HomeMy WebLinkAboutPacket Special Council Oct 26 2022Whatcom County
Council (Special)
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Meeting Agenda
Wednesday, October 26, 2022
12 PM
Virtual Meeting
VIRTUAL MEETING - COUNCILMEMBERS ARE INVITED TO PARTICIPATE IN
A FIVE -COUNTY REGIONAL COOPERATION MEETING WITH SKAGIT,
ISLAND, SNOHOMISH, AND SAN JUAN (SWISS) COUNTIES (A QUORUM OF
THE COUNCIL MAY ATTEND THIS EVENT)
COUNCILMEMBERS
Barry Buchanan
Tyler Byrd
Todd Donovan
Ben Elenbaas
Carol Frazey
Kaylee Galloway
Kathy Kershner
CLERK OF THE COUNCIL
Dana Brown -Davis, C.M.C.
Council (Special) Meeting Agenda October 26, 2022
See Linked Agenda
Whatcom County Pure 2 Printed on 211212024
SWISS Membership Meeting
Wednesday, October 26 1 12:00pm — 1:30pm
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WASHINGTON
STATE ASSOCIATION
of COUNTIES
SWISS Membership Meeting
Tuesday, October 18 1 10:30am — 12:00pm
and
Wednesday, October 26 1 12:00pm—1:30pm
Online via Zoom (link in calendar invitation)
AGENDA
• Introductions (all attendees) 1 10 minutes
• Review meeting agenda and outcomes (WSAC Staff) 15 minutes
• SWISS Document review (WSAC Staff) 1 1 hour
Outcome: gather SWISS member input and edits to SWISS documents
o SWISS Priorities and Outcomes Summary
o SWISS Charter
o Strategic Plan Development Proposal
o SWISS Logos
• Review next steps (WSAC Staff) 1 15 minutes
Outcome: shared awareness and input on the next steps:
o Legislative Lunch meeting
o Strategic planning meeting
o Other actions
• Adjourn
Meeting documents to be provided
• Meeting agenda
• Draft SWISS Issues and Outcomes Summary
• Draft SWISS charter
• Strategic Plan Development Proposal
• WASHINGTON
STATE ASSOCIATION
of COUNTIES
Snohomish, Whatcom, Island, Skagit, and San Juan County
(SWISS) Regional Partnership
Organizational Charter
I. Name
This Charter refers to the Snohomish County, Whatcom County, Island County, Skagit County,
and San Juan County Regional Partnership as "SWISS."
II. Mission and Purpose
Mission
The mission of SWISS is to identify and advance shared priorities that will improve the quality of
life of the people who live in the region.
Purpose
• Provide a forum for the discussion and review of issues consistent with the SWISS
mission statement, and identify those issues where there is a shared mutual interest;
• Create a unified, clear, and concise regional voice to our state and federal legislators
and governmental agencies;
• Be an advocate for our region as a whole in dealings with legislative, governmental, and
private entities upon those issues that SWISS selects;
• Assist partner organizations with their legislative advocacy on issues that align with SWISS
priorities.
III. Guiding principles
• SWISS activities will not interfere with the authorities and responsibilities of each member
county or county elected official.
• SWISS will work to build coalitions with other regionally significant entities.
IV. Organization
The Chair, Vice Chair, Executive Committee members, and committee members represent their
respective counties.
SWISS may create ad -hoc subcommittees as necessary to further explore, develop or address a
specific issue or task. These subcommittees will sunset upon completion of their assignment or
the project.
V. Composition
SWISS membership is composed of the elected county executives (2) and officials (21)
comprising the county legislative authority from Snohomish, Whatcom, Island, Skagit, and San
Juan Counties.
VI. Responsibilities
Chair and Vice -Chair
A Chair and Vice -Chair shall be appointed by the members of SWISS and serve concurrent one-
year terms. The Chair and Vice -Chair are responsible for ensuring the presence of a quorum
prior to conducting SWISS business, facilitating meetings, calling emergency or special meetings,
ensuring motions are clear, and acting as spokespersons for SWISS.
At no time shall the Chair and the Vice -Chair be from the same County. The Chair and Vice -Chair
positions can be held only by an elected member of SWISS.
Executive Committee
A standing Executive Committee shall be comprised of seven members:
• County executives or their staff designees (2);
• Chair of each county legislative authority or a designee(5).
• SWISS Chair and Vice -Chair will be annually appointed from the seven Executive
Committee members.
The Executive Committee is responsible for developing recommendations for consideration by
the entire membership and recommending the Chair and Vice -Chair annually.
SWISS Members
Collaborative problem solving depends on mutual respect and careful listening among
participants and active participation by all. Meetings will be conducted in a respectful
atmosphere, where all parties foster trust and understanding.
Members are expected to:
• Make every effort to attend meetings. If an alternate is needed, the alternate will be briefed
prior to meetings.
• Represent their own personal views and expertise, and the perspectives of their county
and/or department; this means participants are responsible for coordinating with their
organizations and constituencies to bring perspectives forward.
• Strive for honest and direct communication and a focus on interests and needs, rather than
positions. Participants will allow for open discussion, and the right to disagree, and will look
for opportunities to find common interests, agreements, and solutions.
• Focus on clarifying their own views and interests; they will refrain from characterizing the
views of other participants, especially in conversations with outside stakeholders and the
press.
Ad -hoc Subcommittees
A Subcommittee may be formed by the Chair or Vice -Chair to address a specific question or
issue. Such committees generally consist of fewer than a quorum of members who typically
develop issues for later consideration by the full SWISS membership. The term of the
subcommittee shall be determined by the Chair upon creation and may be based on a
timeframe or on the completion of a task. The SWISS Chair shall also appoint a Subcommittee
Chair who will be responsible for developing subcommittee agendas and for the running the
meetings of the subcommittee.
SWISS Administrator
The SWISS Administrator will provide administrative and management support.
VII. Meetings
Meeting Schedule
SWISS will hold regular quarterly meetings. No meetings will occur on a federal or state holiday.
Meeting preparation may require outside reading or research prior to the meeting.
Attendance
If the attendance of a SWISS member is not possible, prior notification to the Chair, Vice -Chair,
or SWISS Administrator is appreciated. This applies both to an absence or the delegation of a
prepared alternate.
Additional Meetings
Special or emergency meetings can be scheduled by the Chair or by a majority of SWISS
members as needed. Emergency meetings require a minimum of 24 hours of notice prior to the
meeting, an agenda stating the meeting time, location, and business to be transacted at the
meeting, and a prohibition against taking final action on matters not on the special meeting
agenda.
Subcommittee meetings
Subcommittee meetings are scheduled by the Subcommittee Chair with assistance from the
SWISS Administrator. Subcommittee meetings require a minimum of 24 hours of notice prior to
the meeting, an agenda stating the meeting time, location, and business to be transacted at the
meeting, and a prohibition against taking final action on matters not on the special meeting
agenda.
Legislative Lunches
Regional Legislative Lunches with SWISS members and Washington State Senators and
Representatives to discuss SWISS priority topics will be coordinated annually. These meetings
will take place prior to the legislative session, preferably in November or December.
Conduct
All SWISS activities are subject to the Open Public Meetings Act.
All SWISS meetings shall be conducted in accordance with the most current issue of Robert's
Rules of Order, except where alternative conduct has been identified.
Membership Meeting Agendas, Meeting Materials, and Minutes
Agendas for regular meetings will be developed in advance of meetings. SWISS administrative
support staff prepare the relevant meeting materials and work with the Executive Committee
Chair to prepare the agenda. Meeting materials will be sent to members in accordance with the
timeline set forth in the following table.
Timing
Action Item
Four weeks prior
Draft agenda for meeting distributed to
members and staff for review and comment
Two weeks prior
Final agenda distributed to members and
staff
One Week prior
Any materials to be used during the meeting
are distributed to members and staff
Two weeks after
Draft minutes from the previous meeting are
distributed to members and staff for review
and comment
VIII. Procedures
Role Appointments
Chair and Vice -Chair will be recommended by the Executive Committee at the first SWISS
meeting of each calendar year. The Executive Committee will make a recommendation for Chair
and Vice -Chair from current Executive Committee members for consideration and approval by
the full membership.
Consensus Decision -making
Because the SWISS regional partnership is a collaborative effort to identify and make progress
on shared regional issues, SWISS will make decisions by consensus. "Consensus" means that
each county actively supports or at least can live with the decision. SWISS members will strive to
solve each other's problems and look for opportunities to find consensus.
Consensus must be reached among all SWISS Counties for all decisions. SWISS will discuss issues,
consider options, evaluate pros and cons and make every effort to reach a consensus that can
be supported by all SWISS Counties.
Each County is allotted one equal vote that will be given by a designated representative. Prior to
taking a vote, counties will be given the opportunity to caucus and discuss their decision prior to
coming back to the group and voting.
In absence in consensus, SWISS members are empowered to escalate issues to the Chair and
Vice -Chair for resolution.
Establishing Priorities
The work of SWISS focuses on shared priority topics. SWISS will annually review and evaluate
the list of priority topics. SWISS may document shared priority topics
Dissolution or Departure from SWISS
Any member may put forward a motion to dissolve SWISS. If passed, the Executive Committee
will discuss the need to develop a "plan of dissolution," describing how to address any
remaining needs, assets, or liabilities.
Any member County may also choose to leave the partnership. Member counties choosing to
leave SWISS must provide 180 days' notice to the remaining members. In the event a SWISS
County chooses to remove themselves from the partnership, remaining members will discuss
and decide on the future of the organization.
IX. Approval
This charter has been reviewed and approved by:
NAME ITitle
Chair
NAME ITitle
Vice -Chair
NAME ITitle
Executive Committee Member
Date
Date
Date
NAME I Title Date
Executive Committee Member
NAME I Title Date
Executive Committee Member
NAME ITitle Date
Executive Committee Member
• WASHINGTON
STATE ASSOCIATION
of COUNTIES
SWISS Strategic Plan Development Proposal
Meeting Details
Facilitator— Robin H. Read Consulting
Tuesday, December 14 or Wednesday, December 15, 2022
12:00pm — 4:00pm
Mt. Vernon, WA
121 Member Participants and 16 Non -Member Participants
Meeting Outcome
SWISS Three -Year Strategic Plan — this document will define goals, actions, milestones, and timelines.
Proposed Meeting Agenda
12:00pm — 12:15pm Welcome and Introductions
12:15pm—12:30pm Review Meetings Goals and Expectations
WSAC Staff and the facilitator will share meeting goals,
outcomes, flow, and review SWISS Charter sections relevant to
the meeting.
12:30pm—1:30pm Develop Specific Priority Goals
SWISS priority topics and high-level visions for success have
been identified by the members. SWISS Members will engage in
facilitated discussion to develop specific goals and outcomes for
the next 2-5 years.
1:30pm — 1:45pm Break
1:45pm — 2:45pm Strategic Priorities
SWISS Members will engage in a facilitated discussion to
identify the most important actions for SWISS to take within a
short- and long-term timeline to accomplish the priority goals.
SWISS Members will also develop success measurements for
each action.
2:45pm — 3:45pm Develop Action Roles and Timelines
SWISS Members will engage in a facilitated discussion to
identify ownership for the identified actions and any other roles
necessary to implement the strategic plan.
3:45pm — 4:00pm Open Discussion and Adjourn
WASHINGTON
STATE ASSOCIATION
of COUNTIES
SWISS Regional Partnership
Facilitator's Report of Initial Outreach
Background
The regional partnership of San Juan County, Whatcom County, Island County, Snohomish County, and
Skagit County (SWISS) is comprised of elected county executives and officials. The mission of the SWISS
Regional Partnership is to identify and advance shared priorities that will improve the quality of life of
the people who live, work, and play there.
The purpose of SWISS is to:
1. Provide a forum for the discussion and review of issues consistent with the SWISS
mission statement, and identify those issues where there is a shared mutual interest,
2. Create a unified, clear, and concise regional voice to our state and federal legislators and
governmental agencies;
3. Be an advocate for our region as a whole in dealings with legislative, governmental and private
entities upon those issues that SWISS selects;
4. Assist partner organizations with their legislative advocacy on issues that align with SWISS
priorities.
In 2022, SWISS contracted with the Washington State Association of Counties (WSAC) to deliver
administrative and management support for:
• Meeting management and coordination; and
• Partnership management and coalition building.
WSAC activity summary
To begin the work necessary to support and facilitate SWISS, WSAC staff met with members from each
county. The meetings were either in person or virtual via zoom. The intent of these meetings was to
gain a working knowledge of regional issues identified by SWISS members (behavioral health,
broadband, and transportation) and a clear understanding of each county's expectations of WSAC and
group governance. Meeting attendees were asked questions related to the priority issues and group
governance:
Priority issues
1. What do each of the three priority issues look like in your county and what are the
impacts on the community?
2. What does regional success look like to you?
Governance
1. Which parts of the SWISS Charter have worked well and which areas do you see
needing improvement?
2. Is there anything missing from the SWISS Charter?
WSAC met with the following representatives from each of the SWISS Regional Partnership counties:
• Snohomish County
o Councilmember Nate Nehring, Russel Wiita, Angela Ewert (7/21/2022)
o County Executive Dave Somers, Councilmember Megan Dunn, Executive Operations
Director Josh Dougan, Chief of Staff Alessandra Durham (7/27/2022 -virtual)
• Whatcom County
o Councilmembers Kaylee Galloway, Carol Frazey, and Barry Buchanan (7/21/2022)
o County Executive Satpal Sidhu (7/28/2022)
• Island County
o Commissioners Melanie Bacon, Janet St. Clair, and Jill Johnson (8/03/2022)
• San Juan County
o Councilmembers Christine Minney, Cindy Wolf, and Jamie Stephens (7/29/2022 —
virtual)
• Skagit County
o Commissioners Lisa Janicki and Ron Wesen, County Administrator Trish Logue
(7/27/2022)
SWISS Priority Topics
The following portions of this report are a synopsis of the information we heard while meeting with
each county. It includes commonly reported issues and concerns that were expressed across the region
as well as unique issues that were specific to or at least expressed by one county.
1. Regional Awareness and Collaboration
Regional Issue Summary
County Councilmembers, Commissioners, Executives, and staff have limited time and capacity to
consistently engage with neighboring counties to collaborate and share information. This limits the
ability to create regional plans or approaches to an issue that may benefit from economies of scale.
Instead, counties must prioritize resources and solutions which benefit their own communities. This
often places counties at odds and can lead to inefficient use of funds, inequitable distribution of
resources, and solutions that do not work across county borders.
What success from a regional perspective might look like
The SWISS regional partnership achieves successful outcomes that address shared regional issues
while respecting the independent characteristics, cultures, and needs of each county. This may be
achieved by focusing on sharing information, achieving a unified voice through collaboration, and
protecting the capacity and workload of county Councilmembers, Commissioners, and Executives.
Success might be achieved when:
Sharing information
There is a system or process allowing counties to share timely information related to priority
issues. Information shared could include funding opportunities, upcoming projects, lessons
learned, and benchmarking against other jurisdictions.
Collaboration
Funding and resources are maximized by applying them to actions that achieve SWISS -wide
benefit. This will require SWISS members to communicate intentionally and transparently
about individual county goals, culture, and willingness to support SWISS goals. It may also
require criteria to identify when collaboration on action is or is not the best approach.
SWISS actions focus on outcomes that maintain the current responsibilities of counties and
partnering organizations. To support this, all appropriate agencies are engaged in identifying
gaps or solutions, such as the BH-ASO or public utility agencies.
Capacity
WSAC and SWISS members respect the priorities and capacity of the SWISS membership by
maintaining a consistent and balanced meeting schedule.
2. Behavioral Health
Regional Issue Summary
SWISS county residents do not have consistent and easily accessible quality behavioral healthcare
services that achieve enduring outcomes for individuals and the community. This is particularly true
for crisis stabilization, substance use disorder support, long-term care, and youth -focused care. This
results in individuals continuously cycling through services without long-term care or improvements
and increases density in local jails or detention facilities. The primary barriers to creating quality care
in SWISS counties fall into three categories; inadequate funding to develop and sustain quality
programs staffed by skilled professionals, access to timely services, and a lack of common definitions
for effective strategies and outcomes.
Funding
Counties and behavioral health organizations lack the funding necessary to build, operate,
and maintain care facilities to meet the demand for services. Funding that has been
provided to counties by the state or federal government has been inconsistent, inequitably
distributed, and insufficient to meet capacity needs. Also, the funding provided to counties
has historically focused primarily on building facilities. The lack of funding for operating
expenses restricts the ability to provide wages that retain or attract enough trained staff to
ensure existing facilities meet operation and qualification requirements.
More broadly, the Medicaid and insurance providers have added greater stress on
behavioral health systems. Lengthy reimbursement processes and incomplete payments
leave providers without operating and maintenance funding. Private behavioral health care
professionals are increasingly opting out of providing treatment to Medicaid patients, or
patients with insurance coverage altogether, further reducing access to care for all.
Accessibility
In addition to shortages in capacity due to funding, barriers exist from start to finish along a
patient's pathway of quality care. Initial responders to a mental health crisis cannot always
identify an individual's treatment history and promptly identify the correct action to take. In
cases where the correct response can be identified quickly, the shortage of capacity
mentioned above likely means immediate care is unavailable. Whether waiting for identified
next steps or a bed in a facility, patients are often held in jails, emergency rooms, or other
facilities until appropriate care can be provided.
Other delays to initial care are backlogs in the court system, limitations on transporting
patients to appropriate care, complex intake paperwork, and requirements for the type of
on -site care providers who engage with new patients.
Lastly, there is a lack of long-term solutions and care, such as supervised living opportunities
and affordable housing for those individuals who exit care.
Definitions and Knowledge
There is a lack of shared definitions for successful behavioral healthcare outcomes among
cooperating organizations and municipalities. Additionally, there are gaps in the awareness
and knowledge of what local or national strategies have achieved positive outcomes. These
two challenges prevent the ability to coordinate to identify and implement strategies
effectively and efficiently.
What success from a regional perspective might look like
SWISS county residents have access to an accountable regional behavioral health care system that
creates a humane pathway of care from a patient's initial moment of need to a long-term, safe
solution. Success might be achieved by:
Funding
Stable funding is available to build, operate, and maintain behavioral health facilities
throughout the region to meet the demand for care. This includes recent funding available
after a state settlement with opioid manufacturers. This funding creates the ability to attract
and retain trained staff, the capacity to provide age -appropriate care, and the ability to
connect individuals with the proper care in a timely manner.
Accessibility
Patients have access to timely and appropriate care without negatively impacting jails,
emergency rooms, or other services and facilities that are critical to public health and public
safety.
Coordination
Counties successfully pursue solutions to regional issues through a focused, unified voice.
These regional solutions align with and support the goals and functions of the BH-ASO.
Counties are also successful in pursuing issues that fall outside of the BWASO's functions,
such as long-term and affordable housing.
Definitions and Knowledge
All organizations working to achieve progress in addressing behavioral health share common
definitions for what success looks like across the entire pathway of care and share
knowledge gained from implementing certain strategies and the outcomes of those
experiences.
3. Broadband
Regional Issue Summary
Large portions of SWISS County communities do not have reasonable access to affordable, reliable,
high-speed broadband services. This is especially true in rural and small communities and low-
income neighborhoods. This gap in what has rapidly become an essential utility prevents a
community's access to quality education, physical and behavioral health care, employment
opportunities, economic growth, agricultural productivity, social connections, and other vital
services which protect, inform, and empower residents.
Funding
The primary focus of investments and financial incentives has been on developing
broadband infrastructure in areas with high -density populations. Funding from state sources
has often been for dedicated lines in dense, urban areas, and can be exclusive of other
counties' ability to access. Also, there is little incentive for private companies to invest in
rural or small community systems or complete system upgrades that would improve speeds.
Infrastructure
Because of the focus on high -density areas, deployment of broadband infrastructure has
been slow to reach rural communities. Counties, towns, neighborhoods, or individual
households are often required to coordinate and fund the middle -mile and final -mile of the
system themselves. In some cases, households have had to dig their own trenches or pay up
to 25,000 each to address this gap.
The approach to deploying broadband infrastructure has also been fragmented. With the
deployment of multiple types of systems (DSL, cable, fiber, and wireless) being completed
by multiple agencies and agreements (private companies, state and federal boards, or
PUDs), systems are not always compatible with each other or available for other counties to
connect with. This will create disconnected, expensive, and unique infrastructure rather
than a connected and resilient system that is cost-effective and less vulnerable to system
outages.
Lastly, broadband access assessments have been inaccurate in determining the gaps and
potential funding focus in broadband services. While access may be available through
wireless, DSL, or cable connections, the quality of broadband speeds via fiber-optic lines is
the most consistent and capable of supporting work, school, and communication.
Policy
Providing exclusive provider access to a region reduces the opportunity for rural and small
communities to create alternative solutions that make the most sense for their
communities. It also reduces redundancies in the system which would make it more
resilient.
Considerations around broadband deployment, such as pole access and digging in the right
of way, complicate the ability of service providers and communities to develop
infrastructure in a cost-effective way. This has caused tension between providers and local
jurisdictions around how best to accelerate broadband deployment within the right-of-way
while maintaining the integrity of the existing infrastructure and existing permit processes.
What success from a regional perspective might look like
SWISS Counties have equitable, affordable access to quality, reliable, high-speed broadband
internet, especially in underserved and unnerved areas. This may be accomplished when:
Coordination
SWISS counties develop a coordinated broadband strategic plan that identifies and
prioritizes funding opportunities, opportunities for joint applications for resources, policy
changes, and technical solutions. This plan will focus on, among other outcomes, connecting
fiber cable runs, pursuing grants, and attracting investments from ISPs.
There is a system or process allowing counties to share timely information related to
broadband, such as gap analysis studies, staff time and skills, and contracts, to reduce
redundancy and costs related to studies and planning.
Policy
SWISS counties, using a unified voice, advocate for rural and small community broadband
infrastructure development requirements, which would incentivize private ISP investments
outside of high -density urban areas. SWISS counties also advocate for greater local authority
to deploy broadband infrastructure in a way that reflects the needs and culture of the
region, such as county franchise authority.
4. Transportation
Regional Issue Summary
SWISS counties lack transportation options that are reliable, affordable, resilient, and
environmentally sound. Mobility is restricted by insufficient public transportation, reduced and
unreliable ferry service, aging and undersized infrastructure, and inadequate resources to develop
modern transportation options. This negatively impacts people's ability to work and commute, seek
healthcare, engage in tourism, access healthy foods, engage in the regional economy, and
recreation, transport goods and supplies, and do so in an environmentally sustainable manner. The
causes identified fall into three categories — infrastructure, funding, and policy.
Infrastructure
Transportation in and around SWISS counties has a unique set of challenges, being
comprised of both islands and coastlines that place constraints on development. In addition
to regular maintenance of aging infrastructure, counties must also maintain marine
transportation structures, upgrade fish culverts, and implement managed retreat in coastal
areas. Also, many transportation systems in the SWISS region have single point of failure
areas, making the reliability and durability of these systems critically vital.
The ferry system in the Puget Sound region is a critical piece of Washington's transportation
system as it offers limited and strained points of access to and from the mainland for 25
million annual users. This is, in part, the result of the high costs of fleet maintenance and
replacement, requirements limiting the variety and origin of new boats, and unforeseen
accidents or emergencies further stressing an overwhelmed system. Additionally, public
transportation options to and from ferry terminals are limited in both capacity and
availability on evening or weekends.
Counties also recognize the importance of alternative -fuel vehicles and keeping up with the
demand for systems that support them, such as EV charging stations. Like broadband, the
deployment of EV charging systems in small and rural communities have been hampered by
a focus on high -density, urban areas and a fractured approach with different brands,
companies, and public boards and agencies all working independently.
Funding
Access to transportation funding for counties has been inconsistent and, at times, not
prioritized based on need. Some SWISS counties have few or no state routes, limiting access
to state road maintenance funds. Other funding sources for counties have been unavailable,
inconsistently prioritized, or difficult to obtain, such as the Public Works Trust Fund, federal
funding, and grants.
Policy
State ferry purchasing requirements exclude passenger -only ferries and ferries built outside
of Washington from being added to the fleet. This prohibits increasing the number and
variety of boats in the fleet and creates higher costs and longer order times to increase
service or replace damaged boats.
Lastly, the prioritization of state transportation funds does not always consider the heavy
reliance SWISS counties have on a vulnerable and strained system. Funds should be
prioritized to support core transportation needs and ensure basic mobility in the event of a
disaster.
What success from a regional perspective might look like
SWISS Counties have access to suitable, dependable, and timely transportation and mobility options
which enable people to access work, recreation, healthcare, and other services and opportunities.
This may be accomplished when:
Funding
SWISS counties collaboratively advocate for state funding to focus on their region's
transportation challenges and apply for grants that can be regionally applied. These new
funding sources will augment existing funds, such as state shared revenue or county road
funds, and are applied to regional transportation solutions.
Ferries
The ferry system in the SWISS region uses a mix of vehicle and passenger ferries to provide
ferry travel services for work, recreation, and other needs.
In support of the ferry system, public transportation options at access points meet the
needs of people traveling daily, during evenings, and on weekends.
Coordination
SWISS counties develop or engage in a regional transportation organization that would
coordinate advocating for a more diverse ferry fleet and a more robust public transportation
connection system, pursuing grants and other funding for infrastructure maintenance and
upgrades, and attracting investments from electric vehicle charging companies.
5. Additional topics
Additional Regional Issues
In addition to behavioral health, broadband, and transportation, multiple counties mentioned the
following issues as potential regional topics to work on:
• Public safety
o Drug addiction and enforcement related to the Blake decision.
o Juvenile crime and detention
o Support for forensics backlogs
• Affordable housing and homelessness
• Environmental
o Fish recovery planning
o Planning for climate change responses and adaptations, including increases in
catastrophic flooding and coastal shoreline change.
o Wetlands protection and restoration
• Sharing awareness around ARPA fund usage