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Home My WebLink About03.16.23 Public Art Committee Agenda Public Art Committee Meeting Agenda March 16, 2023, | 3:00 p.m. | In-person and Remote Meeting nd The meeting will be held in Council Chambers on the 2 floor of the Historic City Hall. The entrance is the first door on Madison Street, which opens to the elevator. Join virtually via computer or tablet at http://joinwebinar.com enter the 9-digit Webinar ID 729-067-131 Join by phone in listen-only mode: (360) 390-5064 ext. 6 access code: 496-365-513# Submit public comment emails to be included in the meeting record to: publiccomment@cityofpt.us I. Call to Order II. Roll Call III. Approval of Agenda IV. Approval of Minutes February 16, 2023 V. Public Comment (3 minutes per person) VI. Committee Business A. Review Capital Project B. Discuss public interaction with PAC C. Review Letter for City Council VII. Correspondence VIII. Set Agenda for Next Meeting IX. Next Scheduled Meeting April 20,2023 X. Adjourn Dan Groussman second. Motion this meeting, reference material and submit drafts by end of month. Chair Rapaport second the motion. Motion passed. Arrabito, Cosmo Rapaport, Dan Groussman, Kathie atch - Dan Groussman second the Alexis Arrabito moved to approve the his 3Member Arrabito read her draft of the letter to Council. revise the agenda to 2 Arrabito motioned to approve 3:0 letter. Chair Rapaport second the motion. Motion carries Committee member Dan Groussman motioned to have add a part “D” into subcommittee business to deal with er Dan Grossman motioned to read Chair Rappaport to reach out to absent members to w at order Dan Groussman second the motion. Motion carried Member to meeting public interaction for the committee. Chair Cosmo Rapaport motioned to Motions/Recommendation/Action the Member called Member Committee member Alexis ,2023 motion. Motion carried. Kathie Meyer Rapaport agenda as modified. unanimously. Committee member Comments February 16 amended minutes. Committee memb Mickle unanimously. Cosmo No public Dan Groussman, Lonnie Public Art Committee minutes for carried Meyer Alexis Chair p.m. Legal Assistant . 1 equested to work with maintenance to create future cleaning Remote Committee member Dan Groussman gave a report for the Rapaport, Sculptures. Will send list of instruction for cleaning and and Greenwood, Chambers Arrabito, Cosmo 19, 2023 Heidi Council January Attorney Alexis Review City Council Letter City al of Minutes for and maintenance repairs. at City : person MEMBERS PRESENT Members: Agenda F Street Sculpture Comment PRESENT : - In Board Liaison Order Approval of LOCATION: Community Call Call to Public Approv STAFF Topic Roll r ublic interaction with PAC, review Items was postponed for next meeting. submissions for city council letter. Capital Project, P p.m. 3:00 at 2022 p.m. , 1 February 16, 2023 5:0 The meeting was adjourned at meeting. Thursday, Set agenda for next Capital Project Meeting: Adjourn: Next Draft October 17, 2022 City of Port Townsend Capital Facilities Plan 2023-2028 Report Date: _______ Adopted: ____________ 1 Draft October 17, 2022 TableofContents Contents Table of Contents..........................................................................................................................................2 Schedule........................................................................................................................................................3 Prelude..........................................................................................................................................................4 Introduction..................................................................................................................................................4 Definitions.....................................................................................................................................................5 Level of Service Standards............................................................................................................................6 Financial Constraints (Revenue Sources)......................................................................................................7 Current Revenue Sources.........................................................................................................................9 Future Revenue Sources.........................................................................................................................11 Existing Debt Summary...........................................................................................................................11 City Capital Plan Summary..........................................................................................................................13 Facilities (Buildings).....................................................................................................................................13 Buildings..................................................................................................................................................13 City owned property...............................................................................................................................24 Art...........................................................................................................................................................25 Parks and Recreation..................................................................................................................................30 Utilities........................................................................................................................................................35 Waste Collection Services.......................................................................................................................35 Olympic Gravity Water System...............................................................................................................35 Water......................................................................................................................................................38 Wastewater.............................................................................................................................................39 Stormwater.............................................................................................................................................44 Transportation............................................................................................................................................46 Streets Maintenance...............................................................................................................................46 Pavement Rehabilitation and Preservation............................................................................................47 Street Improvements..............................................................................................................................48 Fleet (Equipment Repair and Replacement)...............................................................................................49 Information Technology..............................................................................................................................52 Housing, Economic Development, and the Environment...........................................................................54 Impact Fees.................................................................................................................................................58 2 Draft October 17, 2022 Conclusion...................................................................................................................................................59 Appendices..................................................................................................................................................59 Appendix A: 2023 Capital Project Budget Sheets..................................................................................59 Appendix B: Six Year Transportation Improvement Program.................................................................59 Schedule Start Drafting July 1. Draft done by October Parks Board/ I &D/Planning Commission - October City Council Workshop-October Public Hearingand City Council AdoptionNov./Dec. 3 Draft October 17, 2022 Prelude Historically, the Cityhas adopted a capital improvement plan in order to comply with the Growth Management Act. The capital improvement plans have been adopted coinciding with the budget process and typically included funded projects scheduled over a 6-year period. This capital facilities plan accomplishes the same purpose but takesa more expansive and longer-term look at infrastructure needs for the city. This plan alsoprovides a high-level narrative associated with each type of infrastructure need based on how infrastructure is funded and categorized according to the requirements established by statelaw and city codes. The objective of this revised format is to build on the plan year to year inan effort tocreate a continuum of infrastructure developmentwhile clearly representing long term needs to the public in an abbreviated form. This first year draft may include place holdersand there will beareas for improvement through successive years as adaptation is needed and as new information becomes available. Introduction The quality, availability and affordability of infrastructure is fundamental to the health, wellbeing, success and sustainability of our community. With limits to fundingbased on therelatively small scale of our tax base, we need to make strategic and, at times, difficult decisions about infrastructure investment priorities. We do thisin the best overall interest of our entire community over the long term. The City ofPort Townsend has a number of infrastructureneedsasidentified in various focused city plans. Capital planning is the term used to identify the timing ofinfrastructure investment. Capital planning for the replacement anddevelopment of new public infrastructure is acore governmental purpose of theCity in providing for public health, safety, and welfare. The overall purpose of this plan is to consolidate all infrastructure planning into a concise document to illustrate the overall infrastructure needs and aspirations forthe community. This plan is intended to be used bystaff, policy makers,and the publictodevelop effective and efficient $34million in funded infrastructure and $144in unfunded need. Another primary purpose of this plan is to comply with the stateGrowth Management Act(GMA). The Growth Management Act, RCW 36.70a.600(3), requires a fully planning City to adopt a Capital Facilities Plan Element that consists of: (a) An inventory of existing capital facilities owned by public entities, showing the locations and capacities of the capital facilities; (b) a forecast of the future needs for such capital facilities; (c) the proposed locations and capacities of expanded or new capital facilities; (d) at least a six-year plan that will finance such capital facilities within projected funding capacities and clearly identifies sources of public money for 4 Draft October 17, 2022 such purposes; and (e) a requirement to reassess the land use element if probable funding falls short of meeting existing needs and to ensure that the land use element, capital facilities plan element, and financing plan within the capital facilities plan element are coordinated and consistent. Park and recreation facilities shall be included in the capital facilities plan element. This capital facilities plan draws upon other city planning documents included by reference and included Examples of these plans include but are not limited to the Water System Plan, Six Year Transportation Improvement Plan, Rainier Subarea Plan,Non-motorized plan, Parks Recreation and Open Space Plan, and many more availab https://cityofpt.us/citycouncil/page/city-plans. These plans are where inventories and further detail can be found concerningexisting city infrastructure. Periodically, the City updates the Comprehensive Plan to address land use elements and other state requirements. In summary, capital facilities planning is a component of the Comprehensive Plan and serves as a tool for a community to strategically address existing and future conditions of thecommunity while planning forgrowth as required by the State. The final purpose of this plan is to facilitate procurementof grants. Often, granting agencies will not allow for the application of funding unless projectsare specifically identified in an adopted plan of the City. Some projects included in the Capital Facilities plan do not have a home in other adopted plans, but are community priorities and may be emerging issues. These projects are included in this plan to the extent that information isavailable. Definitions Capital Capital Facilities Plan Comprehensive Facilities Assessment Comprehensive Plan Consumer Price Index (CPI) Allwest urban? Functional Plan Rate Study Level of Service To be filled in as the plan wraps updepending on text. 5 Draft October 17, 2022 LevelofServiceStandards A local government cannot determine what it will need in the future for public facilities and services without knowing what levels of service (LOS) it must meet.To serve new growth and development, the GrowthManagement Act (GMA) requires thatcertain facilities and services be provided concurrent with expected newdevelopment using population projectionsfor the 20-year planning period or ultimate build-out under thegrowth patterns established by the Land Use Element(Chapter 8, Policy 1.2). The City's Comprehensive Plan requires, in the case of transportation improvements, a financial commitment to provide them within six years. Facilities that are subject to concurrency in the City are transportation, water, wastewater, and stormwater. The Capital Facilities Financing Plan in GMA requires a municipality toreassess the land use element if probable funding falls short of meeting existing needs.The Capital Facilities Plan is not merely a wish list, and should accountfor meeting critical maintenance and planning for the density allowed for in the Comprehensive Plan. of Service standards that must be met for these facilities per Chapter 8 Goals 3 and 4 are as follows. Ubcmf!9.2 Xbufs!boe!Xbtufxbufs!Mfwfm!pg!Tfswjdf!Tuboebset GbdjmjuzTuboebse Sbx!Xbufs!TvqqmzTvggjdjfou!dbqbdjuz!up!gvmmz!tfswf!dvtupnfs!efnboet Sbx!Xbufs!TupsbhfB!Njojnvn!pg!71!ebzt!pg!tupsbhf!gps!Djuzdvtupnfs!efnboet Xbufs!TztufnB!gmpx!wpmvnf!uibu!nffut!qfbl!efnboe!boe!gjsf!gmpxt/ B!mfwfm!uibu!bmmpxt!dpmmfdujpo!boe!usfbunfou!pg!qfbl!xbtufxbufs! Xbtufxbufs!Tztufn gmpxt!boe!nffut!Efqu/!pg!Fdpmphz!dsjufsjb Ubcmf!9.3 Usbotqpsubujpo!Mfwfm!pg!Tfswjdf!Tuboebset Spbe!UzqfTuboebse Vscbo!DpssjepsE Puifs!Spbet!x0jo!Vscbo!Hspxui!Bsfb!)VHB*E 6 Draft October 17, 2022 B!mfwfm!pg!dpowfzbodf-!efufoujpo-!boe!usfbunfou!uibu!nffut!uif!Efqbsunfou! Tupsnxbufs!boe! pg!Fdpmphz!)EPF*!Tupsnxbufs!Nbovbm!bepqufe!cz!uif!Djuz!ps!bt!efgjofe!jo! Tvsgbdf!Xbufs These standards should then be applied to additional population and employment growth anticipated. Themost recent Port Townsend Comprehensive Plan updated in 2016projected the 20-year population projection tobe 12,165 by the year 2036. The 2020 US Census counted 10,148 people and the 2021 WA Office of Financial Management estimates 2021 population at10,220. The 2016 update projected a need of 55 acres over20 years to support the high wage jobs projected. The Rainier Street and Upper Sims Way Corridor is intended to provide this need with approximately 82.5 acres of fully served, shovel- ready industrial acreage. Each development must meet the aforementionedlevelof service standards prior to issuance of a building permit; however, it may demonstrate meeting the standards for transportation facilities within six years issuance of a building permit (Chapter 8, Policy 4.1). The City may condition development permits to provide for appropriate facilities, services, and utilities not subjectto concurrency such as EMS, parks, law enforcement, and schools (Chapter 8 Policy 4.2). A development that cannot meet the minimum concurrency requirements can mitigate impacts onlevels of service, revise to reduce impacts, or phase the development coincident with theavailability of services (Chapter 8, Policy 4.3). All development must pay its proportionate share ofthe cost of new capital facilities and utilities needed to serve that development. Under the Growth ManagementAct and Chapter 8 Goals 6 ofmprehensive Plan, the Capital Facilher public facility providers. Other public facility providers include but are not limited to Jefferson CountyTransit, East Jefferson Fire and Rescue, Port of Port Townsend, Jefferson Health Care, Jefferson County PUD, the Port Townsend School District, and Jefferson County. The City engages in partnerships with these other providers in an effort to coordinate the procurement of limited resources. FinancialConstraints(RevenueSources) Most if not all governmental agencies experience financial needs for infrastructure that exceed the available resources. This reality is a reiteration of the primarypurposeof the plan. As such, the plan is organized by funded projects and unfunded projects. Funded projects means that the City either has a revenuestream in place to accomplish the project, or has dedicated funds from a specified funding source. These funding sources are often in the form of grants, loans, or use of reserves for one-time investments. Financial constraints means that projects are either funded or can reasonably funded. For the purposes ofthis plan, financially constrained projects are included in the funded portions of the plan. As the plan 7 Draft October 17, 2022 develops over time, the objective is to hone financially constrained projects into the first 6 years of the plan. prehensive plan Chapter 8 provides the following goal: Gvoejoh!'!Gjobodjbm!Gfbtjcjmjuz Qspwjef!offefe!qvcmjd!gbdjmjujft!xjuijo!uif!Djuz(t!gjobodjbm!dbqbcjmjujft!ps!xjuijo!uif!Djuz(t! Hpbm!6;! bvuipsjuz!up!sfrvjsf!puifst!up!qspwjef!tvdi!gbdjmjujft/ Qpmjdz!6/2;!!!!Cbtf!dbqjubm!gbdjmjujft!qmboojoh!po!ftujnbuft!pg!mpdbm!sfwfovft!boe!fyufsobm! sfwfovft!uibubsf!sfbtpobcmz!boujdjqbufe!up!cf!sfdfjwfe!cz!uif!Djuz/ 6/2/2;!!!!Dpotjefs!b!xjef!wbsjfuz!pg!qpufoujbmgvoejoh!tpvsdft!up!gjobodf!uif!dbqjubm! jnqspwfnfout!tqfdjgjfe!jo!uif!Dbqjubm!Gbdjmjujft!Qmbo-!tvdi!bt!sfbm!ftubuf!fydjtf!uby-!vtfs!gfft-! hfofsbm!pcmjhbujpo!cpoet-boe!jnqbdu!gfft/ 6/2/3;!!!!Nbudi!sfwfovf!tpvsdft!up!dbqjubm!qspkfdut!po!uif!cbtjt!pg!tpvoe!gjtdbm!qpmjdjft/!Tpvoe! gjtdbm!qpmjdjft!jodmvef!dptu.fggfdujwfoftt-!qsvefou!bttfu!boe!mjbcjmjuz!nbobhfnfou-!fotvsjoh!uibu! uif!mfohui!pg!gjobodjoh!epft!opu!fydffe!vtfpg!uif!Djuz(t!cpsspxjoh!dbqbdjuz-!qsvefou!vtf!pg!uif! Djuz(t!cpsspxjoh!dbqbdjuz-!boe!nbyjnj{joh!uif!vtf!pg!hsbout!boe!puifs!fyufsobm!sfwfovft/ Qpmjdz!6/3;!!!Gjobodf!uif!tjy.zfbs!Dbqjubm!Jnqspwfnfout!Qsphsbn!up!bttvsf!b!qptjujwf!cbmbodf! cfuxffo!bwbjmbcmf!sfwfovf!boe!offefe!dbqjubm!gbdjmjujft!boe!vujmjujft/!Jg!qspkfdufe!gvoejoh!jt! jobefrvbuf!up!gjobodf!offefe!dbqjubm!gbdjmjujft!boe!vujmjujft!cbtfe!po!bepqufe!mfwfm!pg!tfswjdf! tuboebset!boe!gpsfdbtufe!hspxui-nblf!bekvtunfout!up!pof!ps!npsf!pg!uif!gpmmpxjoh; b/!!!!Mfwfm!pg!tfswjdf!tuboebse< c/!!!!Mboe!Vtf!Fmfnfou<!boe0ps d/!!!!Tpvsdft!pg!sfwfovf/ Qpmjdz!6/4;!!!!Fotvsf!befrvbuf!gvoejoh!jt!bwbjmbcmf!gps!mpoh.ufsn!pqfsbujpot!boe!nbjoufobodf! dptut!qsjps!up!uif!dpotusvdujpo!pg!ofx!dbqjubm!gbdjmjujft/ Qpmjdz6/5;!!!!Fotvsf!uibu!ofx!efwfmpqnfou!qbzt!b!qspqpsujpobuf!tibsf!pg!uif!dptu!pg!ofx!dbqjubm! gbdjmjujft!boe!vujmjujft!offefe!up!tfswf!uibu!efwfmpqnfou/ Qpmjdz!6/6;!!!!Fotvsf!uibu!efwfmpqfst!qspwjef!dbqjubm!gbdjmjujft!boe!vujmjujft!dpodvssfou!xjui!ofx! efwfmpqnfou!ps!qspwjef!b!dpousbduvbm!bhsffnfou!gps!uif!qibtjoh!pg!gbdjmjujft!boe!vujmjujft-! tvckfdu!up!bqqspwbm!cz!uif!Djuz/ 8 Draft October 17, 2022 CurrentRevenue Sources Current revenue sources for infrastructure include the following sources. These sources are listed from top to bottomfrom least restrictive tomost restrictive as required by laws and city code. General Fund, There are four categories of fund balance: restricted, committed, assigned, and Fund Balance.unassigned. Restricted Amounts reserved to specific purposes by their providers (such as grantors, bondholders and enabling legislation); Committed Amounts reserved to specific purposes by a governmentitself, using its highest level of decision-making authority; Assigned Amounts a government proposes to use for a specific purpose; intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority; and Unassigned Amounts that are available for any governmental purpose; these amounts are reported only in the general fund. Limited Tax Backed by general fund revenues, the City Council can issue debt for General Obligation infrastructure. The amount of Debt is limited by law and practicality. As Bonds: discussed above, debt takes away from operating funds and other capital funds and thus use of debt is a strategic choice. Banked Capacity:In February 2019, residents approved adding Port Townsend to East Jefferson Fire & Rescue (EJFR) fire district. EJFR now collects the dedicated Fire and EMS levies from City property taxpayers directly. In addition to the dedicated levies, the City was funding fire service through the general property tax levy. The City no longer makes payments from the general fund for fire protection. The City agreed to suspend the collection of an equivalent amount of property taxes it would have paid EJFR from the general levy a reduction of the City levy or a policy adopted by City Council spelled out an approach that allows increased levies of the bankedcapacity over the course of four years. For the first three years, funding is restricted to four main uses consistent with existing plans: local the City decided not to levy any of the possible $303,000 banked capacity given the dire COVID situation and its related impacts. In 2021, the City levied $605,000 in banked capacity for use in 2022. More about that process and corresponding documents can be found on the 2021 Banked Capacitypage in Completed Initiatives stays atthat level after that; the restricted use requirement sunsets in 2023. Real Estate Excise State law restricts REET 1 and REET 2, or the first and second quarter percent Tax (REET)(.25%) of REET funds to the following uses: Planning, acquisition, construction, re-construction, repair, replacement, rehabilitation or improvement of: streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water system and storm and sanitary sewer systems. Planning, construction, reconstruction, repair, rehabilitation or improvement of park and recreation facilities. State law allows REET 1, or the first quarter 9 Draft October 17, 2022 percent (.25%) to also be used for: Acquisition of parks and recreation facilities. Planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation or improvement of: law enforcement or fire protection facilities, trails, libraries and administrative and judicial facilities. Revenue BondsRevenue bonds are debt that is secured by dedicated revenue. Utilities often use revenue bonds to pay for infrastructure backed by utility rates. Another form of secured revenue are voted bonds in which the tax payer votes to accomplish a certain project and taxes are raised to pay for the public project. Motor Vehicle Fuel In addition to Street Fund operations and maintenance this can be used for Tax(MVFT)construction and improvement projects. The City has very limited amounts of MVFT and currently it is all dedicated to operations. The majority of the street operations is funded through general taxation resources and thus impacts the general fund. Multimodal Funds:These funds are restricted to transportation purposes. Sale of Assets: Assets that can be sold generally include real-estate and vehicles. The City owns considerable real-estate that is not currently dedicated to a specific use. The real-estate is owned by the utilities and the general fund. If there is a sale of real-estate, the proceeds must be used by the fund that owns the property. For example, proceeds from the sale of property owned by the water utility, cannot be used for general fund purposes. A number of properties have been declared surplus by the City Councilin the last 15 years for the purpose of housing. These properties have not yet been sold. Grants: Grants are very specific to the purpose of the granting agency. Grants are an infrastructure is funded. In particular, grants fund street projects on a periodic basis with an average of over $1 million per year. Other grants for parks, historic properties, energy, utilities, climate, hazard mitigation, and housing are also available to the City. Housing Tax:RCW 82.14.530 and 540 allow a city and county to impose a sales and use tax up to 0.1% for housing and related services through HB 1406 and 1590. The 148 and 149 funds are authorized by RCW 36.22.178 and 179, which allow counties to collect shares of revenue from document recording to fund affordable housing and homeless housing programs. The CIty and County have a joint Interlocal Agreement on administration of these funds authorized. The City collects funds from HB 1406 and provides them to the county for deposit in the 148 Fund for budgeting and allocation subject to the interlocal agreement. System Also known as SDCs, these charges for new utility connections help fund system Development expansion for growth. Charges for Utilities: Utility Rates: Utilities are enterprise funds that are specific independent business units within the City. Utilities are required to set rates for services that ensure payment for operations and capital to address system needs. This business model is set forth to ensure essential public services such as water, sewer, and stormwater are addressed. 10 Draft October 17, 2022 Future Revenue Sources Future revenue opportunities are available to theCity to address capital needs. Below are a few of the more common revenue sources used by cities across the State. As the City looks toward financial sustainability, additional revenue sources may be recognized and brought forward for consideration. Transportation Benefit District: Councilmanic car tabs or votedsales tax for streets. Levy Lid lift: Voted property tax increase for specific purposes. Sales tax: Several sales tax options are available for various purpose which are typically voted. B&OTax Increase: Councilmanic authority to set B&O tax rates. MetropolitanParks District: Voted opportunity for funding of parks through a property tax levy. Tax Increment FinancingDistricts: Councilmanic authority to establish up to two districtsin which increases in tax revenue is used to fund infrastructure. Impact fees for transportation, parks,fire protection, and schools are permitted by State law. Impact fees are currently not inplace in Port Townsend. Cultural Access Program(1% for the Arts): voted opportunity for sales tax to fund non-profit cultural organizations. The City has voted in limited of general municipal projects that are subject to this tax which could beexpanded to include other capital projects to increase revenues. Development Services Fees: both PW and PSD related Fines & Fees: Councilmanic authority to implement or increase parking fees & others Existing Debt Summary The City currently has significant debt in terms of revenue bonds, LTGO bonds,andvoted bonds. Debt has a significant impact on the ability to pay for capital and debt services takes away from recurring revenues. Staff recommends developing a debt strategy for the future to consider when debt is appropriateThe following considerations should be considered in the development of a debt policy: General Obligation vs. Revenue debt Principle, payoff date, andrevenue sources Term of debt should notexceedthelifespan of asset. Ie 20-year bond for 15- year roof. Debt term should generally not exceed 20 years Evaluation of opportunity cost for issuing debt. What is this interest rate differential and how does it compare to projected inflation. 11 Draft October 17, 2022 Should general obligation debt be limited to a specific percentage of revenues. NonVoted General Obligation Debt Outstanding LTGO 2017A (2008 Refi) NonTaxable Bond 9,155,000 9,155,000 9,155,000 9,155,000 9,155,000 LTGO 2017B (2008 Refi) Taxable Bond 1,060,000 1,060,000 1,060,000 1,060,000 1,060,000 LTGO 2020 (Refi 2010 LTGO) 4,273,350 4,073,350 3,868,350 3,658,350 3,356,900 LTGO Refi 2012 (PORTOWGORE12) 3,165,000 2,680,000 2,175,000 1,660,000 1,135,000 LTGO 2018 Homeward Bound Debt Svc 834,000 834,000 834,000 808,104 781,069 NonVoted GO Debt Outstanding 18,487,350 17,802,350 17,092,350 16,341,454 15,487,969 Voted General Obligation Debt Outstanding LTGO Refi 2015 (PORTOWUTGO15) 3,205,000 3,020,000 2,835,000 2,640,000 2,440,000 Voted GO Debt Outstanding 3,205,000 3,020,000 2,835,000 2,640,000 2,440,000 Total General Obligation Debt Outstanding 21,692,350 20,822,350 19,927,350 18,981,454 17,927,969 Revenue Debt Outstanding (excluded from General Purpose Debt limits) Amount Outstanding at End of Year 201820192020 2021 2022 ActualActualActualForecastBudget SRF 2002: DOE Wastewater Conveyance System Impr. 337,212 291,098 244,376 196,950 148,811 PWTF 2002: Morgan Hill Wtr System Impr. 333,510 266,808 200,106 133,404 66,702 PWTF 2012 City Lake Loan 736,842 684,211 631,579 578,947 526,316 DWSRF 2012: LT2 Water Treatment Facility 2,917,945 2,782,025 2,627,468 2,472,911 2,318,354 DWSRF 2012: LT2 Water Treatment Facility 1,566,900 1,454,978 1,343,057 1,231,135 1,119,214 PWTF 2013: LT2 UV Disinfection 3,696,963 3,450,499 3,204,035 2,957,571 2,711,107 PWTF 2013: 5 MG Reservoir Replacement 1,125,937 1,050,875 975,812 900,750 825,687 DWSRF 2015: 5MG Reservior Replacement 4,414,363 4,196,495 3,986,670 3,765,189 3,543,707 DWSRF 2015: Mandated Drinking Water Treatment Facility 3,537,275 3,360,411 3,183,548 3,006,684 2,829,820 Rev Bond 2020: LT2 & Big Quil - - - 1,914,980 1,834,800 CERB 2015: Howard St Corridor Public Infrastructure 1,200,000 1,165,407 1,119,007 1,071,216 18,666,947 18,737,400 17,562,058 18,277,528 16,995,734 12 Draft October 17, 2022 CityCapitalPlanSummary The following table illustrates the vast needs of the City by category. This table wraps up all the following sections of the Capital Facilities Plan to providean overall view of the challenges the City faces in terms of capital needs. This is not an uncommon situation for most cities. Thisfirst-year draftof the capital facilities planincludes approximate estimates for capital needs as a place holder where information is missing. Examples include needs for buildings, the future of parks, wastewater, fleet, housing/economic development/environment, and streets. Thesecategories are currently under evaluation or are anticipated to be under evaluation in the near future to help provide more refined estimates. Each section of this plan will identify where data is needed or currently under analysis. FundedUnfunded (2023-2028)(2023-2028) Department2029+ Facilities (Buildings)$ 827,000$ 13,567,000$ 15,060,000 Parks and Recreation$ 302,000$ 18,320,000$ 6,050,000 Water$ 4,001,247$ -$ 2,371,437 OGWS$ 8,254,591$ -$ 51,284,735 Wastewater$ 7,400,000$ 10,605,000$ 8,000,000 Stormwater$ 1,830,000$ 1,000,000$ 4,200,000 Transportation (Streets)$ 6,544,908$ 91,877,000$ 14,000,000 Fleet$ 2,932,407$ 1,170,000$ - General Fund (Fleet)$ 170,000$ 1,567,000$ - Information Technology$ 826,500$ -$ - Housing Economic Development$ 848,000$ 5,390,000$ 1,885,000 Totals$ 33,937,000$ 143,496,000$ 102,852,000 Facilities(Buildings) This section of the Capital Facilities Plan is dedicated to city buildings, lands, and art. The term facilities is confusing due to its name duplicated in the overall plan. This section is also applied to facilities which are under the purview of the General taxation as compared to facilities that are directly tied to the utilities such as the water treatment facility. Buildings City buildings are a major asset of the community. City buildings also carry significant financial liability in terms of maintenance and upkeep. A facilities assessmentis needed to accurately identify building needs and estimate time frames for periodic preventative maintenance suchas rehabilitation of roofs, 13 Draft October 17, 2022 HVAC systems, carpets, elevators, weather protection, and other maintenance needs. The larger maintenance projects are classified as capital investments and thus need to be included in the Capital Facilities Plan. The following narrative describes each of the City facilities and includes known and unknown placeholders for significant needs. The City Hall Annex-Owner: Cityof Port Townsend, 12,000 square feet renovation was finished in 2006. Total construction costs of $4,626,000. It sits at 250 Madison Street quietly beside the stately 1894 Historical City Hall in downtown Port Townsend. Their adjacency is intentional; theAnnex was designed to seismically support the historic structure, thus minimizing aesthetically invasive upgrades to its façade. The Annex design references the materials and proportions of its Victorian neighbor, includingstrong vertical lines, tall narrow windows, and precast details. Close collaboration with the PortTownsend Historic Preservation Committee resulted in a respectful yet modern new Annex anda sensitive rehabilitation of the historic City Hall that included seismic and technology upgrades Completed in 2021, upgrades to the front lobby included an administrative counter that consist of three workstations to properly welcome and directthe public as they enter the building. The counter replaces an existing conference room that was designed with the new construction. Additional wall construction was done on the 2 nd floor to enclose several open workspaces making way for new staff members. During the 2021 season, major rebuilds were done to both boiler units that provide heating totheCity Hall Annex and Historical City Hallbuildings. In 2022, City staffcompleted acoustical upgrades by adding noise dampening boards in the front lobby and workstation areas to lessen the reverb and traveling echoes. As the building was not built with mechanical cooling, staff have been working to find ways to limit the warming of the building during the summer months. New heat and sun reducing shades were installed throughout the building along with the existing ventilation fans being converted to programmable timers to correspond and run with the HVAC unit helping to remove warmer air as it tends to stackup on the third floor. Alsocompleted in 2022 was the City Hall Space Planning Phase II nd study. This study lookedat reconfiguring the 2floor conference admin room with renovations, acoustic controls,and office furniture on floors 2R and 3. Floor 2R and 3 were never finished with the annex project in 2006. Now, after COVID and a changing work environment, these updates are needed more than in the past. Phase IIIalso continues with HVAC updates. 14 Draft October 17, 2022 Historical City Halland Museum-Owner: City of Port Townsend, the 12,500 SF of building is located at 540 Water Street and is currently operating as the Jefferson County Museum of Art and History. The City of Port Townsend carries a 15-year lease agreement with the Jefferson County Historical Society which is set to renew for an additional 15-year period on January 1st, 2023. On the first floor you will find many rotating displays of art and historical artifacts along with the original Fire Hall and Court Room from 1892. The second floor consistsof City administrative offices and a working City Council Chambers that continues to hold public meetings on the first and third Mondays of each month. Originally the building was built with three floors until around thelate 1940s the third-floor roof was removed due to deterioration and deferred maintenance,making it a two-story building as it sits today. The city hall was listed on the National Register of Historic Places, administered by the National Park Service, in1971. Land for the cityhall was purchased from Henry Landes in1887. Voters in Port Townsend passed a bond issue to fund a new $30,000 city hall in 1891. Construction began in 1891 and finished on 02/1892, with space allocated for the city administration and fire department, aswell as a jail and municipal court. City council meetings have occurred in a chamber on the second floor. Architects Batwell and Patrick designed Port Townsend's City Hall, an eclectic building with some Neo-Classical, Romanesque, and Queen Anne Style motifs. In 2005, as part of the construction of the new City Hall Annex, contractors replaced the roof with a flat rubber membrane. Much needed repairs to the exterior brick and mortar on the south facing and waterward side as it begins to show signs of deterioration.The public elevator has experienced a few major repairsand needs to be replaced in the next 10 yearsdepending on the outcomes of an assessment. Most ofthe original single pane windows are beginning to fail as the glass thinks and frames begin to break. There is no forced air or ventilation system in this building which is a concern for the displays and the preservation of the artifacts. The need for soundproofing on the first and second floors is of concern as the original wood flooring and lath and plaster walls do not absorb theacoustics of the room. 15 Draft October 17, 2022 Mountain View Campus-7.6 Acres. Owner: Jefferson County School District. Located at 1925 Blaine St, MountainView houses many nonprofit entities including the Red Cross, Food Bank, KPTZ, YMCA, the ReCyclery and New Image clothing. Mountain View is also home to the City of Port Townsend Police Department and other administrative offices. The landparcels, buildings, and facilities all remain owned by the Port Townsend School District and are only leased to the City for management and operations. Mountain View Pool and Park exist at the site of a former school, Mountain View Elementary. Mountain View Pool is an indoor aquatic facility that is now operated by the YMCA and consists of a non- competitive 20 yard at provides programming andclasses for swim lessons, aquatic fitness, lap swim, open swim, and special events. Mountain View Park is anchored by a 1-acre fenced dog park, a playground, open field, and sport courts for basketball and newly resurfaced pickleball court sponsored by the Port Townsend Pickle Ball Club. Beginning in August of 2009 the City of Port Townsend entered into a five-year lease agreement with the Jefferson County School District for the propertyknown as Mountain View Campus. In 2014,the City expanded the lease agreement with the School District to 15 years with an option for an additional 15- year renewal. This extension positioned the City to qualify for grants and other funding opportunities to invest in the buildings and grounds. With this change in place,the City passed a bond in 2015 for $3.6M and received an additional $414,150 Community Development Block Grant through the State of Washington for needed infrastructure and deferred maintenance improvements. Also, in 2015 City officials determined that extensive repairs were needed to the Mountain View Campus. Phase Irepairs included the complete replacement of two giant propane boilers used to heat the pool and the rest of the buildingsas well asthe outdated HVAC system needed an overhaul. As well as the roof on the old elementary school needed replaced. $2.5 million was spent between replacingthe boiler units, HVAC upgrades and the new roof on just one of the buildings. The remaining fundsfrom the 2015 bond and CDBG grant were used for the Phase III repairs. The repairs included construction of an ADA ramp and new accessible doors that serve the pool restrooms and main entrance to the buildings. Remodeling of Foodbank, Working Image, and Police station offices. Remodel to include electrical, plumbing, and other interior needs. Phase III also included repainting of the exterior of the buildings and a new fire alarm system. On September 1st, 2017, the City of PT and the JCSD entered into 15-year lease agreement expiringon August 31, 2032. With this agreement it was determined that the sub-lease agreements theCity has with New Image, Foodbank, and the RedCross would be extended 10 years set to renew in 2029. In 2018, the City accepted a donation for the expressed purpose of creating a fenced dog park and completed the effort in August 2019. In 2022 the Port Townsend Pickleball Club raised funds to 16 Draft October 17, 2022 resurface the Mountain View public pickleball courts, as well as adding new nets and posts. In addition, the group is planning on adding a new playable fence to increase the quality of the game. Pope Marine Building-Owner City of Port Townsend More information is needed for this facility. 2022 siding assessment was conductedby Terrapin Architectsto determine the costs and repairs for the deteriorating siding on the waterward side of the building. Outstanding Repairs: Exterior sidingon the waterward side, interior floorboards, windows, HVAC, exterior deck boards,and structural bracing underneathis beginning to rot. Cotton Building-Owner City of Port Townsend BARTLETT/COTTON BUILDING 607 Water St. built in 1888 by Charles C. Bartletwas a three- story, one bay brick building. In 1889, the first tenant was the Bartlett House, considered as the focal point of the city. It had a saloon, wine parlor, clubrooms, cigars, and sporting newspapers. In 1932,Water Street Garagetook overand then in 1939 Olympic Pile Driving Company office and later, the Cotton Corporation (George Cotton) stayeduntil 1974. In 1955, GeorgeCotton removed the top two floors, which needed repair after a windstormcaused irreparabledamage. The City of Port Townsend Police Department moved to the sitein 1975 until moving to Mountain View Campus in the early. The Cotton Buildingrenovation project had its genesis in the planning to relocate the Police Department awayfrom the Downtown Historic District waterfrontand its associated tsunami and seismic hazards. It was recognized that the Department hadto continue to operate effectivelyduring an emergency event that may otherwise destroy the Police operations center and restrict access to/from the restof the City. The move of the Police Station raised the questionof what to do with the Cotton Building. The historic character of the building precluded its demolition so a plan for an alternate use was pursued, but it was clear that the unreinforced masonry buildingneeded structural improvements to make it safe for continued use. 17 Draft October 17, 2022 In 2010 the building was completely renovated for city, civic and community uses. Theproject was funded through a 2008 City Council bond, along with funds from the Washington State Military Department, FEMA and the Department of Ecology.The initial total project cost with construction, design, overhead and technical support came in at$980K. Once constructionand demolitionbegan in the fallof 2009 it became apparent that the condition of the building was far worse than anticipated. Issues developed around therottingfloorboards, crawl space, lead based paint and additional asbestos werefound in the ceiling, roof, floor and walls.Unknownuntil the time of demolition were four large underground fuel tanks which were halffull at the time. Outstanding repairs: Depending on the outcomes of an assessment, the rubber membrane roof will need to be replacedin the next five years,estimated tocost $75K. Brick and mortar work on the waterward side. Golf Course-Owner City of Port Townsend. Leased to Gabriel Tonan in 2021for a three-year contract. The Port Townsend Municipal Golf Course was developed in 1904 and includes a regulation-length 9- hole course, driving range,maintenancebuildings, and clubhouse witha commercial kitchen for restaurant services, and retail sales. The Golf Course, once privately owned and operated, was converted to a public course in 1927 and first administered by Jefferson County but is now owned and operated by the City of Port Townsend. The City leases the Golf Course to a local business for management and operations. When converted to a public course, there were deed restrictions on the property. There is adeed restriction that the largest parcel will be used for municipal purposesonly. According to a recent study completed by the National Golf Foundation (NGF) in 2019, the NGF found that the facility is challenged by its declining physical condition andsomewhat remote location which limits its potential market support. NGF has estimated that it would cost $935,000 -$1.2M to bring it up to standard to attract more visitors and become a viable Golf Course. The upgrades would include 18 Draft October 17, 2022 improvements to the irrigation system and pump house($735,000), tree and stump removal, purchase of appropriate maintenance equipment($120,000), clubhouse repair, and course repair. Based on this analysis, theCity Council at the time decided not to pursue the recommendationbecause of the cost for both the capital and operations. Port Townsend Golf Course has historically used an average of 9 million gallonsper year of treated drinkingwater from the Big and Little Quilcene Rivers for irrigation. In 2002 Port Townsend applied for a ground water right water of 150 gallons per minute with a maximum annual withdrawal of 34 acre-feet to irrigate 35 acres of the city-well was converted to 1 and a pump and controls were installed in 2022. The cost to develop the well was $450,000. The well will also serve as an emergency water supply if the city's Olympic Gravity Water System is not functional. Library-Owner Cityof Port Townsend The historic Carnegie Library building is a jewel in the community. The library is themost frequently and heavily used City facility. The Port Townsend Public Library was established in 1898 by a group of "leading community ladies." By 1913 they had acquired the land, secured City funding, and received a grant from the Carnegie Library Foundation to construct a new building in keeping with Carnegie architectural design standards of the period. The Port Townsend Carnegie Library served its community so well that a 4,500 sq. ft. addition was added in 1990 to accommodate the high volume of use that continues to increase significantly each year. In 2014 a major renovation was completed. Click hereto view a slideshow of the project. Read A Source of PT Pride--History of the Port Townsend Carnegie Library by Pam McCollum Clisefor more in-depthhistory of the library and historic Carnegiebuilding. From the library's website https://ptpubliclibrary.org/library/page/history-library This beloved building isin great condition given its age. Nevertheless, several repairs are needed including replacement of the HVAC system which experiences problems every winter season and the anticipation of replacement of the elevator. The addition of an AC unit would helpaddress equity issues for the community during a timeof climate change.The annex part of the building is still waiting for much needed window replacements. The bathrooms are also waiting to be remodeled. Permits and 19 Draft October 17, 2022 plans fr the windows and bathrooms have been issued and completed and the library is waiting to hear back about a Department of Commerce Library Capital grant to help with the costs. TheCarnegie building needsto be included in an overall building assessmentto ensure that preventative maintenance is not overlookedin order to preserve this beloved community treasure for another one hundred years into the future. Project History: 1990-Annex addition. This projectmodernized anddoubled the square footage of the library with a singlelevel structure attached to the Carnegie building.Major site work created the current parking lots and sidewalks around the building.The annex currently houses the bulk ofthe library collections(fiction, nonfiction, A.V. YA, Large Print), circulationand staff workareas and teen-room. 2009-2012 Combined structural retrofit to life safety standard and nonstructural retrofit of shelving systems. $598,089 total project costs. FEMA funded seismic upgrades to the Carnegie building.New roofing for the Carnegie buildingin 2013. Carnegie historic window restoration and storm windows. 2012 Pink House interior renovations. Large scale interior work was completed to make the Pink House downstairs into two public meeting room and presentation spaces. The work includedbathroom renovations, kitchen renovations, wall and fireplace removal,new carpeting, electrical work, painting, trim, and furniture complete interior renovations. 2014 Library RenovationsNew carpet throughout building, new paint (interior and exterior throughout), power/data improvements for public computers and staff work areas, ADA bathroom improvements,automatic door openers,new signage, new shelving,andlibrary furniture, wall removal to open circulationand work areas, new built-in countertops and shelving for staff workroom. Fire and panic alarms installed.Extensive landscaping work. 2014/2015 Pink Houseand Carnegie roompresentation and programming space creation. Work includednew integrated projectors and podium, screensand speakers, wiring work and data. 2017Historic rock wall fronting Lawrence Street restored. Also,concrete work was completedto fix Carnegieexterior stairs and handrails. Carried over front the 2014 project list but scaled back from original plans which would have rebuild the Carnegie stairsinstead of repairing. 2017New Annex roofcompleted, carried over from 2014 project list. Outstanding Repairs: Elevator replacement, HVAC Unit, Annex windows, public restroom upgrades. 20 Draft October 17, 2022 Charles Pink House-Owner City of Port Townsend The Charles Pink House is a unique asset for the library. Constructed in 1868 in the Late Greek Revival style of architecture, it is one of the last remaining houses of its kind in the state. Built by Horace Tucker, who is known for building many of the oldest houses in Port Townsend, the house was purchased by Charles Pink in 1874. The house remained in the Pink family for the next 92 years. In the late 1880s the Pink family expanded the house, rebuilding the porch and adding Victorian bays. Near the turn of 20th century, the house was once again renovated, with the original pillars and front doors replaced by substitutes in the style of the Arts and Crafts movement that was popular at the time. These changes made the Pink House a unique building architecturally in Port Townsend. Because it was difficult to peg down as an example of a specific style, the house sat neglected for most of the latter half of the 20th century. The City of Port Townsend purchased the Pink House in 1981 for the purpose of serving as an expansion to the adjacent Carnegie Library. Because of difficult economic times, the City lacked the funds to rebuild the dilapidated structure. In exchange for a complete restoration of the building, the City gave a long-term lease on the building to Little and Little Construction. After a massive renovation, the building was leased out until 2003 when the lease expired, the City regained control of the building. It then served as the administrationhouse for the local fire department. The library took over the house in 2007 and uses it to supplement the Carnegie Library. First floor program and meeting spaces and second floor offices give the library needed flexibility in offering services to the public. In 2012 the Pink House underwent another renovation, this time focused on making the first floor interior spaces better suited for public programming and meetings. The project included interior wall removal and structure repairs, fireplace removal and chimney repairs, bathroom and kitchen renovations, new carpet, paint, flexible furniture and technology systems for presentations. 2018/19 saw the restoration of the of the rock retaining wallfronting Lawrence and Harrison Streets. Much care was taken with this project by reusing the historic rocks from the original wall that fallen over the years. The Pink House is listed as a secondary building in the Port Townsend National Historic district. A secondary ranking indicates a building with moderate historical or architectural qualities which have 21 Draft October 17, 2022 maintained good integrity. The Pink House has been a constant reminder toeveryone who travels Lawrence Street of the origins of Port Townsend. Currently the exterior of the Pink House is in dire need of repairs. The siding, soffits, roof, porches and trim all have reached their limits and are fading quickly in our damp climate. The library hopes to secure funding through grants, donations and City support to continue the legacy of the Pink House for future generations. More on the library's website https://ptpubliclibrary.org/library/page/history-charles-pink-house 2014/2015 Pink House and Carnegie room presentation and programming space creation. Work included new integrated projectors and podium, screens and speakers, wiring work and data. 2022 Pink House new carpet downstairs, and new blackout curtains. 2022-Terrapin Architect completed siding and facia assessment. Outstanding project: Charles Pink House needsreplacement siding, roof, gutters, facia,and front porch. Also new exterior paint and roofing. 22 Draft October 17, 2022 Public Works Shops-Owner City of Port Townsend Located at 1818 Beach Street, this site houses the Public Works Department,Fleet Department, Storm Water and Admin offices. The MainPublic Works Shop building features anattached open-air canopy, storage mezzanine, automotive lifts, mechanics shop, and storage area. The City shops was constructed in an old city gravel pit around 19___. The facilities are aging andin poor condition. Two modular units serve as office space. The City has explored in the past relocating City Shops to the Water Treatment Facility located on 20 th Street. Relocation would allow for the property at the current location to be cleared onsurpluses for housing or another use. No further planshave been developed, other than when the Water Treatment Facility was constructed, space was set aside for the possibility of relocating City shops. The nextstep in vetting a plan for relocation would be to doa schematic design process which would quantify the space needs and provide a rough layout of buildingswhile establishing an approximate cost estimate and ensuring feasibility. 23 Draft October 17, 2022 City owned property rtation MapIllustrating CityReal Property Ownership The City owns a considerable amount of property. Properties areaddressed in the parks section of this plan. Properties owned by utilities that have improvements on itare addressed in the respective utilities section of this plan. The remaining properties areincluded in this plan as an inventory. Because propertyrepresents generally a non-depreciating asset, it is a source of capital. Properties also carry liabilities of maintenance for weed control, vegetation management, and camping control. Several city created an inventory of properties suitable for affordable housing as formalized in Resolutions 09-035, 10-024, and 15-018. A most recent acquisition of property was made withgrant funding for housingand is included in the housing section of this plan. Othet are encumbered by critical areas or are isolated without formal access to utilities and roadways. The following table isan inventory of City properties. An inventory identifying 157 properties was performed dating back to 1999. A current assessment of City property ownership identify usable property and those that need to remain in open space would be of value to assistwith stewardship of the p 24 Draft October 17, 2022 Art The Arts Commission's mission as anappointed City Commission is to facilitate public arts programs that enhance the cultural life of community residents.The Arts Commission promotes andencourages publicprograms to further the development and public awareness of and interest in the artsand acts in an advisory capacity to the City government in connection with the artistic and cultural development of the City. Members are selected basedon their knowledge and expertise with respect to the performing, visual and literary arts. In the PROS Plan the Port Townsend Arts Commission prepared a Public Art Plan adopted by the City Council in 2019. The plan serves as a guide to sites for their readiness and appropriateness to site art. Each site evaluated was rated based on: Readiness of location based on current zoning and development. Viability and appropriateness for public art. Each site was then rated either as a site ready within the short-term or long-term oras not recommended. Sites can be re-visited regularly. Of 70 survey sites, the Public Art Plan identifies 26 that are suitable in the short term. Beyond the site suitability each piece of art will come with its own set of requirements around infrastructure, safety, maintenance and security. The sites in the categories were not rankedin the plan. Below is a list of the sites that immediately overlap with the inventory: Long-term: City Entrance TrianglePark III at Kearney/Sims Way Short Term: Chetzemoka Park KahTaiLagoon Nature Park Larry Scott Memorial Trail and Port Wetlands Mountain View Commons Port Townsend Golf Course Tyler Street Plaza City of Port Townsend Public Art TitleArtistLocationYearMaintenance PlanNotesWCIA schedule Boundary Sara Mall Taylor 1996Maintenance info provided N Markers JohaniStreet in email from Dan for Puget near Groussman on 2/11/22. Sound Union Wharf Chief Dick Golf 1996Made of bronze refer toArtist passed Y Chetzemok Browncourseinfo for Georgia Gerber away in1998. a piece. City Hall David Front 2005Steve Lopes recommends David EisenhourY railingEisenhoulobby of carnauba paste wax (used will look at railing r (discs) City Hallin auto waxing) if needed.and let the City and Steve know if any Lopes maintenance is (fabricatirequired (May on) based 2021). on 25 Draft October 17, 2022 Russell Jaqua design Courting Tony By the 2014Contacted artist through Agreement for Y Guillemots AngellNorthweswebsite April 2021; no Commissioned t response yet.Artworkdated Maritime May 12, 2014. CenterInstalled by Greenstone Landscaping (Aragorn Deane). Galatea& Mark Bottom 1993 No written plan. Emailed both Y Haller Stevensoof Taylor (original Maintained by City Parks artists June 2021; Fountain n and Street version Dept.response from David stairs on 1893)Mark Stevenson provided Mark. EisenhouWashingtgeneral information on r (1993 on Streetstatute composition and version); water valve replacement in original June 2021. artist unknown Great Blue Matt Taylor 2014City has maintenance plan Clock repaired in Y BabcockStreet byfrom artist.2021. Communi ty Center Leafwing Russell Larry 2006City has maintenance plan Y JaquaScott from Willene Jaqua McRae Trail near and Jim Garrett. Boat Haven For Willene Russell Installed City has maintenance plan Donation Y Jaqua Informatiin 2019fromWillene Jaqua McRae agreement with (installed on Center and Jim Garrett.Willene Jaqua by Jim Plaza on McRae dated Garrett)Sims WayJanuary 18, 2017 and Installation contract with Garrett Metals dated July 12, 2019. Milestones Sara Mall Three 2002Maintenance info provided N : Stream of Johanilocations inemail from Dan Consciousn on F Groussman on 2/11/22. ess Street; one on Discovery Quimper Max Childr2002May not meet N Coho Grovers section criteria for public of the art in Public Art libraryPolicy. 26 Draft October 17, 2022 Salish Sea Gerard Pope 2011Youtube video transcribed Agreement for Y Circle TsutakawMarine by Dan Groussman July Commissioned aPlaza2021.Artwork dated 2010 Two Cats Georgia Outside 1992General information on N from Gerberlibrary bronze care provided by Clinton entrance Hudson. Public art not owned by City Creative Jonah Two 2021N/ACommissioned, N/A District artTropledowntowowned, and markersn, two in maintained by Uptown, Port Townsend one at Main Street Fort Program Worden Girl with Jim Gateway Installed N/AConsidered a parkN/A the Wheel Davidson Parkby memorial by City, Barrow(mass Soroptiminot public art. producedsts 2006Owned and )maintained by the Soroptimists (License Agreement 2/26/07). Heron Russell Haines 1995N/ACommissioned by N/A weathervaJaquaPlace JTA through Port nePark & Townsend Arts RideEducation Center; Park & Ride facility designed by Yvonne Pepin Wakefield (according to Willene McRae) Richard Fort 1988N/AOwned by WA N/A Vault Turner WordenState Parks & (poetry Recreation by Sam Commission Hamill) Totem JamestoNWMC 2019N/AOwned by the N/A polewn (corner Maritime Center m of Water Tribe& Monroe) Other City-Owned Art or Installations 27 Draft October 17, 2022 Kah Tai Yvonne Kah Tai 1985N CommunitPepin & restroom y Tilescommunis ty members Wave Covered Formerly listed as Y Viewing deck public art along Gallery structure with behind Tidal Clock, which Cotton was Buildingdeaccessioned and removed in 2011/2012. Theanticipated capital improvementsfor the facilitiessection of this plan are as follows: Many placeholders are presented in this tableas a facilities assessment is needed tomore accurately define capital investment amounts and timingfor each building. 28 Draft October 17, 2022 Source of Total (2023- PROJECT NAME202320242025202620272028 2029+ Funds2028) Funded Library Windows and Grant, Bond, Restroom Rehab 352,000 ARPA 352,000 Facilities Strategic Management Plan ARPA 75,000 75,000 Upgrades Phase III, & Carpet 1,3 floor ARPA 400,000 400,000 - 827,000 - - - - - 827,000 - Subtotal Funded Unfunded Mountain View Mountain View Gen Fund, Campus Assessment 30,000 REET 30,000 Campus Gen Fund, Redevelopment Bond, Grant 10,000,00010,000,000 Mountain View Pool Gen Fund, Roof Assessment 10,000 REET 10,000 Mountain View Pool Gen Fund, Roof Replacement REET 200,000 200,000 Mountain View Pool Gen Fund, Liner Replacement REET 75,000 75,000 Mountain View Boiler Gen Fund, Pipe Replacement REET 1,000,000 1,000,000 Parking Lot Gen Fund, Resurfacing REET 150,000 150,000 City Hall - City Hall Phase Gen Fund, Space Upgrades IV REET 500,000 500,000 City Hall Elevator Gen Fund, Replacement (1) REET 200,000 200,000 Gen Fund, City Hall Carpet - REET Exterior Brick and Gen Fund, Mortar Work 75,000 REET 75,000 Gen Fund, City Hall Roof REET 250,000 250,000 Library - Charles Pink House Gen Fund Roof Assessment - Siding/Roof/Gutters/ Gen Fund, Porch Replacement REET 250,000 250,000 60,000 Library HVAC Gen Fund, Upgrades REET 200,000 200,000 Library Elevator Gen Fund, Replacement (1) REET 200,000 200,000 Pope Marine Buidling Gen Fund, Siding REET 60,000 60,000 Gen Fund, Public Works Shops REET PW City Shop Gen Fund, Predesign REET 250,000 250,000 PW City Shop Gen Fund, Maintenance Buildings REET -15,000,000 Bell Tower Gen Fund Repairs/Painting 15,000 15,000 Cotton Building Cotton Building Roof Gen Fund, Assessment REET 2,000 2,000 Cotton Roof Gen Fund, Replacement REET 75,000 Cotton Sound Gen Fund, Control REET 100,000 100,000 Gen Fund, Water Barn Repairs REET 100,000 Gen Fund, Land REET Gen Fund, Art REET Gen Fund, Energy Retrofits REET Subtotal Unfunded 40,000 267,00010,360,000 525,000 650,000 1,900,00013,567,00015,060,000 Total Projects 867,000 267,00010,360,000 525,000 650,000 1,900,00014,394,00015,060,000 Facilities (Buidings) 29 Draft October 17, 2022 ParksandRecreation 30 Draft October 17, 2022 The purpose of a capital facilities plan for parks is to identify priority investments to sustainably maintain safe and accessible parks throughout theCity. In addition, itallows the City to accommodate projected population growth in accordance with thegrowth management act (GMA) of Washington State. Space Plan (PROSplan) is used as a guide to identify and plan for these priorities. It is required to be updated every six years. The latest adoption was in March 2020. The Comprehensive Plan Capital Facilities Element provides a level of service for parks in two parts: 1.7.6 acres/1000 population and 2.Local service standards for equitable access, distribution and function as outlined in the PROS plan. A. Provide parks and recreation facilities within a 10-minute walk (approximately a half mile, 0.5) to ry, based on the Trust For PParkscore, about 68% of current Port Townsend residents are within a 10-minute walk of a park. This objective would increase the percentage of residentswith equitable access over the Comprehensive Plan period. B. Ensure parkland within a 10-minute walk meets minimum standards for the park classification. C.Prioritize neighborhoods with higher concentrations of families with children or seniors livingalone. D. Target filling of gaps in central and western city limits by 2036 From the current identified gaps in the PROS plan, the followingis a list of CFP projects that need to be prioritized. 1.Land Acquisition, development of parks: central and western Port Townsend. 2.Trail connections, open space connections, trail improvements: a.Near Fairgrounds 49 th and San Juan Avenue b.Discovery Road West of Sheridan c.SR20/Sims Way West of Sheridan d.Improvements at Lary Scott Trailhead and better wayfinding from ferry. e.City Watershed Connect to Olympic Discovery Trail 3.Improve amenities within trails 4.Kah Tai Lagoon Rehabilitation 5.Port Townsend Golf Course, Mountainview Commons concept planning and subsequent development. 6.Master Plan for 35th street park and subsequent development 7.Improvements at Bobby McgarraughPark, including play and fitness,trails, restrooms, ADA, upgraded 8.Connected trail loop Projects that provide capacity at existing parks, allowing more people to enjoy Port Townsend Parks include: 31 Draft October 17, 2022 1.Improvements at Kah Tai Lagoon to increase passive recreation opportunities, improve existing facilities andconduct habitat restoration. 2.Improvements to picnic shelters, restrooms, and repairs to slope erosion at Chetzemoka Park. 3.Longer-term improvements across the system to improve parks consistent with concept plans or minimum classificationstandards. Currently, the City has primarily funded its parks and recreation services through the Community Services Fund, which includes revenues from property taxes, sales taxes, utility taxes, and transfers from the GeneralFund. As the Community Services Fund also funds other City services, demand for resources is competitive and may be constrained in the future. To mitigate the risk of constrained resources on delivering parks and recreation services, the City is looking for ways to identify and pursue alternative parks and recreation funding sources. 32 Draft October 17, 2022 The following table provides a list of park capital investments derived from the PROS plan along with needs identified by staff andplaceholdersfor the parks strategy projects currently underway for the Golf Course/Mtn View study as well as an aquatics center. 33 Draft October 17, 2022 Source of Total (2023- PROJECT NAME202320242025202620272028 2029+ Funds2028) Funded Chetzemoka Kitchen ARPA, 100,000 ShelterDonations 100,000 Kah Tai Nature Park 23,500 Redevelopment RCO, REET 23,500 47,000 Golf Course Master 125,000 PlanREET2 125,000 Wellness Center RCO, REET, 30,000 (Pool)Bond, 30,000 278,500 23,500 - - - - 302,000 - Subtotal Funded Unfunded Wellness Center RCO, REET, (Pool) Bond, 50,00010,000,00010,050,000 Chetzemoka Park Chetzemoka Master Gen Fund Planning 40,000 Erosion and ADA RCO, REET, Repairs Bond, - 500,000 Chetzemoka Open Air Gen Fund Shelter Replacement 100,000 100,000 Restroom Gen Fund Replacement 250,000 250,000 Maintenance Shop Gen Fund Replacement 300,000 300,000 Bobby McGarraugh Park Bobby McGarraugh Gen Fund 25,000 Park Master Plan 25,000 Bobby McGarraugh RCO, REET, Park Revitalization Bond, 400,000 400,000 Golf Course - Revisioning and RCO, REET, Redevelopment Bond, 2,000,000 2,000,000 2,000,000 6,000,000 Adams Street Park Irrigation Replacement - Bishop Park - Bishop Park Master Gen Fund Planning 25,000 25,000 Redevelopment/ Sims RCO, REET, Way Bond, 500,000 500,000 Howards End Trail/ Wet Lands - Howards End Master Gen Fund Planning 25,000 25,000 Howards End RCO, REET, Redevelopment Bond, 200,000 Skate Park Gen Fund Resurfacing - 350,000 Tyler Street Stairs Gen Fund 20,000 Railing Replacement 20,000 35th Street Park 35th Street Park Gen Fund 25,000 Master Planning 25,000 35th Street RCO, REET, Redevelopment Bond, 300,000 300,000 Landscape and Tree Gen Fund 50,000 Removal 50,000 Dog Park RCO, REET, Improvements Bond, 350,000 Land/Park Aquisiton RCO, REET, Opportunity Fund Bond, 50,000 50,000 50,000 50,000 50,000 250,000 5,000,000 Buildable Lands & Gen Fund 50,000 Open Space Plan Subtotal Unfunded - 2,260,00010,725,000 3,000,000 50,000 2,675,00018,320,000 6,050,000 Total Projects 278,500 2,283,50010,725,000 3,000,000 50,000 2,675,00018,622,000 6,050,000 Parks 34 Draft October 17, 2022 Utilities The City utilities of wastewater, water, stormwater, and garbage collection are enterprise activities within the city structure. Enterprise funds must operating on a cost neutral basis. This means that rates are set to ensure that costs arecovered. Part of covering costs, includes investment in capital infrastructure. Typically, utilities are infrastructure intensive suchas with the Water Treatment Facility, Wastewater Treatment Plant, Compost Facility, and miles of pipe. Typically, theCity adopts periodic update to utilityplans and follows up with a rate study to ensure that funding meets projected expenses. The rates are balanced with the needs to operate the system and investin capital. The Capital investments included in this Capital Facilities Plan is based on the investments included and funded from adopted rates generatedfrom rate studies. Waste CollectionServices The City currently contracts with Olympic Disposal to provide waste collection services. Anew contract went intoplace in 2020 and expires in 2030. The new contract includes rates thatupgraded equipment and individual carts. The services include pickup of Trash, Recyclables, and Yard Waste. No specific capital improvements are included in this plan at this time. However, the City may want to consider the following topics concerning waste collections. The City currently leases Big Bellies for downtown at a cost of approximately $25,000 per year. This lease includes maintenance and capital. Additional Big Bellies may be helpful in controlling trash overflows as they include a solar operated trash compactor within them. The end of Tyler Street at the foot of the Tyler Stairs is a problem area for waste collections. PT Main Street and businesses often complain about the look and congestion of multiple cans. The most effective solution would be to install a joint use trash compactor. This could be funded by the City, WasteConnections, and the business owners. Typically they are funded by the businesses. The cost for a compactor is on the order of $150,000. The City has numerous garbage receptacles throughout town. These are unique and decorative and developed by a local foundry. Thesecans will need to be replaced or rehabilitated at some point. Staff estimates that there is at least 5 years of life remaining. Jefferson County is currently going through the process of planning for a upgrade to the existing transfer station on JacobMiller Road or new transfer stationat a different location. The city is a large user of thisstation and thus, there may be a request for city participation in funding the transfer station. This could come in a cash contribution or through our contracted rates through tipping fees. Olympic Gravity Water System TheOGWS, supplied by surface water diversions onthe BigQuilcene and Little Quilcene Rivers, is the sole source of supply for the city of Port Townsend and the Port Townsend Paper Corporation.Thirty 35 Draft October 17, 2022 milesof transmission pipeline deliver raw water to the city and paper millviaLords Lake and City Lake Reservoirs. The city of Port Townsend and paper mill have had a historical partnership dating back to 1928with the mill being responsible for the operationand maintenance of the water diversion and transmission system. Negotiations forthe new 20-year water supply agreement in 2021continued the responsibility for the operation and maintenance of system but established a cost-of service approach to funding operations and maintenance of the Olympic Gravity Water System as well as funding capital replacement of aging infrastructure. This arrangement is documented in a Water Supply Agreement between the City and the Port Townsend Paper Corporation. The 30-mile transmission pipeline is by far the largest individual asset in the OGWS system. Life of the pipeline is approaching its expected end with approximately 1/3 of the pipeline 94years old and the remaining pipeline between 50-77years old. Useful remaining life is a critical need for budgeting and planning purposes. Acomprehensive pipeline condition assessmentwill be performedto determinethe maximum useful life and replacementschedule.The pipeline also needs additional cathodicprotection improvements to reduce corrosion and extend its life. The water supply agreement establishedraw water rates for a five-yearperiodbeginning April 1, 2022, with an annual income estimate of$4.5 million from the Mill and $450,000 from the cityretail water system.Cost of raw water is calculated on a per thousandgallon basis using the rate model. Rates in the rate model are calculated based on cost of service analysis over a 20-year period. Costof service includes a forward projection of operations, maintenance, and capital costs. The rate model will be updatedevery five years to establish rates for the following five-yearperiod. The capital spending plan will be updated at the same time as the rate model. The rate model does not contemplate that the city will issue any OGWS debt in the next 20 years and that any capital costs will be paid from revenues received by the OGWS fund.In lieu of debt, the city will fund capital costs using the capital sinking fund approach to build OGWS reservesto an amount sufficient to fund the capital costs identified in the capital spending plan. The OGWS fund shall maintain a minimum balance of $2,000,000 to providefor emergency repairs. 36 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) Funded Pipeline and Appurtenances Easement Survey Raw Water Marking (2042) 96,882 Rates - Vegetation clearing - Raw Water contracted 79,877 223,728 Rates 79,877 Raw Water Road maintenance 81,195 Rates - Culvert replacement (5 Raw Water culverts per 5 years) 121,294 Rates 29,264 29,264 easement right Raw Water purchases (2051) Rates 249,338 249,338 Air Valves and Boxes Raw Water (25) Rates 146,322 146,322 Pipeline Condition Raw Water Assessment 150,000 Rates 399,552 549,552 Raw Water Cathodic Protection 154,428 Rates 154,428 Replacement (1928) Raw Water Phase 1 (High 27,312,803 Rates 800,000 800,000 1,600,000 Replacement (1928) Raw Water Phase 2 21,412,839 Rates - Install Drain Valve at Raw Water Woodsman Gulch 8,000 Rates Reservoirs Lords Lake Security Raw Water Cameras 1,800 Rates 1,800 Lords Lake Seismic Grant, Raw Water Assessment 159,000 Rates 159,000 Lords Lake East Dam Grant, Raw Rehabilitation Water Rates 200,000 200,000 4,448,177 4,848,177 City Lake Fencing Raw Water Replacement (2041) 187,756 Rates - Lords Lake Fencing Raw Water Replacement (2041) 187,756 Rates - City Lake House and Raw Water Outbuildings (2036) 982,182 Rates - Diversions Control Valve Building Raw Water and Control Gate 125,000 Rates 125,000 House and Buildings Raw Water (2036) 678,300 Rates - Equipment Tractor and Implement Raw Water Replacement 49,000 Rates 49,000 Raw Water Truck Replacement (3) Rates 148,000 148,000 Spare Parts diameter, 1/4" thick, Raw Water 20' length) 22,962 Rates 22,962 diameter, 1/4" thick, Raw Water 20' length) 34,454 Rates 57,416 91,870 784,521 656,969 348,000 4,623,763 800,000 1,049,338 8,254,591 51,284,735 Subtotal Funded Unfunded Generator for Big Quilcene Residence 20,000 20,000 Subtotal Unfunded 804,521 656,969 348,000 4,623,763 800,000 1,049,338 8,254,591 51,284,735 Total Projects Olympic Gravity Water System 37 Draft October 17, 2022 Water Periodically, the City adopts a water system plan update outlining the condition of the existing system and planning for the future consistent with the Citys Comprehensive Plan. In thisplan,a capital improvement plan is outlined to project for the capital needs of thesystem. The water systemplan can be viewed on the Citys website at https://cityofpt.us/citycouncil/page/city-plans. Ageneral overview of the water system is as follows: Anultrafiltration membrane filtration system withchlorine disinfection treatsraw surfacewater to drinking standards.After treatment,a5-million gallon reservoir and 1-million gallon standpipe provide required storagewhile serving different elevations within the service area.The city maintains approximately 110 miles of distributionpipelinesdelivering water to over 5100 service connections. In addition,the city maintains over 756fire hydrants and 1800 valvesas part of the distribution system. The priority for Water Distribution capital improvements during this planning period will be the replacement of aging distribution system waterlines. Funding will be significantly less than what is ultimately needed for pipeline replacement at the end of anticipated useful life. Focusing mainreplacement activities on the sections of pipeline in the poorest condition and on those that are known to have substantialleakage can maintain the overall distribution system in a good serviceable condition. Water utility revenues fully support capital infrastructure and operations of water treatment and distribution.Monthly base rates include a fixed operation and maintenance rate and a capital surcharge based on meter size for waterservice inside City limits. The capital surcharge was adopted to pay for a new watertreatment facility and 5-million gallon reservoir, which cost more than $24 million. Water service outside City limits is based on the samefees at a 20 percent higher rate. Utilityratesvaryonincome level, meter size, and location within oroutside City limits and arebased on usageper 1,000 gallons. The city also charges a water system development charge (SDC). The one-time new customer SDC is ble share of the general water facilities. The SDC is determined by multiplying the total number ofequivalent residential units (ERUs)for the service(s) to be installed by SDC. The ERU factors fordetermining the proportional equivalent of various sizes of water meters. The city may allow deferral ofpayment of SDCsfor a private or publicnonprofit organization which is developing or constructing low-income single-familyhousing units for low-income individuals or families. The financial health of a utility may be judged by employing four financial viability testsincluding operating cash reserves. Reservesmust be greaterthan one eighth of annual operating expenses. According to the DOH FinancialViability Manual, operating expenses do not include debt or capital costs. The rate model shows the citymaintaining a minimum of 60 days ofoperating expenses each year over the 2019-2028planning period. 38 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) Funded OGWS Master Water Meter Installation Rates 175,000 175,000 Pacific & Spruce Rates 70,000 70,000 Replacements & Rates Upgrades 100,000 100,000 200,000 200,000 200,000 200,000 1,000,000 2,000,000 and Corrosion Protection Rates 140,000 750,000 890,000 Discovery Road Rates 190,000 2023 Ford Ranger Adding New Vehicle Rates 35,000 35,000 Replacement and Upgrades Rates 438,247 321,437 321,437 321,437 1,402,560 321,437 Filter Membrane Replacement Rates 328,687 328,687 Master Water Plan Update Rates 100,000 100,000 50,000 710,000 850,000 638,247 521,437 850,125 621,437 4,001,247 2,371,437 Subtotal Funded Unfunded Solar Roof at Water Treatment Fac.Grant 750,000 Subtotal Unfunded - - - 750,000 - - - - 710,000 850,000 638,247 1,271,437 850,125 621,437 4,001,247 2,371,437 Total Projects Water Distribution and Treatment Wastewater The City of Port Townsends wastewater handling involves 3 distinct areas. 1. Collection system,all the pump stations and pipes that transport sewage to theTreatment Plant. 2. The Wastewater Treatment Plantwhere the sewage gets treated and made safe to put back into the environment. 3. The Composting Facility where threewaste streams (bio-solids, septage, and yardwaste) arecombinedto make an extremely useful and beneficial product that we are able to sellto the public and use in many areas around the City. 39 Draft October 17, 2022 Our Current WWTP was constructed in the as a tribute to its designers, the people who built it, and the operators who have kept it going since, the facility has not had to have any major repairs and except fora new chlorine storage tank, we have not hadto replace any of the major components that make up the Treatment Plant. It has done an exceptional job ofliving up to its designand potential, however, it is really starting to show its age.As pointed out in the Jacobs report and will show in the new sewer plan there are somebig areas of the Plant thatwill need some attention very soon. When a treatment plant is designed it is designed for a 20-yearlife and we are currently beyond 30.One pressing areawe need to look at very soon is our SCADA system,or electroniccommunicationbetween different pieces of equipment, as you can imagine there have been a few changes in electronics since 1990 and new parts for our system are notbeing made so we must look at the used market to get repairparts for what we have. That market will end one day. Many of theoriginal pumpsand other equipment arestill in use today,yet theyoperating are on borrowed time. The Composting Facility was constructed at the same time as the WWTP. It was designed as a way for The City to manage its own bio-solids and beea place for Jefferson County to have a required place to manage septage that gets pumped. The Compost facility has seen a few upgrades sinceitwas built but it is also running on the original SCADA system and still has a lot of original equipment that needsto be looked at getting replaced. The Wastewater System report history includes: 2000 General Sewer Plan 2009 Southwest Basin Sewer Study 2012 Mill Road Lift Station Study 40 Draft October 17, 2022 2019 Jacobs9/11/2019 An update to the general sewer plan is currentlyunderway. The City hired anengineering firm (RH2 Engineering) to do the work of studying our current condition of thecollection system, treatment facility, along with theComposting Facility. While thisprocessis underway, the Washington State Department of Ecologyput issued anGeneral WastewaterNPDES discharge permit on dischargers to the SalishSea. Work has been added tostudythe plant and figuring out optimization necessary to to meet this new permitrequirements.Another addition was Jefferson County also wanted to take an in-depth look at our ability to be able toincrease the amount ofseptage that could be brought to and treated at the Compost Facilityso, they gave us some additional funds to have RH2 look at that also. With the additionalwork we added to them RH2 is looking at completing the new sewer plan update by the end of 2023.This new and updated sewer plan will give a roadmap to work fromfor the next 20 years including anticipated new capital plan and rates.All of the assessments that the Jacobs report listed will be done byRH2 as part of their looking into improvements and repairs that need to be done at the WWTP. Kuhn St House: Built in 1901 the Kuhn Street house known as the WastewaterTreatment Plant office buildingwas an old two-storyhome that has been converted to serve as office space. Major renovations include heat pump replacementin 2019 and new roof was added in 2020.Outstanding repairs-Exterior decking needs replaced along with siding is showing signs of rot. Carpet and windows are also showing their age. The Kuhn St House is separated from the WastewaterTreatment Plant by a right of way. The right of way cannot be vacated as it accesses a shoreline of the State. The City may want to consider selling the Kuhn Street House as a source of capital for the sewer system and use the proceeds to purchase landnearby for future expansions. This question will be evaluatedas part of the General Sewer Plan update. Wastewater Collection The city maintains more than seventy-seven miles of sanitary sewer lines, has 120 manholes, 6 lift stations, and 3 emergencygenerators. in the system and to keep itrunning efficiently as possible. The city is responsible for the sewer main lines and the business/homeowner are responsible fortheir sewer service line, or side sewer. This runs from the main 41 Draft October 17, 2022 line connection to the residence/business. Annual Maintenance: Each year, the Public Works crews clean approximately one-quarter of the City's sewer lines. Cleaning begins in the Fall and iscompleted by the end of November. Some of the lines are cleaned more frequently to keep them functioning properly. The sewer lines are cleaned with a cleaningnozzle that is propelled from one maintenance hole to the next using water under high pressure(1,500 to 2,000 PSI). The nozzle is then pulled back to the starting maintenance hole. As the nozzle is pulled back, water scours the inside of the sewer pipe. Any debris in the pipe is pulled back with the water. The debris is removed from the maintenance hole with a vacuum unit. If roots are found, they are cut with a root cutter. The city cleans and root cuts any problem areas one to two times per year. Citysewer lines requiring a higher level of maintenance are cleaned annually or semi-annually. Muchofthe aging sewerlines are clay and are in need of replacing or relining. Sewer pipe retrofits can be done by using in-situ cast in place liners if done before the pipe collapses. The General Sewer Plan may recommend an annual investment in lining sewerpipes. Given the General Sewer Plan is under development, this year plan includes placeholders for investments anticipated and based on information already gathered. Staff anticipates significant revisions to the Wastewater section of this plan next yearwhen the rate study is completed. 42 Draft October 17, 2022 Source of Total (2023- PROJECT NAME202320242025202620272028 2029+ Funds2028) Funded New OutfallRates, Loan 100,000 3,400,000 3,500,000 Eng. Report for WWTP UpgradesRates 140,000 140,000 General Wastewater (Annual)Rates 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 Maintenance HolesRates 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Mill Road Lift StationRates, Grant 1,700,000 1,700,000 Discovery RoadRates 93,000 Carry forward for Gen. Sewer PlanRates 100,000 100,000 Nutrient StudyGrant 160,000 160,000 Additional PickupRates 40,000 - 793,000 5,540,000 300,000 300,000 300,000 300,000 7,400,000 Subtotal Funded Unfunded Pipe under Belt press replaceRates 150,000 150,000 Mill Road Lift StationGrants, LFC 2,500,000 New Influent PS Coating SystemRates 315,000 315,000 Headworks Plastic Liner RepairRates 210,000 210,000 Secondary Clarifier Mechanism RecoatingRates 350,000 350,000 Concrete Launder CoatingRates 105,000 105,000 Instrument ReplacementRates 70,000 70,000 PLC ReplacementRates 630,000 630,000 UPS ReplacementRates 14,000 14,000 VFD ReplacementRates 105,000 105,000 Flow Meter ReplacementRates 14,000 14,000 Arc FlashRates 42,000 42,000 Non-Pot pump rebuildRates 40,000 40,000 80,000 Emergency Generator for MonroeRates, FEMA 400,000 Slip lining of main linesRates 300,000 300,000 600,000 3,000,000 Placeholder for Grants, Loan, WWTP UpgradesRates - Nutrient System UpgradesRates - Kuhn St. House Siding and WindowsRates 60,000 60,000 Kuhn St. House DeckRates 10,000 10,000 WWTP expansion land purchaseRates 1,200,000 1,200,000 Sewer Trunkline Grant, Loan, extensions placeholderLFC, LID 300,000 300,000 300,000 900,000 Inflow removal (ie Grant, Loan, Lawrence ST)Rates 750,000 750,000 5,000,000 COMPOST FACILITY - Placeholder for expansionRates, SDC 1,500,000 1,500,000 Placeholder for septic (Jeff Co.)Jeff. Co., Fees 2,500,000 2,500,000 Placeholder for Mech. Sys. Repl.Rates 1,000,000 1,000,000 Subtotal Unfunded - 3,935,000 1,620,000 1,600,000 1,350,000 5,000,00010,605,000 8,000,000 Total Projects 793,000 9,475,000 1,920,000 1,900,000 1,650,000 5,300,00018,005,000 8,000,000 Wastewater Treatment and Sewer Collections 43 Draft October 17, 2022 Stormwater The Citys stormwater system consist of acombination of stormwatercollection pipes, roadside ditches, rain gardens, stormwater drainage corridors, and storage facilitiessuch as Froggy Bottoms and Kah Tai Lagoon. A complete description of the Citys stormwater system is included in the Stormwater Management Planadopted in 2019. The Citysstormwater utility funds maintenance and operations of the stormwater system and just a small amount of capital. Several investments have been made recently utilizing economic development loans and grants. The Regional Stormwater Facility completed in 2021 receives reimbursement funding as development occurs in the Rainier Subarea. The reimbursements were establishedas mitigation fees by Ordinance 3267. The current rate for 2023 is $1.26per square foot of impervious area. These rates increase annually by the CPI. Beginning in 2024, the City will become an NPDES Phase II community meaning the City will be required to be permitted under the General Permit for Western Washington. Complying with these permitting requirements will put additional strain on the stormwater utility. In 2023 a rate study and plan for compliance with the General Permit will need to be performed in preparation for the first NPDES permit cycle. Thefollowing capital investments are basedon estimates in the current rate study. The current rate study runs out in 2024. Unfunded estimates of future water quality grants are included based on funding becoming availableassociated with becominganNPDES Phase II community. 44 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) Funded$ - General Stormwater Capital (Annual)Rates 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Pacific and SpruceRates 20,000 20,000 LawrenceRates 15,000 2023 Banked Capacity projects storm portionRates 251,970 Discovery RoadRates 250,000 16th Sheridan to LandesRates 210,000 210,000 Center StreetRates 400,000 400,000 LawrenceRates 850,000 850,000 Basin PlanningRates 50,000 50,000 Capital Plan per Rate Model to 2039Rates - 2,200,000 - 586,970 260,000 50,000 100,000 450,000 900,000 1,830,000 2,200,000 Subtotal Funded Unfunded - Placeholder for Water Quality Imp.Grants, Rates 500,000 500,000 1,000,000 2,000,000 - Subtotal Unfunded - - - 500,000 - 500,000 1,000,000 2,000,000 Total Projects 586,970 260,000 50,000 600,000 450,000 1,400,000 2,830,000 4,200,000 Stormwater 45 Draft October 17, 2022 Transportation The Citys transportation system is one of the largest assets and liabilities in terms of infrastructure. Streets, Trails, and public right of ways serve numerous public purposes. Port Townsend has established values for right of way such as to support non-motorized interconnected networks throughthenon- motorized plan, open space, tree preservation, inaddition to traditional uses for utilities and streets. The City is in theprocess of developing a Comprehensive StreetsProgram intended to develop an investment strategy balancing the demands for investments in the Streets and right of way networks. Note, that unimproved trails are part of the Citys Parks Plan and are considered recreational assets eventhough they are often used for transportationpurposes. With the development of a Comprehensive Street program, the City anticipates identifying funding sources to make investments in the Citys street system. The condition of theCitys streets isverypoor due to the lack of investments dating back to Initiative 695 in which transportationfunding from the State was severely reduced. The Transportation Sectionis broken down into three sections to define how funding is typically allocated to streets. Streets Maintenance The city maintains over 81centerline miles of streets in the City Limits as outlined below. City Streets (Excludes Fort Worden and Port, Includes Driveways in ROW):98.18 Miles City Streets (Excludes Fort Worden,Port & Driveways in ROW):92.37 Miles Paved Streets (Excludes Fort Worden and Port):83.41 Miles City Maintained Paved Streets (Excludes Fort Worden and Port):77.85 Miles Privately Maintained Paved Streets (Excludes Fort Worden and Port):5.56 Miles SR 20:2.8 Miles Gravel Streets (Excludes Fort Worden and Port, Includes Driveways in ROW):14.77 Miles City Maintained Gravel Streets (Excludes Fort Worden, Port & Driveways in ROW): 3.52 Miles Total City Maintained Streets (Excludes Fort Worden, Port &Drivewaysin ROW): 81.37 Miles Maintenance of City Streets is generally not classified as capital as it includes pavement patching, vegetation control,striping, plowing, sweeping, signing, lighting and more. However, how the City maintains a street impacts capital investments in terms ofrebuilding streets andperforming major repairswhich then become classified as capital and demand a much greater level of investment. The figure below illustrates how costs go up significantlyat about a 40% drop in street qualityor condition. 46 Draft October 17, 2022 Typical Pavement Life Curve One of the purposes of theComprehensive Streets Program is to review how the City maintains streets to lessen capital burdens later. Presently all, streetfunding goes to the maintenance budgetexcluding a small portion going toward debt service. Capital purchases that will support streets maintenanceincludes equipment purchases such as a 10 CY dump truck, a small roller for patching, and pavement hot box. These capital requests are in the 2023 budget proposalin the fleet section of the plan. Pavement Rehabilitation and Preservation Presently, the City does not have a sustainable funding program to perform preventative work on streets. The only work done on streets in the last few years has been associated with large grant funded projects such as Discovery Road. Pavementpreservation includespractices such as chip seal, pavement overlays, shoulder and drainage repair. Pavement rehabilitation means that the street requires complete rebuilding or special treatments that are more expensive than pavement preservation. This years capital plan includes a place holder of $1 millionper year forpavement preservation and rehabilitation. 47 Draft October 17, 2022 Street Improvements Street improvements are defined as making improvements to the transportation system. These improvements may improve mobility, facilitate ADA accessibility, improve safety, and address aesthetics and stormwaterrunoff. The City is required by the State of Washington to submit annual a Six Year Transportation Improvement Plan (STIP). Street improvements are identified in this plan in order to be eligible for grant fundingand to provide along term outlook of theCitys transportation improvement needs. The STIP can be used to establish transportation minor needs such as pavement preservation and small improvements such as trafficcalmingin addition to larger road reconstruction projectssuch as Discovery Road. The Council adopts the STIP every July and therefore, it is included in this plan by reference. The following table is a summary of all streets needs as adopted in the STIPand projectedcostsfor pavement rehabilitation and preservation. Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) Funded 2023 Banked Cap. 2023 Banked 868,000 Street RepairCapacity 868,000 Grants, REET, 4,628,127 Discovery RoadLoan, Storm 4,628,127 2022 Banked 82,881 Pacific and SpruceCapacity 82,881 2022 Banked 212,500 9th St. SidewalkCapacity 212,500 Lawrence ADA 2022 Banked 55,000 UpgradesCapacity 55,000 Discovery Rd Grant to 50,000 Sheridan HSIP 183,000 233,000 STP Federal 465,400 Kearney StreetFunds 465,400 - - 6,361,908 183,000 - - - - 6,544,908 - Subtotal Funded Unfunded Annual Rehab. and TBD, Prop. Tax, PreservationGen. Fund 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,00014,000,000 Six Year Trans. Imp. Grants, Gen. PlanFund, 300,000 1,070,000 1,824,000 1,874,00081,809,00086,877,000 - Subtotal Unfunded - 1,300,000 2,070,000 2,824,000 2,874,00082,809,00091,877,00014,000,000 Total Projects 6,361,908 1,483,000 2,070,000 2,824,000 2,874,00082,809,00098,421,90814,000,000 Streets 48 Draft October 17, 2022 Fleet(EquipmentRepairandReplacement) In July 1974, the Port Townsend City Council adopted Ordinance 1712to establish an Equipment Repair and Replacement Fund (ER&R). The purpose of the fund is to maintain, repair & replaceCity vehicles and auxiliary equipment.The fund charges the appropriate department/fund annually based on expenses incurred two years prior for maintenance of equipment. The fund also charges depreciation for equipment based on an estimated life and replacementvalue to replacement of vehicles. By using the Equipment Rental Fund, the City developedan efficient, streamlined and coordinated method of dealing with vehicles and large pieces of equipment. Whenequipment is upfor replacementor equipment repair costs become too high, the fundgenerally has accumulated enough capital over its life to replace the equipment. Equipment may be purchased earlier or later than initially scheduled due tothe specific circumstance surrounding the equipment. Equipmentthat is not replaced may incur additional repairexpenditures, experience increased breakdowns causing delays and become a safety issue for the City. The City of Port Townsends Fleet Maintenance Division maintains over 100 pieces of equipment for ten different departments. The Division provides multiple services including asset management, fleet replacement planning and purchasing, vehicle specification, usedvehicle sales and maintenance. Repair work includes police cars, backhoes, dump trucks, pickups, mowers, portable equipment, welding and metal fabrication. The Division also conducts repairs back-up generators at several facilities. Replacement schedules for vehicles are influenced by industry standards, but are also based on other variables. Vehiclesare also evaluated in replacement based on classes ofstandard replacement, such utilitytrucks(pickups)which are set up on a 15-yearreplacementschedule. The amount of replacement dollars invested is tracked by fund in order to prevent mixing of utility andgeneral funds. In 2019, the City made a significant change to the replacement portionofthe ER&R fundby removing general fund vehicles from the replacement funding schedule. This move was made to save theGeneral Fund operating costsof payingfor vehicle replacement. A full description of the change is included on the Citys website at this City Council presentation link: https://cityofpt.granicus.com/MetaViewer.php?view_id=4&clip_id=1803&meta_id=159039 Given, general fund (ie police, parks, engineering, planning, facilities) do not have replacement dollars in the fund and are not saving for replacement, the City will need to generate large amounts of capital to replace these vehicles as one-time purchases. This approach is generally unsustainable in that large capital expenditures for fleet is challenging tobudget. Given the history of thefleet replacement policies, two tables have been created. Thefirst table represents fleet capital within the replacement programand the second table provides fleet needs for departments outside of the fleet replacement program. It is noted that the replacement portion of the ER&R fund does not have enough capital for upcoming replacement needsand thus includes an unfunded section. 49 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) Funded Streets 2023 10yd Dump ERR Truck Replacing #54 300,000 300,000 2024 P/U 3/4Ton ERR Replacing #45 40,000 40,000 2027 IR Roller ERR Replacing #41 60,000 60,000 Replacing #52 10% ERR Facilities 150,000 150,000 Streets/Storm Grader Replacing ERR #27 375,000 375,000 2023 Street Sweeper ERR Replacing #43A 425,000 425,000 New Holland Mower ERR Replacing #24 80,000 80,000 Streets, Sewer, Storm 2024 5yd Dump ERR Truck #70 300,000 300,000 2024 Ford Ranger ERR Replacing #77 35,000 35,000 2025 Ford Ranger ERR Replacing #18 35,000 35,000 Streets, Sewer, Storm and Water Distrbution 2028 Internationa ERR Dump Replacing #46 300,000 300,000 Miller Tilt Deck ERR Trailer 40,000 40,000 Water Distribution 2023 P/U W/Service ERR Body Replacing #61 60,000 60,000 2024 Ford Ranger ERR Replacing #88 35,000 35,000 2025 Backhoe 310D ERR Replacing #48 150,000 150,000 Biosolids 2024 Screen ERR Replacing #128 275,000 275,000 2024 F-150 ERR Replacing #122 40,000 40,000 2025 F-150 ERR Replacing #55 40,000 40,000 Biosolids 2027 Mixer 100,000 100,000 2028 Loader ERR Replacing #151 250,000 250,000 2026 f-250 Replacing ERR #22 36,000 36,000 Water Quality 2024 Ford Ranger ERR Crew? Replacing #67 38,000 38,000 2025 Ford Ranger ERR Replacing #152 35,000 35,000 Sewer Collections Sewer TV Trailer #10 ERR $ 33,407 $ 33,407 785,000 986,407 635,000 36,000 160,000 630,000 Subtotal Funded 2,932,407 - Unfunded Truck 15 YD Box ERR $ 350,000 $ 350,000 Replacing #122DT WD 2024 Vactor ERR $ 500,000 $ 500,000 Replacing #42A Streets/Storm Kick off ERR $ 70,000 $ 70,000 Broom S.S.S.WD 544G ERR $ 250,000 $ 250,000 Loader Replacing #20 Subtotal Unfunded - 1,170,000 - - - - 1,170,000 - Total Projects 785,000 2,156,407 635,000 36,000 160,000 630,000 4,102,407 - Vehicle Replacements Included in the ER&R fund 50 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME 2,023 2,024 2,025 2,026 2,027 2,028 Funds2028) Funded - ARPA, 170,000 (2) Police Cars Reserves 170,000 170,000 - - - - - 170,000 - Subtotal Funded Unfunded Replacing #317 & Reserves 150,000 #314 150,000 Replacing #321 & Reserves #328 150,000 150,000 (2) Police Cars Reserves Replacing #318 & 300 150,000 150,000 Reserves (2) Police Cars 150,000 150,000 Reserves (2) Police Cars 150,000 150,000 Reserves (2) Police Cars 150,000 150,000 Police Fusion Chief Reserves Car Replacing #322 30,000 30,000 Police Ford Ranger Reserves 35,000 Replacing #324 35,000 Police SUV Tahoe Reserves Replacing #329 100,000 100,000 Police SUV Escape Reserves Replacing #327 30,000 30,000 Police Malibu Reserves Replacing #323 30,000 30,000 Parks F-150 Replacing Reserves 35,000 #11 35,000 w/dump Replacing Reserves 50,000 #131 50,000 Parks/Bio/Streets Reserves Kubota/Brush Hog 10,000 10,000 Parks Ford Ranger Reserves Replacing #19 35,000 35,000 Parks F-250 Replacing Reserves #306 40,000 40,000 PWA 2024 SUV or p/u Reserves Replacing #94 32,000 32,000 PWA Hybrid or EV Reserves Replacing E1 30,000 30,000 PWA Hybrid or EV Reserves Replacing E2 30,000 30,000 PWA Explorer Reserves Replacing #303 40,000 40,000 Facilities Ford Ranger Reserves Replacing #145 35,000 35,000 Facilities Ford Ranger Reserves Replacing #123 35,000 35,000 DSD Ford Ranger Reserves 35,000 Replacing #101 35,000 Library Car? Replacing Reserves #119 35,000 35,000 Subtotal Unfunded 305,000 362,000 215,000 285,000 150,000 250,000 1,567,000 - Total Projects 475,000 362,000 215,000 285,000 150,000 250,000 1,737,000 - Fleet Needs with No Fundingfor Vehicles Outside of the ER&R fund 51 Draft October 17, 2022 InformationTechnology The purpose of the I.T. Equipment Rental & Replacement Fund (ITERRF) and the I.T. Operations & Maintenance Fund (ITOMF) is to manage replacement and maintenance funds to ensure sufficient monies are available when needed. The ITERRF and ITOMF are designated as Internal Service Funds with three major functions. The Replacement function supports the process to provide for replacement of assets. The Administration function supports asset and operations management. The operations function supports maintenance and intergovernmental activities. During the budget process, the Information Technology Services Department will establish reserves for the replacement of assets. 1.Replacement charges are generally calculated based on the estimated cost of each equipment category, its useful life, and the anticipated replacement value. Replacement rates are sometimes adjusted for special purposes. Departments will be charged based on number of equipment. A calculation model shall be used to track each individual asset and determine the appropriate replacement charge. 2.Replacement rates may be adjusted when the useful life of an asset is changed, orthe cost of the replacement asset is significantly higher or lower than the norm. 3.Assets acquired for service by means other than purchase (e.g. lease) will have a replacement rate established like a purchased asset and will require Finance approval for replacement at the time of acquisition. The Finance Department and Information Technology Services Department will establish rates for various operational costs and services provided by the approved budget of the Information Technology Services Department. The ITOMF will be used to accountfor operations and maintenance charges. 1.ITOMF maintenance rates will be established to recover 100% of the actual direct and indirect costs (e.g. Salaries, operational expenses, etc.). Rates will be adjusted during the budget process and mid-year review based on the fund balance if revenue exceeds or is below needs. 2.Each department will be charged based on the number of pieces of I.T. equipment assigned to them in the ITERRF, along with an allocation for citywide shared equipment. The allocation will be calculated by the model. 52 Draft October 17, 2022 Source of Total (2023- 2029+ PROJECT NAME202320242025202620272028 Funds2028) 86,500 Funded 40,000 60,000 60,000 60,000 60,000 366,500 ERP Upgrade, 4-5 year cycle IT-ERR 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Upgrade Laserfiche ARPA 25,000 25,000 Upgrade SQL Server ARPA 15,000 15,000 - $ - Subtotal Funded 196,500 110,000 130,000 130,000 130,000 130,000 826,500 - Unfunded - access points for City Hall 30,000 30,000 big screen, upgrade recording equipment & 35,000 35,000 70,000 Modernize stairwell switch room 50,000 50,000 Subtotal Unfunded$ - 115,000 35,000 - - - - - - Total Projects$ - 311,500 145,000 130,000 130,000 130,000 130,000 826,500 - Figure 1 53 Draft October 17, 2022 Housing,EconomicDevelopment,andtheEnvironment This section of the plan captures capital associated with infrastructurethatis oftenpart of a larger communityand regional program. These projects are often partnership projectsand tend to address the most pressing social issues a community facesbased on local, state,national, and world wide conditions. The Funded list includes Evans Vista, SimsGateway and Boatyard Expansion, Cherry Street-Carmel Building housing project,buildable lands inventory, and technology upgrades for more timely permit processing. Evans Vista is an area owned by the City southwest of Rainier Street and Sims Way that isintended to be a demonstration project of mixed-use housing and commercial with a range of affordability pricing. This project is both supported by the Comprehensive Plan Housing Element Implementation Strategy No. 8 and 9 as well as the Rainier StreetSubarea Plan. The Sims Gateway and Boatyard Expansion will modify the Sims Gateway subarea to achieve several goals: 1) improve electrical utility safety, 2) remove and replace nonnative tree species with a new native tree standard 3) increase size of Portof Port Townsend boatyard thus expanding economic opportunity. This project originate requires review and modification of existing subarea plans. The City and the Homeward Bound Community LandTrust entered into an agreement to deliver affordable housing withthe refurbishment of the Carmel building that was barged from Victoria, B.C., in 2017 to be a demonstration project as encouraged in the Comprehensive Plan. The City took out an $834,000bond in 2018 to fund engineering, design, permitting, and pre-construction costsand then authorized a loan to Homeward Bound with anticipated repayment funded partly by the rent of those units. The project was plagued with unanticipated challenges and Homeward Bound agreed to exit the project. The City subsequentlyauthorized the transfer ofownershipto another party, Bayside Housing, to complete the project. Work was underway to proceed with the transfer, including advancing a number of land useactions including but not limited to work on easements, right of waydedication and permit review. Due torising costs of construction and labor, Bayside Housing determined they were not longer able to take the project on. Since that decision in June 2022, the City has been working through a number of possible options and scenarios. Those were debuted at the City Council workshopon August 8, 2022. Moreevaluation and work are underway and a final decision will be made by City Council in the coming months. The Comprehensive Plan Housing Element Implementation Strategydirects the City to conduct a residential buildable landsinventory. While GMA does not require Port Townsend to update its residential BLI at this time, alocal update would providevaluable data to inform next steps. Although there appears to be more than enough vacant residentially zoned land to accommodate forecast population and housing growth over the next 20 years, it is likely that there is not enough immediately buildable (or shovel-ready) land served with infrastructure. Lack of shovel-ready sites is particularly problematic for higher density single-and multi-family development at locations proximate to multi- modal transportation and close to theurban core. Matching the capacity of the truly buildable land supply to specific categories of ownerand rental demand by income/price level is pivotal to determine 54 Draft October 17, 2022 whether, where, and how much land should be designated for higher density and more affordable housing. The proposed 2023 budget and CFP identifies $60,000 for this project in 2023. In 2025,the City will be required to conduct a Periodic Update of its Comprehensive Plan. In 2023, the Department of Commerce will provide a formulaic grant of $125,000 once the City can complete its periodic checklist and scope of work. This will not be enough to complete the project. Additional money will be needed, that may be sourced fromARPA, to resurrect a lost long-range planning position for an up to two-year term. The position would assist withthe Comprehensive Plan Update, managing grants, and would support housing policy and other long range planning projects. Finally,in 2022 theCity made investment to support technology upgrades to transition to paperless permitting to enhance predictable timely processing, and to ensure predictability and capability during the COVID-19 lockdowns and social distancing requirements. The City usedARPA funds to purchase Blue Beam Revu licenses for staff to markup development documents as well as a laptop computer so that the building inspector can update project records whilein the field. Monitors to assist with digital review were also purchased.In 2023, the City is interested in further improving permit processing by purchasing an Application Programming Interface that would merge Blue Beam markup with its Smartgov Permit database (where workflow, documents, fees, and status are stored ona project that can be reviewed internally and to a certain extent, externally. This automates some of the manual steps that occur now during project review. The funding would also be used for an inkjet printer so that the Building Inspector can post site noticeson thefly without returning to the office. The Unfunded list represents community and Council support for 2023Strategic Workplan projects. Though currently unfunded, thislist represents potential budget impacts so that the City can seek various revenue sources such as grants. The list also represents action items and projects identified in Comprehensive Plan, subarea plans, and functional plans. Source of Total (2023- PROJECT NAME Funds 2028) 2,023 2,024 2,025 2,026 2,027 2,0282029+ Funded - Evans Vista - Plan and Entitlements Jeff. Co. ARPA 500,000 500,000 Sims Way Gateway and Boatyard Exp. PIF, REET 150,000 150,000 Cherry Street - Carmel Building Bond 100,000 100,000 Buildable Lands Inventory Gen Fund 60,000 60,000 60,000 2025 Comprehensive Grants, Gen Plan UpdateFund, ARPA 125,000 75,000 75,000 Tech. upgrades: Timely permit processing ARPA 8,400 20,000 10,000 38,000 20,000 $ - Subtotal Funded 943,400 95,000 75,000 - - 10,000 848,000 80,000 Housing, Economic Development and Environment 55 Draft October 17, 2022 Economic Development Downtown Restrooms LTAC, Sewer 500,000 500,000 Thayer Street - Wash. to Sims LID - Review and Modify subarea plans (CP Land Use Element Implementation Strategy No. 6). Gen Fund Electric Vehicle Charging stations Grants, LTAC Bikeshare and escooters Grants, LTAC Water walk - Urban Gen. Fund, Waterfont PlanGrants 100,000 100,000 50,000 Childcare Facility Resources EDC contract Facade Improvement Grants Wayfinding and interpretive heritage signage improvements (CP Econ. Dev Implementation Strategy) 250,000 250,000 25,000 Downtown Market Study in conjunciton with Main Street Program 100,000 100,000 100,000 Downtown Parking Management Plan (CP Economic Development Implementation Stragey No. 2) Creative District grants Olympic Discovery Trail extension across City owned property Evans Vista Development Marketing 25,000 25,000 seasonal weekday public produce market at old ferry dock on Quincy Street 25,000 25,000 5,000 Parking structure feasiblity study downtown - Urban Waterfront Plan 200,000 200,000 Identify needs and cumulative impacts of private ferry proposals with adequate parking 50,000 50,000 Place utilities underground downtown. 100,000 100,000 Housing, Economic Development and Environment 56 Draft October 17, 2022 Housing, Economic Development and Environment 57 Draft October 17, 2022 Housing Surplus City property for affordable housing Gen Fund 50,000 50,000 50,000 150,000 300,000 affordable housing and workforce with grants, Gen infrastructureFund 500,000 500,000 500,000 Establishment of up to two Tax Increment Financing Districts REET 500,000 500,000 Support a Community Housing Land Trust (CP Housing Element Implementation Gen Fund, Strategy No. 4)grants 100,000 100,000 200,000 300,000 Audit and adjust zoning code, design standards and fees to accomdate a variety of housing types (CP Housing Element Implementation Gen Fund, Strategy No. 2)grants 100,000 100,000 100,000 300,000 100,000 Update Housing Asessment, Update Housing Action Plan Gen fund, grants 75,000 75,000 150,000 100,000 Review and Modify existing design criteria (CP Land Use Element Implementation Gen Fund, Strategy No. 3)grants 25,000 50,000 100,000 50,000 Accept stock plans for middle housing, waive plan review fee Gen Fund 15,000 15,000 15,000 15,000 15,000 15,000 90,000 100,000 Research and develop a housing incentive program for new development or renovation of existing Gen Fund, buildingsgrants 100,000 100,000 50,000 Explore public-private renovation project for Historic District upper floors to accomodate live/work housing Gen fund, grants 50,000 50,000 100,000 50,000 Open space density transfers (transfer development rights) Gen fund, grants 25,000 25,000 50,000 25,000 Subtotal Unfunded$ - 115,000 465,000 715,000 115,000 215,000 1,990,000 5,390,000 1,805,000 Total Projects$ - 1,058,400 560,000 790,000 115,000 215,000 2,000,000 6,238,000 1,885,000 Housing, Economic Development and Environment ImpactFees If the City were to implement impact fees, RCW requires tracking of impact fees and annual reporting. This section is a place holder in case impact fees are utilized in the future. An impact fee analysis was provided to the City Council on in December of 2021 while adjustments were being made to the water connection fees. The following table illustrates a comparison of impact fees to other cities. Impact fees can be a revenue source for growth related impacts to parks, transportation, fire, and school public services. 58 Draft October 17, 2022 Util. System Dev. ChargesImpact Fees Local Fac. WaterSewerChargeStormTransp.FireParksSchoolsTotal Olympia$ 4,433$ 9,860$ 6,418$ 1,440$ 3,662$ -$ 5,581$ 5,448$ 36,842 Port Orchard$ 11,571$ 12,122$ 5,569$ -$ 4,977$ -$ -$ 1,371$ 35,609 Mount Vernon$ 7,530$ 7,859$ -$ -$ 5,292$ -$ 855$ 9,421$ 30,957 Bend, OR$ 5,857$ 5,223$ -$ -$ 8,543$ -$ 8,867$ -$ 28,490 Poulsbo$ 4,802$ 10,965$ 1,323$ 5,324$ -$ 1,248$ -$ 23,661 Sequim$ 8,184$ 7,548$ -$ -$ 2,491$ -$ 2,210$ -$ 20,433 Lacy$ 5,449$ 8,143$ 6,083$ -$ -$ -$ -$ -$ 19,674 Chelan$ 11,926$ 5,531$ 1,970$ -$ -$ -$ -$ -$ 19,427 Wenatchee$ 600$ 3,710$ 6,389$ -$ 7,500$ -$ -$ -$ 18,199 Bremerton$ 6,291$ 7,342$ -$ 1,510$ -$ -$ -$ -$ 15,143 Port Townsend$ 4,494$ 3,758$ -$ -$ -$ -$ -$ -$ 8,252 Leavenworth$ 3,899$ 2,620$ -$ 1,034$ -$ -$ -$ -$ 7,554 Oak Harbor$ 3,081$ 1,680$ -$ -$ 907$ -$ -$ -$ 5,668 Port Angeles$ 2,260$ 2,260$ -$ -$ -$ -$ -$ -$ 4,520 If adjust for inflation at 3.2% Port Townsend 2015$ 4,494$ 3,758$ 8,252 Port Townsend 2022$ 5,603$ 4,685$ 10,288 Notes: Sequim include a 1.5 factor of facilities charges for outside the City Limts Wenatchee Local Facilities Charge applies only to pipe installed by the City for Sewer. Transp. Impact Fee is for a specific region of the City Chelan Local Facilities Charge depends on the location of connection Olympia Local Facilities charge is for the regional system. Conclusion This years Capital Facilities Plan provides an attemptto look at the city holistically over time from a Capital improvement needs standpoint. The Capital Facilities Plan is a work in progress designed to coordinate with the adoption of theannual capital budget. The process of adoptionis an iterative process to develop a comprehensive overview of capital needs in order to balance investments with availableresources (revenue and staffing)as well as priorities. 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446!qbsujdjqbuf/!! 447!BSU!NBSLFST;!XIBU!QUBD!SFDPNNFOET!OPX;! 448!! 449!Bgufs!ejtdvttjpo!po!uif!upqjd!boe!b!dbsfgvm!bobmztjt!pg!uif!dpeft!boe!qpmjdjft!uibu!jogpsn!pvs! 44:!hpwfsonfou!po!uif!upqjd-!boe!jo!dpotjefsbujpo!pg!uif!nbjoufobodf-!mjbcjmjuz-!upxo.jnbhf!boe! 451!dpqzsjhiu!dpodfsot!sbjtfe!ifsfjo-!boe!bgufs!bo!Pdupcfs!É33!wpuf!cz!uif!Qvcmjd!Bsu!Dpnnjuuff! 452!boe!b!tvctfrvfou!Nbsdi!3!QUBD!wpuf!bggjsnjoh!uif!gpmmpxjoh;!!! 453!! 454!QUBD!SFDPNNFOEBUJPO!.!DPVODJM!BDUJPO!SFWFSTBM;! 455!! 456!Ju!jt!uif!sfdpnnfoebujpo!pg!QUBD!uibu!Djuz!Dpvodjm!ublf!uif!tufqt!up!ibwf!uif!bsu! 457!nbslfst!sfnpwfe!gspn!uifjs!dvssfou!mpdbujpot/! !22! 1 ***DRAFT letter to City Council regarding the state of public art in Port Townsend*** 2 3 17 NOV, 2022 4 To: Port Townsend City Council, City Manager Mauro 5 Fr: Port Townsend Arts Commission 6 7 OUR PUBLIC ART 8 9 Port Townsend’s Council-Manager structure is common government strategy in small towns 10 like ours that rely on open communication between citizens, staff, manager and city council. 11 Key to our form of government is the reliance on citizen advisory boards, committees and 12 commissions to assist and advise on various city matters. Some advisory boards are pretty 13 universal to most small towns, including ours: Library Advisory Board, Parks/Rec & 14 Trees/Trails, Transportation Advisory Board, etc. These advisory group members are 15 appointed based on their knowledge and experience and regularly meet to discuss the matters 16 related to their respective areas. Their recommendations are then forwarded to City Council 17 and our City Manager so that the city can be run knowing it’s receiving the best advice 18 possible - advice cultivated from the very citizens those decisions will affect. 19 20 In addition to the traditional commissions and boards most small cities have, it’s easy to see 21 what special priorities a city has simply by noting what their specialized advisory groups are: 22 Ellensburg has a Rodeo Board, Sequim a Sister City Association, Bainbridge Island a Race 23 Equity Advisory Committee. These specialized committees then convene to take up the 24 issues deemed particular important to those individual communities. 25 26 The Port Townsend Arts Commission (PTAC) is one of these specialized advisory bodies, 27 created to address a subject so important to Port Townsend that we flaunt it on a large sign at 28 the entrance of town and broadly tout it in our marketing strategies to communities afar. 29 Established in 2001 by city resolution 01-029 its declared purpose is to “…have available to 30 the city and its citizens a degree of expertise with respect to the performing, visual and 31 literary arts and to act in an advisory capacity to the city government in connection with the 32 artistic and cultural development of the city.” Since its inception, PTAC has funded hundreds 33 of thousands of dollars toward vital community arts programs large and small, undoubtedly 34 contributing significantly to the quality of life we all enjoy here. PTAC has convened several 1 35 Artist Selection Panels (ASP) and by utilizing the city’s Art in Public Places Policy and 36 Procedures document as a guide, has successfully accessioning numerous celebrated works in 37 to our permanent collection including: Gerard Tsutakawa’s iconic bronze sculpture Salish 38 Sea Circle that lives downtown at Pope Marine Park, Matt Babcock’s regal heron-clock Great 39 Blue keeping time in the Uptown neighborhood, and the late Russell Jaqua’s majestic axial- 40 symmetry sculpture that prominently punctuates the Visitor’s Center area. Each of these 41 projects were properly accessioned through the Public Art Committee and the Port Townsend 42 Arts Commission and as a result, enhance our town’s character and livability, buttress our 43 reputation as an “arts town” and have been generally maintenance and trouble-free since their 44 siting. 45 46 Years of admirable work as a competent advisory body has sustained damage due to the 47 misperception that we were responsible for the markers. This misperception has also harmed 48 Port Townsend’s overall reputation as an artistic enclave, the very trait in which we base a 49 large portion of our city’s image on. 50 51 But PTAC realizes that we are an integral part of the overall government structure that our 52 town relies on to function and have a duty to stand united with councilmembers, city staff, 53 and with each other to weather these issues. PTAC realizes that our charter responsibility is 54 to advise council on art matters and also to further the development and public awareness of 55 and interest in the arts, but PTAC also recognizes that we have a duty to cooperate with 56 council and other city-team members…since we’re all in this together. This is likely best 57 done by trying to understand what happened regarding the errors made and understanding 58 what should have been done - if for no other reason than to know how to navigate forward 59 and steer away from similar mistakes made over the last couple years. We therefore 60 welcome a frank discussion about the current status of public art in Port Townsend and 61 consider it our mandated duty to let council know what we think should be done about it. 62 63 PURPOSE OF THIS LETTER: 64 65 This letter intends to explain: 1) What went wrong with public art over the last couple years 66 (to learn from our past), 2) What should have happened with public art over the last couple 67 years (to better understand the proper procedures), and 3) What to do about public art now 68 (to mitigate the harm done and get back on track with how things are supposed to be). 2 69 CODE CHANGE PROPOSAL: 70 71 Upon further reflection of this code change and in consideration of recent art-placement 72 errors, and knowing that precedent shows that a quorum of Public Art Committee (PAC) and 73 Arts Commission members could meet at short notice in a similar quick-turnaround situation 74 to address such public art proposals and supply city government with the expert advice it 75 needs on such urgent matters, PTAC proposes a change to 3.50. It makes no sense to have a 76 panel of experts to advise the city manager and council on public art issues if the city 77 manager can unilaterally place art in the public, even if just for one year. PTAC therefore 78 recommends here City Council, or the City Manager, or any other city department not act on 79 the selection, citing or funding of art in the public realm without first seeking the advice of 80 the Arts Commission and the Public Art Committee, as prescribed clearly in Port Townsend’s 81 Art in Public Places Policy and Procedures. It is therefore our recommendation that the 82 PTMC 3.50 revert back to its prior form, requiring input from PTAC before the placement of 83 any public art, for any amount of time. 84 85 ART MARKER SCULPTURES: 86 It’s important to first acknowledge that PTAC realizes that everyone involved in the initial 87 placement of the art markers that are sited on public property around town were well- 88 intentioned and everyone did their best to help broaden the awareness of the arts in our 89 community and celebrate working artists. It’s also acknowledged by PTAC that the Creative 90 District citizen group, City Council, city departments and the artist himself had a lofty vision 91 of a successful and celebrated solution to the challenge of providing creative signage to 92 commemorate our new Washington State Arts Commission designation as a Creative 93 District. Part of PTAC’s job however, and that of its subcommittee, the Public Art Committee 94 is to sometimes temper art proposals’ big-idea optimism with the grounding-reality of 95 maintenance issues, vandalism concerns, liability factors and overall public perception, 96 among others. It’s not uncommon for creative visions of art proposed to the city to then be 97 tempered by the reality check of PTAC’s policy-prescribed checklist of what can be funded, 98 sited and maintained for many years to come. What may look like a really good idea on the 99 surface are sometimes rejected for logistical reasons beneath the surface - the those 100 determining factors can only be provided by the experts tasked with knowing such things if 101 public art proposals are first presented to the Arts Commission. 3 102 PTAC believes that Jonah Trople’s art marker sculptures are in themselves of reputable 103 quality, conceptually sound are successful as standalone works and as a group, arguably 104 exactly what was being asked for by the Creative District jury that selected him. PTAC is not 105 making a negative judgment on Mr. Trople’s acumen as an artist or offering a critical 106 analysis of the sculptures per se. But had the selection process that all public artworks are 107 supposed to go through before their placement in the public right of way had been managed 108 by athe policy-mandated Artist Selection Panel (see Art in Public Places Policy and 109 Procedure pg. 4), surely the glaringly obvious error of selecting artwork with a non-cleanable 110 surface would have been avoided. Subsequently, as a result of rampant embellishment and 111 continuous vandalism that could have been predicted by a more experienced selection body, 112 they’ve been painted over and over again as a haphazard solution that has essentially changed 113 the art itself. They are now a color not originally intended by the artist. They have had 114 additional signage added to them aside from the original QR codes that was not intended by 115 the artist. The repeated repainting of them has and will continue to undermine the surface 116 texture design element that was one of the cornerstone-concepts of the works when they were 117 unveiled: that his “whitewashed” forms would weather naturally over the course of their 118 intended lifetime of 20 years. 119 120 Further, it is important for council to realize, and likely the duty of PTAC to now point out, 121 that certain copyright violations have occurred in the manipulation of Mr. Trople’s works as 122 they apply und the Visual Artists Rights Act of 1990 (see Port Townsend Art in Public Places 123 Policy and Procedure, pg. 6), referencing United States code 17 US section 3, subsection 124 (1)(B) which states that artists retain the right “to prevent the use of his or her name as the 125 author of any work of visual art which he or she did not create,” and section 3, subsection (3), 126 that the artist “shall have the right to prevent any destruction, distortion, mutilation, or other 127 modification of that work which would be prejudicial to his or her honor or reputation, and 128 which is the result of an intentional or negligent act or omission with respect to that work, 129 and any such destruction, distortion, mutilation, or modification of that work is a violation of 130 that right.” PTAC further considers it it’s duty to relay the concern that the City of Port 131 Townsend may be complicit in this violation since The City is currently listed as being 132 “partners” on the Creative District website’s information about the art markers, information 133 directly linked through the QR codes mounted on each of the sculptures. 134 4 135 PTAC would also like to inform council that once an artwork is accessioned in to the public 136 art collection in Port Townsend, the city then owns the artwork, even though the artists 137 retains certain rights. Generally, once a municipality has accessioned a work in to its 138 permanent collection, it then has the right to sell, trade, move or destroy an artwork in its 139 collection, but is statutorily prohibited from altering it, as has been the case with Trople’s 140 markers and the Creative District’s mitigating attempts to rebrand them over the last few 141 months. Even though the Creative District may own his works, they do not have the right to 142 change them. 143 144 PRIVATE ART IN PUBLIC VS PUBLIC ART IN PUBLIC 145 146 So the question then arises as to whether these are private artworks or public artworks. They 147 unquestionably are on public property and problematically sited in some of the most high- 148 profile locations in the City without the input of the citizenry, as required by PTMC 3.50. 149 But are they public art or private art? Again, we may turn to our Art in Public Places Policy 150 and Procedure document for the answer: page 2: Definitions: Public Artwork: Any original, 151 decorative, functional, discrete, site-integrated or freestanding object created by an artist for 152 permanent display in a public setting.” Clearly, Trople’s art marker sculptures tick these 153 boxes and are therefore public art. Since PTAC knows of no policy or code-backed provision 154 in Port Townsend that allows for private art to be placed in the public right of way without it 155 going through either our prescribed accession procedure or the city’s gift policy in accordance 156 with RCW 35.21.100 which allows for acceptance of conations by a municipality, they are a 157 problem. Through either accessioning method however, both acquisition procedures must 158 result in the city owning and maintaining the artworks; both require ample opportunity for 159 public input and inquiry and both require the participation of the Arts Commission. 160 161 ART MARKERS: WHAT PTAC RECOMMENDS NOW 162 163 After discussion on the topic and a careful analysis of the codes and policies that inform our 164 government on the topic, and in consideration of the liability and copyright concerns raised 165 herein, and after a vote by the Public Art Committee passing affirming the following: is it 166 the recommendation of PTAC that the art markers be removed from their current location. 167 168 A FULL PLATE 5 169 170 PTAC realizes that our plate is now full with the issues we’ve reported on here along with 171 their associated recommendations to council. We acknowledge that there are other pressing 172 arts related business matters we need to address, some more pressing than others. One major, 173 pressing topic is that of the 1% for the arts policy that is written in to our city code for all 174 capital projects. It is our recommendation that council revisit PTMC 3.50 and be proactively 175 reach out to PTAC in a cooperative manner rather than waiting for us to initiate the transfer 176 of the funds to the municipal art fund, funds earmarked for the advancement of cultural and 177 artistic programs in our city. When Councilperson Rowe brought this up at the recent 178 reading of the proposed 2023 budget during a council meeting, no one present seemed to 179 even know what he was talking about. It’s not just the job of PTAC to identify these capital 180 improvement project funds, but also the responsibility of city staff to be acquainted with what 181 3.50 says so they can assist us in keeping council informed of the law. 182 183 COUNT ON US 184 185 Dear City Council, we’ve got a lot of work to do. We’re competent, knowledgeable and up 186 to the task. Yet we’re hamstrung by only being able to meet once a month and for a short 187 time to do a ton of work. Additionally, our every-other month funding schedule means that 188 we have only 12 hours per year to dedicate to non-funding issues. It is our recommendation 189 that council instruct the City Manager to allocate more resources to help us manage the 190 workload we’re now faced with after being prevented from meeting for so long. We are art 191 experts, not legal code analysts or violation investigators. Let us do our jobs that we’re meant 192 to do. Please direct city staff to assist us, support us, work cooperatively with us. Help us do 193 the research and presentations on the capital improvement 1% for the arts projects, for 194 example, would be a smart move forward for everyone. 6 ***DRAFT letter to City Council regarding motion to recommend to Council the removal of Creative District sculptural wayfinders*** 17 NOV, 2022, revised 15 FEB 2023 by Alexis Arrabito To: Port Townsend City Council Fr: Port Townsend Arts Commission Port Townsend City Council, We are writing as a new body of Arts Commissioners. Out of 9 positions, 7 of us were seated in the last 12 months. This year, we look forward to a harmonious relationship with the City Council and Port Townsend City Government, while also recognizing - and reckoning with - mistakes made over the last few difficult years. Although we are a new body, we are writing with concerns that the expertise and services made available to the city by our Port Townsend Arts Commission (PTAC) were underutilized, possibly usurped, during the accession process of the Creative District Wayfinders, which the Public Art Committee finds to fit the definition of public art. Part of the Arts Commission’s difficult job, and that of its subcommittee, the Public Art Committee, is to balance art proposals with the grounding reality of maintenance issues, vandalism concerns, liability factors, and other variables, including overall public perception. Proposals are sometimes rejected or modified for logistical reasons that exist beneath the surface. Public Art Committee members and arts commissioners are selected explicitly by the Council for these exact attributes. Art proposal analysis and recommendations are best left up to PTAC members, as no other entity, organization, or individuals in town are better equipped to tackle the difficult job of vetting public art proposals and relaying their findings to the Council. We are regretful that the selection process for these sculptural way finders did not account for the inevitable graffiti that has resulted in a significant modification to the sculptures in the form of paint, which raises further concerns of copyright violations. We also believe there is 1 a strong case to be made that these sculptural way finders are public art, and yet the Public Art Committee was poorly utilized to complete its piece of the accession procedure. After discussion on the topic and a careful analysis of the codes and policies that inform our government on the topic, and in consideration of the maintenance, liability, town-image, and copyright concerns raised herein, and after an October ’22 vote by the Public Art Committee and a subsequent March 2 PTAC vote affirming the following: It is the recommendation of PTAC that City Council take the steps to have the art markers removed from their current locations. We see two paths forward: replace these pieces of public art with more traditional means of wayfinding, or complete the accession process with more involvement from the Port Townsend Arts Commission. PTAC’s Public Art Committee requests a collaborative review of the Creative District Wayfinding project. We believe that if our code is followed and established policies are practiced, we may navigate a better path forward while undertaking the business of selecting, funding, and siting public art in our town. 2