program is to assure that citizens with Developmental Disabilities in Jefferson
County have the choice, opportunity and support to achieve inclusive and productive participation in community life. Employment in the community brings benefits to people in
terms of opportunities to build relationships and to be seen as a contributing member of society.
This department implements the following strategic objectives:
• Provide advocacy, vision and leadership regarding relevant policies, plans and services to achieve the mission.
• Identify new funding sources as State revenue shifts from the Jefferson County DD Program, to maintain quality services for all people with developmental disabilities.
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Identify and address
existing barriers to
employment through
individual assessment and
consultation for each
identified participant, in
order to assist them along
their “Pathway to
Employment” to
competitive gainful
employment.
Address existing
barriers through
employment with
individual consulting.
Provide technical
assistance to a client to
move further toward
gainful employment.
# of clients who received
technical assistance 3 3 3 3 3
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
DRINKING WATER PROGRAM
Page 1 of 3
PROGRAMS: Drinking Water
MISSION: The mission of the Drinking Water Program is to protect public health by assuring that residents and visitors to Jefferson County have access to a safe and reliable
supply of quality drinking water and that it is reasonably available. By enforcing and monitoring laws regulating public and private water supplies, the Drinking Water
Program minimizes the threat of waterborne disease.
Staffing
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Annual Hours 944 968 684 537 520
FTE’s 0.45 0.46 0.33 0.26 .25
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Assure that all new
and decommissioned
wells are constructed
in accordance with
requirements
established by the
Washington
Department of
Ecology (ECY) or
defer enforcement to
ECY
Inspect at least 50%
of all new wells
constructed with
50% of these with
the well driller
present and 100% of
all wells being de-
commissioned
Be available when well
start notifications are
received to conduct
inspections within 3 days
of start
When a well application is
received for a
decommissioning, contact
the well driller to discuss
timing and schedule
Percent of new wells (starts)
inspected 58% 70% 65% 50% 50%
Percent of inspected wells with
driller on site
52% 52% 63% 50% 50%
Percent decommissioned well
inspected 94% 100% 100% 100% 100%
Goal 2:
Integrate water
adequacy review with
compliance with Water
Resource Inventory
Area (WRIA) 17 and
the In-Stream Flow
Rule (ISFR)
Comply with
reporting
requirements from
ECY by updating
database to include
means to track ISFR
information
Determine through review
of building permit
applications and
subdivision potable water
review if subject to
requirements of ISFR rule
(map check and parcel
info)
Determine the sub-basin
and management area in
accordance with rule. Add
activities and conditions
as required.
Number of reviews in Coastal
Management area of WRIA 17 11 16 15 16 5
Number of reviews in Reserve
Management area of WRIA 17 13 3 10 8 4
Number of reviews in
Chimacum Sub-basin of
WRIA 17
5 4 3 2 2
Subdivision lots approved 3 0 1 1 1
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
DRINKING WATER PROGRAM
Page 2 of 3
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 3:
Integrate water adequacy
review with compliance
to the Seawater Intrusion
Ordinance
Comply with the
requirements of the
(DCD) Jefferson
County Seawater
Intrusion ordinance
and update maps
annually
Create report in database
to determine through
quality testing required
for building permits and
subdivisions potable
water review if subject to
the requirements
Establish new at risk or
high risk zones
Number of wells that created a
new at-risk zone 1 1 0 1 1
Number of wells in a high risk
zone 1 1 0 1 1
Number of Hydro-geological
assessments reviewed 1 1 0 1 1
Goal 4:
Minimize delay of
building permits and
subdivisions project
approval and completing
by prioritizing water
adequacy review
Conduct initial
review of all potable
water review
applications within
14 days of
application
Create reports in database
to establish date of initial
review and statistics to
better assess issues
around timely approval
Percent of reviews completed
in 14 days 35% 34% 28% 40% 40%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
DRINKING WATER PROGRAM
Page 3 of 3
DRINKING WATER PROGRAM STATISTICS BY YEAR
Well inspection program 2013 2014 2015 2016 2017 2018 2019
2020
Actual
2021
Expected
2022
Projected
# of well applications received & reviewed 47 38 43 42 54 50 51 59 60 60
# of new wells start notification (drilled) (includes
some well applications from previous years) 23 20 31 21 31 36 24 32 35 30
# of wells decommissioned 20 8 8 17 20 18 14 20 20 15
# of new wells inspected 17 12 22 18 25 21 17 21 17 15
% of new wells (starts) inspected 73% 60% 71% 86% 80% 58% 70% 65% 50% 50%
# of inspected wells with driller on site (includes new
and decommissioned wells) 13 21 16 24 17 11 20 33 29 23
% of inspected wells with driller on site 76% 66% 42% 63% 68% 52% 52% 63% 50% 50%
# of decommissioned wells inspected 19 7 7 16 19 17 14 20 20 15
% decommissioned well inspected 100% 88% 88% 94% 95% 94% 100% 100% 100% 100%
Determination of adequate potable water
# of potable water reviews completed
New Categories Added in 2012
123 129 157 160 150
# of reviews complete in 14 days 38 44 40 60 50
% of reviews done within 14 days 35% 34% 28% 37.5% 33%
# of reviews for public water. 77 83 107 110 100
# of reviews for two party wells. 3 5 8 3 2
# of reviews for individual wells. 40 39 40 45 45
# of reviews for rainwater catchment systems. 1 1 1 1 1
# of reviews for shallow/dug wells 1 1 1 1 2
# of reviews for spring water 0 0 0 0 0
# of reviews in High Risk SIPZ Zones with Hydro-
geologic assessments
1 1 1 1 1
# of reviews that required Notice to Title 3 2 2 4 4
# of reviews in Coastal Management area of WRIA 17 11 16 15 20 20
# of reviews in Reserve Management area of WRIA
17
13 3 10 11 12
# of reviews in Chimacum sub-basin 5 4 3 3 3
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 1 of 6
MISSION: The mission of the Food Safety Program is to minimize the risk of the spread of disease from improperly prepared, stored or served foods handled in
commercial retail settings and community events.
Staffing 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Annual Hours 2398 2753 2518 2178 2600
FTE’s 1.15 1.32 1.20 1.04 1.25
Goal Objective Task Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Better educate food
service workers,
owners and the
public on proper food
handling and food
safety topics+
Offer food safety
training, educational
materials and
technical assistance
for identified needs
Provide food worker
education that meets the
needs of the community
# of food
workers
trained
1888 1866 1318 2090 2000
Provide business owners
facility specific education
and information re: Fats,
Oils and Grease (FOG)
# of FOG
inspections
completed
10 10 0 20 20
Goal 2:
Improve operational
efficiency
Ensure effective
program management
system is in place to
ensure ongoing
stability of the
program
Coordinate with Ener Gov
database transition team to
ensure that food service
permitting is properly
accounted for
Pass/Fail PASS PASS PASS PASS PASS
Goal 3:
Work to ensure safe
food is served to the
public
Inspect all food
service
establishments at a
frequency adequate
to assure compliance
with state and local
regulatory
requirements
Timely and accurate
inspections
% of required
inspections
completed
100% 94.68% 14%* 100% 100%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 2 of 6
Goal Objective Task Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 3 (cont’d)
Investigate and
respond to all food
borne illnesses and
complaints within
required time frame
Contact of Complainant –
required within 1 working
day – Tier #1
100% 60% 100% 100% 100% 100%
Contact of Complainant –
required within 2 working
days – Tier #2
100% 12.5% 95% 78% 100% 100%
Site visit required within 3
working days – Tier #1 100% 80% 80% 77% 100% 100%
Site visit required within 6
working days – Tier #2 100% 75% 84% 22% 100% 100%
Inspect all temporary
food establishments
at a frequency
adequate to assure
compliance with state
and local regulatory
requirements
Ensure all temporary food
vendors are permitted
consistently
# of temporary
food service
inspections
160 219 17 240 200
# of temporary
food service
permits
228 242 48 (5
cancelled) 245 230
% of
temporary
food
establishments
inspected
70% 90% 39.5% 70% 70%
The Covid-19 pandemic significantly impacted food service establishments in 2020 and 2021.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 3 of 6
FOOD WORKER EDUCATION 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Total # of food workers trained 1888 1866 1315 2090 2000
# of Food Workers trained in class 147 52 3 140 20
# of Food Workers trained on-line 1741 1814 1318 1950 1900
# of Instructor-led classes 12 12 2 10 10
# of food worker classes at Health
Department 6 11 2 6 8
# of food worker classes at other locations 6 1 0 4 2
# of Fats, Oils and Grease (FOG) inspections
completed 10 9 0 20 15
ANNUAL FOOD SERVICE
ESTABLISHMENTS
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
# of food establishment permits 240 253 263 270 260
# of complex menu food establishments 96 104 115 140 120
# of non-complex menu food establishments 144 149 148 130 140
% of required inspections completed 100 94.68% 19.6% 100% 100%
# of required routine inspections completed 352 338 53 370 360
# of critical violations 270 280 20 290 250
# of repeat critical violations 55 50 11 55 60
# of re-inspections required due to violations 5 4 0 7 5
# of Pre-opening Inspections done 28 20 22 40 25
# of foodborne illness investigations 6 10 1 12 10
# of Complaints received and resolved 26 29 87 42 40
Tier #1—Number of Complaints 10 10 1 16 10
Tier #2 – Number of Complaints 16 19 17 26 20
Tier #1 – Contact of Complainant – within
required 1 working day. 70% 100% 100% 100% 100%
Tier #1 – Site visit – required within 3
working days 80% 80% 78% 100% 100%
Tier #2 – Contact of Complainant – required
within 2 working days. 50% 95%
78%
100% 100%
Tier #2 – Site visit – required within 6
working days 75% 84% 22% 100% 100%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 4 of 6
TEMPORARY FOOD SERVICE
ESTABLISHMENTS
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
# of temporary food service permits 228 242 48 (5
cancelled) 245 230
# of temporary food inspections 160 219 17 240 207
% of temporary establishments inspected 70% 90% 39.5% 90% 90%
FOOD PROGRAM ADMINISTRATIVE TASKS 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
# of establishments receiving Outstanding Achievement
Awards 28 -- -- 30 26
# of newsletters, press releases and meetings done
8 5
Multiple
COVID-19
Updates to
FSEs
12 15
# of plan reviews done 23 22 25 26 25
# of plan reviews that opened 19 20 22 21 22
2020 YEAR-END NOTES
GROCERY STORE VISITS FOR COVID-19 COMPLIANCE: 21
2020 COVID-19 COMPLAINTS: 69
CRITICAL FSE RED POINTS: 20 (2019 to 2020 Repeat Critical Red Points = 11)
FOOD CODE VIOLATIONS: 18
FOOD BORNE ILLNESSES: 1
TRAINING:
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 5 of 6
1. FDA Online Training – Communication Skills for Regulators 2/1 to 2/4/2020
2. Applied Outbreak Investigation - Kitsap Public Health – 2/25/2020
3. NW Jurisdiction FDA Program Standards 3/4/2020
4. NACCHO - COVID -19: Guidance for Agricultural Workers and Employers, 6/25/2020
5. FD218 – Risk based Inspections – 10/5/2020 to 10/9/2020
6. FD207 – Plan Review for Food Establishments – 10/19/2020 to 10/23/2020
7. WA DOH WORKSHOP
• WA DOH Food Rule Revision - 11/2/2020
• Mobile Food Unit Plan Review - Part 1 - 11/4/2020
• Mobile Food Unit Plan Review Part 2 – 11/5/2020
8. ENERGOV
• ENERGOV Review - 9/21/2020
• FEP / TFS / Other EH Case Types – 9/22/2020
• ENERGOV Plan Review – 9/23/2020
• ENERGOV Code Review - 9/23/2020
• ENERGOV Citizen Self-Service (CSS) – 9/24/2020
• ENERGOV - Review and Testing of Newest Configuration - 11/12/2020
MEETINGS:
1. WA DOH Food Program Lead Meetings – 2X/month = 24
2. NW Program Standards Enrolled Jurisdictions Call – 3/4/2020
3. FDA Retail Standards 50-State Conference Call -- 3/11/2020
4. 2020 Advisory Committee Meeting, 1/7/2020
5. Career and Technical Education (CTE) Advisory Committee meeting at Quilcene School District
6. 2020 Quad County Meetings - 1/23/2020, 5/28/2020, 10/15/2020
2020 FOOD WORKERS CLASSES:
Online = 1315
Instructor-led at JCPH = 3
PLANNED IMPROVEMENTS:
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
FOOD SAFETY PROGRAM
Page 6 of 6
JCPH has received $2,500 in funding from the Association of Food and Drug Officials to develop the Comprehensive Strategic Improvement
Plan, and $1,140 for the purchase of an iPad, software, and accessories. These projects will enhance the efficiency and effectiveness of the
food safety program.
Using the iPad for food safety inspections will streamline the process. Development of the Comprehensive Strategic Improvement Plan will
set the program up for additional future improvements. In 2018 JCPH completed a self-assessment of its retail food safety program to identify
areas where voluntary FDA standards are not met. The Comprehensive Strategic Improvement Plan will guide work toward meeting those
standards, including time frames, personnel, and resources for achieving measurable improvement. Future AFDO grants will fund the
implementation of the Plan.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
1
PROGRAMS: Onsite Sewage (OSS) Permitting and Onsite Operations and Monitoring (O&M) Programs
MISSION: The mission of the Onsite Sewage Program is to minimize the threat of surface and ground water contamination from failing or improperly designed, installed or
maintained onsite sewage systems. The mission of the Operation and Monitoring Program is to protect public health by ensuring onsite sewage systems are monitored, identify
failures, and items that may lead to costly premature failures of OSS that contaminate ground and surface waters.
Staffing
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Annual Hours
FTE’s
Goal Objective Task Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Educate
homeowners,
builders, real estate
personnel, banks,
installers, designers
and onsite system
maintenance
personnel in the
proper operation and
maintenance of onsite
sewage systems
(OSS)
Conduct workshops for
the public addressing
OSS operation and
maintenance, program
incentives for initial
inspection, installation
of monitoring access
risers and homeowner
inspection program
Provide training to
community groups to
increase awareness of
OSS regulatory
requirements
Maintain written and
web accessible
educational materials
Conduct OSS
operations and
maintenance needs and
requirements workshops
for homeowners &
professionals
# of workshops and
presentations
6 6 0 due to
covid
1 revised
due to
covid
3 revised
due to
covid
Goal 2:
Ensure a high
quality-onsite sewage
system monitoring
program
Send Monitoring
Inspection Reminders
to property owners
Create and send
inspection reminders # of reminders sent 1,324 1,771 300 600 1,600
Review monitoring
and inspection reports,
provide timely follow-
Increase percentage of
OSS receiving required
monitoring inspection.
% of OSS receiving
monitoring inspection 14% 15.6% 13.7 14% 15.6%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
2
Staffing
up and coordinate with
online submittal
program data
Review reports, triage,
send follow-up
letters/notices
# reports reviewed 1,800 2,500 850 2,000 2,000
# of follow-up
inspections completed
Not
measured
Not
measured
40% of
high
priority
deficient
reports2
50% of
deficient
reports2
80% of
deficient
reports2
# follow-up letters sent 217 173 143 100 150
Goal 3:
Investigate
complaints and
action requests in a
timely manner to
reduce the threat of
human contact with
untreated
wastewater
Utilize existing data
systems to track action
requests and
complaints1
Report complaint
investigation response
% OSS complaints
investigated within 30
days
100% 98%
Replaced
by Tier 1
and 2
reporting
Replaced
by Tier 1
and 2
reporting
Replaced
by Tier 1
and 2
reporting
Tier 1
Contact of Complainant
– required within 1
working day – Tier #1
100% Not
measured
Not
measured
95%
Estimated
95%
estimated 100%
Site Visit required
within 3 working days –
Tier #1
100% Not
measured
Not
measured 90% 90% 95%
Tier 2
Contact of Complainant
– required within 2
working day – Tier #2
100% Not
measured
Not
measured 89% 90% 95%
Site visit required
within 6 working days –
Tier #2
100% Not
measured
Not
measured 85% 85% 90%
Goal 4: Identify previously
unknown onsite
sewage systems
Complete sanitary
surveys, O&M insp.
move sites served by
# of systems identified 58 16 13 20 20
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
3
Staffing
Document all onsite
sewage systems in
Jefferson County
OSS from unknown to
known status includes % of estimated existing
13,500 systems
identified
82.4% 82.9% 83.5% 84% 85%
Goal 5:
Implement the
Homeowner
Inspection Program
adopted in code
revisions May 2012
to comply with
monitoring
requirements under
WAC 246-272A
Establish access to
training programs
(Septics 101 and 201)
for homeowners to
obtain authorization to
complete monitoring
inspections
Provide trainings and
link to online trainings
# of homeowners who
take in person and
online trainings
445 252 103
120
revised
due to
covid
200
Respond to requests for
authorization to inspect
by homeowners
# of homeowners
authorized
4053 2453 114
2003
Revised due to
covid
3003
Provide trainings and
link to online trainings # of homeowners that
submit inspection
reports
293 254 205 200 275
Goal 6:
Implement
conversion to new
data base - Energov
Create clean data/
information in
database and identify
workflows to create a
successful conversion
to new database
Work on
implementation teams
to clean existing data,
create work flows and
respond to requests
from contractor
Meet benchmarks
identified in scope of
work
Pass Passed Pass Pass Pass
Create work flows for
database Pass Passed Pass Pass Pass
1 Complaints include all reports from the public and others regarding onsite sewage issues. These range from reports of someone parking or driving on their drainfield, living on property without a
permitted septic system to surfacing sewage.
2 Follow-up reports do not always address all deficiencies identified in a report and a follow-up report would not be filed if the deficiency require a permit.
3 We are not able to identify the date that an owner registers for training, only when they complete the Authorization process, therefore the number of people Authorized very closely approximates
the number who take the training.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
4
SUMMARY OF KEY FUNDING/SERVICE ISSUES:
Transition to New Database:
Completion of the implementation of the Tidemark database replacement, Energov, has been delayed due to lack of staff to test the new system and delays by contractor in
converting existing Tidemark data to Energov. The current estimate for golive is early 2022. We continue to work on confirming configuration and provide info to conversion
specialist. An integration for the Septic Monitoring program websites started in 2020 and continues in 2021. Substantial delays have occurred with Energov staff and JC staff due
to loss of and changes in staffing as well as the COVID emergency. In 2022 we will be highly reliant on our contract with Tom Shindler to write necessary reports and forms for
use in Energov.
We have put in a request to Central Services to add a Data Administrator Position within IT. We are currently relying on in-house staff for database support and integration.
Regulatory Reform
We developed three policies—Revised Basic Sanitation, Holding Tank, and the Reduced Setback of 75-feet to Surface Water and Wells in support of regulatory reform.
OSS Permit Program:
Permit activity increased slightly in 2020, approximately 6%. Additional staff hours were added to support septic system installation inspection and permit completion to improve
customer satisfaction. Staff turnover has at times limited our ability to maintain the additional support. The team continues to strive to maintain effective communication with our
clients and partners (other state and local departments) to effectively manage workload and requests for information while diligently reviewing and enforcing county code and
policies. We look forward to efficiencies gained with the new database and work flow systems.
Maintenance and Monitoring Program
Much of the work in the O&M program re sending reminders, holding classes and doing follow-up audits has been impacted by staff diversion to the COVID case tracking efforts.
Our goal is to return to this work more fully in 2022. Homeowners continue to access the online training and information about septic system care, monitoring and maintenance.
Improvements to the web-based Homeowner Authorization Program are delayed but will occur in 2022 as our interface with the new permitting database evolves. The capacity of
monitoring inspection providers reduced the number of site specific inspection reminders we send during the year.
OSS Repair/Replacement Cost Share Program:
Implementation of the Cost Share Program for low-income residents with failing on-site sewage systems (OSS) is ongoing. After a challenging start during 2020 staff have
successfully launched the program and funded 3 system replacements. Efforts to contact possible applicants and assist them through the application process is ongoing.
The Cost Share project will decrease bacteria that contributes to declining water quality in marine environments and leads to the closing of commercial and recreational shellfish
beds. It directly targets approximately 191.9 acres of closed shellfish beds and 122 acres of threatened shellfish beds in the Hood Canal 3 Growing Area. It also targets three other
growing areas which are of concern including Dabob Bay (2067.2 cres), Discovery Bay (2323.2 acres) and Quilcene Bay (323.9 acres)
Outreach:
• Incentive/rebate program to assist homeowners in completing inspections and installing access risers and monitoring ports continues to be available via grant $$. Septic
tank pumping is being added to the maintenance items that can be funded for a limited area in the Marine Recovery Area (MRA).
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
5
• Provide low interest loan and ‘cost share program’ information for those with systems that are not functioning properly
• Maintain current information on the website regarding classes and other resources for homeowners and professionals
• Update brochures and pamphlets
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2023
ONSITE SEWAGE (OSS) PERMITTING, OPERATION, MAINTENANCE AND MONITORING PROGRAM
6
PROGRAM STATISTICS
PERMITS 2014
Actual
2015
Actual
2016
Actual
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Projected
# of septic permit applications submitted 1 156 163 205 245 233 280 266 270 270
# of Monitoring Inspections/evaluations of existing
system (EES)
781 1060 1941 1758 1874 2102 1844 1800 2250
# of systems repaired/upgraded 46 43 42 46 42 37 47 40 43
% of system failures less than 5 years in use 0 0 0 0 0 0 0 0 0
% of failures/major maintenance identified by
Professionals
<4% <5% 6% 6% 7% 9% 6.3% 6% 6%
# of complaints received* 52 109 67 67 87 53 37 55 55
# of complaints closed** 43 42 166 125 88 73 17 50 60
# of Installers Certified 31 27 27 34 35 32 29 30 32
OPERATION, MAINTANANCE &
MONITORING
2014
Actual
2015
Actual
2016
Actual
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Projected
% of monitoring inspections resulting in some
maintenance needed.4
63% 64% 57% 55% 54% 59% 54% 57% 57%
EDUCATION AND OUTREACH 2014
Actual
2015
Actual
2016
Actual
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Projected
# of educational workshops 4 10 7 6 6 3 1 3 6
# of workshop participants – live + online 131 354 237 + 354 156 + 397 140 + 305 252 98 140 300
* Includes COM cases created when violation identified during a sanitary survey.
**The number of Closed complaints can be greater than Received because cases from previous years may have been closed during the current year.
1Number of applications does not equal approved permits
2 Based on estimated 13,500 systems in the County (from the Local Sewage Management Plan)
4 Includes inspections where the only maintenance item identified was that the tank needed to be pumped.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - FAMILY HEALTH SERVICES PROGRAM
[1]
PROGRAMS: Family Health/Maternal Child Health (MCH) including Breast Feeding Support, Maternity Support Services/Infant Case Management, Nurse-Family
Partnership (NFP), Children with Special Health Care Needs (CSHCN), Women Infants and Children (WIC).
MISSION: The mission of the Family Health Services is to offer health education and support to all Jefferson County pregnant women and families with young children as
they build a secure foundation for a lifetime of health, learning, and community contribution.
Goals Objectives Performance Indicators: 2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Projected
Goal 1:
Improve
pregnancy and
birth outcomes by
helping women
improve prenatal
health.
Provide comprehensive
education, risk reduction
strategies, and referrals to
community services to
pregnant women and families
about the health risks of:
substance use including
tobacco, alcohol, prescription
narcotics, and illegal
substances; domestic violence;
mental illness; and adverse
childhood experiences.
Number of comprehensive
health screenings completed
(includes ACES Questionnaire
and Mental Health Screening)
55
Pregnant
women
enrolled in
MSS.
Completed
:
1. 20 ACE
questionna
ires
2. 29
NEAR
discussions
3. 24
depression
screens
44
Pregnant
women
enrolled in
MSS.
Completed:
12 ACE
questionnai
res,
25 NEAR
discussions
48
depressions
screens
46
Pregnant
women
enrolled in
MSS
Complete:
7ACE
questionnai
res
19 NEAR
discussion
32
Depression
screens
48
Pregnant
women
enrolled in
MSS.
Complete:
0ACE
questionnaire
s
0 NEAR
discussion
30
depression
screens
50 Pregnant
women
enrolled in
MSS.
Complete:
20 ACE
questionnaire
s
25 NEAR
discussion
45 depression
screens
50
Pregnant
women
enrolled in
MSS.
Complete 15
ACE
questionnaires
15 NEAR
discussion
30 depression
screens
Nurse Family Partnership,
evidenced based nurse home
visiting program
Number of visits provided in
NFP 269 428 419 327 450
400
Number of referrals from NFP to
community resources 150 207 123 97 200
125
Goal 2:
Improve
children’s health,
safety, and
development by
helping parents
provide competent
and sensitive
care giving.
Educate parents on how to
support their infant/child’s
health, development and
learning. Promote and refer to
well child care, immunizations,
dental care, and childcare
resources.
Number of all Family Health
encounters recorded in
Nightingale Notes, Electronic
Medical record system (home
visits, office visits and phone
calls)
169 infants
≤1 referred
to Well
child care
and
immunizati
ons
146 infants
≤1referred
to well
child care
&immuniz
ations
Data not
available
due to
change in
WIC info
system
Determine
new
indicator
To be
determined
To be
determined
Screen children’s
developmental growth using
Number of children with special
health care needs Birth through 98 75 44** 31
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - FAMILY HEALTH SERVICES PROGRAM
[2]
Goals Objectives Performance Indicators: 2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Projected
standardized tools and refer to
community providers for
specialized services.
age 18 referred for Public Health
Nurse Case Management.
Consider
other
indicators
Other
indicators to
be considered
Other
indicators
to be
considered
Goal 3:
Improve overall
nutritional health
in order to prevent
long term chronic
diseases
Educate pregnant women and
families about the benefits of
breastfeeding and healthy
eating habits
Total number of women infants
and children served by WIC in
Jefferson County (from WA
state WIC)
550 582 333* 453 450
450
Breastfeeding initiation rate in
WIC mothers 93% 86%
Data not
available
due to
change in
WIC info
system.
Total of 42
breastfeedi
ng women
served.
80%
Total of 45
breastfeeding
women
served.
90%
Serve 50
breastfeeding
women
90%
Serve 50
breastfeeding
women
Breastfeeding at 6 months rate in
WIC mothers 63% 34.5%
Data not
available
due to
change in
WIC info
system
50% 50%
50%
*was incorrectly reported as 582 in 2019 report.
** was incorrectly reported as 71 in 2019 report.
SUMMARY OF KEY FUNDING/SERVICE ISSUES FOR 2021-2022
Key Funding/service issues for 2020-2021 for the Family Health Services Team are:
Programs/Services:
1. Family Health Services programs will provide services to individuals and families following the most up to date COVID guidelines and permissions designated by
WA State Secretary of Health, JCPH/ JCPH Health Officer, and specific programs such as WIC, Nurse-Family Partnership and DCYF. While in-person visits
following agency protocols are currently permissible by NFP and DCYF, all WIC services are conducted virtually or by phone until otherwise notified by WA WIC.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - FAMILY HEALTH SERVICES PROGRAM
[3]
Client encounters may include phone, virtual visits, in-person visits and/or a hybrid of methods. In-person visits, depending on guidelines and safety, may include
outdoor, clinic or home visits.
2. Written policies and procedures addressing in-person Family Health Services encounters/visits will provide guidelines to assure safety for all staff and families.
3. New nursing and support staff hired in 2021-2022 will receive program-specific orientation, education and mentoring in all Family Health and JCPH Programs in
order to provide services in assigned programs. This will include education and on ACEs/NEAR and diversity, equity and inclusion.
4. Existing staff will participate in education to increase knowledge and skills related to Family Health programs and include updates on ACEs/NEAR and diversity,
equity and inclusion.
5. Family Health team members and the JCPH Community Health Director will review and determine new Family Health Services Performance Measures and data
collection that best represent program goals and outcomes.
6. Group services, such as the Mom’s Tea, will continue to be held virtually until in-person group meetings are approved.
7. The WIC program will continue to collaborate with other community programs such as the Farmers Market, food bank, schools, and store vendors to assure quality
food and nutrition to families in Jefferson County.
8. WA WIC increased the dollar amount on the fruit and vegetable WIC food benefits from $9-11 to $35 per eligible WIC participant. This temporary increase is
available only from June-September 2021. The Federal WIC program is exploring the possibility of making this value permanent, allowing families increased access
to fruits and vegetables and boosting their overall food budgets.
9. All Family Health Services program and client documentation will be stored and managed electronically in WIC Cascades, Nightingale Notes, and NFP FLO
systems.
10. WIC breastfeeding data will be reviewed at regular intervals with staff to support positive breastfeeding outcomes (initiation and breastfeeding at 6 months) for all
clients. Consider CQI projects to review and improve breastfeeding initiation and 6 month breastfeeding rates.
11. Explore collaboration with community partners to support community continuity of care of breastfeeding that focuses on community systems, policies and
environmental conditions that impact community breastfeeding.
12. WIC Peer Breastfeeding Program will be introduced in late 2021 and will include the hiring new staff to fill the role of Peer Breastfeeding Counselor. The peer
counselor will work closely with other WIC program staff trained in the Breastfeeding Peer Counseling model.
13. Maternity Support Services contracts with Discovery Behavioral Health (DBH) for behavioral health consultation services for First Steps MSS team case
conferences. These services continue on a monthly basis with goals of 1. Meeting First Steps Program team guidelines that includes behavioral health specialists, 2.
receiving mental health consultation on clients and families, and 3. increasing organizational collaboration and partnership between JCPH and DBH.
14. Children and Youth with Special Health Care Needs (CYSHCN) program lead will participate in county, regional and state Birth to Five initiatives that focus on
healthy growth and development of children in Jefferson County. CYSHCN provides and promotes resources, referral, case management and improved healthcare
systems for families with children and youth with special health care needs.
15. Outreach, client recruitment, and health education will continue through social media, agency/organization and community collaboration, and participation in
community events as possible. An annual calendar will be drawn to manage consistent and regular community outreach, recruitment and education.
16. Nurse-Family Partnership will continue as a regional team with Kitsap Public Health District and with continued plans for expansion in Clallam County with DCYF
funding.
Staffing:
1. One of the Public Health Nurses on the Family Health Team attained International Board Certified Lactation Consultant (IBCLC) credential in 2020. This additional
expertise provides increased breastfeeding resources for families and opportunities for collaborative consultation with other health care providers such as Jefferson
Healthcare clinics and Family Birth Center, enhances services through the Mom’s Tea and complements the Breastfeeding Peer Counseling Program by serving in the
role as Designated Breastfeeding Expert (DBE) for enhanced care of WIC clients.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - FAMILY HEALTH SERVICES PROGRAM
[4]
2. New staff hired in 2021-2022 will receive program-specific orientation, education and mentoring in all Family Health and JCPH Programs in order to provide
services in assigned programs. Orientation plan and support will be outlined for all new staff.
3. The Public Health Nurse serving as NFP supervisor and Family Health Program Lead will retire in early January 2022. Staffing to accommodate this vacancy will be
determined with consideration of Family Health Lead program needs and regional program needs (NFP).
4. A new WIC Medical Records Clerk will be introduced to the program in September 2021. Program role and orientation will be provided with support from State
WIC program and JCPH WIC staff.
5. WIC Breastfeeding Peer Counselor will be hired by October, 2021.
6. All staff will have necessary equipment and program guidelines to perform services remotely.
7. The CYSHCN program will shift from more direct CYSHCN child-family-services to CYSHCN work that focuses on improvements in systems of care. The
CYSHCN staff will continue to manage CYSHCN referrals and provide some limited case management; however the primary role will further shift to improving
systems of care. Improving systems of care work will include, assessing local needs and collaboration with health providers, Birth to Three and other service
providers working with families.
Funding:
1. Utilize COVID specific funding to maintain and improve services to Family Health Services families. This includes PPE for in-person visits, clinic equipment such
as room purifiers, furniture with surfaces that can be sanitized, electronic devices to support virtual and phone visits. Investigate funding sources to support current
staffing.
2. Continue to seek and apply for funding that supports/expands current existing programs and services as appropriate and continue to meet all grant funding
requirements, including monthly and quarterly reports and data submission requirements.
3. Identify and recruit Clallam County stakeholders to focus on sustainable long-term funding for Clallam NFP program.
4. Continue to work with and within the Bridge Partnership Regional Nurse-Family Partnership Community Advisory Board to advocate for program funding and
support.
5. Work with Community Health Director to optimize MSS/ICM services and staffing.
6. Continue all-program outreach and recruitment to increase program enrollment and participation (see programs and services).
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[1]
PROGRAMS: Drug and Alcohol Prevention, Human Growth and Development, and Tobacco and Marijuana Prevention
MISSION: The purpose of the Population & Prevention Programs is to provide health education and public health interventions to county residents in order to promote a
healthier community.
Staffing
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Annual Hours 3483 5383 5739 5422 5550
FTE’s 1.67 2.58 2.74 2.60 2.67
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Improve
identified
social and
health
indicators
for school
age youth
Convene
Prevention
Coalition to
identify
interventions
to address
drug and
alcohol
prevention in
communities
Strategic Plan Milestones- see CPC web page
http://www.jeffersoncountypublichealth.org/index.php?c-
p-c
Edited and
updated
Strategic Plan.
Wrote grant for
new Coalition
Strategic
Plans,
including
Action Plans
and Logic
Models for
both Coalition
(Chimacum
and PT)
Update
Strategic Plan
PT coalition.
Rewrite
Strategic Plan,
Chimacum,
including
Action Plans
and Logic
Models
Rewrite
Strategic Plan,
PT. Update
Strategic Plan,
Chimacum,
including
Action Plans
and Logic
Models
Update Strategic
Plan, Chimacum,
Port Townsend,
including Action
Plans and Logic
Models. Getting
Started for
Quilcene
Coalition
Number of Coalition meetings 12 12 12 12 12
Goal 2:
Reduce
favorable
attitudes
toward
problem
behaviors
within the
youth and
adult
communities
Increase the
perception of
risk for youth
and adults
regarding
alcohol,
tobacco,
marijuana and
other drug use
based on
Health Youth
Survey (HYS)
Implement identified intervention strategies in the
Strategic Plan
Held two 5-
week Guiding
Good Choices
Workshops
(Oct and Feb).
Public
Awareness
Events (KLO
10/8/18) (Co.
Fair 8/18,
Chim. Farmers
Market 8/18,
PTFF 9/18).
Hold GGC
workshops
(Feb x1 and
Oct x2).
Public
Awareness:
PRIDE
(7/2019); Port
Hadlock
Block Party
(8/2019); Co.
Fair (8/2019);
Advertising:
GGC x4 2
each in
Chimacum
and PT; Life
Skills and
Starts with
One
Campaign;
Project
Success (both
school
districts);
GGC x4 2
each in
Chimacum
and PT; Life
Skills and
Starts with
One
Campaign;
Project
Success (both
school
districts);
GGC x4 2 each
in Chimacum
and PT; Life
Skills and Starts
with One
Campaign;
Project Success
(both school
districts);
Cultural
Competence
Training; Social
Media and
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[2]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Social Media.
Cultural
Competency
(Poverty
Institute 6/18).
Implemented
Life Skills in
9th grade.
Rose Theater;
PTFF
(9/2019);
Social Media
(May/June
2019). Drug
Impairment
Training
(8/19);
Cultural
Competence:
Saying it Out
Loud
(5/2019). Life
Skills in 9th
grade (March,
April, May
2019) Vaping
Workshops
(3-districts)
Cultural
Competence
Training;
Social Media
and
advertising;
Community
Survey; DEA
Drug Take
Back x4
(Oct/April).
Cultural
Competence
Training;
Social Media
and
advertising;
Community
Survey; DEA
Drug Take
Back x4
(Oct/April).
advertising;
Community
Survey; DEA
Drug Take Back
x4 (Oct/April).
Positive Action
(social/emotional
health
intervention) in
Chimacum and
Port Townsend.
Nurse Family
Partnership in
Chimacum and
Port Townsend.
Goal 3:
Enhance
overall
health and
safety of
Jefferson
County
school age
children
Human
Growth and
Development
and HIV
AIDS
education
Number of Human growth and development classes 92 56 42 86 74
Numbers of students served in school health classes 444 312 154 350 388
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[3]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 4:
Improve
overall
health of
Jefferson
County
Residents
through
tobacco
produce
prevention
and control
Provide
education
regarding
Clean Indoor
Air Act
enforcement
with
Environmental
Health Food
Services staff
Provide
policy, system
and
environmental
strategies to
address youth
marijuana
issues
Smoking in Public Places awareness campaign:
Update Clean Air Ordinance to protect public and
employees from second hand smoke and vapor aerosol.
Participate in regional retailer/ consumer education
workgroup regarding youth Marijuana issues
Education to
business based
on complaints
by Environ.
Health, Food
Services staff.
If complaint,
health inspector
delivers DOH
posters to
proprietor who
is responsible
to post, and
inform
customers of
restrictions as
necessary.
Work with
JeffCo BOH to
provide policy
options for
updating SIPP
ordinance to
include “NO
Vaping”
Participated
establishing
workgroup and
drafting goals
in retailer/
consumer
education
workgroup
Adopted
9/19/2019
Ordinance
No. 10- 0919-
19 Smoking
and vaping in
public places,
places of
employment
and outdoor
where
children
congregate
Chapter 8.60
Participated in
establishing
workgroup
and drafting
goals in
retailer/
consumer
education
workgroup
Visited retail
businesses
and public
places in
Jefferson
County to
provide
education,
signage and
educational
materials
about new
ordinance.
Included
educational
material about
ordinance in
food
establishment
permit
renewals
applications
mailing
Participated in
workgroup
and
developing
goals for WA
State/regional
retailer/
consumer
education
workgroup
Continued
distribution of
signage and
providing
education to
public places
and places of
employment.
Complaint
driven
enforcement
of Clean Air
ordinance
Included
educational
material about
ordinance in
food
establishment
permit
renewals
applications
mailing
Participated in
workgroup
and
developing
goals for WA
State/regional
retailer/
consumer
education
workgroup
Continued
distribution of
signage and
education to
public places and
places of
employment.
Complaint driven
enforcement of
Clean Air
ordinance
Included
educational
material about
ordinance in
food
establishment
permit renewals
applications
mailing
Continued
Participation in
workgroup and
implementing
goals for WA
State/regional
retailer/
consumer
education
workgroup
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[4]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Youth marijuana use screening questions added to
appropriate healthcare tools
Worked with
School Based
Health Center
(SBHC) Staff
to update
health
questionnaires
to include
updated
screening
questions for
tobacco,
vaping and
marijuana.
SBHC uses
screening
questions for
tobacco,
vaping and
marijuana in
three school
districts.
Youth
focused
cessation
resources are
available to
providers and
youth.
SBHC uses
screening
questions for
tobacco,
vaping and
marijuana in
three school
districts.
Youth
focused
cessation
resources are
available to
providers and
youth.
Working with
local healthcare
providers to add
screening
questions to
youth medical
visits.
These
objectives
started 2015
and ended
2018
Increase
opportunity
for Physical
Activity
Strengthen community promotion of physical activity
through signage and work site policies
Chimacum
School District
Wellness
Policy #6700-
adopted by
CSD49 June
2018.
Led efforts to
write strategic
plan for
implementation
of PTSD50 and
SCD49
wellness
policy.
Grant ended.
No further
goals for:
Increase
opportunity
for Physical
Activity
Grant ended.
No further
goals for:
Impact
systems,
policies and
environmental
strategies that
increase
access to
Healthy
Foods
Grant ended.
No further
goals for:
Impact
systems,
policies and
environmental
strategies that
increase
access to
Healthy
Foods
Grant ended.
No further goals
at his time.
Impact
systems,
policies and
environmental
strategies that
increase
access to
Healthy Foods
Wellness Policy at school district level With June 2018
adoption of
wellness policy
at CSD49, Now
all four of the
county school
districts have
revised
Grant ended.
Without
further
funding,
no further
goals for:
Impact
systems,
Grant ended.
Without
further
funding,
no further
goals for:
Impact
systems,
Grant ended.
Without
further
funding,
no further
goals for:
Impact
systems,
Grant ended.
No further goals
at his time.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[5]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
This
objective
continues
Wellness
Policy adopted.
Led efforts to
write strategic
plan for
implementation
of PTSD50 and
SCD49
wellness
policy.
policies, and
environmental
strategies that
increase
access to
Healthy
Foods.
policies, and
environmental
strategies that
increase
access to
Healthy
Foods.
policies, and
environmental
strategies that
increase
access to
Healthy
Foods.
Reduce % of
women
smoking
during
pregnancy
% of women reporting smoking during pregnancy
All Pregnant
women (47) in
JCPH Family
Health Services
were assessed
for tobacco use
and provided a
smoking
cessation brief
intervention (5
A’s).
Promotion of
the WA state
Quitline, and
the SmartQuit
smartphone
App, was
provided to
women who
use tobacco
and their
family
members
All Pregnant
women in
JCPH Family
Health
Services were
assessed for
tobacco use
(3times within
services
period) and
provided a
smoking
cessation brief
intervention
(5 A’s).
Promotion of
the WA state
Quitline, and
the SmartQuit
smartphone
App, was
provided to
women who
use tobacco
and their
family
members.
All Pregnant
women in
JCPH Family
Health
Services
assessed for
tobacco use
and provide
smoking
cessation brief
intervention
(5 A’s).
Promotion of
the WA state
Quitline, and
the SmartQuit
smartphone
App, was
provided to
women who
use tobacco
and their
family
members.
Social Media
Posts for Tips
Cessation
campaign.
All Pregnant
women in JCPH
Family Health
Services will be
assessed for
tobacco use and
provided
smoking
cessation brief
intervention (5
A’s).
Promotion of the
WA state
Quitline, and the
SmartQuit
smartphone App,
will be provided
to local
healthcare
professionals
serving pregnant
women and
women who use
tobacco and their
family members.
Social Media
Posts for Tips
Cessation
campaign.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[6]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Policy work
to include
expand SIPP
ordinance to
include “No
Vaping”.
Healthy
Community
Activities
Increase
community
system polices
and
environments
strategies that
promote and
reinforce
healthful
behaviors.
Work with Jefferson County Community development
updating Comprehensive Development plan
Jefferson
County
Community
development
adopted
Comprehensive
Development
plan that
included JCPH
recommended
sections of
healthy eating
and active
living.
5-2-1-0
campaign
implemented in
multiple
community
sectors
including
worksites,
healthcare,
schools,.
Included
website
resources.
Training of
JeffCo &
Clallam
HeadStart
providers, Staff
day at PTSD50,
Grant ended.
Without
further
funding,
no further
goals for:
Increase
community
system polices
and
environments
strategies that
promote and
reinforce
healthful
behaviors.
Maintained
5120
webpages
with healthy
eating active
living
resources on
JCPH
website.
Grant ended.
Without
further
funding,
no further
goals for:
Increase
community
system
polices and
environments
strategies that
promote and
reinforce
healthful
behaviors.
Maintained
5120
webpages
with healthy
eating active
living
resources on
JCPH
website.
Grant ended.
Without
further
funding,
no further
goals for:
Increase
community
system
polices and
environments
strategies that
promote and
reinforce
healthful
behaviors.
Maintained
5120
webpages
with healthy
eating active
living
resources on
JCPH
website.
Grant ended.
No further goals
at his time.
Maintain 5120
webpages with
healthy eating
active living
resources on
JCPH website.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[7]
Goals Objectives Performance Indicators
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
and 10
community
events, and
school wellness
policy work.
Jefferson Co.
updated
Employee
Manual
(adopted
4/2019)
included
polices on
physical
activity in the
workplace,
breastfeeding
and expanded
“no smoking”
policy to
include “no
vaping.”
Jefferson Co.
updated
Employee
Manual
(adopted
4/2019)
included
polices on
physical
activity in the
workplace,
breastfeeding
and expanded
“no smoking”
policy to
include “no
vaping.”
Current
Jefferson Co.
Employee
policies in
place.
Reviewed
annually with
JCPH
employees.
Policies
include:
physical
activity in the
workplace,
breastfeeding
and No
smoking/ No
Vaping.
Current
Jefferson Co.
Employee
policies in
place.
Reviewed
annually with
JCPH
employees.
Policies
include:
physical
activity in the
workplace,
breastfeeding
and No
smoking/ No
Vaping.
Current Jefferson
Co. Employee
policies in place.
Review annually
with JCPH
employees.
Policies include:
physical activity
in the workplace,
breastfeeding,
and No smoking/
No Vaping.
Study/Analysis 2018-2019 results:
Jefferson County Public Health (JCPH) delivers programs that promote healthier communities and individuals. The above programs provide universal prevention services to
youth, families and businesses in the community.
Goal 1 and 2: Improve identified social and health indicators for school age youth and Reduce favorable attitudes toward problem behaviors within the youth and
adult communities
Chimacum Coalition founded in 2013
Port Townsend Coalition founded in 2018
Quilcene Coalition founded in 2021
Chimacum and Port Townsend Coordinators wrote the proposal to establish funding for CPWI in the Quilcene/Brinnon School Districts that will provide Alcohol, Tobacco,
and Other Drug Prevention activities in South County.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
[8]
Nationally, preventing substance abuse and tobacco use have proven to be cost effective. The results of the 2018 Washington State Healthy Youth Survey were released in the
spring of 2019 and were used to determine community needs and prioritize services based on funds available. Results were used as part of the Strategic Planning revision for
Chimacum Prevention Coalition May 2017 and the Action Plan update in spring 2018. The results of the 2018 HYS have been used to revise and update the strategic plan,
including logic model and action plan in spring 2019. These statistics and the yearly community survey inform action plans going forward. Healthy Youth Surveys were not
implemented in 2020 due to the COVID-19 pandemic, and will be administered in fall 2021 with results released in spring 2022. These statistics will be used to update
strategic and action planning going forward.
The Drug and Alcohol Prevention Program continues to provide integrated prevention services that promote healthy behaviors, prevent harm, and support youth and families
in the community and in the schools. Washington State Division of Behavioral Health and Recovery (DBHR), now under the Health Care Authority, funding/contracts
“Statements of Work” requires development and maintenance of a Prevention Coalition in the Chimacum School District. Coalitions have been formed in Port Townsend and
Quilcene School Districts over the past few years. The Prevention Coalition Coordinators continues to develop and have conducted focus groups among students to choose a
new name and logo. In November 2013 DBHR received additional Federal funds through a Partnership for Success grant. This grant ends in September 2018. Additional
funds were secured through the Substance Abuse Block Grant, and support one full-time coordinator. Interventions identified in the Coalition’s 2018-2019 Action Plan include
parenting programs, drug take backs, partnerships with community stakeholders, and positive social norms campaigns. Dedicated Marijuana Account funding continues and
supports the Jefferson County NFP program.
Spring of 2017 the Coalition did a comprehensive revision of its Strategic Plan. Activities in 2017/18 were included sustainability and cultural competency trainings. Four
coalition members attended two trainings – one on leadership and another on understanding poverty.
Implementation Activities included:
- Environmental Strategy – Positive Social Norms postcard campaign.
- Partnerships with PTFF, Benji Project, and the Jefferson County Library to provide education via film, and provide transportation to and from Benji Project “making
friends with yourself” education workshop.
- Two DEA drug take backs at which nearly 1000 lbs. prescription drugs were properly disposed.
- Update Action Plan Spring 2018.
- Continued Coalition development
Winter 2018, we received a new grant to fund a coalition in the Port Townsend School District, and hired a new fulltime coordinator in February of 2019. These funds have
expanded the Prevention Team’s efforts to the Port Townsend School District and we have already participated in
- Two DEA drug take back events
- 3-Vaping education events
- Expanded presence at community events
- Creation of a new coalition
- Two Drug Identification detection in Educational Environments community trainings
Spring 2021, we received a new grant to fund a coalition in the Quilcene School District, and are in the process of hiring a new fulltime coordinator in summer of 2021. These
funds have extended the Prevention Team’s efforts to the Quilcene School District, which will fulfill HCA required year-one Getting Started activities.
In September 2017 the Chimacum coordinator achieved the Prevention Professional certificate. The new coalition coordinator in Port Townsend achieved this certification in
2021 after completing required supervised experience hours.
The nature of coalition work is expansive. Many of the activities and strategies the coalitions implement develop as the year progresses and opportunities to effect change
arise. Both coalition coordinators will attend trainings during 2020 and 21 as trainings are announced and scheduled. As we progress through 2022, all three coordinators will
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
COMMUNITY HEALTH – POPULATION AND PREVENTION PROGRAM
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attend trainings as offered and maintain all required certifications. As well, programs and partnerships continue to expand as opportunities arise. Both coalitions are discussing
ways to further ACEs Trauma Informed education in the county by partnering with Guardian Ad Litem and Dove House’s Recovery Café. Additionally, both coordinators
have been accepted into the state’s first Cohort for Essential Resiliency Leadership Program, we are discussing an expanding role in providing Teacher In-Service workshops
with school district administration. The Chimacum Coordinator was certified as a NEAR (Neuroscience, Epigenetics, ACEs, and Resilience) Science Facilitator as a result of
these partnerships.
In 2018-19, the coalition coordinator was instrumental in assisting Olympic Peninsula Health Services secure partners to support their operation opening a MAT clinic in Port
Hadlock. As well, the coordinator was also instrumental in connecting Dove House in its successful proposal to become part of the Recovery Café Network.
In 2019-2021 the Coalition Coordinators continued to build partnerships which resulted in a new position within the Jefferson County school districts, the Family Resources
Navigator housed at the YMCA.
9/19/2019 Jefferson County Board of Health adopted updated Ordinance No. 10- 0919: Smoking and vaping in public places, places of employment and outdoor where
children congregate. Chapter 8.60 of Jefferson County Code.
https://www.codepublishing.com/WA/JeffersonCounty/#!/JeffersonCounty08/JeffersonCounty0860.html#8.60
The JCPH Tobacco Prevention Program worked to update related documents and website as well as provide technical assistance, education, materials and signage to local
agencies, businesses and public places in order to increase the awareness of this new ordinance. In person visits, as well as mailed material, social media posts and earned
media were used to disseminate information.
In January of 2018 began working with the Regional YMPEP team (Clallam, Kitsap, and Jefferson). This is the Strategic Planning required JCPH to gather stakeholders
together to work through asset and needs assessments. The results of these meetings were used to identify goals and strategies that were included in the regional strategic plan
developed by Kitsap (the region lead) and submitted to DOH in June. 2019-2021 YMPEP is informed by the results of this survey.
In 2021 YMPEP work continues. The work’s approach is based on Policy Systems and Environmental change strategies which seek to go beyond programming and into the
systems that create community structures. These approaches often work hand‐in‐hand where, for example, an environmental change may be furthered by a policy or system
change. Similarly, a policy could be put in place that results in additional environmental changes. It is not a linear process. At the end of the day, an effective PSE approach
seeks to reach populations and uncover strategies for sustainable impacts. Efforts may accelerate the adoption or implementation of effective interventions by integrating
approaches into existing infrastructures. Such approaches often include advocates, decision and policy makers. Going forward, JCPH will focus on capacity building and
integrating youth advocacy strategies.
Goal 3: Enhance overall health and safety of Jefferson County school age children
Spring 2015 JCPH Director negotiated School Nursing and Human Growth and Development contracts directly with Port Townsend School District and Chimacum School
District for School Year Sept. 2015-June 2016. JCPH hired an addition Public Health Nurse to cover the contract and services. The school nurse provides: staff training so
schools meet health and safety needs of students; creates school health care plans for children with chronic health conditions; provide consultation for communicable disease
and immunizations; coordinates annual hearing and vision screening; provides information for healthy school environments; and provides individual student health education
as needed.
Olympic ESD School Nurse Corp contract ended June 2015, except for an Asthma grant for Port Townsend School District that started Fall 2015.
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Port Townsend School District ended contracting with JCPH for School Nursing and Human Growth and Development classes. District is contracting with a School Nursing
Services agency out of Kitsap County for 2016-2017 school year, and continues this practice.
JCPH continues to provide Human Growth and Development classes for Chimacum and Quilcene School Districts. Contracts with the schools and some Federal Family
Planning Title X funds supported the classes, which are part of the Family Planning Outreach activity.
While JCPH no longer provides school nurse services upon the retirement of our school nurse, the health department continues to provide Human Growth and Development
classes in the district.
Human Growth and Development classes, through contracts directly with the Quilcene and Chimacum school districts, continued through spring 2021 and will continue for
the 2021-22 school year. Actual numbers reflect all classes taught and students served through the 2020/2021 school year. Enrollment in the Chimacum School District has
dropped significantly prior to COVID. The 2020-21 school year had a reduction in services provided to students in Chimacum due to pandemic restrictions. The classes that
were conducted were a combination of online and hybrid in-person lessons. Quilcene School District enrollment is to remain constant. If enrollment increases, JCPH staff will
be able to accommodate an increase in students as the number of classes taught will remain the same but the size of the classes may change.
Goal 4: Improve overall Health of Jefferson County Residents
Healthy Community Grant ended September 30, 2018. Future Performance Measures will not include the following Objectives Goal #4 Improve overall health of Jefferson
County residents:
• Objective Increase opportunity for Physical Activity
• Impact systems, policies and environmental strategies that increase access to Healthy Foods
• Activities for 5-2-1-0 ended in 2018
Healthy Community Grant (Increase Opportunities for physical activity) ended September 30, 2018:
- Partnered with 5 worksites to assess current policy and make evidence based recommendations for improved policy. JCPH adopted policy, Jefferson County policy
adoption is pending.
- Continued to work with Department of Community Development in include health language in 2018 update to comprehensive plan for Comp plan. Presented to
Planning Commission on health in comprehensive plan. Healthy Eating and Active Living Recommendations are included in the updated 2018 draft of the Jefferson
County Comprehensive Plan, scheduled for adoption in 2018.
Healthy Community Grant (Increase opportunities for physical activity & Increase access to healthy foods) ended September 30, 2018:
- Healthy Eating and Active Living Recommendations were successfully adopted into the 2018 for Jefferson County Comprehensive Plan update. This adds population
health measures for healthy eating and physical activity as we plan our Jefferson county communities where we live, work, play, and go to school.
- Jefferson County Employee policy, adopted April 2019, includes measures for physical activity at work, breastfeeding and “no smoking/No vaping” policies.
- 2018 Partnered with 5 worksites to assess current policy and make evidence based recommendations for improved policy.
- Led efforts in Chimacum School district to adopt an updated School District Wellness Policy- Adopted June 2018
- Implemented a county wide 5210 initiative to increase healthy behaviors through systems, policies and environment strategies for four daily health behaviors: 5 for
more fruits/veg, 2 hours, or less of recreational screen time, 1 hour of physical activity, 0 sugary beverages.
- Ensured that The Community Health Improvement Planning process is goals, objectives and strategies included healthy Eating and Active Living measures such as:
increasing the median fruits/vegetable intake of adults and children in Jefferson Co.
- Partnering with Jefferson Healthcare Cardiac department to develop a Self-monitoring Blood Pressure Cuff Lending Library ended 2019.
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- JCPH WIC program worked to serve local families and distributed nearly $180,000 in 2019 food benefits annually; of which, $24,000 specifically for fruits and
vegetables via monthly WIC check benefits and Farmers Market Nutrition Program benefits. No 2020 data available at this time.
- JCPH partnered with Jefferson Co. Farmers Market (JCFM) to and promoted their Market Matching program, a monetary incentive program for WIC participants,
seniors and food stamp participants. This matching program offers tokens that double the buying power of WIC/ Senior Farmers Market Nutrition Program. JCPH
partnered with JCFM to submit and received local grants to sustain this program. In 2020, $3416 of WIC FMNP checks were distributed to local young families
participating in JCPH WIC program. From 2013-2019 redemption rates varied between 73- 86%. The 2020 FMNP redemption rate of 40% was severely limited due
to impacts COVID-19.
- 2020 Promoted “Complete Eats” pilot program for Basic Food (aka Food Stamp) recipient which provided financial incentive for purchase of fruits and vegetables
with Basic Food benefits.
Tobacco and Youth Marijuana Prevention
JCPH continues to be responsible to enforce Jefferson County Ordinance No. 10- 0919- 19 Smoking and vaping in public places, places of employment and outdoor where
children congregate Adopted 9/19/2019.This ordinance is reflected in Chapter 8.60 of Jefferson County Code. This ordinance is the local enforcement authority for
Washington State’s Clean Indoor Air Act. Environmental Health staff processes this complaint driven system. The JCPH website is updated to include current ordinance
information and how to file a complaint. Community Health staff will continue to provide education to help businesses comply with the state law. JCPH provides technical
assistance and education and signage to local entities in regards to Jefferson County Ordinance No. 10- 0919- 19 Smoking and vaping in public places, places of employment
and outdoor where children congregate
Youth Tobacco Prevention funding focused on educating stakeholders and policy makers about the importance of comprehensive tobacco prevention and control.
Additionally, education was provided to school staff, parents and students regarding risk of vaping. This was accomplished through consultation to school districts, in-person
trainings, technical support and social media campaigns for parents and students.
The 2021-2022 Commercial Tobacco Prevention Program JCPH Plan of work (subcontracted from Kitsap Public Health District) included the following areas of focus:
• Grant management, planning and coordination
• Reduce tobacco related disparities
• Prevent tobacco use among youth and young adults with emphasis on nicotine consumed through vapor products
• Leverage resources for promoting and supporting tobacco dependence treatment
• Eliminate exposure to second hand smoke and electronic cigarette emissions
• Media and health communications
The Olympic Region Youth Marijuana Prevention and Education program (YMPEP) including Jefferson, Clallam, and Kitsap counties, worked on the following
Goals and Strategies:
• Grant management, planning and coordination
• Offer and participate in education and skill enhancement
• Convene local youth to participate in county-wide youth advisory Council that will inform YMPEP policy work
• Participate in local and state youth cannabis prevention, education and advocacy
• Engage participant in improving community norms about YMPEP issues
• Participate in MVAPE survey of cannabis retailers
• Increase number of providers who list marijuana and vapor product screening questions on health screening questionnaires
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JCPH Prevention team continues to provide technical assistance, education, and resources to healthcare staff regarding the risks of Marijuana use during pregnancy. YMPEP
staff successfully secured a grant for the expansion of Community Prevention and Wellness initiative for the Quilcene School District. Participated in this formation of its
coalition and goals and strategies. Now the following school districts have funding for active coalitions and plans of work for the community Wellness and Prevention
initiative: Chimacum, Port Townsend, and Quilcene School Districts.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
SOLID AND HAZARDOUS WASTE PROGRAM
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PROGRAMS: Small Business Technical Assistance Program (Local Source Control, EnviroStars Certification), Waste Reduction and Recycling Outreach, Solid Waste
Permitting and Enforcement, and Hazardous Waste Investigations.
MISSION statement for Solid and Hazardous Waste Program is to:
• Enforce Washington State and Jefferson County solid and hazardous waste code
• Educate the community about proper disposal and reduction strategies for solid and hazardous waste
Staffing
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Annual Hours 3,268 3,813 3,402 4,211 4,784
FTE’s 1.57 1.83 1.63 2.02 2.30
Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Timely
investigation of
Solid and
Hazardous
Waste
complaints
Investigate high
priority complaints
within 3 working
days
Contact solid waste (SW)
complainant within 3 working days
Conduct complaint investigation
within 3 working days
Determine if complaint is actionable
SW complaints
investigated within 3
days
70% 70% 70% 70% 70%
Goal 1.1
Timely
investigation of
Solid and
Hazardous
Waste
complaints
Investigate medium
priority complaints
with 6 working
days.
Contact solid waste (SW)
complainant within 6 working days
Conduct medium priority complaint
investigation within 6 working days
Determine if complaint is actionable
SW complaints
investigated within 6
days
70% 70% 70% 70% 70%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
SOLID AND HAZARDOUS WASTE PROGRAM
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Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 2:
Timely resolution
of non-abatement
solid waste
complaints
Resolve non abatement
solid waste complaints
within 90 days
Determine type of
enforcement response
Issue Warning Letter or
Notice and Order to Correct
Violation (NOCV)
Issue citations as needed
SW cases resolved within 90
days 20%* 75%* 75% 75% 75%
Goal 2.1
Timely Resolution
of solid waste
“abatement” cases
Resolve at least one
abatement from the SW
“abatement” list per
year
Obtain warrants of abatements
as needed
Obtain contractors for cleanup
Number of SW abatement
cases resolved 1 2 1 1 1
Goal 3:
Increase small
businesses
understanding of
waste reduction,
recycling, and
green alternatives
Provide on-site technical
assistance to Small Quantity
Generators (those businesses that
produce less than 220 lbs. of
hazardous materials per month)
Pollution Prevention
Assistance site visits
Hold regular
meetings to facilitate
exchange of ideas on
greening your
business
Conduct 75 PPA visits per
year 60* 118 75
97
130
Certify 5 new EnviroStars 3 0
Migrate all current
EnviroStars into new
program
-- --
*Staffing changes and training in 2018 contributed to the reduced amount of sites visited.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
SOLID AND HAZARDOUS WASTE PROGRAM
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Goal Objective Task Performance Measure
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 4:
Increase Public
Education about pre-
cycling, moderate
risk waste, and
household hazardous
waste as identified in
the Solid Waste
Management Plan
Conduct education and
outreach to the public on
pre-cycling, waste
reduction, composting,
recycling, and less toxic
alternatives
Develop presentations to
school and community groups
# of school-based
presentations 20 40 10 10 30
# waste reduction campaigns 5 10 4 5 12
# of public outreach events 10 10 21 30 30
Develop and distribute
publications
# of waste reduction and
recycling articles 5 10 2 3 5
# of other publications 2 5 3 6 10
Goal 5:
Ensure compliance
with permits
Ensure compliance with
SW regulations at
permitted sites
Conduct one site visit per year % compliant with
requirements 100% 100% 100% 100% 100%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
SOLID AND HAZARDOUS WASTE PROGRAM
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PROGRAM STATISTICS
SOLID WASTE ENFORCEMENT 2018 2019 2020
Actual
2021
Expected
2022
Projected
Total number of solid waste complaints received 50 49 60 40 50
Total number of solid waste violations resolved 40 53 64 27 46
# of illegal dumps complaints received 4 12 13 5 9
# of illegal dumps complaints resolved 4 11 13 5 9
Tons/cubic yards of solid waste removed/recycled through
compliance efforts (not including junk vehicles) (these are
verified #s, actual #s are higher)
20
Total number of solid waste violations awaiting legal
action/abatement
11
# of warrants of abatement obtained/completed 1
# of Jeff. Co. permitted facilities meeting current regulation
standards (out of 7) Nav Mag II closed 2017
7 7 7 7 7
# of Jeff. Co. exempt facilities inspected/ meeting current
regulation standards (out of 4)*
4
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2022-2023
SOLID AND HAZARDOUS WASTE PROGRAM
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SOLID WASTE EDUCATION, OUTREACH & SBA 2018 2019 2020
Actual
2021
Expected
2022
Projected
Total number of active EnviroStars businesses * 23 24
# of new Green Businesses 0 0
# of Green Business Site visits 0 0
# of public outreach events 24 15 21 30 30
#Spill Kits Distributed 2 10 10 16 25
# Secondary Containment distributed - - 5 3 6
# of Drum covers distributed** - - 5 5 6
# of Funnels distributed** - - 5 4 5
# of waste reduction advertisements 2 3 0 4
# of participants in waste reduction campaigns 4500 4750 3700 2100 4000
# of Envirostars promotional Ads 0 10
# of students served 1000 750 150 330 600
# of businesses contacted regarding sustainable food containers - - 12 10 20
* JCEPH withdrew from the EnviroStars cooperative.
** New compliance incentive equipment began in Fall of 2019.
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - TARGETED CLINICAL HEALTH SERVICES PROGRAM
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PROGRAMS: Sexual & Reproductive Health, School Based Health Clinics, Breast and Cervical Health, and Foot Care
MISSION: To provide targeted health services, health screenings and prevention services to specific populations with limited access to improve the health of the community.
Mission Statement for Sexual & Reproductive Health: To provide accessible, high quality confidential reproductive health services in a safe, respectful environment.
2018 2019 2020 2021 2022
Staffing Actual Actual Expected Projected Projected
Annual Hours 8626 8965 6507 8593 9412
FTE’s 4.13 4.29 3.10 4.12 9.53
Goals Objective Performance Indicator
2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 1:
Assure low cost Family
Planning Services are
provided and accessible for
all women
Track Family
Planning usage pattern
Number of annual unduplicated clients
served in Family Planning 728 715 478 440 480
Number of annual Family Planning
clients age 30-39 156 154 121 100 110
Number of annual Family Planning
Clients age 18-29 321 290 189 180 200
Goal 2:
Maintain low teen pregnancy
rate in Jefferson County
Provide access to Birth
Control Methods,
including LARCs and
Emergency
Contraception 5 days/
week with an
appointment scheduled
within a week
Annual number of clients under 19 served
in Family Planning (from Ahlers report) 219 224 156 120 150
Goal 3:
Decrease chlamydia and
gonorrhea infections in
Jefferson County
Provide access to
CT/NG screening,
diagnosis and
treatment for Jefferson
County residents and
their sexual partners.
# of female clients annually screened for
Chlamydia: <25yo 241 270 144 108 140
% of female clients screened for
Chlamydia: <25yo 74% 89% 67% 67% 70%
# of male clients annually screened for
Chlamydia 89 91 64 60 70
% of male clients annually screened for
Chlamydia 87% 89% 91% 87% 87%
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
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Goals Objective Performance Indicator 2018
Actual
2019
Actual
2020
Actual
2021
Expected
2022
Projected
Goal 4:
Improve access to health care
for high school students in
Jefferson County
Serve 40% of enrolled
students at Port
Townsend and
Chimacum High
Schools through the
School Based Clinics
Number of annual unduplicated clients
served in the Chimacum and Port
Townsend School Based Health Clinics
193 357 200 210 220
Number of client visits to Chimacum and
Port Townsend SBHCs 558 743 332 350 360
Goal 5:
Support seniors’
independence by maintaining
walking mobility
Maintain community
Foot Care program
Number of annual foot care clients in
community centers and home visits 1754 1917 1510 1550 1550
SUMMARY OF KEY FUNDING / SERVICE ISSUES 2020-2021:
Overall client numbers for family planning is significantly down in 2020 from 2019, due to COVID19 limitations and closures. Number of students and visits to the School
Based Health Centers is significantly decreased in 2020 compared to 2019 for the same reason. We continue to do well in screening clients for chlamydia in 2020.
COVID19 impacts:
As with the entire world, COVID19 has greatly impacted clinical services in the 2020 calendar year and will continue to have significant impacts for an unknown length of
time. Due to reduced services during the COVID19 shutdown, our number of clients and visits in 2020 is greatly reduced from 2019; 2021 is not showing any increase in
numbers at this time.
By the end of March 2020, in response to Governor Inslee’s orders, our clinic reduced its services to “essential” only. Prior to this, in anticipation of the unknown, we were
pro-active in moving scheduled services forward, as able, in order to serve as many needs as possible before the shutdown. Essential services include birth control visits
(including procedures such as IUD and Nexplanon insertions) and persons with exposure or symptoms of Sexually Transmitted Infections. We were able to continue essential
services at the main JCPH clinic, providing Telehealth and brief in-person visits when needed. Our goal was to provide essential services, while minimizing exposure to
potential COVID 19. When in-person visits were necessary, we gathered medical history by phone to minimize face-to-face exposure time and risk. As we moved to Phases
where non-essential services were allowed, we continued to use Telehealth and take histories by phone prior to in-person visits, to continue minimizing exposure risks. In
addition, practitioners and clinic staff wear N95 masks during client visits and eyewear over masks in clinic rooms. All clients wear masks on entering the clinic. All staff in
clinic settings have been fully vaccinated with COVID19 vaccine. We have utilized our enclosed back parking lot for clients just needing a “drive-up” Depo injection, or
needing to leave a urine sample, as the clinic bathroom is next to our clinic back door and greatly reduces exposures and migration through the clinic. Family Planning staff
have been deployed to assist in COVID-19 response contact-tracing and COVID vaccination events when extra help has been needed, which has affected our team and has
required flexibility in our daily work.
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All Jefferson County Schools closed on March 17th, 2020 and remained closed (online) through the end of the school year. School districts used a “hybrid” system (remote and
in-person learning model) for Fall 2020, with only some students on campus some days. With school closures, our adolescent health services in the schools had to be adapted.
We continue to connect with some students using telehealth visits when needed, and brief in-person visits at our main JCPH clinic when needed, in addition to school access
options. Many students were learning remotely during the 2020-2021 school year, with an increase in in-person learning for students starting Spring 2021. The SBHCs in Port
Townsend and Chimacum were open the entire school year, although at reduced hours, flexing SBHC hours to increase access on days that students were on campus.
We received a grant from Olympic Communities of Health in May 2020 to assist us in outreach and access to services for adolescents who are not able to access services
through our SBHCs due to COVID19 and school closures. With these funds we have 1) identified best ways to reach teens, by using a teen focus advisory group; 2) hired
marketing professional to assist in our campaign to reach teens using social media ads and other identified means; 3) provided high quality HEPA viral air filters for all
SBHCs and clinic rooms.
Our Sexual & Reproductive Health staff, practitioners and support personnel, completed 18 months of consultation from Upstream USA in 2021 and met all milestones
proposed. Milestones included education on contraceptive counseling for all staff, building a complete inventory of all birth control options available for all patients,
enhancing communications with patients and the public about equitable access to birth control, and creating data workflows to monitor accurate coding and billing practices.
We continued this consultation relationship even during the COVID-19 pandemic restrictions, moving to virtual meetings, trainings, and data sharing. We will continue to use
lessons learned through out work with Upstream for years to come, improving the delivery of care to our clients.
Other concerns:
JCPH services are provided by two ARNPs; one ARNP covers Port Townsend School Based Health Center and also the main JCPH clinic; the other ARNP covers Chimacum
School Based Health Center and the main clinic. In November 2019, one ARNP resigned and the remaining ARNP covered all clinics on and offsite (to the best of her ability)
since November 1, 2019. Clinic hours had to be reduced as a result, this also affect client visit numbers. After 15 months of vacancy, a new practitioner was hired in February
2021 to cover SBHCs and our onsite clinic.
Fall 2019, Quilcene community and school district decided to open a School Based Health Center at Quilcene School. Due to challenges hiring an additional practitioner, and
then COVID-19, the opening of the Quilcene SBHC was delayed. With the addition of our 2nd medical practitioner as of February 2021, Quilcene SBHC opened its facility
and began serving students March 2021.
In August 2019, due to the 2019 Final Rule implemented by the United States Department of Health and Human Services requiring providers to limit reproductive counseling
subjects (which is in direct conflict with Washington State Laws), Washington State Department of Health had to terminate its Title X grant. Washington State DOH has so far
provided equal funding that was previously federally funded through the Title X program. Washington DOH has recently notified us of preparations for probable reinstatement
of Title X funds in early 2022.
Other clinic services:
We began offering PrEP management (pre-exposure prophylaxis for preventing HIV infection in an HIV-negative person) for our higher risk clients mid-2019, to further
reduce public health risks in our community population. This additional service has been positively received by our community. We have continued this service with
COVID19 limitations, utilizing external lab services as needed. We plan to continue this service and amplify its availability in our community through additional digital and
web communications.
Foot Care: Jefferson County has an aging population; the median age of Jefferson County is 55.1 years, with the median age of WA State 37.8 years. The JCPH Foot Care
Program enables our older population to maintain independence and mobility by providing foot maintenance at community centers and in private homes. Foot care was
JEFFERSON COUNTY PUBLIC HEALTH – PLANNED PERFORMANCE MEASURES 2021-2022
COMMUNITY HEALTH - TARGETED CLINICAL HEALTH SERVICES PROGRAM
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suspended the end of March 2020, due to the Governor’s “Stay at Home” orders; foot care services resumed as Jefferson County began to open limited services in Phase 2 of
COVID19 precautions, opening fully to care for patients as of Spring 2021. We have hired a new foot care nurse as of August 2021, to replace our retiring nurse who was in
that position.
August 2021
JEFFERSON COUNTY WATER QUALITY
2022
Jefferson County
BOH
Apple Martine,
Director JCPH
Pinky Mingo, EH &
WQ Director
Michael Dawson,
WQ Manager
Clean Water
Protection
Water Quality
Monitoring
Pollution
Indentification &
Correction
Education &
Outreach
Shellfish
Protection
Shellfish
Monitoring
Biotoxins
Freshwater
Protection
Lakes
Toxic Algae
Marine Recreational
Water Protection
BEACH
Program
Natural Resource
Protection
Conservation
Futures
Jefferson County Water Quality – Planned Performance Measures 2022-2023
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PROGRAMS: Clean Water District (DOH Shellfish Protection), Clean Water Projects (Ecology Centennial, EPA National Estuary Program, Puget Sound
Partnership), Lakes Cyanobacteria (Ecology Freshwater Algae), Shellfish Biotoxin Monitoring (DOH), BEACH Monitoring (EPA/Ecology/DOH)
MISSION: The mission of the Water Quality Division is to protect public health by monitoring and responding to threats to water quality for protection of human
health and fish habitat by using available local, state, and federal funding effectively and efficiently.
2018 2019 2020 2021 2022
Staffing Actual Actual Actual Projected Planned
Annual Hours 14756 15386 15404 16555 17502
FTE’s 7.07 7.37 7.35 7.93 8.41
Goal Objective Task
Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 1:
Recreationalists at
popular lakes such as
Anderson Lake, Gibbs
Lake and Lake Leland
will be increasingly
aware of toxic algae
threats to human and
animal health.
Monitor all lakes with
public access from
April through
September for toxins.
Maintain and improve
JCPH water quality
webpage and other
outreach activities.
Sample public access
lakes for presence/
absence of algae
blooms and biotoxins.
Update website with
pertinent information
when found.
# of lakes monitored
for cyanobacteria
Lake status website &
signs within 24
# of algae press releases
& social media posts
issued
3
Pass
4
4
Pass
5
4
Pass
4
4
Pass
6
4
Pass
5
Goal 2:
Better understand
water quality trends
for parameters such as
fecal coliform,
dissolved oxygen and
temperature.
Use funds awarded by
the state Centennial
Clean Water Fund to
carry out Clean Water
projects.
Sample existing water
quality stations for
fecal bacteria,
dissolved oxygen and
temperature and
conduct trend
analysis.
Sample freshwater
discharges to beaches
in wet season and dry
season.
# of active Clean
Water Projects
# of marine water
quality stations
monitored
# of stream water
quality stations
monitored
Miles of shoreline
surveyed for pollution
5
38
32
57
5
18
42
85
5
18
23
85
3
0
15
85
3
0
14
85
Jefferson County Water Quality – Planned Performance Measures 2022-2023
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Goal Objective Task
Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 3:
High priority sites
for pollution will be
identified and
corrected.
Goal 3.5:
Land use and its
effects on water
quality in project
areas will be better
understood.
Survey condition, status
and use of septic
systems.
Survey agricultural
practices with potential
for water quality impact.
Potential water quality
impacts will have been
investigated and sources
identified.
Conduct educational
outreach to septic
system owners in the
form of sanitary
surveys of septic
systems.
Refer sites with
potential agricultural
sources of pollution to
JCCD.
Investigate public
complaints about
water quality or septic
systems.
# of sanitary surveys
completed
Pass/Fail
# of water quality and
septic complaints
received/closed
218
Pass
86/84
222
Pass
57/68
36
Pass
42/20
50
Pass
48/56
150
Pass
50/50
Goal 4:
Residents in eastern
Jefferson County
will be more aware
of project activities
and actions they can
take to protect water
quality in their
neighborhood.
Prepare reports on the
status and trends of
water quality in
Jefferson County.
Maintain and improve
JCPH water quality
webpage and other
outreach activities.
Send newsletters to
project area residents.
Distribute literature in
person during
fieldwork.
Post informational
materials, water
quality results and
reports on website.
# of newsletters
published
# water quality
brochures/fact sheets
published
# of water quality
reports posted on
JCPH webpage
# Clean Water Project
social media posts
2
1
1
1
2
2
1
2
2
2
2
3
2
2
2
4
2
5
2
4
Jefferson County Water Quality – Planned Performance Measures 2022-2023
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*press releases only (no social media posts)
Goal Objective Task
Performance
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Projected
2022
Planned
Goal 6:
The public will stay
informed about the
safety of
recreational
shellfish beaches
relative to biotoxin
threats and will be
educated on how to
get more
information.
Organize a volunteer
network of shellfish
samplers to monitor
for shellfish biotoxins
in a timely and cost
effective manner.
Coordinate with
Washington
Department of Health
to communicate risks
from the recreational
harvest of shellfish to
the public.
Take shellfish
samples from marine
beaches and test for
biotoxins.
Interact with the
public and partners in
order to efficiently
deliver information.
Issue press releases
and post signs when
relevant information
needs to quickly
disseminated.
# of beaches
monitored for
shellfish safety
# events attended for
outreach
# biotoxin press
releases/social media
posts issued
7
3
5*
8
3
10
7
0
3
7
0
3
8
1
6
Goal 7:
Stormwater inputs
into Port Townsend
Bay will be better
known.
Monitor stormwater
discharges to Port
Townsend Bay for
pathogens.
Conduct Pollution
Identification and
Control activities in
program areas.
# of shoreline
stormwater outfalls
screened for pollution 26 26 0 0 0
Goal 8:
Clean Water District
activities will be
evaluated for
effectiveness and
recommendations
for future work will
be made.
Clean Water District
Advisory Council will
involve stakeholders.
Use funds awarded by
the state Centennial
Clean Water Fund to
carry out Clean Water
projects.
Facilitate Clean Water
District Advisory
Council Meetings.
Prepare annual report
for Washington
Department of Health.
# of Clean Water
District Advisory
Council meetings held
Annual report posted
on website
3
4
3
4
4
Jefferson County Water Quality – Planned Performance Measures 2022-2023
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STUDY/ANALYSIS 2022-2023:
The Water Quality division plans to continue to implement the above listed programs to accomplish its mission to protect surface water quality in Jefferson
County. The primary focus remains on leveraging state and federal funds with Clean Water District funds to perform Clean Water Projects in areas of concern. The
Foundational Monitoring Project will establish a baseline monitoring program that can be carried out into the future. Project areas are prioritized based on water
quality monitoring hot spots, the Washington State Department of Health shellfish early warning system, and Ecology Clean Water Act 303d listings according to
the 2015 Clean Water District Prioritized Work Plan.
The Central Hood Canal PIC and Strait Priority Areas projects were successfully completed in June of 2020. The Northern Hood Canal PIC and Oak Bay - Mats
Mats PIC projects have been extended through March of 2022. The Foundational Monitoring project began in 2020 and continues through the end of 2022.
The COVID-19 pandemic impacted all JCPH programs starting in April 2020. JCPH strongly encouraged working from home for all Water Quality staff, and held
all in-person meetings virtually, including the Clean Water District Advisory Council quarterly meetings. The May quarterly meeting was cancelled since a virtual
meeting platform had not yet been deployed by the county. Staff halted fieldwork for a period of time until JCPH approved departmental guidelines for certain
field activities. Staff worked solo in the field doing water quality monitoring, which sometimes resulted in additional vehicle trips and less efficiency. In spite of
this, staff met water quality monitoring goals and there was very little disruption in data collection.
Progress of completing septic system sanitary surveys slowed considerably. Upon the recommendation of the Jefferson County Health Officer, staff were required
to contact landowners by mail or phone before scheduling a survey to limit contact with residents. Door-to-door “cold call” site visits had been the primary method
of completing surveys before COVID-19, but this was not consistent with health precautions during the pandemic. Staff mailed cards with a detachable return
section for scheduling site visits, but got a low rate of return. Staff tried to find phone numbers for sites, and when possible, followed up with phone calls. Staff
attempted 98 surveys in 2020 and of those, staff completed only 36 surveys. Staff found three septic system failures during surveys.
Progress was also delayed on investigations, and on pollution correction activities. Staff had to cancel one scheduled dye test when the resident expressed concern
over health vulnerabilities and exposure to non-family members in her home. Complaint investigation and enforcement continued, but at a reduced pace. The
septic team pursued septic repairs and permitting, but were sometimes slowed down by lack of availability of professionals for design and installation due to
impacts of the pandemic.
Lakes funding is supporting weekly monitoring during bloom season in Anderson Lake, Gibbs Lake, Lake Leland and Crocker Lake, and as matching funds for an
Ecology grant covering Anderson Lake. A pilot fecal bacteria monitoring project in Gibbs and Leland in 2021 is helping to establish baseline data – no hot spots
have been found to date.
Fort Worden was added as a Shellfish Biotoxin monitoring beach in 2021, and DOH found a volunteer to cover it. JCPH provides supplies. BEACH funding
continued, but was slightly reduced in 2021. The number of samples collected was reduced in half due to cuts in NEP funds available.
Jefferson County Water Quality – Planned Performance Measures 2022-2023
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2022- 2023
DEPARTMENT REQUEST
Financial Summaries
Certifications
Adds & Financial Assistance Forms
Budget Line Detail
ORG OBJ DESCRIPTION TYPE 2021 Original Budget 2021 Revised Budget 2022 Request 2023 Request
12656253 410085 CLEAN UP ACTIVITIES Expense 3,000 3,000 20,000 10,000
126 SITE ABATEMENT
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2023 General Fund Departments use this form if requesting an ongoing or one-time
Department:Public Health increase to your Base Budget
Departmental Contact:Veronica Shaw Other Funds use this form if you are requesting an increase in the General
Date:9/7/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
397.00.10.0355 Transfer from G/F one-tme Admin 50,000 50,000 One-time only to cover 2023 portion of CHIP S&B's
-
-
TOTAL REVENUES - 50,000 50,000
EXPENDITURES
-
-
-
-
-
-
-
TOTAL EXPENDITURES - - -
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - 50,000 50,000
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2022 General Fund Departments use this form if requesting an ongoing or one-time
Department:Public Health increase to your Base Budget
Departmental Contact:Veronica Shaw Other Funds use this form if you are requesting an increase in the General
Date:9/7/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
397.00.10.0360 Transfer from G/F one-time EH 19,000 19,000 One-time only to cover 2022 S&B's spent on Energov
397.00.10.0355 Transfer from G/F one-tme Admin 45,000 45,000 One-time only to cover 2022 portion of CHIP S&B's
-
-
TOTAL REVENUES - 64,000 64,000
EXPENDITURES
-
-
-
-
-
-
-
TOTAL EXPENDITURES - - -
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - 64,000 64,000
127 HEALTH Page 2 of 5 9/29/2021
2022 - 2023 Biennial Budget
FORM F
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
G/L ACCOUNT PROGRAM TITLE FEDERAL OR
STATE?
ESTIMATED
REVENUES
COUNTY
MATCH (*) NOTE
331.93.91.1290 RCOR Implement Grant Federal 180,884
331.93.91.1291 RCOR Implement Grant-Indirect Federal 60,198
333.10.55.2800 WIC Nutrition Federal 104,125
333.10.55.2820 Breastfeeding Peer Counseling Federal 20,716
333.10.55.2821 Breastfeeding Peer Counseling-Indirect Federal 6,894
333.21.01.8870 BITV-COVID ED LHJ Allocation CARES Federal 27,123
333.66.12.5410 OSS Repair-Abatement Cost Share Federal 38,874
333.93.06.8800 PHEPR Federal 30,342
333.93.06.8801 PHEPR Admin Federal 7,422
333.93.11.5600 Cat 2 Final Moderate Project Report Federal 1,140
333.93.24.2160 DBHR - PFS (PT)Federal 42,062 1,244
333.93.26.3220 Immunizations Federal 5,868
333.93.32.8840 COVID Cares Federal 10,109
333.93.32.8890 ELC COVID ED LHJ Federal 52,050
333.93.32.8891 ELC COVID ED LHJ-INDIRECT Federal 12,731
333.93.32.8900 ELC EDE LHJ Allocation Federal 227,646
333.93.32.8901 ELC EDE LHJ Allocation-Indirect Federal 55,682
333.93.75.4450 Tobacco Prevention Federal 18,873
333.93.75.4451 Tobacco Prevention-Indirect Federal 4,616
333.93.77.1210 Med. Ad. Match - MAM Federal 7,500
333.93.77.1400 Med. Ad. Match - CH Ad.Federal 93,400
333.93.77.2200 Med. Ad. Match - MSS Federal 10,000
333.93.77.2600 Med. Ad. Match - FP Federal 10,000
333.93.77.2800 Med. Ad. Match - WIC Federal 5,000
333.93.78.2110 DBHR-SOR-Port Townsend Federal 48,534 7,557
333.93.89.4300 Breast & Cervical Health Federal 1,150
333.93.95.2100 DBHR-SAPT (DASA)Federal 96,021 2,247
333.93.95.2110 DBHR SABG PT Federal 19,045
333.93.99.2500 CSHCN Federal 29,487
333.93.99.2501 CSHCN Admin Federal 7,213
333.93.26.8860 Vaccine Svcs-CARES/COVID-19 VACINE Federal 1,778
334.03.10.5300 Solid Waste Grant (DOE) - Enf.State 24,883
334.03.10.5350 Solid Waste Grant (DOE) - Edu.State 51,216 20,817
334.03.10.5380 LSC State 107,769
334.03.10.5381 LSC (Indirect)State 25,430
334.04.62.1400 Infectious Disease Prev-Indirect State 777
334.04.62.2100 DBHR-SABG (DASA)State 6,931 Shown above (federal)
334.04.62.2290 DBHR-DMA NFP State 22,456
334.04.70.9330 ACAC State 5,000 6,925
334.04.70.9331 ACAC (Indirect)State 750
334.04.91.2600 FP-Clinical/Health Promo State 86,255
334.04.91.3520 Infectious Disease Prevention State 3,176
334.04.93.4450 Youth Tobacco (Kitsap)State 6,154
334.04.93.4451 Youth Tobacco (Kitsap)-Indirect State 1,505
334.04.93.4900 Marijuana Prevention State 3,675
334.04.93.4901 Marijuana Prevention-Indirect State 899
334.04.93.5480 PSAP Onsite Systems State 26,477
334.04.93.5481 PSAP Onsite Systems Indirect State 6,476
334.06.91.2250 NFP Activities State 344,147 16,097
334.06.91.2251 NFP Activities Admin State 34,415
TOTAL ALL GRANTS 1,994,874 54,887
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
Check here if no grants identified for next year's budget.
FINANCIAL ASSISTANCE FORM
127 HEALTH Page 3 of 5 9/29/2021
FORM F
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
G/L ACCOUNT PROGRAM TITLE FEDERAL OR
STATE?
ESTIMATED
REVENUES
COUNTY
MATCH (*) NOTE
331.93.91.1290 RCOR Implement Grant Federal 123,585
331.93.91.1291 RCOR Implement Grant-Indirect Federal 41,129
333.10.55.2800 WIC Nutrition Federal 104,125
333.10.55.2820 Breastfeeding Peer Counseling Federal 20,716
333.10.55.2821 Breastfeeding Peer Counseling-Indirect Federal 6,894
333.66.12.5410 OSS Repair-Abatement Cost Share Federal 41,342
333.93.06.8800 PHEPR Federal 30,342
333.93.06.8801 PHEPR Admin Federal 7,422
333.93.24.2160 DBHR - PFS (PT)Federal 42,062 2,169
333.93.26.3220 Immunizations Federal 5,868
333.93.32.8890 ELC COVID ED LHJ Federal 4,149
333.93.32.8890 ELC COVID ED LHJ-INDIRECT Federal 1,015
333.93.32.8900 ELC EDE LHJ Allocation Federal 66,122
333.93.32.8901 ELC EDE LHJ Allocation-Indirect Federal 13,539
333.93.32.8902 ELC 2nd Round Federal 213,887 7,173
333.93.32.8903 ELC 2nd Round-Indirect Federal 52,317
333.93.75.4450 Tobacco Prevention Federal 18,873
333.93.75.4451 Tobacco Prevention-Indirect Federal 4,616
333.93.77.1210 Med. Ad. Match - MAM Federal 7,500
333.93.77.1400 Med. Ad. Match - CH Ad.Federal 93,400
333.93.77.2200 Med. Ad. Match - MSS Federal 10,000
333.93.77.2600 Med. Ad. Match - FP Federal 10,000
333.93.77.2800 Med. Ad. Match - WIC Federal 5,000
333.93.78.2110 DBHR-SOR-Port Townsend Federal 48,534 8,804
333.93.89.4300 Breast & Cervical Health Federal 1,150
FINANCIAL ASSISTANCE FORM
Check here if no grants identified for next year's budget.
333.93.95.2100 DBHR-SAPT (DASA)Federal 96,021 4,192
333.93.95.2110 DBHR SABG PT Federal 19,045 Shown above
333.93.99.2500 CSHCN Federal 29,487
333.93.99.2501 CSHCN Admin Federal 7,213
334.03.10.53 Solid Waste Grant (DOE) - Enf.State 24,883 353
334.03.10.535 Solid Waste Grant (DOE) - Edu.State 51,216 21,617
334.03.10.538 LSC State 87,647
334.03.10.5381 LSC (Indirect)State 21,612
334.04.62.14 Infectious Disease Prev-Indirect State 777
334.04.62.21 DBHR-SABG (DASA)State 6,931 Show above (federal)
334.04.62.229 DBHR-DMA NFP State 22,456
334.04.70.933 ACAC State 5,000
334.04.70.9331 ACAC (Indirect)State 750
334.04.91.26 FP-Clinical/Health Promo State 86,255
334.04.91.352 Infectious Disease Prevention State 3,176
334.04.93.445 Youth Tobacco (Kitsap)State 6,154
334.04.93.4451 Youth Tobacco (Kitsap)-Indirect State 1,505
334.04.93.49 Marijuana Prevention State 3,675
334.04.93.4901 Marijuana Prevention-Indirect State 899
334.04.93.548 PSAP Onsite Systems State 26,477
334.04.93.5481 PSAP Onsite Systems Indirect State 6,476
334.06.91.225 NFP Activities State 344,147 18,427
334.06.91.2251 NFP Activities Admin State 34,415
TOTAL ALL GRANTS 1,859,804 62,735
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12710333 333909 CAT 2 FINAL MOD PROJ REP Revenue - - (1,140) -
12710341 341961 CITY OF PT TOWNSEND Revenue - - (20,000) (20,000)
12710341 341962 JEFFERSON HEALTHCARE Revenue - - (20,000) (20,000)
12731110 311000 REAL & PERS PROPERTY TAXES Revenue (71,925) (71,925) (48,300) (48,300)
12731720 317000 LEASEHOLD EXCISE TAX Revenue (400) (400) (445) (445)
12731740 317100 TIMBER EXCISE TAX (TAV)Revenue (2,300) (2,300) (1,500) (1,500)
12732120 321000 LICENSES & PERMITS Revenue (261,323) (261,323) (323,253) (323,253)
12732120 321001 L&P-FH ONLINE Revenue (9,510) (9,510) (7,781) (7,781)
12732290 322215 TECH FEE ORD 05-0625-18 Revenue (39,246) (39,246) (43,102) (43,102)
12733101 331010 CARES ACT - CRF Revenue (100,680) (100,680) - -
12733193 331004 RURAL HEALTH NETWORK-CHIP Revenue - - - -
12733193 331007 RCOR IMPLEMENTATION GRANT Revenue (292,014) (292,014) (241,082) (164,714)
12733310 333011 BREASTFEEDING PEER COUNSELING Revenue - - (27,610) (27,610)
12733310 333110 WIC NUTRITION Revenue (99,000) (99,000) (104,125) (104,125)
12733321 333201 BITV COVID Revenue - - (27,123) -
12733321 333202 COVID LHJ OFM ALLOCATION-CARES Revenue - - - -
12733366 336612 OSS COST SHARE Revenue (32,776) (32,776) (38,874) (41,342)
12733390 333006 PHEPR Revenue (36,048) (36,048) (37,764) (37,764)
12733390 333018 COVID CARES Revenue (5,633) (5,633) (10,109) -
12733390 333901 COVID VACCINE SERVICES Revenue - - - -
12733390 333902 ELC COVID Revenue - - (64,781) (5,164)
12733390 333903 ELC EDE COVID Revenue - - (283,328) (345,865)
12733390 333907 COVID 19 VACCINES Revenue - - (1,778)
12733393 333010 CWSHCN Revenue (32,464) (32,464) (36,700) (36,700)
12733393 333012 MED AD MATCH Revenue (59,906) (59,906) (125,900) (125,900)
12733393 333013 DBHR-CPWI PREV SVC FED Revenue (182,386) (182,386) (205,662) (205,662)
12733393 333111 FP TITLE X Revenue - - - -
12733393 333114 IMMUNIZATIONS Revenue (5,920) (5,920) (5,868) (5,868)
12733393 333115 BREAST,CERVICAL,COLON HLTH Revenue (1,300) (1,300) (1,150) (1,150)
12733393 333116 TOBACCO PREVENTION Revenue (6,259) (6,259) (23,489) (23,489)
12733403 334000 LSC Revenue (87,265) (87,265) (133,199) (109,259)
12733403 334025 SW GRANT (DOE)-ENF Revenue (24,349) (24,349) (24,883) (24,883)
12733403 334026 SW GRANT (DOE) - EDU Revenue (32,684) (32,684) (51,216) (51,216)
12733404 334013 FP-CLINICAL/HLTH PROMO Revenue (91,628) (91,628) (86,255) (86,255)
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12733404 334016 YOUTH TOBACCO Revenue (11,326) (11,326) (7,659) (7,659)
12733404 334017 MARIJUANA PREVENTION Revenue (42,310) (42,310) (4,574) (4,574)
12733404 334020 DBHR-OPHS-SEP Revenue - - - -
12733404 334063 INFECTIOUS DISEASE PREVENTION Revenue (18,905) (18,905) (3,953) (3,953)
12733405 334018 PASP ONSITE SYSTEMS Revenue (37,474) (37,474) (32,953) (32,953)
12733406 334015 NFP ACTIVITIES Revenue (366,808) (366,808) (378,562) (378,562)
12733407 334014 DBHR-CPWI PREV SVCS ST Revenue (28,503) (28,503) (29,387) (29,387)
12733407 334020 DBHR-OPHS-SEP Revenue (14,640) (14,640) - -
12733408 334010 ACAC Revenue (39,161) (39,161) (5,750) (5,750)
12733502 335001 DNR TIMBER TRUST 2 Revenue - - - -
12733602 336231 DNR PILT NAP/NRCA Revenue - - - -
12733603 336010 PH ASSIST-CH ADMIN Revenue (48,259) (48,259) (48,259) (48,259)
12733603 336015 FPHS Revenue (29,000) (29,000) (149,846) (179,846)
12733604 333114 FPHS Revenue (42,000) (42,000) (42,000) (42,000)
12733604 336010 PH ASSIST-CH Revenue (135,821) (135,821) (135,821) (135,821)
12733604 336011 BLU RIBBON - IMM Revenue - - - -
12733604 336015 FPHS Revenue - - - -
12734143 341001 WATER QUALITY Revenue (88,421) (88,421) (124,038) (124,038)
12734143 341002 ENVIRONMENTAL HLTH Revenue (89,822) (89,822) (84,101) (84,101)
12734143 341003 COMMUNITY HLTH Revenue (154,129) (154,129) (132,717) (132,717)
12734143 341004 DEVELOPMENTAL DISABILITIES Revenue (34,717) (34,717) (44,818) (44,818)
12734143 341005 CHEMICAL DEPENDENCY Revenue (50,511) (50,511) (29,317) (29,317)
12734143 341006 CONSERVATION FUTURES Revenue (5,896) (5,896) (6,480) (6,480)
12734146 341007 CONTRACT MGMT-MH/CD Revenue - - (24,452) (24,452)
12734180 341009 PUBLIC RECORDS REQ-ADMIN Revenue (25) (25) (25) (25)
12734181 341009 PUBLIC RECORDS REQUESTS Revenue (50) (50) (50) (50)
12734511 345112 SW COMPOST EDUCATION Revenue (9,312) (9,312) (1,862) (1,862)
12734617 341098 MHCD-NFP Revenue (64,428) (64,428) - -
12734619 341019 HUMAN GROWTH & DEV-QUILCENE Revenue (4,116) (4,116) (4,472) (4,472)
12734620 341020 HUMAN GROWTH & DEV (CHIM)Revenue (10,248) (10,248) (11,092) (11,092)
12734621 341013 JHC-SBHC (PT)Revenue (21,685) (21,685) (1,200) (1,200)
12734621 341015 JHC-SBHC (CHIM)Revenue (21,685) (21,685) (19,200) (19,200)
12734621 341017 KITSAP-NFP SERVICES Revenue (60,718) (60,718) (71,327) (71,327)
12734621 341021 JHC SBHC (QUILCENE)Revenue (20,000) (20,000) (45,528) (45,528)
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12734621 341098 MHCD 1/10 OF 1%Revenue - - (64,000) (64,000)
12734622 341022 VITAL RECORDS Revenue (11,000) (11,000) (14,475) (14,475)
12734623 346143 CLIENT FEES-EPH (DCD)Revenue (62,096) (62,096) (78,668) (78,668)
12734623 346153 CLIENT FEES - TECH SUPPORT Revenue - - - -
12734623 346310 EPH CLIENT FEES Revenue (464,048) (464,048) (460,117) (460,117)
12734624 346320 CLIENT FEES-CH Revenue (67,021) (67,021) (72,919) (72,919)
12734624 346322 MEDICAID-CH Revenue - - - -
12734625 346322 MEDICAID-CH Revenue (137,744) (137,744) (101,850) (101,850)
12734626 346311 ABATEMENT ACTIVITIES Revenue - - - -
12734626 346312 DRINKING WATER - SS Revenue (1,000) (1,000) (1,000) (1,000)
12734626 346313 DRINKING WATER - SS STATE Revenue (1,000) (1,000) (1,000) (1,000)
12734626 346314 DRINKING WATER - TA Revenue (1,000) (1,000) (1,000) (1,000)
12734627 346321 PRIV INS-CH Revenue (46,008) (46,008) (35,556) (35,556)
12734661 346368 DDD - MEDICAID Revenue (147,662) (147,662) (213,956) (213,956)
12734661 346369 DDD - STATE Revenue (196,263) (196,263) (235,858) (235,858)
12736140 306370 DNR - OTHER INTEREST ERNGS Revenue - - - -
12736700 366323 CH PRIVAT SOURCE DONATION Revenue (500) (500) (200) -
12739510 395000 TIMBER SALES DNR Revenue - - - (200)
12739510 399510 DNR TIMBER (PREV 39510.20)Revenue (1,000) (1,000) - -
12739700 397010 TR FROM GF-ADMIN Revenue (126,741) (126,741) (171,743) (171,743)
12739700 397013 XFER IN FRM GF - 1 TIME ADMIN Revenue - - - -
12739700 397401 TR FROM SW-PW SOLID WASTE Revenue - - - -
12739700 397505 TR-LV PAY $1K MORE RES11-16 Revenue - - - -
12739710 397010 TR FROM GF Revenue (166,764) (166,764) (146,164) (146,164)
12739710 397011 TR FROM GF (EH GIS)Revenue (4,260) (4,260) (4,388) (4,388)
12739710 397015 XFER FRM GF-1 TIME EH Revenue - - - -
12739710 397401 TR FROM SW-PW SOLID WASTE Revenue (21,700) (21,700) (22,000) (22,000)
12739720 397010 TR FROM GF (CH)Revenue (373,551) (373,551) (364,158) (364,158)
12739720 397131 TR IN SUB ABUS-SPT Revenue (57,762) (57,762) (59,495) (59,495)
12739720 397330 TR IN HLTH NURSE-SPT Revenue (62,424) (62,424) (63,748) (63,748)
12739730 397130 TR IN MENTAL HEALTH Revenue (25,000) (25,000) (25,000) (25,000)
12756200 100700 LONGEVITY Expense 4,875 4,875 7,600 7,600
12756200 101000 SALARIES & WAGES Expense 636,082 636,082 866,478 864,906
12756200 200000 PERSONNEL BENEFITS Expense 249,659 249,659 301,859 300,475
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12756200 310300 OFFICE SUPPLIES Expense 1,318 1,318 1,358 1,358
12756200 310301 OPERATING SUPPLIES Expense 6,345 6,345 18,700 11,320
12756200 410086 EPI-CHIP Expense - - 70,000 70,000
12756200 410460 RCOR IMPLEMENTATION Expense 90,000 90,000 57,700 35,257
12756200 410839 WEB MAINTENANCE Expense 160 160 160 160
12756200 420004 CELL PHONES - DIRECT Expense 1,095 1,095 3,840 3,840
12756200 420100 POSTAGE Expense 830 830 400 400
12756200 420300 CELL PHONE/PAGER Expense 7 7 105 105
12756200 430000 TRAVEL Expense 7,524 7,524 7,600 4,000
12756200 440000 ADVERTISING Expense 3,360 3,360 11,250 9,250
12756200 450110 MISC MAIL - CHIP Expense 240 240 - -
12756200 450500 INTERFUND RENTS &LEASES Expense 3,717 3,717 - -
12756200 450510 INTERFUND BUILDING RENT Expense 18,052 18,052 26,509 26,793
12756200 450550 INTERFUND TELEPHONE Expense 1,964 1,964 4,627 4,675
12756200 450555 INFO SERVICES - COPIERS Expense - - 1,953 1,939
12756200 450560 INFO SERVICES - COMPUTERS Expense 37,230 37,230 32,261 32,509
12756200 450565 INFO SERVICES - GEMS Expense 3,004 3,004 4,674 4,672
12756200 450570 INFO SERVICES - RECORDS MGMT Expense 3,580 3,580 4,852 5,147
12756200 450575 VEHICLES Expense 2,628 2,628 1,567 1,567
12756200 460000 INSURANCE Expense 58,000 58,000 76,500 76,500
12756200 460103 INSURANCE LIABILITY - CLAIMS Expense 2,500 2,500 2,500 2,500
12756200 470101 CONFIDENTIAL SHREDDING SVC Expense 155 155 160 160
12756200 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 2,762 2,762 3,400 3,400
12756200 490200 PRINTING Expense 220 220 - -
12756200 490600 TRAINING, SEMINARS, SCHOOLS Expense 2,470 2,470 2,470 2,470
12756200 495100 CHIP AGREEMENT Expense 20,575 20,575 - -
12756210 100700 LONGEVITY Expense 6,520 6,520 7,020 7,420
12756210 101000 SALARIES & WAGES Expense 693,393 693,393 685,890 696,314
12756210 200000 PERSONNEL BENEFITS Expense 286,338 286,338 246,783 250,187
12756210 310300 OFFICE SUPPLIES Expense 1,630 1,630 1,680 1,680
12756210 310301 OPERATING SUPPLIES Expense 10,545 10,545 20,850 20,850
12756210 410000 PROFESSIONAL SERVICES Expense 11,500 11,500 10,500 10,500
12756210 410127 FISCAL FEE Expense 89,822 89,822 84,101 84,101
12756210 410220 GIS Expense 5,496 5,496 - -
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12756210 410830 SITE ABATEMENT Expense 40,000 40,000 100,000 100,000
12756210 410839 WEB MAINTENANCE Expense 209 209 209 209
12756210 420004 CELL PHONES - DIRECT Expense 821 821 1,656 1,656
12756210 420100 POSTAGE Expense 5,450 5,450 5,700 5,700
12756210 420300 CELL PHONE/PAGER Expense 82 82 845 845
12756210 420550 INTERFUND LONG DISTANCE Expense - - - -
12756210 430000 TRAVEL Expense 5,382 5,382 4,463 4,463
12756210 440000 ADVERTISING Expense 4,460 4,460 6,475 6,475
12756210 450310 ROOM RENTAL Expense - - 330 330
12756210 450510 INTERFUND BUILDING RENT Expense 19,822 19,822 36,240 36,628
12756210 450550 INTERFUND TELEPHONE Expense 4,648 4,648 4,770 4,819
12756210 450555 INFO SERVICES - COPIERS Expense 3,142 3,142 4,893 4,871
12756210 450560 INFO SERVICES - COMPUTERS Expense 35,376 35,376 38,648 38,885
12756210 450565 INFO SERVICES - GEMS Expense 4,248 4,248 3,491 3,490
12756210 450570 INFO SERVICES - RECORDS MGMT Expense 5,062 5,062 3,622 3,843
12756210 450575 VEHICLES Expense 10,428 10,428 13,631 13,631
12756210 450580 INFO SERVICES - GIS Expense - - 5,493 5,507
12756210 480000 REPAIR & MAINTENANCE Expense 26,300 26,300 33,950 33,950
12756210 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 962 962 1,132 1,132
12756210 490200 PRINTING Expense 1,757 1,757 10,750 10,750
12756210 490600 TRAINING, SEMINARS, SCHOOLS Expense 6,285 6,285 5,500 5,500
12756210 495300 SEPTIC REBATES Expense 5,000 5,000 5,000 5,000
12756210 495305 ON SITE SEPTIC ASSESSMENT Expense 3,840 3,840 3,945 3,945
12756210 562001 OSS COST SHARE ACTIVITIES Expense - - 20,000 40,000
12756210 562002 EQUIPMENT Expense - - 6,373 6,373
12756220 100700 LONGEVITY Expense 10,505 10,505 10,965 10,965
12756220 101000 SALARIES & WAGES Expense 1,054,697 1,054,697 1,075,800 1,085,790
12756220 200000 PERSONNEL BENEFITS Expense 413,512 413,512 367,868 371,170
12756220 310083 PHARMACEUTICAL SUPPLIES Expense 79,110 79,110 63,510 63,510
12756220 310300 OFFICE SUPPLIES Expense 2,324 2,324 2,400 2,400
12756220 310301 OPERATING SUPPLIES Expense 17,329 17,329 18,840 18,840
12756220 410000 PROFESSIONAL SERVICES Expense - - 1,000 1,000
12756220 410127 FISCAL FEE Expense 154,129 154,129 132,717 132,717
12756220 410221 COLORADO CONT-NFP Expense 18,542 18,542 22,464 22,464
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12756220 410222 LAB SERVICES Expense 6,080 6,080 3,720 3,720
12756220 410223 TRANSLATION SERVICES Expense 300 300 300 300
12756220 410224 SYRING DISPOSAL SVCS Expense 2,438 2,438 2,750 2,750
12756220 410225 MEDICAID ADMIN MATCH Expense 1,018 1,018 2,000 2,000
12756220 410227 ELECTRONIC MED RCDS Expense 17,664 17,664 14,240 14,240
12756220 410228 NFP NURSE Expense 191,869 191,869 191,868 191,868
12756220 410229 MEDICAL CLAIMS PROCESSING Expense 3,852 3,852 4,044 4,044
12756220 410395 DBHR PROF SVCS Expense 3,000 3,000 9,210 9,210
12756220 410821 ASAP-INV APP Expense 4,740 4,740 4,740 4,740
12756220 410823 MENTAL HEALTH CONSULT-NFP Expense 3,960 3,960 2,592 2,592
12756220 410824 MATERNITY SUPPORT SVCS MHP Expense 4,176 4,176 4,176 4,176
12756220 410839 WEB MAINTENANCE Expense 282 282 282 282
12756220 420004 CELL PHONES - DIRECT Expense 5,610 5,610 7,092 7,092
12756220 420005 EHR FAX Expense 948 948 1,080 1,080
12756220 420100 POSTAGE Expense 1,997 1,997 1,670 1,670
12756220 420300 CELL PHONE/PAGER Expense 36 36 1,113 1,113
12756220 430000 TRAVEL Expense 16,043 16,043 17,259 17,259
12756220 440000 ADVERTISING Expense 8,610 8,610 14,753 14,753
12756220 450310 ROOM RENTAL Expense - - 2,500 2,500
12756220 450510 INTERFUND BUILDING RENT Expense 51,605 51,605 65,727 66,430
12756220 450550 INTERFUND TELEPHONE Expense 11,166 11,166 10,519 10,626
12756220 450555 INFO SERVICES - COPIERS Expense 3,505 3,505 2,205 2,220
12756220 450560 INFO SERVICES - COMPUTERS Expense 69,756 69,756 78,444 79,129
12756220 450565 INFO SERVICES - GEMS Expense 6,562 6,562 5,334 5,332
12756220 450570 INFO SERVICES - RECORDS MGMT Expense 7,820 7,820 5,535 5,872
12756220 450575 VEHICLES Expense 14,160 14,160 7,554 7,554
12756220 480000 REPAIR & MAINTENANCE Expense 1,255 1,255 755 755
12756220 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 1,329 1,329 870 870
12756220 490200 PRINTING Expense 384 384 200 200
12756220 490600 TRAINING, SEMINARS, SCHOOLS Expense 7,238 7,238 16,270 16,270
12756220 490602 TRAINING - OTHER Expense 600 600 1,000 1,000
12756220 495200 KITSAP-NIGHTENGALE NOTES Expense 4,798 4,798 3,000 3,000
12756800 100700 LONGEVITY Expense 2,200 2,200 2,200 2,200
12756800 101000 SALARIES & WAGES Expense 63,444 63,444 68,381 68,392
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12756800 200000 PERSONNEL BENEFITS Expense 24,408 24,408 22,330 22,461
12756800 310300 OFFICE SUPPLIES Expense 147 147 150 150
12756800 310301 OPERATING SUPPLIES Expense 600 600 350 350
12756800 410127 FISCAL ADMIN FEE Expense 34,717 34,717 44,818 44,818
12756800 410799 INDIV-EMP SKOOKUM Expense 86,872 86,872 111,600 111,600
12756800 410802 COMM INCL-CON CITZ Expense 4,040 4,040 - -
12756800 410803 JC CHOICES WEBSITE Expense 1,500 1,500 200 200
12756800 410805 GROUP SUPP EMP-SKOOKUM Expense 37,440 37,440 39,456 39,456
12756800 410806 INDIV EMP-CON CITZ Expense 52,800 52,800 - -
12756800 410807 INDIV EMP-CASCADE COMM Expense 92,788 92,788 161,256 161,256
12756800 410808 COMM INCL - CASCADE Expense 10,292 10,292 13,754 13,754
12756800 410809 ACAC ACTIVITIES Expense 34,701 34,701 12,625 12,625
12756800 410810 CHILD DEV B-3 - CONC CITZ Expense 16,125 16,125 16,125 16,125
12756800 410811 COMMUNITY INCLUSION-SKOOKUM Expense - - 44,844 44,844
12756800 410815 ITA/PERSON TO PERSON Expense - - 5,000 5,000
12756800 410816 SELF ADVOCACY TRAINING Expense 1,500 1,500 - -
12756800 410818 TRANSITION PROGRAM MATCH Expense 20,000 20,000 20,000 -
12756800 410839 WEB MAINTENANCE Expense 18 18 150 150
12756800 420100 POSTAGE Expense 23 23 20 20
12756800 420300 CELL PHONE/PAGER Expense 5 5 15 15
12756800 430000 TRAVEL Expense 1,000 1,000 1,000 1,000
12756800 440000 ADVERTISING Expense 450 450 250 250
12756800 450310 ROOM RENTAL Expense 500 500 - -
12756800 450510 INTERFUND BUILDING RENT Expense 846 846 1,078 1,089
12756800 450550 INTERFUND TELEPHONE Expense 429 429 421 425
12756800 450555 INFO SERVICES - COPIERS Expense 223 223 144 143
12756800 450560 INFO SERVICES - COMPUTERS Expense 2,619 2,619 2,900 2,921
12756800 450565 INFO SERVICES - GEMS Expense 1,459 1,459 1,460 1,460
12756800 450570 INFO SERVICES - RECORDS MGMT Expense 1,739 1,739 1,515 1,608
12756800 450575 VEHICLES Expense 612 612 2,575 2,575
12756800 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 275 275 260 260
12756800 490200 PRINTING Expense 1,025 1,025 1,000 1,000
12756800 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,096 1,096 500 500
12756800 490602 TRAINING - OTHER Expense - - 3,500 3,500
127 PUBLIC HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
12756800 568001 EDUCATION PROJECTS Expense - - 13,975 10,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (4,899,530) (4,899,530) (5,573,155) (5,468,085)
Expense 5,145,712 5,145,712 5,654,681 5,643,708
Grand Total 246,182 246,182 81,525 175,623
127 PUBLIC HEALTH
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2023 General Fund Departments use this form if requesting an ongoing or one-time
Department:128 WATER QUALITY increase to your Base Budget
Departmental Contact:Veronica Shaw Other Funds use this form if you are requesting an increase in the General
Date:9/7/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
397.00.10.0155 Transfer from G/F Lakes 5,000 5,000 Overall increase to the Lakes program
-
-
TOTAL REVENUES - 5,000 5,000
EXPENDITURES
-
-
-
-
-
-
-
TOTAL EXPENDITURES - - -
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - 5,000 5,000
2022 - 2023 Biennial Budget
FORM F FUND 128 WATER QUALITY
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
G/L ACCOUNT PROGRAM TITLE FEDERAL OR
STATE?
ESTIMATED
REVENUES
COUNTY
MATCH (*) NOTE
333.66.12.6350 Hood Canal PIC III Federal 10,286
333.66.47.5230 Swimming Beach Act IAR Federal 9,997
334.02.50.9200 Coastal MRC State 41,311
334.02.72.3760 HOH River Phase I State 61,482
334.02.72.3770 Dosewallips Powerlines State 83,410
334.02.72.3780 Lower Big Quilcene II State 57,957
334.03.10.3780 HC Salmon Enhancement Group State 55,334
334.03.10.6050 Foundational Monitoring & PIC State 205,662 109,736
334.03.10.6360 North Hood Canal PIC State 64,584
334.03.10.6600 Oak Bay Mats Mats State 17,458 12,014
334.04.93.9300 Shellfish State 7,800
TOTAL ALL GRANTS 615,281 121,750
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
Check here if no grants identified for next year's budget.
FINANCIAL ASSISTANCE FORM
128 WATER QUALITY Page 3 of 4 9/29/2021
FORM A: GENERAL FUND ADD REQUEST FORM
Who should use FORM A:
Budget Year:2022 General Fund Departments use this form if requesting an ongoing or one-time
Department:128 WATER QUALITY increase to your Base Budget
Departmental Contact:Veronica Shaw Other Funds use this form if you are requesting an increase in the General
Date:9/7/2021 Fund Transfer to your department.
Account #Account Description
Base
Budget Add
One-time
Add
Total Add
Request Brief Description of Request
REVENUES (if applicable)
397.00.10.0155 Transfer from G/F Lakes 5,000 5,000 Overall increase to the Lakes program
-
-
TOTAL REVENUES - 5,000 5,000
EXPENDITURES
-
-
-
-
-
-
-
TOTAL EXPENDITURES - - -
NET REQUEST FROM GENERAL FUND (expenditures - revenues)
NET GF REQUEST - 5,000 5,000
128 WATER QUALITY Page 2 of 4 9/29/2021
FORM F FUND 128 WATER QUALITY
Include all grants that are included in your budget request. If you have applied and have not received award yet, please note.
G/L ACCOUNT PROGRAM TITLE FEDERAL OR
STATE?
ESTIMATED
REVENUES
COUNTY
MATCH (*) NOTE
333.66.47.5230 Swimming Beach Act IAR Federal 9,997
334.02.50.9200 Coastal MRC State 96,125
334.02.72.3770 Dosewallips Powerlines State 233,410
334.02.72.3780 Lower Big Quilcene II State 235,715
334.03.10.6050 Foundational Monitoring & PIC State 33,120
334.04.93.9300 Shellfish State 7,800
TOTAL ALL GRANTS 616,167 -
(*) County Match includes the total annual expenditures for the program including administration, less grant revenue received.
FINANCIAL ASSISTANCE FORM
Check here if no grants identified for next year's budget.
ORG OBJ DESCRIPTION TYPE 2021 Original Budget 2021 Revised Budget 2022 Request 2023 Request
12656253 410085 CLEAN UP ACTIVITIES Expense 3,000 3,000 20,000 10,000
126 SITE ABATEMENT
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
13131314 313001 CHDEP/MNTL HLTH SVC TAX Revenue (535,269) (535,269) (625,000) (625,000)
13156400 410401 JMPNG MS BRINON PILOT PROJ Expense 34,145 34,145 37,418 37,418
13156400 410402 MCS-SCHOOL BASED MH SVCS Expense 72,481 72,481 83,624 83,624
13156400 410403 MLAW ENF NAVIGATOR Expense 55,000 55,000 55,000 55,000
13156400 410405 JMPNG MS CHLDRN CNTR Expense 79,000 79,000 79,000 79,000
13156400 410406 DBH TRANSITIONAL HOUSING Expense 24,000 24,000 18,000 18,000
13156400 410407 OLYCAP- HOUSING Expense 18,000 18,000 15,823 15,823
13156400 410408 BELIEVE IN RCVRY JAIL SVCS Expense 32,000 32,000 32,000 32,000
13156400 410409 DV HSE DOM VIO RCW Expense 45,000 45,000 45,000 45,000
13156400 410413 DISC BEHAVIORL WRAP AROUND SVC Expense - - 55,000 55,000
13156400 440000 ADVERTISING Expense 300 300 300 300
13156400 495201 NURSE FAMILY PARTNERSHIP Expense 64,428 64,428 64,000 64,000
13156400 495202 JCPH/KHD-ASSESSMENT/EVAL Expense 16,511 16,511 26,500 26,500
13156400 495203 JCPH ADMINISTRATION Expense 28,463 28,463 29,317 29,317
13156400 495204 CONTRACTS MANAGEMENT Expense 22,048 22,048 24,452 24,452
13159700 597080 TR OUT-MH DISTRICT CT Expense 48,330 48,330 50,000 50,000
13159700 597110 TR OUT - MH JUVENILE SVCS Expense 11,500 11,500 11,500 11,500
13159700 597111 TR OUT-JUV SVC THERP SVC Expense - - 17,800 17,800
13159700 597240 TR OUT - MH SUPERIOR CT Expense 40,421 40,421 42,000 42,000
13159700 597241 TR OUT SUP CT - (FTC) MH CONTR Expense 10,000 10,000 8,000 8,000
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (535,269) (535,269) (625,000) (625,000)
Expense 601,627 601,627 694,734 694,734
Grand Total 66,358 66,358 69,734 69,734
131 CHEMICAL DEPENDENCY-MENTAL HEALTH
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
30831110 311000 REAL & PERS PROPERTY TAXES Revenue (242,000) (242,000) (248,000) (250,480)
30831720 317000 LEASEHOLD EXCISE TAX Revenue (2,200) (2,200) (2,300) (2,300)
30831740 317100 TIMBER EXCISE TAX (TAV)Revenue (8,500) (8,500) (7,500) (7,500)
30836111 361100 INVESTMENT INTEREST Revenue (9,500) (9,500) (4,000) (4,000)
30836140 361120 INTEREST ON DNR TIMBER LEASES Revenue - - - -
30836250 362600 DNR TIMBER LEASES Revenue (100) (100) (100) (100)
30839510 395000 TIMBER SALES DNR Revenue (6,000) (6,000) (3,000) (3,000)
30859439 410109 INTFPROF SVC-LND/ ACT Expense 36,849 36,849 36,000 38,982
30859439 410111 INTFPROF S/FIS MGMT ACT Expense 5,896 5,896 6,480 6,237
30859439 594391 2016 BIG QUIL RIVER-MOON VALL Expense - - 2,500 -
30859439 594392 2020 QUIL HEADWATERS TO BAY Expense - - 25,883 -
30859439 594393 2020 UPPER TARBOO CRK WET A&R Expense - - 10,000 -
30859439 594394 2021 BIG QUIL RIVER-MOON VALL Expense - - 89,500 -
30859439 594395 2021 CAMP DISCOVERY CREEK Expense - - 140,000 -
30859439 594396 2021 HANNAH FARM Expense - - 25,000 -
30859439 594397 2021 QWC ADDITIONS Expense - - 64,500 -
30859439 594398 QWC O&M (2021)Expense - - 5,000 -
30859439 610001 BROWN DAIRY O&M (2009)Expense 169 169 169 -
30859439 610002 L BROWN TRUST O&M (2012)Expense 4,730 4,730 4,730 -
30859439 610004 LWR BIG Q RIPT O&M2015 Expense 5,620 5,620 4,586 -
30859439 610006 SNOW CREEK UNCAS RESV O&M Expense 4,000 4,000 3,636 -
30859439 610008 MIDORI FARM O&M (2015)Expense 1,820 1,820 1,710 -
30859439 610009 QWC ADDITION O&M (2016)Expense 4,000 4,000 3,660 -
30859439 610010 FINN RIVER FARM O&M (2008)Expense 1,053 1,053 1,053 -
30859439 610011 QWC ADDITION O&M (2015)Expense 1,500 1,500 1,123 -
30859439 610012 DOSEWALLIPS RIVER LAZY C-2019 Expense 7,649 7,649 7,649 -
30859439 610013 WINONA BASIN BLOEDEL O&M 2011 Expense 66 66 66 -
30859439 610014 ARLANDIA 2020 Expense 52,138 52,138 - -
30859439 610100 PROJECTS SUBJ TO APPROVAL Expense 247,372 247,372 111,866 218,961
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (268,300) (268,300) (264,900) (267,380)
Expense 479,462 479,462 545,112 264,180
Grand Total 211,162 211,162 280,212 (3,200)
308 CONSERVATION FUTURES TAX
JEFFERSON COUNTY PUBLIC HEALTH
2022 Budget - Salary Schedule
Retirement Soc Sec Emp Sec L & I Post Ret Total WAGE BENEFIT
Cost Center BARS Name Title Grade Hire Date Step Date Step 1 Step 2 Hrs/wk Fixed Salary Annual Salary Longevity Medical 12.86%7.65%1.25%Status Hrs x Rate 0.50%Benefits RATE RATE
55310 200 Weissman, Tim (E. Dobrowski)EHS II 32 11/21/2016 11/1/2022 4 5 40 57,901.54 57,901.54 - 11,665.62 7,446.14 4,429.47 622.50 5306 392.91 289.51 24,846.14 27.84 11.95
55310 215 Pokorny, Tami Natural Resources Prog Coord 35 8/16/2004 5/1/2022 11 max step 40 76,865.54 76,865.54 1,400.00 10,090.71 9,884.91 5,880.21 622.50 5306 392.91 384.33 27,255.57 36.95 13.10
55310 225 Christofferson, Amanda (A. BachmaEHS I 30 3/2/2020 3/1/2022 2 3 40 52,103.60 52,103.60 - 11,665.62 6,700.52 3,985.93 622.50 5306 392.91 260.52 23,628.00 25.05 11.36
55310 226 Stone, Brad (A. Watkins)EHS II 32 10/10/2016 10/1/2022 3 4 40 56,592.90 56,592.90 - 11,665.62 7,277.85 4,329.36 622.50 5306 392.91 282.96 24,571.20 27.21 11.81
55310 230 Stenman, Jacquelyn (T. Weissman)EHS II 32 6/20/2018 6/1/2022 2 3 40 55,680.74 55,680.74 - 11,665.62 7,160.54 4,259.58 622.50 5306 392.91 278.40 24,379.55 26.77 11.72
55310 262 Gaasland-Tatro, Larissa (C. Allen)EHS II 30 2/12/2019 2/1/2022 1 2 40 50,917.69 50,917.69 - 11,665.62 6,548.02 3,895.20 622.50 5306 392.91 254.59 23,378.84 24.48 11.24
55310 405 Dawson, Michael B Water Quality Manager EXE - 19 9/25/2009 5/1/2022 7 8 40 86,129.72 86,129.72 - 10,090.71 11,076.28 6,588.92 622.50 5306 392.91 430.65 29,201.98 41.41 14.04
55310 685 Clerk Hire Clerk Hire - Sumer Intern 5.3 4,149.90 4,149.90 - - - 317.47 51.87 5306 52.06 20.75 442.15 15.06 1.60
56200 40 Vacant (V. Kirkpatrick)Public Health Director EXE - 22 9/16/2021 9/1/2022 1 2 40 88,731.12 88,731.12 - 11,665.62 11,410.82 6,787.93 622.50 5306 392.91 443.66 31,323.44 42.66 15.06
56200 41 Anderson, Liz (L. Fleming)PH Assistant 25 9/4/2018 9/1/2022 6 7 20 23,631.64 23,631.64 - 6,397.15 3,039.03 1,807.82 295.40 5306 196.46 118.16 11,854.01 22.72 11.40
56200 145 Shaw, Veronica Deputy Director EXE - 21 10/1/1990 2/1/2022 11 max step 40 109,829.40 109,829.40 2,200.00 10,090.71 14,124.06 8,401.95 622.50 5306 392.91 549.15 34,181.28 52.80 16.43
56200 160 Vacant (C. Oppe)Financial Manager EXE - 17 10/1/2021 10/1/2022 1 2 40 61,653.54 61,653.54 - 11,665.62 7,928.65 4,716.50 622.50 5306 392.91 308.27 25,634.44 29.64 12.32
56200 221 Fountain, Debbie (E. Laing)Financial Operations Coord 27 3/16/2017 3/1/2022 5 6 40 50,210.41 50,210.41 - 11,665.62 6,457.06 3,841.10 622.50 5306 392.91 251.05 23,230.24 24.14 11.17
56200 325 Anderson, Liz (L. Fleming)Web Maint & Digital Comm Spec 28 4/15/2019 4/1/2022 3 4 12 14,769.12 14,769.12 - 4,265.26 1,899.31 1,129.84 184.61 5306 117.87 73.85 7,670.74 23.67 12.29
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2022 40 77,235.35 77,235.35 - 11,665.62 9,932.47 5,908.50 622.50 5306 392.91 386.18 28,908.18 37.13 13.90
56200 608 Nutsford, Joeen (S. Grimm)Medical Records Clerk 24 10/23/2017 10/1/2022 6 7 20 22,713.60 22,713.60 - 6,397.15 2,920.97 1,737.59 283.92 5306 196.46 113.57 11,649.66 21.84 11.20
56200 676 Vacant (B. Smyth)HRSA Project Coordinator EXEMPT 10/1/2021 10/1/2022 32 41,041.73 41,041.73 - 9,594.99 5,277.97 3,139.69 513.02 5306 314.33 205.21 19,045.21 24.66 11.45
56210 15 Marx, Randy EHS II 32 5/1/1995 5/1/2022 11 max step 40 68,797.51 68,797.51 2,200.00 10,090.71 8,847.36 5,263.01 622.50 5306 392.91 343.99 25,560.48 33.08 12.29
56210 16 Atkins, Linda EHS III 35 8/14/1989 8/1/2022 11 max step 40 76,865.54 76,865.54 2,200.00 10,090.71 9,884.91 5,880.21 622.50 5306 392.91 384.33 27,255.57 36.95 13.10
56210 47 Erickson, Carter (R. Parker)EHS I 30 4/1/2021 4/1/2022 3 4 40 53,294.64 53,294.64 - 11,665.62 6,853.69 4,077.04 622.50 5306 392.91 266.47 23,878.23 25.62 11.48
56210 205 Lawlor, Nick (S. Groth)EHS I 30 3/22/2021 3/1/2022 1 2 40 50,821.93 50,821.93 - 11,665.62 6,535.70 3,887.88 622.50 5306 392.91 254.11 23,358.72 24.43 11.23
56210 235 Kwansa, Mina EHS II 32 10/6/2010 7/1/2022 8 9 40 64,445.05 64,445.05 - 10,090.71 8,287.63 4,930.05 622.50 5306 392.91 322.23 24,646.03 30.98 11.85
56210 305 Erickson, Emma (D. Schauer)EHS I 30 3/2/2020 3/1/2022 2 3 35 45,590.65 45,590.65 - 10,394.45 5,862.96 3,487.68 569.88 5306 343.80 227.95 20,886.73 25.05 11.48
56210 410 Vacant (A. Hsu)EHS I 30 10/1/2021 10/1/2022 1 2 40 50,084.58 50,084.58 - 11,665.62 6,440.88 3,831.47 622.50 5306 392.91 250.42 23,203.80 24.08 11.16
56210 411 Hasbrouck, Alisa (P. Mingo)EH Manager EXE - 18 1/5/2021 1/1/2022 3 3 40 69,790.32 69,790.32 - 11,665.62 8,975.04 5,338.96 622.50 5306 392.91 348.95 27,343.98 33.55 13.15
56210 680 Porto, Susan EHS III 35 4/5/1999 11/1/2022 11 max step 36 69,178.99 69,178.99 1,620.00 9,235.33 8,896.42 5,292.19 622.50 5306 353.62 345.89 24,745.95 36.95 13.22
56220 500 Obremski, Bonnie Web Maint & Digital Comm Spec 28 6/1/2021 6/1/2022 3 4 40 49,100.35 49,100.35 - 11,665.62 6,314.31 3,756.18 613.75 5306 392.91 245.50 22,988.27 23.61 11.05
56220 23 Martine, Apple (T. Newton)Community Health Director EXE - 20 12/3/2018 12/1/2022 6 7 40 88,350.49 88,350.49 - 11,665.62 11,361.87 6,758.81 622.50 5306 392.91 441.75 31,243.47 42.48 15.02
56220 25 McKenzie, Lisa PHN III 37 2/12/1991 5/1/2022 11 max step 40 82,741.18 82,741.18 2,200.00 10,090.71 10,640.52 6,329.70 622.50 5306 392.91 413.71 28,490.05 39.78 13.70
56220 30 O'Brien, Susan Lead Nurse Practitioner 44 11/1/1997 11/1/2022 11 max step 28 74,953.77 74,953.77 1,540.00 7,420.24 9,639.05 5,733.96 622.50 5306 275.04 374.77 24,065.56 51.48 16.53
56220 35 Calahan, Aimee (J. Syska)Financial Operations Coord 27 3/5/2018 3/1/2022 4 5 28 34,280.69 34,280.69 - 8,529.04 4,408.50 2,622.47 428.51 5306 275.04 171.40 16,434.97 23.54 11.29
56220 49 Boyd, Margie PHN II 35 9/1/2002 9/1/2022 11 max step 32 61,492.44 61,492.44 1,440.00 8,327.78 7,907.93 4,704.17 622.50 5306 314.33 307.46 22,184.17 36.95 13.33
56220 55 Vacant (D. Schoenthaler)Medical Records Clerk 24 9/1/2021 9/1/2022 1 2 28 28,166.49 28,166.49 - 8,529.04 3,622.21 2,154.74 352.08 5306 275.04 140.83 15,073.94 19.35 10.35
56220 75 Bower, Melinda (S. Kirkegaard)ARNP 42 2/1/2021 2/1/2022 8 9 32 75,295.92 75,295.92 - 9,594.99 9,683.06 5,760.14 622.50 5306 314.33 376.48 26,351.49 45.25 15.84
56220 76 Obermeyer, Karen M Community Health Educator 32 10/16/2007 10/1/2022 11 max step 40 68,797.51 68,797.51 1,400.00 10,090.71 8,847.36 5,263.01 622.50 5306 392.91 343.99 25,560.48 33.08 12.29
56220 90 Ellis, Rhonda (J. Danskin)PHN I 33 5/10/2021 5/1/2022 11 max step 40 71,362.62 71,362.62 - 11,665.62 9,177.23 5,459.24 622.50 5306 392.91 356.81 27,674.32 34.31 13.30
56220 100 Jane, Sarah (L. Ceehorne)PHN II 35 8/1/2017 8/1/2022 4 5 32 52,071.94 52,071.94 - 9,594.99 6,696.45 3,983.50 622.50 5306 314.33 260.36 21,472.13 31.29 12.90
56220 120 ZZ Nurse Hire ARNP 5 10,179.00 10,179.00 - - - 778.69 127.24 5306 49.11 50.90 1,005.94 39.15 3.87
56220 180 Banker, Denise (K. Matlock)Comm Health Educator 32 2/24/2014 8/1/2022 6 7 40 61,221.72 61,221.72 - 11,665.62 7,873.11 4,683.46 622.50 5306 392.91 306.11 25,543.71 29.43 12.28
56220 181 Scalf, Lindsay Comm Health Educator 32 2/11/2019 2/1/2022 3 4 40 57,542.94 57,542.94 - 11,665.62 7,400.02 4,402.03 622.50 5306 392.91 287.71 24,770.80 27.66 11.91
56220 610 Vacant (K. Rafferty)PHN I 33 8/1/2021 8/1/2022 1 2 22 30,871.76 30,871.76 - 6,930.13 3,970.11 2,361.69 385.90 5306 216.10 154.36 14,018.28 26.99 12.25
56220 627 Umeda, Yuko PHN III 37 9/1/1988 2/1/2022 11 max step 35 72,398.53 72,398.53 1,925.00 9,008.44 9,310.45 5,538.49 622.50 5306 343.80 361.99 25,185.67 39.78 13.84
56220 630 Anderson, Kathy Nutritionist 34 11/1/2007 11/1/2022 11 max step 20 37,062.52 37,062.52 700.00 5,605.15 4,766.24 2,835.28 463.28 5306 196.46 185.31 14,051.72 35.64 13.51
56220 659 Vacant (NFP Clallam)PHN I 33 8/1/2021 8/1/2022 1 2 28 39,291.34 39,291.34 8,529.04 5,052.87 3,005.79 491.14 5306 275.04 196.46 17,550.33 26.99 12.05
56220 660 Mason, Andrew (K. Luch)PHN I 33 10/1/2020 10/1/2022 10 11 30 52,346.39 52,346.39 - 9,062.02 6,731.75 4,004.50 622.50 5306 294.68 261.73 20,977.18 33.56 13.45
56220 675 Fischer-Price, Katie-Rose (MJ MacK PHN I 33 4/6/2020 4/1/2022 10 11 30 52,998.37 52,998.37 - 9,062.02 6,815.59 4,054.38 622.50 5306 294.68 264.99 21,114.16 33.97 13.53
56220 677 Marx, Cynde A Clinic Support/Med Rec Clerk 26 8/2/2019 8/1/2022 6 7 4 4,915.51 4,915.51 2,133.37 632.13 376.04 61.44 5306 39.29 24.58 3,266.86 23.45 15.59
56800 30 McEnery, Anna DD Coordinator & 1/10th Coord 32 1/1/1992 1/1/2022 11 max step 40 68,797.51 68,797.51 2,200.00 10,090.71 8,847.36 5,263.01 622.50 5306 392.91 343.99 25,560.48 33.08 12.29
Multi 10 Mingo, Pinky (S. Whitford)Env Health & Water Quality Dir EXE - 20 9/4/2018 4/1/2022 3 4 40 82,466.28 82,466.28 - 11,665.62 10,605.16 6,308.67 622.50 5306 392.91 412.33 30,007.20 39.65 14.43
Multi 45 Vacant (S. Parke)Financial Operations Coord 27 7/12/2021 7/1/2022 1 2 32 35,779.97 35,779.97 - 9,594.99 4,601.30 2,737.17 447.25 5306 314.33 178.90 17,873.94 21.50 10.74
Multi 50 Marx, Cynde A Medical Records Clerk 24 4/16/2012 4/1/2022 9 10 35 43,345.60 43,345.60 - 10,394.45 5,574.24 3,315.94 541.82 5306 343.80 216.73 20,386.98 23.82 11.20
Multi 130 VonVolkli, Kelly Medical Records Clk - Lead 26 7/10/2006 2/1/2022 11 max step 40 55,248.48 55,248.48 1,400.00 10,090.71 7,104.95 4,226.51 622.50 5306 392.91 276.24 22,713.83 26.56 10.92
Multi 245 Vacant (C. Winters)EH Tech 25 8/1/2021 8/1/2022 1 2 40 41,874.00 41,874.00 - 11,665.62 5,385.00 3,203.36 523.43 5306 392.91 209.37 21,379.68 20.13 10.28
Multi 300 Berry, Dr. Allison Health Officer 8/1/2021 12 55,816.80 55,816.80 - - 4,269.99 622.50 #VALUE!1501 728.40 #VALUE!89.45 #VALUE!
Multi 400 Tucker, Laura EHS II 32 3/5/2014 3/1/2022 4 5 32 47,097.39 47,097.39 - 9,594.99 6,056.72 3,602.95 588.72 5306 314.33 235.49 20,393.20 28.30 12.26
Multi 412 Reynolds, Shirley (J. Pullman)EH Tech 25 2/25/2008 3/1/2022 11 max step 40 53,187.62 53,187.62 1,000.00 10,090.71 6,839.93 4,068.85 622.50 5306 392.91 265.94 22,280.84 25.57 10.71
Multi 413 Henley, Alex (New)Permit Tech I 23 6/1/2017 6/1/2022 5 6 12 12,926.01 12,926.01 - 4,265.26 1,662.29 988.84 161.58 5306 117.87 64.63 7,260.47 20.71 11.05
Multi 600 ZZ Clerk Hire Clerk Hire 6.25 6,525.00 6,525.00 - - - 499.16 81.56 5306 61.39 32.63 674.74 20.08 2.08
Multi 670 Gilbert, Glenn (K. Abbott)PH Assistant 25 6/21/2021 6/1/2022 3 4 40 44,169.72 44,169.72 - 11,665.62 5,680.23 3,378.98 552.12 5306 392.91 220.85 21,890.71 21.24 10.52
1,923.55 3,131,702.63 3,131,702.63 23,425.00 538,436.08 392,877.11 239,575.25 31,373.52 20,277.77 16,107.82 #VALUE!
Henley, Alex (calculate 24 hrs for benefits)22 6/1/2017 6/1/2021 4 5 24 23,334.14 23,334.14 - 7,463.10 3,000.77 1,785.06 291.68 5306 235.75 116.67 12,893.03 18.70 10.33
Marx, Cynde A Medical Records Clerk 22 4/16/2012 4/1/2021 9 10 39 48,261.11 48,261.11 - 11,460.39 6,206.38 3,691.97 603.26 5306 383.09 241.31 22,586.40 23.62 11.05
Anderson, Liz (L. Fleming)Web Maint & Digital Comm Spec 28 9/4/2018 9/1/2021 4 5 36 38,400.75 38,400.75 - 10,660.93 4,938.34 2,937.66 480.01 5306 353.62 192.00 19,562.56 20.36 10.37
2 Dianne
4 Odette 3.42
0.25 Judy Dexter
42.25
60
1.14942529
13.05
Dr. Locke calculation: don't delete
2018 2019 2020 2021
Base Salary 85.12 86.61 88.13 89.45
PERS %10.81 11.11 11.33 11.50
95.93 97.72 99.46 100.95
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2021 1 1 14 25,746.08 25,746.08 - 4,798.24 3,310.95 1,969.58 321.83 5306 137.52 128.73 10,666.83 35.23 14.60 36,412.92
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2021 1 1 20 36,780.12 36,780.12 - 6,397.15 4,729.92 2,813.68 459.75 5306 196.46 183.90 14,780.87 35.23 14.16 51,560.99
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2021 1 1 32 58,848.19 58,848.19 - 9,594.99 7,567.88 4,501.89 622.50 5306 314.33 294.24 22,895.82 35.23 13.71 81,744.02
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2021 1 1 34 62,526.20 62,526.20 - 10,127.96 8,040.87 4,783.25 622.50 5306 333.98 312.63 24,221.19 35.23 13.65 86,747.40
LORI'S RATE
34.1100 2019 Rate
34.7069 2020 Rate
35.2275 2021 Rate
56200 415 Fleming, Lori CHIP Exec Director EXEMPT 5/1/2018 5/1/2021 1 1 24 44,136.14 44,136.14 - 7,463.10 5,675.91 3,376.42 551.70 5306 235.75 220.68 17,523.55 35.23 13.99 61,659.70
3,678.01
2022 - 2023
BIENNIAL BUDGET
REQUEST
DEPT OF COMMUNITY DEVELOPMENT
Jefferson County Department of Community Development
PLANNING TEAM BUILDING TEAM ADMIN TEAM
David Johnson
Associate Planner - Lead
Jim Coyne
Senior Bldg Inspector
Morgan Higdon
Office Coordinator
Donna Frostholm
Associate Planner - Lead
Mitchell Cartmel
Bldg Inspector
Amber Warren
Permit Technician
Joel Peterson
Associate Planner
Phil Cecere
Plans Examiner
Susan Grantham
Permit Tech/Reception
Shannen Cartmel
Associate Planner
Brandon Brown
Building Inspector
Alex Henley - PT
Records-Scanning
Dave Ullrich
Associate Planner
Debra Murdock
Code Compliance
Helena Smith -
Land Use Technican
Amanda Hunt
2-yr term Planner
Bryan Benjamin
2-yr term Planner
VACANT
Planning Manager
Jodi Adams
Building Permit and Administrative Services Manager
Brent Butler
Director
05/2021
Department of Community Development
621 Sheridan Street Port Townsend, WA 98368
Tel: 360.379.4450 | Fax: 360.379.4451
2022/2023
DCD Budget
October 7, 2021
Brent A Butler, AICP –DCD Director
Jodi Adams –Permit Manager
1
Agenda
2
Staffing
Administration
Planning
Building and Permit Tech
6/30/2020
Staffing
3
09/20/20216/30/2020
STAFFING18
4
Administration (managers, code comp, scanning)
•Full Time Employees –5
•Part Time Employees –1
Planning
•Full Time Employees –6
•Part Time Employees –1
Building
•Full Time Employees –3
Permit Technician
•Full Time Employees –1
•Part Time Employees –1
BUDGET
5
2021 Department Request
•Salaries & Benefits $1,318,837
•Other $311,161
2022 Department Request
•Salaries $1,558,188
•Benefits $319,955
2023 Department Request
•Salaries $1,415,626
•Benefits $319,956
6/30/2020
Administration
6
Administration6
7
2022 Administration
•SALARIES & BENEFITS $434,817
•INTEFUND IT/LEASE $109,431
•AUTOMOBILE $8,850
•PROFESSIONAL SERVICES $4,000
•TRAINING/MEMBERSHIP $5,000
•INSURANCE $21,000
•OTHER $20,869
2023 Administration
•SALARIES & BENEFITS $430,189
•INTEFUND IT/LEASE $109,431
•AUTOMOBILE $8,850
•PROFESSIONAL SERVICES $4,000
•TRAINING/MEMBERSHIP $5,000
•INSURANCE $21,000
•OTHER $20,869
6/30/2020
Planning
86/30/2020
Planning7
9
2022 Planning/Land Use
•SALARIES & BENEFITS $727,932
•INTEFUND IT EXPENSES $62,440
•AUTOMOBILE $5,460
•TRAINING $4,900
•OTHER-CELL,ADVERTISING $5,117
2023 Planning/Land Use
•SALARIES & BENEFITS $608,423
•INTEFUND IT EXPENSES $62,440
•AUTOMOBILE $5,460
•TRAINING $4,900
•OTHER-CELL,ADVERTISING $5,117
6/30/2020
Building
106/30/2020
Building3
11
2022 Building
•SALARIES & BENEFITS $223,409
•INTEFUND IT EXPENSES $26,760
•AUTOMOBILE $16,904
•PROFESSIONAL SVCS $6,500
•TRAINING $2,200
•OTHER-CELL $1,234
2023 Building
•SALARIES & BENEFITS $223,409
•INTEFUND IT EXPENSES $26,760
•AUTOMOBILE $16,904
•PROFESSIONAL SVCS $6,500
•TRAINING $2,200
•OTHER-CELL $1,234
6/30/2020
Permit Tech
126/30/2020
Permit Tech2
13
2022 Permit Tech
•SALARIES & BENEFITS $176,658
•INTEFUND IT EXPENSES $17,840
•TRAINING/MEMBERSHIPS $1450
2023 Permit Tech
•SALARIES & BENEFITS $148,977
•INTEFUND IT EXPENSES $17,840
•TRAINING/MEMBERSHIPS $1450
6/30/2020
REVENUE
14
REVENUE
15
2021 Department Budget Request
•Permit Fees-building $691,675
•Permit Fees-land use $284,000
•Grant $90,500
•General Fund $824,851
2022 Department Budget Request
•Permit Fees-building $794,963
•Permit Fees-land use $303,020
•Grant $0
•General Fund $812,441
2023 Department Budget Request
•Permit Fees-building $825,819
•Permit Fees-land use $312,111
•Grant $0
•General Fund $630,8156/30/2020
1,735,582
403,355
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14332210 322100 BUILDING PERMITS Revenue (390,656) (440,656) (453,200) (471,328)
14332210 322101 BUILDING PERMIT RENEWAL FEE Revenue (44,099) (44,099) (47,422) (48,845)
14332240 322202 ADDRESSING FEES Revenue (20,580) (20,580) (26,801) (27,605)
14333366 336610 EPA/CLALLAM NO NET LOSS GRANT Revenue (59,000) (59,000) - -
14333403 314301 DOE SHORELINE MASTER PLAN Revenue (31,500) (31,500) - -
14334175 341075 SALE OF MAPS, PUBLICATIONS Revenue (36) (36) (40) (40)
14334181 341048 DUPLICATING COPIES Revenue (83) (83) (86) (88)
14334570 345003 DCD TECH ASSIST FEE Revenue (21,000) (21,000) (25,630) (26,399)
14334581 345004 ZONING & SUBDIVISION FEES Revenue (2,878) (2,878) (2,964) (3,053)
14334581 345006 ZONING APPROVAL APPLICATION Revenue (220,540) (220,540) (224,156) (230,881)
14334581 345850 SHORELINE SUB DEV PERMIT APPS Revenue (35,888) (35,888) (43,965) (45,284)
14334583 345005 PLAN CHECKING FEES Revenue (217,036) (237,036) (247,653) (257,559)
14334583 345007 FIRE MARSHALL PLAN REVIEW Revenue (4,557) (4,557) (4,694) (4,835)
14334589 345008 ENVIRONMENTAL REVIEW/SEPA Revenue (3,694) (3,694) (6,305) (6,494)
14334589 345009 PERMIT SCAN FEE-POST WEB Revenue (14,628) (14,628) (15,067) (15,519)
14334865 348051 INTERFUND REV-PLNG COMM Revenue (2,000) (2,000) (1,804) (1,859)
14339700 397010 TR FROM GF Revenue (592,851) (846,571) (810,637) (628,956)
14352460 101000 SALARIES & WAGES Expense - - 59,538 59,538
14352460 200000 PERSONNEL BENEFITS Expense - - 22,879 22,879
14355850 100700 LONGEVITY Expense 1,800 1,800 - -
14355850 101000 SALARIES & WAGES Expense 185,052 185,052 160,575 160,575
14355850 200000 PERSONNEL BENEFITS Expense 78,227 78,227 62,834 62,834
14355850 410862 PROF SVC-FIR COD CONSULT Expense 2,500 2,500 2,500 2,500
14355850 410863 PROF SVC-PLANS EXAMINER Expense 4,000 4,000 4,000 4,000
14355850 420024 AUTOMOBILE #771 & #810 Expense 16,903 16,903 16,904 16,904
14355850 420300 CELL PHONE/PAGER Expense 1,561 1,561 1,234 1,234
14355850 420500 INTERFUND COMMUNICATIONS Expense 37,793 37,793 26,760 26,760
14355850 430000 TRAVEL Expense 600 600 600 600
14355850 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 100 100 100 100
14355850 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,500 1,500 1,500 1,500
14355862 100700 LONGEVITY Expense 2,400 2,400 2,400 2,401
14355862 101000 SALARIES & WAGES Expense 372,025 469,833 533,882 437,825
14355862 200000 PERSONNEL BENEFITS Expense 141,659 186,351 191,650 168,197
143 DEPT OF COMMUNITY DEVELOPMENT (DCD)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14355862 410861 PROF SVS - DRD CONSULTANT Expense - 82,000 - -
14355862 420057 AUTOMOBILE #778 Expense 5,459 5,459 5,460 5,460
14355862 420300 CELL PHONE/PAGER Expense 144 144 617 618
14355862 420500 INTERFUND COMMUNICATIONS Expense 56,689 56,689 62,440 62,440
14355862 430000 TRAVEL Expense 1,400 1,400 1,400 1,400
14355862 440000 ADVERTISING Expense 3,000 3,000 4,500 4,500
14355862 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 3,500 3,500 3,500 3,500
14355865 101000 SALARIES & WAGES Expense 75,931 113,860 127,831 104,725
14355865 200000 PERSONNEL BENEFITS Expense 39,417 58,988 48,827 44,252
14355865 420021 INTERFUND COMP/TELE/RCDS Expense 18,896 18,896 17,840 17,840
14355865 420500 INTERFUND COMMUNICATIONS Expense - - - -
14355865 430000 TRAVEL Expense 400 400 400 400
14355865 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 50 50 50 50
14355865 490600 TRAINING, SEMINARS, SCHOOLS Expense 1,000 1,000 1,000 1,000
14355870 101000 SALARIES & WAGES Expense 307,235 307,235 258,435 262,339
14355870 200000 PERSONNEL BENEFITS Expense 115,091 115,091 89,337 90,061
14355870 310000 OFFICE AND OPERATING SUPPLIES Expense 9,250 9,250 9,250 9,250
14355870 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 4,000 4,000 4,000 4,000
14355870 410000 PROFESSIONAL SERVICES Expense 4,000 34,000 4,000 4,000
14355870 410177 SOFTWARE SUBSCRIPTION Expense - - 700 700
14355870 420021 INTERFUND COMP/TELE/RCDS Expense - - 44,600 44,600
14355870 420025 VEHICLE Expense 8,849 8,849 8,850 8,850
14355870 420100 POSTAGE Expense 1,500 1,500 2,000 2,000
14355870 420300 CELL PHONE/PAGER Expense 2,800 2,800 2,469 2,469
14355870 420500 INTERFUND COMMUNICATIONS Expense 37,792 37,792 - -
14355870 430000 TRAVEL Expense 1,000 1,000 1,000 1,000
14355870 440000 ADVERTISING Expense 400 400 400 400
14355870 450000 RENTS & LEASES Expense 60,080 60,080 64,831 64,831
14355870 450104 MAILING MACHINE Expense 1,545 1,545 1,600 1,600
14355870 460000 INSURANCE Expense 16,000 16,000 16,000 16,000
14355870 460103 INSURANCE - CLAIMS Expense 5,000 5,000 5,000 5,000
14355870 480000 REPAIRS & MAINT Expense 150 150 150 150
14355870 490000 DUES,SUBSCRIPTIONS,MEMBERSHIPS Expense 500 500 500 500
143 DEPT OF COMMUNITY DEVELOPMENT (DCD)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
14355870 490200 PRINTING Expense 150 150 150 150
14355870 490600 TRAINING, SEMINARS, SCHOOLS Expense 2,500 6,220 3,500 3,500
14355870 499999 MISCELLANEOUS Expense 150 150 150 150
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (1,661,026) (1,984,746) (1,910,424) (1,768,745)
Expense 1,629,998 1,945,718 1,878,143 1,735,582
Grand Total (31,028) (39,028) (32,281) (33,163)
143 DEPT OF COMMUNITY DEVELOPMENT (DCD)
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
PC55860 101000 SALARIES & WAGES Expense 28,708 28,708 29,570 30,458
PC55860 200000 PERSONNEL BENEFITS Expense 10,877 10,877 11,204 11,541
PC55860 310000 OFFICE EQUIPMENT Expense 250 250 -
PC55860 410000 PROFESSIONAL SERVICES Expense - - -
PC55860 420100 POSTAGE Expense 250 250 -
PC55860 430000 TRAVEL Expense - - -
PC55860 440000 ADVERTISING Expense 1,250 1,250 -
PC55861 310000 OFFICE AND OPERATING SUPPLIES Expense - - 204 259
PC55861 410000 PROFESSIONAL SERVICES Expense - - -
PC55861 420100 POSTAGE Expense - - 300 300
PC55861 430000 TRAVEL Expense - - -
PC55861 440000 ADVERTISING Expense - - 500 500
PC55861 490108 MI(RENT, ETC.)Expense - - 800 800
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Expense 41,335 41,335 42,578 43,858
Grand Total 41,335 41,335 42,578 43,858
063 PLANNING COMMISSION
2022 - 2023
BIENNIAL BUDGET
REQUEST
Central Services
Financial Analyst
Network/Computer
Operations Analyst -
(IS V)
Network SeniorGIS
Technician IV Coordinator
(IS IV) (IS V)
Network GIS Analyst
Technician IV (IS III)
flS IV)
Network Records Mgt
Technician IV Specialist
(IS IV\ IISIII\
Social Media -Clerk Hire
Information Services Unit
Jefferson County Central Services
Organizational Chart
2022-2023
County Administrator
Central Services Director
---
Fleet Services Manager
Mechanic Ill -Foreman
Mechanic Ill Mechanic Ill
Mechanic I Clerk Hire
Fleet Services Unit
Public Records
Administrator
Facilities Maintenance/
Capital Projects Supervisor
� Custodial
Supervisor
-Maintenance
� Custodian
-Maintenance-Custodian
Facil. Main!. Custodian Clerk Hire
Custodian Clerk Hire
Facilities Services Unit
2022 - 2023
BIENNIAL BUDGET
REQUEST
Construction & Renovation
Capital Improvement
2022-2023 BIENNIAL BUDGET CONSTRUCTION & RENOVATION 301
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
Central Services provides both project management and overall financial management for construction and renovation projects related to county
buildings
To provide for the planning, design and construction (or renovation) of County facilities. To provide long term planning for major maintenance
projects.
*To manage all facilities projects effectively
*To complete 50% or more of the projects scheduled
*To refine the 10 year capital project plan
*Develop a long term plan for all county facilities and law and justice facilities in particular
2022 -2023 Biennial Budget
SUMMARY : Projects in the next few years will focus on major maintenance projects such as roof replacements, HVAC systems, painting building exteriors,
flooring projects, fire alarm panel replacements and resurfacing the Corrections parking lot.
301 -Construction Renovation 2022-2023 Narrative.xlsx Page 1 of 1 9/2/2021
2022 -2023 Biennial Budget
STAFFING
FTEs
PERFORMANCE
INDICATORS
Percentage of Scheduled Project Completed
2019 2020 2021 2022 2023
Actual Actual Request Request Request
0.90 1.09 0.60 0.59
2019 2020 2021 2022 2023
Actual Actual Projected Projected Projected
54% 60% 58% 100% 100%
301 -Construction Renovation 2022-2023 Narrative.xlsx Page 1 of 1 9/1/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
30 Construction Renovation
FINANCIAL SUMMARY
Estimated Beginning Balance
Budgeted Revenue
Add Total Revenue -Form A
Total Revenue
Budgeted Expenditures
Add Total Expenditures -Form A
Total Expenditures
Estimated Endng Balance
-This must present a balanced budget. -
2022 DEPT
REQUEST
490,164.00
757,450.00
757.450
595,047.00
595,047
652,567
2023 DEPT
REQUEST
652,567.00
7,673.00
7,673
566,111.00
566,111
94,129
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
Date
CR -Financial Certification Workbook.xlsx Page 1 of 1 8/31/2021
FORMD
CAPITAL OUTLAY REQUEST FOR BIENNIAL BUDGET 2022-2023
DEPARTMENT: Central Services -Construction & Renovation DATE: 8/31/2021
INSTRUCTIONS:
I. A capital outlay item is defined as an article having a service life of two+ years and a value of$5,000 or more.
2.Record information below for each capital request from the Info Services, C&R, ER&R or CIP Fund. Indicate the use and
budget number for each item. List capital outlay items in order of priority.
3.Submit a copy of the completed form to Central Services by July 1, 2021
4.The requests will be discussed at your budget hearing. The capital requests will be compiled into a capital improvement budget.
The compiled budget will identify the funding source for each item.
5.Do not include items that are already included in the IS/ER&R equipment replacement schedule.
New or Projected
Item description Replace in-service 2022 2023
Item# include use, budget & bars number (Nor R) date Unit Cost Total Cost Total Cost
Courthouse
Roof Repair 15,000 15,000
Chimney Repair 50,000 150,000
Carpet & Paint -various offices 30,000 50,000
Misc. 29,000 4,000
Corrections
Modular Replacement Study 50,000
Lower Storage Bldg Addition 40,000 40,000
Sprinkler Head Replacement 5,000 5,000
Parking Lot Resurfacing 50,000
Roof Replacements
Port Townsend Community Center 45,000
Exterior Paint
Public Works 15,000
Floor Replacement
Health 10,000
Jail Control Room 7,000
Port Townsend CC Kitchen 12,000
HVAC 155,000 90,000
Fire Alarm Panel Replacements 60,000
ADA Upgrades 5,000 5,000
Electrical Upgrades 15,000 15,000
Unallocated -Buildings 95,000 95,000
593,000 564,000
Please provide additional information for Central Services:
Are there software implementations that you are considering for the 2020-2021 Biennial Budget? Please describe:
Do you have other long term equipment needs you are considering for your department i.e. vehicles, computers, copiers, etc.?
Would you like to set up a meeting with Info. Services, ER&R or Facilities to discuss your department needs?
Yes No
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
30132199 321005 JEFFCOM LIC FEE-AGR 2014 Revenue (7,233) (7,233) (7,450) (7,674)
30136710 367000 PRIVATE CONTRIBUTIONS Revenue (8,000) (8,000) - -
30139700 397302 TR FROM CAPITAL IMPROV Revenue (400,000) (400,000) (750,000) -
30159418 101000 SALARIES & WAGES Expense 44,416 44,416 46,924 47,839
30159418 200000 PERSONNEL BENEFITS Expense 14,588 14,588 15,051 15,254
30159418 450500 INTERFUND RENTS &LEASES Expense 1,957 1,957 2,047 2,111
30159418 620000 BUILDINGS & STRUCTURES Expense 548,996 548,996 531,025 500,907
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
total
2023 Request
Total
Revenue (415,233) (415,233) (757,450) (7,674)
Expense 609,957 609,957 595,047 566,111
Grand Total 194,724 194,724 (162,403) 558,437
301 CONSTRUCTION & RENOVATION
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
30231834 318000 REET 1-1ST Q% - COUNTY Revenue (555,000) (555,000) (750,000) (755,000)
30231835 318001 REET 2-2Q% - COUNTY Revenue (555,000) (555,000) (750,000) (755,000)
30236140 361109 LOAN REPAYMENT INTEREST Revenue (13,000) (13,000) (12,188) (11,375)
30238120 381200 LOAN REPAYMENT -ROADS Revenue (32,500) (32,500) (32,500) (32,500)
30259118 770000 DEBT-PRNCPL-NOTE-CASTLEHILL Expense 244,793 244,793 - -
30259218 830200 DEBT SVC-INTRST-CASTLEHILL Expense 9,203 9,203 - -
30259700 597175 TR TO PARKS IMPRVMNT FUND Expense 84,500 84,500 - -
30259700 597301 TR TO CONST & RENOV Expense 400,000 400,000 750,000 -
30259700 597405 TRANSFER OUT-SW Expense 270,000 270,000 - -
30259700 597506 TR OUT TO IS Expense - 301,477 207,115 -
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (1,155,500) (1,155,500) (1,544,688) (1,553,875)
Expense 1,008,496 1,309,973 957,115 -
Grand Total (147,004) 154,473 (587,573) (1,553,875)
302 CAPITAL IMPROVEMENT
2022 - 2023
BIENNIAL BUDGET
REQUEST
E R & R
Information Services
Facilities Management
2022-2023 BIENNIAL BUDGET EQUIPMENT RENTAL 501
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
The Fleet Services Division of the Department of Central Services manages the Equipment Rental and Revolving Fund in accordance with RCW 36.33A
as a revolving internal-service fund for road-maintenance vehicles, equipment and supplies as well as the vehicles and equipment of other County
departments that participate in the ER&R Fund
To purchase, maintain and repair the county's fleet of vehicles and equipment and supporting and ancillary facilities, all with the goal of supporting
other county departments in their respective missions. Where requested, the Division also supports the vehicles and equipment of County
departments and sister agencies that are not funded by the ER&R Fund, billing those departments/agencies for their use of maintenance, repair,
parts, supplies and fuel.
The Division provides these services in its shop and at remote locations for light vehicles, heavy vehicles, trailers, non-road equipment, attachments
and accessories.
*Provide cost-effective, budget-stable, fully serviced mobile assets and inventory stores to ER&R-fund customers;
*Provide cost-effective maintenance, repair, fueling and other services as requested by non-ER&R-fund customers;
*Manage the ER&R Fund in accordance with applicable laws and maintain records necessary to track each customer's funds separately;*
*Manage surface mines in compliance with applicable laws and reclamation requirements; and
*Provide efficient maintenance and repair of supporting and ancillary property and facilities.
*Propane/Bifuel conversions complete for 2021 and plan to add additional Bi-fuel vehicles in 2022/2023.
*Rearrange Main shop to better fit Technician needs.
*Replace Hadlock Shop ventilation system.
*Replace roof on Hadlock Shop and out buildings.
*Continue to train and certify Technicians; and
*Replace outdated equipment and vehicles. Replace with multi-use vehicles and equipment.
2022 -2023 Biennial Budget
SUMMARY
501 -Equipment Rental 2022-2023.xlsx Page 1 of 1 8/31/2021
2022 -2023 Biennial Budget
STAFFING
FTEs
Staffing
Explanation I
PERFORMANCE
INDICATORS
Shops staffed by Fleet/managed but unstaffed
Fuel sites operated
Current/former surface mines maintained
Outside agency customers -fuel/shop service
Jobs completed
Green initiatives
Pounds of scrap metal collected for recycling
Gallons of petroleum diesel displaced by biodiesel
Hybrid-electric/alternative fuel vehicles
Trucks equipped with idle-shutdown timers
Assets owned by ER&R Fund
Light-duty vehicles
Medium and heavy duty trucks
Powered non-road equipment
Trailers
Attachments and non-powered equipment
Average age in years of light/heavy/nonOroad
501 -Equipment Rental 2022-2023.xlsx
2019 2020 2021 2022 2023
Actual Actual Budget Request Request
6.68
- -
6.81 6.63 6.63 6.63
2019 2020 2021 2022 2023
_ Actual Actual Projected Projected Projected
1/4 1/4 I 1/4 1/4 1/4
4 4 3 3 3
2/8 1/8 1/8 1/8 1/8
6 6 6 6 6
323/47/934 328/33/1037 675/40/1500 600/30/12,00 650/30/1300
5000 7000 10000 1000 7000
8295 6809 j 8000 8000 8000
6 7 18 19 19
15 15 16 17 18
68 70 •69 70 70
21 19 24 21 21
31 26 30 :?..!I 27
12 13 12 13 13
72 72 68 69 70
8.6/12.4/12.9 8.2/11.6/12 4.9/8.3/11 4.9/12/10 4.9/12/10
Page 1 of 2 8/31/2021
2022 -2023 Biennial Budget
PERFORMANCE
INDICATORS
Other County-owned fleet assets
Actual Actual Proje<:ted Projected Projected
3
13
14
27
14
2
13
14
Continue to manage 3 unstaffed and 1 staffed repair shops and 4 current fuel sites and one planned fuel site removal at the
Clearwater Annex. Currently 2 maintained Pits with the plans to sell one. Increase Repair Orders now that Fleet is at full staff levels.
Increase preventative maintenance repair orders and accurately maintain total repair orders.10 Propane (Dual Fuel) vehicles added to
light duty fleet with plans to add more in 2022/2023. Propane filling station online in 2021. Plan to purchase multi use vehicles to
increase utilization. Researching Renewable diesel fuel, plan to test in vehicles when available.
501 -Equipment Rental 2022-2023.xlsx Page 2 of 2 8/31/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
507 ER&R
FINANCIAL SUMMARY -This must present a balanced budget. -
2022 DEPT
REQUEST
2023 DEPT
REQUEST
Estimated Beginning Balance 1,827,223.00 1,632,726.00
Budgeted Revenue 3,011,080.00 3,094,690.00
Add Total Revenue -Form A
Total Revenue 3,011,080 3,094,690
Budgeted Expenditures
Add Total Expenditures -Form A 3,205,577.00 3,517,928.00
Total Expenditures 3,205,577 3,517,928
Estimated Endng Balance 1,632,726 1,209,488
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
Date
ERR -Financial Certification Workbook.xlsx Page 1 of 1
FORM D
CAPITAL OUTLAY REQUEST FOR BIENNIAL BUDGET 2022-2023 RESET
DEPARTMENT: ER&R/Fleet FUND#: 501000010 DATE: 06/14/2021
INSTRUCTIONS:
I. A capital outlay item is defined as an article having a service life of two+ years and a value of$5,000 or more.
2.Record information below for each capital request to be funded out oflnfo Services, C&R, ER&R or CIP Funds only. List
capital outlay items in order of priority. DO NOT USE this form if you are requesting an "add" to your budget.
3.Submit a copy of the completed form to Central Services by July 1, 2021
4.The requests will be discussed at your budget meeting. Approved capital requests will be compiled into a capital improvement
budget. The compiled budget will identify the funding source for each item.
5.Do not include items that are already included in the IS/ER&R equipment replacement schedule.
New or Projected
Replace in-service 2022 2023
Item# Item description (Nor R) date Unit Cost Total Cost Total Cost
l 0758 10 YD Dump Truck R 240000 240000
l 0715 Low Deck Trailer R 55000 55000
l 0785 Backhoe Loader R 165000 165000
1 0812 Wood Chipper R 75000 75000
1 0757 IS Van R 32000 32000
1 0834 PW Van R 32000 32000
1 0815 PW SUV R 32000 32000
I 0829 Roads Pickup R 37000 37000
l 0827 Roads Sweeper R 108000 108000
l 0830 Roads Pickup R 37000 37000
I 0833 PW SUV R 38000 38000
I 0863 Health Prius R 34000 34000
I 0864 Health Prius R 34000 34000
I 0916 Parks F450 R 56000 56000
4 Patrol SUV R 60000 300000
1 0862 Animal Control Pickup R 55000 55000
I Jail Prisoner Van R 55000 55000
2 Rubber Tire Rollers R 75000 150000
II $729,000 $ 806.000
Please provide additional information for Central Services:
Are there software implementations that you are considering for the 2022-2023 Biennial Budget? Please describe: NO
Do you have other long term equipment needs you are considering for your department i.e. vehicles, computers, copiers, etc.?
NO
Would you like to set up a meeting with Info. Services, ER&R or Facilities to discuss your department needs? NO
FORM D
CAPITAL OUTLAY REQUEST FOR BIENNIAL BUDGET 2022-2023 RESET
DEPAR TMENT: ER&R/Fleet FUND#: 501000010 DA TE: 06/14/2021
INSTRUCTIONS:
1. A capital outlay item is defined as an article having a service life of two+ years and a value of$5,000 or more.
2.Record infonnation below for each capital request to be funded out oflnfo Services, C&R, ER&R or CTP Funds only. List
capital outlay items in order of priority. DO NOT USE this fonn if you are requesting an "add" to your budget.
3.Submit a copy of the completed fonn to Central Services by July 1, 2021
4.The requests will be discussed at your budget meeting. Approved capital requests will be compiled into a capital improvement
budget. The compiled budget will identify the funding source for each item.
5.Do not include items that are already included in the IS/ER&R equipment replacement schedule.
New or Projected
Replace in-service 2022 2023
Item# Item description (Nor R) date Unit Cost Total Cost Total Cost
1 Hoh Shop Fuel Tank Upgrade R 45,000 45000
1 Hadlock Water Recycler R 32,000 32000
1 Hadlock Roof Replacement R 375,000 375000
1 Paint Hadlock Shop/Facility R 45,000 45000
1 Chip Seal Hadlock Shop Lot R 27,000 27000
1 Hadlock Shop Office Heat Pump N 20,000 20000
I Hadlock Shop Office Flooring Replacement R 10,000 10000
$179,000 $ 375,00C
Please provide additional information for Central Services:
Are there software implementations that you are considering for the 2022-2023 Biennial Budget? Please describe: NO
Do you have other long term equipment needs you are considering for your department i.e. vehicles, computers, copiers, etc.? NO
Would you like to set up a meeting with Info. Services, ER&R or Facilities to discuss your department needs? NO
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50134450 344002 EXTERNAL FUEL SALES Revenue (43,917) (43,917) (47,000) (48,000)
50134820 348053 PIT SALES Revenue (270,000) (270,000) (277,800) (292,300)
50134830 348054 MECHANICAL SHOP Revenue (16,500) (16,500) (17,000) (17,200)
50134840 348055 STORE SALES Revenue (10,000) (10,000) (10,200) (10,500)
50134840 348056 ASPHALT EMULSION SALES Revenue (335,000) (335,000) (459,000) (482,000)
50134850 348057 FUEL SALES Revenue (23,232) (23,232) (33,500) (34,500)
50134865 348058 INTERFUND EQUIP/VEHICL LEASES Revenue (677,040) (677,040) (690,580) (704,390)
50134865 348059 EQUIP RENTAL - ROADS Revenue (1,292,900) (1,292,900) (1,292,800) (1,320,000)
50134865 348062 EQUIP RENTAL - SOLID WASTE Revenue (130,584) (130,584) (133,200) (135,800)
50139510 395001 SURPLUS EQUIP SALE PROCEEDS Revenue (50,000) (50,000) (50,000) (50,000)
50154800 100500 OVERTIME Expense 7,692 7,692 8,331 8,435
50154800 101000 SALARIES & WAGES Expense 440,118 440,118 466,401 472,733
50154800 200000 PERSONNEL BENEFITS Expense 214,414 214,414 220,260 222,554
50154800 310000 OFFICE AND OPERATING SUPPLIES Expense 48,201 48,201 53,000 53,000
50154800 320000 FUEL CONSUMED Expense 26,000 26,000 29,000 29,000
50154800 340061 INVENTORY OR RESALE ITEM Expense 977,976 977,976 978,000 978,000
50154800 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 26,520 26,520 27,000 27,000
50154800 410500 INTERFUND PROF SERVICES Expense 45,000 45,000 30,000 30,000
50154800 420000 COMMUNICATIONS Expense 6,630 6,630 6,630 6,630
50154800 420500 INTERFUND COMMUNICATIONS Expense 2,705 2,705 1,460 1,475
50154800 430000 TRAVEL Expense 2,550 2,550 2,550 2,550
50154800 440000 ADVERTISING Expense 2,040 2,040 2,040 2,040
50154800 450000 RENTS & LEASES Expense 3,570 3,570 3,500 3,500
50154800 450500 INTERFUND RENTS &LEASES Expense 19,043 19,043 25,600 25,770
50154800 460000 INSURANCE Expense 35,700 35,700 62,000 65,000
50154800 470100 UTILITIES Expense 38,760 38,760 38,760 39,000
50154800 480000 REPAIR & MAINTENANCE Expense 244,800 244,800 325,000 325,000
50154800 499999 MISCELLANEOUS Expense 16,646 16,646 18,000 18,000
50159448 620000 BUILDINGS & STRUCTURES Expense 420,000 420,000 152,000 375,000
50159448 630000 OTHER IMPROVEMENTS Expense - - 27,045 27,241
50159448 640000 CAPITAL OUTLAY-EQUIPMENT Expense 640,000 640,000 729,000 806,000
2021 Orig Budget
Total 2021 Revised Budget Total
2022 Request
Total
2023 Request
Total
Revenue (2,849,173) (2,849,173) (3,011,080) (3,094,690)
Expense 3,218,365 3,218,365 3,205,577 3,517,928
Grand Total 369,192 369,192 194,497 423,238
501 ER&R
2022-2023 BIENNIAL BUDGET INFORMATION SERVICES 506 ;::' �-6\.!J··�\ -• -<
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
STATEMENT
GOALS &
OBJECTIVES
,,. � .,·,11 .:,"\
The Information Services Fund is an internal service fund that provides services primarily to County departments and collects charges for services
("rent") from County departments in order to pay for those services. The charges for services recover both operating costs and capital replacement
costs.
To provide computers, email, internet access, telephones, voice mail, copiers, geographic information systems mapping (GIS), records management
and public records administration to County departments. This mission supports the regular operating departments in meeting their operational
goals.
*Improve customer service, particularly for deployment of replacement equipment
*Continue progress towards a 4 year rotation for computer equipment replacements
*Acquire and install all approved systems and equipment additions and replacements
*Develop a comprehensive Information Services strategic plan
*Develop a highly functional program for managing public records requests and work to minimize risk exposure
*Implement systems as approved in the capital additions list
*Implement software systems as approved in the replacement plan
*Acquire and install all equipment identified in the replacement plan
2022 -2023 Biennial Budget
SUMMARY
Key Funding
Service
Capital costs are based on the replacement schedule and anticipated technological advances necessary for security. Replacing legacy systems
will depend on availability of funding.
506 -Information Services Narrative.xlsx Page 1 of 1 8/31/2021
2022 -2023 Biennial Budget
STAFFING
FTEs
Staffing
Explanation
PERFORMANCE
INDICATORS
Workload Volumens
Telephone Handsets
Computer Devices
Copiers
Records (# of boxes)
Public Records Requests Rec'd
Public Records Requests Completed
Performance
Explanation
506 -Information SeNices Narrative.xlsx
2019 2020 2021 2022 2023
Actual Actual Request Request Request I_, -
7.63 8.59 8.66 9.02 9.02
. 2019 2020 2021 2022 2023
Actual Actual Projected Projected Projected
285
439
28
2916
625
598
287
450
28
2990
700
635
L -
290 290 290
478 478 478
29 29 29
3000 3000 3000
800 750 770
750 720 740
..
Page 1 of 1 9/2/2021
JEFFERSON COUNTY
506 Information Services
FINANCIAL SUMMARY
Estimated Beginning Balance
Budgeted Revenue
Add Total Revenue -Form A
Total Revenue
Budgeted Expenditures
Add Total Expenditures -Form A
Total Expenditures
Estimated Endng Balance
2022-23 BUDGET REQUEST
-This must present a balanced budget. -
2022 DEPT
REQUEST
2023 DEPT
REQUEST
1,347,366.00 1,041,085.00
2,271,352.00 2,090,657.00
2,577,633.00 1,983,855.00
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
Date
Copy of Other Funds -Financial Certification Workbook.xlsx Page 1 of 1 8/31/2021
FORMD
CAPITAL OUTLAY REQUEST FOR BIENNIAL BUDGET 2022-2023 RESET
DEPARTMENT: Central Services FUND#: 506-000-010 DATE:
INSTRUCTIONS:
1.A capital outlay item is defined as an article having a service life of two+ years and a value of$5,000 or more.
2.Record information below for each capital request to be funded out oflnfo Services, C&R, ER&R or CIP Funds only. List
capital outlay items in order of priority. DO NOT USE this form if you are requesting an "add" to your budget.
3.Submit a copy of the completed form to Central Services by July 1, 2021
4.The requests will be discussed at your budget meeting. Approved capital requests will be compiled into a capital improvement
budget. The compiled budget will identify the funding source for each item.
5.Do not include items that are already included in the IS/ER&R equipment replacement schedule.
New or Projected
Replace in-service 2022 2023
Item# Item description (Nor R) date Unit Cost Total Cost Total Cost
59418.64.0025 Software 150000
59418.64.0020 Computers
Desktop Computers 78340 76724
Laptop Computers 121944 61303
Tablets 11888 2177
Servers 200015
Printers 17612 1497
IS Misc 10433
Elections 219653 2832
59418.64.0010 Copiers 46052
59418.64.0050 Records Management
Scanners 15735 14874
Laserfiche
59418.64.0000 IS Capital
Contingency 60000 60000
f, ' $885,620 $ 265 459
Please provide additional information for Central Services:
Are there software implementations that you are considering for the 2022-2023 Biennial Budget? Please describe:
Do you have other long term equipment needs you are considering for your department i.e. vehicles, computers, copiers, etc.?
Would you like to set up a meeting with Info. Services, ER&R or Facilities to discuss your department needs?
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50634820 420115 INTERFUND COPIERS Revenue (102,710) (102,710) (114,157) (114,261)
50634820 420120 INTERFUND COMPUTERS Revenue (1,231,995) (1,231,995) (1,289,795) (1,298,763)
50634820 420130 INTERFUND RECORDS MGMT Revenue (178,779) (178,779) (184,100) (195,298)
50634820 420135 INTERFUND PUBLIC REC MGMT Revenue (132,330) (132,330) (135,885) (137,615)
50634820 420140 INTERFUND - GIS Revenue (236,158) (236,158) (235,616) (238,973)
50634820 420500 INTERFUND COMMUNICATIONS Revenue (104,024) (104,024) (104,684) (105,747)
50639700 397302 TR FROM CAPITAL IMPROV Revenue - (301,477) (207,115) -
50651810 101000 SALARIES & WAGES Expense 100,084 100,084 65,797 66,768
50651810 200000 PERSONNEL BENEFITS Expense 29,450 29,450 26,406 26,622
50651810 310000 SUPPLIES Expense 50 50 50 50
50651810 430000 TRAVEL Expense 200 200 200 200
50651810 440000 ADVERTISING Expense 800 800 800 800
50651810 460000 INSURANCE Expense 18,000 18,000 19,500 19,500
50651810 499999 MISCELLANEOUS Expense 400 400 400 400
50651878 101000 SALARIES & WAGES Expense 54,236 54,236 58,135 59,298
50651878 200000 PERSONNEL BENEFITS Expense 27,646 27,646 29,000 29,257
50651878 310000 OFFICE AND OPERATING SUPPLIES Expense 500 500 500 500
50651878 350000 SMALL TOOLS & EQUIPMENT Expense 1,000 1,000 1,000 1,000
50651878 410000 PROFESSIONAL SERVICES Expense 1,860 1,860 1,860 1,860
50651878 420000 COMMUNICATIONS Expense 200 200 200 200
50651878 430000 TRAVEL Expense 4,000 4,000 4,000 4,000
50651878 450000 RENTS & LEASES Expense 8,556 8,556 8,556 8,556
50651878 450500 INTERFUND RENTS & LEASES Expense 9,108 9,108 10,083 17,210
50651878 480000 REPAIR & MAINTENANCE Expense 43,000 43,000 43,000 45,000
50651878 499999 MISCELLANEOUS Expense 480 480 480 480
50651879 101000 SALARIES & WAGES Expense 2,328 2,328 2,451 2,537
50651879 200000 PERSONNEL BENEFITS Expense 1,062 1,062 1,108 1,135
50651879 310000 OFFICE AND OPERATING SUPPLIES Expense 700 700 700 700
50651879 480000 REPAIR & MAINTENANCE Expense 55,000 55,000 55,000 55,000
50651881 101000 SALARIES & WAGES Expense 104,335 104,335 108,196 110,360
50651881 200000 PERSONNEL BENEFITS Expense 46,629 46,629 47,485 48,456
50651881 310000 OFFICE AND OPERATING SUPPLIES Expense 1,000 1,000 1,000 1,000
50651881 350000 SMALL TOOLS & EQUIPMENT Expense 200 200 200 200
50651881 410000 PROFESSIONAL SERVICES Expense 10,000 10,000 10,000 10,000
50651881 420000 COMMUINICATIONS Expense - - - -
50651881 430000 TRAVEL Expense 2,500 2,500 2,500 2,500
50651881 440000 ADVERTISING Expense - - - -
50651881 450500 INTERFUND RENTS & LEASES Expense 6,022 6,022 5,953 6,024
50651881 480000 REPAIR & MAINTENANCE Expense 40,000 40,000 40,000 40,000
50651881 490102 MI- TRAINING Expense 4,000 4,000 4,000 4,000
506 INFORMATION SERVICES
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50651888 101000 SALARIES & WAGES Expense 304,492 304,492 359,215 365,623
50651888 200000 PERSONNEL BENEFITS Expense 130,361 130,361 138,280 139,641
50651888 310000 OFFICE AND OPERATING SUPPLIES Expense 47,000 47,000 35,000 35,000
50651888 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 45,000 45,000 30,000 30,000
50651888 410000 PROFESSIONAL SERVICES Expense 2,000 2,000 2,000 2,000
50651888 420000 COMMUNICATIONS Expense 23,500 23,500 23,500 23,500
50651888 430000 TRAVEL Expense 4,500 4,500 4,500 4,500
50651888 440000 ADVERTISING Expense 250 250 250 250
50651888 450500 INTERFUND RENTS & LEASES Expense 9,003 9,003 9,019 9,905
50651888 480000 REPAIR & MAINTENANCE Expense 290,749 290,749 315,000 315,000
50651888 499999 MISCELLANEOUS Expense 10,000 10,000 10,000 10,000
50651889 101000 SALARIES & WAGES Expense 61,930 61,930 66,997 68,349
50651889 200000 PERSONNEL BENEFITS Expense 25,888 25,888 27,013 27,317
50651889 310000 SUPPLIES Expense 500 500 500 500
50651889 350000 SMALL TOOLS & EQUIPMENT Expense 400 400 400 400
50651889 420000 COMMUNICATIONS Expense 100 100 100 100
50651889 430000 TRAVEL Expense 800 800 800 800
50651889 480000 REPAIR & MAINTENANCE Expense 28,500 28,500 28,500 28,500
50651889 499999 MISCELLANEOUS Expense 600 600 600 600
50651890 101000 SALARIES & WAGES Expense 838 838 879 897
50651890 200000 PERSONNEL BENEFITS Expense 388 388 400 403
50651890 310000 OFFICE AND OPERATING SUPPLIES Expense 1,200 1,200 1,200 1,200
50651890 350000 SMALL TOOLS & EQUIPMENT Expense 1,200 1,200 600 600
50651890 420000 COMMUNICATIONS Expense 80,000 80,000 82,000 83,000
50651890 450000 RENTS & LEASES Expense 4,200 4,200 4,200 4,200
50651890 480000 REPAIR & MAINTENANCE Expense 5,000 5,000 2,500 2,500
50659418 640000 CAPITAL OUTLAY-EQUIPMENT Expense 60,000 60,000 60,000 60,000
50659418 640001 CAPITAL OUTLAY-COPIERS Expense 18,823 18,823 - 46,052
50659418 640005 CAPITAL OUTLAY-RECORDS MGMT Expense 28,378 28,378 15,800 14,874
50659418 640102 CAPITAL OUTLAY-COMPUTERS Expense 204,922 378,399 659,820 144,531
50659418 640104 CAPITAL OUTLAY-SOFTWARE Expense 200,000 328,000 150,000 -
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
Revenue (1,985,996) (2,287,473) (2,271,352) (2,090,657)
Expense 2,163,868 2,465,345 2,577,633 1,983,855
Grand Total 177,872 177,872 306,281 (106,802)
506 INFORMATION SERVICES
2022-2023 BIENNIAL BUDGET FACILITIES MANAGEMENT 507
BUDGET/
PROGRAM
Fund/Program Description
RCWs
MISSION
S TATEMENT
GOALS &
OBJECTIVES
The Facilities Fund is an internal service Fund that provides services to County departments and collects charges for services ("rent") from County
departments in order to pay for those services. The charges for services recover operating costs, but do not recover any capital replacement or
extraordinary maintenance costs. Capital replacement costs are funded as required in the Construction & Renovation Fund. In 2022-2023 the
Facilities Fund will continue to provide services to designated non-county departments such as JeffCOM and the Jefferson County Humane Society
which will require the recovery of operating costs, overhead and depreciation.
Facilities staff provides maintenance and/or custodial services to 30 buildings in Jefferson County. These include 5 office buildings, 5 community
centers, 1 correction facility, 5 county shops, 1 motel, 1 animal shelter, 2 leased office spaces and 10 other miscellaneous buildings and structures.
To provide quality custodial services, maintenance services, and management of major capital projects for county buildings and facilities through
efficient management of resources; to provide safe and clean physical environments while maintaining the infrastructure. This mission supports the
regular operating departments in meeting their operational goals.
GOALS FOR FY2022-2023
1.Improve current preventative maintenance programs with the increase of maintenance staff
2. Improve budgeting, management and planning for maintenance projects
3. Maintain level of custodial service
4.Improve strategies for the safe, organized and efficient storage of county property and inventory
OBJECTIVES FOR FY2022-2023
1.Catalog county facilities
2.Utilize Munis/WinCAMS financial systems to improve tracking and costing of facilities maintenance
3.Document cleaning standards/protocols
4.Prepare a plan for long term county storage needs
2022 -2023 Biennial Budget
SUMMARY
Key Funding
Service
Issues
Facilities recovers 100% of its costs through the Facilities Cost Recovery Plan. Our goal is to meet level of service goals at the lowest cost
possible.
507 - Facilities Mgmt 2022-2023 Narrative.xlsx Page 1 of 1 9/1/2021
2022 -2023 Biennial Budget
STAFFING
FTEs
Staffing
Explanation
PERFORMANCE
INDICATORS
Custodial FTE
Custodial Square Feet
Custodial Square Feet per FTE
Maintenance FTE
Maintenance Square Feet
Maintenance Square Feet per FTE
Total Building Square Feet
Performance
Explanation
: 2019 2020 2021 2022 2023
Actual Actual Request Request Request ·--� -
7.28 7.99 7.58 l1 --'------7.76 7.76
I 2019 2020 2021 2022 2023 I I, Actual Actual Projected Projected Projected
4.56 4.38 4.5 4.45 4.45
82836 83797 85147 85147 85147
18166 19132 18922 19134 19134
2.55 2.58 2.82 2.98 2.92
148212 149173 150523 150523 150523
58122 57819 53377 50511.07383 51549
179752 180713 182063 182063 182063
507 -Facilities Mgmt 2022-2023 Narrative.xlsx Page 1 of 1 9/1/2021
JEFFERSON COUNTY 2022-23 BUDGET REQUEST
507 Facilities Mana ement
FINANCIAL SUMMARY -This must present a balanced budget. -
2022 DEPT
REQUEST
2023 DEPT
REQUEST
Estimated Beginning Balance 683,589 683,589
Budgeted Revenue 1,304,738 1,318,026
Add Total Revenue -Form A
Total Revenue
Budgeted Expenditures 1,304,738 1,318,026
Add Total Expenditures -Form A
Total Expenditures
Estimated Endng Balance
I certify the Department Request entered into Munis along with the other required documents have been reviewed
and accurately reflect my fund's budget request for 2022-2023.
Date
Facilities -Financial Certification Workbook.xlsx Page 1 of 1
ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
50734870 340000 GENERAL FUND PAYMENT Revenue (879,983) (879,983) (930,935) (940,742)
50734870 340001 INFORMATION SERVICES CRTHSE Revenue (24,118) (24,118) (23,856) (24,142)
50734870 340013 PUBLIC WORKS Revenue (81,033) (81,033) (85,364) (86,054)
50734870 340015 JC HEALTH Revenue (131,553) (131,553) (161,211) (162,935)
50734870 340018 ANIMAL SERVICES Revenue (5,441) (5,441) (10,057) (10,107)
50734870 348017 DCD Revenue (60,080) (60,080) (64,831) (65,421)
50734870 348024 PARKS & REC Revenue (45,457) (45,457) (28,484) (28,625)
50736260 362010 CLEARWATER LEASE PAYMENT Revenue (21,789) (21,789) - -
50736260 362011 LEASE PAYMENT BRINNON Revenue (7,789) (7,789) - -
50751801 450001 RENTS & LEASES-CTHS Expense - - 23,448 24,100
50751830 101000 SALARIES & WAGES Expense 440,475 440,475 466,797 475,514
50751830 200000 PERSONNEL BENEFITS Expense 210,230 210,230 216,218 218,570
50751830 310000 OFFICE AND OPERATING SUPPLIES Expense 20,000 20,000 20,000 20,000
50751830 320000 FUEL CONSUMED Expense 35,000 35,000 35,000 35,000
50751830 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 8,000 8,000 9,000 9,000
50751830 410000 PROFESSIONAL SERVICES Expense 3,000 3,000 3,000 3,000
50751830 420000 COMMUINICATIONS Expense 4,500 4,500 3,500 3,500
50751830 420500 INTERFUND COMMUNICATIONS Expense 1,000 1,000 1,500 1,500
50751830 430000 TRAVEL Expense 500 500 500 500
50751830 440000 ADVERTISING Expense 500 500 500 500
50751830 450000 RENTS & LEASES Expense 15,000 15,000 18,000 18,000
50751830 450011 RENTS & LEASES Expense 3,451 3,451 - -
50751830 450015 RENTS & LEASES - HEALTH Expense 19,490 19,490 21,715 22,150
50751830 450500 INTERFUND RENTS &LEASES Expense 44,680 44,680 41,030 41,185
50751830 460000 INSURANCE Expense 18,600 18,600 19,530 20,507
50751830 470000 ELECTRIC Expense 234,040 234,040 230,000 230,000
50751830 480000 REPAIR & MAINTENANCE Expense 190,000 190,000 190,000 190,000
50751830 499999 MISCELLANEOUS Expense 5,389 5,389 5,000 5,000
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total 2023 Request Total
Revenue (1,257,243) (1,257,243) (1,304,738) (1,318,026)
Expense 1,253,855 1,253,855 1,304,738 1,318,026
Grand Total (3,388) (3,388) - -
507 FACILITIES
2022 - 2023
BIENNIAL BUDGET
REQUEST
Public Works
Parks & Recreation...Parks Improvement
Post Harvest Timber
Roads...Emergency Road Reserve
Flood Subzones
HJ Carroll Park Fund
Solid Waste
2022 - 2023
BIENNIAL BUDGET
REQUEST
MUNIS BUDGET WORKSHEETS
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
174 17434760 347007 YTH ACTIVITY - FALL SOCCER Revenue (10,000) (10,000) (10,000) (11,000)
174 17434760 347008 YTH ACTIVITY-JR BASKETBALL Revenue (12,500) (12,500) (12,500) (13,500)
174 17434760 347009 YTH ACTIVITY-INDR/SPR SCCR Revenue (12,000) (12,000) (12,000) (13,000)
174 17434760 347012 YOUTH CLASSES Revenue (1,500) (1,500) (1,500) (1,500)
174 17434760 347041 COUNTY SPORTS CAMPS Revenue (1,850) (1,850) (1,800) (1,800)
174 17434760 347042 ADULT RECREATION-OPEN GYMS Revenue - - - -
174 17434760 347043 ADLT RECREATN-SOFTBALL LGE Revenue (4,200) (4,200) (4,200) (5,400)
174 17434760 347044 ADLT RECREATN-SOCCER LGE Revenue (1,400) (1,400) (1,400) (1,850)
174 17434760 347045 ADULT REC-PICK UP SOCCER Revenue - - - -
174 17436230 362030 PARKING FEES Revenue (7,000) (7,000) (8,000) (8,000)
174 17436240 347022 MEM FIELD SPORTS/OTHER Revenue - - - -
174 17436240 347023 HJC SOCCER FIELD RENTAL Revenue (1,000) (1,000) (1,500) (1,500)
174 17436240 362500 RENTS & LEASES (SHORT TERM)Revenue (5,000) (5,000) (5,000) (5,500)
174 17436240 362501 FAC RNTS-REC CNBIRTHDAYS Revenue - - - -
174 17436240 362502 MEMORIAL FIELD SCHOOL RENTS Revenue (8,500) (8,500) (8,500) (8,500)
174 17436240 362503 MEMRL FLD RESERVE EVENTS Revenue (3,500) (3,500) (2,500) (2,500)
174 17436240 362504 H.J. CARROLL PAVILION Revenue (3,100) (3,100) (2,850) (2,850)
174 17439700 397010 TR FROM GF Revenue (531,579) (531,579) (669,000) (669,000)
174 17439700 397125 TR FROM HOTEL/MOTEL Revenue (9,023) (42,873) (44,000) (44,000)
174 17439700 397175 TR FROM PARKS IMPROV Revenue (15,000) (15,000) (15,000) (15,000)
174 17457100 100700 LONGEVITY Expense - - - -
174 17457100 101000 SALARIES & WAGES Expense 104,543 104,543 117,126 118,068
174 17457100 200000 PERSONNEL BENEFITS Expense 41,924 41,924 39,593 40,106
174 17457100 310000 OFFICE AND OPERATING SUPPLIES Expense 11,750 11,750 12,750 13,750
174 17457100 360000 SMALL TOOLS & MINOR EQUIPMENT Expense - - - -
174 17457100 410000 PROFESSIONAL SERVICES Expense 7,500 7,500 7,500 8,500
174 17457100 420000 COMMUNICATIONS Expense 5,500 5,500 5,500 6,000
174 17457100 450000 RENTS & LEASES Expense 1,000 1,000 1,300 1,800
174 17457100 450500 INTERFUND RENTS & LEASES Expense 46,027 46,027 33,651 33,833
174 17457100 460000 INSURANCE Expense - - - -
174 17457100 470100 UTILITIES Expense - - - -
174 17457100 480000 REPAIR & MAINTENANCE Expense 500 500 500 150
174 17457100 499999 MISCELLANEOUS Expense 1,750 1,750 1,750 1,750
174 17457520 100700 LONGEVITY Expense - - - -
174 17457520 101000 SALARIES & WAGES Expense 35,056 35,056 38,444 39,857
174 17457520 200000 PERSONNEL BENEFITS Expense 15,076 15,076 16,977 10,641
174 17457520 310000 OFFICE AND OPERATING SUPPLIES Expense 4,500 4,500 6,200 7,400
174 17457520 310500 INTERFUND SUPPLIES Expense - - - -
174 17457520 320000 FUEL CONSUMED Expense 150 150 150 300
174 17457520 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 800 800 800 1,600
174 17457520 420000 COMMUNICATIONS Expense 500 500 500 1,000
174 17457520 440000 ADVERTISING Expense 500 500 500 500
174 PARKS & REC, 175 PARKS IMPROVEMENT
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
174 17457520 450500 INTERFUND RENTS & LEASES Expense 11,400 11,400 12,180 12,180
174 17457520 470100 UTILITIES Expense 12,500 12,500 15,000 15,000
174 17457520 480000 REPAIR & MAINTENANCE Expense 2,000 2,000 14,000 14,000
174 17457520 480051 INTERFUND REPAIR & MAINT Expense 1,827 1,827 - -
174 17457520 480500 INTERFUND REPAIR & MAINT Expense - - 966 970
174 17457680 101000 SALARIES & WAGES Expense 170,189 170,189 221,848 228,409
174 17457680 200000 PERSONNEL BENEFITS Expense 78,356 78,356 101,300 103,185
174 17457680 310000 OFFICE AND OPERATING SUPPLIES Expense 12,000 12,000 20,000 20,000
174 17457680 310500 INTERFUND SUPPLIES Expense 250 250 250 250
174 17457680 320000 FUEL CONSUMED Expense 1,400 1,400 800 800
174 17457680 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 10,000 10,000 15,000 17,500
174 17457680 410000 PROFESSIONAL SERVICES Expense 450 450 450 450
174 17457680 420000 COMMUNICATIONS Expense 1,600 1,600 1,600 1,600
174 17457680 420500 INTERFUND COMMUNICATIONS Expense 365 365 365 369
174 17457680 430000 TRAVEL Expense - - - -
174 17457680 440000 ADVERTISING Expense 750 750 - -
174 17457680 450000 RENTS &LEASES Expense 150 150 - -
174 17457680 450500 INTERFUND RENTS & LEASES Expense 44,497 44,497 53,014 53,200
174 17457680 460000 INSURANCE Expense 12,000 12,000 12,000 12,000
174 17457680 470100 UTILITIES Expense 39,000 39,000 42,000 46,000
174 17457680 480000 REPAIR & MAINTENANCE Expense 12,000 12,000 28,000 30,000
174 17457680 480500 INTERFUND REPAIR & MAINT Expense 6,169 6,169 4,700 4,700
174 17457680 499999 MISCELLANEOUS Expense 1,700 1,700 1,700 2,400
175 17533215 332002 PILT - USDI/USF WLDLF RFGE Revenue (25,000) (25,000) (25,000) (25,000)
175 17536240 362508 CAMPING FEES-UPPER OAK BAY Revenue (22,000) (22,000) (30,000) (30,000)
175 17536240 362509 CAMPING FEES-LOWER OAK BAY Revenue (10,000) (10,000) (10,000) (10,000)
175 17536240 362510 CAMPING FEES-LAK LELAND Revenue (15,000) (15,000) (25,000) (25,000)
175 17536240 362511 CAMPING FEES-QUILCENE Revenue (5,000) (5,000) (5,000) (5,000)
175 17536700 367000 PRIVATE CONTRIBUTIONS Revenue - - - -
175 17539700 397302 TR FROM CAPITAL IMPROV Revenue (84,500) (84,500) (250,000) (125,000)
175 17557630 101000 SALARIES & WAGES Expense 15,307 15,307 12,449 12,840
175 17557630 200000 PERSONNEL BENEFITS Expense 7,291 7,291 4,591 4,703
175 17557630 310000 OFFICE AND OPERATING SUPPLIES Expense 2,500 2,500 2,500 2,500
175 17557630 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 3,000 3,000 3,000 3,000
175 17557630 410000 PROFESSIONAL SERVICES Expense 4,500 4,500 4,500 4,500
175 17557630 430000 TRAVEL Expense - - - -
175 17557630 440000 ADVERTISING Expense - - - -
175 17557630 450000 RENTS & LEASES Expense 2,900 2,900 2,900 2,900
175 17557630 450500 INTERFUND RENTS & LEASES Expense 2,800 2,800 3,000 3,000
175 17557630 470100 UTILITIES Expense 4,200 4,200 4,200 4,200
175 17557630 480000 REPAIR & MAINTENANCE Expense 40,000 40,000 40,000 40,000
175 17557630 499999 MISCELLANEOUS Expense 7,200 7,200 7,200 7,200
174 PARKS & REC, 175 PARKS IMPROVEMENT
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
175 17559476 310000 OFFICE AND OPERATING SUPPLIES Expense 8,000 8,000 - -
175 17559476 630000 OTHER IMPROVEMENTS Expense 86,500 86,500 250,000 125,000
175 17559476 640000 CAPITAL OUTLAY-EQUIPMENT Expense - - - -
175 17559700 597174 TR TO PARKS & RECREATION Expense 15,000 15,000 15,000 15,000
Fund
2021 Orig Budget
Total
2021 Revised Budget
Total 2022 Request Total
2023 Request
Total
174 Parks & Rec 68,527 34,677 28,664 43,368
Revenue (627,152) (661,002) (799,750) (804,900)
Expense 695,679 695,679 828,414 848,268
175 Parks Improv 37,698 37,698 4,340 4,843
Revenue (161,500) (161,500) (345,000) (220,000)
Expense 199,198 199,198 349,340 224,843
174 PARKS & REC, 175 PARKS IMPROVEMENT
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
178 17855490 410000 PROFESSIONAL SERVICES Expense 1,500 1,500 1,500 1,500
180 18031110 311000 REAL & PERS PROPERTY TAXES Revenue (3,903,139) (3,903,139) (3,977,561) (4,001,512)
180 18031720 317000 LEASEHOLD EXCISE TAX Revenue (5,000) (5,000) (5,000) (5,000)
180 18031740 317100 TIMBER EXCISE TAX (TAV)Revenue (200,000) (200,000) (200,000) (200,000)
180 18032191 321002 FRANCHISE FEES Revenue (125,000) (125,000) (135,000) (135,000)
180 18032240 322210 OVERLOAD PERMITS Revenue (500) (500) (350) (350)
180 18032240 322211 UTILITY PERMITS Revenue (15,000) (15,000) (15,000) (15,000)
180 18032240 322212 GENERAL PERMITS Revenue (1,000) (1,000) (1,500) (1,500)
180 18032240 322213 RIGHT OF WAY APPLICATIONS Revenue (7,500) (7,500) (14,000) (14,000)
180 18032240 322217 ROAD VACATION FEE Revenue - - (1,000) (1,000)
180 18033115 331006 DOI FED GRANT Revenue - - - -
180 18033115 331006 DOI FED GRANT Revenue - - (200,000) -
180 18033210 332068 FEDERAL FOREST FUND TITLE I Revenue (85,000) (85,000) (300,000) (300,000)
180 18033212 332120 PL97-99 MILITARY FOREST YIELD Revenue - - - -
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue (242,757) (242,757) - -
180 18033320 333131 FHWA-UPPER HOH RD 9.7-9.8 ER Revenue (9,012) (9,012) (9,012) (107,188)
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - - (1,189,021)
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - - -
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - (68,885) (356,523)
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - (73,525) (114,614)
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - (40,693) (45,000)
180 18033320 333131 FHWA-FED INDIRECT THRU DOT Revenue - - (39,330) -
180 18033320 333133 FHWA-UPPER HOH MP 7-9.8 ER Revenue - - - (259,500)
180 18033320 333133 FHWA-FED INDIRECT THRU DOT Revenue - - (43,250) -
180 18033397 333132 FEMA-FED INDIR - MILTARY DEPT Revenue (109,375) (109,375) - (1,036,875)
180 18033397 333132 FEMA-FED INDIR - MILTARY DEPT Revenue - - (91,875) -
180 18033402 334073 RCO GRANTS Revenue (74,000) (74,000) - -
180 18033402 334073 RCO-ODT STUDY RRG Revenue (269,570) (269,570) (180,000) (3,555,744)
180 18033402 334073 RCO GRANTS Revenue - - (55,877) -
180 18033402 334073 RCO-THORNDYJKE RD MP 4.71 Revenue (25,200) (25,200) (1,628,902) (17,000)
180 18033402 334073 RCO-NAYLORS CRK CULVRT RPL Revenue - - - (23,800)
180 18033402 334073 RCO GRANTS Revenue - - - -
180 18033403 334061 DOT STATE GRANTS Revenue (16,013) (16,013) - -
180 18033403 334061 DOT-P&B QUILCENE COMPLETE ST Revenue (747,766) (747,766) (695,350) -
180 18033403 334061 DOT-SRTS CEDAR AVE Revenue (820,957) (820,957) (765,800) -
180 18033403 334070 RAP ER FUNDS Revenue - - - -
180 18033403 334071 RAP FUND Revenue - - - -
180 18033403 334071 RAP-CENTER RD 14.1-15.01 RSF Revenue - - - (30,000)
180 18033403 334071 RAP-UPPER HOH RD RESURFACING Revenue (6,400) (6,400) (25,000) (55,245)
178 POST HARVEST TIMBER, 180 ROADS
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
180 18033403 334071 RAP FUND Revenue - - - (200,000)
180 18033403 334072 CAPP -ARTERIAL PRESERVATION Revenue (199,999) (199,999) (198,868) -
180 18033502 335001 DNR TIMBER TRUST 2 Revenue - - - (67,500)
180 18033600 336075 MULTIMODAL TRANS-COUNTIES Revenue (68,000) (68,000) (66,724) (1,450,000)
180 18033600 336089 MV FUEL TAX-COUNTY ROAD Revenue (1,582,000) (1,582,000) (1,442,693) -
180 18033602 336231 DNR PILT NAP/NRCA Revenue - - - (273,000)
180 18034175 341075 SALE OF MAPS &PUBLICATIONS Revenue - - - -
180 18034182 341046 DEVELOPMENT REVIEW FEES Revenue (4,000) (4,000) (5,000) (5,000)
180 18034182 341122 ROAD ENGINEERING SERVICES Revenue - - - -
180 18034410 344001 ROAD/ST MAINT & REPAIR CHGS Revenue (2,930) (2,930) (22,000) (23,000)
180 18036111 361100 INVESTMENT INTEREST Revenue (100) (100) - -
180 18036140 361120 INTEREST ON DNR TIMBER LEASES Revenue (200) (200) (200) (200)
180 18036250 362600 DNR TIMBER LEASES Revenue (200) (200) (200) (200)
180 18036991 369910 OTHER MISC REVENUE Revenue (500) (500) - -
180 18039180 391801 PWTF LOAN-SNOW CRK CULVERT Revenue - - (13,125) (356,879)
180 18039510 395000 TIMBER SALES DNR Revenue (125,000) (125,000) (125,000) (125,000)
180 18039510 395001 SURPLUS EQUIP SALE PROCEEDS Revenue - - - -
180 18039510 395002 FIXED ASSETS SALE PROCEEDS Revenue - - - -
180 18039520 398100 INSURANCE PREM & RECOVERIES Revenue (2,500) (2,500) (7,000) (7,000)
180 18039700 397010 TR FROM GF Revenue (146,211) (191,287) (224,487) (240,222)
180 18039700 397306 TR FROM PUBLIC INFRASTRUCTURE Revenue - - (95,660) (52,508)
180 18039700 397505 TR-LV PAY $1K MORE RES 11-16 Revenue - - - -
180 18051970 100500 OVERTIME Expense - - - -
180 18051970 101000 SALARIES & WAGES Expense 1,074 1,074 10,780 11,144
180 18051970 200000 PERSONNEL BENEFITS Expense 965 965 8,557 8,902
180 18051970 450500 INTERFUND RENTS & LEASES Expense - - 2,400 2,500
180 18054200 100500 OVERTIME Expense 37,550 37,550 42,670 44,140
180 18054200 100700 LONGEVITY Expense - - - -
180 18054200 101000 SALARIES & WAGES Expense 1,659,515 1,659,515 1,807,283 1,868,636
180 18054200 200000 PERSONNEL BENEFITS Expense 967,844 967,844 943,005 966,040
180 18054200 310000 OFFICE AND OPERATING SUPPLIES Expense 316,000 316,000 325,000 330,000
180 18054200 310500 INTERFUND SUPPLIES Expense 769,000 769,000 736,800 774,300
180 18054200 320000 FUEL CONSUMED Expense 1,000 1,000 300 300
180 18054200 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 51,000 51,000 52,000 53,000
180 18054200 410000 PROFESSIONAL SERVICES Expense 9,200 9,200 20,000 22,000
180 18054200 410102 INTERGOV PROF. SERVICES Expense - - 7,500 8,000
180 18054200 410500 INTERFUND PROF SVC Expense 5,200 5,200 - -
180 18054200 420000 COMMUNICATIONS Expense 22,000 22,000 25,000 26,000
180 18054200 420500 INTERFUND COMMUNICATIONS Expense 3,000 3,000 3,200 3,400
178 POST HARVEST TIMBER, 180 ROADS
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
180 18054200 430000 TRAVEL Expense 10,000 10,000 10,500 11,000
180 18054200 440000 ADVERTISING Expense 3,500 3,500 3,500 3,500
180 18054200 450000 RENTS & LEASES Expense 52,000 52,000 38,000 40,000
180 18054200 450500 INTERFUND RENTS & LEASES Expense 1,265,555 1,265,555 1,328,000 1,395,000
180 18054200 460500 INTERFUND INSURANCE SERVICE Expense 1,000 1,000 3,500 3,500
180 18054200 470100 UTILITIES Expense 19,600 19,600 18,000 18,500
180 18054200 480000 REPAIR & MAINTENANCE Expense 244,000 244,000 170,000 180,000
180 18054200 480500 INTERFUND REPAIR & MAINT Expense 3,500 3,500 7,000 7,500
180 18054200 499999 MISCELLANEOUS Expense 25,000 25,000 38,000 40,000
180 18054300 100500 OVERTIME Expense - - - -
180 18054300 100700 LONGEVITY Expense - - - -
180 18054300 101000 SALARIES & WAGES Expense 263,651 263,651 279,751 289,349
180 18054300 200000 PERSONNEL BENEFITS Expense 113,739 113,739 103,431 106,027
180 18054300 310000 OFFICE AND OPERATING SUPPLIES Expense 10,000 10,000 10,000 10,000
180 18054300 310500 INTERFUND PROF SERVICES Expense 175,000 - - -
180 18054300 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 2,500 2,500 3,500 3,500
180 18054300 410000 PROFESSIONAL SERVICES Expense - - - -
180 18054300 410500 INTERFUND PROFESSIONAL SVCS Expense - 175,000 150,000 150,000
180 18054300 420000 COMMUNICATIONS Expense 2,500 2,500 2,500 2,500
180 18054300 420500 INTERFUND COMMUNICATIONS Expense 14,000 14,000 8,754 8,843
180 18054300 430000 TRAVEL Expense 1,000 1,000 1,000 1,000
180 18054300 440000 ADVERTISING Expense 2,500 2,500 1,500 1,500
180 18054300 450000 RENTS & LEASES Expense 500 500 1,000 1,000
180 18054300 450500 INTERFUND RENTS & LEASES Expense 244,967 244,967 254,270 256,677
180 18054300 460000 INSURANCE Expense 67,500 67,500 75,000 75,000
180 18054300 460500 INTERFUND INSURANCE SERVICES Expense - - - -
180 18054300 480000 REPAIR & MAINTENANCE Expense 5,000 5,000 6,000 6,000
180 18054300 499999 MISCELLANEOUS Expense 5,000 5,000 5,000 5,000
180 18054400 101000 SALARIES & WAGES Expense 359,793 359,793 424,828 435,307
180 18054400 200000 PERSONNEL BENEFITS Expense 174,280 174,280 176,319 179,849
180 18054400 310000 OFFICE AND OPERATING SUPPLIES Expense 2,500 2,500 1,000 1,000
180 18054400 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 500 500 1,000 1,000
180 18054400 410000 PROFESSIONAL SERVICES Expense 35,000 35,000 10,000 10,000
180 18054400 420000 COMMUNICATIONS Expense 3,000 3,000 3,000 3,000
180 18054400 430000 TRAVEL Expense 2,000 2,000 1,000 1,000
180 18054400 440000 ADVERTISING Expense 300 300 300 300
180 18054400 450500 INTERFUND RENTS & LEASES Expense 38,200 38,200 32,100 32,100
180 18054400 499999 MISCELLANEOUS Expense 7,000 7,000 7,000 7,000
180 18054500 100500 OVERTIME Expense - - - -
178 POST HARVEST TIMBER, 180 ROADS
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
180 18054500 101000 SALARIES & WAGES Expense 3,909 3,909 - -
180 18054500 200000 PERSONNEL BENEFITS Expense 2,191 2,191 - -
180 18058120 780302 INTERFUND LOAN REPAYMENT Expense 32,500 32,500 32,500 32,500
180 18059295 830302 INTEREST INTERFD LOAN-FUND 302 Expense 13,000 13,000 12,188 11,375
180 18059442 640000 CAPITAL OUTLAY-EQUIPMENT Expense 100,000 100,000 98,000 100,000
180 18059500 100500 OVERTIME Expense 11,656 11,656 15,790 16,336
180 18059500 100700 LONGEVITY Expense - - - -
180 18059500 101000 SALARIES & WAGES Expense 313,672 313,672 372,541 394,623
180 18059500 200000 PERSONNEL BENEFITS Expense 145,549 145,549 150,422 156,007
180 18059500 310000 OFFICE AND OPERATING SUPPLIES Expense 1,000 1,000 1,000 1,000
180 18059500 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 7,000 7,000 7,000 7,000
180 18059500 410000 PROFESSIONAL SERVICES Expense 295,986 295,986 506,648 550,704
180 18059500 410055 INTERGOVERNMENTAL PROF SVC Expense 304,000 304,000 10,000 10,000
180 18059500 410500 INTERGOVNTAL PROF SERVICES Expense - - - -
180 18059500 420000 COMMUNICATIONS Expense 4,000 4,000 3,500 3,500
180 18059500 430000 TRAVEL Expense 1,000 1,000 1,000 1,000
180 18059500 440000 ADVERTISING Expense 4,000 4,000 3,000 3,000
180 18059500 450000 RENTS & LEASES Expense - - - -
180 18059500 450500 INTERFUND RENTS & LEASES Expense - - 1,000 1,000
180 18059500 499999 MISCELLANEOUS Expense 5,000 5,000 3,000 3,000
180 18059500 610000 CAP OUTLAY-PROP ACQUISITION Expense 30,000 30,000 10,000 13,479
180 18059500 650000 CONSTRUCTION PROJECTS Expense 1,356,263 1,356,263 3,350,912 6,471,420
180 18059700 597108 TR OUT COOP EXT Expense - - - -
180 18059700 597109 TR-NOX WD Expense 4,500 4,500 4,500 4,500
Fund
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
178 Post Harvest
Timber 1,500 1,500 1,500 1,500
Expense 1,500 1,500 1,500 1,500
180 Roads 838,330 793,254 974,382 920,377
Revenue (8,794,829) (8,839,905) (10,767,867) (14,264,381)
Expense 9,633,159 9,633,159 11,742,249 15,184,758
178 POST HARVEST TIMBER, 180 ROADS
FUND ORG OBJ DESCRIPTION TYPE 2021 Origi Budget 2021 Revised Budget 2022 Request 2023 Request
185 18555350 101000 SALARIES & WAGES Expense 1,792.00 1,792.00 857 810
185 18555350 200000 PERSONNEL BENEFITS Expense 684.00 684.00 351 332
185 18555350 410000 PROFESSIONAL SERVICES Expense 148.00 148.00 1,358 148
186 18655330 410000 PROFESSIONAL SERVICES Expense 2,500 2,500 2,500 2,500
187 18755330 101000 SALARIES Expense - - 250 322
187 18755330 200000 PERSONNEL BENEFITS Expense - - 110 144
187 18755330 410000 PROFESSIONAL SERVICES Expense - - - -
187 18755330 490000 DUES, SUBSCRIPTIONS Expense - - - -
187 18759453 610000 CAP OUTLAY-PROP ACQUISITION Expense 21,500 21,500 12,000 2,157
187 18759453 650000 CONSTRUCTION PROJECTS Expense - - - -
304 30433403 334073 RCO GRANTS Revenue - - (400,000) (100,000)
304 30436700 367000 PRIVATE CONTRIBUTIONS Revenue - (57,630) (414,848) -
304 30439700 397302 TR FROM CAPITAL IMPROV Revenue - - (295,492) (100,000)
304 30459476 101000 SALARIES & WAGES Expense - - 30,380 22,770
304 30459476 200000 PERSONNEL BENEFITS Expense - - 12,952 9,583
304 30459476 410476 CAP EXP-JUMP PLAYGROUND Expense - 57,630 87,630 -
304 30459476 630000 OTHER IMPROVEMENTS Expense - - 979,378 167,647
Fund
2021 Origi Budget
Totals
2021 Revised Budget
Total
2022 Request
Total
2023 Request
Total
185 2,624 2,624 2,566 1,290
Expense 2,624 2,624 2,566 1,290
186 2,500 2,500 2,500 2,500
Expense 2,500 2,500 2,500 2,500
187 21,500 21,500 12,360 2,623
Expense 21,500 21,500 12,360 2,623
304 - - - -
Revenue - (57,630) (1,110,340) (200,000)
Expense - 57,630 1,110,340 200,000
185-187 FLOOD SUBZONES, 304 HJ CARROLL PK CAP FUND
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
401 40133403 334313 DEPT OF ECOLOGY Revenue - - (42,788) -
401 40134170 341076 SALE OF RECYCLABLES Revenue (8,000) (8,000) (5,000) (5,000)
401 40134170 341077 SALE-WHIT GOODS&BATTERIES Revenue (1,000) (1,000) (1,000) (1,000)
401 40134170 341113 SALE OF RECYCLABLES-SKOOKUM Revenue - - (268,325) (268,325)
401 40134370 343000 GARBAGE/SOLID WST FEES/CHGS Revenue (3,412,759) (3,412,759) (3,459,940) (3,459,940)
401 40134370 343001 MODERATE RISK WASTE-SQG FEES Revenue (9,000) (9,000) (9,000) (9,000)
401 40134370 343002 YARD DEBRIS FEES Revenue (150,000) (150,000) (150,000) (150,000)
401 40134370 343003 ENVIRONMENTAL FEE-REFRIG Revenue (7,000) (7,000) (7,000) (7,000)
401 40134370 343004 SOLID WASTE LATE CHARGES Revenue (500) (500) (500) (500)
401 40134370 343005 SOLID WASTE MIN CHARGE FEES Revenue (1,500) (1,500) (1,500) (1,500)
401 40136111 361100 INVESTMENT INTEREST Revenue (15,000) (15,000) (13,000) (13,000)
401 40138930 389922 SOLID WASTE & REFUSE TAXES Revenue (60,000) (60,000) (65,000) (65,000)
401 40139510 395002 FIXED ASSETS SALE PROCEEDS Revenue - - - -
401 40139700 397402 OPER TRF IN-FR SW CLOSURE FD Revenue (6,000) (6,000) (6,000) (6,000)
401 40153700 100500 OVERTIME Expense 4,240 4,240 4,565 4,774
401 40153700 100700 LONGEVITY Expense - - - -
401 40153700 101000 SALARIES & WAGES Expense 452,828 452,828 526,805 570,062
401 40153700 200000 PERSONNEL BENEFITS Expense 232,668 232,668 250,433 263,409
401 40153700 310000 OFFICE AND OPERATING SUPPLIES Expense 15,000 15,000 28,214 29,624
401 40153700 310500 INTERFUND SUPPLIES Expense 400 400 1,000 1,000
401 40153700 320000 FUEL CONSUMED Expense 1,500 1,500 1,500 1,500
401 40153700 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 3,000 3,000 3,000 3,000
401 40153700 410000 PROFESSIONAL SERVICES Expense 105,306 105,306 131,860 106,860
401 40153700 410103 PROF SERVICES - LONG HAUL Expense 1,555,090 1,555,090 1,645,239 1,686,137
401 40153700 410173 PROFESSIONAL SVC-MASTER PLAN Expense 150,000 150,000 75,000 150,000
401 40153700 410500 INTERFUND PROFESSIONAL SVCS Expense 50,000 50,000 64,141 65,744
401 40153700 420000 COMMUNICATIONS Expense 11,000 11,000 12,594 11,550
401 40153700 420500 INTERFUND COMMUNICATIONS Expense 4,446 4,446 3,648 3,685
401 40153700 430000 TRAVEL Expense 1,500 1,500 1,500 1,500
401 40153700 440000 ADVERTISING Expense 3,000 3,000 5,957 5,957
401 40153700 450000 RENTS & LEASES Expense 40,000 40,000 57,065 58,491
401 40153700 450500 INTERFUND RENTS & LEASES Expense 202,544 202,544 217,331 218,457
401 40153700 460000 INSURANCE Expense 15,000 15,000 34,113 34,966
401 40153700 460500 INTERFUND INSURANCE SERVICES Expense - - - -
401 40153700 470100 UTILITIES Expense 11,300 11,300 18,254 18,711
401 40153700 480000 REPAIR & MAINTENANCE Expense 25,000 25,000 25,000 25,000
401 40153700 480500 INTERFUND REPAIR & MAINT Expense 3,000 3,000 3,000 3,000
401 40153700 495000 CITY YARD WASTE FEES Expense 90,000 90,000 95,567 95,567
401 40153700 499999 MISCELLANEOUS Expense 103,000 103,000 70,000 70,000
401 40153720 101000 SALARIES & WAGES Expense 5,369 5,369 5,441 -
401 40153720 200000 PERSONNEL BENEFITS Expense 2,308 2,308 1,803 -
401 40153720 310000 OFFICE AND OPERATING SUPPLIES Expense - - 2,500 2,500
401 40153720 410000 SW EDUCATION PROF SERVICES Expense - - - -
401 40153720 440000 ADVERTISING Expense - - 2,500 -
401-405 SOLID WASTE INCL TRI-AREA SEWER
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
401 40153730 101000 SALARIES & WAGES Expense 65,060 65,060 84,420 75,462
401 40153730 200000 PERSONNEL BENEFITS Expense 32,339 32,339 37,609 33,722
401 40153730 310000 OFFICE AND OPERATING SUPPLIES Expense 7,500 7,500 7,500 7,500
401 40153730 360000 SMALL TOOLS & MINOR EQUIPMENT Expense 1,500 1,500 1,500 1,500
401 40153730 410000 PROFESSIONAL SERVICES Expense 30,000 30,000 60,000 60,000
401 40153730 420000 COMMUNICATIONS Expense 1,700 1,700 2,000 2,000
401 40153730 430000 TRAVEL Expense 1,000 1,000 1,000 1,000
401 40153730 440000 ADVERTISING Expense 4,500 4,500 4,500 4,500
401 40153730 450000 RENTS & LEASES Expense 600 600 - -
401 40153730 450500 INTERFUND RENTS & LEASES Expense 3,960 3,960 4,080 4,080
401 40153730 470100 UTILITIES Expense 3,500 3,500 5,000 5,000
401 40153730 480000 REPAIR & MAINTENANCE Expense 1,200 1,200 1,000 1,000
401 40153730 499999 MISCELLANEOUS Expense 3,500 3,500 2,500 2,500
401 40153760 101000 SALARIES & WAGES Expense 13,342 13,342 5,440 3,824
401 40153760 200000 PERSONNEL BENEFITS Expense 6,452 6,452 1,803 1,254
401 40153760 410000 PROFESSIONAL SERVICES Expense 380,397 380,397 582,046 593,946
401 40153760 480000 REPAIR & MAINTENANCE Expense 5,000 5,000 5,000 5,000
401 40153760 499999 RECYCLING MISCELLANEOUS Expense - - - -
401 40158290 582900 IMMATERIAL FIDUCIARY RM Expense - - 65,000 65,000
401 40159437 101000 SALARIES & WAGES Expense 1,787 1,787 3,886 3,286
401 40159437 200000 PERSONNEL BENEFITS Expense 900 900 1,672 1,492
401 40159437 410000 PROFESSIONAL SERVICES Expense 13,000 13,000 10,000 10,000
401 40159437 620000 BUILDINGS & STRUCTURES Expense 350,000 350,000 - -
401 40159437 630000 OTHER IMPROVEMENTS Expense 110,000 110,000 275,000 50,000
401 40159437 640000 CAPITAL OUTLAY-EQUIPMENT Expense - - 66,150 -
401 40159700 597109 TR-NOX WD Expense 5,000 - - -
401 40159700 597126 TR TO HEALTH SITE ABATEMENT Expense 21,700 21,700 22,000 22,000
401 40159701 597404 TR TO YARD WASTE EDUCATION Expense 7,000 7,000 8,000 8,000
402 40259700 597401 TR TRI AREA SEWER FUND Expense - 6,000 6,000 6,000
402 40259700 597404 TRANSFER TO SOLID WASTE Expense 6,000 - - -
403 40336111 361100 INVESTMENT INTEREST Revenue (15,000) (15,000) (1,200) (1,200)
404 40439700 397401 TRANSFER FROM SW Revenue (7,000) (7,000) (8,000) (8,000)
404 40453720 410500 INTERFUND PROF SERVICES Expense 7,000 7,000 10,000 10,000
405 40533404 334012 DOC-2019 LEGISLATIVE AWARD Revenue (893,192) (893,192) (355,000) (9,331,000)
405 40536111 361100 INVESTMENT INTEREST Revenue (7,500) (7,500) (3,500) (2,500)
405 40539700 397302 TR FROM CAPITAL IMPROV Revenue (270,000) (270,000) (1,150,000) (795,000)
405 40539700 397306 TR FROM PUBLIC INFRASTRUCTURE Revenue (275,000) (275,000) (240,000) (240,000)
405 40553500 101000 SALARIES & WAGES Expense 77,672 77,672 197,306 204,604
405 40553500 200000 PERSONNEL BENEFITS Expense 11,229 11,229 48,847 50,465
405 40553500 310000 OFFICE AND OPERATING SUPPLIES Expense 1,475 1,475 500 1,500
405 40553500 360000 SMALL TOOLS & MINOR EQUIPMENT Expense - - - -
405 40553500 410000 PROFESSIONAL SERVICES Expense 18,000 18,000 322,000 83,650
405 40553500 410060 STRATEGIES 360 INC CONTRACT Expense 60,000 60,000 60,000 -
405 40553500 410105 TETRA TECH FINAL DESIGN Expense 643,857 643,857 578,000 -
401-405 SOLID WASTE INCL TRI-AREA SEWER
FUND ORG OBJ DESCRIPTION TYPE 2021 Orig Budget 2021 Revised Budget 2022 Request 2023 Request
405 40553500 410106 TETRA TECH LID SUPPORT SVC Expense 60,000 60,000 - -
405 40553500 410153 SPECIAL BENEFITS APPRAISALS CO Expense 150,000 150,000 - -
405 40553500 410154 FOSTER PEPPER LEGAL SVC CO Expense 96,000 96,000 87,500 -
405 40553500 410183 MBR DESIGNS Expense - - 25,000 -
405 40553500 420000 COMMUINICATIONS Expense 2,500 2,500 2,500 2,500
405 40553500 420500 INTERFUND COMMUNICATIONS Expense 500 500 1,000 1,000
405 40553500 430000 TRAVEL Expense 1,500 1,500 2,500 2,500
405 40553500 440000 ADVERTISING Expense 2,500 2,500 2,500 2,500
405 40553500 450500 INTERFUND RENTS & LEASES Expense 2,654 2,654 6,300 6,350
405 40553500 480000 REPAIR & MAINTENANCE Expense - - - -
405 40553500 499999 MISCELLANEOUS Expense 2,500 2,500 2,500 10,000
405 40559135 710000 DEBT SERVICE PRINCIPAL-SEWER Expense 133,866 133,866 131,454 134,469
405 40559135 780055 DEBT REPYMNT PRIN-PWTF LOAN Expense 57,798 57,798 57,798 57,798
405 40559235 830300 INTEREST 2011 LTGO BOND-SEWER Expense 29,434 29,434 27,427 25,284
405 40559235 830400 INTEREST - PWTF LOAN Expense 7,514 7,514 7,225 6,936
405 40559435 410000 PROFESSIONAL SVC-CONSTRUCTION Expense - - 60,000 795,000
405 40559435 610000 CAP OUTLAY-LAND ACQUISITION Expense - - 50,000
405 40559435 630000 IMPROVEMENTS O/T BUILDINGS Expense - - 50,000 8,970,000
Fund
2021 Orig Budget
Total
2021 Revised Budget
Total
2022 Request
Total 2023 Request Total
401 Solid Waste 487,677 482,677 516,083 407,295
Revenue (3,670,759) (3,670,759) (4,029,053) (3,986,265)
Expense 4,158,436 4,153,436 4,545,136 4,393,560
402 SW Post Closure 6,000 6,000 6,000 6,000
Expense 6,000 6,000 6,000 6,000
403 SW Improvement (15,000) (15,000) (1,200) (1,200)
Revenue (15,000) (15,000) (1,200) (1,200)
404 SW Education - - 2,000 2,000
Revenue (7,000) (7,000) (8,000) (8,000)
Expense 7,000 7,000 10,000 10,000
405 Tri-Area Sewer (86,693) (86,693) (28,143) (13,944)
Revenue (1,445,692) (1,445,692) (1,748,500) (10,368,500)
Expense 1,358,999 1,358,999 1,720,357 10,354,556
401-405 SOLID WASTE INCL TRI-AREA SEWER