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2022 City Manager Proposed Budget
CITY OF PORT TOWNSEND VISION
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CITY OF PORT TOWNSEND MISSION STATEMENT
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THE 2022 CITY MANAGER BUDGET AND 2021 REVIEW
Message from the City Manager:
We are a remarkable community. After nearly two years of unimaginable uncertainty,
difficulty, and pressure ignited by the COVID pandemic, we may be tired but we are not
broken. In many ways and on many occasions, our community has come together to
work through complex challenges, forged partnerships to generate and act on new
ideas and direction, and risen above self-interest to distribute much-needed compassion
and kindness to others. Despite the somewhat isolating effects of the pandemic, we
have stuck together. We’ve done so not only to get through these challenging times,
but with an eye toward the future – one that we’re planning for, one that we want. I
applaud you and am humbled and grateful for your collective efforts.
The City team is no different: we have worked through ferocious operational and staffing
challenges and the wild uncertainty of the pandemic to provide the services you depend
on. This is remarkable, but even more so given that City staff also have their own
individual circumstances and challenges on top of their service to our community. I
applaud the City team too, and am forever grateful for their hard work, tenacity and
commitment to serving the community.
Preparation of this 2022 budget reflects some honest and somewhat contrasting truths.
Last year, we did well both predicting and adapting to the financial uncertainty of the
pandemic, and this puts us in a position at the end of 2021 slightly better than we
planned for. That’s good news. But we’re also in a time of high uncertainty, financial
and otherwise, so we move forward with a high degree of caution knowing this good
stewardship is in a larger context. We’re still in this.
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2022 City Manager Proposed Budget
It is fair to say that the City is also understaffed and a bit depleted. Like many sectors
and organizations, the COVID pandemic has influenced people’s planning for the future
and career choices, and this is on top of a wave of predicted retirements. This has
meant transitions in most City departments and significant difficulties in recruitment,
exacerbated by already challenging housing availability and affordability in our region.
As a result, most of the City staff working today have had to pick up and reprioritize a
range of additional duties and workloads while forgoing some opportunities for training
and professional development. In effect, the team needs an injection of investment.
Likewise, our facilities and City infrastructure are a bit depleted. We’ve gotten long use
out of streets, pipes, parks, buildings and other important community assets like the
pool, but without replenishment, those assets become greater liabilities and end up
costing us more. This deferred maintenance is a major challenge and needs an
injection of investment.
Luckily, we have started down a path toward greater financial sustainability – and we
would have done so irrespective of COVID. A constellation of efforts is starting to
converge and will align more clearly in 2022. This past year, we started in June on our
2022 workplan – half a year earlier than usual – so that we had a better picture of
what’s ahead before we built this budget to support it. Also, in 2021, we facilitated a
productive community conversation about our “banked capacity” from the fire district
annexation, with a set of guiding principles and City Council support for parks, trails and
street projects that have been worked into this budget. We’ve taken similar principles
into our discussion about the use of federal funds (ARPA, the American Rescue Plan
Act). That, too, has been worked into this budget. We’re proposing a significant
community visioning effort around the future of parks and recreation, considering how
an integrated approach to the golf course, Mountain View Campus, the pool and
heightened volunteerism can unlock opportunities to support healthy and active families
and young people for generations to come.
The City Council has also appointed a Financial Sustainability Task Force. This group is
composed of five community members who will work to better understand and
communicate the big picture and help identify viable paths forward. What does the
future look like? What are our priorities? What can we afford and what are we
collectively willing to pay? How can and should we fund our priorities over the long-
term? I’m excited for these coordinated efforts to converge together to better engage
our community, cement our collective understanding and forge our united approach.
What does this preliminary 2022 budget look like in a nutshell? The 2022 budget
reflects a City moving out of an economic downturn related to the pandemic. Improved
revenues are shown in projected tax revenues driven by a recovering economy but are
still not back to pre-pandemic levels. The 2022 budget includes a full complement of
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2022 City Manager Proposed Budget
police officer staffing, limited Parks seasonal assistance and the addition of a Project
Manager for capital project work. With both bargaining agreements expiring in 2021
and currently in negotiation, broad assumptions have been made regarding wage
adjustments and benefit costs. Some restoration of training dollars has been allocated
in the budget as most training funding was eliminated in 2020 and 2021. Federal
(ARPA) funding is being allocated to one-time strategic investments. Recruitment of
qualified, skilled staff will continue to be an ongoing challenge for the City due to a
competitive labor market and the cost and availability of housing.
In summary, this 2022 budget reflects honest truths and contrasts. It attempts to thread
the needle between sensibly investing in staff and getting a handle on deferred
maintenance while also being smart and frugal about the unknown COVID situation –
and all the while thinking proactively about our long-term financial future. Like we have
done for generations and as we have done these past challenging years, our
remarkable community is in a good position to continue building on our strengths and
opportunity. We must confidently persevere in our great work together by staying
together, persistently and courageously looking ahead, and actively planning for the
future we want. Thank you for your engagement in our 2022 budget process and for
what you contribute to our community.
John Mauro City Manager
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2022 Preliminary Budget
2021 2022 2022 2022 2022
Ending Fund
Balance
Proposed
Revenues
Proposed
Expenses
Proposed
Rev vs. Exp
Projected
Ending Fund
Balance
GENERAL FUND 2,663,968 10,997,510 10,909,873 87,637 2,751,605
GENERAL FUND - ARPA 1,373,493 1,373,493 1,373,493 - 1,373,493
Drug Enforc. / Contingency 201,866 20,150 - 20,150 222,016
Street 403,036 933,923 961,984 (28,061) 374,975
Library 444,828 1,180,250 1,119,551 60,699 505,527
Real Estate Excise Tax 568,887 550,300 534,666 15,634 584,521
Lodging Tax 292,922 441,150 334,187 106,963 399,885
Fire / EMS 7,277 4,000 4,000 - 7,277
Affordable Housing 54,225 96,402 136,396 (39,994) 14,231
Community Development Block Grant 163,107 11,900 20,000 (8,100) 155,007
Community Services 234,608 1,851,151 1,840,881 10,270 244,878
TOTAL SPECIAL REV FUNDS 2,370,757 5,089,226 4,951,665 137,561 2,508,318
DEBT SERVICE FUND 99,416 1,711,417 1,710,680 737 100,153
General Capital 239,846 1,734,308 1,737,017 (2,709) 237,137
Street Capital 114,775 4,831,255 4,537,768 293,487 408,262
CAPITAL PROJECTS FUNDS 354,621 6,565,563 6,274,785 290,778 645,399
Golf Course - 17,200 20,398 (3,198) (3,198)
System Development 2,592,424 369,254 770,000 (400,746) 2,191,678
Water / Sewer Operations 2,083,101 9,796,139 9,048,008 748,131 2,831,232
Water / Sewer Capital 692,330 5,345,602 6,152,361 (806,759) (114,429)
Storm Operations 678,953 1,150,482 1,200,477 (49,995) 628,958
Storm Capital 4,319 312,185 312,185 - 4,319
ENTERPRISE FUNDS 6,051,129 16,990,862 17,503,429 (512,567) 5,538,562
Public Works Admin 40,391 540,505 540,446 59 40,450
IT Equipment O&M / Replacement 162,821 394,540 394,540 - 162,821
Fleet Equipment O&M / Replacement 2,990,824 807,024 585,018 222,006 3,212,830
Engineering Services 69,695 1,259,967 977,628 282,339 352,034
Unemployment Self-Insurance 207,364 - - - 207,364
INTERNAL SERVICE FUNDS 3,471,095 3,002,036 2,497,632 504,404 3,975,499
Firemen's Pension 25,616 34,235 26,562 7,673 33,289
Memorial Fund (6,500) - - - (6,500)
FIDUCIARY FUNDS 19,116 34,235 26,562 7,673 26,789
GRAND TOTAL 16,403,595 45,764,342 45,248,119 516,223 16,919,818
CITY OF PORT TOWNSEND
2022 BUDGET FUND SUMMARY
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AMERICAN RESCUE PLAN ACT The American Rescue Plan Act of 2021 (ARPA) provided $350 billion in funding for
state and local governments. The City of Port Townsend was awarded $2,746,986.
The first tranche of this funding, $1,373,493, was received in July 2021. The second half is scheduled to be received in July 2022. The funding has limited eligible uses but, in general, can be used for:
• Revenue replacement for the provision of government services to the extent the
reduction in revenue was due to the COVID-19 public health emergency.
• COVID-19 expenditures or negative economic impacts of COVID-19, including assistance to small businesses, households, industries and economic recovery.
• Premium pay for essential workers.
• Investments in water, sewer and broadband infrastructure.
These funds are temporary in nature and non-recurring so care should be used in
allocating these funds in ways that do not add programs that require ongoing financial commitments. In September 2021, the City Council discussed the adoption of three priority pillars
when determining the programs/projects these funds would be allocated to. These
pillars are 1) support staff, 2) support financial sustainability, and 3) deliver an integrated community backed vision for parks and recreation. Based on these pillars, an array of projects was presented for consideration. The projects listed total $1,373,493 and would allocate the first tranche of funds:
Priority Pillar Project Allocation 2022 2023-2024 Category
Staff Support Engagement Survey $40,000 $40,000 Professional Services
Staff Support Key position recruitment $40,000 $40,000 Professional Services
Staff Support Advanced police recruitment $25,000 $25,000 Professional Services
Staff Support Strategic Department Reviews $22,500 $22,500 Professional Services
Staff Support Public Records Scanning $50,000 $50,000 Professional Services
Financial Sustainability Library Window/Bathroom $100,000 $100,000 General Capital
Financial Sustainability
Small grants/Neighborhood Matching
Fund to leverage community engagement $25,000 $25,000
Financial Sustainability Pink House renovations $10,000 $10,000 Professional Services
Financial Sustainability & Staff Support Police vehicles x2 $160,000 $160,000 Machinery & Equipment
Financial Sustainability & Staff Support
Facility planning, phase 1: DSD/PW
shades, furniture, climate control, door
locks for healthier and more efficient
work environment
$130,000 $130,000
Machinery & Equipment
Financial Sustainability & Staff Support Kubota for use with rebooted volunteer
program $18,000 $18,000 Machinery & Equipment
Financial Sustainability & Staff Support Kick off broom $30,000 $30,000 Machinery & Equipment
Financial Sustainability & Staff Support Pickup $35,000 $35,000 Machinery & Equipment
Financial Sustainability & Staff Support Mini-excavator $65,000 $65,000 Machinery & Equipment
Financial Sustainability & Staff Support Tree pruning at Chetz/Gateway $15,000 $15,000 Professional Services
Financial Sustainability & Staff Support Parks lift gate $6,000 $6,000 Machinery & Equipment
Financial Sustainability & Staff Support Chamber Upgrades $35,000 $35,000 Machinery & Equipment
Financial Sustainability & Staff Support Electronic permit submital/plan review $8,200 $8,200 Machinery & Equipment
Vision for Parks & Recreation
Director of Parks and Recreation Strategy
- Salaries, Benefits, and related expenses $500,000 $166,667 $333,333 Salaries & Benefits
Vision for Parks & Recreation Communications and professional
consultant support $25,000 $25,000 Professional Services
Vision for Parks & Recreation Development and implementation of a
Creative District Strategic Plan $30,000 $30,000 Professional Services
$1,036,367 $333,333TOTAL
ARPA FUNDS - 2022 BUDGET
TRANCHE 1 ALLOCATION - $1,373,493
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The second half of the funds must be spent before December 31, 2024, as specified in the ARPA Treasury guidelines.
For the purpose of this budget presentation, the ARPA revenues and proposed expenditures are shown on a separate General Fund – ARPA line. In reality, these funds will likely be allocated to the funds that utilize the funding. Staff is awaiting guidance from the State Auditor’s Office on the proper accounting and coding for these
funds. The graphs representing the operating expenses and revenues exclude this
funding in this budget presentation. 2022 BUDGET ASSUMPTIONS
The 2022 City Manager Proposed Budget allocates resources to initiatives included in the City’s 2022 workplan. This workplan was developed by staff and reviewed with the City Council at a retreat held on July 12, 2021. The workplan is broken down into five major categories. Associated funding in the 2022 budget is listed below each category.
In addition to specific budgeted dollars listed, staff time for many of the projects is a key component to successful completion. A summary of the City’s 2022 workplan is included at the end of this document. Some of the associated funding for the workplan activities is made possible through the ARPA funds (see section above).
• Partnerships – strong strategic partnerships and investment across agencies o Funding for Economic Development Council’s new model, allowing local agencies to leverage and enhance partnerships to advance legislative agendas - $30,000
• Participation – positive & productive public participation, education,
communication and engagement o Proposed purchase of a Kubota for staff use to leverage volunteer efforts and work - $20,000
• Proactive Financial Sustainability – long-term sustainability and viability of
services and operations o Funding for Financial Sustainability Task Force includes significant amounts of staff time from Finance and Leadership team as well as
$19,500 for BERK consulting support
• Performance – coordinated team excellence, continuous improvement, accountability: invest in staff o Restored funding through increase of training budgets to pre-pandemic
levels – increase of $63,000
o Funding for targeted and enhanced recruitment strategies for public safety positions and key positions - $65,000 o Funding for staff engagement survey tool and follow up strategy implementation work - $40,000
• Priority Projects – integrated successful delivery of strategic projects o Affordable Housing - Funding for the purchase of land for affordable housing is included in the 2021 supplemental budget - $1,400,000
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o Affordable Housing - Funding for infrastructure via a utility grant ($1,700,000) and possible federal funding ($2,500,000) may be received in 2022. The capital budget plan for Affordable Housing Utilities includes
funding for the design portion of the infrastructure work for $800,000 in
2022. More information about the City’s approach to our Affordable Housing priority is in the section below. o Parks & Streets - Funding for Parks & Streets “banked capacity” projects (see property tax section for specific projects) of approximately $600,000
o Parks & Recreation – Funding for a limited-term Parks & Recreation
Strategic Director to lead an integrated, community backed vision for City Parks & Recreation services and assets. The 2022 budget includes $167,000 of funding for this project, with an anticipated similar allocation planned for 2023 and 2024.
• Departmental Priority Projects – o Funding for software implementation related to electronic permit submittal process - $8,200
o Funding for communications equipment to enhance hybrid meeting
support and upgrades to Council Chambers technology - $24,600
o Funding for external support to digitize, index and publish records to enable more efficient processing of public records requests - $50,000 o Funding for strategic reviews of individual departments and/or work
processes to drive efficiency, effectiveness and staff satisfaction - $22,500
o Funding for Library digital media acquisitions to enhance services to all patrons - $15,000 o Funding for the agreement with the YMCA for pool services - $270,250 AFFORDABLE HOUSING Affordable Housing is a key priority for 2022 and beyond. The City continues its work to support efforts for affordable housing in the city and region. The City has made significant contributions to housing in a variety of ways. Some key examples of these
contributions are:
o Implementation of a Sales & Use Tax for Affordable and Supportive Housing (Substitute House Bill 1406) in 2020. This tax is a tax credit against the state portion of our City sales tax and did not increase the total amount of retail sales tax. Investment of approximately $21,000 per year;
cumulative total of $42,000 through 2021.
o Fee deferrals for housing providers for certain permit fees and system development charges. Providers include Habitat for Humanity, Peninsula Housing, Olympic Community Action Program and Bayside Housing & Services. Total investment from 2011-2021 of $420,914.
o Financed improvements for the City’s Cherry Street property which is designated for use as affordable housing. While this project has been a challenge to complete, in 2020, the City authorized the City Manager to work with Bayside Housing & Services on a plan to complete this project. Investment of approximately $62,000 annually for debt service payment
with a total commitment over a 20 year period of $1,324,125 for total
principal and interest payments.
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2022 City Manager Proposed Budget
o The City obtained a grant from Department of Commerce in 2021 to acquire property that will be earmarked for affordable housing – Grant provides investment of $1,375,000 for the property purchase.
o The City obtained a grant from Department of Commerce in 2021 to build
utility infrastructure to support affordable housing – Grant provides
investment of $1,700,000 for the extension of utilities to lower the cost of
building affordable housing.
The City Council has also made legislative changes related to housing including:
o Adopted multi-family tax exemption (Ordinance 3200, 2018) – provided limited or 12-year exemptions from ad valorem property taxation for qualified new multiple-unit housing in targeted areas o Removed the owner occupied requirement for Accessory Dwelling Units
(ADUs) (Ordinance 3241, 2019)
o Adopted regulations to allow up to an eight-plex in the R-II single-family zone through a conditional use permit (Ord. 3241, 2019) o Raised the maximum SEPA threshold exemption to the maximum
allowable (Ord. 3241, 2019). Projects that may be eligible for SEPA
exemption include single-family residential projects, up to 20 dwelling
units; and multi-family residential projects, up to 60 dwelling units.
o Repealed modulation requirements (Ordinance 3247, 2020)
o Increased the size allowed for an attached ADU to 1000 square feet
(Ordinance 3247, 2020)
o Decreased the lot size allowed in a cottage development to 2500 square feet (Ordinance 3247, 2020)
o Adopted regulations allowing zero lot line/shared wall construction
duplexes (Ordinance 3272, 2021)
o Reduced the minimum lot size allowed in a Planned Unit Development to 2000 square feet (Ordinance 3272, 2021)
The City also worked in partnership with Jefferson County in 2021 to renegotiate our
Interlocal Agreement to support affordable housing and homeless housing programs. The new Housing Fund Board builds on collaborative efforts from the previous Joint Oversight Board and Housing Task Force to create a budget and plan for the use of collective affordable housing funds like the aforementioned Sales and Use Tax as well
as other local-authority funding.
This effort aims at greater participation by elected officials and greater transparency in the granting process for a more successful and coordinated program.
The City continues to explore additional strategies to promote affordable housing. Ideas
currently on the table include:
o Providing more flexibility in housing types (e.g., tiny homes/micro-apartments) o Allowing higher densities for infill development in existing residential areas where infrastructure exists
o Re-examining parking requirements and creating a process for “pre-
approved” ADUs
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KEY REVENUE ASSUMPTIONS
The City’s Property Tax Levy for 2022 is proposed at $3,502,000, which includes the allowable statutory increase of 1.0% plus an adjustment for the value of new construction and refunds. The 1% statutory increase is budgeted at $26,820 for 2022. Additionally, the City’s property tax levy includes $602,600 of banked capacity (discussed below). New construction in the city is estimated at $17,274,288. Property
values in the city grew in the aggregate by 10.1% or approximately $202,000,000. The General Levy totals $1,549,107. The General Levy is allocated to Public Safety & General Services, Community Services (Parks, Trails, Facilities), Affordable Housing initiatives, Debt Service and Fireman’s Pension. The Library Lid Lift component of the levy is budgeted at $1,180,000 and is available to be used for library operations.
An excess property tax assessment of approximately $150,000 related to the Mountain View Commons voted tax assessment will be levied to fund 50% of the annual debt service for this voted bond.
The City has $908,724 of banked levy capacity related to the annexation of City fire services into the East Jefferson Fire District service area. Of that amount, the City Council’s adopted post-annexation policy would allow the City to levy 66%, or $602,610 of this banked capacity in 2021 for 2022 taxes. The post-annexation policy restricts the use of these funds from 2020 through 2024 for specific uses. The planned projects that
this banked capacity will fund in 2022 include: Street restoration – Pacific Avenue Non-motorized trail project – Spruce Trail Non-motorized ADA curb ramps – Lawrence Street & Mtn. View
Parks Kitchen Shelter – Chetzemoka Parks Bishop Swing-set – Hancock & Parkside Drive Parks Kiosks, Interpretative & Trail Signage - Citywide Additional detail is provided in the Capital Improvement Projects section of the budget
book.
Below is a chart showing the distribution of property taxes:
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2022 City Manager Proposed Budget
Retail Sales Taxes in 2021 are projected to come in at 6.3% above the forecasted 2021 adopted budget. Despite strong revenue performance in 2021, retail sales tax for 2021 is still below 2019 actual revenues due to the economic impacts of COVID-19. Retail sales in most industries have been negatively impacted by COVID but economic
activity has shown a marked improvement between 2020 and 2021. Construction activity can typically skew “normal” revenue from retail sales, business and occupation taxes, permitting fees and special purpose sales taxes trends, so this revenue source is closely monitored to determine the “one-time” revenues.
An internal analysis of sales tax data indicates that all sectors showed improvement in 2021 as compared to the 2020 retail sales tax collection. As we move out of the pandemic, increases in accommodation/food were up 18.4% but are still not back to pre-pandemic levels. The City continues to see increases in retail trade revenues (15.8% increase from 2020), which is most likely attributable to increased online sales
during the pandemic and will likely continue going forward. The Market Place Fairness Act went into effect on January 1, 2018 (EHB 2163). This act imposes retail sales tax on remote sellers in Washington State. The revenue related
General & Police, $1,549,107
Fireman's
Pension, $34,235
Debt Service, $252,000
Community Svs, $412,000
Affordable Housing, $74,658
Library, $1,180,000
2022 Property Tax Allocation -$3,502,000
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2022 City Manager Proposed Budget
to this Act is included in the City’s total retail sales and is not reported separately by the State.
How does this translate to Port Townsend? In 2022, the City’s budget anticipates sales
tax revenue growth of 9.0% as compared to the City’s adopted 2021 budget and a projected 2.5% growth from the current estimates for 2021 revenue. Below is a chart demonstrating the trend of retail sales taxes over the last five years
showing the forecasted growth for 2022.
Review of the industry-specific trend in Port Townsend shows how industries such as
retail trade are demonstrating steady growth, while accommodation/food and construction are more unpredictable, further validating conservative forecasting for this component of revenue. See below for reference:
$2,539,757
$2,462,687
$2,172,073
$2,407,500
$2,264,400
$2,467,688
$1,900,000
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
2018 Actual 2019 Actual 2020 Actual 2021 Estimated 2021 Budget 2022 Budget
Retail Sales Tax Trend
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Lodging Taxes are projected at $420,000 for 2021, which is 29.6% higher than the 2021 adopted budget of $324,0000. The 2022 budget forecast is 2.5% higher than the
2021 projection. Expenditures are restricted to marketing and tourism related
infrastructure. The chart below depicts the significant impact COVID-19 has had on tourism related taxes in Port Townsend in 2020 and 2021. Modest recovery is anticipated for 2022 with revenues not anticipated to reach pre-pandemic levels in 2022.
Business & Occupation Taxes are projected at the budgeted level of $774,900 for 2021. The 2022 forecast is 2.5% higher than the 2021 projections.
Real Estate Excise Taxes (REET) year to date collections in 2021 have been favorably impacted by a robust housing market. The 2021 REET revenues are projected to be
-$200,000
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Accommodation /Food AdministrativeSupport Construction Manufacturing Other Services ProfessionalServices Retail Trade Wholesale Trade
Retail Sales Trend by Industry
2018 Actual 2019 Actual 2020 Actual 2021 Estimated 2022 Budget
$534,185 $534,185
$339,546 $324,000
$420,000 $441,150
$385,451 $385,451
$271,253 $249,511
$327,600 $330,863
$148,734 $148,734
$68,293 $74,489 $92,400 $110,288
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2018 2019 2020 2021 Adpoted 2021 Est. Actual Budget 2022
Lodging Tax Five Year Revenue Trend
Total Non Gov't Gov't*
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2022 City Manager Proposed Budget
$610,000 or 19.7% greater than the adopted budget. 2022 REET revenues are budgeted at $550,000. It is difficult to forecast when large commercial properties or large dollar home sales will occur, which can disproportionately distort this revenue
source. These funds are restricted to capital improvements or debt service, which
reduces the City’s reliance on general fund dollars to make up City matching project funds. Below is a chart showing the trend in Business & Occupation and REET Taxes. REET
revenue is much more volatile and dependent on real estate sales versus the mostly
steady trend in Business & Occupation Taxes:
Utility Tax revenues in the proposed 2022 budget are based on a for all City water, sewer, storm water and garbage services. In 2018, City Council renewed an additional 2% tax for five more years (See Ordinance 3203). The additional 2% currently supports two Community Services maintenance workers to serve Parks and the Mountain View
facility. Total public utility tax forecasted for 2022 is $1,898,972 and is split among General Services (45%), Public Safety (7%), Streets (39%) and Community Services (9%).
Garbage service is required within the City. Garbage utility tax is slated to increase at
the monthly service rate increase of 5.5% (contracted CPI adjustment). Private utility tax rates are 6% of the private utility revenue. The 2022 telephone and electric private utility taxes are estimated to be $853,979. The electric and telephone
utility taxes are projected to increase by 2.7% compared to 2021 projections.
State Shared Revenues are based on distributions that are shared via state revenue assessments. The City receives distributions for liquor profits and tax, criminal justice
$912,575
$822,380
$756,790 $774,900 $774,900 $794,273
$615,769 $577,446
$522,565 $509,900
$610,000
$550,000
$250,000
$350,000
$450,000
$550,000
$650,000
$750,000
$850,000
$950,000
2018 Actual 2019 Actual 2020 Actual 2021 Adopted 2021 Est Actual 2022 Budget
Five Year Revenue Trend
Business & Occupation and Real Estate Excise Tax
Bus & Occup Tax REET
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and marijuana tax distributions, fuel and multi-modal gas taxes, which primarily support Public Safety and Streets. Some of these distributions are population-based with the City’s population for 2021 listed by the Office of Financial Management as 9,815 (a
1.6% increase from 2020’s population of 9,665). 2022 projected state shared revenue
is $357,855, which is less 2021 actuals of $363,791. The decrease in state shared revenues is related to a decreased allocation of gas tax which impacts the revenue for the Street fund.
Overhead Cost Recovery is projected to increase by approximately $60,210, or 4.8% in 2022. This increase is the result of several factors that are inputs in the City’s adopted overhead cost recovery model. The allocation model looks back two years to recover overhead costs occurring in 2020 for 2022. The increased revenue in 2022 is primarily the result of allocating more overhead to the Streets, Water, Sewer, and
Stormwater Funds due to increased property valuations, debt service costs and Council agenda bills in those funds. Utility Revenues (Water, Sewer and Stormwater) are budgeted at the adopted rate increase per Ordinance 3199 and 3236. The City uses utility rate models provided by
FCS Consulting Group, to analyze whether our utility rates fully support capital
infrastructure and operations of water, sewer, and stormwater. Water and sewer operating, and maintenance rates are scheduled to increase 3.0%. There is no increase in the surcharge for water and sewer for 2022. The revenue
calculations for 2022 also include an increase of 1% for new accounts added to the utility. These assumptions are consistent with the rate model that has been prepared by
FCS Consulting Group. Stormwater operating and maintenance rates are schedule to increase 3.6%. The
stormwater capital surcharge will not increase in 2022, remaining at $6 per account per month. The budget for 2022 includes this anticipated base rate increase and a 1% account growth. These assumptions are also consistent with the rate model that has been prepared by FCS Consulting Group.
In 2022, the City is projected to have a total of 5,298 water/sewer accounts with 460, or 8.7%, of those projected to be commercial accounts. Below is a chart demonstrating the growth in commercial and residential water/sewer accounts from 2018 through projected 2022:
2022 Budget Section 1 (updated 12/06/21) - Page 14 of 25
2022 City Manager Proposed Budget
Total water/sewer/stormwater revenue is forecasted to be $9,531,121 as compared to $9,353,333 in 2021, or a 1.9% increase. As noted earlier, this represents scheduled rate increases and 1% account growth. Capital Revenues provide substantial funding for general government, street and utility
projects through state and federal grants and Department of Ecology loan proceeds. A smaller amount of capital funding may be administered with inter-fund loans, transfers, bank lines of credit or other debt financing. Additional details regarding capital projects are provided later in this document.
Total Revenues budgeted for 2022 are $45,764,342, comprised of capital funding of $12,223,350, fiduciary fund revenue of $34,235, and operating revenue of $32,133,264. Included in the total revenue is ARPA revenues of $1,373,493 for 2022.
2022 Budget Section 1 (updated 12/06/21) - Page 15 of 25
2022 City Manager Proposed Budget
KEY EXPENDITURE ASSUMPTIONS Labor
Personnel Wages & Benefits represent a significant portion of the City’s operating expenses at $10,934,203 or 30.7% of proposed operating costs, $35,620,382 (excluding ARPA funds). Removing internal transfers and debt service from operating costs, staffing is 45.8% of the total. The City continues to balance the need to retain
qualified, capable staff by providing fair and competitive wages while also maintaining
appropriate service levels. Recruitment of key positions and police officers will be a challenge in 2022 due to a competitive labor market and housing affordability and availability.
Council member salaries change for the first time since 2007 - City Council
Members are not included in the employee count and narrative below. Changes to Council member’s compensation was considered by an independent Salary Commission during fall of 2021. Council compensation had not been changed since 2007. Five commission members were appointed to determine any change to monthly
2022 Budget Section 1 (updated 12/06/21) - Page 16 of 25
2022 City Manager Proposed Budget
salaries for these elected officials. The commissioner’s considered multiple points of data including cost of living changes during the period of 2007-2021; salaries for officials in comparable communities, time required to carry out the functions of the
office, salaries received by members of other governing boards in Jefferson County.
Individual interviews with council members were conducted by the commission to better assess time commitment to the position. The commission’s binding decision on compensation was presented to the City Clerk on November 9, 2021. Based on the commission’s determination, compensation changes are as follows:
• Effective January 1, 2022 – the Mayor’s monthly salary will be $1,025.
• Effective January 1, 2022 – each Council Member’s monthly salary will be $700.
The binding decision can be challenged by referendum. To date, the City Clerk has not received any notice that a referendum is being considered. The impact of this change is just under $19,000 and has been included in the proposed budget. For non-elected positions, the 2022 budget proposes a net increase of 2 positions. Police staffing increases by 1.5 officers if fully staffed and a Human Resources Generalist position has been budgeted as a full-time employee. Additionally, a project manager has been added to the Engineering staff budget related to increased capital project and development activity anticipated in 2022. A Finance & Budget Analyst
position is included in the budget to support the efforts of the Financial Sustainability Task Force. During late 2021, the City contracted with the YMCA to provide aquatics services at the Mountain View pool. For 2022, all pool staff will be employed by the YMCA, resulting in a decrease of 4 positions as compared to the 2021 budget and an 8-position reduction compared to 2020’s staff budget.
Total budgeted positions in 2022 are 95.6. The positions are outlined by position in the chart below:
2022 Budget Section 1 (updated 12/06/21) - Page 17 of 25
2022 City Manager Proposed Budget
Employee groups include three sectors, the Police Collective Bargaining Unit,
General Collective Bargaining Unit, and non-represented personnel.
The Police Collective Bargaining Unit contract was extended through December 31, 2021, and negotiations for a new agreement started in mid-October. Assuming some vacancies in 2021, we budgeted 13.83 full time officers and 0.75 part-time reserve officers. For 2022, we are assuming full staffing which includes 15.0 full-time officers
and 1.10 reserve/provisional officers. Recruiting and retaining officers continues to be a challenge for Port Townsend and nationally. The General Collective Bargaining Unit expires December 31, 2021 and negotiations for the next agreement are currently underway.
With these collective bargaining agreements still in negotiations, wage rates for 2022 have not been finalized. The budget assumes a 2.0% wage increase for all staff, consistent with assumptions used in the City’s long-term financial plan.
A full list of authorized positions along with the position classification salary schedule, and more detailed budget assumptions is included in the Staffing and Compensation section of the Proposed Budget Book. Benefits offered to employees include medical, dental, vision, long-term disability, life
insurance and retirement. Medical costs for 2022 are forecast to increase by approximately 6.0% for the AWC benefit plan (general government non-represented employees), less the 2.0% WellCity discount. To achieve the discount, AWC employees participate in a variety of wellness activities that promote a healthy lifestyle.
2022 Budget Section 1 (updated 12/06/21) - Page 18 of 25
2022 City Manager Proposed Budget
The Teamsters Local 589 benefit plan, which covers both the Police and General Government union employees, is budgeted to increase 1.5% in 2022.
Retirement contributions for most employees (PERS) are funded at 10.25% of eligible employee wages. The PERS contribution dropped by 2.72% for 2022, resulting in a savings to the City of $160,000. Police officers are covered by the LEOFF retirement system at a rate of 5.33% of eligible employee wages. This participation rate is
mandated by the Washington State Retirement System. Employees also have the
choice of enrolling in either the ICMA or Washington State deferred compensation program which is not employer funded. The 2022 budget includes Seasonal Staff for Parks maintenance. Seasonal staff are
typically hired between May and October and are budgeted at an equivalent to 0.72 full time employees for 2022. Seasonal staff support spring and summer clean-up efforts in parks as well as assist with weekend restroom and garbage collection. Washington State minimum wage increases in 2022 to $14.49 per hour, which is a
$0.80 per hour, or 5.9%, increase. This increase impacts seasonal wage rates. Additionally, the increase impacts higher level position through wage compression. Wage compression occurs when pay adjustments regardless of experience, skills or seniority increase the base wage and bring those wages closer to the wages of more senior, experienced, skilled positions. The Director of People & Performance will
continue to monitor the impact of minimum wage adjustments on all City positions. Non-Labor Operating non-labor expenditures are budgeted to be $538,414 or 4.9% more than
2021. Below is a list of budget expense highlights as compared to the 2021 adopted
budget: Items Proposed for Addition in the 2022 Budget:
• $30,000 – Multi-party Economic Development agreement with the EDC
• $10,000 – Advertising – employment/open positions
• $5,000 – Arts Commission funding (increase to a total funding of $25,000)
• $24,600 – Communications equipment – IT
• $30,000 – Computers (restore purchases previously reduced in 2020 & 2021)
• $8,400 – Fuel increase
• $15,000 – Library digital media acquisitions
• $10,000 – Volunteer support program
• $15,000 – Police academy for 3 entry level police officers
• $270,250 – YMCA Agreement (offset by reduction of salaries/benefits of
$300,000 with transfer of staff to the YMCA)
• $19,500 – BERK consulting for financial sustainability project
• $35,000 – Engineering consultant – OGWS meters
• $20,000 – Engineering administrative support
• $50,000 – Street striping (deferred from 2020 and 2021 budgets)
2022 Budget Section 1 (updated 12/06/21) - Page 19 of 25
2022 City Manager Proposed Budget
• $8,000 – Keypad locks – Mountain View facility
• $32,600 – Training & memberships – all departments
• $30,000 – Replacement vehicle – IT
• $12,600 – Red dot laser sites - Police
• $10,000 – Office furniture – Police
• $60,000 – Contribution towards excavator purchase (see ARPA funding
section)
2022 Proposed Total Expenditures of $45,248,119 include all operating fund appropriations in addition to water, sewer, general and street capital funds. ARPA funds are $1,373,493 for 2022.
2022 CAPITAL PROJECTS The proposed 2022 budget has a variety of capital projects that add new infrastructure
investment and improve aging infrastructure. A breakdown of planned projects is listed
below and explained in more detail in the Capital Improvement Plan section of the budget document. General Government and Street Capital Projects:
• Discovery Road improvements primarily funded by WSDOT grants
WAGES, 7,613,110
BENEFITS, 3,321,093
SUPPLIES, 1,328,227
PROFESSIONAL SVS, 4,410,182
TRAVEL &
TRAINING,
200,470
OTHER OPERATING,
5,611,638
ARPA, 1,373,493
CAPITAL OUTLAYS,
8,254,244
DEBT SERVICE, 4,634,292
TRANSFERS, 8,501,370
2022 Proposed Expenses by Type-$45,248,119
2022 Budget Section 1 (updated 12/06/21) - Page 20 of 25
2022 City Manager Proposed Budget
• Library windows & doors funded by 2017 bond proceeds
• Kitchen shelter, kiosks/signs and playground funded by banked capacity
• Kearney Street – WSDOT project
• Street & sidewalk projects funded by banked capacity
Water/Sewer and Stormwater Utility Capital Projects included in the 2022 capital budget:
• Golf course well
• 1mg Standpipe project
• Mill Road utility work
• Discovery Road utility work
• Pacific & Spruce utility work
• OGWS master meters
• OGWS Lords lake
• Water line replacements – funded with capital surcharge fees
• Sewer outfall project funded with System Development and Department of
Ecology loans/grants
• Gaines Street Pump Station corrosion control funded with sewer capital surcharge fees and system development fund reserves
• CERB regional stormwater project funded with CERB loan funds and storm capital surcharge fees
• Discovery Road utility improvements primarily funded by capital surcharge fees
• Wastewater nutrient study
• General master plan for sewer
• Affordable Housing Utility project
2021 Supplemental Appropriation Budget Items
Budget amendments addressing supplemental budget appropriations is required by
state law if appropriations exceed those approved in the adopted budget. The City of
Port Townsend authorizes budget spending at the fund level. Supplemental
appropriations are needed for the funds listed below:
• Street Fund - $20,000
o $20,000 – Street tree removal and repairs related to storm damage
• Community Services – $164,455
o $20,000 – Pump & boiler repairs
o $127,387 – Transfer of Parks donation to General Capital fund
o $70,000 – Park repairs – skate park & Chetzemoka bridge
o $155,550 – YMCA agreement and related pool repairs & equipment
purchases offset by staff reductions
• General Government Capital – $1,227,082
o $1,415,500 – Purchase of land for affordable housing
• Water/Sewer Operations Funds – $875,648
2022 Budget Section 1 (updated 12/06/21) - Page 21 of 25
2022 City Manager Proposed Budget
o $1,415,500 – Interfund loan to General Government Capital to purchase
affordable housing property; to be repaid upon receipt of Washington
State Department of Commerce grant funds and through a small transfer
from the Affordable Housing Fund
The fund summaries for Supplemental Budget Appropriations #2 & 3 are included in the
related section of this book.
2022 Budget Section 1 (updated 12/06/21) - Page 22 of 25
TASK REFLECTED IN BUDGET AMOUNT, IF
APPLICABLE DETAILS
PARTNERSHIPS - strong strategic partnerships and investment across agencies
Implement ICG COVID-19 Recovery and Resilience Action Plan Y City Manager priority, staff time involvement and implementation of projects
ICG Initiative - phase 3 (unknown topic/focus)Y -
EDC agreement and City Manager priority involvement (plus some degree of public
notice/clerk time)
Leverage NOLA and other partnerships to advance City's legislative agenda Y -As part of EDC agreement (funded by EDC) and staffed by City Manager
2022 legislative agenda development N Staff time
Deliver on new EDC model Y $30,000 As per above with EDC agreement ($20k)
Relaunch new HTF/JOB approach for better, clearer and fairer collaboration with County in
housing N Completed ILA, staff time
Envision and recalibrate Chamber relationship N Staff time
PARTICIPATION - positive & productive public participation, education,
communication and engagement
Relaunch Engage PT for 2022 Y ?Internal staffing primarily, but also some related advertising and events budgeted
Publish 2021 Annual Report Y ?Finance budget for preparation and publishing/dispersal
"How the City Works" initiative Y minimal Internal resourcing from Library with possible materials/distribution costs
Volunteer program Y $20,000 Kubota for staff use to leverage volunteer efforts/work
Dashboard project (see integrated software below)
N - but will be considered in
future budget
Would have significant financial requirements; paused while Finance team members
are recruited and potential ARPA tranche 2
Update Strategic Plan (2023 - 2026) - Shape PT project?N
Need to update plan but not currently budgeted due to staffing limitations and
workload as well as COVID limitations on process
PROACTIVE (FINANCIAL) SUSTAINABILITY - long-term sustainability and viability
of services & operations
Financial Sustainability Project Y $19,500 Staffing Task Force and BERK contract
Investing in Trails, Parks and Streets: Round 2 planning
N - but will be considered in
future budget Banked capacity levy for 2023 budget
ARPA - second stage proposal for spend before 12/2024
N - but will be considered in
future budget ARPA stage one in 2022 budget ($1.373m)
Workplan and Budget 2023 N Internal process, staff time
2022 Budget Tied to 2022 Workplan
2022 Workplan workshopped in public session with City Council and Department Directors on 7/12/21
2022 Budget Section 1 (updated 12/06/21) - Page 23 of 25
TASK REFLECTED IN BUDGET AMOUNT, IF
APPLICABLE DETAILS
2022 Budget Tied to 2022 Workplan
2022 Workplan workshopped in public session with City Council and Department Directors on 7/12/21
0
PERFORMANCE - coordinated team excellence, continuous improvement,
accountability: invest in staff
Monthly management meetings - training, practice, sharing Y Training budgets
Contract negotiations with police union
N - may be part of
supplemental
Negotiations overlap with budget process and approval with unlikley conclusion until
2022 - so may be addressed in supplemental budget 2022
Retention strategy, including recognition program Y minimal Under development
Performance evaluation process revision N Internal process, staff time
Recruitment strategy, with focus on PD Y $25,000 Targeted recruitment with external resource/consultant assistance
Engagement survey/baseline Y $40,000
New resource for engagement tool/product as well as follow up conversation support
for managers
0
PRIORITY PROJECTS - integrated sucessful delivery of strategic projects
Fort Worden PDA: reporting, accountability and collaboration N Finance and City Manager staff time
Infrastructure for Affordable Housing - the 3.1 project Y $1.7m
$1.4m in 2021 budget but may roll to 2022; 1.7m utility grant forthcoming and
expected in 2022; possibly $2.5m in federal funds expected in 2022
Homelessness issues and initiatives Y Utility costs at Pope Marine for warming shelter
Parks Strategy and Sustainability Y $167,000 Temporary staffing and external engagement resource
2022 Banked Capacity Projects Construction (Parks and Streets) - if approved by Council Y 600,000 Banked capacity levy
Integrated software - including dashboard, resource tracking, etc.
N - but will be considered in
future budget
Would have significant financial requirements; paused while Finance team members
are recruited and potential ARPA tranche 2
Affordable Housing Projects Y
Fee waivers and deferrals plus City share of local authority funding dispersal and
Cherry Street
Federal Funding Pursuit/Delivery
N - but may result in
funding Anticipation of Infrastructure Bill and other federal programs and opportunities
Page 2 of 3 2022 Budget Section 1 (updated 12/06/21) - Page 24 of 25
TASK REFLECTED IN BUDGET AMOUNT, IF
APPLICABLE DETAILS
2022 Budget Tied to 2022 Workplan
2022 Workplan workshopped in public session with City Council and Department Directors on 7/12/21
0
ADDITIONAL DEPARTMENTAL PRIORITY PROJECTS
Comprehensive Streets Plan - implementation (New revenue procurement, Open Streets, Traffic
Calming, Striping)Y Staff time/resource in deploying local traffic calming, possibly neighborhood match
Parking Management Strategy - if budgeted Y Parking study consultant and engagement costs
Large Construction Projects (Disc. Rd. & Gaines St)Y In capital program
General Sewer Plan (Rates Study, NPDES, Outfall)Y In capital program
Engineering Design Standards/Annual Code Updates N Staff resource
WSDOT Roundabouts Y In capital program
OGWS Projects (Lords Lake E. Dam, Cathodic Protection, Condition Assessment)Y In capital program
Annual Water & Wastewater Utility projects (Standpipe Coating, AMI, Pipe replacment, SCADA
Design, Outfall, Maint. Holes)Y In capital program
Electronic permit submittals Y $8,200 To deliver capability of electronic permit submital
Code packages N Staff resource
IT Plan, including focus on security of Citywide systems and documentation of processes N Staff resource
Race and Social Justice Advisory Board launch N Staff resource
Hybrid meetings Y $24,600 Communications equipment
Public record management (contract for historic clean-sweep if budgeted)Y $50,000
External resource to digitize, index, publish, dedupe records to reduce # of requests
that are made, delivering efficiency
Internal process review Y $22,500 "Strategic Review" to drive internal efficiency and effectiveness
Circulation: stats, satisfaction Y $15,000 Ongoing operations expense with additional digital media acquisition
Programming/Events: partnerships, programs: attendance, demand, feedback - lead new "How
Your City Works" initiative Y Ongoing operations and staffing resourcing, events
Library staffing: training, ALL Staff Day, monthly meetings, conference attendance Y Ongoing operations and staffing resourcing, training
Comprehensive Facilities Plan - preventative maintenance, deferred maintenance, space planning
(CH, PD, Parks, MTV)N Staffing resource
Alternative use for Golf Course public engagement/visioning (part of parks strategy and
sustainability)Y Part of Parks Strategy funding
Mountain View Campus Master Plan (Incl. updated leases) (part of parks strategy and
sustainability)Y Part of Parks Strategy funding
Sustainable parks and rec funding source (part of parks strategy and sustainability and financial
sustainability)Y Part of Parks Strategy funding and Financial Sustainability Project
Sustainable pool operations - Annual Evaluation (part of parks strategy and sustainability)Y $270,250 Part of Parks Strategy as well as YMCA contract
Annual Facilities Projects (may include Library )Y In capital program
Chief's Cabinet/Advisory Forum (and ongoing implementation of Ad Hoc Committee Report)N Staff resource
Strategic Planning - path to accreditation N Staff resource
Sustainable Staffing for Police team Y Covered in additional recruitment resource and staff time
Page 3 of 3 2022 Budget Section 1 (updated 12/06/21) - Page 25 of 25
Ordinance 3278 Page 1 of 2
ORDINANCE NO. 3278
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON, ADOPTING
2021 SUPPLEMENTAL #3 BUDGET APPROPRIATIONS
WHEREAS, the City Council adopted an additional supplemental budget per Ordinance
3263 on April 19, 2021 and was set forth in the document entitled “City of Port Townsend
Budget 2021 Supplemental #1 Fund Detail”; and
WHEREAS, the City Manager of the City of Port Townsend, Washington completed and
filed an additional proposed supplemental budget for 2021 on November 1, 2021; and
WHEREAS, the City Council adopted an additional supplemental budget per Ordinance
3275 on November 22, 2021 and weas set forth in the document entitled “City of Port Townsend Budget 2021 Supplemental #2 Fund Detail” and
WHEREAS, a significant storm event on November 15, 2021 caused damage to City
streets and property that required City expenditures to recover from the storm and restore public
property to usefulness; and
WHEREAS, the City could not have anticipated the storm at the time it prepared the
2021 budget; and
WHEREAS, the storm and the necessary expenditures constitute a “nondebatable
emergency” pursuant to RCW 35A.33.080 which allows for the adoption of a supplemental budget without notice or hearing;
NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do
ordain as follows:
Section 1. The third supplemental budget for the City of Port Townsend, Washington, for the fiscal year 2021, is adopted as set forth in the document entitled “City of Port Townsend
Budget 2021 Supplemental #3 Fund Summary”, a copy of which is on file with the office of the
City Clerk, and is incorporated into this Ordinance. The budget supplemental #3 summary is attached as Exhibit A, making revenue and expenditure revisions.
Section 2. This Ordinance shall take effect upon its passage, approval, and publication
in the form and manner provided by law.
2022 Budget Section 2 (updated 12/06/21) - Page 1 of 7
Ordinance 3278 Page 2 of 2
ADOPTED by the City Council of the City of Port Townsend, Washington, by a vote of the majority of the City Council plus one, at a business meeting thereof, held this 6th day of
December 2021.
___________________________________ Michelle Sandoval
Mayor
Attest: Approved as to legal form:
_____________________________ __________________________________
Joanna Sanders, MMC Heidi Greenwood
City Clerk City Attorney
2022 Budget Section 2 (updated 12/06/21) - Page 2 of 7
Supplemental Budget Fund Summary - 2021
Supplemental Budget # 3 - Final
2021 2021 2021 2021 2021 2021 2021
Beginning Fund
Balance
Adopted Revenues Ammended
Revenues Adopted Expenses Amended Expenses Adopted Rev
vs Exp
Amended Rev
vs Exp
Proposed
Supplemental
Appropriations
Ending Fund
Balance
GENERAL FUND 2,279,172 9,933,648 10,281,495 9,933,245 9,896,699 403 384,796 -2,663,968
GENERAL FUND - ARPA - - 1,373,493 - - - 1,373,493 -1,373,493
Drug Enforc. / Contingency 201,716 500 150 - - 500 150 -201,866
Street 419,869 902,854 901,562 898,395 918,395 4,459 (16,833)20,000 403,036
Library 366,497 1,148,585 1,158,122 1,125,766 1,079,791 22,819 78,331 -444,828
Real Estate Excise Tax 468,587 510,900 610,300 510,000 510,000 900 100,300 -568,887
Lodging Tax 178,655 324,627 420,150 321,133 305,883 3,494 114,267 -292,922
Fire / EMS 7,277 20,000 7,000 20,000 7,000 - - - 7,277
Affordable Housing 41,438 95,749 95,683 92,896 82,896 2,853 12,787 -54,225
Community Development Block Grant 191,957 10,401 40,150 69,000 69,000 (58,599)(28,850)-163,107
Community Services 233,248 1,938,624 2,101,518 2,100,158 2,100,158 2,921 1,360 -234,608
TOTAL SPECIAL REV FUNDS 2,109,245 4,952,240 5,334,635 5,137,348 5,073,123 (20,653)261,512 20,000 2,370,757
DEBT SERVICE FUND 97,548 1,704,704 1,705,625 1,704,467 1,703,757 237 1,868 -99,416
General Capital 428,597 129,733 1,577,461 1,766,212 1,766,212 (409,397)(188,751)-239,846
Street Capital (71,221) 2,181,262 1,004,262 1,975,267 818,266 205,995 185,996 114,775
CAPITAL PROJECTS FUNDS 357,376 2,310,995 2,581,723 3,741,479 2,584,478 (203,402)(2,755)-354,621
Golf Course 6,251 7,213 9,200 10,785 10,785 (3,572)(1,585)- 4,666
System Development 1,105,953 310,314 460,800 567,424 422,243 (257,110)38,557 -1,144,510
Water / Sewer Operations 3,049,473 8,182,225 8,210,849 9,177,221 9,177,221 (119,348)(966,372)-2,083,101
Water / Sewer Capital 3,101,983 3,517,603 2,096,110 4,038,186 1,918,005 (520,583)178,105 3,280,088
Storm Operations 429,868 1,120,512 1,142,484 1,162,501 893,399 (41,989)249,085 678,953
Storm Capital (188,184) 1,491,871 1,301,871 1,299,368 1,109,368 192,503 192,503 4,319
ENTERPRISE FUNDS 7,505,345 14,629,738 13,221,314 16,255,485 13,531,021 (750,099)(309,707)-7,195,638
Public Works Admin 53,403 509,790 509,729 509,667 493,437 123 16,292 69,695
IT Equipment O&M / Replacement 60,217 349,313 349,313 349,309 317,098 4 32,215 92,432
Fleet Equipment O&M / Replacement 1,725,488 776,823 794,467 594,079 562,860 182,744 231,607 1,957,095
Engineering Services 131,824 1,102,685 901,593 853,405 826,053 249,280 75,540 207,364
Unemployment Self-Insurance 25,591 103,605 34,025 103,540 34,000 65 25 25,616
INTERNAL SERVICE FUNDS 1,996,522 2,842,216 2,589,127 2,410,000 2,233,448 432,216 355,679 -2,352,201
Firemen's Pension 277,706 34,905 34,435 29,143 15,340 5,762 19,095 296,801
Custodial / Refundable Deposits
Memorial Fund - - 5,000 - - - 5,000 5,000
FIDUCIARY FUNDS 277,706 34,905 39,435 29,143 15,340 5,762 24,095 -301,801
GRAND TOTAL 14,622,914 36,408,446 37,126,847 39,211,167 35,037,866 (535,536) 2,088,981 20,000 $16,711,895
Ordinance 3278 Exhibit A
2022 Budget Section 2 (updated 12/06/21) - Page 1 of 7
2022 Budget Section 2 (updated 12/06/21) - Page 3 of 7
City of Port Townsend
Final
Description Department Ongoing vs one-time
2021 Expense
Increase/
(Decrease) Explanation
Employee Appreciation Event City Manager one-time 2,500 Acknowledge staff for ongoing public service and work during the pandemic
N/A Increase in budgeted appropriations not required
Storm Clean up Streets one-time 20,000
Street tree and right of way tree removal from November storm; trees identified to need removal from an outside
service
20,000
20,000
General Fund - Supplemental Appropriations
Total Street Appropriatons
TOTAL ALL FUNDS - SUPPLEMENTAL APPROPRIATIONS
2021 Supplemental Budget Amendment #3
- Supplemental Appropriations
Total General Fund Appropriatons
2022 Budget Section 2 (updated 12/06/21) - Page 4 of 7
Ordinance 3275
ORDINANCE NO. 3275
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON, ADOPTING
2021 SUPPLEMENTAL #2 BUDGET APPROPRIATIONS
WHEREAS, the City Council adopted an additional supplemental budget per Ordinance
3263 on April 19, 2021 and was set forth in the document entitled “City of Port Townsend
Budget 2021 Supplemental #1 Fund Detail”; and
WHEREAS, the City Manager of the City of Port Townsend, Washington completed and
filed an additional proposed supplemental budget for 2021 on November 1, 2021; and
WHEREAS, the City Council reviewed the second supplemental budget and held a
public hearing on November 1, 2021 and considered the matter further on November 15, 2021;
NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do
ordain as follows:
Section 1. The second supplemental budget for the City of Port Townsend, Washington,
for the fiscal year 2021, is adopted as set forth in the document entitled “City of Port Townsend Budget 2021 Supplemental #2 Fund Summary”, a copy of which is on file with the office of the
City Clerk, and is incorporated into this Ordinance. The budget supplemental #2 summary is
attached as Exhibit A, making revenue and expenditure revisions.
Section 2. This Ordinance shall take effect upon its passage, approval, and publication
in the form and manner provided by law.
ADOPTED by the City Council of the City of Port Townsend, Washington, by a vote of
the majority of the City Council plus one, at a business meeting thereof, held this 15th day of November 2021.
___________________________________
Michelle Sandoval
Mayor
Attest: Approved as to legal form:
_____________________________ __________________________________
Joanna Sanders, MMC Heidi Greenwood City Clerk City Attorney
2022 Budget Section 2 (updated 12/06/21) - Page 5 of 7
Supplemental Budget Fund Summary - 2021
2021 2021 2021 2021 2021 2021 2021
Beginning Fund
Balance
Adopted
Revenues
Ammended
Revenues
Adopted
Expenses
Amended
Expenses
Adopted Rev
vs Exp
Amended Rev
vs Exp
Proposed
Supplemental
Appropriations
Ending Fund
Balance
GENERAL FUND 2,279,172 9,933,648 10,281,495 9,933,245 9,896,699 403 1,758,289 -4,037,461
GENERAL FUND - ARPA - - 1,373,493 - - - 1,373,493 -1,373,493
Drug Enforc. / Contingency 201,716 500 150 - - 500 150 -201,866
Street 419,869 902,854 901,562 898,395 884,617 4,459 16,945 -436,814
Library 366,497 1,148,585 1,158,122 1,125,766 1,079,791 22,819 78,331 -444,828
Real Estate Excise Tax 468,587 510,900 610,300 510,000 510,000 900 100,300 -568,887
Lodging Tax 178,655 324,627 420,150 321,133 305,883 3,494 114,267 -292,922
Fire / EMS 7,277 20,000 7,000 20,000 7,000 - - - 7,277
Affordable Housing 41,438 95,749 95,683 92,896 82,896 2,853 12,787 -54,225
Community Development Block Grant 191,957 10,401 40,150 69,000 69,000 (58,599)(28,850)-163,107
Community Services 233,248 1,938,624 2,101,518 1,935,703 2,100,158 2,921 1,360 164,455 234,608
TOTAL SPECIAL REV FUNDS 2,109,245 4,952,240 5,334,635 4,972,893 5,039,345 (20,653)295,290 164,455 2,404,535
DEBT SERVICE FUND 97,548 1,704,704 1,705,625 1,704,467 1,703,757 237 1,868 -99,416
General Capital 428,597 129,733 1,577,461 539,130 1,766,212 (409,397)(188,751)1,227,082 239,846
Street Capital (71,221) 2,181,262 1,004,292 1,975,267 818,266 205,995 186,026 114,805
CAPITAL PROJECTS FUNDS 357,376 2,310,995 2,581,753 2,514,397 2,584,478 (203,402)(2,725)1,227,082 354,651
Golf Course 6,251 7,213 9,200 10,785 10,785 (3,572)(1,585)- 4,666
System Development 1,105,953 310,314 460,800 567,424 422,243 (257,110)38,557 -1,144,510
Water / Sewer Operations 3,049,473 8,182,225 8,210,849 8,301,573 9,177,221 (119,348)(966,372)875,648 2,083,101
Water / Sewer Capital 3,101,983 3,517,603 2,096,110 4,038,186 1,918,005 (520,583)178,105 3,280,088
Storm Operations 429,868 1,120,512 1,142,484 1,162,501 893,399 (41,989)249,085 678,953
Storm Capital (188,184) 1,491,871 1,301,871 1,299,368 1,109,368 192,503 192,503 4,319
ENTERPRISE FUNDS 7,505,345 14,629,738 13,221,314 15,379,837 13,531,021 (750,099)(309,707)875,648 7,195,638
Public Works Admin 53,403 509,790 509,729 509,667 493,437 123 16,292 69,695
IT Equipment O&M / Replacement 60,217 349,313 349,313 349,309 317,098 4 32,215 92,432
Fleet Equipment O&M / Replacement 1,725,488 776,823 794,467 594,079 562,860 182,744 231,607 1,957,095
Engineering Services 131,824 1,102,685 901,493 853,405 826,053 249,280 75,440 207,264
Unemployment Self-Insurance 25,591 103,605 34,025 103,540 34,000 65 25 25,616
INTERNAL SERVICE FUNDS 1,996,522 2,842,216 2,589,027 2,410,000 2,233,448 432,216 355,579 -2,352,101
Firemen's Pension 277,706 34,905 34,435 29,143 15,340 5,762 19,095 296,801
Custodial / Refundable Deposits
Memorial Fund - - 5,000 - - - 5,000 5,000
FIDUCIARY FUNDS 277,706 34,905 39,435 29,143 15,340 5,762 24,095 -301,801
GRAND TOTAL 14,622,914 36,408,446 37,126,777 36,943,982 35,004,088 (535,536) 3,496,182 2,267,185 $18,119,096
Ordinance 3275 Exhbit A
2022 Budget Section 2 (updated 12/06/21) - Page 6 of 7
City of Port Townsend
Updated on 10/23/2021
Description Department Ongoing vs one-time
2021 Expense
Increase/
(Decrease) Explanation
Mountain View Repairs & Maintenance Mt. View one-time 20,000 Pump & boiler repairs
Transfers to Parks Capital (General Capital)Parks one-time 127,387 Transfer Donation for Chetzemoka Park to General Capital for Kitchen Shelter project
Parks Repairs & Maintenance Parks one-time 70,000 Skate Park repairs (offset by WCIA grant), Chetzemoka bridge repair
Pool Management Costs Pool one-time 155,550
Pool management costs paid to the YMCA plus pool repairs and equipment required to transition pool services to
the YMCA
Pool Salaries & Benefits Pool one-time (155,000)
Reduction in pool salaries & benefits related to reduced staffing (COVID closures & vacancies) and transition of staff
in October to YMCA
Salaries & Benefits All one-time (74,000) Reduced staffing costs due to Director vacancy
Various Expense Reductions All one-time 20,518 Various small overages in repairs & maintenance, related supplies for repairs and fuel costs
164,455
Land purchase General Capital one-time 1,415,500 Purchase of land for affordable housing - Evans Vista; funded by interfund loan from water/sewer operations fund
Transfer Out to 2020 Bond Fund General Capital one-time (95,209) Transfer from 2017 bond proceeds for Library project will not occur until 2022
Library Windows & Bathroom Project General Capital one-time (95,209) Library projects postponed to 2022
City Hall improvements General Capital one-time 2,000 Remainder of front counter/customer service project costs from 2020
1,227,082
Interfund Loan
Water/ Sewer
Operations one-time 1,415,500 Interfund loan to General Government Capital to fund land purchase for affordable housing project
Transfers out to Water/Sewer Capital
Water/ Sewer
Operations one-time (295,000) Discovery Road capital cost transfer will not occur until 2022 for both water & sewer transfers
Professional Services
Water/ Sewer
Operations one-time (30,000) Legal fee costs related to contracts not planned for 2021
Repairs & Maintenance
Water/ Sewer
Operations one-time (35,000) Reduction in planned repairs - WW Treatment
Other Improvements
Water/ Sewer
Operations one-time (105,000) Reduction in maintenance hole replacement/repairs & other various repairs
Salaries & Benefits
Water/ Sewer
Operations one-time (47,000) Staff vacancies; positions filled but one position still frozen
Other non labor expenses Water/ Sewer one-time (27,852) Various favorable expense variances compared to adopted budget
875,648
2,267,185 TOTAL ALL FUNDS - SUPPLEMENTAL APPROPRIATIONS
Water/Sewer Operations - Supplemental Appropriatons
Total Enterprise Fund Supplemental Appropriatons
Total General Capital Supplemental Appropriatons
2021 Supplemental Budget Amendment #2
Community Services - Supplemental Appropriations
Total Community Services Appropriatons
General Government Capital - Supplemental Appropriations
2022 Budget Section 2 (updated 12/06/21) - Page 7 of 7
Ordinance 3277 Page 1 of 2
ORDINANCE NO. 3277
AN ORDINANCE ADOPTING THE BUDGET FOR THE CITY OF PORT
TOWNSEND, WASHINGTON, FOR THE FISCAL YEAR
ENDING DECEMBER 31, 2022
WHEREAS, the City Manager of the City of Port Townsend, Washington, completed
and placed on file with the City Clerk a proposed budget and estimate of the amount of monies
required to meet the public expenses, bond retirement and interest, reserve funds and expenses of government of the City for the fiscal year ending December 31, 2022 (the “2022 Preliminary
Budget”), and a notice was published that the City Council would conduct a public hearing on
the 1st of November 2021 at 6:30 p.m., at City Hall for the purpose of receiving public testimony regarding the preliminary budget for the 2022 fiscal year; and
WHEREAS, the City Council held a public hearing on November 1, 2021 at which all
taxpayers were heard who appeared for or against any part of the preliminary budget; and
WHEREAS, following the public hearing, the City Council met in City Council
Chambers on November 15, 2021 and December 6, 2021 to consider the 2022 Final Budget and receive further public comment, and made adoptions and changes, as it deemed necessary and
proper; and
WHEREAS, the 2022 Budget does not exceed the lawful limit of taxation allowed by
law to be levied on the property within the City of Port Townsend for the purposes set forth in the 2022 Final Budget, and the estimated expenditures in each fund set forth in the 2022 Final
Budget are all necessary to carry on the government of the City for fiscal year 2022, and are all
necessary to meet the various needs of the City during the period;
NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do
ordain as follows:
Section 1. The budget for the City of Port Townsend, Washington, for the fiscal year
2022, is hereby adopted at the fund level as set forth in the document entitled “City of Port
Townsend Final Budget 2022,” a copy of which has been and now is on file with the office of
the City Clerk, and by this reference is incorporated into this Ordinance.
Section 2. Estimated revenues, including fund balances for working capital for each
separate fund of the City of Port Townsend, and aggregate totals for all such funds combined, for
the year 2022, are set forth in summary form in Exhibit A attached, and by this reference are
incorporated in this Ordinance, and are appropriated for expenditure at the fund level during the
2022 budget year.
2022 Budget Section 3 (updated 12/06/21) - Page 1 of 28
Ordinance 3277 Page 2 of 2
Section 3. The City Clerk is directed to transmit a certified copy of the City of Port Townsend Final Budget 2022 to the Office of State Auditor and to the Association of
Washington Cities.
Section 4. This Ordinance shall take effect upon its passage, approval, and publication
in the form and manner provided by law.
ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular
meeting thereof, held this 6th day of December 2021.
_____________________________
Michelle Sandoval
Mayor
Attest: Approved as to Form:
_____________________________ ________________________________
Joanna Sanders, MMC Heidi Greenwood
City Clerk City Attorney
2022 Budget Section 3 (updated 12/06/21) - Page 2 of 28
2021 2022 2022 2022 2022
Ending Fund
Balance
Proposed
Revenues
Proposed
Expenses
Proposed Rev
vs. Exp
Projected
Ending Fund
Balance
GENERAL FUND 2,661,468 10,997,510 10,911,373 86,137 2,747,605
GENERAL FUND - ARPA 1,373,493 1,373,493 1,373,493 - 1,373,493
Drug Enforc. / Contingency 201,866 20,150 - 20,150 222,016
Street 403,036 933,923 961,984 (28,061) 374,975
Library 444,828 1,180,250 1,119,551 60,699 505,527
Real Estate Excise Tax 568,887 550,300 534,666 15,634 584,521
Lodging Tax 292,922 441,150 334,187 106,963 399,885
Fire / EMS 7,277 4,000 4,000 - 7,277
Affordable Housing 54,225 96,402 136,396 (39,994) 14,231
Community Development Block Grant 163,107 11,900 20,000 (8,100) 155,007
Community Services 234,608 1,851,151 1,840,881 10,270 244,878
TOTAL SPECIAL REV FUNDS 2,370,757 5,089,226 4,951,665 137,561 2,508,318
DEBT SERVICE FUND 99,416 1,711,417 1,710,680 737 100,153
General Capital 239,846 1,734,308 1,737,017 (2,709) 237,137
Street Capital 114,775 4,831,255 4,537,768 293,487 408,262
CAPITAL PROJECTS FUNDS 354,621 6,565,563 6,274,785 290,778 645,399
Golf Course 4,666 17,200 20,398 (3,198) 1,468
System Development 1,144,510 369,254 770,000 (400,746) 743,764
Water / Sewer Operations 2,083,101 9,796,139 9,054,008 742,131 2,825,232
Water / Sewer Capital 3,280,088 5,345,602 6,152,361 (806,759) 2,473,329
Storm Operations 678,953 1,150,482 1,200,477 (49,995) 628,958
Storm Capital 4,319 312,185 312,185 - 4,319
ENTERPRISE FUNDS 7,195,638 16,990,862 17,509,429 (518,567) 6,677,071
Public Works Admin 69,695 540,505 540,446 59 69,754
IT Equipment O&M / Replacement 92,432 394,540 394,540 - 92,432
Fleet Equipment O&M / Replacement 1,957,095 807,024 585,018 222,006 2,179,101
Engineering Services 207,364 1,259,967 977,628 282,339 489,703
Unemployment Self-Insurance 25,616 - - - 25,616
INTERNAL SERVICE FUNDS 2,352,201 3,002,036 2,497,632 504,404 2,856,605
Firemen's Pension 296,801 34,235 26,562 7,673 304,474
Memorial Fund 5,000 - - - 5,000
FIDUCIARY FUNDS 301,801 34,235 26,562 7,673 309,474
GRAND TOTAL 16,709,395 45,764,342 45,255,619 508,723 17,218,118
CITY OF PORT TOWNSEND
2022 BUDGET FUND SUMMARY
Ordinance 3277 Exhibit A
2022 Budget Section 3 (updated 12/06/21) - Page 3 of 28
2021 BUDGET SUMMARIES BY FUND
PAGE FUND
5 GENERAL FUND
6 DRUG ENFORCEMENT / CONTINGENCY FUND
7 STREET FUND
8 LIBRARY FUND
9 REAL ESTATE EXCISE TAX FUND
10 LODGING TAX FUND
11 FIRE / EMS FUND
12 AFFORDABLE HOUSING FUND
13 COMMUNITY DEVELOPMENT BLOCK GRANTS
14 COMMUNITY SERVICES FUND
15 GENERAL OBLIGATION DEBT SERVICE FUND
16 GENERAL CAPITAL PROJECTS
17 STREET CAPITAL PROJECTS
18 GOLF COURSE FUND
19 SYSTEM DEVELOPMENT CHARGES FUND
20 WATER/SEWER OPERATIONS FUND
21 WATER/SEWER CAPITAL PROJECTS
22 STORMWATER OPERATIONS FUND
23 STORMWATER CAPITAL PROJECTS
24 PUBLIC WORKS ADMININSTRATION
25 EQUIPMENT RENTAL & REPLACEMENT FUND
26 ENGINEERING FUND
27 UNEMPLOYMENT FUND
28 FIREMEN'S PENSION FUND
2022 Budget Section 3 (updated 12/06/21) - Page 4 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 1,904,790 1,914,034 1,914,034 2,279,172 2,663,968
Revenues
Taxes 7,405,087 7,085,093 7,250,816 7,495,059 8,333,126 14.9%
Licenses & Permits 477,260 322,974 389,500 409,442 417,442 7.2%
Intergovernmental Services 242,717 636,000 244,611 332,658 257,554 5.3%
Charges for Goods & Services 1,696,488 1,783,162 1,926,620 1,932,840 1,887,677 -2.0%
Fines & Penalties 45,583 29,490 37,080 26,000 29,300 -21.0%
Miscellaneous Revenue 148,366 113,394 85,021 84,987 72,411 -14.8%
Other Increases 116,549 9,151 - 210 -
Other Financing Sources (inc. Transfers In)43,580 54 - 300 -
Total Revenue 10,175,628 9,979,318 9,933,648 10,281,495 10,997,510 10.7%
Expenditures
Salaries & Wages 3,530,973 3,083,616 3,447,897 3,181,954 3,640,771 5.6%
Personnel Benefits 1,388,901 1,271,437 1,481,218 1,320,681 1,503,143 1.5%
Supplies 95,874 70,801 71,568 63,031 82,322 15.0%
Services 2,278,374 2,437,193 2,347,084 2,541,886 2,389,879 1.8%
Capital Outlays 315,388 8,533 33,291 71,291 55,401 66.4%
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)2,556,874 2,742,600 2,552,187 2,717,856 3,239,856 26.9%
Total Expenditure 10,166,384 9,614,180 9,933,245 9,896,699 10,911,373 9.8%
Net Change in Fund Balance 9,244 365,138 403 384,796 86,137 21271.4%
Ending Fund Balance 1,914,034 2,279,172 1,914,437 2,663,968 2,750,105
Fund Bal. 8-15 % of Revenue 18.8%22.8%19.3%25.9%25.0%Meets Policy
General Fund - Expenditures by Department
Mayor & Council 111,101 115,409 114,588 118,167 98,401 -14.1%
City Manager 423,993 302,257 327,954 342,654 352,141 7.4%
City Attorney 646,670 482,775 559,273 558,691 571,799 2.2%
Human Resources 405,604 267,926 280,567 339,165 366,604 30.7%
Planning & Development Services 1,138,415 986,951 1,067,479 1,095,266 1,073,348 0.5%
Finance Department 288,547 409,265 450,950 452,555 448,923 -0.4%
Police Administration 673,956 554,879 607,284 617,065 633,382 4.3%
Police Operations 3,100,184 2,767,472 3,012,706 2,696,698 3,108,413 3.2%
Police Training 25,929 15,777 18,646 19,146 33,646 80.4%
City Clerk 279,053 265,988 296,865 294,478 289,717 -2.4%
Contracts & Intergovernmental 586,564 750,886 650,436 736,148 676,779 4.1%
PEG Access 2,784 1,550 9,000 10,500 9,000 0.0%
Non-Departmental (inc. Transfers Out)2,483,584 2,693,043 2,537,497 2,616,166 3,228,666 27.2%
Total Expenditures 10,166,384 9,614,179 9,933,245 9,896,699 10,890,819 9.6%
City of Port Townsend
GENERAL FUND
BUDGET SUMMARY
General Fund
2022 Budget Section 3 (updated 12/06/21) - Page 5 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 182,490 185,867 185,867 201,716 201,866
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 2,877 849 - 150 150
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)500 15,000 - - 20,000
Total Revenue 3,377 15,849 - 150 20,150
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services - - - - -
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure - - - - -
Net Change in Fund Balance 3,377 15,849 - 150 20,150
Ending Fund Balance 185,867 201,716 185,867 201,866 222,016
Fund Balance 2% of GF Rev 1.8%2.0%1.9%2.0%2.0%Meets Policy
City of Port Townsend
DRUG ENFORCEMENT / CONTINGENCY FUND
BUDGET SUMMARY
Contingency Fund
2022 Budget Section 3 (updated 12/06/21) - Page 6 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 260,855 320,221 320,221 419,870 403,036
Revenues
Taxes - - - - -
Licenses & Permits 462 231 - 231 -
Intergovernmental Services 214,448 190,762 206,928 192,380 191,098 0.8%
Charges for Goods & Services 10,988 5,581 500 - - -100.0%
Fines & Penalties - - - - -
Miscellaneous Revenue 9,901 3,778 801 433 300 -88.5%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)637,395 654,100 694,625 708,518 742,525 8.3%
Total Revenue 873,194 854,453 902,854 901,562 933,923 5.5%
Expenditures
Salaries & Wages 131,172 115,865 113,226 109,000 115,308 -5.9%
Personnel Benefits 68,427 59,673 63,412 60,570 59,833 1.5%
Supplies 72,517 62,602 73,932 78,042 75,991 24.7%
Services 339,373 341,765 468,675 491,633 531,702 43.9%
Capital Outlays 27,439 - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)174,900 174,900 179,150 179,150 179,150 2.4%
Total Expenditure 813,828 754,804 898,395 918,395 961,984 21.7%
Net Change in Fund Balance 59,366 99,648 4,459 (16,833) (28,061) -116.9%
Ending Fund Balance 320,221 419,870 324,680 403,036 374,975
Fund Bal. 2-3 % of Expenditures 39.3%55.6%36.1%43.9%39.0%Meets Policy
City of Port Townsend
STREET FUND
BUDGET SUMMARY
Street Fund
2022 Budget Section 3 (updated 12/06/21) - Page 7 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 214,523 253,200 253,200 366,498 444,829
Revenues
Taxes 1,089,122 1,113,489 1,147,000 1,147,000 1,180,000 2.9%
Licenses & Permits - - - - -
Intergovernmental Services - 16,064 - 8,400 -
Charges for Goods & Services - - - - -
Fines & Penalties 1,466 189 - 226 -
Miscellaneous Revenue 57,060 19,286 1,585 2,496 250 -84.2%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 1,147,648 1,149,028 1,148,585 1,158,122 1,180,250 2.8%
Expenditures
Salaries & Wages 428,312 366,897 451,661 401,000 446,594 -1.1%
Personnel Benefits 184,749 166,255 200,914 181,800 179,462 -10.7%
Supplies 87,514 86,380 81,393 81,393 104,976 29.0%
Services 405,953 404,942 389,798 392,598 386,519 -0.8%
Capital Outlays 2,444 4,129 2,000 23,000 2,000 0.0%
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- 7,128 - - -
Total Expenditure 1,108,971 1,035,731 1,125,766 1,079,791 1,119,551 -0.6%
Net Change in Fund Balance 38,678 113,298 22,819 78,331 60,699 166.0%
Ending Fund Balance 253,200 366,498 276,019 444,829 505,528
Fund Balance 5-8% of Tax Rev.23.2%32.9%24.1%38.8%42.8%Meets Policy
City of Port Townsend
LIBRARY FUND
BUDGET SUMMARY
Library Fund
2022 Budget Section 3 (updated 12/06/21) - Page 8 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 380,285 453,932 453,932 468,588 568,888
Revenues
Taxes 577,446 522,565 509,900 610,000 550,000 7.9%
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 6,201 2,090 1,000 300 300 -70.0%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 583,648 524,656 510,900 610,300 550,300 7.7%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services - - - - -
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)510,000 510,000 510,000 510,000 534,666 4.8%
Total Expenditure 510,000 510,000 510,000 510,000 534,666 4.8%
Net Change in Fund Balance 73,648 14,656 900 100,300 15,634 1637.1%
Ending Fund Balance 453,932 468,588 454,832 568,888 584,522
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
REAL ESTATE EXCISE TAX FUND
BUDGET SUMMARY
REET
2022 Budget Section 3 (updated 12/06/21) - Page 9 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 246,909 270,864 270,864 178,656 292,923
Revenues
Taxes 564,314 339,547 324,000 420,000 441,000 36.1%
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 3,811 1,082 627 150 150 -76.1%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 568,124 340,628 324,627 420,150 441,150 35.9%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 366,964 250,053 181,133 155,883 194,187 7.2%
Capital Outlays 52,205 57,783 15,000 25,000 15,000 0.0%
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)125,000 125,000 125,000 125,000 125,000 0.0%
Total Expenditure 544,168 432,836 321,133 305,883 334,187 4.1%
Net Change in Fund Balance 23,956 (92,208) 3,494 114,267 106,963 2961.3%
Ending Fund Balance 270,864 178,656 274,358 292,923 399,886
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
LODGING TAX FUND
BUDGET SUMMARY
Lodging Tax
2022 Budget Section 3 (updated 12/06/21) - Page 10 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 4,622 7,242 7,242 7,278 7,278
Revenues
Taxes 2,403,048 15,813 20,000 7,000 4,000 -80.0%
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 3,030 36 - - -
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 2,406,077 15,848 20,000 7,000 4,000 -80.0%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 2,403,458 15,813 20,000 7,000 4,000 -80.0%
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure 2,403,458 15,813 20,000 7,000 4,000 -80.0%
Net Change in Fund Balance 2,620 36 - - -
Ending Fund Balance 7,242 7,278 7,242 7,278 7,278
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
FIRE/EMS FUND
BUDGET SUMMARY
Fire/EMS
2022 Budget Section 3 (updated 12/06/21) - Page 11 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 21,080 31,184 31,184 41,438 54,225
Revenues
Taxes 9,719 78,307 95,658 95,658 96,302 0.7%
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 386 134 91 25 100 9.9%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 10,105 78,441 95,749 95,683 96,402 0.7%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services - 3,530 31,000 21,000 31,000 0.0%
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- 64,658 61,896 61,896 105,396 70.3%
Total Expenditure - 68,188 92,896 82,896 136,396 46.8%
Net Change in Fund Balance 10,105 10,253 2,853 12,787 (39,994) -1501.8%
Ending Fund Balance 31,184 41,438 34,037 54,225 14,231
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
AFFORDABLE HOUSING FUND
BUDGET SUMMARY
Affordable Housing
2022 Budget Section 3 (updated 12/06/21) - Page 12 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 176,617 192,350 192,350 191,956 163,106
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services 16,090 10,020 10,020 40,000 11,750 17.3%
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 2,958 897 381 150 150 -60.6%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 19,048 10,918 10,401 40,150 11,900 14.4%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 3,315 11,311 69,000 69,000 20,000 -71.0%
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure 3,315 11,311 69,000 69,000 20,000 -71.0%
Net Change in Fund Balance 15,733 (394) (58,599) (28,850) (8,100) -86.2%
Ending Fund Balance 192,350 191,956 133,751 163,106 155,006
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
COMMUNITY DEVELOPMENT BLOCK GRANTS
BUDGET SUMMARY
CDBG
2022 Budget Section 3 (updated 12/06/21) - Page 13 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 101,007 116,120 116,120 233,249 234,608
Revenues
Taxes 605,129 581,684 583,428 591,999 596,499 2.2%
Licenses & Permits - - - - -
Intergovernmental Services - 44,657 - - -
Charges for Goods & Services 200,160 49,979 86,588 22,010 4,000 -95.4%
Fines & Penalties - - - - -
Miscellaneous Revenue 107,996 33,325 36,310 173,380 37,300 2.7%
Other Increases 111,527 7,700 2,000 5,600 2,000 0.0%
Other Financing Sources (inc. Transfers In)1,190,307 1,179,373 1,230,298 1,308,529 1,211,352 -1.5%
Total Revenue 2,215,119 1,896,718 1,938,624 2,101,518 1,851,151 -4.5%
Expenditures
Salaries & Wages 795,386 578,967 667,468 523,450 500,052 -25.1%
Personnel Benefits 383,002 307,532 371,537 289,775 239,403 -35.6%
Supplies 166,913 170,858 156,321 168,621 154,716 -1.0%
Services 797,822 654,251 679,777 929,125 914,410 34.5%
Capital Outlays 37,553 - - - -
Debt Service - Principal - 30,000 30,000 30,000 30,000 0.0%
Debt Service - Interest - 574 300 300 300 0.0%
Other Financing Uses (inc. Transfers Out)19,329 37,408 30,300 158,887 2,000 -93.4%
Total Expenditure 2,200,006 1,779,590 1,935,703 2,100,158 1,840,881 -4.9%
Net Change in Fund Balance 15,114 117,128 2,921 1,360 10,270 251.6%
Ending Fund Balance 116,120 233,249 119,041 234,608 244,878
Fund Bal. 2-3 % of Expenditures 5.3%13.1%6.1%11.2%13.3%Meets Policy
Community Services Fund - Expenditures by Department
City Facilities 621,778 635,815 623,098 606,931 598,937 -3.9%
Mountian View Facilities 225,572 165,507 174,201 190,850 195,101 12.0%
Parks Maintenance 715,715 538,908 604,494 764,409 601,228 -0.5%
Events - 3,410 - 1,000 -
Pool 613,596 368,902 480,485 484,988 387,190 -19.4%
Non-Departmental (inc. Transfers Out)23,345 67,047 53,425 51,980 58,425 9.4%
Total Expenditures 2,200,006 1,779,590 1,935,703 2,100,158 1,840,881 -4.9%
City of Port Townsend
COMMUNITY SERVICES FUND
BUDGET SUMMARY
Community Svs
2022 Budget Section 3 (updated 12/06/21) - Page 14 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 89,905 96,823 96,823 97,548 99,416
Revenues
Taxes 398,293 401,976 402,000 402,000 402,000 0.0%
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 7,976 1,638 237 237 237 0.0%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)1,283,900 4,060,250 1,302,467 1,303,388 1,309,180 0.5%
Total Revenue 1,690,169 4,463,864 1,704,704 1,705,625 1,711,417 0.4%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 5,800 - - 3,000 2,500
Capital Outlays - - - - -
Debt Service - Principal 895,000 3,685,896 1,054,035 1,053,485 1,087,123 3.1%
Debt Service - Interest 782,451 777,243 650,432 647,272 621,057 -4.5%
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure 1,683,251 4,463,139 1,704,467 1,703,757 1,710,680 0.4%
Net Change in Fund Balance 6,918 725 237 1,868 737 211.0%
Ending Fund Balance 96,823 97,548 97,060 99,416 100,153
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
GENERAL OBLIGATION DEBT SERVICE
BUDGET SUMMARY
G.O. Debt Service
2022 Budget Section 3 (updated 12/06/21) - Page 15 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 1,589,739 538,656 538,656 428,597 239,846
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services 147,072 - - - 1,372,000
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 70,567 - - 50 -
Other Increases 81,944 13,124 - - - -100.0%
Other Financing Sources (inc. Transfers In)247,922 291,386 95,209 1,577,411 362,308 441.3%
Total Revenue 547,505 304,510 95,209 1,577,461 1,734,308 418.0%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 29,331 65,880 34,524 34,524 24,808 -47.6%
Capital Outlays 334,354 236,830 95,209 1,417,500 201,500 498.5%
Debt Service - Principal - 60,000 - - 1,415,500 -100.0%
Debt Service - Interest - 1,742 - - - -100.0%
Other Financing Uses (inc. Transfers Out)1,234,903 50,117 409,397 314,188 95,209 526.9%
Total Expenditure 1,598,588 414,569 539,130 1,766,212 1,737,017 326.0%
Net Change in Fund Balance (1,051,083) (110,059) (443,921) (188,751) (2,709) 71.5%
Ending Fund Balance 538,656 428,597 94,735 239,846 237,137
Sufficient to Meet Obligations Meets Policy
General CIP Fund Breakdown:
2019 Change in 2020 Change in 2021 Change in 2022 Change in 2022 Ending
Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance
301 - General Capital 144,314 (47,252) 125,387 92,500 237,100
315 - 2015 Bonds (150,325) - - - -
350 - 2017 Bonds (788,575) (49,504) - (95,209) 37
355 - 2018 Bonds (256,497) (13,303) (314,138) - -
360 - 2020 Bonds - - - - -
Total (1,051,083) (110,059) (188,751) (2,709) 237,137
City of Port Townsend
GENERAL CAPITAL PROJECTS
BUDGET SUMMARY
General CIP
2022 Budget Section 3 (updated 12/06/21) - Page 16 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 262,333 100,638 100,638 (71,221) 114,775
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services 347,524 144,944 2,103,218 926,218 4,260,918 539.0%
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 27,075 362 - - - -100.0%
Other Increases 47,583 5,869 - - - -100.0%
Other Financing Sources (inc. Transfers In)926,541 673,434 78,044 78,044 570,337 -88.4%
Total Revenue 1,348,722 824,609 2,181,262 1,004,262 4,831,255 21.8%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 96,704 58,692 78,044 78,044 45,182 33.0%
Capital Outlays 1,306,549 362,724 1,897,223 740,222 4,492,586 104.1%
Debt Service - Principal 60,000 540,000 - - - -100.0%
Debt Service - Interest 9,514 23,825 - - - -100.0%
Other Financing Uses (inc. Transfers Out)37,650 11,226 - - - -100.0%
Total Expenditure 1,510,418 996,468 1,975,267 818,266 4,537,768 -17.9%
Net Change in Fund Balance (161,696) (171,859) 205,995 185,996 293,487 -208.2%
Ending Fund Balance 100,638 (71,221) 306,633 114,775 408,262
Sufficient to Meet Obligations Meets Policy
Street CIP Fund Breakdown:
2019 Change in 2020 Change in 2021 Change in 2022 Change in 2021 Ending
Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance
304 - Street Vacation Proceeds 37,308 816 - - 69,970
305 - Street Capital Fund (199,004) (172,675) 185,996 293,487 338,291
Total (161,696) (171,859) 185,996 293,487 408,261
City of Port Townsend
STREET CAPITAL PROJECTS
BUDGET SUMMARY
Street CIP
2022 Budget Section 3 (updated 12/06/21) - Page 17 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 1,499,762 1,751,793 1,797,165 1,785,705 2,049,527
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services 1,179,432 1,179,731 1,121,991 1,133,741 1,170,399 4.3%
Fines & Penalties - - - - -
Miscellaneous Revenue 36,247 8,386 4,145 10,039 1,165 -71.9%
Other Increases - 30,978 - - -
Other Financing Sources (inc. Transfers In)3,500 - - - -
Total Revenue 1,219,179 1,219,095 1,126,136 1,143,780 1,171,564 4.0%
Expenditures
Salaries & Wages 284,362 329,588 243,608 249,500 248,530 2.0%
Personnel Benefits 127,272 153,780 118,625 124,943 116,480 -1.8%
Supplies 151,714 111,368 168,824 139,645 169,000 0.1%
Services 199,512 203,565 228,601 207,180 246,903 8.0%
Capital Outlays 204,289 386,882 143,690 143,690 168,645 17.4%
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - 40,040 15,000 - -100.0%
Total Expenditure 967,148 1,185,183 943,388 879,958 949,558 0.7%
Net Change in Fund Balance 252,031 33,912 182,748 263,822 222,006 21.5%
Ending Fund Balance 1,751,793 1,785,705 1,979,913 2,049,527 2,271,533
Sufficient to Meet Obligations Meets Policy
ERR Fund Breakdown:
2019 Change in 2020 Change in 2021 Change in 2022 Change in 2022 Ending
Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance
500 - ERR Fleet Replacement 155,970 (8,961) 199,543 222,467 2,068,781
510 - ERR Fleet O&M 66,773 11,943 32,064 (461) 110,319
520 - ERR I.T. O&M 21,949 (2,123) 32,215 - 52,041
525 - ERR I.T. Replacement 7,338 33,053 - - 40,391
Total 252,030 33,912 263,822 222,006 2,271,532
-
City of Port Townsend
EQUIPMENT RENTAL & REPLACEMENT FUND
BUDGET SUMMARY
ERR (Internal
Service Fund)
2022 Budget Section 3 (updated 12/06/21) - Page 18 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 27,728 12,219 6,252 6,252 4,667
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 8,653 6,936 7,213 9,200 7,200 -0.2%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - 10,000
Total Revenue 8,653 6,936 7,213 9,200 17,200 138.5%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies 3,961 1,691 1,500 1,500 10,000 566.7%
Services 20,201 11,212 9,285 9,285 10,398 12.0%
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure 24,162 12,903 10,785 10,785 20,398 89.1%
Net Change in Fund Balance (15,509) (5,967) (3,572) (1,585) (3,198) -10.5%
Ending Fund Balance 12,219 6,252 2,680 4,667 1,469
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
GOLF COURSE FUND
BUDGET SUMMARY
Golf Course
2022 Budget Section 3 (updated 12/06/21) - Page 19 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 912,674 970,680 1,105,953 1,105,953 1,144,510
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services 391,516 377,986 308,500 460,000 367,440 19.1%
Fines & Penalties - - - - -
Miscellaneous Revenue 15,145 4,595 1,814 800 1,814 0.0%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 406,661 382,581 310,314 460,800 369,254 19.0%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services - - - - -
Capital Outlays - - - - -
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)348,655 247,309 567,424 422,243 770,000 35.7%
Total Expenditure 348,655 247,309 567,424 422,243 770,000 35.7%
Net Change in Fund Balance 58,006 135,273 (257,110) 38,557 (400,746) 55.9%
Ending Fund Balance 970,680 1,105,953 848,843 1,144,510 743,764
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
SYSTEM DEVELOPMENT CHARGES
BUDGET SUMMARY
SDCs
2022 Budget Section 3 (updated 12/06/21) - Page 20 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 2,160,229 2,585,369 2,585,369 3,049,473 2,083,101
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - 931 - - -
Charges for Goods & Services 6,708,661 6,494,639 6,832,674 6,835,798 7,036,335 3.0%
Fines & Penalties - - - - -
Miscellaneous Revenue 125,690 114,439 99,750 90,250 92,250 -7.5%
Other Increases - 903 - - -
Other Financing Sources (inc. Transfers In)1,143,775 1,177,755 1,249,801 1,284,801 2,667,554 113.4%
Total Revenue 7,978,126 7,788,668 8,182,225 8,210,849 9,796,139 19.7%
Expenditures
Salaries & Wages 1,508,635 1,523,578 1,538,774 1,564,293 1,593,640 3.6%
Personnel Benefits 750,142 740,230 782,529 771,321 746,326 -4.6%
Supplies 388,355 399,652 439,108 423,308 469,397 6.9%
Services 2,900,192 2,959,117 3,671,337 3,505,024 3,704,995 0.9%
Capital Outlays 276,717 129,759 100,700 700 156,700 55.6%
Debt Service - Principal 1,202,988 1,155,754 1,227,810 1,227,810 1,185,416 -3.5%
Debt Service - Interest 154,032 143,770 170,827 173,777 159,586 -6.6%
Other Financing Uses (inc. Transfers Out)371,925 272,704 370,488 1,510,988 1,037,948 180.2%
Total Expenditure 7,552,986 7,324,564 8,301,573 9,177,221 9,054,008 9.1%
Net Change in Fund Balance 425,139 464,104 (119,348) (966,372) 742,131 -721.8%
Ending Fund Balance 2,585,369 3,049,473 2,466,021 2,083,101 2,825,232
60 Days of Operating Expenses 125 152 108 83 114 Meets Policy
Water Sewer Fund - Expenditures by Department
Utility Billing 496,598 518,629 630,862 576,782 602,155 -4.6%
Water Disribution 2,343,271 2,223,368 2,351,757 2,247,834 2,504,710 6.5%
Water Quality / WTF 1,827,629 1,879,535 2,029,666 2,034,297 2,112,148 4.1%
Wastewater Treatment 1,443,972 1,481,480 1,710,385 1,500,190 2,301,326 34.6%
Wastewater Collection 969,440 769,048 1,036,197 855,427 1,000,981 -3.4%
Biosolids 472,077 452,504 542,706 547,190 532,688 -1.8%
Non-Departmental (inc. Transfers Out)- - - 1,415,500 -
Total Expenditures 7,552,986 7,324,564 8,301,573 9,177,221 9,054,008 9.1%
City of Port Townsend
WATER/SEWER OPERATIONS
BUDGET SUMMARY
Water Sewer Op
2022 Budget Section 3 (updated 12/06/21) - Page 21 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 2,315,963 2,855,710 2,855,710 3,101,984 3,280,089
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services 400,230 - - 50,000 90,000
Charges for Goods & Services 1,240,858 1,355,769 1,461,329 1,461,329 1,461,329 0.0%
Fines & Penalties - - - - -
Miscellaneous Revenue 245,268 14,240 8,062 1,900 961,500 11826.3%
Other Increases 118,589 30,000 30,000 30,000 30,000 0.0%
Other Financing Sources (inc. Transfers In)720,580 2,657,324 2,018,212 552,881 2,802,773 38.9%
Total Revenue 2,725,526 4,057,333 3,517,603 2,096,110 5,345,602 52.0%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services 107,081 182,365 82,882 82,882 72,309 -12.8%
Capital Outlays 679,286 515,626 1,926,424 521,243 3,798,525 97.2%
Debt Service - Principal 52,632 1,915,132 52,632 52,632 52,632 0.0%
Debt Service - Interest 58,706 51,218 1,447 1,447 1,316 -9.1%
Other Financing Uses (inc. Transfers Out)***1,288,073 1,146,718 1,974,801 1,259,801 2,227,579 12.8%
Total Expenditure 2,185,779 3,811,059 4,038,186 1,918,005 6,152,361 52.4%
Net Change in Fund Balance 539,747 246,274 (520,583) 178,105 (806,759) 55.0%
Ending Fund Balance 2,855,710 3,101,984 2,335,127 3,280,089 2,473,330
Sufficient to Meet Obligations Meets Policy
Water/Sewer CIP Fund Breakdown:
2019 Change in 2020 Change in 2021 Change in 2022 Change in 2022 Ending
Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance
415 - Water / Sewer CIP 81,675 51,859 20,000 (24,895) 77,449
417 - 1956 Trans Line Fund (30,965) (57,969) (44,923) (267,114) 318,206
419 - 1978 Revenue Bond Fund - - - - -
420 - 2020 Revenue Bond Fund - - - - -
430 - Utility Debt Reserve Fund 446,746 252,384 203,028 (514,750) 2,077,674
Total 497,456 246,274 178,105 (806,759) 2,473,329
*** Operating Transfers include funding Water Capital Debt Service in the Water / Sewer Operating Fund
City of Port Townsend
WATER/SEWER CAPITAL
BUDGET SUMMARY
Water Sewer CIP
2022 Budget Section 3 (updated 12/06/21) - Page 22 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 166,388 175,681 175,681 429,869 678,954
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services 943,539 1,085,481 1,119,788 1,142,184 1,150,182 2.7%
Fines & Penalties - - - - -
Miscellaneous Revenue 2,874 1,181 724 300 300 -58.6%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 946,413 1,086,662 1,120,512 1,142,484 1,150,482 2.7%
Expenditures
Salaries & Wages 242,648 209,728 203,410 189,815 206,000 1.3%
Personnel Benefits 123,163 103,825 111,753 98,730 104,762 -6.3%
Supplies 39,738 39,076 44,188 39,188 39,468 -10.7%
Services 331,281 340,790 445,923 415,291 423,850 -4.9%
Capital Outlays - 1,661 - - 16,000
Debt Service - Principal 34,593 46,399 47,792 47,791 49,225 3.0%
Debt Service - Interest 46,768 34,962 33,571 33,570 32,137 -4.3%
Other Financing Uses (inc. Transfers Out)118,928 56,033 275,864 69,014 329,035 19.3%
Total Expenditure 937,120 832,475 1,162,501 893,399 1,200,477 3.3%
Net Change in Fund Balance 9,293 254,188 (41,989) 249,085 (49,995) 19.1%
Ending Fund Balance 175,681 429,869 133,692 678,954 628,959
60 Days of Operating Expenses 68 188 42 277 191 Meets Policy
City of Port Townsend
STORMWATER OPERATIONS
BUDGET SUMMARY
Stormwater
2022 Budget Section 3 (updated 12/06/21) - Page 23 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 1,776 (10,580) (10,580) (188,183) 4,320
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - 69,785 230,215 230,215 - -100.0%
Charges for Goods & Services - - - - -
Fines & Penalties - - - - -
Miscellaneous Revenue 429 - 480,000 480,000 - -100.0%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)374,199 483,120 781,656 591,656 312,185 -60.1%
Total Revenue 374,628 552,905 1,491,871 1,301,871 312,185 -79.1%
Expenditures
Salaries & Wages - - - - -
Personnel Benefits - - - - -
Supplies - - - - -
Services - - 9,014 9,014 22,185 146.1%
Capital Outlays 276,157 449,010 1,290,354 1,065,354 290,000 -77.5%
Debt Service - Principal 108,000 270,000 - - -
Debt Service - Interest 2,826 11,499 - - -
Other Financing Uses (inc. Transfers Out)- - - 35,000 -
Total Expenditure 386,983 730,509 1,299,368 1,109,368 312,185 -76.0%
Net Change in Fund Balance (12,355) (177,603) 192,503 192,503 - -100.0%
Ending Fund Balance (10,580) (188,183) 181,923 4,320 4,320
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
STORMWATER CAPITAL
BUDGET SUMMARY
Stormwater CIP
2022 Budget Section 3 (updated 12/06/21) - Page 24 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs
2021 Adopted
Beginning Fund Balance 28,847 48,101 48,101 53,403 69,695
Revenues
Taxes - - - - -
Licenses & Permits - - - - -
Intergovernmental Services - - - - -
Charges for Goods & Services 526,602 477,425 509,669 509,669 540,445 6.0%
Fines & Penalties - - - - -
Miscellaneous Revenue 1,344 822 121 60 60 -50.4%
Other Increases - - - - -
Other Financing Sources (inc. Transfers In)- - - - -
Total Revenue 527,946 478,247 509,790 509,729 540,505 6.0%
Expenditures
Salaries & Wages 306,614 269,179 304,487 305,500 309,998 1.8%
Personnel Benefits 114,108 108,620 127,568 117,425 116,678 -8.5%
Supplies 2,230 3,324 2,893 2,893 4,413 52.5%
Services 85,740 90,161 74,219 67,619 108,857 46.7%
Capital Outlays - 1,661 500 - 500 0.0%
Debt Service - Principal - - - - -
Debt Service - Interest - - - - -
Other Financing Uses (inc. Transfers Out)- - - - -
Total Expenditure 508,692 472,945 509,667 493,437 540,446 6.0%
Net Change in Fund Balance 19,254 5,303 123 16,292 59 -52.0%
Ending Fund Balance 48,101 53,403 48,224 69,695 69,754
Sufficient to Meet Obligations Meets Policy
City of Port Townsend
PUBLIC WORKS ADMINISTRATION
BUDGET SUMMARY
PW Admin (Internal
Service Fund)
2022 Budget Section 3 (updated 12/06/21) - Page 25 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs 2021 Adopted
Beginning Fund Balance 159,548 55,593 55,593 131,823 207,363
Revenues
Taxes 31 - - - - -
Licenses & Permits 32 - - - - -
Intergovernmental Services 33 - - - - -
Charges for Goods & Services 34 778,244 808,438 1,102,493 901,493 1,259,867 14.3%
Fines & Penalties 35 - - - - -
Miscellaneous Revenue 36 2,299 776 192 100 100 -47.9%
Other Increases 38 - - - - - Other Financing Sources (inc. Transfers In)39 - - - - -
Total Revenue 780,543 809,214 1,102,685 901,593 1,259,967 14.3%
Expenditures
Salaries & Wages 1 492,174 402,244 468,849 457,000 546,729 16.6%
Personnel Benefits 2 218,787 175,089 201,432 196,229 229,746 14.1%
Supplies 3 7,926 5,912 6,928 6,928 8,315 20.0%
Services 4 156,484 149,739 174,696 164,396 180,338 3.2%
Capital Outlays 6 9,127 - 1,500 1,500 12,500 733.3%
Debt Service - Principal 7 - - - - -
Debt Service - Interest 8 - - - - -
Other Financing Uses (inc. Transfers Out)0 - - - - -
Total Expenditure 884,498 732,983 853,405 826,053 977,628 14.6%
Net Change in Fund Balance (103,956) 76,231 249,280 75,540 282,339 13.3%
Ending Fund Balance 55,593 131,823 304,873 207,363 489,702 Sufficient to Meet Obligations Meets Policy
City of Port TownsendENGINEERING FUND
BUDGET SUMMARY
Engineering
Internal Service Fund
2022 Budget Section 3 (updated 12/06/21) - Page 26 of 28
2019 2020 2021 2021 2022 Increase/Decrease
Actual Actual Adopted Supplemental Proposed 2022 Proposed vs 2021 Adopted
Beginning Fund Balance 25,077 25,474 25,474 25,590 25,615
Revenues
Taxes 31 - - - - -
Licenses & Permits 32 - - - - -
Intergovernmental Services 33 - - - - -
Charges for Goods & Services 34 - - - - -
Fines & Penalties 35 - - - - -
Miscellaneous Revenue 36 397 116 65 25 - -100.0%
Other Increases 38 - - - - - Other Financing Sources (inc. Transfers In)39 668 72,492 103,540 34,000 - -100.0%
Total Revenue 1,065 72,609 103,605 34,025 - -100.0%
Expenditures
Salaries & Wages 1 - - - - -
Personnel Benefits 2 668 72,492 103,540 34,000 - -100.0%
Supplies 3 - - - - -
Services 4 - - - - -
Capital Outlays 6 - - - - -
Debt Service - Principal 7 - - - - -
Debt Service - Interest 8 - - - - -
Other Financing Uses (inc. Transfers Out)0 - - - - -
Total Expenditure 668 72,492 103,540 34,000 - -100.0%
Net Change in Fund Balance 397 116 65 25 - -100.0%
Ending Fund Balance 25,474 25,590 25,539 25,615 25,615 Sufficient to Meet Obligations Meets Policy
City of Port TownsendUNEMPLOYMENT RESERVE FUND
BUDGET SUMMARY
Unemployment Internal
Service Fund
2022 Budget Section 3 (updated 12/06/21) - Page 27 of 28
LEOFF 1 2019 2020 2021 2021 2022 Increase/Decrease
Fiduciary Fund Actual Actual Adopted Supplemental Proposed 2022 Proposed vs 2021 Adopted
Beginning Fund Balance 246,381 258,871 258,871 277,705 296,800
Revenues
Taxes 31 - - - - -
Licenses & Permits 32 - - - - -
Intergovernmental Services 33 - - - - -
Charges for Goods & Services 34 - - - - -
Fines & Penalties 35 - - - - -
Miscellaneous Revenue 36 4,064 1,211 670 200 - -100.0%
Other Increases 38 - - - - - Other Financing Sources (inc. Transfers In)39 34,235 34,235 34,235 34,235 34,235 0.0%
Total Revenue 38,299 35,446 34,905 34,435 34,235 -1.9%
Expenditures
Salaries & Wages 1 3,648 2,062 2,803 1,500 202 -92.8%
Personnel Benefits 2 20,309 13,326 25,000 12,500 25,000 0.0%
Supplies 3 - - - - -
Services 4 1,852 1,224 1,340 1,340 1,360 1.5%
Capital Outlays 6 - - - - -
Debt Service - Principal 7 - - - - -
Debt Service - Interest 8 - - - - -
Other Financing Uses (inc. Transfers Out)0 - - - - -
Total Expenditure 25,809 16,612 29,143 15,340 26,562 -8.9%
Net Change in Fund Balance 12,490 18,834 5,762 19,095 7,673 33.2%
Ending Fund Balance 258,871 277,705 264,633 296,800 304,473 Sufficient to Meet Obligations Meets Policy
City of Port TownsendFIREMEN'S PENSION FUND
BUDGET SUMMARY
2022 Budget Section 3 (updated 12/06/21) - Page 28 of 28
CITY OF PORT TOWNSEND, WASHINGTON 2022 CAPITAL PLAN
The City develops a six-year Capital Improvement Plan (CIP) at least once every 2
years consistent with the requirements of the Growth Management Act. The last six-
year Capital Improvement Plan was adopted in 2020 for the years 2021 – 2026. The
six-year Capital Improvement Plan will be updated in 2022 for the years 2023-2028.
This plan includes capital projects that add new infrastructure to the City and those that
replace and improve aging City infrastructure. The most significant capital projects
planned in 2022 or those already underway are described below with project budget
summaries to follow:
Transportation Projects
The City is currently developing a Comprehensive Streets Program to prioritize and
develop strategies to address the back-log of street maintenance needs. This will
continue an aggressive grant program to help fund transportation improvements. The
following two improvement projects are currently underway.
•Discovery Road Bikeway, Roadway and Sidewalk Project includes the planning,
design and construction of a sidewalk on both sides of the street, a bicycle
pathway on the south side of Discovery Road from Rainier Street to McClellan
Street, along with stormwater improvements and reconstruction of the existing
failed pavement. The project is funded by a Federal Surface Transportation
Program (STP) grant, a State grant through WSDOT’s Pedestrian & Bicycle
Safety Program, Federal Surface Transportation Block Grant funds, a State of
Washington Transportation Improvement Board grant, and City matching funds.
The City went through a public stakeholder process for establishing the project
design features in 2021. Construction is planned in 2022.
•The City secured STBG funds in 2021 to support the WSDOT Kearny Street
Roundabout Project. These funds are intended to make improvements to City
streets that abut the WSDOT project and enhance pedestrian and bicycle safety
with additional project features.
Banked Capacity Projects
The City Council approved increasing the property tax levy rate to fund approximately
$600,000 of parks and streets capital needs. Based on fiscal sustainability principles,
the backlog of maintenance challenges, and the goal of making improvements that met
a number of key criteria outlined below, the following projects were prioritized. These
projects will be initiated in 2022 and completed by 2023 in anticipation of the possibility
of continuing to levy additional funding for the backlog of capital needs in streets and
parks.
2022 Budget Section 4 - Page 1 of 25
Banked Capacity Criteria Scoring for Transportation
2022 Banked Capacity Projects
2022 Budget Section 4 - Page 2 of 25
Wastewater Project
Several projects are planned in 2022 to improve the City’s wastewater system. These
projects include
• General Sewer Plan update and Nutrient Study. These two projects address the
future of the wastewater system in order to prioritize investment in the system.
This includes analyzing what upgrades are needed at the Wastewater Treatment
Plant to address the forthcoming required reduction of nutrient discharges.
• The City will be rehabilitating the Gaines Street Lift Station in 2022. The project
ensures that this critical sewer pump station is functional for the next 20 years by
rehabilitating the wet well and associated pipes.
• The City is working through the permitting phase of replacing the Wastewater
Treatment Plant outfall. Construction is anticipated in 2023 or 2024.
Water Projects
The City will be working on the following water system improvements in 2022.
• Installation water meters on the Olympic Gravity Water System to support the
new Mill agreement.
• The east dam of Lords Lake will be upgraded to address seismic stability
concerns. In 2022, an engineering study of the dam will assess the scope of the
work necessary.
• The golf course well is a conservation project to support irrigation of the golf
course. This project was designed in 2021 and will be completed in 2022.
• Ahead of the SR 20/Mill Road Roundabout Project, the City will install carrier
pipes across SR20 to allow for extension of water and sewer lines across the
highway.
• The 1 million gallon steel reservoir (standpipe) is in need of repainting. Design
will occur in 2022 with construction in 2023.
Facilities Projects
The Port Townsend Library annex needs window replacement and rehabilitation of the
restrooms. These projects are anticipated to be completed in 2022.
Affordable Housing Project
While this project is not technically capital for the City, an affordable housing support
project is underway utilizing State grant funds. These grant funds will allow the City to
purchase property to be used for affordable and workforce housing as well as to expand
the City’s utilities to ensure adequate service to support housing development.
2022 Budget Section 4 - Page 3 of 25
Economic Development Projects
The City partnered with the Port of Port Townsend and the Jefferson County PUD to
secure Jefferson County Public Infrastructure Funds for a project that achieves multiple
objectives, primarily for safety and economic development. Approximately $1.6 million
of Port, PUD, and grant funds will expand the Boat Haven Boat Yard and underground
the transmission power lines. This project will impact the Flats District and poplar trees
along Sims Way. The City is contributing $100,000 along with grant funds to replace
the poplars and support the installation of a path along SR 20.
2021 Completed Projects
The Rainier Corridor Regional Stormwater project was constructed and completed in
2021. The project was augmented by $480,000 of funding from a housing developer
which enabled an increase in the stormwater pond size. The project was funded by the
Washington State Community Economic Revitalization Board (CERB) as well as the
Jefferson County Public Infrastructure Funding Board.
2022 Budget Section 4 - Page 4 of 25
Library Windows Estimate
Project Description
Revenue Project Budget Prior Year
Revenues
2022 Budget General
Government
2023 Budget Total Revenues Actuals To Date
Bond Fund Transfer In 62,209$ 62,209 62,209
REET or ARPA 7,791$ 7,791 - 7,791
-
-
Total Revenue 70,000$ - 70,000 - 62,209 7,791
Expense Prior Year
Expenditures
2022 Budget General
Government
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 67,500$
67,500 67,500
Project Management
Design
Admin 2,500$ 2,500 2,500
Inspection
Subtotal 2,500$
Project Contingency
-$
Total Expense 70,000$ - 70,000 - 70,000 -
Excess (Deficit)-$
The 1989 additon to the Port Townsend Library has windows with frames that are beginning to rot due to moisture intrusion and window failure. This project replaces the
windows for this portion of the library. The source of funds for this project are bond revenues as well as ARPA funds.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 5 of 25
Library Restrooms Estimate
Project Description
Revenue Project Budget Prior Year
Revenues
2022 Budget General
Government
2023 Budget Total Revenues Actuals To Date
General Government 33,000$ 33,000 33,000
-
Total Revenue 33,000$ - 33,000 - 33,000 -
Expense Prior Year
Expenditures
2022 Budget General
Government
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 30,500$ 30,500 30,500
Project Management
Design
Admin 2,500$ 2,500 2,500
Inspection
Subtotal 2,500$ -
Project Contingency
-$
Total Expense 33,000$ - 33,000 - 33,000 -
Excess (Deficit)-$
The library restrooms in the 1989 addition to the Library are in need of rehabilitating. The project includes: demolishing and replacing all fixtures, toilet partitions, all toilet
accessories and finishes. Also included is: painting, tile removal, and rot repair in Men’s and Women’s restrooms. The source of funds for this project are bond revenue as
well as ARPA funds.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 6 of 25
Chetzemoka Kitchen Shelter Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget 2023 Budget Total Revenues Actuals To Date
General Government Transfer In 50,000$ 7,500 42,500 50,000 -
Donations 50,000$ 50,000 50,000 -
-
Total Revenue 100,000$ - 7,500 92,500 100,000 -
Expense 2022 Expenditures 2022 Budget
Street
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting
- -
-
Subtotal -$ -
Construction 92,500$
92,500 92,500
Project Management -
Design -
Admin 7,500$ 7,500 7,500
Inspection -
Subtotal 7,500$ - -
Project Contingency -
-$ -
Total Expense 100,000$ - 7,500 92,500 100,000 -
Excess (Deficit)-$
The Chetzemoka Kitchen Shelter is currently closed due to failing structural elements. The roof was rebuilt in recent years; however, the remaining elements of this historic
structure need to be rehabilitated. This project uses a combination of banked capacity and a donation for Chetzemoka Park as revenue to fund the project.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 7 of 25
Parks Kiosks and Signs
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget General
Government
Total Revenues Actuals To Date
General Government Transfer In 61,000$ 61,000 61,000 -
- -
-
-
Total Revenue 61,000$ - 61,000 61,000 -
Expense 2022 Expenditures 2022 Budget General
Government
Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 58,000$
58,000 58,000
Project Management
Design
Admin 3,000$ 3,000 3,000
Inspection .
Subtotal 3,000$ -
Project Contingency
-$
Total Expense 61,000$ - 61,000 61,000 -
Excess (Deficit)-$
The Port Townsend 31 mile trail system does not generally have location identification signs. Additionally, all City parks, with the exception of
Chetzemoka, do not have kiosks for information and map display. THis project will install kiosks at all the parks and key trailhead as well as trail
wayfinding signs. This project is made possible with banked capacity funding.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 8 of 25
Bishop Playground Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget General
Government
Total Revenues Actuals To Date
General Government Transfer In 30,000$ 30,000 30,000 -
- -
-
-
Total Revenue 30,000$ - 30,000 30,000 -
Expense 2022 Expenditures 2022 Budget General
Government
Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 28,500$ 28,500 28,500
Project Management
Design
Admin 1,500$ 1,500 1,500
Inspection
Subtotal 1,500$ -
Project Contingency
-$
Total Expense 30,000$ - 30,000 30,000 -
Excess (Deficit)-$
Bishop Play Park is a relatively new park serving the neighborhood where many youth live. This project provides a new swing set for Bishop Play Park.
Banked capacity funds make this project possible.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 9 of 25
Pacific Spruce Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Street
2022 Budget
Water
2022 Budget
Sewer
2022 Budget
Storm
2023 Budget Total Revenues Actuals To Date
Street Transfer In General Fund 87,881$ 15,000 72,881 87,881 -
Water 75,000$ 75,000 75,000 -
Sewer 60,000$ 60,000 60,000
Stormwater 25,000$ 25,000 25,000
Total Revenue 247,881$ - 15,000 75,000 60,000 25,000 72,881 247,881 -
Expense 2022 Actual
Expenditures
2022 Budget
Street
2022 Budget
Water
2022 Budget
Sewer
2022 Budget
Storm
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 200,881$
60,000 49,000 19,000 72,881 200,881
Project Management
Design 37,500$ 10,000 12,500 10,000 5,000 37,500
Admin 9,500$ 5,000 2,500 1,000 1,000 9,500
Inspection -
Subtotal 47,000$ - -
Project Contingency -
-$
Total Expense 247,881$ - 15,000 75,000 60,000 25,000 72,881 247,881 -
Excess (Deficit)-$
Pacific Street is currently a gravel street. The street also is part of the Valley Trail leading from Kah Tai to Fort Worden. This project includes the construction of a 16’ wide asphalt shared-use street on Pacific Avenue between
Tremont Street and Cedar Street. This will connect to and pave the Spruce Street trail easement between Cedar Street and Center Street. Banked capcaity funds make this project possible.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 10 of 25
9th St Sidewalk Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Street
2023 Budget Total Revenues Actuals To Date
Street Transfer In General Fund 227,500$ 35,000 192,500 227,500 -
- -
-
Total Revenue 227,500$ - 35,000 192,500 227,500 -
Expense 2022 Actual
Expenditures
2022 Budget
Street
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting
Subtotal -$
Construction 182,500$
182,500 182,500
Project Management
Design 35,000$ 30,000 5,000 35,000
Admin 10,000$ 5,000 5,000 10,000
Inspection
Subtotal 45,000$
Project Contingency
-$
Total Expense 227,500$ - 35,000 192,500 227,500 -
Excess (Deficit)-$
This project constructs a 6’ wide sidewalk on 9th Street between McPherson Street and the recently finished Complete Streets sidewalk which ends at Hancock Street and
connects to Sheridan Street. This project will connect the business park to Sheridan serving pedestrians in the neighborhood with a continuous sidewalk. Banked
Capacity funding makes this project possible.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 11 of 25
ADA Lawrence St Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Street
2022 Budget
Storm
2023 Budget Total Revenues Actuals To Date
Street Transfer In General Fund 60,000$ 60,000 60,000
Storm 15,000$ 15,000 15,000
Total Revenue 75,000$ - 60,000 15,000 - 75,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Street
2022 Budget
Storm
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting
Subtotal -$
Construction 50,000$
38,000 12,000 50,000
Project Management
Design 17,500$ 15,000 2,500 17,500
Admin 2,500$ 2,000 500 2,500
Inspection 5,000$ 5,000 5,000
Subtotal 25,000$
Project Contingency
-$
Total Expense 75,000$ - 60,000 15,000 - 75,000 -
Excess (Deficit)-$
The Lawrence ADA project provides for improved accessibility to the existing sidewalk network. This project is a high priority for DASH and the City given the intensity of pedestrian activitng in
the center of Uptown and proximity to Farmers Market. This project is made possible with revenues from banked capacity.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 12 of 25
Kearney St Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Street
2023 Budget Total Revenues Actuals To Date
STBG Funds 433,548$ 108,125 325,240 433,365 -
REET 67,664$ 16,875 50,760 67,635 -
-
Total Revenue 501,212$ - 125,000 376,000 501,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Street
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 100,000$
Consultant (Funds Transfer to WSDOT)100,000 100,000 -
-
Subtotal -$
Construction 376,000$
376,000 376,000
Project Management
Design
Admin 25,000$ 25,000 25,000
Inspection
Subtotal 25,000$ -
Project Contingency 212$ 212 212
-$
Total Expense 501,212$ - 125,000 376,212 501,212 -
Excess (Deficit)-$
WSDOT is replacing signals at Mill Road/SR20 and Kearney/SR20 with compact roundabouts at each location. The City secured Federal Surface Transportation Block
Grant funds through a competive process adminstered by Jefferson County. The funds will be used to enhance the WSDOT project with improved pedestrian and bike
facilities as well as work on the roundabout approaches. The project was approved by the City Council on August 16, 2021.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 13 of 25
Poplar Tree Replacement
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Street
2023 Budget Total Revenues Actuals To Date
General Funds Transfer In 100,000$ 100,000 100,000 -
Parks & Street Op Funds - In-kind 85,000$ 85,000 85,000 -
PIF 185,000$ 185,000 185,000
Total Revenue 370,000$ - 100,000 270,000 370,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Street
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 100,000$
Consultant 100,000 100,000 -
-
-
Subtotal -$
Construction 265,000$
265,000 265,000
Project Management 5,000$
Design
Admin 5,000 5,000
Inspection
Subtotal -$ -
Project Contingency
-$
Total Expense 370,000$ - 100,000 270,000 370,000 -
Excess (Deficit)-$
The PUD, Port of Port Townend, and the City are partnering to address safety issues associated with the poplar trees along Sims Way. Safety concerns are primarily related
to the trees' proximity to overhead powerlines. This project also is an economic development project providing for the expansion of Boat Haven Boat Yard and preventing
retraction of the boat yard due to safety risks around powerline and sailboat mast interference. The City's part of the project is to replace the poplar trees with a more
appropriate tree type. Additionally, this project will address the long term need to remove poplars on the Kah Tai side of Sims Way due to impacts on the natural area. The
cost to replace the Kah Tai trees is $200,000 and the the replacement of the trees on the boat haven side is $170,000. The City intends on using inkind match for a portion
of the project.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 14 of 25
Discovery Road
Project Description
Revenue Project Budget Prior Year
Revenues
2022 Actual
Revenues
2022 Budget
Street
2022 Actual
Revenues
2022 Budget Water 2022 Actual
Revenues
2022 Budget
Sewer
2022 Actual
Revenues
2022 Budget
Storm
Total Revenues Actuals To Date
TIB - UAP 2,629,618$ 78,485 2,551,133 2,629,618
WSDOT 1,442,082$ - 1,442,082 1,442,082
STP 621,515$ 461,937 159,578 621,515
Local - Street Funds 270,000$ 270,000 270,000
Water SDC 180,000$ - 180,000 180,000 Sewer SDC 180,000$ - 180,000 180,000 Storm Transfer In 250,000$ - 250,000 250,000 -
Total Revenue 5,573,215$ 810,422 - 4,152,793 - 180,000 - 180,000 - 250,000 5,573,215 -
Expense Prior Year
Expenditures
2022 Actual
Expenditures
2022 Budget
Street
2022 Actual
Expenditures
2022 Budget Water 2022 Actual
Expenditures
2022 Budget
Sewer
2022 Actual
Expenditures
2022 Budget
Storm
Total Expenditures Actuals to Date
Design Engineering / Permitting 620,500$ SCJ 621,209$ 621,209 621,209
Misc 1,286 1,286
-
-
Subtotal 621,209$ -
Construction 4,252,715$
3,542,714 150,000 160,000 180,000 3,932,715
Consultant Engineering 270,000 50,000 320,000
Project Management 480,000$ -
Design -
Admin 283,133 126,867 20,000 10,000 20,000 410,000 Inspection 10,000 10,000 70,000 Subtotal - Project Contingency 220,000$ 218,005 218,005
-$ -
Total Expense 5,573,215$ 905,629 - 4,157,586 - 180,000 - 180,000 - 250,000 5,573,215 -
Excess (Deficit)-$
The Discovery Road Project includes constructing a bicycle way, sidewalks, and curb ramps between the roundabout at Rainier Street and McClellan Street near Salish Coast Elementary School. The project will completely rebuild the failing pavement as
well. The City received several grants to fund this large project. Discovery Road is an important arterial street connecting SR20 to Fort Worden. The City and stakeholders evaluated options for this project in the spring of 2021. City Council approved the
concept design on May 17, 2021. Construction is anticipated in summer 2022.
1025 - $4,565,500 6033 - $180,000 7033 - $180,000 8017 - $250,000
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 15 of 25
Golf Course Well Estimate
Project Description
Revenue Project Budget Prior Year
Revenues
2022 Actual
Revenues
2022 Budget
Water
2023 Budget Total Revenues Actuals To Date
Water Operating Transfer In 218,784$ 68,784 150,000 218,784 68,784
- -
-
-
Total Revenue 218,784$ 68,784 - f - 218,784 68,784
Expense Prior Year
Expenditures
2022 Actual
Expenditures
2022 Budget
Water
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 14,000$
Quadra 12,908$ -
-
Misc 964$ -
-
Subtotal 13,872$ 13,872 13,872 13,872
Construction 199,784$ -
Well pump 24,784$ 24,784 24,784 24,784
Pump panel 30,000$ 30,000 30,000 30,000
Assembly Contract 145,000$ 145,000 145,000
-
Project Management -
Design -
Admin 5,000$ 5,000 5,000 -
Inspection -
Subtotal 5,000$ -
Project Contingency -
-$ -
Total Expense 218,784$ 68,656 - 150,000 - 218,656 68,656
Excess (Deficit)-$
The Golf Course currently uses domestic water for irrgation water. This is a costly use of domestic water and therefore, the city drilled a well at the Golf Course for irrigation purposes. This
project equips the well with a pump and controls. The pump and controls will serve as a small back up source of water should it be needed.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 16 of 25
1 MG Standpipe Coating Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Water
2023 Budget Total Revenues Actuals To Date
Water Operating Transfer In 850,000$ 150,000 700,000 850,000 -
- -
-
-
Total Revenue 850,000$ - 150,000 700,000 850,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Water
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting 140,000$
Consultant 140,000 140,000 -
Subtotal -$
Construction 690,000$
690,000 690,000
Project Management 20,000$
Design 10,000 10,000 20,000
Admin
Inspection
Subtotal -$ -
Project Contingency
-$
Total Expense 850,000$ - 150,000 700,000 850,000 -
Excess (Deficit)-$
The 1-million gallon steel standpipe needs periodic repainting to preserve the structure. The tank has not been recoated since it was constructed in 1995. Engineering and
design for painting and corrosion protection is scheduled for 2022 and repainting in 2023. The project will require taking the standpipe offline for approximately 2 months
to sandblast and recoat the tank.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 17 of 25
Mill Road Crossing Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Water
2022 Budget
Sewer
2023 Budget Total Revenues Actuals To Date
Water SDC 100,000$ 100,000 100,000 -
Sewer SDC 100,000$ 100,000 100,000 -
-
-
Total Revenue 200,000$ - 100,000 100,000 - 200,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Water
2022 Budget
Sewer
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 157,500$
80,000 77,500 157,500
Project Management
Design 30,000$ 15,000 15,000 30,000
Admin 5,000$ 2,500 2,500 5,000
Inspection 7,500$ 2,500 5,000 7,500
Subtotal 42,500$ -
Project Contingency
-$
Total Expense 200,000$ - 100,000 100,000 - 200,000 -
Excess (Deficit)-$
The City needs to cross SR20 at Mill Road with both water and sewer utilities. The City would like to install the water and sewer infrastructure before WSDOT builds a roundabout at this
intersection. The project will consist of installing up to 3 carrier pipes across SR20.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 18 of 25
OGWS Master Meters Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Water
2023 Budget Total Revenues Actuals To Date
Water - OGWS 155,000$ 150,000 5,000 155,000 -
-
Total Revenue 155,000$ - 150,000 5,000 155,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Water
2023 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 42,500$ 42,500 42,500
-
Subtotal -$
Construction 107,500$
107,500 107,500
Project Management
Design
Admin 5,000$ 5,000 5,000
Inspection
Subtotal 5,000$ -
Project Contingency
-$
Total Expense 155,000$ - 155,000 - 155,000 -
Excess (Deficit)-$
Accurate metering is necessary to ensure equitable water system cost sharing for the Olympic Gravity Water System operations and asset replacement. Port Townsend
Municipal and the Mill water consumption will be individually metered at the point of delivery, located at the intersection of Mill Road and South 8th Street. Engineering and
design for the metering is underway in 2021 and installation of the meters will occur in March 2022 during the annual paper mill maintenance shutdown.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 19 of 25
Lords Lake
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Water
2023 Budget Total Revenues Actuals To Date
Water - OGWS 100,000$ 100,000 100,000 -
-
Total Revenue 100,000$ - 100,000 - 100,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Water
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting
-
Subtotal -$
Construction 95,000$
95,000 95,000
Project Management
Design
Admin 5,000$ 5,000 5,000
Inspection
Subtotal 5,000$ -
Project Contingency
-$
Total Expense 100,000$ - 100,000 - 100,000 -
Excess (Deficit)-$
As a result of the 2020 Dam Safety Office findings, the City is required to retain an engineering consultant to develop alternatives for improving East Dam stability during
possible seismic events. The alternatives will also examine minimizing earthquake-induced embankment deformations which can lead to uncontrolled release of reservoir
contents. The City is applying for a High Hazard Potential Dams Grant in 2021 in order to conduct the engineering study in 2022.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 20 of 25
Gaines Street Estimate
Project Description
Revenue Project Budget Prior Year
Revenues
2021 Projected
Revenues
2021 Budget 2022 Budget Total Revenues Actuals To Date
Sewer Operating Transfer 1,508,000$ 87,232 137,243 230,000 1,283,525 1,508,000 129,634
- - -
- -
Total Revenue 1,508,000$ 87,232 137,243 230,000 1,283,525 1,508,000 129,634
Expense Prior Year
Expenditures
2021 Projected
Expenditures
2021 Budget 2022 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 250,000$
Jacobs Engineering - Contract 145,651$ 84,522 107,600 57,878 250,000 123,136
Amendment 106,234$ -
-
-
Subtotal 251,885$ -
Construction 1,030,000$ -
Construction Contract ICI 947,855$ 200,000 1,030,000 1,030,000
-
Project Management 133,000$ -
City Staff Time 3,357 29,643 30,000 100,000 133,000 7,145
Project Contingency - 10%95,000$ 95,000 95,000
Total Expense 1,508,000$ 87,879 137,243 230,000 1,282,878 1,508,000 130,281
Excess (Deficit)-$
The Gaines Street Pump Station collects wastewater from the downtown area and pumps it to the sewer trunk leading to the wastewater treatment plant. The pump station has experienced
degradation due to the corrosive nature of the wastewater. The repair will require removing the pump station from service with a temporary bypass and installing a fiberglass reinforced liner
inside the station.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 21 of 25
Sewer Outfall Estimate
Project Description 7/31/2021
Revenue Project Budget Prior Year
Revenues
2021 Projected
Revenues
2022 Budget
Sewer
2023 Budget 2024 Budget Total Revenues Actuals To Date
ECY Loan/Grant 408,000$ 408,000 408,000 408,000
ECY Loan 3,330,000$ 50,000 90,000 90,000 3,100,000 3,330,000 -
Sewer SDC 200,000$ 92,576 107,424 200,000 92,576
Sewer Operating Transfer 170,000$ 10,000 10,000 150,000 170,000 -
Total Revenue 4,108,000$ 500,576 50,000 100,000 100,000 3,357,424 4,108,000 500,576
Expense Prior Year
Expenditures
2021 Projected
Expenditures
2022 Budget
Sewer
2023 Budget 2024 Budget Total
Expenditures
Actuals to Date
Design Engineering / Permitting 805,000$
Consultant 389,251 50,000 80,000 80,000 254,528 803,779 389,251
Misc 1,221 1,221 1,221
Subtotal -$
Construction / Construction Management 2,710,000$
2,710,000 2,710,000
Project Management
Design
Admin 403,000$ 88,245 5,000 20,000 20,000 269,755 403,000 91,054
Inspection
Subtotal 403,000$ -
Project Contingency 190,000$ 190,000 190,000 91,054
-$
Total Expense 4,108,000$ 478,717 55,000 100,000 100,000 3,424,283 4,108,000 572,581
Excess (Deficit)-$
This project includes permitting, design and construction to replace or rehabilitate the off-shore portion of the existing wastewater treatment plant outfall system with a new outfall and diffuser. The City has
secured Department of Ecology loans to help construct this project.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 22 of 25
General Sewer Plan Estimate
Project Description
Revenue Project Budget 2022 Actual
Revenues
2022 Budget
Sewer
2023 Budget Total Revenues Actuals To Date
Sewer SDC 210,000$ 210,000 210,000 -
- -
-
-
Total Revenue 210,000$ - 210,000 - 210,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Sewer
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting 180,000$
Consultant Contract - RH2 180,000$ 180,000 180,000 -
Misc - 6,280
Subtotal 180,000$
Construction
Project Management
Design
Admin 30,000$ 30,000 30,000 5,779
Inspection
Subtotal 30,000$ -
Project Contingency
-$
Total Expense 210,000$ - 210,000 - 210,000 12,059
Excess (Deficit)-$
The General Sewer Plan for the City was last updated in 2000. This update involves a signficant review of the entire sanitary sewer system to plan for the next 20 years. The
City selected RH2 Engineering in 2021 to complete the plan update in 2022. The plan will result in an updated Capital Plan as well as project operational needs for operating
the sewer system.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 23 of 25
Wastewater Nutrient Study Estimate
Project Description
Revenue 2022 Actual
Revenues
2022 Budget
Sewer
2023 Budget Total Revenues Actuals To Date
ECY Nutrient Grant 160,000$ 160,000 160,000 -
- -
-
-
Total Revenue 160,000$ - 160,000 - 160,000 -
Expense 2022 Actual
Expenditures
2022 Budget
Sewer
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting 155,000$
Consultant 155,000 155,000 -
Subtotal -$
Construction
Project Management 5,000$
Design
Admin 5,000 5,000
Inspection
Subtotal -$ -
Project Contingency
-$
Total Expense 160,000$ - 160,000 - 160,000 -
Excess (Deficit)-$
The City's Wastewater Treatment Plant does an exceptional job removing nutrients from the waste stream before reclaimed water is released into the Straight of Juan De Fuca.
In order to reduce nutrient loading to the Puget Sound, the Department of Ecology is expected to place new limits on the City's NPDES permit. The City will receive a grant to
perform a study of the plant to determine what upgrades are necesary to comply with the new permit.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 24 of 25
Affordable Housing Utilities Estimate
Project Description
Revenue Prior Year
Revenues
2022 Actual
Revenues
2022 Budget
Sewer
2023 Budget Total Revenues Actuals To Date
Federal Grant (Anticipated)2,500,000$ 800,000 1,700,000 2,500,000 -
State Utility Grant 1,700,000$ 1,700,000 1,700,000 -
State Affordable Housing Grant 1,372,000$ 1,372,000 1,372,000 1,372,000
Interfund Utility Loan 1,415,500$ - -
City Funds 43,500$ 43,500 43,500 43,500
Payback Interfund Loan (1,415,500)$
Total Revenue 5,615,500$ 1,415,500 - 800,000 3,400,000 5,615,500 1,415,500
Expense Prior Year
Expenditures
2022 Actual
Expenditures
2022 Budget
Sewer
2023 Budget Total Expenditures Actuals to Date
Design Engineering / Permitting 2,072,000$
Design Engineering / Permitting 700,000$ 700,000 700,000 -
-
Land Purchase 1,415,500$ 1,415,500 1,415,500
-
Subtotal 2,115,500$ -
Construction 3,400,000$
3,400,000$ 3,400,000 3,400,000
Loan Payback (1,415,500)$ -
1,415,500$ -
43,500$ -
Subtotal 43,500$ -
Project Management
Design -
Admin 100,000$ 100,000 100,000
Inspection -
Subtotal 100,000$ - -
Project Contingency -
-$ -
Total Expense 5,615,500$ 1,415,500 - 800,000 3,400,000 5,615,500 -
Excess (Deficit)-$ -$ -$ -$ -$
The City received two grants for affordable housing in 2021. An additional Federal Grant is anticipated in late 2021 as well. The funding is directed to create land available for affordable
housing through acquisition of property and the construction of sewer infrastructure to support full develompent of the land. An interfund loan will provide cashflow until reimbursement from
the State is received for the acquisition of property.
\\citygis\PWEngineering\Budget\2022\2022 Budget Section 4 - Page 25 of 25
CITY OF PORT TOWNSEND, WASHINGTON
FINANCIAL POLICIES
The City Council adopted updated “Finance and Budget Policy Guidelines” on October 21,
2019 (Resolution 19-085). These policy guidelines lay the framework for fund reserves,
revenue policies, transfers and inter-fund loans, general expenditure policies, debt
management, grant administration and budget and long-range forecasting.
Fund Reserve Policy
Fund Reserve targets were adopted to allow the City to maintain enough working capital and
to weather emergencies or unexpected revenue declines. The 2022 budget was developed to
ensure that ending fund balance amounts would align with the City Council Fund Balance
Reserve Policy.
Along with Fund Reserve requirements, our financial policies provide that, in general,
operating revenues should cover operating expenditures. For 2022, the following funds have
expenditures in excess of revenues: Street Operations, Affordable Housing, Community
Development Block Grant, General Capital, Golf Course, Water/Sewer CIP, and Storm
Operations. Below are additional details on the activity in these funds:
•Street Operations – Striping and other maintenance projects were deferred during the
pandemic due to budget reductions. The 2022 budget includes $50,000 for these
expenditures. Despite the deficit, Street Operations exceeds its fund balance reserve
requirements.
•Affordable Housing – The 2022 budget includes a $43,500 transfer to the General CIP
program to assist with funding for the Evans Vista housing project.
•Community Development Block Grant – Revenues are reflective of the anticipated
payments on outstanding block grant loans. The reserve balance remains adequate to
fund new projects.
•General Capital – Included in General Capital is the draw-down of the remaining 2017
bond funds to partially fund window and restroom projects at the Library.
•Golf Course – The Golf Course’s revenues do not cover the operational expenditures.
Additionally, in order to have a positive fund balance, the 2022 budget includes a
transfer to this fund from the General Fund.
•System Development Charges & Water/Sewer Capital – Funding from System
Development Charges of $770,000 and transfers from Water/Sewer Debt Reserve Fund
of $1,000,525 and OGWS fund of $250,000. These transfers are being funded largely
from the reserve balance in these funds to pay for projects identified in the capital
budget. Additional transfers from the Water/Sewer Operating fund total $1,058,000.
•Storm Operations – The 2022 budget includes a transfer from Storm Operations to
Storm Capital for the Discovery Road project.
2022 Budget Section 5 (updated 12/06/21) - Page 1 of 103
Fund Balance Reserve Summary:
The following reserve balance scorecard shows the fund balance reserve results:
COUNCIL POLICY FUND TARGET
2018
Actual
Fund
2019
Actual
Fund
2020
Actual
Fund
2021
Estimated
Fund
2022
Budget
Fund
FUNDS (Policy Adopted July, 2018)Reserve % Reserve % Reserve % Reserve % Reserve %
General Operating Fund
General Fund (excluding ARPA funds) 8 - 15% of operating revenue 20.4% 20.4% 23.2% 25.9%25.0%
Special Revenue Funds
Contingency Fund No less than 2% of estimated operating revenue 2.1% 2.0% 2.0% 2.0%2.0%
Street Fund 2 - 3% of expenditures 47.1% 26.3% 55.6% 43.9%39.0%
Library Fund 5 - 8% of property tax revenue 23.2% 20.1% 31.9% 38.4% 42.8%
Real Estate Excise Tax Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Lodging Tax Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Fire & EMS Services Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Affordable Housing Trust Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Community Development Block Grant Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Community Services Fund 2 - 3% of expenditures 4.6% 5.0% 13.1% 11.2% 13.3%
General Obligation Debt Service Fund
G.O. Debt Service Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Capital Projects Funds
General Capital Improvement Funds Sufficient to meet obligations Meets Meets Meets Meets Meets
Street Vacation Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Street Capital Improvement Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
2015 Bond Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
2017 Bond Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Enterprise Funds
System Development Charges Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Water Sewer Operating Fund 60 days of operating expenses 226 102 150 83 114
Water Sewer Capital Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Stormwater Operating Fund 60 days of operating expenses 137 81 106 277 191
Stormwater Capital Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Transmission Line Replacement Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
78 Water Sewer Revenue Bond Fund Sufficient to meet obligations Meets Meets N/A N/A N/A
Utility Debt Reserve Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Golf Course Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Internal Service Funds
Public Works Admin Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Equipment Rental & Replacement Fund Sufficient to meet obligations Meets Meets Meets
Engineering Service Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Self-Insurance Unemployment Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Fiduciary Funds
Firemen's Pension Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Refundable Deposits Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Agency Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
Memorial Fund Sufficient to meet obligations Meets Meets Meets Meets Meets
2018
Actual
2019
Actual
2020
Actual
2021
Estimated
2022
Budget
Annual Debt Service as % of Revenue Less than 15%10.4% 10.6% 12.2% 11.5% 11.1%
2018
Actual
2019
Actual
2020
Actual
2021
Estimated
2022
Budget
Operating revenues 50% or more than pool operating expenses 43.6% 32.9% 12.8% 3.3%N/A
Parks & Pool Fees
GO Debt Service as a % of General Government Revenue
City of Port Townsend Ending Fund Balance Scorecard
STATUS OF PERFORMANCE COMPARED TO FINANCIAL POLICIES
under review
2022 Budget Section 5 (updated 12/06/21) - Page 2 of 103
OVERHEAD INDIRECT COST RECOVERY POLICY
The City adopted a policy that allocates the indirect overhead costs, from the General Fund to
other funds. Consistent with the prior four years, City staff used the cost recovery model
developed by FCS Consultants to identify city-wide overhead costs, which include Council,
City Manager, City Clerk/Human Resources, City Attorney, Finance and Facility related
overhead costs. The model uses actual costs from two years previous; that is, the 2021
allocation was based on 2019 historical costs and the 2022 budget allocation was based on
2020 historical costs and activities.
Allocations to funds are based on pre-determined allocation factors. The chart below
represents the City-wide overhead costs for 2022 and the associated allocation factors that
determine how much each receiving fund is charged for overhead services.
Funds that had increases in allocation statistics, such as an increase in full time equivalents
(staff positions), increase in total expenditures, or an increase in department related council
agenda bills will receive a greater share of the overhead allocation. Conversely, funds that use
less administrative resources receive a smaller portion of allocated costs. Allocation statistics
are reviewed each year for appropriateness and updated as necessary.
Total Citywide
Allocable Costs Allocation Factor
011 Mayor & Council 74,208$ Council Bills
012 City Manager 302,257 50/50 Split: Actual Expenditures & FTEs
013 City Attorney - Civil 282,912 33/33/33 Split: Actual Expenditures, FTEs, & Council Bills
041 Finance - General 364,113 Actual Expenditures
041 Finance - AP 66,765 AP Invoices
015 Payroll 152,574 FTEs
015 Human Resources 211,815 FTEs
080 City Clerk - Council Support 135,821 Council Bills
080 City Clerk - General Other 81,424 Vehicle Insurance
080 City Clerk - Records Management 44,700 Records Count
FD 199 Community Services - City Facilities 635,815 Square Feet by Building
Liability Insurance 490,819 FTEs
Property Insurance 81,119 Value of Insured Property
Vehicle Insurance 5,268 # of Vehicles
TOTAL 2,929,610$
Budget 2022 - Indirect Cost Pools and Allocation Factors
Indirect cost pools
2022 Budget Section 5 (updated 12/06/21) - Page 3 of 103
A comparison of the 2021 and 2022 overhead allocation charged to funds is shown on the
following table:
The total calculated overhead for 2022 is $2,807,196 or $1,262 less than the 2021 overhead.
Some funds without sustainable resources (e.g. the CDBG Fund and the Affordable Housing
Fund) are not charged overhead and the General Fund does not recover overhead from itself.
For 2022, the overhead allocation recovered by the General Fund decreased by $47,985
largely due to a decrease in overhead charges to the Library, Community Services, Street CIP,
and Water/Sewer funds which had decreased council bills, property valuations, and
expenditures related to utility debt service costs in 2020 as compared to 2019. The General
Fund transfers funds to support the overhead allocation for both the Community Services Fund
and the General and Street Capital Project Funds. The net result of the changes in the
overhead allocation received by the General Fund in 2022 is $60,210 more than the amount
received in 2021.
Adopted Cost
Recovery
Budget 2021
2022 Proposed
Overhead
Allocation
Charges
Increase /
(Decrease)
FD 110 Street 69,478$ 75,971$ 6,493$
FD 120 Library 218,385$ 190,192$ (28,193)$
FD 150 Lodging Tax 15,833$ 19,507$ 3,674$
FD 199 Community Services 266,464$ 200,850$ (65,614)$
FD 301 General CIP Projects 34,524$ 24,808$ (9,716)$
FD 305 CIP Street 78,044$ 45,182$ (32,862)$
FD 411 Water Sewer Fund (excl. Utility Billing)497,269$ 537,493$ 40,224$
FD 411 Finance - Utility Billing 45,371$ 64,298$ 18,927$
FD 412 Storm Fund 102,211$ 85,965$ (16,246)$
FD 414 Storm Fund Capital 9,014$ 22,185$ 13,171$
FD 415 Water Sewer CIP 41,409$ 24,895$ (16,514)$
FD 417 1956 Trans Line Replacement 6,473$ 12,414$ 5,941$
FD 423 Golf Course 7,785$ 10,398$ 2,613$
FD 510 Equipment Rental - Fleet 49,758$ 69,359$ 19,601$
FD 520 Equipment Rental - IT 38,971$ 46,835$ 7,864$
FD 540 Public Works Administration 42,325$ 48,552$ 6,227$
FD 555 Engineering Services 116,040$ 112,445$ (3,595)$
FD 610 Firemen's Pension and Relief 1,340$ 1,360$ 20$
Total Overhead Charged to Funds 1,640,694$ 1,592,709$ (47,985)$
Total Calculated Overhead 2,808,458$ 2,807,196$ (1,262)$
City Department
Funds Charged with Overhead / Indirect Costs
2022 Budget Section 5 (updated 12/06/21) - Page 4 of 103
City of
Port Townsend
Comprehensive
Financial
Management
Policy Guidelines
Adopted October 21, 2019
2022 Budget Section 5 - Page 5 of 103
Comprehensive Financial Management Policies Index
I. FINANCIAL POLICY GUIDELINES .................................................................................. 3
II. ORGANIZATION ................................................................................................................ 3
III. ACCOUNTING, AUDITING AND FINANCIAL REPORTING ..................................... 4
IV. FUND STRUCUTURE & FUND RESERVE GUIDELINES ........................................... 6
V. REVENUE POLICIES ......................................................................................................... 9
VI. OVERHEAD COST RECOVERY (COST ALLOCATION) .......................................... 10
VII. GENERAL BUDGET POLICIES ................................................................................... 11
VIII. FINANCIAL PLANNING POLICIES .......................................................................... 14
IX. ENTERPRISE FUNDS ..................................................................................................... 14
X. CAPITAL INVESTMENT PROGRAM PLAN POLICIES .............................................. 15
XI. DEBT MANAGEMENT POLICY ................................................................................... 15
XII. PURCHASING POLICY ................................................................................................ 17
XIII. GRANTS MANAGEMENT POLICY .......................................................................... 18
APPENDIX A - INVESTMENT POLICY
APPENDIX B - CITY OF PORT TOWNSEND FEDERAL AWARDS STANDARDS,
PROCUREMENT POLICY & CODE OF CONDUCT
EXHIBIT A - FLEET EQUIPMENT RENTAL AND REPLACMENET FUNDAND FLEET
OPERATING AND MAINTENANCE FUND POLICIES
EXHIBIT B - I.T. EQUIPMENT RENTAL AND REPLACEMENT FUND AND I.T.
OPERATING AND MAINTENANCE FUND POLICIES
EXHIBIT C -PURCHASING POLICIES AND PROCEDURES MANUAL
2022 Budget Section 5 - Page 6 of 103
I. FINANCIAL POLICY GUIDELINES
The financial policies outlined in this document have been developed in accordance with
the Government Finance Officers Association’s “Best Practices”. These policy guidelines
are intended to aid the City Council and City management in financial decision making.
These policy guidelines also provide a means to guide short-term financial and budget
decisions to help ensure the City is able to meet its immediate and long-term financial
service objectives and obligations. These policies will be reviewed and/or updated no less
than every three years.
The City of Port Townsend is accountable to its citizens for the use of public funds.
Municipal resources must be wisely used to ensure adequate funding for services, public
facilities and infrastructure needed to meet the community’s present and future needs.
These policies are designed to help safeguard the fiscal stability required to achieve the
City’s goals and objectives.
The City’s Comprehensive Financial Policies have the following objectives:
• To guide the City Council and management policy decisions that have significant
financial impact.
• To set forth operating principles which minimize the cost of government and
financial risk to the City.
• To employ balanced, consistent and fair revenue policies that provide adequate
funding for desired programs.
• To promote sound financial management by providing accurate and timely
information on the City’s financial condition.
• To protect the City’s credit rating and provide for adequate resources to meet the
provision of the City’s debt obligations for all municipal debt.
• To ensure the legal use of financial resources through an effective system of
internal controls.
II. ORGANIZATION
The City provides municipal services for its citizens, including protection of life and
property, public health and welfare, and improved quality of life. The City Council deems
it a high priority to deliver municipal services in the manner consistent for all citizens,
and with maximum efficiency and financial prudence.
The Council, as the legislative and governing body, sets the City’s Financial and Budget
Policy Guidelines, and through its Finance and Budget Committee, monitors and reviews
the City’s overall financial performance.
The City Manager, as the City’s Chief Executive Officer and Chief Budget Officer, is
responsible to the Council for managing City operations and program services, and
preparation of the City’s Annual Budget consistent with established Financial and Budget
Policy Guidelines.
2022 Budget Section 5 - Page 7 of 103
The Director of Finance and Administrative Services, as the City’s Chief Financial
Officer and Chief Auditing Officer, is responsible to the City Manager for the preparation
of accurate and timely financial and budget reporting. Additional responsibilities include
human resource and information technology administration, general accounting, business
license/tax administration and utility billing operations, grant, federal & state funding
compliance, purchasing administration, as well as policy advice to the City Manager and
Council.
The Department Heads are responsible to the City Manager for department operations,
budget observance, capital project management, and grants administration. Department
Heads monitor related revenue performance and expenditure control with the assistance
of the Finance Department.
The City must prioritize its services and, should revenues become constrained, the
following services are considered priorities in the following general order:
1. Public Life, Health and Safety: Police, fire, emergency medical services; building
inspections; and traffic control; water, sewer, and storm drainage service and
streets infrastructure maintenance.
2. Legal Mandates: Accounting/auditing/financial reporting; land-use planning;
required staff certifications and training.
3. City Facilities and Property: maintenance of parks, buildings, public rights of
way, and City equipment (including information technology equipment);
4. Council and community goals, both annual and long-range, including strategic
plan goals.
III. ACCOUNTING, AUDITING AND FINANCIAL REPORTING
The City will maintain a system of financial monitoring, control and reporting for all
operations and funds to provide effective means of ensuring that overall City goals and
objectives are met.
Accounting Records and Reporting – The City will maintain its accounting records in
accordance with state and federal regulations. Budgeting, accounting and reporting
activities will conform to the Budgeting, Accounting and Reporting System (BARS) for
Governments as prescribed by the Washington State Auditor. The City maintains its
accounting and budgeting records on a cash basis and adheres to the cash basis BARS
manual.
Capital Assets – As a cash basis entity, the City records and reports only inflows and
outflows of cash. When a capital asset is purchased the entire expenditure is recorded
when the cash is expended and depreciation is not recorded. The City considers capital
assets to be real and intangible assets above $5,000 in value that have an anticipated life
of one year or more. Capital assets are tracked by the Finance Department as a fixed asset
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inventory . Items that are no longer needed or no longer functional will be disposed
according to the City surplus policy (PTMC 3.44.030) and state law.
Capital assets that are purchased with grant funds may be subject to additional
compliance requirements. The department obtaining the grant is responsible for
understanding any compliance requirements related to acquiring, inventorying, tracking
and disposing of assets obtained through these types of funds.
Small and Attractive Assets - The City identifies small and attractive assets as items
with a cost greater than $300 but less than $5,000. These items have a life expectancy of
more than one year AND are not likely to be immediately missed upon disappearance.
These items are generally mobile in nature and may be easily transported from the
workplace. Some exceptions to the $300 minimum include tablets, phones, personal
computers and other lower cost items that have ongoing maintenance or service costs
associated with them. Department Heads are accountable for the security of these items
and are responsible for following the Small and Attractive Assets Policy and Procedures
that have been adopted by Council (Resolution 16-022). The Finance and Administrative
Services Director has oversight responsibility for this policy and the associated inventory
of these items.
Auditing – The Washington State Auditor will perform the City’s financial, federal
single audit and accountability/compliance audits in accordance with state and federal
laws. Results of the audit will be provided to the Council in a timely manner.
Cash Management – The Finance & Administrative Services Director will ensure that
cash management systems are developed to ensure accurate and timely accounting for all
cash and security of all cash assets.
Careful financial control of the City’s daily operations is an important part of the City’s
overall fiscal management practices. Achieving adequate cash management and
investment control requires sound financial planning to ensure that sufficient revenues are
available to meet the current expenditures of any operating period.
The City’s cash management and investment guidelines are as follows:
• The City will maintain a cash management program, which includes internal
control practices for collection of accounts receivable, disbursement of funds, and
prudent investment of its available cash.
• The Finance & Administrative Services Director (Finance Director) serves as the
investment officer of the City of Port Townsend. The Finance Director is
authorized to oversee the investment program and to develop operating
procedures to administer the program. The Finance Director may delegate the
authority to conduct investment transactions and manage the operation of the
investment portfolio to one or more subordinates as outlined in the investment
program operating procedures. All participants in the City’s investment process
shall act responsibly as custodians of the public trust.
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• As permitted by law and City ordinances and to maximize the effective
investment of assets, all funds needed for general obligations may be pooled into
one account for investment purposes. The income derived from this account will
be distributed to the various funds based on their average fund balances on a
periodic basis.
See APPENDIX A for Full Investment Policy.
IV. FUND STRUCUTURE & FUND RESERVE GUIDELINES
The City’s accounting and budgeting systems are organized and operated on a fund basis.
Funds are accounting entities used to record revenues and expenditures. By definition,
balanced funds mean that total revenues equal total expenditures. The budgeted funds are
grouped into categories: General, Special Revenue, Debt Service, Capital Projects,
Enterprise, and Internal Service.
The following provides a brief description of the fund types and reserve guidelines for
each fund. The numbers in parentheses represent the BARS manual fund series
numbering scheme.
GENERAL FUND (010) -- This is the primary operating fund or current expense fund
of the City. To maintain the City’s credit rating and meet seasonal cash flow, the budget
shall provide for an anticipated undesignated fund balance between 8% and 15% of
estimated annual revenues for general government fund types. The fund balance shall be
exclusive of all reserves not anticipated to be readily available for use in emergencies and
contingencies. Should the fund balance fall below 8% of revenues, a plan for expenditure
reductions and/or revenue increases shall be submitted by the City Manager to the
Council. If, at the end of a fiscal year, the fund balance falls below 8%, then the City
shall rebuild the balance within a period not to exceed three fiscal years.
GENERAL FUND COUNCIL RESERVE (Included in the General Fund) – The
annual budget for the General Fund shall provide for a “Council Reserve” equivalent to
approximately 1% of estimated operating revenues in the General Fund (010). Only the
General Fund shall maintain a “Council Reserve.” The Council Reserve is established to
provide for community requests or unanticipated needs deemed necessary by Council.
The Council Reserve shall be suspended during times of significant economic downturn,
especially during years when the General Fund ending fund balance falls below 8%. The
Council Reserve is a budgeted appropriation expected to be specifically allocated at the
Council’s discretion. Unspent council reserves will not carry over to the next fiscal year.
SPECIAL REVENUE FUNDS (101-199) -- These funds account for revenues derived
from special taxes, grants or other restricted sources designed to finance particular
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activities defined when the fund is established or outlined by state law. Apart from any
unrestricted General Fund contributions to a Special Revenue Fund, the unexpended
ending fund balances carry over year to year and should retain enough revenue to cover
operating cash flow and anticipated major project or program obligations of the fund.
Of these funds, the Street, Library, and Community Services funds are of an operations
nature. The Street and Community Services Funds reserve target will be equivalent to 2-
3% of fund expenditures. The Library Fund reserve target is set at 5-8% of Library
property tax revenue.
Other Special Revenue Funds are more cyclical or project related and only need retained
ending fund balances or transfers in to cover anticipated obligations: Drug Enforcement,
Lodging Tax, Fire/EMS, Affordable Housing, and CDBG Grants.
CONTINGENCY (102) – While classified as a Special Revenue Fund, the City’s
Contingency Fund is more of a strategic reserve to meet emergency conditions or to help
maintain essential services during periods of economic downturn. Each fund should
retain enough in its own Ending Fund Balance Reserves to offset minor non-recurring or
unanticipated expenses during the budget year. The City’s Contingency Fund is intended
for major events and should be maintained at no less than 2% of the General Fund annual
estimated operating revenues. If the contingency falls below 2% of estimated operating
revenue, the City will initiate a plan that will restore the balance to the required level over
a three-year period.
DEBT SERVICES FUND (200) – These funds are used to pay general government debt.
The City shall retain or transfer in funds sufficient to cover the annual debt service
obligations, and retain such “coverage” amounts to comply with bond covenants or other
loan restrictions.
CAPITAL PROJECTS FUNDS (300) – These funds are established for the acquisition
or construction of general government (non-utility) capital improvements. Ending Fund
Balance Reserves should be maintained at levels sufficient to cover anticipated annual
expenditures with transfers in from supporting funds (General, REET, etc.) to cover
project needs and to balance the funds.
ENTERPRISE FUNDS (400) – These funds are the proprietary or “business-like” funds
for operations providing services to the general public supported primarily through user’s
fees (Water, Sewer, and Stormwater).
The Ending Fund Balances of the operating funds should be equal to or greater than 60
days of operating expenditures and any additional amounts needed to build towards
future project cash or debt payment needs. To the extent that the reserved Fund Balance
and operating cash flow are not adequate to fund needed utility system improvements or
maintain 60 days of operating expenditures, additional rate increases or surcharges may
be adopted by Council.
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Included as Enterprise Funds are the Utility Debt Service Reserve Funds, Utility Capital
Project Funds, Olympic Water Gravity System (Transmission Line) Fund, the System
Development Fund, and Golf Course Fund; however these funds are not required to
maintain 60 days of operating expenditures due to the nature of the funds.
Revenue bonds may be issued by the Enterprise Funds. Investors may require additional
lending requirements or covenants (such as a pledge of future revenue streams from the
fund). The ending fund balance of the Enterprise Funds should include a reserve to cover
any additional covenant requirements.
INTERNAL SERVICE FUNDS (500) – These funds are also internal “business-like”
funds for operations providing services to other City departments (funds) on a direct cost-
reimbursement basis (e.g. Equipment Rental including Information Technology services
and equipment, Public Works Administration and internal Engineering Services). The
purpose of a reserve in an internal service fund is to ensure that the fund is able to
continue to provide the service without interruption. Fund balances should break even
after set aside of funds for future capital equipment replacements.
FIDUCIARY FUNDS (600) – These funds account for assets held by the City as a
trustee or as an agent on behalf of others. Ending Fund Balances and any transfers in
should be maintained consistent with fund restrictions.
ENDING FUND BALANCE, RESERVES, CONTINGENCY SUMMARY
The following is a summary of the reserves guidelines. Guidelines will be reviewed
annually as a part of the Budget process:
• General Fund ........................................... 8-15% of operating revenue
• Library ..................................................... 5-8% of property tax
• Street ........................................................ 2-3% of expenditures
• Community Services ............................... 2-3% of expenditures
• Other Special Revenue Funds ................. Sufficient to meet obligations
• Contingency ............................................. No less than 2% of estimated operating
revenue
• Debt Service ............................................ Sufficient to meet obligations
• General and Enterprise Capital Funds Sufficient to meet obligations
• Enterprise Operating Funds ..................... 60 days of operating expenditures
• Internal Service ........................................ Sufficient to meet obligations
• Fiduciary Funds ....................................... Sufficient to meet obligations
The undesignated General Fund Balance (the balance not tied to a known project) will be
maintained at a level that provides the City with sufficient working capital and a
comfortable margin of safety to address emergencies and unexpected declines in revenue
without borrowing. The City should not use the undesignated General Fund Balance to
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finance recurring operating expenditures. Annual General Fund revenues should be equal
to or greater than annual regular operating expenditures.
Reserves above the target can be used for new expenditures, with emphasis placed on one
time uses that achieve future operating cost reductions.
General Fund revenues will be used for general government, street and community
service programs only. General Fund revenue for other purposes will require approval by
the City Council.
General Fund revenues will not be used to subsidize utility or enterprise operations,
which will be self-supporting through user rates.
V. REVENUE POLICIES
General Revenue Policies - The City will strive to maintain a diversified and stable
revenue system to shelter the government from short-term fluctuations in any one
revenue source and ensure its ability to provide ongoing service. The revenue portfolio
will strive to draw resources from the community that is perceived as fair and equitable.
Restricted revenue shall only be used for the purposes legally permissible and in a
fiscally responsible manner. Programs and services funded by restricted revenue will be
clearly designated as such.
Non-recurring and excess yield on volatile revenues (sometimes considered “one-time”
revenues) should support one-time expenditures. Examples of acceptable uses of non-
recurring and excess yield on volatile revenue include paying down debt, building up
reserve balances, special projects and capital equipment.
County, state or federal funding will be used to finance only those capital improvements
that are consistent with the capital improvement plan and local government priorities, and
whose operation and maintenance costs have been included in operating budget forecasts.
Enterprise Fund Revenue Policies – Enterprise operating funds will be operated in a
manner that generates sufficient revenues to maintain a minimum ending fund balance
that is not less than 60 days of operating expenditures.
Utilities will be self-supporting through user rates and charges.
Utility user charges for each of the City utilities will be based on cost of service (i.e., set
to full support the total direct, indirect, and capital costs) and established so that the
operating revenues of each utility are at least equal to its operating expenditures and
annual debt service obligations. The user rates of a utility shall be designated so that a
portion covers replacement of the utility’s facilities.
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The Utility will conduct a study of its user rates no less than every 5 years to ensure rates
are adequate to fund operations and meet future needs.
Fund balances may be used to temporarily offset rate increases, after sufficient funds
have been accumulated for identified capital improvement needs or alternative funding
for projects has been secured.
Fees and Charges (Non-Utility) – All fees for licenses, permit, fines, and other
miscellaneous charges shall be set to recover the City’s expense in providing the
attendant service. Average cost or actual cost methodology may be used. These fees will
be reviewed periodically and will be incorporated into the budget process for possible
action by Council.
Fees and charges for services will generally be set to recover the actual cost of service
delivery. Fees that are set lower than the cost of service delivery will be reviewed at
least every other year to determine if those fees are still appropriate based on City
finances and the community needs.
Where direct beneficiaries of a city program or services can be identified, fees will be
established to recover the costs of that program or service. Fees will also be set in a
manner that protects tax payers from subsidizing special service users. A fee shall be
charged for any service that benefits limited interests within the community, except for
human needs type services to persons with limited ability to pay.
Rental fees will be established to recover full cost of use of the property or facility. Fees
related to the rental of City properties may be waived only through approval of the City
Manager. The waiver of fees will only be provided if the purpose of the rental or its
associated event will benefit the community at large.
Some services provide greater benefit to the community. When a greater community
benefit is identified, the Council may choose to subsidize, either whole or in part, such
services.
Park and Pool Fees – The Pool division will strive to recover 50% of Pool direct costs
by generating revenues through special programs, fees, charges, donations and/or
designated use of City-operated facilities.
Through a volunteer recruitment program, the Parks will seek to minimize the subsidy
required for partial and minimum fee support programs.
Solicitation of funds through donations, fund raising events, non-traditional sources, and
various other modes will be encouraged by the City through its park and pool user
groups. Funds collected for any special purpose shall be earmarked for that purpose.
VI. OVERHEAD COST RECOVERY (COST ALLOCATION)
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As provided in the Washington State Auditor’s Office guidelines, “Cost allocation is a
method to determine and assign the cost of central services to the internal-government
users of those services. Cost allocation thereby enables local governments to more
accurately account for the complete cost of the services it provides to the public—and to
better assess the fees it should charge them.” Included in cost allocation are direct costs
(not otherwise charged to budget units) and indirect costs. Direct Costs are those costs
that can be specifically identified with a particular service or unit if not already charged
directly (e.g. facilities, janitorial, etc.) Indirect Costs are costs incurred for common or
joint purposes, benefiting more than one unit, not readily assignable to a specific unit
(e.g. legal, human resources, administration, clerk, etc.).
The term “allocation” implies that there is no overly precise method available for direct
charging a cost to a unit, so the City is using the most appropriate method available for
doing so. However, a cost allocation plan should be designed and used to provide a
reasonable, consistent and equitable means to allocate costs. Inequitable charges result in
questionable charges to grant, utilities and restricted funds. For grant purposes, costs that
benefit the public at large cannot be included and should follow the OMB A-87 and/or
2CFR Part 200 guidelines.
The Council adopted a Cost Allocation Plan in Resolution 14-035 on June 25, 2014. In
addition to using the overhead cost recovery model to assess the appropriate amount of
overhead to utilize for establishing user fees, the model will be used to apply charges to
Departments/Funds for City-wide overhead indirect cost recovery where allowed
(Council, City Manager, City Clerk, City Attorney and Finance).
The Council may authorize waiver of the overhead cost-recovery in all or part if Council
determines doing so will provide a general benefit to the citizens, taxpayers or utility rate
payer. If a portion of the overhead cost-recovery is waived, the General Fund must absorb
these costs; waived costs may not be absorbed by or reallocated to a Special Revenue or
Enterprise Fund.
VII. GENERAL BUDGET POLICIES
Annual Budget – The City’s annual budget will be developed in accordance with the
policies and priorities set forth in the comprehensive plan, the City Council’s strategic
plan, City Council goals and priorities, the needs of the community, and federal and state
laws.
In general, budgeted operating revenues must meet or exceed budgeted operating
appropriations each year. Current year operating expenses, maintenance costs and direct
and indirect costs of services provided will be covered by current year operating
revenues. One-time expenditures may be appropriated if one-time revenues or excess
fund balance (in excess of reserve requirements) are available.
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The City budget appropriations are adopted at the fund level. Department heads are
responsible for preparing a budget that reflects realistic expense projections and that
adhere to guidelines within this policy document.
Expense (Appropriation) Policies – Operating expenditures will be proposed at a level
that will be supported by ongoing annual operating revenues. The city will strive to a
level of expenditures sufficient to ensure the ongoing health, safety and welfare of the
community.
Staffing Budget – Salary and benefit costs are the City’s most significant operating
expense. The City will strive to provide a total compensation package that is comparable
to other cities and similar type positions within the same labor market or other cities of a
similar size with comparable type and quality services in order to recruit and retain high
quality staff.
The City Manager’s proposed budget will identify staffing levels and provide
justification for any increases or decreases in overall City staffing.
Union Contract negotiations may impact budget expenditures annually. However, if a
collective bargaining agreement is, or will be, under negotiation, a specific amount will
not be included in the budget from potential wage adjustments resulting from the
negotiation, other than a base COLA adjustment. This is to protect the City from any
claims of not “bargaining in good faith”. Funding for unknown contract terms must be
considered in balancing ongoing revenues with ongoing expenses.
Equipment Replacement & Maintenance - Equipment replacement and maintenance
projections will be updated according to the Fleet Equipment Rental and Replacement
Fund and Fleet Operations and Maintenance Fund Policies (EXHIBIT A) and the
Information Technology(I.T.) Equipment Rental and Replacement Fund and I.T.
Operations and Maintenance Fund Policy (EXHIBIT B).
In general, The Fleet Equipment Rental and Replacement Committee is responsible for
planning, directing, managing, coordinating and supervising programs for the acquisition,
assignment, maintenance and repair, rental, replacement of the City Fleet. This
committee will meet at least annually to recommend fleet purchases for the upcoming
budget year. Fleet replacement rates (if applicable to Funds) will be evaluated at least
once per year and recommended to council for appropriation in the annual budget.
Fleet maintenance rates will be adjusted to recover 100% of the actual direct and indirect
costs. Fleet maintenance rates will be reviewed mid-year. Current year rates, if
necessary, will be adjusted through an adopted supplemental budget request, and rates for
the upcoming budget year will be established and adopted by City Council with the
annual budget appropriations.
In general, the Technology Services Department, in collaboration with the Finance
Department, will be responsible for planning, directing, managing, coordinating and
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supervising programs for acquisition, assignment, maintenance and repair, rental,
replacement and disposal of the City’s I.T. equipment. I.T. replacement rates will be
evaluated at least once per year and recommended to council for appropriation in the
annual budget.
I.T. maintenance rates will be adjusted to recover 100% of the actual direct and indirect
costs. I.T. maintenance rates will be reviewed mid-year. Current year rates will be
adjusted through an adopted supplemental budget request, if necessary, and rates for the
upcoming budget year will be established and adopted by City Council with the annual
budget appropriations.
Training and Travel – City employees or others on official City business or training
may be required to travel outside the City to conduct their business or training for the
City. City employees and officials will be reimbursed for reasonable and customary
expenses incurred in the conduct of their business for the City, including food, lodging
and travel expenses while away, excluding any expenses for personal entertainment or
alcoholic beverages, as provided in the City’s Personnel Policies Manual for business or
training travel. Such training or travel shall be as provided either specifically or generally
in the annual budget.
Training is an investment in maintaining the certifications and skills of the City’s
employees. At least 1% of the department’s budgeted salary expense will be allocated for
certifications and skills training. The City will also include a targeted amount of 1% of
City-wide salaries for organizational development and process improvement.
Investments that Forestall Adding Permanent Staff - Since personnel-related
expenditures represent the largest portion of the City’s budget, funding of technology or
process improvements that increase efficiency and effectiveness of the delivery of City
services should receive priority funding.
Budget Monitoring-
The Finance & Administrative Services Director will maintain a system for monitoring
the City's budget performance. This system will provide timely information to
Department Heads and the City Manager to ensure accuracy of financial data and
compliance with budget appropriations. The Council will receive (at a minimum)
quarterly reports regarding fund level revenues and expenditure performance compared to
budget.
Significant financial issues that need to be addressed between regular monitoring reports
will be provided to Council as warranted.
The Finance & Administrative Services Director will monitor unanticipated needs or
emergency expenditures and prepare budget amendments in compliance with State Law.
Department Heads will be responsible for maintaining budgetary discipline and analyzing
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all over and under spending. Explanations for variances in spending to authorized
appropriations willbe provided by the Department Director to the Finance and
Administrative Services Director in a timely manner.
VIII. FINANCIAL PLANNING POLICIES
FINANCIAL FORECAST – The City will develop a 5-year Financial Plan and Forecast
Model based on these financial policy guidelines and a best estimate of likely revenues
and expenditures. The model will be used to test the policies against likely surrounding
economic conditions. The model will be used for long-range financial planning and is not
a replacement for budgeting.
The City’s financial planning will include the current year budget plus five additional
years of projected data. The City may elect to extend its planning horizon further if
conditions warrant.
The long range financial plan operating revenues and expenses will include data for the
General Fund, Contingency Fund, Library Fund and Community Services Fund. In
addition to ongoing revenues and expenses, this forecast will utilize assumptions that
forecast general obligation debt and general fund contributions to capital projects.
The long range financial plan should present trends and projections in key financial
indicators, such as:
• Revenues and expenses per capita including nominal and inflation adjusted data.
• Staffing levels per 1,000 population: total and by major department.
• Projected annual growth rates of revenues and expenses including personnel
costs.
The long range financial plan may include comparisons to other cities and benchmarks,
recognizing that the data for comparable cities may reflect differences in service delivery,
financial structure and financial policies. Comparative information may include:
• Comparative revenues and expenses by major type to include:
o Total revenues and expenses per capita.
o Taxes per capita by tax source.
IX. ENTERPRISE FUNDS
The Water, Sewer and Stormwater utilities will be managed as self-supporting business
enterprises. Each utility will be managed in a professional manner in accordance with
applicable laws and standards. The long-range financial plan model for each utility will
analyze rate revenues, rate structure, operating costs, replacement capital costs, debt
service and other utility considerations (special rate programs, paybacks, etc.). The City
may utilize specialized rate consultants to evaluate the rate and cost structure of the
utilities.
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X. CAPITAL INVESTMENT PROGRAM PLAN POLICIES
General Policy Considerations - The major resources for funding capital improvement
and capital maintenance programs are revenues, grants and debt. Financing planned
capital replacement costs are an ongoing challenge. Preparing for the challenges of
infrastructure replacement or enhancements demands a long-term view of replacement
needs. In order to plan for these needs the City will develop a six-year Capital
Improvement Plan (CIP) for adoption by Council as required by the Washington’s
Growth Management Act. The CIP will be consistent with the Capital Facilities Element
of the City’s Comprehensive Plan. A capital project over $15,000 with a minimum of a
five-year anticipated life will be included in the CIP.
The city should weigh the full lifecycle costs of proposed projects in relation to funding
sources and strategic plans and determine the availability of funding sources. If debt
financing is needed, the cost of the debt should be analyzed against the city’s debt
capacity and debt management policies before being incorporated in the CIP.
The CIP should include the following:
Project description
Identify anticipated funding sources
Outline the project’s proposed timing and scope
XI. DEBT MANAGEMENT POLICY
Statement of Purpose – The debt financing policy statement sets forth comprehensive
guidelines for the financing of capital expenditures. It is the objective of the policy that
(1) the City obtain financing only when necessary, (2) the process for identifying the
timing and amount debt or other financing be as efficient as possible, (3) the most
favorable interest rate and other related costs be obtained, and (4) when appropriate,
future financial flexibility be maintained.
The Finance and Administrative Services Director is charged with carrying out the policy
and developing recommendations for financing.
Long Term Debt - The City will manage its long-term debt in a manner designed to
utilize its credit to optimize City services while balancing overall debt levels and annual
debt service obligations. Long-term debt includes Bonds, Federal or State loans (e.g.
Public Works Trust Fund, Federal Housing Administration, State Revolving Fund), or
private placement financing. The City shall only use long-term debt for capital projects
that cannot be financed out of current revenues. Annual debt payments should not exceed
15% of the total of annual General Government operating revenues plus budgeted
transfers from capital funding sources. General Government Funds include the General
Fund, Contingency Fund and Special Revenue Funds.
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Debt financing will generally be limited to capital improvement projects identified in the
capital improvement planning process and only under the following circumstances:
• When the project’s useful life will exceed the term of the financing;
• When project revenue or specific resources as identified will be sufficient to
service the debt;
•
• ;
• When projects cannot be cash funded.
Debt financing will not be considered appropriate for:
• Current or ongoing operating and maintenance expenses (except for issuing short-
term instruments such as revenue anticipation notes or tax anticipation notes); and
any recurring purpose (except as indicated above).
The City’s Limited (non-voted) General Obligation (LTGO) Debt Capacity per State Law
is 1.5% of total assessed value. The City should seek to retain 5-10% of its LTGO Debt
Capacity for unforeseeable emergencies.
Short Term Debt – Short-term debt is used to cover the gap in long-term financing or to
finance short lived assets. Short-term debt financing instruments may be considered if
the transaction costs plus interest of the short-term debt are less than the cost of internal
financing and / or if it is more practical to use than committing available operating and
working capital cash. Before issuing short-term debt, there should be a reasonable
certainty that a known revenue source will be received to repay the debt, unless there is a
clear financial emergency.
Options for Interim or “Bridge” financing may include:
• Bond Anticipation Notes (BANS)
• Tax Anticipation Notes (TANS)
• Lines of Credit with major financial institutions
• Interfund Loans
Bond Anticipation Notes (BANS) are used when capital projects begin before long-term
bond proceeds have been received. Tax / Revenue Anticipation Notes (TRANS) are
used to cover operating expenditures when tax revenues are received in large lump sums
later in the year (Example: Property Taxes).
Tax anticipation debt will be retired annually, and bond anticipation notes should be
retired within twelve (12) months of the completion of the project or prior to maturity.
Short-term debt outstanding at the end of the year will not exceed 5% of net operating
revenue (including tax anticipation notes but excluding bond anticipation notes.)
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Transfers – General Fund transfers to other funds are intended as payments for the
support of specific programs or services. Amounts not needed to support such specific
program or service expenses will remain in the General Fund’s fund balance. Operating
transfers result in a change in fund equity. For example, the General Fund may make
transfers to the Debt Fund to fund annual debt service payments or to the Community
Services Fund to support parks or service programs.
Interfund loans are temporary in nature. The requirements for interfund loans are as
follows:
• The Council must approve all interfund loans by resolution. The resolution will
include a planned schedule of repayment of the loan principal as well as setting a
reasonable rate of interest to be paid to the lending fund.
• The borrowing fund must reasonably be able to anticipate sufficient revenue to
repay the principal and interest payments as required by the authorizing
resolution.
• The rate of interest should not be lower than the “opportunity cost” if the funds
were otherwise invested, such as the LGIP (Local Government Investment Pool)
rate or a bank CD rate for a similar term; not higher than the external rate
available to the municipality.
• Interest is not required in the following circumstances:
o If the borrowing fund has no independent source of revenue other than the
lending fund;
o The lending fund is the General Fund, which, being unrestricted, can
provide interest free loans to other funds.
• The term of the interfund loan will not exceed three years. Any interfund loans
that are not repaid within three years will be scrutinized for a “permanent
diversion” of moneys. (Note: These restrictions and limitations do not apply to
those funds which are legally permitted to support one another through
appropriations, transfers, advances, etc.)
For short-term cash deficits in non-General Fund operating funds during the course of the
year, City interfund loans are preferable to outside short-term or private sector lines of
credit.
XII. PURCHASING POLICY
Purchases of goods, services and capital items will be made consistent with the annual
budget appropriations, state and federal law, the City’s Purchasing Ordinance and
Purchasing Policy and Procedure Manual (EXHIBIT C), and the Washington State
Auditor’s requirements. The City’s Purchasing Ordinance will outline the City Manager’s
spending and contracting authority. Any purchases or contracts above those authority
limits must be authorized in advance by City Council (some exceptions for public
emergencies will apply). The City Manager may delegate spending authority (within
his/her limits) to Department Heads to facilitate operating efficiency.
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In General, the City Manager and Department Heads will purchase goods and services at
a reasonable cost, using an open, fairly documented and competitive process whenever
reasonable and possible. Actions of city employees, when purchasing supplies and
services, should be fair and impartial and not be used for personal gain or benefit.
Employees may not willfully circumvent purchasing and procurement policies and
procedures to enter into contracts, or purchase goods and services except as allowed by
state statutes.
The Finance & Administrative Services Director is charged with developing
administrative/operating procedures to implement sound purchasing policies. These
procedures will be based on guidelines provided in State Law and by the State Auditor’s
Office. All purchases made by the City will ultimately be approved by the Council
through the voucher approval process.
XIII. GRANTS MANAGEMENT POLICY
Leveraging City and community resource with external financial assistance can enhance
the quality and level of public services, facilities and infrastructure. City Policy is to seek
and accept grants and other financial assistance consistent with the City’s strategic plan.
External assistance also carries with it the goals and restrictions of the grantor. Grant
relationships are partnerships where the goals of both the City and grantor must be in
alignment. The benefits, costs and long-term implications of the partnership must be
considered prior to formal application. The City’s Grants Management Policy involves
the following steps:
Search – City department staff and officials are encouraged to actively search out and
identify potential grants which may further the City’s vision and goals, within the City’s
financial limitations.
Pre-Application – Department Directors and staff shall pursue grants within their
purchasing authority identified in City Purchasing Policies. The City Manager shall be
advised of all grant considerations over a $10,000 total.
Formal Application – Formal applications directly by the City, or indirectly by other
agencies involving the City, must fall within Departmental Purchasing levels.
All grants will seek reimbursement of direct cost departmental and City wide indirect or
administrative costs to the maximum extent allowable by the grantor.
Grants by other agencies involving the City or by the City involving other grantees must
have City Manager, or Council approval beyond the $60,000 Purchasing levels.
Award and Contract – Upon formal Notice of Grant Award (NOGA) or informal
notification, a written contract must be approved prior to any City commitment, formal or
otherwise. All grant contracts must be within the City’s Purchasing levels. Any needed
2022 Budget Section 5 - Page 22 of 103
budget amendments for grant match not otherwise within general budget authority shall
be adopted prior to formal grant acceptance and contract signing.
Accounting and Reporting – City departments shall coordinate with Finance to assure
that grants comply with Federal, State and local requirements for timely reimbursements,
monitoring of vendors and sub recipients, as well as City Purchasing Policies. Any
notification of audit of grant programs or funds should be sent to the Director of Finance
and Administrative Services even if the audit is coordinated in another department.
Close Out – Multi-year grants shall have periodic accounting reviews not less than at the
close of each fiscal year. Upon conclusion of each grant, the Department grant manager
shall prepare a grant close-out report in coordination with the City’s Finance Department.
A complete grants management file record shall be maintained per City policy, either in
the Department, Finance or Clerk’s Office.
The City Council Adopted Federal Awards Standards, Procurement Policy and Code of
Conduct Policy for all Federal Loans and Grants on July 10, 2017. Standards for federal
awards are detailed in APPENDIX B.
APPENDIX A: INVESTMENT POLICY –
To the extent possible, funds not needed for operations should be invested in approved
investment vehicles. Investments shall be made with judgment and care, under
circumstances then prevailing, that persons of prudence, discretion and intelligence in the
management of their own affairs, not for speculation, but for investment, considering the
probable safety of their capital as well as the probable income to be derived.
The standard of prudence to be used by investments officials shall be the prudent person
standard and shall be applied in the context of managing the overall portfolio.
Investment officers acting in accordance with written procedures and the investments
policy and exercising due diligence shall be relieved of personal responsibility for an
individual’s security’s credit risk of market price changes, provided deviations from
expectations are reported in a timely fashion and appropriate action is taken to control
adverse developments.
The City will strive to maximize the return on its investments, with the primary objective
of preserving capital and prudent investment practices, including diversification.
Investments will be made in accordance with the following objectives:
1) Legality: Funds of the City will be invested in accordance with the Revised Code of
Washington (RCW), the BARS manual, these policies and any applicable administrative
procedures.
2) Safety: Investments of the City will be undertaken in a manner that seeks to ensure the
preservation of capital in the overall portfolio. To attain this objective, diversification is
2022 Budget Section 5 - Page 23 of 103
required in order that potential losses on individual securities do no exceed the income
generated by other investments.
3) Liquidity: The City’s investments will remain sufficiently liquid to enable the city to
meet all operating requirements that might be reasonably anticipated.
4) Yield: The City’s investments will be designed with the objective of attaining a market
rate of return throughout budgetary and economic cycles, taking into account the City’s
investment risk constraints and cash flow characteristics.
The Finance & Administrative Services Director will approve financial institutions to be
eligible to conduct investment business with the City, in accordance with Washington
State Law.
The Finance & Administrative Services Director will periodically furnish the City
Manager and Council with a report that shall include the amount of interest earned to
date. At least annually, a report summarizing investment activity and rate of return will
be provided.
APPENDIX B- CITY OF PORT TOWNSEND FEDERAL AWARDS
STANDARDS, PROCUREMENT POLICY & CODE OF CONDUCT
CITY OF PORT TOWNSEND FEDERAL AWARD STANDARDS:
PURPOSE
Establish and maintain internal controls that provide reasonable assurance that Federal
awards are being managed in compliance with all federal regulations and with the terms
and conditions of the award. The City of Port Townsend will follow the Uniform
Guidance, the Local Agency Guidelines (LAG) distributed by The Washington State
Department of Transportation (WSDOT), and the City of Port Townsend’s
Comprehensive Financial Management Policy Guidelines.
INTERNAL CONTROLS
The City of Port Townsend will maintain effective internal control over the Federal
award providing reasonable assurance that the City of Port Townsend is managing
the Federal award in compliance with Federal statutes, regulations, and the terms
and conditions of the Federal award.
• Take prompt action when instances of noncompliance are identified
including noncompliance identified in audit findings.
• Take reasonable measures to safeguard protected personally identifiable
information and other information the Federal awarding agency or pass-
through entity designates as sensitive.
ADVANCE PAYMENTS AND REIMBURSEMENTS
Payment methods must minimize the time elapsing between the transfer of funds from
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the United States Treasury or the pass-through entity and the disbursement by the City
of Port Townsend whether the payment is made by electronic funds transfer, or
issuance or redemption of checks, warrants, or payment by other means.
• Advanced payments must be limited to the minimum amounts needed and be
timed to be in accordance with the actual, immediate cash requirements of the
City of Port Townsend to carry out the purpose of the approved program or
project. Any advanced payments must be consolidated to cover anticipated
cash needs.
• The City of Port Townsend shall minimize the time elapsed between receipt of
federal aid funds and subsequent payment of incurred costs.
ALLOWABLE COSTS
Federal awards will meet the following general criteria to be allowable except where
otherwise authorized by statute:
• Be necessary and reasonable for the performance of the Federal award;
• Conform to any limitations or exclusions set forth in these principles or in
the Federal award as to types or amount of cost items;
• Be consistent with policies and procedures that apply uniformly to both
Federally- financed and other activities of the City of Port Townsend;
• Be accorded consistent treatment;
• Not be included as cost or used to meet cost sharing or matching
requirements of any other Federally-financed program in either the current
or a prior period;
• Be adequately documented.
PROCUREMENT
When procuring property and services under a Federal award, the City of Port
Townsend will follow 2 CFR §200.318 General procurement standards through
§200.326 Contract provisions or City of Port Townsend purchasing procedures
whichever is more restrictive. The following table outlines procurement requirements
when using Federal funds.
Procurement
Method
Goods Services
Micro-Purchase - No
required quotes. However,
must consider price as
reasonable, and, to the
extent practical, distribute
equitably among
suppliers.
$5,000 or less
Must use more
restrictive City
threshold instead of
$10,000 federal
threshold
$5,000 or less
Must use more
restrictive City threshold
instead of $10,000
federal threshold
Small Purchase
Procedures
$5,000 - $40,000
(Single trade); $3,000 -
$5,000 - $40,000 (Single
trade); $5,000 - $65,000
2022 Budget Section 5 - Page 25 of 103
(Informal) - Obtain/
document quotes
from a reasonable number
of qualified sources (at
least three).
$65,000 (Multi trade);
$5,000 - $50,000
(Non-Public Works
projects)
Must use more
restrictive City
threshold instead of
$250,000 Federal
threshold
(Multi trade); $5,000 -
$50,000 (Non- Public
Works projects)
Must use more
restrictive City threshold
instead of $250,000
Federal threshold
Sealed Bids / Competitive
Bids (Formal)
$40,000 or more (Single
trade); $65,000 or more
(Multi trade); $50,000
or more (Non-Public
Works Projects)
Must use more
restrictive City
threshold instead of
$250,000 Federal
threshold
$40,000 or more (Single
trade); $65,000 or more
(Multi trade); $50,000 or
more (Non-Public
Works Projects)
Must use more
restrictive City
threshold instead of
$250,000 Federal
threshold
Competitive proposals Used when conditions are not appropriate for the use
of sealed bids.
• Must publicize request for proposals
soliciting from an adequate number of
qualified sources
• Maintain written method for conducting
technical evaluations
• Contract must be awarded to the responsive
and responsible firm
whose proposal is most advantageous to the
program
Non-competitive proposals Appropriate only when:
• Available only from a single source; or
• Public emergency; and
• Expressly authorized by awarding or pass-
through agency in response to written request
from the City of Port Townsend; or
• After soliciting a number of sources, competition
is deemed inadequate.
Contracts for more than the simplified acquisition threshold currently set at $250,000
must address administrative, contractual, or legal remedies in instances where
contractors violate or breach contract terms, and provide for such sanctions and
penalties as appropriate.
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Contracts and sub-grants of amounts in excess of $250,000 require that the City of Port
Townsend will comply with all applicable standards, orders or regulations issued
pursuant to the Clean Air Act and the Federal Water Pollution Control Act.
The City of Port Townsend will monitor procurements to avoid duplicative purchases,
and exhaust all mandated sources before soliciting new sources. The City will also
continue to enter into inter-entity agreements to realize cost savings for shared goods
and services when possible.
The City will verify and document that vendors are not suspended or debarred from
doing business with the Federal government.
SINGLE AUDIT ACT
The City of Port Townsend, as a recipient of Federal funds, shall adhere to the Federal
regulations outlined in 2 CFR §200.501 as well as all applicable Federal and State
statutes and regulations.
CLOSURE
A project agreement end date will be established in accordance with 2 CFR §200.309. Any
costs incurred after the project agreement end date are not eligible for Federal
reimbursement.
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CITY OF PORT TOWNSEND CODE OF CONDUCT:
PURPOSE
The purpose of the Code of Conduct is to ensure the efficient, fair and professional
administration of federal grant funds in compliance with 2 CFR §200.112, 2 CFR
§200.318 and other applicable federal and state standards, regulations, and laws.
APPLICATION
This Code of Conduct applies to all elected officials, employees or agents of the City
of Port Townsend engaged in the award or administration of contracts supported by
federal grant funds.
REQUIREMENTS
No elected official, employee or agent of the City of Port Townsend shall participate in
the selection, award or administration of a contract supported by federal grant funds if
a conflict of interest, real or apparent, would be involved. Such a conflict would arise
when any of the following has a financial or other interest in the firm selected for
award:
• The City employee, elected official, or agent; or
• Any member of their immediate family; or
• Their partner; or
• An organization which employs, or is about to employ any of the above.
The City of Port Townsend's elected officials, employees or agents shall neither
solicit nor accept gratuities, favors, or anything of monetary value from contractors,
potential contractors or subcontractors.
REMEDIES
To the extent permitted by federal, state or local laws or regulations, violation of these
standards may cause penalties, sanctions or other disciplinary actions (up to and
including employment or contract termination) to be taken against the City of Port
Townsend's elected officials, employees or agents, or the contractors, potential
contractors, subcontractors or their agents. Any potential conflict of interest will be
disclosed in writing to the Federal awarding agency or pass-through entity in
accordance with applicable Federal awarding agency policy.
2022 Budget Section 5 - Page 28 of 103
EXHIBIT A
Fleet Equipment Rental & Replacement Fund and
Fleet Operations & Maintenance Fund
Policy
November 2018
2022 Budget Section 5 - Page 29 of 103
I. Table of Contents
II. Overview ............................................................................................................................................... 3
A. Purpose: ............................................................................................................................................ 3
B. General Policy: .................................................................................................................................. 3
C. Funds Purpose: .................................................................................................................................. 3
D. Services: ............................................................................................................................................ 3
III. Replacement Reserve Management ................................................................................................. 4
A. Donation of Equipment to FERRF: .................................................................................................... 4
B. Replacement Reserves for FERRF Owned Equipment: ..................................................................... 4
C. Prohibited uses of Reserves: ............................................................................................................. 4
D. Purpose and Uses of Reserves: ......................................................................................................... 4
IV. Replacement Rules............................................................................................................................ 5
A. FERRF Owned Assets: ........................................................................................................................ 5
B. Useful Life: ........................................................................................................................................ 5
C. Acquisition and Disposal of Assets: ................................................................................................... 5
V. Operations & Maintenance................................................................................................................... 6
A. Maintenance Rates: .......................................................................................................................... 6
B. Maintenance and Services: ............................................................................................................... 6
VI. Appendix ........................................................................................................................................... 6
A. Acronyms: ......................................................................................................................................... 6
1. ERRC - Equipment Rental & Replacement Committee ................................................................. 6
2. FERRF – Fleet Equipment Rental & Replacement Fund ................................................................ 6
3. FOMF - Fleet Operations & Maintenance Fund ............................................................................ 6
B. Roles and Responsibilities: ................................................................................................................ 6
1. Operating Departments ................................................................................................................ 6
2. Public Works Department: Fleet Services ..................................................................................... 7
3. Public Works Department: ERRC .................................................................................................. 7
4. Finance Department ..................................................................................................................... 7
5. Leadership Team ........................................................................................................................... 8
6. City Council ................................................................................................................................... 8
C. Chronology of Significant Events: ..................................................................................................... 8
D. Common Audit Issues shared by the State Auditor’s Office: ............................................................ 8
2022 Budget Section 5 - Page 30 of 103
II. Overview
A. Purpose:
The purpose of this document is to establish and specify the City of Port Townsend’s (City) policy
governing asset and fund management, including rental, replacement, and maintenance
services for motorized vehicles and wheeled equipment (Fleet) (See separate policy for I.T.
Equipment Rental & Replacement and I.T. Operations & Maintenance).
B. General Policy:
1. It is the policy of the City to provide for centralized management of its Fleet. Management
activities include fund management and asset purchase, rental, maintenance and repair,
replacement and disposal.
2. The City Manager has delegated responsibility for implementing the provisions of this policy
to the Public Works Department. The Public Works Department in collaboration with the
Finance Department shall be responsible for ensuring uniform application and
interpretation of the policy. Proposed exceptions to the policy will be considered for
maximum benefit of the City.
3. The Public Works Department shall be responsible for planning, directing, managing,
coordinating and supervising programs for the acquisition, assignment, maintenance and
repair, rental, replacement and disposal of the City Fleet. To provide for administrative ease
and operational flexibility this responsibility is further delegated to the Equipment Rental &
Replacement Committee (ERRC), which consists of the Public Works Director, Public Works
Operations Manager, a representative of the Finance Department, and up to two at-large
city employee members.
C. Funds Purpose:
The purpose of the Fleet Equipment Rental & Replacement Funds (FERRF) and the Fleet
Operations & Maintenance Fund (FOMF) is to manage replacement and maintenance funds to
ensure sufficient monies are available when needed. This allows the City to focus on using
maintenance and efficiency indicators when making asset equipment replacement decisions.
Additionally, FERRF is designed to rent FERRF owned equipment to other funds.
D. Services:
The FERRF and FOMF are designated as an Internal Service Fund 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, fuel, motor pool, and intergovernmental activities.
2022 Budget Section 5 - Page 31 of 103
III. Replacement Reserve Management
A. Donation of Equipment to FERRF:
Departments that participate in replacement will donate all eligible assets to its own FERRF,
where they will be considered FERRF owned Assets.
B. Replacement Reserves for FERRF Owned Equipment:
During the budget process, the ERRC will establish reserves for the replacement of assets.
1. Replacement charges are generally calculated based on each individual asset’s original cost,
its useful life, salvage value, the regional inflationary rate, and the anticipated replacement
value. Replacement rates are sometimes adjusted for special purposes. All charges will be
accumulated in the FERRF. A calculation model, such as the Excel model provided by FCS
Group, shall be used to track each individual asset and determine the appropriate
replacement charge.
2. Capital additions made to increase the asset’s useful life will be added to the total cost of
the asset, and the replacement calculation will be recomputed over the new useful life of
the asset.
3. Replacement rates may be adjusted when the useful life of an asset is changed, or the cost
of the replacement asset is significantly higher or lower than the norm.
4. 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.
C. Prohibited uses of Reserves:
1. FERRF replacement reserves will not be used to fund construction projects, purchase non-
capital equipment (unless part of a system), or purchase capital items that are not
authorized to have a replacement schedule.
2. FERRF replacement reserves will not be permanently transferred to other funds unless
directed by Council.
D. Purpose and Uses of Reserves:
The FERRF is designed to ensure replacement of an asset with a “like” item. The FERRF exists to
accumulate monies based on the replacement cost of an asset.
1. True-up Process: During the semi-annual review process the annual reserve need will be re-
evaluated, compared with the actual annual reserve contributions, and any excess/deficit
will be refunded to or contributed by the appropriate fund as required. If the new estimate
is within 5% (+/-) of the actual annual reserve contribution, then no action is required.
2. Like-for-Like Baseline: When computing funds available for replacement, the ERRC
determines the estimate by comparing the equipment being replaced to an identical piece
of equipment in today’s marketplace.
2022 Budget Section 5 - Page 32 of 103
3. Equipment Improvements: If there are changes in equipment technology that either make
the old asset obsolete, antiquated or not match generally accepted industry trends, this will
be considered a like-for-like replacement.
4. Upgrades: New equipment technology that is not an Equipment Improvement will be
considered an upgrade. Upgrades are acceptable if there is enough money available using
the like-for-like formula. If there is a need for additional funds, the department must fund
the difference with their department’s budget.
5. Rebuilds: There is an option to use the FERRF monies to rebuild equipment if it extends the
useful life and it is more cost-effective than the replacement option.
6. Legal and Safety Requirements: If a mandated legal or safety requirement occurs and there
is a cost increase, the department must fund with their department’s operating budget.
7. Early Replacement: If it is determined by the ERRC that an asset has failed before the end of
its useful life, the FERRF will pay for this (pending availability of funds). To collect the
shortfall, an increased rate of replacement, which will include the funds still to be collected
on the original asset, shall be charged on the newly replaced asset.
8. Combining Assets or Obtaining Multiple Assets: It is permissible to combine assets to obtain
a single asset or to obtain more than one asset when replacing a single asset. In both cases,
if there is a shortage of funds (based on the like-for-like formula), the department must fund
the difference from their department’s operating budget.
IV. Replacement Rules
A. FERRF Owned Assets:
All assets placed in the FERRF must have the following basic criteria as determined by the ERRC.
The ERRC can change the minimum criteria to match the City’s standards and approve
exceptions on a case-by-case basis. These criteria must be met to have a replacement schedule
created:
1. Useful life be more than two years.
2. Minimum individual value is $10,000. Please note that this value may change from time to
time to account for inflation.
3. Asset must be a motorized vehicle or a wheeled piece of equipment.
B. Useful Life:
The useful life is established based on industry standards and the normal life expectancy of
similar assets. Asset classes generally affect large groups of similar assets; however, special
applications and unique items may have separate lives. Normally the useful life is changed
when actual average disposal age deviates by more than one year at replacement. Useful life
can also be changed because of technological changes or ERRC determination.
C. Acquisition and Disposal of Assets:
The ERRC reviews all assets to determine those that should be replaced, retained or disposed of.
The ERRC meets with the operating departments to agree on the selection of items to be
2022 Budget Section 5 - Page 33 of 103
replaced and to discuss new acquisitions. The formal budget approval for acquisition of assets
occurs when Council approves the budget and disposal of assets must follow the City’s Disposal
and Surplus Policy.
V. Operations & Maintenance
A. Maintenance Rates:
The ERRC will establish rates for various operational costs and services provided by the
approved budget of the Fleet Services operations. A separate fund will be used to account for
maintenance operation charges. All departments will share one FOMF.
1. FOMF maintenance rates will be established to recover 100% of the actual direct and
indirect costs (e.g. Salaries, operational expenses, inventory, fuel, 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, including departments not participating in the FERRF will be direct
charged based on the actual maintenance and repair costs tracked by Fleet Services plus an
indirect cost allocation calculated by the model.
B. Maintenance and Services:
Fleet Services will maintain all FERRF assets except specialty equipment that has specifically
been delegated to other departments. Fleet Services may perform maintenance and provide
services on equipment not assigned to FERRF.
1. Fleet Services will track all direct costs of repairs for each individual asset including fuel and
outside repairs. These costs will be used to determine each department’s portion of the
maintenance & operations annual charge.
VI. Appendix
A. Acronyms:
1. ERRC - Equipment Rental & Replacement Committee
2. FERRF – Fleet Equipment Rental & Replacement Fund
3. FOMF - Fleet Operations & Maintenance Fund
B. Roles and Responsibilities:
1. Operating Departments
a) Work with the ERRC to identify FERRF asset needs and provide all pertinent information
for any asset owned and maintained by the FERRF and FOMF. This is particularly
important for specialty equipment.
b) Assist in identifying cost increases in existing equipment that exceeds inflation. Working
with the ERRC to develop budgetary proposals ensuring proper funds are available in
FERRF and FOMF.
c) Provides prudent use, care, and stewardship of FERRF owned assets.
2022 Budget Section 5 - Page 34 of 103
d) Manages all non-owned FERRF equipment.
e) Provides feedback on asset management policies.
2. Public Works Department: Fleet Services
a) Manages all FERRF assets in accordance with this policy.
b) Manages the budget and financial operations of the FERRF and FOMF.
c) Maintains all titles for City owned licensed vehicles and equipment.
d) Prepares the asset replacement plan and recommends new purchases.
e) Prepares purchase requisitions for all new FERRF assets.
f) Represents Fleet Services on the operating budget and financial issues.
3. Public Works Department: ERRC
a) Establishes and administers the funds policies in collaboration with the Finance
Department.
b) Manages all FERRF assets in accordance with this policy.
c) Determines equipment that will be maintained by FOMF.
d) Establishes the useful life, replacement schedules and rates for all asset classes, and
makes changes to the useful life based on actual experience.
e) During the budget process develops FERRF and FOMF financial plans for the budget
period.
f) Sets maintenance, replacement, and estimated fuel charges to user departments.
g) Works with the Finance Department to estimate reserve needs, compare them with
actual annual reserve contributions, and determines if there is any excess/deficit to be
refunded to or contributed by the appropriate fund as required. If the new estimate is
within 5% (+/-) of the actual annual reserve contribution, then no action is required.
h) Determines when surplused assets are retained and rented beyond their expected
disposal date.
i) Provides financial services to Fleet Services including assistance in the development and
review of financial policies, budgets and rates.
j) Assists the Fleet Services manager in budget monitoring.
4. Finance Department
a) Working with the ERRC establishes and administers the funds policies.
b) Analyzes and makes recommendations to the Leadership Team on FERRF and FOMF
financial plans for the budget period, including: asset replacement plan, proposed new
asset purchases, and total charge allocations by department.
c) Works with the ERRC to analyze reserve needs, compares them with actual annual
reserve contributions, and determines if there is any excess/deficit to be refunded to or
contributed by the appropriate fund as required. If the new estimate is within 5% (+/-)
of the actual annual reserve contribution, then no action is required.
d) Processes FERRF and FOMF department billings and prepares FERRF and FOMF financial
statements.
e) Ensures City property and equipment is disposed of in accordance with State and City
regulations.
2022 Budget Section 5 - Page 35 of 103
f) Invests fund money in accounts for interest in accordance with the City’s Financial
Policy.
5. Leadership Team
a) During the budget process approves the FERRF and FOMF financial plans for the budget
period.
b) Approves exceptions to established policies on a case-by-case basis.
6. City Council
a) Adopts the appropriations and operating budgets for FERRF and FOMF during the
budget process.
C. Chronology of Significant Events:
1. RCW 32.21.088 address the creation and guidelines of the Equipment Rental Fund.
2. The Equipment Rental & Replacement Fund (ERRF) was created July 2, 1974 by Ordinance
No. 1712.
3. Original ERRF created by Ordinance No. 1712 is repurposed effective January 1, 2019
through Ordinance No. 3218.
4. New Fleet Equipment Rental Operating and Maintenance Fund (FOMF) effective January 1,
2019 by Ordinance No. 3218.
D. Common Audit Issues shared by the State Auditor’s Office:
1. Failure to maintain a current list of assets and lack of the performance of physical
inventories. (This is the most common condition observed.)
2. Failure to retain adequate records for support of expenditures.
3. Failure of the ER&R fund to bill departments for use of equipment and supplies.
4. Submitting replacement cost estimates for reimbursement with grant money.
2022 Budget Section 5 - Page 36 of 103
EXHIBIT B
I.T. Equipment Rental & Replacement Fund and I.T
Operations & Maintenance Fund
Policy
November 2018
2022 Budget Section 5 - Page 37 of 103
I. Table of Contents
II. Overview ............................................................................................................................................... 3
A. Purpose: ............................................................................................................................................ 3
B. General Policy: .................................................................................................................................. 3
C. Funds Purpose: .................................................................................................................................. 3
D. Services: ............................................................................................................................................ 3
III. Replacement Reserve Management ................................................................................................. 3
A. Donation of Equipment to ITERRF: ................................................................................................... 3
B. Replacement Reserves for ITERRF Owned Equipment: .................................................................... 4
C. Prohibited Uses of Reserves: ............................................................................................................ 4
D. Purpose and Uses of Reserves: ......................................................................................................... 4
IV. Replacement Rules............................................................................................................................ 5
A. ITERRF Owned Assets: ....................................................................................................................... 5
B. Useful Life: ........................................................................................................................................ 5
C. Acquisition and Disposal of Assets: ................................................................................................... 5
V. Operations & Maintenance................................................................................................................... 6
A. Maintenance Rates: .......................................................................................................................... 6
B. Maintenance and Services: ............................................................................................................... 6
VI. Appendix ........................................................................................................................................... 6
A. Acronyms: ......................................................................................................................................... 6
1. ITERRF – I.T. Equipment Rental & Replacement Fund .................................................................. 6
2. ITOMF – I.T. Operations & Maintenance Fund ............................................................................. 6
B. Roles and Responsibilities: ................................................................................................................ 6
1. Operating Departments ................................................................................................................ 6
2. Information Technology Services Department ............................................................................. 6
3. Finance Department ..................................................................................................................... 7
4. Leadership Team ........................................................................................................................... 7
5. City Council ................................................................................................................................... 7
C. Chronology of Significant Events: ..................................................................................................... 7
D. Common Audit Issues shared by the State Auditor’s Office: ............................................................ 8
2022 Budget Section 5 - Page 38 of 103
II. Overview
A. Purpose:
The purpose of this document is to establish and specify the City of Port Townsend’s (City) policy
governing asset and fund management, including rental, replacement, and maintenance
services for equipment related to Information Technology (I.T.) (See separate policy for Fleet
Equipment Rental & Replacement and Fleet Operations & Maintenance).
B. General Policy:
1. It is the policy of the City to provide for centralized management of its computer and I.T.
equipment. Management activities include fund management and asset purchase, rental,
maintenance and repair, replacement and disposal.
2. The City Manager has delegated responsibility for implementing the provisions of this policy
to the Information Technology Services Department. The Information Technology Services
Department in collaboration with the Finance Department shall be responsible for ensuring
uniform application and interpretation of the policy. Proposed exceptions to the policy will
be considered for maximum benefit of the City.
3. The Information Technology Services Department shall be responsible for planning,
directing, managing, coordinating and supervising programs for the acquisition, assignment,
maintenance and repair, rental, replacement and disposal of the City’s I.T. equipment.
C. Funds Purpose:
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. This allows the City to focus on using
maintenance and efficiency indicators when making asset equipment replacement decisions.
D. Services:
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.
III. Replacement Reserve Management
A. Donation of Equipment to ITERRF:
Departments that participate in replacement will donate all eligible assets to the ITERRF, where
they will be considered ITERRF owned Assets.
2022 Budget Section 5 - Page 39 of 103
B. Replacement Reserves for ITERRF Owned Equipment:
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. All charges will be accumulated in the
ITERRF. A calculation model, such as the Excel model provided by FCS Group, 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, or the 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.
C. Prohibited Uses of Reserves:
1. ITERRF replacement reserves will not be used to fund construction projects, purchase non-
capital equipment (unless part of a system), or purchase capital items that are not
authorized to have a replacement schedule.
2. ITERRF replacement reserves will not be permanently transferred to other funds unless
directed by Council.
D. Purpose and Uses of Reserves:
The ITERRF is designed to ensure we can replace an asset with a “like” item. The ITERRF exists to
accumulate monies based on the replacement cost of an asset.
1. True-up Process: During the semi-annually review process the annual reserve need will be
re-evaluated, compared with the actual annual reserve contributions, and any excess/deficit
will be refunded to or contributed by the appropriate fund as required. If the new estimate
is within 5% (+/-) of the actual annual reserve contribution, then no action is required.
2. Like-for-Like Baseline: When computing funds available for replacement, the Information
Technology Services Department determines the estimate by comparing the equipment
being replaced to an identical piece of equipment in today’s marketplace.
3. Equipment Improvements: If there are changes in equipment technology that either make
the old asset obsolete, antiquated or not match generally accepted industry trends, this will
be considered a like-for-like replacement.
4. Upgrades: New equipment technology that is not an Equipment Improvement will be
considered an upgrade. Upgrades are acceptable if there is enough money available using
the like-for-like formula. If there is a need for additional funds, the department must fund
the difference with their department’s operating budget.
5. Rebuilds: There is an option to use the ITERRF monies to rebuild equipment if it extends the
useful life and it is more cost-effective than the replacement option.
6. Legal and Safety Requirements: If a mandated legal or safety requirement occurs and there
is a cost increase, the department must fund with their department’s operating budget.
2022 Budget Section 5 - Page 40 of 103
7. Early Replacement: If it is determined by the Information Technology Services Department
that an asset has failed before the end of its useful life, the ITERRF will pay for this (pending
availability of funds). To collect the shortfall, an increased rate of replacement, which will
include the funds still to be collected on the original asset, shall be charged on the newly
replaced asset.
8. Combining Assets or Obtaining Multiple Assets: It is permissible to combine assets to obtain
a single asset or to obtain more than one asset when replacing a single asset. In both cases,
if there is a shortage of funds (based on the like-for-like formula), the department must fund
the difference from their department’s budget.
IV. Replacement Rules
A. ITERRF Owned Assets:
All assets placed in the ITERRF must have the following basic criteria as determined by the
Information Technology Services Department. The Information Technology Services Department
can change the minimum criteria to match the City’s standards and approve exceptions on a
case-by-case basis. These criteria must be met to have a replacement schedule created:
1. Useful life be more than one year.
2. Minimum individual value is $500. Please note that this value may change from time to
time to account for inflation.
3. Assets such as tablets and cellular devices will not be included in the ITERRF. These assets
will be purchased directly out of the respective department’s operating budget as needed or
replaced.
B. Useful Life:
The useful life is established based on industry standards and the normal life expectancy of
similar assets. Asset classes generally affect large groups of similar assets; however, special
applications and unique items may have separate lives. Normally the useful life is changed
when actual average disposal age deviates by one year or more at replacement. Useful life can
also be changed because of technological changes or the Information Technology Services
Department’s determination.
C. Acquisition and Disposal of Assets:
Information Technology Services Department reviews all assets to determine those that should
be replaced and those that should be retained. The Information Technology Services
Department meets with the operating departments to agree on the selection of items to be
replaced and to discuss new acquisitions. Approval for acquisition of assets is decided during
the Budget process with Council’s approval and disposal of assets must follow the City’s Disposal
and Surplus Policy.
2022 Budget Section 5 - Page 41 of 103
V. Operations & Maintenance
A. Maintenance Rates:
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 account for 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.
B. Maintenance and Services:
The Information Technology Services Department will maintain all ITERRF assets. The
Information Technology Services Department may perform maintenance and provide services
on equipment not assigned to ITERRF.
VI. Appendix
A. Acronyms:
1. ITERRF – I.T. Equipment Rental & Replacement Fund
2. ITOMF – I.T. Operations & Maintenance Fund
B. Roles and Responsibilities:
1. Operating Departments
a) Work with the Information Technology Services Department to identify ITERRF asset
needs and provide all pertinent information for any asset owned and maintained by the
ITERRF and ITOMF. This is particularly important for specialty equipment.
b) Work with the Information Technology Services Department to develop budgetary
proposals ensuring proper funds are available in the ITERRF and ITOMF.
c) Provides prudent use, care, and stewardship of ITERRF owned assets.
d) Provides feedback on asset management policies.
2. Information Technology Services Department
a) Establishes and administers the funds policies in collaboration with the Finance
Department.
b) Manages all ITERRF assets in accordance with this policy.
c) Manages the budget and financial operations of the ITERRF and ITOMF.
d) Prepares the asset replacement plan and recommends new purchases.
e) Prepares purchase requisitions for all new ITERRF assets.
2022 Budget Section 5 - Page 42 of 103
f) Represents I.T. on the operating budget and financial issues.
g) Determines equipment that will be maintained by ITOMF.
h) Establishes the useful life, replacement schedules and rates for all asset classes, and
makes changes to the useful life based on actual experience.
i) During the budget process develops ITERRF and ITOMF financial plans for the budget
period.
j) Sets maintenance and replacement to user departments.
k) Works with the Finance Department to estimate reserve needs, compare them with
actual annual reserve contributions, and determines if there is any excess/deficit to be
refunded to or contributed by the appropriate fund as required. If the new estimate is
within 5% (+/-) of the actual annual reserve contribution, then no action is required.
3. Finance Department
a) Working with the Information Technology Services Department establishes and
administers the funds policies.
b) Analyzes and makes recommendations to the Leadership Team on ITERRF and ITOMF
financial plans for the budget period, including: asset replacement plan, proposed new
asset purchases, and total charge allocations by department.
c) Works with the Information Technology Services Department to analyze annual reserve
needs, compares them with actual annual reserve contributions, and determines if
there is any excess/deficit to be refunded to or contributed by the appropriate fund as
required. If the new estimate is within 5% (+/-) of the actual annual reserve
contributions, then no action is required.
d) Processes ITERRF and ITOMF department billings and prepares ITERRF and ITOMF
financial statements.
e) Ensures City property and equipment is disposed of in accordance with State and City
regulations.
f) Invests fund money in accounts for interest in accordance with the City’s Financial
Policy.
4. Leadership Team
a) During the budget process approves the ITERRF and ITOMF financial plans for the
budget period.
b) Approves exceptions to established policies on a case-by-case basis.
5. City Council
a) Adopts the appropriations and operating budgets for ITERRF and ITOMF during the
budget process.
C. Chronology of Significant Events:
1. RCW 32.21.088 address the creation and guidelines of the Equipment Rental Fund.
2. The Equipment Rental & Replacement Fund (ERRF) was created July 2, 1974 by Ordinance
No. 1712.
3. Original ERRF created by Ordinance No. 1712 is repurposed effective January 1, 2019
through Ordinance No. 3218.
2022 Budget Section 5 - Page 43 of 103
4. New ITERRF and ITOMF effective January 1, 2019 with Ordinance No. 3218. All departments
will participate in the new ITERRF and ITOMF.
D. Common Audit Issues shared by the State Auditor’s Office:
1. Failure to maintain a current list of assets and lack of the performance of physical
inventories. (This is the most common condition observed.)
2. Failure to retain adequate records for support of expenditures.
3. Failure of the ER&R fund to bill departments for use of equipment and supplies.
4. Submitting replacement cost estimates for reimbursement with grant money.
2022 Budget Section 5 - Page 44 of 103
EXHIBIT C
Purchasing Policies
and
Procedures Manual
250 Madison Street
Port Townsend, WA 98368
cityofpt.us
2022 Budget Section 5 - Page 45 of 103
PURCHASING MATRIX – BID LIMITS & SIGNING AUTHORIZATION
(Always include applicable sales tax when determining dollar amounts)
Purchase of Goods &
Equipment
Bidding Process Contract and Payment
Requirements
Authorization
Under $500 No requirement
Payment off signed invoice (or use
purchase card if within limits)
No contract required
Employee personal
reimbursement if approved by
supervisor
W-9
Department head or
designee
$500-$7,500 No requirement, but three
estimates recommended
May use MRSC Vendor
Roster, State contract, or
interlocal agreement
Select lowest qualified
vendor
Payment off signed invoice (or use
purchase card if within in limits)
W-9
Department head or
designee
$7,501-$15,000 Obtain three telephone
and/or written quotations
or use formal bidding
May use MRSC Vendor
Roster, State contract, or
interlocal agreement
Select lowest qualified
vendor
Purchase order if >$10,000
Requisition form & signed invoice
W-9
Department head (if
within budget
appropriations)
$15,001-$29,999 Must either:
formally bid, use
State contract, or
interlocal agreement
Select lowest qualified
vendor
Purchase order
Requisition form & signed invoice
W-9
City Manager (if
within budget
appropriations)
$30,000 or more Must either:
formally bid, use
State contract, or
interlocal agreement
Select lowest qualified
vendor
Purchase order
Requisition form & signed invoice
W-9
Council approval1
Contract and/or
invoice signed by City
Manager
2022 Budget Section 5 - Page 46 of 103
Public Works Projects Bidding Process Contract and Payment
Requirements
Authorization
$5,000 or less Required to have three
estimates
May use MRSC Small
Works Roster
Award to lowest qualified
contractor
Alternatively, may use day
labor (City staff)
Small public works contract
Insurance
W-9
Prevailing wage (Contractor may
use Combined Intent/Affidavit
Form for projects $2,500 or less)
5% retainage or retainage bond,
unless waived in advertisement by
City Manager, department head,
or designee
Performance and payment bonds,
unless waived in advertisement by
City Manager, department head,
or designee
Department head or
designee
Less than $50,000
Limited Small Public
Works process
Obtain estimates from at
least three contractors on
MRSC Small Works Roster2
Award to lowest qualified
contractor
Alternatively, may use
formal bidding or day
labor (City staff)
Small public works contract
Insurance
W-9
Prevailing wage
5% retainage or retainage bond,
unless waived in advertisement by
City Manager
Performance and payment bonds,
unless waived in advertisement by
City Manager
Contractor may choose to have
10% retainage held instead of
providing performance and
payment bonds
Purchase order (encumbrance) if
>$10,000, except capital projects
City Manager for less
than $20,000 single
trade or $35,000
multiple trades 3
Contracts over these
limits require Council
approval
Contract signed by
City Manager
$350,000 or less
Small Public Works Roster
process
Obtain estimates from at
least five contractors on
MRSC Small Works Roster
All contractors in
applicable roster category
Small public works contract
Insurance
W-9
Council approval (see
above)
Contract signed by
City Manager
2022 Budget Section 5 - Page 47 of 103
must be given opportunity
to submit estimate before
any contractor can be
solicited again
If project total is between
$250,000-$350,000, all
contractors in applicable
category must be notified
that project is being bid
Recommend bid deposits
for projects >$40,000
Alternatively, may use
formal bidding or may use
day labor (City staff) for
single trade projects
$75,500 or less and
multiple trade projects
$116,155 or less
Award to lowest qualified
contractor
Prevailing wage
5% retainage or retainage bond,
unless waived in advertisement by
City Manager 4
Performance and payment bonds
Contractor may choose to have
10% retainage held instead of
providing performance and
payment bonds for projects
$150,000 or less
Purchase order (encumbrance),
except for capital projects
approved in CIP
Projects over $350,000 Must use publicly
advertised formal bid
process
5% bid deposit required
Public works contract
Insurance
W-9
Prevailing wage 5
5% retainage or retainage bond 4
Performance & payment bonds
Purchase order [except Capital
Projects approved in CIP]
Council approval
Contract signed by
City Manager
Services [not including
Architecture &
Engineering]
Bidding Process Contract and Payment
Requirements
Authorization
Under $5,000 No requirement, but three
estimates recommended
Check requirements if
using federal funding
No contract required
Payment off signed invoice
W-9
Prevailing wages may be required
for certain services (e.g.,
landscaping)
Department head or
designee
2022 Budget Section 5 - Page 48 of 103
$5,000-$9,999 No requirement, but
recommend at least three
estimates from firms on
the MRSC Consultant
Roster
Request price quotes,
schedule, qualifications
Check requirements if
using federal funding
Contract with lowest
qualified vendor
Professional services agreement
Insurance
W-9
Purchase order (encumbrance) if
requested
Prevailing wages may be required
for certain services (e.g.,
landscaping)
City Manager
$10,000-$19,999 Request proposals or
estimates from at least
three firms on the MRSC
Consultant Roster
Request price quotes,
schedule, and
qualifications
Check requirements if
using federal funding
Contract with lowest
qualified vendor
Professional services agreement
Insurance
W-9
Purchase order (encumbrance)
Prevailing wages may be required
for certain services (e.g.,
landscaping)
Council approval 6
Contract signed by
City Manager
$20,000 or more Formal, advertised RFP or
RFQ process
recommended
Check requirements if
using federal funding
Contract with lowest
qualified vendor
Professional services agreement
Insurance
W-9
Purchase order (encumbrance)
Prevailing wages may be required
for certain services (e.g.,
landscaping)
Council approval 6
Contract signed by
City Manager
Architecture, Engineering,
Landscape Architecture,
& Surveying
Bidding Process Contract and Payment
Requirements
Authorization
Any dollar amount Must publish need for
services in advance
May use MRSC Consultant
Roster
Professional services agreement
Insurance, including professional
liability
W-9
City Manager if less
than $10,000 6
$10,000 or more
requires Council
approval
2022 Budget Section 5 - Page 49 of 103
Firms submit statement of
qualifications
Award based on
qualifications, not price
Some A/E contractor
funding agencies may
require their own contract
and/or contract language
placed int eh city contract.
Verify with funding
agency.
Purchase Order if > $10,000
1 The City Manager may sign contracts for purchase of goods greater than $30,000 if they specifically implement
the annual budget and result from the aggregation of approved budgetary programs and services for the current
year (PTMC 3.46.110(A)(1)).
2 For projects under $50,000, you may use the Limited Small Public Works process, which requires estimates from
at least three contractors on the roster.
3 The City Manager may sign public works contracts up to $65,000 for multiple trades if the contract is time-
sensitive and a delay in bringing the matter before Council would cost the City time and money.
4 Retainage is not required for federally funded transportation projects through the Federal Highway
Administration. Check grant documents for specific requirements. If the local government waives retainage, they
assume liability of contract non-payments but due retain the right of recovery from the contractor.
5 Federally funded or assisted public works projects over $2,000 require payment of Davis-Bacon wage rates
determined by the U.S. Department of Labor.
6 The City Manager may sign professional services contracts, including architectural, engineering, legal, or
consulting services, up to $25,000 if the contract is time-sensitive and delay in bringing the matter before Council
would cost the City time and money.
2022 Budget Section 5 - Page 50 of 103
Table of Contents
1.0 Introduction 1
1.1 Purpose of the Manual 1
1.2 Contact Information 1
1.3 Code of Ethics (RCW 42.23) 2
1.4 Conflict of Interest 2
1.5 Unauthorized Purchases 3
1.6 Sustainable Purchasing 4
1.7 What This Manual Covers 4
1.8 Define the Need 5
1.9 Determine the Cost 6
1.10 Determine Contract Value 6
1.11 Exemptions to the Competitive Bidding Process 7
1.12 Declared Emergency 8
2.0 New Procurement 9
2.1 Initiate a New Procurement 9
2.2 Purchases of Goods, Supplies, & Equipment 9
2.2 (a) SMALL Purchases of Goods, Supplies, & Equipment ($7,500 or less) 9
2.2 (b) INTERMEDIATE Purchases of Goods, Supplies, & Equipment ($7,501-$15,000) 10
2.2 (c) LARGE Purchases of Goods, Supplies, & Equipment ($15,001 or more) 11
2.3 Food and Beverage Purchases 12
2.4 Piggybacking (State Contracts and Interlocal Purcha sing Agreements) 14
2.5 Public Works 15
2.6 Limited Small Works 16
Process (Public Works Projects under $50,000) 16
2.7 Small Works Roster 17
Process (Public Works Projects $350,000 or less) 17
2.8 Formal, Competitive Bid 18
Process (Required for Public Works Projects over $350,000) 18
2.9 Equipment Purchases Including Installation 19
2.10 Unit Priced Contracts 20
2.11 Services 21
2.12 Purchases of Architectural & Engineering Services 23
2.13 RFPs and RFQs 24
2.14 Bid Opening Process 26
2.15 No Bids or Non-Responsive/Responsible Bids or Submittals 28
2.16 Contracting 101 29
3.0 Other Considerations 31
3.1 Rule 171 – Sales Tax Exemptions 31
3.2 Prevailing Wages 31
3.3 Retainage 33
2022 Budget Section 5 - Page 51 of 103
4.0 Contract Administration 34
4.1 Risk Management Considerations 34
4.2 Payment Options 34
4.3 Contract Execution & Administration 35
4.4 Contract Monitoring - Performance 36
4.5 Contract Monitoring - Payment 37
4.6 Amendments & Change Orders 38
4.7 Contract Close-Out & Termination 39
5.0 Surplus and Disposition of Assets 41
5.1 General Information 41
5.2 Declaring Surplus 41
5.3 Disposition of Personal Property 42
5.4 Seizure Items (RCW 69.50.505) 43
5.5 Surplus of Real Property (Land) 43
6.0 Purchasing Cards 43
6.1 Purchasing Cards as a Method of Payment 43
6.2 Purchasing Card Administration 44
6.3 Authorized Charges and Uses 45
6.4 Unauthorized Purchases 45
6.5 Returns and Exchanges 46
6.6 Account Maintenance 46
7.0 Definitions and Acronyms 47
2022 Budget Section 5 - Page 52 of 103
1.1 Purpose of the Manual
The Purchasing Policies and Procedures Manual guides and assists City staff
with basic procurement and contracting requirements as set forth in the City
of Port Townsend Municipal Code (PTMC) Chapter 3.46 and Washington
State statutes.
This manual establishes policy guidelines and clarifies the procedures for
purchasing supplies and materials, public works construction, and
contracting for services by the City of Port Townsend. The procedures set
forth in subsequent sections of this manual are designed to assure the
citizens, the City Council, and City administrative staff that the City is
receiving maximum value for each tax and utility dollar expended and to
ensure fiscal responsibility in the procurement process. All employees and
City representatives must follow these policies and procedures.
All references to the Revised Code of Washington (RCW) and City Ordinances
and Resolutions shall be incorporated as part of this manual, including all
future amendments. In cases where these policies conflict with any City
Ordinance or State or Federal Law or Regulations, the terms of that law or
regulation prevail. In all other cases, these policies apply.
1.2 Contact Information
Name Responsibility
Finance Director/Manager Fiscal control, policy, & budget
Finance – Accountant Grants & capital improvement
program
City Attorney/Legal Asst. Contracts and bidding process
Finance Technician III Accounts payable & vendors;
ordinary purchases of supplies,
materials, maintenance, and
equipment; surplus & disposition of
assets; purchasing cards
Sources
• City of Port Townsend
Municipal Code
• Washington State RCW’s
• Municipal Research and
Services Center
• The Bidding Book
1.0 Introduction
2022 Budget Section 5 - Page 53 of 103
1.3 Code of Ethics (RCW 42.23)
This section of the manual should be interpreted in tandem with the
City of Port Townsend Personnel Policy Manual Chapter 2.1 (Code of
Conduct) and PTMC Chapter 2.80. Please also refer to RCW 42.23 (Code
of Ethics for Municipal Officers – Contract Interests). A municipal officer
includes all elected officials, advisory board members, and City
employees.
City employees are expected to represent the City in a professional and
accountable manner that is courteous, helpful, and efficient.
Employees shall conduct their public and private actions and financial
dealings in a manner that shall present no conflict of interest between
the public trust and their private interest.
Actions of City employees, when purchasing supplies and services,
should be fair and impartial and not be used for personal gain or
benefit. Public employment shall not be used for personal gain, and
City employees may neither solicit, accept, nor agree to accept any
compensation, gratuity, or reward for themselves, their families, or
others that results in their personal gain or which may affect their
impartiality in making decisions on the job. Discounts or concessions
realistically available to the general population, items received that do
not result in personal gain, and samples for general City use are
examples of items that are not gratuities. Personal judgment should be
used, and questions regarding particular situations should be referred
to the employee’s supervisor or department head.
Personal gifts or gratuities that might influence or give the appearance
of influencing purchases of goods or services must be declined.
Employees may not willfully circumvent purchasing and procurement
policies and procedures to enter into contracts or purchase goods and
services. Any contract made in violation of this policy manual, City
code, or State statutes will be considered null and void, and the
employee or officer may be subject to discipline or dismissal. Willful
disregard of these policies and statutes when purchasing goods and
services may also be subject to discipline and/or dismissal from service.
Please see PTMC 2.80.060 (Penalties) for reference.
1.4 Conflict of Interest
No City staff or Council member may undertake consulting, professional
practice, or other assignments that would result in a conflict of interest. Any
2022 Budget Section 5 - Page 54 of 103
City employee or Council member who recommends or approves a purchase
and has any financial interest in the firm involved in the purchase shall
disclose his or her interest prior to recommending or approving the
purchase.
No city staff or Council member may participate in the selection, award, or
administration of a contract supported by a Federal award if they have a real
or apparent conflict of interest. Such a conflict of interest would arise when
the City employee or Council member, any member of their immediate
family, their partner, or an organization which employs or is about to employ
any of the parties indicated herein, has a financial or other interest in or a
tangible personal benefit from a firm considered for a contract. Any willful
violation will be subject to disciplinary action according to PTMC 2.80.060.
1.5 Unauthorized Purchases
PURCHASES FOR PERSONAL USE ARE NOT ALLOWED. The person
ordering the unauthorized and unjustified purchase is personally liable
for the costs of the purchase or contract and may be subject to
disciplinary action, up to and including termination of employment. If
the purchase was made without proper authorization but is in fact a
justified purchase, then the department head has the option to
approve the purchase after the fact.
When representing the City through purchasing goods and services,
employees are prohibited from doing the following:
• “Bid Splitting” – A capital (public work) project means a
complete project. The project may not be split into units or
classes of work to avoid the restriction on work that may be
performed by day labor or other bid rules.
• Purchase breakup – Purchases that exceed authorization limits
or exceed the quote requirements should not be split up to
circumvent the purchasing policies and procedures.
• Purchasing alcohol or personal entertainment goods and
services.
• Generating a purchase order. Only the Legal Department or
Finance Department have the authority to generate a purchase
order (encumbrance).
• Purchasing controlled commodities without prior approval
including the following:
o Cell phones, telephone equipment, pagers, etc.
o Computers and related equipment, fax machines,
printers, scanners, copiers, software, or systems
2022 Budget Section 5 - Page 55 of 103
o Anything that IT staff is requested or required to install,
connect, service, maintain, or support
o Anything purchased using Equipment Rental and
Revolving Funds
o Using a City-issued purchase card for cash advances or
professional services
1.6 Sustainable Purchasing
The City shall acquire its goods and services in a manner that complies
with all federal, State, and City laws and other requirements (e.g., City
resolutions).
Environmental factors to consider in selecting products include:
• Pollutant releases, especially persistent bio-accumulative toxins
(PBTs)
• Waste generation
• Greenhouse gas emissions
• Recycled content [recommend using 30% recycled paper]
• Energy consumption
• Depletion of natural resources
• Potential impact on human health and the environment
Social equity factors that should be considered include but are not
limited to:
• Use of local businesses when allowable under bid rules
• Use of small, minority, and women-owned businesses
• Ergonomic and human health impacts
Fiscal factors to be considered include but are not limited to:
• Lowest total cost
• Leveraging our buying power
• Impact on staff time and labor
• Long-term financial/market changes
• Technological advances in a rapidly changing market
1.7 What This Manual Covers
The process of selecting vendors and managing contracts shall embody
the value of stewardship of public resources by providing the greatest
levels of both quality and value.
The goals are to ensure that the purchase process:
Speaking the Same
Language
The following terms are often
used interchangeably. We
typically use these terms as
described below:
Purchasing, Procurement
Purchasing is the act, function
and responsibility for the
acquisition of equipment,
materials, supplies and services.
The term describes the process
of buying.
Procurement includes all
functions that pertain to the
acquisition, including description
of requirements, selection and
solicitation of sources,
preparation and award of
contract and all phases of
contract administration.
2022 Budget Section 5 - Page 56 of 103
• Practices ethical behavior and conduct: Create purchasing
processes that are fair, open, and at least cost of public funds.
• Obtains value with public funds: Purchase goods and services
that are fiscally responsible, reduce resource consumption and
waste, perform adequately, promote advantages to lessor
advantaged segments of the community, and promote health and
well-being.
• Acts with integrity and ensures open and effective
communication: Be impartial in fact, as well as in appearance.
From Start to Finish…
Before any purchase is made, the following questions should be
answered:
• Define the need – What kind of purchase is this?
• Determine the cost – How much will it cost?
• Process – How do I procure it?
• Protecting the City – How do we properly protect the City from
liability?
• Authority – Who must approve it?
• Contract administration – What are my responsibilities?
1.8 Define the Need
The first question that should be answered is “What type of purchase is
this?” The major categories of purchases include:
Public Works: (RCW 39.04.010)
Includes all work, construction, alteration, repair, or improvements other
than ordinary maintenance executed at the cost of the City:
Examples: demolition, remodeling, renovation, road construction, building
construction, and utilities construction.
Ordinary maintenance is generally considered to include work not
performed by contract and performed on a regular basis to service, check,
or replace items that are not broken. For purposes of prevailing wage
Speaking the Same
Language
The following terms are often
used interchangeably. We
typically use these terms as
described below:
Vendor, Contractor, and
Consultant:
Vendor is typically used when
referring to a supplier of goods,
materials, or supplies.
Contractor is typically used when
referring to a construction or
maintenance company. Can also
apply to an individual or business
having a contract with the City.
Consultant is typically used when
working on a Professional Service
Contract. The term means a
person with education and/or
experience which uniquely
qualifies them to perform some
specialized services.
2022 Budget Section 5 - Page 57 of 103
requirements, public works includes ordinary maintenance when performed
by contract. See Section 3.2.
Materials, Supplies, and Equipment:
Materials, supplies, and equipment are considered tangible items, which are
manufactured and are moveable at the time of purchase. It is important to
distinguish materials, supplies, and equipment used in public works
contracts from those in non-public works contracts, as different bidding
requirements apply to each.
Examples: office supplies, off-the-shelf software, hardware, trucks, copy
machines, auto parts, gravel, janitorial supplies, food, and beverages.
Services:
Distinguishing between services and public works is important, as services
have different bidding requirements. Services require the labor, time, or
effort of a human being and can include intellectual or physical work.
Examples: accountants, attorneys, elevator maintenance, instructors,
technology consulting, engineers, and land surveyors.
1.9 Determine the Cost
Once the need has been defined, the estimated cost of the goods or services
will generally determine what competitive selection process you follow.
Estimated project costs for competitive bidding purposes must include:
• All construction-related work (except for engineering or
architectural design fees)
• All phases of the project
• Any permitting costs of the project
• All labor and materials required for the project
• All applicable sales and use taxes
The cost estimate should not include donated materials, labor, supplies, etc.
1.10 Determine Contract Value
Contract value refers to the total aggregate value of the contract, including
potential renewal periods. Examples of contract value are as follows:
• Example #1: A three-year contract for $40,000 per year is
considered a $120,000 contract.
• Example #2: A one-year, $8,000 professional services contract is
renewed for an additional year at $8,000. The aggregate value of
Speaking the Same
Language
The following terms are often
used interchangeably. We
typically use these terms as
described below:
Bid, Estimate/Quote, Proposal
Bid is an offer submitted by a
contractor or vendor in response
to an invitation to bid (ITB) or
advertisement
Estimate or quote is a statement
of prices, terms of sale, and
description of goods or services
offered by a vendor or contractor
to the City. Commonly used in
more informal solicitations.
Proposal is the document
submitted by the offeror in
response to an RFP/RFQ.
Proposals allow contract award
based on factors other than cost
and may result in negotiations.
2022 Budget Section 5 - Page 58 of 103
the contract becomes $16,000, which requires City Council
approval.
1.11 Exemptions to the Competitive Bidding Process
Exemptions to this policy must be approved in writing by the City Manager
when within his or her signing authority; otherwise, exemptions shall be
approved by City Council. Exemptions should make good business sense and
be in the best interest of the City. In all cases, it is the City’s responsibility to
conduct a good faith review of all available providers.
Exemptions to competitive bidding requirements as provided in RCW
39.04.280(1) and PTMC 3.46.090:
Type Examples and Notes
Sole source
• Licensed or patented goods or services
• Specialized items that are compatible with
existing equipment or systems (i.e. water
treatment plant filters)
• Meets City standards (i.e. meters)
• Factory-authorized warranty services
• Meets a specialized need of the City
Purchases involving
special facilities or
market conditions
• Items of special design, shape, or manufacture
that match or fit existing equipment, inventory,
systems, programs, or services
• Items offered at highly favorable price that will
be sold before City can follow bidding process
Auctions, closeout, &
bankruptcy sales
• Only when items can be purchased below
market cost
Emergency purchases
or public works
• See Section 1.12
Purchases of insurance
or bonds
• Competitive bidding is not required for insurance
or bond purchases
Real property
• The City Manager, upon approval by City
Council, may proceed to acquire real property
through negotiation
• Negotiations must be based upon an
independent appraisal of the property
• The City will not pay more than market value
• If purchased with federal funds, the acquisition
shall comply with the Uniform Real Property
Acquisition and Relocation Assistance Act of
1970, as amended
Surplus property (RCW
39.33.010)
• The City may by agreement acquire, sell, or
exchange surplus property to or from another
government without the use of bids
Acronyms
SOQ – Statement of
Qualifications
RFQ – Request for Qualifications
RFP – Request for Proposal
ITB – Invitation to Bid (Formal
Bid)
ITQ – Invitation to Quote (Small
Works)
MWDBE – Minority, Women,
and Disadvantaged Business
Enterprise
CIP – Capital Improvement Plan
2022 Budget Section 5 - Page 59 of 103
Interlocal agreements
(Piggybacking)
(RCW 39.34.030)
• See Section 2.4
Exemption Process:
Complete a written request to the City Manager or City Council (depending
on signing authority) explaining why this option is the only option, makes
good business sense, and is in the best interest of the City. Explain what
features, knowledge, or qualifications the vendor can provide that are not
available from other sources. Outline steps taken to verify that this is the
only vendor available, which could include:
(1) internet search
(2) calls to vendors or contractors on MRSC rosters
(3) advertisement in paper with a “Notice of Intent to Contract”
(4) advice from expert consultant in service area
This request should be signed by the requestor. Use the Sole Source
Justification Form if applicable.
1.12 Declared Emergency
For purposes of this section “emergency” means unforeseen circumstances
beyond the control of the City that either: (a) present a real, immediate
threat to the proper performance of essential functions, or (b) will likely
result in material loss or damage to property, bodily injury, or loss of life if
immediate action is not taken. Competitive bidding may be waived subject
to the following process:
1. Staff (usually a department head) identifies an urgent need and
requests that the City Manager declare an emergency.
2. Upon approval from the City Manager, the department authorizes
work and/or equipment procurement required to address the
emergency.
3. Department drafts a memorandum explaining the basis for the
emergency and the selection of the particular vendor. This
memorandum should be included in the contract file.
4. Request that the Legal Department draft a contract.
5. Department schedules the contract award on next City Council
agenda. City Attorney and department head prepare materials
necessary to ratify the emergency declaration finding.
Tips & FAQs
Q: The garage door at Public
Works is stuck closed. The door
must be fixed immediately. What
do we do?
A: Although this is an urgent
need, it does not present a real,
immediate threat to life or
property, so regular contracting
processes must be followed. The
Legal Department can assist with
developing a contract quickly
once a contractor has been
chosen.
Q: Our City water tank has been
badly damaged and water
pressure is threatened. Is this an
emergency?
A: This is not a natural disaster,
but does “present a real,
immediate threat” and makes
competitive bidding impractical.
This would be treated as a
declared emergency. Follow the
declared emergency process.
Note: Emergencies involving
FEMA reimbursements or work
in critical areas may have
different or additional
requirements. Please contact the
City Attorney or Finance
Department for assistance with
either emergency.
2022 Budget Section 5 - Page 60 of 103
2.1 Initiate a New Procurement
The City makes many small and large purchases over the course of the year
and must comply with State and local laws for each type of procurement,
based on type of work, dollar limits, and level of risk involved.
See the matrix at the beginning of this manual for a summary of the types
of new procurements typically performed at the City of Port Townsend.
City staff may also initiate new procurements through purchasing card
purchases (see Section 6.0) and by requesting reimbursement for
purchases made with the employee’s personal funds. It is recommended
that employees use a purchasing card for small purchases whenever
practicable and allowed by City policy.
2.2 Purchases of Goods, Supplies, & Equipment
2.2 (a) SMALL Purchases of Goods, Supplies, &
Equipment ($7,500 or less)
Small purchases of goods, supplies, materials, and equipment $7,500 or less
can be made using one of the following processes:
Process Dollar Limit Allowed Uses Non-Allowed Uses
Purchasing Card (see
Section 6.0)
It is strongly recommended
you use a City purchasing
card vs. personal credit card
All receipts must be retained
and turned into supervisor
for approval.
Contact
Finance if you
need to know
your limits.
Sample limits:
$500 single
purchase;
$1500
monthly billing
cycle limit
Exceptions may
be made with
the Finance
Director’s
approval
Business-related
purchases of
goods and
services (i.e.,
subscriptions,
seminars, meeting
supplies,
maintenance,
repair,
operations, office
supplies,
computer
peripherals,
software
subscriptions)
Alcohol, capital
equipment, cash
advances, consulting
services, personal
items, professional
services, meals while
traveling
2.0 New Procurement
Tips & FAQs
Tax revenue from purchases:
The City may factor in tax
revenues generated by a
purchase of supplies, materials,
and equipment, including those
from local sales tax or from gross
receipts business and occupation
tax. If these tax revenues are
considered, the City must
consider the taxes it would
receive from suppliers located
both within and without its
boundaries (RCW 39.30.040).
Preference for recycled products:
The City may allow for
preferential purchase of products
made from recycled materials or
products that may be recycled or
reused (RCW 39.30.040).
2022 Budget Section 5 - Page 61 of 103
Although there are no bidding requirements for goods purchases between
$500 and $7,500, it is recommended that City staff obtain estimates from
three vendors, preferably off the MRSC Vendor Roster. Staff may also use a
State contract or interlocal agreement (“piggybacking”). The applicable
department head or designee has invoice signing authority.
Purchases of goods under $500 do not require quotes, but staff may solicit
estimates from the MRSC Vendor Roster or use a State contract or interlocal
agreement (“piggybacking”). The applicable department head or designee
has invoice signing authority.
All payments made by a check issued by the Finance Department require a
W-9 from the vendor.
2.2 (b) INTERMEDIATE Purchases of Goods, Supplies, &
Equipment ($7,501-$15,000)
Purchases of goods, supplies, materials, and equipment from $7,501 to
$15,000 should be made using a purchase order if over $10,000 and a vendor
invoice for payment. Purchases in this category could also be made using a
State contract, interlocal agreement, or formal sealed bidding.
Employees may not use a purchase card or personal payment for
reimbursement unless previously approved by their department head and
within card limits.
When making purchases from $7,501 and $15,000, staff should obtain at
least three telephone or written quotations from vendors on the MRSC
Personal/employee
Reimbursement
Up to $1,000
Personal credit
card use must
be approved by
dept. head.
Incidentals such
as postage, ferry
tolls, parking fees,
hotel fees, CDL
license, etc.
Regular business-
related goods and
services
Vendor Invoice
All invoices MUST be
addressed and/or shipped
to the City of Port
Townsend and have an
invoice number, date of
purchase, and description
of item purchased.
$7,500
Contracted
supplies
Goods at low risk
and not otherwise
covered under a
contract or
purchase order
Capital expenditures
Tips & FAQs
When purchasing
telecommunications and data
processing (computer)
equipment or software, the City
may follow a “competitive
negotiation” process as an
alternative to the bid process
(RCW 39.04.270). This process
requires, at a minimum:
• A request for proposals (RFP)
published in the newspaper
of general circulation at least
13 days before the
submission deadline.
• The RFP identifies significant
evaluation factors, including
price, and their relative
importance.
• The City provides reasonable
procedures for technical
evaluation of the proposals,
identification of qualified
sources, and selection for
awarding the contract.
• The award must be made to
the qualified bidder whose
proposal is “most
advantageous” to the City.
The City may reject all
proposals for good cause and
request new proposals.
2022 Budget Section 5 - Page 62 of 103
Vendor Roster. The applicable department head has invoice signing
authority.
A purchase order or written agreement may be required. Check with the
Finance Department for additional requirements.
All purchases in this category require a W-9 from the vendor.
2.2 (c) LARGE Purchases of Goods, Supplies, &
Equipment ($15,001 or more)
Per RCW 35.23.352(8), any purchase of material, supplies, and equipment
with a cost exceeding $15,000 requires formal, competitive bidding or the
use of a State contract or interlocal agreement.
Formal Bidding Process:
Task Action
1. Identify grants or federal
funds as applicable
Notify Accountant in Finance
2. Prepare bid documents Include:
• Invitation to bid
• Instructions and information for bidders
• Bid proposal template
• Bid bond template
• Bidder’s statement of qualifications template
• Sample contract
• Insurance requirements
Contact Legal Dept. to review prior to finalization
of bid package
3. Prepare product
specifications
Considerations: warranties, delivery, liquidated
damages
4. Advertise, publish, and
notify
Advertise in official newspaper
Publish bid on Builder’s Exchange
Email notification to recommended roster
participants (if any)
5. Addenda required? Department to write addenda, notify plan
holders, and post online
6. Schedule & conduct bid
opening
Department to schedule conference room and
open and read sealed bids
2022 Budget Section 5 - Page 63 of 103
7. Bid Award Determine the lowest, responsible, responsive
bidder
Prepare Council agenda materials if $30,000 or
more
Prepare purchase contract (or contact Legal
Department if needed)
Obtain vendor signature and forward to Legal
Assistant
Give Legal Assistant or Finance BARS code and
request purchase order/encumbrance.
Obtain W-9 for Accounts Payable
Do not notify non-selected bidders about award
until contract is fully signed
The City Manager has signing authority for purchases less than $30,000. All
purchases totaling $30,000 or more require City Council approval. Consider
the entire cost of the purchase for all years (for example, maintenance costs)
involved when determining the approval level. Contact the Finance or Legal
Department with questions on total contract value.
All purchases in this category require a W-9 from the vendor.
2.3 Food and Beverage Purchases
Generally, consuming food and beverages at public expense will be
discouraged. The consumption of nourishment is ordinarily regarded as
private and personal and not a public activity. (This includes light snacks.) In
the occasion where food and beverages are approved for purchase, in all
circumstances the department head and/or the City Manager must pre-
approve the purchase(s) and the department must have adopted budget
appropriations.
The following outlines circumstances when the City will provide for the
consumption of food and beverages:
1. Meal reimbursements while in travel status. Please refer to the City of
Port Townsend Personnel Policy Manual, Section 5.7 for meal per diem
policies.
2. Light refreshments and/or meals may be purchased by the City when:
2022 Budget Section 5 - Page 64 of 103
• Employees or officials attend a special meeting, training, or similar
circumstance where the purpose of the event is to discuss City
business, AND
• It provides benefit to the City, AND
• The refreshments are an integral (necessary) part of the meeting or
training session for the employee or official to receive the full
benefit of the meeting and/or training. (e.g., a working breakfast,
lunch, or dinner), AND
• The meeting or training session takes place away from the
employee or official’s regular workplace, AND
• Receipts for actual costs of the refreshments/meals are kept with
documentation of who was in attendance and the purpose of the
meeting or training session.
3. In emergency situations when a department head determines that
employees or intergovernmental employees performing critical City
functions must remain at their workplaces, providing
refreshments/meals will be allowed if the department head pre-
approves the purchase.
4. Meals and/or refreshments for employee, official, volunteer, wellness,
public, or occasional appreciation events when:
• The City Manager and/or department head has approved the
purchase(s) in advance and documentation of such is evident, AND
• Receipts for actual costs are kept with documentation of who was
in attendance and the purpose of the event, AND
• The meal/refreshment purchases for the event is approved through
budgeted appropriations.
Prohibited purchases of refreshments include the following circumstances
and will not be reimbursed by the City:
1. Meals and/or refreshments that were not pre-approved by the
department head and/or the City Manager.
2. Meals and/or refreshments that were not approved in budgeted
appropriations.
3. Purchase of alcoholic beverages.
Tips & FAQs
Q: My department is having a
regular staff meeting. I want to
treat my staff for a job well done.
Can I use City funds to purchase
pizza for my staff and serve it at
our regular meeting?
A: The quick answer is NO, if the
meeting is scheduled during
regular business hours at the
place of business. Although the
purpose of the meeting is to
discuss City business, providing
pizza is not an integral part of the
meeting.
Some exceptions may be made.
For example, if the Dept. Head
has budgeted staff recognition in
the annual budget and the
appropriations were approved by
City Council, then it would be
appropriate to buy pizza for staff.
As noted in the first paragraph of
Section 2.12, consuming food
and beverages at public expense
is discouraged.
2022 Budget Section 5 - Page 65 of 103
2.4 Piggybacking (State Contracts and Interlocal
Purchasing Agreements)
State Contract Piggybacking Process
The City has signed a master contract with the Washington State
Department of Enterprise Services (DES) to use the State’s contracts for
goods and services. When using a State contract, we are “piggybacking” off
their competitive process, eliminating the need to perform our own. The City
encourages the use of these contracts whenever possible.
Task Action
1. Review State contract
website for piggybacking
requirements
Contact Finance Department with
process questions
2. Contact vendor to verify
they will honor State
contract pricing
Obtain details regarding all aspects
of purchase, including invoicing,
availability, delivery, etc.
3. Contact Finance Dept. Finance or Legal Asst. will develop a
purchase order for the good/service
if contract value > $10,000 or
otherwise required by the vendor
3. Contact buyer to place
order
It is highly recommended
that all agreements to
use the State pricing are
documented in writing
Place order and process invoice for
payment.
Provide Finance Department with
BARS and State contract number for
purchase order
State contracts include standard terms and conditions. When piggybacking
off a State contract, all State contract terms and conditions apply. Contact
the Legal Department if any contract terms do not suit the City’s needs. Only
certain particulars can be changed, such as quantity and delivery terms.
Interlocal Purchasing Agreements
The process described above for State contracts can also be used to
purchase goods and services through other agencies’ contracts. However,
the following additional steps must be taken by City staff:
1. Read the other agency’s contract carefully to confirm that it allows
other agencies to use it.
2. Document that the purchase was made according to the other
agency’s bidding requirements and our bidding requirements.
Contact the Legal Department for assistance. This is best done by
Tips & FAQs
Q: How do I find what contracts
the State has available to use?
A: Visit the Department of
Enterprise Services’ website:
http://www.des.wa.gov/services
/ContractingPurchasing/CurrentC
ontracts/Pages/default.aspx
Tip
Some vehicles and heavy
equipment purchased through
the State require a State PO prior
to purchase.
Tip
State contracts typically have
good pricing. However, keep in
mind that they may not always
be the lowest cost option. These
contracts offer a good starting
point in the quote process.
Tip
Advertising:
Advertising requirements are
found in the following codes:
RCW 39.80.030 – Architectural
and Engineering Services
RCW 35.23.352(1) – Public Works
RCW 39.04.155(2)(a) – Public
Works Small Works Roster
2022 Budget Section 5 - Page 66 of 103
requesting and retaining copies of all bid documents from the other
agency.
3. Confirm that the City has a current interlocal purchasing agreement
with the agency before making the purchase.
4. If we do not have an agreement, contact the purchasing coordinator
at the other agency to request one. Contact the Legal Department
for assistance in processing the agreement.
Note: Be particularly careful about documentation when piggybacking off a
contract from an out-of-state agency or a different type of agency (for
example, a school district or port district). The authorization limits shown on
the matrix at the beginning of this manual apply to purchases through State
contracts and Interlocal Agreements.
2.5 Public Works
Bid Limit:
According to RCW 35.23.352, a second-class city, such as Port Townsend,
may construct a public work by contract or by day labor (City staff) without
calling for bids when the estimated cost of the work will not exceed $116,155
if more than one trade is involved or $75,500 if a single trade is involved.
When the cost of a public work exceeds these figures, the project should be
done by contract through formal sealed bidding, except that the City may
use the small works roster process for projects up to $350,000.
Determining the Cost of a Public Work:
The total construction cost of each project must be estimated in order to
correctly apply bid limit dollar amounts to determine if a public works project
must be competitively bid. This estimate may be prepared by an outside
third party; however, the final cost estimate must be validated by the City.
The total construction cost (estimated as if the project were to be bid) should
include materials, supplies, equipment, and labor for that project AND
applicable sales and use taxes. However, the value of volunteer labor,
donated materials, or donated equipment need not be included in the cost
estimate for a public works project, as these are not a cost to the City.
For projects completed by any means other than a contract or small works
roster process (for example, using City workers) having an estimated cost
exceeding $25,000, the City must publish a description of the project and its
estimated cost in the official newspaper at least fifteen days before
beginning work, as required by RCW 39.04.020.
Tips & FAQs
Q: What is a public work?
A: According to the American
Public Works Association, “public
work” is the combination of
physical assets, management
practices, policies and personnel
necessary for government to
provide and sustain structures
and services essential to the
welfare and acceptable quality of
life for its citizens. The projects
are financed and constructed by
and/or for the government.
Q: What is ordinary
maintenance?
A: According to WAC 296-127-
010(7)(b)(iii), ordinary
maintenance is defined as work
not performed by contract that is
performed on a regularly
scheduled basis (e.g., daily,
weekly, monthly, seasonally,
semiannually, but not less
frequently than once per year),
to service, check, or replace
items that are not broken; or
work not performed by contract
that is not regularly scheduled
but is required to maintain the
asset so that repair does not
become necessary.
Q: A contractor has requested a
deposit or advance before
starting work. Is this okay?
A: The City can only pay for work
that has been completed. We
cannot advance a contractor
funds to purchase materials for a
public works project.
2022 Budget Section 5 - Page 67 of 103
Bid Splitting:
RCW 35.23.352(1) prohibits the division of a project into units of work or
classes of work to avoid the restriction on work that may be performed by
day labor on a single project.
Small Works Roster:
When the estimated cost of a public works project is $350,000 or less, the
City may follow the small works roster process for construction of a public
work or improvement as an alternative to the general competitive bidding
requirements, in accordance with RCW 39.04.155. The City of Port
Townsend has contracted with the Municipal Research and Services Center
of Washington (MRSC) for use of its statewide electronic database for small
public works contractors, vendors, and consultants.
Publication:
At least once a year, on behalf of the City, MRSC publishes notice in local
newspapers of the existence of the rosters and solicits the names of
contractors for the rosters. Responsible contractors can be added to the
appropriate MRSC roster(s) at any time that they submit a written request
and necessary records. The City may require contracts to be signed when
project awards are made using a small works roster.
2.6 Limited Small Works Process (Public Works Projects
under $50,000)
If a public work, construction, alteration, repair, or improvement project is
estimated to cost less than fifty thousand dollars ($50,000), the City may
use the limited public works process instead of formal, competitive bidding,
as provided in RCW 39.04.155(3).
Process:
1. Develop a scope of work describing the nature of the work to be
performed and materials and equipment to be furnished. Detailed plans
and specifications need not be included in the invitation.
2. Solicit at least three contractors on the MRSC Small Works Roster for the
applicable category or categories. Requests for estimates should include
the date, time, and location to return the estimate. Notify contractors
that:
a. they must pay prevailing wage;
b. the City must equitably distribute opportunities among
contractors in the geographic area;
c. the City will require a performance bond and a payment bond,
each for the total cost of the project; and
Tips & FAQs
Q: The contractor I’m hiring
doesn’t want to use our contract
form. Is this okay?
A: You can forward a contractor-
provided contract to the Legal
Department for review; however,
we prefer to use City forms
whenever possible. In some
cases, such as formally bid
projects, we must use the
contract form provided to bidders
with the solicitation.
Developing Scope of Work:
Things to consider when
developing your scope:
• Hold the contractor
accountable.
• Be precise. Avoid ambiguity.
• Use the active voice (i.e., “The
Contractor will or shall”).
• Due dates & deliverables.
Other considerations when
developing the contract:
• Term of contract or period of
performance.
• Compensation and payment.
• Payment terms.
Duration of Contracts:
Every City contract should state
the start and end dates. End
dates for some public works
contracts will be based off the
Notice to Proceed date.
2022 Budget Section 5 - Page 68 of 103
d. the City will hold 5% retainage until releases are received from
the State (RCW 60.28.011), unless waived by staff member with
contract signing authority.
Note: The City staff member with contract signing authority
may waive the bond and retainage requirements; however,
contractors must be notified about this waiver in the request for
estimates and/or advertisement for the project.
Note: If payment and performance bonds are required, the
contractor may choose to have 10% retainage held instead of
obtaining bonds.
3. Determine the lowest responsive, responsible bid.
4. Send the Legal Assistant copies of all estimates or a list of all contractors
contacted and their bid amounts. (We are required by law to maintain a
list of contractors contacted under the limited public works process.)
5. The Legal Assistant will make sure the contractor meets all bidder criteria
and will draft a contract.
6. If project total is over staff signing authority, contact the City Clerk to
schedule contract approval on an upcoming City Council agenda.
7. After Council approval, send the draft contract to the contractor along
with a request for items identified by the Legal Assistant (for example,
W-9 and proof of insurance).
Note: All projects require a W-9 from the contractor.
Alternative to Process:
Local governments may waive retainage but must assume liability of
contractors for non-payment. The local government has the right of
recovery from the contractor.
2.7 Small Works Roster Process (Public Works Projects
$350,000 or less)
If a work, construction, alteration, repair, or improvement project is
estimated to cost $350,000 or less, the small public works process may be
used instead of formal, competitive bidding, as allowed by RCW
39.04.155(1).
Process:
1. Develop a scope of work describing the nature of the work to be
performed and materials and equipment to be furnished. Detailed plans
need not be included be included in the invitation.
Tips & FAQs
Equitable Distribution:
“Equitably distribute” means that
the City may not favor certain
contractors on the roster over
other contractors on the roster
who perform similar services.
Projects $250,000-$350,000:
If the estimated cost of the work
is $250,000 to $350,000, the City
may choose to solicit estimates
from less than all appropriate
contractors on the roster but
must notify the remaining
contractors on the roster that
estimates on the work are being
sought. The City can choose to do
this by:
Publishing notice in a legal
newspaper in the general
circulation in the area where the
work is to be done
Mailing a notice to these
contractors; or
Sending a notice to these
contractors by email.
Access to the Small Works
Roster is available:
http://www.mrscrosters.org/
2022 Budget Section 5 - Page 69 of 103
Note: For projects totaling $250,000-$350,000, all contractors in the
applicable category must be notified that the project is being bid, even if
they are not invited to bid.
2. Contact at least five contractors on the MRSC Small Works Roster for
the applicable category or categories. Requests for estimates should
include the date, time, and location to return the estimate. Notify
contractors that:
a. they must pay prevailing wage;
b. the City will require a payment bond and a performance bond,
each for the total cost of the project; and
c. the City will hold 5% retainage until releases are received from
the State (RCW 60.28.011).
Note: The City staff member with contract signing authority
may waive retainage requirements; however, contractors must be
notified about this waiver in the request for estimates and/or
advertisement for the project.
Note: For projects totaling $150,000 or less, the contractor
may choose to have 10% retainage held instead of obtaining bonds.
Note: The city will retain the right of recovery from the
contractor if retainage is waived.
3. Determine the lowest responsive, responsible bid.
4. Send the Legal Assistant or Engineering staff (for capital projects) the
estimate for the lowest bid and expected project dates. (The City’s
“Small Works less than $350,000 Documentation Form” may be used.)
5. The Legal Assistant or Engineering staff will make sure that the
contractor meets all bidder criteria and will draft a contract.
6. Contact the City Clerk to schedule the contract approval for an upcoming
City Council meeting.
7. Draft agenda bill and resolution, if applicable, and send to City Attorney
for review.
8. After Council approval, send the draft contract to the contractor along
with a request for items identified by the Legal Assistant or Engineering
staff, such as proof of insurance and a W-9.
2.8 Formal, Competitive Bid Process (Required for Public
Works Projects over $350,000)
Formal, competitive bidding must be used for all public works projects over
$350,000; however, it may also be used for any projects below this
threshold. Competitive bidding is designed to prevent favoritism in
awarding public work contracts and to enable local governments to obtain
Tips & FAQs
Deadlines for estimates:
The statutory requirement of 13
days’ advertising for a public
works project in a formal bid
process does not apply to small
works roster or limited public
works process; advertising is not
required. However, depending
on the complexity of the project,
it is suggested that at least 7 to
14 days be allowed for
contractors to submit a proposal,
so they have adequate time to
research the specifications
Contractor requirements for
formal bidding at time bid is
submitted:
• Bids must be sealed when
submitted to City
• Bids should be labeled on the
envelope with the bidder’s
name and project identification
• Bid must include a 5% deposit
in the form of a cashier’s check,
postal money order, or surety
bond
• Include all applicable taxes in
bid amount
• Complete and sign bid proposal
• Meet all responsible bidder
criteria in RCW 39.04.350
• Meet all supplemental bidder
criteria, if any
• If project is $1 million or more,
provide a list of all
subcontractors for HVAC,
plumbing, and electrical work
within one hour of bid opening
(RCW 39.30.060)
2022 Budget Section 5 - Page 70 of 103
the best work or supplies at the most reasonable prices. It is also designed
to provide a fair forum for bidders and to protect the public interest.
Bidding process:
1. Coordinate with Accountant in Finance if using grant or federal
funds.
2. Draft or work with consultant to draft bid package and send to City
Attorney for review.
3. Draft a notice to bid, stating the nature of the work.
4. Notify bidders that bids must be sealed, and a 5% bid deposit is
required, in the form of a cashier’s check, postal money order, or
surety bond.
5. Have the notice to bid published in the City’s official newspaper
(currently The Leader) at least 13 days prior to the date bids are
due. Staff may choose to publish notice in additional newspapers,
such as the Daily Journal of Commerce.
6. Post the bid on Builder’s Exchange.
7. City Administration receives and date and time stamps sealed bids.
8. Hold a public bid opening after the bid deadline closes.
9. Identify the lowest responsive, responsible bidder.
Note: If the contract is not awarded to the lowest bidder, a full and
complete statement of the reasons for selecting another bidder
must be prepared, approved by the City Manager, and retained in
the file. See RCW 35.23.352(2) or Section 2.15.
10. Notify the City Clerk to add approval of the project contract to an
upcoming City Council agenda.
11. Draft an agenda bill and resolution, if applicable. Ask the City
Attorney to review.
12. Following Council approval, ask the Engineering Dept. (capital
projects) or Legal Assistant (other projects) to draft a contract.
13. Send draft contract to contractor with request for additional items
identified by Engineering staff or the Legal Assistant.
14. After the contract has been fully signed, send a copy to the
contractor and return all bid bonds, except for the one submitted
by the successful bidder.
2.9 Equipment Purchases Including Installation
RCW 35.23.352(1) prohibits the division of a public works project into units
of work or classes of work to avoid the restriction on work that may be
performed by day labor on a single project.
Occasionally projects include the direct purchase of equipment separate
from the installation. For example, the City purchases equipment for
Tips & FAQs
Contractor requirements after
selection as lowest bidder:
• Pay prevailing wage
• Obtain performance bond on
City-issued form for 100%
contract price
• Obtain payment bond on City-
issued form for 100% contract
price
• Provide proof of insurance and
endorsement naming City as
additional insured
• Have an Intent to Pay
Prevailing Wage approved by
L&I before the City will make
any payments
• Have an Affidavit of Wages
Paid approved by L&I before
the City will make final
payment.
• Pay all applicable taxes
• Provide all required
information on the project to
the Department of Labor &
Industries, Employment
Security Department, and
Department of Revenue.
Tip
If a project uses federal highway
funding, check the grant
agreement carefully for all
requirements. These projects
require that the notice to bid be
published at least 21 days before
the bid deadline.
Tip
If federal funds are involved, all
bid specifications and contracts
shall include the Davis-Bacon Act.
2022 Budget Section 5 - Page 71 of 103
$50,000 off a State contract, and the installation is estimated to cost
$25,000.
How do we bid this project?
Because we cannot split public works into units to avoid the bidding process,
we must combine the cost of the two purchases and treat them as one to
establish the “project cost.” In this example, the cost of the entire project is
$75,000 (equipment @ $50,000 + installation @ $25,000), which exceeds
the City’s limited public works bid threshold of $50,000. Therefore, the
public work installation must be awarded using the small works process or
formally bid (see Sections 2.7 and 2.8 above). The purchase of the
equipment can be made using the State contract (see Section 2.4 above).
What kind of contract do we use?
For this project, because the public works installation is under $350,000, we
would use a small public works contract. Usual contract requirements that
apply to small public works projects apply to this project. Because the total
project cost is $75,000, this contract would have to go to City Council for
approval.
There are so many variables to this type of purchase that it would be difficult
to highlight every possible scenario. Please contact the Finance Department
or Legal Department for assistance.
Approval Process:
Refer to the Public Works section of the matrix at the beginning of this manual.
2.10 Unit Priced Contracts
RCW 35.23.352 allows the City to use unit priced (or on-call) contracting for
public work projects that are expected to happen on a recurring basis, such as
tree trimming, road resurfacing, or public facility maintenance. Unit priced
contracts means a competitively bid contract in which public works are
anticipated on a recurring basis to meet the business or operational needs of the
city or town, under which the contractor agrees to a fixed period indefinite
quantity delivery of work, at a defined unit price for each category of work.
Whenever possible, the city must invite at least one proposal from a certified
minority or women contractor who otherwise qualifies.
Unit priced contracts must be executed for an initial contract term not to exceed
three years, with the city or town having the option of extending or renewing the
unit priced contract for one additional year.
Invitations to bid for these contracts shall include, for purposes of the bid
evaluation, estimated quantities for the anticipated types of work and specify how
Tips & FAQs
Determining the total cost for
an equipment purchases
with installation:
Equipment & materials cost
+ Cost of installation =
Total project cost
Tip
All public works, including
maintenance, when performed
by contract, shall comply with
RCW 39.12.020 as it pertains to
prevailing wage requirements.
According to RCW 39.04.010 (4),
there are clearly two categories
of work that must comply with
prevailing wage requirements:
(1) public works and (2)
maintenance when performed by
contract.
Tip
When the City executes any
public work by any means other
than by contract or small works
roster, it must keep a full, true,
and accurate account and record
of the costs of executing such
work as prescribed in RCW
39.04.070.
Prior to commencement of the
public work project, the Legal
Assistant, upon request, will
create an encumbrance number
(purchase order number) for use
in coding all costs associated with
the project.
2022 Budget Section 5 - Page 72 of 103
the City will issue or release work assignments, work orders, or task
authorizations based on the hourly rates or unit prices bid by the contractor.
Contracts must be awarded to the lowest responsive, responsible bidder.
Unit priced contractors shall pay prevailing wages and update rates annually.
Intents and affidavits for prevailing wages paid must be submitted annually for
all work completed within the previous twelve-month period of the unit-based
contract.
Note: The City is also allowed (by RCW 39.10.420) to obtain public works services by job
order contracts; however, these contracts are for a broader scope than unit priced contracting and
require that 90% of the work be performed by subcontractors. Please consult with the City
Attorney for more information.
2.11 Services
There are three types of services that the City may need to obtain:
1. Professional services (also called personal services) are provided by
independent contractors with specialized knowledge, advanced
education, professional licensing, or certifications; the primary service
provided is mental or intellectual, involving the consistent exercise of
judgment and discretion.
2. General services (also known as purchased services) include all service-
related work not considered a public work or professional service. Most
often these are routine in nature (i.e. yearly, monthly, weekly, etc.).
Examples include courier services, weeding, and vehicle inspection
services. State law does not require a competitive process for the
selection of general services, with the exception of the City newspaper.
3. Architectural, engineering, land surveying, and landscape architecture
services (A&E) are addressed in Section 2.12 below. Section 2.11 does
not apply to A&E services.
The City uses MRSC’s Consultant Roster, which distinguishes architectural
and engineering services as defined in RCW 39.80.020 from other consulting
services. Consultants can be added to the appropriate roster when they
submit a written request and necessary records to MRSC. The City reserves
the right to publish an announcement on each occasion when professional
or other services are required.
To ensure a more competitive process, the City has adopted tighter
standards for selection of service providers than required by State law.
Unless the City Manager approves in writing an exemption based on the best
interests of the City, staff shall follow these guidelines for selection of
professional or general services:
Tips & FAQs
Examples of general services:
• Customized accounting
software and ongoing support
• Landscaping, building, and
grounds maintenance
• Snow and ice removal
• Garbage collection and
disposal (Solid waste
collection and disposal
contracts do not have to be
bid. An RFQ/RFP process as
noted in RCW 35.21.156 can
be used.)
• Office equipment
maintenance
• Official newspaper
Formal competitive bidding for
general services:
1. Prepare a formal solicitation
document, including
description of project
requirements and proposal
evaluation criteria.
2. Publish legal notice in
newspaper.
3. Develop bidder’s list of firms
responding to solicitation.
4. Develop score sheets to be
used by evaluators (if
applicable).
5. Send the solicitation to at
least five firms or individuals.
6. Provide answers to bidder’s
questions via addenda.
7. Require sealed bids and a
public bid opening. Date and
time stamp all bids received.
8. Evaluate proposals according
to score sheet.
9. Negotiate contract with
lowest responsive,
responsible bidder.
2022 Budget Section 5 - Page 73 of 103
• Under $5,000 – No competitive process required. It is still incumbent on
the department to ensure that the price is reasonable, and the provider
is qualified. It is recommended to request prices, schedules, and
qualifications from three consultants on the MRSC Consultant Roster.
• $5,000 to $9,999 – It is highly recommended to request prices,
schedules, and qualifications from at least three consultants on the
MRSC Consultant Roster.
• $10,000 to $19,999 – Request proposals from at least three consultants
on the MRSC Consultant Roster (with one having a MWDBE classification
when possible) or use an RFP/RFQ process.
• $20,000 or more – Formal advertised RFP or RFQ process
recommended.
Note: Some general services, such as landscaping work, require payment
of prevailing wages. Contact the Legal Department with questions.
Contract Award Process:
1. Develop scope of work.
2. Determine budget amount for work.
3. If grant funds are involved, check the grant agreement requirements.
4. Obtain proposals or conduct formal bidding as required above.
5. Evaluate the proposals and negotiate a contract with the lowest
qualified, responsible bidder.
6. If Council approval is required, contact City Clerk for meeting date. Draft
agenda bill and resolution, if applicable, and send to City Attorney for
review.
7. After Council approval (if required), contact the Legal Assistant with a
copy of the estimate and other relevant information, such as project
start and end dates.
8. Legal Assistant will prepare a draft Professional Services Agreement.
9. Send contract to service provider for review and signature, along with
request for documents identified by Legal Assistant, such as W-9.
10. Forward signed contract and additional documents to Legal Assistant for
processing.
11. Forward fully signed contract to contractor and arrange for project
start.
Approval Limits:
For the approval limits, refer to the Services section of the Purchasing Matrix
at the beginning of this manual.
Tips & FAQs
Examples of Professional
Services:
Programmers, accountants,
attorneys, physicians,
consultants, graphic artists
Examples of A&E Services:
Engineers, land surveyors,
architects & landscape architects
A&E Requests for Proposals
(RFPs) must, at a minimum,
include:
1. Statement of need (scope)
2. Estimated schedule
3. Evaluation criteria
4. Proposal elements
5. Submittal deadline
6. Standard terms & conditions
Advertising:
Advertising requirements are
found in the following codes:
RCW 39.80.030 – Architectural
and Engineering Services
RCW 35.23.352(1) – Public Works
RCW 39.04.155(2)(a) – Public
Works Small Works Roster
2022 Budget Section 5 - Page 74 of 103
2.12 Purchases of Architectural & Engineering Services
Architectural, engineering, land surveying, and landscape architecture
services (frequently referred to as “A&E”) are to be acquired under the
authority and procedures outlined in chapter RCW 39.80.
RCW 39.80.030 requires that the City publish advance notice of its need for
A&E services. The City may comply with this section by (1) publishing an
announcement on each occasion when professional consultant services are
required or (2) announcing generally to the public its projected requirements
for any category or type of professional service.
A&E consultants are initially selected based upon their qualifications, rather
than price (see RCW 39.80.050). The City will negotiate a contract with the
most qualified firm at a price that the City determines is fair and reasonable.
In making its determination, the City shall consider the estimated value of
the services to be rendered, as well as the scope, complexity, and
professional nature of the project. If the City is unable to negotiate a
satisfactory contract with the selected firm for a price the City determines to
be fair and reasonable, negotiations shall be terminated, and the City shall
begin negotiations with the next highest qualified firm. There are two ways
to select an A&E firm based upon their qualifications:
1. Roster statement of qualifications (SOQ) review – Select three or
more consultants from the MRSC Consultant Roster in the relevant
service category and evaluate their qualifications. Documentation of
the three reviews is required. Minority-owned, women-owned, and
veteran-owned firms must be given the maximum practicable
opportunity to compete for these contracts.
2. Project-specific request for proposals (RFP) – Use the MRSC
Consultant Roster to send out an RFP and request for qualifications
(RFQ) to consultants in the relevant service category. Minority-
owned, women-owned, and veteran-owned firms must be given the
maximum practicable opportunity to compete for these contracts.
Contract Award Process:
1. Develop scope of work
2. Determine budget amount for work
3. If grant funds are involved, check the grant agreement requirements
4. Public advance notice of need for services, if not already done
5. Obtain proposals or conduct formal solicitation, as described above
6. Evaluate proposals and/or statements of qualifications and select the
most highly qualified firm
7. Negotiate final project scope and fees with selected firm
Tips & FAQs
Q: What is the difference
between an RFP and an RFQ?
A: An RFP will typically focus on a
specific project and includes price
as one of the submittal
requirements and evaluation
factors.
An RFQ does not have price/cost
considerations and is dependent
on qualifications only. An RFQ is
commonly issued for architects
and engineers per RCW 39.80. An
RFQ can be used for specific
projects when hiring an A&E firm
but will not include price/cost as
one of the evaluation factors.
Sample evaluation criteria for
RFPs:
1. Experience with project type
2. Quality of previous
performance
3. Ability to meet contract
deadlines
4. Responsiveness to solicitation
requirements
5. Compliance with laws relating
to contracts or services
6. References
7. Availability for the project
8. Financial capacity
9. Licensing and certification
10. History of errors and
omissions
11. Construction change order
history
2022 Budget Section 5 - Page 75 of 103
8. If project total is over City Manager signing authority, contact City Clerk
to add contract approval to upcoming City Council agenda
9. After Council approval (if applicable), request that Legal Assistant draft
professional services agreement
10. Obtain consultant’s signature on agreement, along with proof of
insurance, professional certification (if applicable), and W-9
11. Send documents to Legal Assistant for City signatures and processing
Approval Limits:
Refer to the matrix at the beginning of this manual.
2.13 RFPs and RFQs
Request for Proposals:
A Request for Proposals (RFP) is a method of soliciting competitive proposals
for a defined scope of work. The proposals would normally include factors
to measure qualifications, delivery, and service reputation, as well as price.
An RFP is a formal invitation from the City to a company to submit an offer
to provide a solution (or proposal) to a problem or need that the City has
identified. The supplier’s experience, qualifications, and solution may take
precedence over the cost proposal to the City.
Elements of an RFP:
1. Purpose of RFP (brief description of project)
2. Project background
3. Scope of work or statement of need
4. Goals and objectives
5. Minimum qualifications
6. Technical requirements (if any)
7. Schedule
8. Estimated project budget & request for cost proposal
9. Submittal requirements, including deadline
10. Evaluation process and criteria
11. Insurance requirements
12. Funding sources (if applicable)
Evaluation criteria for the submitted proposals should relate to the project’s
scope of work and stated objectives and should be clearly communicated
with the proposers.
Request for Qualifications:
A Request for Qualifications (RFQ) is a method of soliciting competitive
proposals that considers and evaluates companies on the basis of
demonstrated competency and qualification rather than price. This process
Tips & FAQs
Q: State law does not require any
formal competition for services.
Why do I have to do an RFP/RFQ?
A: Its true, State law does not
require competition for services.
However, City policy is more
restrictive than that of the State.
2022 Budget Section 5 - Page 76 of 103
is typically used for architectural and engineering services where price is not
a consideration. An RFQ will generally result in negotiations.
Elements of an RFQ:
1. Project background and scope of services
2. Project budget and source of funding
3. Schedule
4. Minimum qualifications
5. Submittal requirements, including deadline
6. Selection process/evaluation criteria.
Information request of the respondents may include list of principals,
previous projects, number of employees, and licenses or certifications.
Depending upon the complexity of the project, a typical RFP or RFQ takes
around 6-8 weeks to complete.
Process for RFPs or RFQs:
Task Action
1. Identify need Develop scope of services
2. Determine the estimated cost Confirm sufficient budget exists and
identify funding source(s)
3. Identify grants or federal funds Notify Finance Dept. (Accountant)
4. Develop draft RFP/RFQ Considerations:
• Schedule
• Scope of services
• Qualifications
• Selection process & evaluation criteria
• Submittal requirements & deadline
• Proposal validity period
• Term of contract
5. Finalize RFP/RFQ Contact City Attorney for review, then
finalize RFP/RFQ
6. Identify appropriate roster
category
Identify roster category and companies
7. Advertise, publish, and notify • Advertise
• Publish RFP on City's website
• Email notification to recommended
roster participants
8. Evaluate proposals Department to identify selection
committee
9. Conduct interviews Department to schedule
10. Identify "apparently successful
proposer"
Seek management approval to negotiate
with "apparently successful proposer"
2022 Budget Section 5 - Page 77 of 103
11. Negotiate contract Goal: reach a mutually advantageous
position on issues of concern while
fulfilling requirements of contract
12. Award contract Prepare council agenda materials, if
applicable, and contact Engineering or
Legal Assistant for draft contract when
approved
2.14 Bid Opening Process
Bid Due Dates
Time is of the essence. It is important to make the bid submittal deadline
clear in the bid documents. For example: “The bid form will be received up
to 3:00 p.m. on April 27, 2020. Bids received after that date and hour, based
on the time on our atomic clock, will not receive consideration.” For
example, if a bid is due at 2:00 P.M., a bid received at:
• 1:59 p.m. is on time
• 2:00 p.m. is on time
• 2:00:01 p.m. is late
If a bidder insists on submitting a bid after the deadline and leaves it, do not
open it. Make a photocopy of the bid envelope with the time stamp and
immediately return the bid by certified mail, return receipt requested.
Equal Treatment of Bidders
Avoid giving bidders an advantage to include: permitting bidders use of
private offices and conference space for finalizing bid prices, providing
envelopes for bidders to use in sealing the bid, or permitting bidders to use
the agency’s telephone, computer, fax, or photocopier. Avoid disclosing the
names of bidders or the total number of bidders until the bid opening.
Receiving Bids Checklist
• Is the bid in writing? Do not accept bids by fax, email, telephone or
orally unless the bid solicitation allows for it (generally not allowed
for formal, competitive bidding).
• Did the bidder attend the mandatory pre-bid meeting, if applicable?
• Is the bid envelope sealed? Offer tape if not sealed.
• Is the correct information on the envelope?
• Is the time stamp clear?
• Is the time stamp prior to deadline?
• All received bids should be kept in a secure and centralized location
not accessible to other bidders.
2022 Budget Section 5 - Page 78 of 103
Withdrawal & Modification of Bids
• A request to withdraw or modify the bid in advance of the deadline
may be received verbally or in writing. If unfamiliar with the bidder,
ask for identification.
• Make a photocopy of the face of the bid envelope, ensuring the bid
receipt time shows up on the copy.
• Have the bidder sign the photocopy with the following “Received by
(signature, printed name, date, time).”
• Keep the original signed photocopy.
• Remove the bid receipt stamp or cross it out on the face of the bid
envelope.
• Return the bid to the bidder, notifying the bidder that if they choose
to resubmit the bid, it must be received prior to the bid submittal
deadline and stamped in again with a new time and date stamp prior
to the deadline.
Modifying Bids from a Distance
The bidder may submit additional information modifying a previously
submitted bid if the modification is:
• Received in writing.
• Signed by an authorized representative of the bidder.
• Received prior to the bid receipt deadline.
• In a sealed envelope.
• Clear in stating what prices are being changed.
Subcontractor’s List
Due either with the bid or within one hour of the bid submittal deadline
(RCW 39.30.060).
Opening the Bids
Bids should be opened in a public meeting. Read each bid before opening
the next one. Consider using one person to open the bids and a second
person to read. The project manager staff should record the prices on a bid
tabulation form. The bid reader should state publicly all the information
noted in looking at the bid, without passing judgment whether it is
responsive or non-responsive, to include:
• Name of bidder
• Is bid form signed?
• Bid amount
• Is bid guaranty included?
• Are addenda acknowledged?
• Is subcontractor’s list included?
2022 Budget Section 5 - Page 79 of 103
The bids will be evaluated for responsiveness after the bid opening. If a
contractor wishes to review the bids after the bid opening, allow only one
contractor at a time to review the bids in a monitored environment.
2.15 No Bids or Non-Responsive/Responsible Bids or
Submittals
No Bids or Submittals Received:
As provided in RCW 35.23.352(1), in the event the City does not receive any
bids or submittals on the first call, the City has three options: (1) re-advertise
and make a second call, (2) enter into a contract with any qualified
contractor, or (3) purchase the supplies, materials, or equipment and
perform such work and improvement by day labor (City staff).
Before determining which option would best fit, the department should
conduct a survey of the registered bidders or proposers or any other known
interested parties to determine: 1) why they didn’t they submit, 2) whether
the City’s document too restrictive or too complex, 3) if there ample time to
submit, and 4) if there too many open questions before the due date. The
City Attorney may be consulted for additional assistance in determining the
best option.
Determining Lowest Responsible Bidder:
The City should award the contract for a public works project to the lowest
responsible bidder, unless the lowest bid is above the budget for the project.
In that case, all bids may be rejected, and the City may call for new bids.
A responsible bidder shall be a registered and/or licensed contractor who
meets the mandatory bidder responsibility criteria established by RCW
39.04.350 and who meets any supplementary criteria established by the
City.
According to RCW 35.23.352(2), the City may award a contract to the second
lowest bidder if: (1) the bid is within five percent of the lowest bid, (2) the
second lowest bidder meets the same criteria as the lowest bidder, AND (3)
the City has issued a written finding to the lowest bidder within the last three
years that the lowest bidder was late, over budget, or did not meet
specifications, and the City has not found in writing that the lowest bidder
has shown how they would improve performance.
Non-Responsive and/or Not-Responsible:
The City shall draft bidder responsibility criteria that are based upon clear
business reasons, and the criteria must not be overly restrictive of the
bidding pool. Note that in Washington State, a bidder who objects to the
2022 Budget Section 5 - Page 80 of 103
supplemental bidder responsibility criteria may request that the City modify
the criteria before the bid submittal deadline.
Bids may be rejected as non-responsive for a multiple of material factors,
including lack of subcontractor’s list when required (for contracts in excess
of $1M or contracts of three or more trades), insufficient bid guarantees,
bids submitted after the deadline, qualified bids, and/or lack of
acknowledgement of addenda. In general, a material irregularity is required
before the bid may be deemed non-responsive (defined as any variance
which provides “a bidder substantial advantage or benefit not enjoyed by
others”). In the event the City receives a bid or submittal on the first call
that is deemed non-responsive or non-responsible, the department shall
consult with the City Attorney to determine whether it is a material or
immaterial irregularity. Each project will be evaluated on a case-by-case
basis.
Bid Protest:
The City follows the bid protest guidelines established in RCW 39.04.105.
2.16 Contracting 101
A contract is a written agreement between two or more people or entities
to accomplish a specific outcome. In a public purchasing context, a contract
is an agreement by a vendor or contractor to provide goods or services to
the City in return for receiving payment from the City. The following is an
overview of the contract process:
Invitation:
• A solicitation (ITB, ITQ, or RFP) is an invitation to a contractor to make
an offer.
• These are most often directed at multiple parties and outline the
needs of the City.
Offer:
• The contractor’s returned quote/bid/proposal is their offer to the
City to perform the work, outlining what and how much.
• The offer shows that the contractor is willing to agree to specific
terms.
• The offer is given to a particular party.
• The contractor has made an offer to do what the City requested for
a specific price.
Acceptance:
• The City must now accept one of the offers.
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• The acceptance is a communication showing agreement to the exact
terms of the offer or a contract.
• Contracts must show that the offer made by the contractor has been
accepted, usually by attaching the contractor’s estimate or scope of
work and fee schedule.
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3.1 Rule 171 – Sales Tax Exemptions
Normally sales tax applies to every sale of tangible personal property (and
some services) to all persons, including cities. Thus, for bid limit purposes,
the tax must be included when determining the cost of a public work or
when calculating the cost of materials, supplies, and equipment purchases
separately from a public work.
However, there are some sales and use tax exemptions for certain public
work projects. The exemptions include:
1. Labor and services rendered for the building, repairing, or improving
of any street, place, road, highway, easement, right-of-way, mass
public transportation terminal or parking facility, bridge, tunnel, or
trestle owned by a city or town which is used primarily for pedestrian
or vehicle traffic ( RCW 82.04.050(10). See also WAC 458-20-171,
nicknamed “Rule 171.”) Materials used in constructing these
projects are not exempt from the sales and use tax.
2. Labor and services for the processing and handling of sand, gravel,
and rock taken from City pits and quarries when the material is for
publicly-owned road projects ( RCW 82.08.0275 and WAC 458-20-
171 ).
3.2 Prevailing Wages
What are prevailing wages? The Department of Labor and Industries (L&I)
requires that workers be paid prevailing wages when employed on all public
works, public building service maintenance, and contracted maintenance,
based upon the classification of labor performed.
Prevailing wages are defined as the hourly wage, usual benefits, and
overtime paid in the largest city in each county, to the majority of workers,
laborers, and mechanics. Prevailing wages are established by the
Department of Labor and Industries for each trade and occupation
3.0 Other Considerations
Tips & FAQs
Q: Does the exemption from the
sales and use tax for labor and
services on a City street project
apply if a private contractor does
the work?
A: Yes. It makes no difference, for
the purposes of the exemption,
whether the City does the work,
or has it done by someone else.
2022 Budget Section 5 - Page 83 of 103
employed in the performance of public work. They are established
separately for each county and are reflective of local wage conditions.
What are the responsibilities of the City when contracting for public works?
The City, in awarding a contract, must make the determination of whether
that contract involves “public work” and communicate it to contractors in
the bid specifications and contracts.
What provisions must be made for prevailing wage? Awarding agencies
must stipulate in bid specifications and contracts for public work that
workers shall receive the prevailing rate of wage. Those documents must
either contain a list of the applicable prevailing wage rates or a link to the
rates on L&I’s website. If including a link, print the current rates and keep
with the project file.
What are the public building service maintenance contract requirements?
Public building service maintenance (janitorial) contracts of more than one-
year duration must include wage language recognizing the potential for
future variance in applicable prevailing wages each year after the first year
of the contract.
What are awarding agency requirements when disbursing public funds?
Agencies may not make any payments where contractors have not
submitted an Intent to Pay Prevailing Wage form that has been approved by
L&I. Agencies may not release final payment until all contractors have
submitted an Affidavit of Wages Paid form that has been certified by L&I.
The requirement to submit these forms should also be stated in the contract.
What are the contractor’s filing requirements? Public work contracts
require that each and every contractor and subcontractor on the project file
the “Statement of Intent to Pay Prevailing Wages” and “Affidavit of Wage
Paid” forms.
Is there a minimum contract amount for a contractor to file? There is no
minimum dollar contract amount. Intent and Affidavit forms are required
for every public works contract regardless of the size of the contract.
When does the contractor file an Intent? The Intent form is filed
immediately after the contract is awarded and before work begins, if that is
possible.
When does the contractor file an Affidavit? The Affidavit form is not filed
until after all the work is complete.
Tips & FAQs
Q: Do I have to include prevailing
wage rates in the contract
specifications as an attachment
or can I just put in a link to the
L&I website?
A: Per RCW 39.12.030 all bid
specifications and contracts shall
include a list of the applicable
wage rates.
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3.3 Retainage
What is the purpose of retainage? The City retains a portion of the contract
amount for public works contracts as a trust fund to pay any claims
associated with the contract and/or for payment of amounts due by the
contractor to the Department of Labor and Industries, the Employment
Security Department, and the Department of Revenue (RCW 60.28.011).
What level of retainage is required? The City generally retains 5% of the
contract amount. However, for contracts awarded by the small works roster
process and totaling less than $150,000, contractors may opt to have 10%
retained in lieu of a obtaining a performance bond. The City may
alternatively choose to waive retainage requirements for any small works
roster contracts. Retainage is not held for projects funded by federal
transportation funds.
What are the retainage options? The City retains the funds in a City fund,
unless otherwise requested by the contractor. A contractor may choose to
have the funds deposited by the City into an interest-bearing account or
placed by the City in escrow with a bank or trust company. If the escrow
option is selected, contact the City Attorney for an escrow agreement.
When can retainage be released? Retained funds will be released after final
acceptance of the project and after the City has received all releases from
the Department of Revenue, the Department of Labor and Industries, and
the Employment Security Department. Upon receipt of all releases, the
project manager should notify the Legal Assistant to release the funds. For
projects under $35,000, the retained funds will be released when the
Department of Labor and Industries has approved the contractor’s Affidavit
of Wages Paid.
Is the City liable for payment of project costs to subcontractors if waiving
retainage? Local governments may waive retainage but must assume
liability of the contractor’s non-payment. The Local government does retain
the right to recovery from the contractor.
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4.1 Risk Management Considerations
The City enters into numerous contracts throughout the year. These
contracts involve risk. City property can be damaged. Employees of the City,
contractors, subcontractors, and suppliers can be injured. Members of the
public can be harmed. These and other accidental losses can arise during
and as a result of the activities during the contract fulfillment process. The
City seeks to transfer responsibility to such events to those with whom it
contracts.
The City’s approach to contracting is designed and managed to avoid undue
exposure to risk with exceptions where it makes good business sense.
Certificates of insurance and endorsements naming the City as an additional
insured are required from all contractors and consultants who contract with
the City. Verification of appropriate insurance requirements shall be
completed prior to signing of the contract by the City. Any waiver of
insurance requirements requires the approval of the person with signing
authority for the contract (generally the City Manager). Contact the City
Attorney with questions about insurance requirements or for advice on the
risk of a requested waiver.
4.2 Payment Options
Prior to contract award, payment terms should be identified to determine
the most effective compensation method. The most common include:
Hourly/Time and Materials:
The City pays a fixed hourly rate and pays for the cost of certain specific
services and/or materials. For certain professions, such as consultants, this
is the standard option. Time and materials contracts should have a ceiling
amount or a not to exceed amount included. This type of payment term may
be used if the City is unable to clearly define the level of effort required to
accomplish the objectives. A time and materials contract places most of the
risk on the City and little on the contractor and provides no positive profit
incentive to the contractor for cost control or labor efficiency. Frequent
contract monitoring is required to ensure that the number of hours is kept
to a reasonable level.
4.0 Contract Administration
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Fixed or Lump Sum:
The contractor receives a fixed amount or lump sum payment based on
terms established in the contract. Typically, payment is tied to a completion
of agreed upon performance achievements. Other alternatives are possible,
such as progress payments made to compensate for activities conducted
over the specific period of the contract. This type of contract should
generally establish a minimum allowable level of compensation. With this
method of compensation, the City may not be required to pay if specific
terms in the contract are not met and thus the risk is placed on the
contractor.
Cost Reimbursement:
A cost reimbursement method of compensation has a higher risk for the City
because it reimburses the contractor for all costs incurred under the terms
of the contract. To prevent overpayment, allowable cost provisions should
be clearly identified. Contract managers should consider including a contract
provision for a maximum allowable compensation level for the contract
period and budget. Cost reimbursement contracts generally require more
fiscal pre-planning and monitoring than other methods.
Performance Based:
These contracts are based on attainment of a specific outcome. The rate of
compensation is generally negotiated based on cost information provided
by the contractor. Generally, performance-based contracts identify the
maximum allowable compensation. This allows the City to define the quality
of services in terms of performance standard and pay accordingly.
Performance based contracts differ from time and materials or fixed price
contracts in that if the quantifiable quality of service is low, the payment may
be reduced or withheld. This requires a higher level of reporting from the
contractor to the City. The contractor primarily assumes the risk because the
City does not pay if performance levels are not met.
4.3 Contract Execution & Administration
Contract Execution:
The contract is fully executed when all authorized parties have signed it.
Upon execution, signed copies of the contract should be provided to all
interested parties including, at a minimum, the contractor and Legal
Assistant.
Contract Administration:
Contract administration means any activity related to contracting, including
the decision to contract, contractor screening, contractor selection, contract
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preparation, contract monitoring, auditing and post contract follow up.
Typical responsibilities of the project manager include:
• Understanding the contract, including the specific contract obligations
and performance indicators by which performance will be monitored.
• Assessing the risks related to the project before soliciting proposals and
contracting to determine the extent of the monitoring required.
• Ensuring the contractor has a clear understanding of how the contract
will be managed and monitored.
• Providing the contractor with guidance and technical assistance, as
needed, to promote effective contract performance.
• Identifying the extent and source of funding for services provided.
• Monitoring the contractor’s activities to ensure quality service delivery.
Ensuring funding is used only for authorized purposes.
• Reviewing invoices and verifying that delivery of services is rendered.
• Resolving issues or problems that arise during the contract.
• Measuring and tracking satisfaction with contractor performance.
• Complying with State and City rules and regulations.
• Documenting the contract to validate that effective contract
management has occurred.
Project managers need to be mindful not to do the following:
• Instructing the contractor to begin work before the contract is executed
and approved.
• Changing the description, scope, period of performance, or cost of the
contract without processing a written amendment.
• Directing the contractor to do work that is not specifically described in
the contract.
• Signing a contractor’s contract form (some exceptions apply)
• Authorizing payment to the contractor for any work not performed
satisfactorily.
• Paying for the same or similar services more than once.
4.4 Contract Monitoring - Performance
Monitoring Contract Performance:
Monitoring means any planned, ongoing, or periodic activity that measures
and ensures contractor compliance with the terms, conditions, and
requirements of a contract. The level of monitoring should be based on a risk
assessment of the contractor’s role in delivering the services and the
contractor’s ability to deliver under the terms of the contract.
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The purpose of monitoring is to ensure the contractor is:
• Complying with the terms and conditions of the contract and applicable
laws and regulations.
• In compliance with the contract through identifying and resolving
potential problems and providing constructive, timely feedback.
• Adhering to the project schedule and making appropriate progress
toward the expected results and outcomes.
• Providing the quality of service expected.
Monitoring Activities May Include:
• Periodic contractor reporting – Require the contractor to submit
progress reports or other appropriate data or reports, based on pre-
defined criteria, and review the contractor’s reports for verification of
services provided and adherence to the contract. Substandard
performance should be identified and addressed timely and
appropriately.
• Invoice review – Compare billings with the terms agreed upon in the
contract. Ensure the costs being charged are within the contract
parameters.
• Other periodic contact with contractor – On-site visits to maintain
contact with the contractor to review progress on a regular basis. Good
contract monitoring includes a continuous dialogue with the contractor.
4.5 Contract Monitoring - Payment
Reviewing Invoices for Payment:
Contract payment is the process by which the contractor submits invoices
for reimbursement for services and receives payments. The contract
manager must carefully review the contractor’s request for payment to
verify the accuracy of all charges.
Considerations:
• Are the hours/costs commensurate with the services or deliverables
received?
• Is the service period identified on the invoice and were the services
rendered prior to contract expiration?
• Do the rates invoiced match the rates stated in the contract?
• Has the necessary documentation been included to verify charges
accurately? Is there enough money remaining on the contract?
• Reimbursable expenses. Below are the recommended reimbursable
expenses:
o Travel
o Mileage
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o Food
o Miscellaneous expenses
If charges are acceptable, the contract manager submits a claim approval
form for payment. Payment terms are 30 days from date of invoice.
4.6 Amendments & Change Orders
Amendments:
Amendments are changes to service contracts.
Changes to contracts may be processed as amendments, rather than new
contracts, but only if the changes are within the general scope of the original
contract.
Change Orders:
A change order is the formal document that alters some condition of the
contract documents. The change order may alter the contract price,
schedule of payments, completion date, terms and conditions, or the plans
and specifications. Change orders are changes to public works contracts and
reflect unforeseen conditions that must be addressed to meet the contract
requirements and without which the work requested in the original contract
could not be completed. Minor modifications that do not materially affect
the scope or cost of the contract, such as address changes or staff changes,
do not require a formal change order but should be documented in writing.
These situations should be distinguished from extra work that could stand
on its own and is outside and independent of the contract, in which case a
new competitive bid process is required. Appropriate uses of change orders
include:
Scope – Scope changes may include adding, modifying, or deleting tasks,
services, or deliverables or revising specifications. Changes to scope should
be well documented and include any additional costs associated with these
changes.
Changes that are outside the general scope of the contract or bid request
are not appropriate to award through contract change orders. Such changes
would have the effect of making the work performed substantially different
from the work defined at the time the original contract was awarded.
Terms and Conditions – Changed conditions could include price variations in
commodities.
Cost – If the cost of the contract is increased or decreased, document
reasons for change (e.g.: scope changes, changes to unit price items).
Period of Performance – An extension to the contract end date is the most
common change to the period of performance. Minor modifications that do
Tips & FAQs
Renewals vs. Year-to-Year
Contracts:
Keep in mind that including
additional periods or renewal
language in your solicitation or
contract provides for greater
continuity with terms and
conditions such as pricing, scope,
and availability. More often than
not, contractors will give
discounts for longer term
contracts.
To enter into a series of year-to-
year (or standalone) contracts,
opens up the terms and
conditions for contractors to
modify their price and
availability. Standalone contracts
require a competitive process at
each contract period and
therefore may result in higher
costs to the city.
However, if a contract includes
“options to renew” language, the
contract must be routed to
include all future renewals of the
“potential value” of the contract.
Documented Benefit to City:
All contract amendments must
have consideration for any
additional time or funds. This
means that the amendment
must state what benefit the
contractor will provide to the City
in exchange for the increased
time or payment amount.
Contact the City Attorney with
questions.
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not materially affect the scope or cost of the contract, such as address
changes or staff changes do not require a formal change order but should be
documented in writing.
Amendment and Change Order Approval:
• Amendments and change orders that do not change the total value of
the agreement contract (i.e.: a new expiration date) may be signed by
the City Manager or designee.
• Accumulated cost changes up to 10% of the original agreement or
contract amount may be approved by the City Manager or designee, if
there is budget capacity and available revenues.
• Accumulated cost changes greater than 10% of the original agreement
or contract amount must be approved by the City Council. Such approval
establishes a new agreement or contract amount against which the
above percentages apply for subsequent amendments or change orders.
• The City Council may pass a resolution on an individual project giving the
City Manager the authority to sign all amendments and change orders
within the allotted project budget, superseding the 10% limit.
To protect the City’s interests, all amendments or change orders shall be
executed in writing prior to the end of the contract period of performance
and before the contractor begins work as authorized by the amendment.
4.7 Contract Close-Out & Termination
Contract Termination:
Contracts may be terminated prior to the completion date of the contract
either for convenience of the parties or for cause. Contact the City Attorney’s
Office for guidance when considering a contract termination.
Contract termination should be done in writing and follow the process
described in the contract or as advised by the City Attorney.
Contract Close-Out Process:
Once the contract is complete, it is critical that the project manager
complete the close-out process in a timely manner and stay on a schedule.
1) Notice of Completion of Public Works Contract. Required for
projects totaling $35,000 or more. The project manager should
complete and file a “Notice of Completion of a Public Works
Contract” form with the Department of Revenue, Department of
Labor and Industries, and Employment Security Department. This
form is available on L&I’s website.
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2) Receive release letters from Employment Security Department,
Department of Revenue, and Department of Labor & Industries.
These letters will be sent either by mail or through that department’s
web portal.
3) Release retainage. Once the above-mentioned letters are received,
the project manager should request that the Finance Department
release retainage by a memo or coversheet along with a copy of the
letters received.
a) Release retainage bond. If the contractor provided a bond
instead of having the City hold retainage, the project manager
should contact the bond issuer to release the bond.
b) Escrow release. If the contractor requested that the City hold
retainage in an escrow account, the project manager should
provide a written release to the bank.
Liens
Whenever a valid lien has been filed against the retainage, the City may
only release that amount of the retainage in excess of the total amount of
the valid lien claims and an amount sufficient to defray the costs and
attorney’s fees of the claimants in foreclosing the liens.
Invoices Submitted after Close-Out Process
Invoices that are submitted after contract expiration may still be paid if the
following conditions apply:
• Invoice or pay estimate clearly shows that services were preformed prior
to contract expiration.
• Sufficient funds existed prior to close-out.
Every effort should be made to process invoices in a timely manner to
eliminate delays and extra steps in payment processing
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5.1 General Information
It is the policy of the City of Port Townsend to provide the best possible
stewardship and management of municipal assets in the best interests of the
residents of Port Townsend.
PTMC Chapter 3.44 sets forth the City’s processes for disposition of surplus
property and long-term leases. The information in this policy manual is
intended summarize the code requirements.
5.2 Declaring Surplus
A department head or operations manager may recommend that personal
or real property under his or her control is deemed no longer to have any
value and may desire to surplus that property.
• If the property has an estimated value under $10,000, the City
Manager may declare that it is surplus.
• All personal property with an estimated value greater than $10,000,
and any real property must be declared surplus by the City Council.
• All personal property acquired with utility funds may be transferred
to and used by a non-utility department if the property is of de
minimis monetary value. Disposition of utility assets must have an
administrative hearing by the City Manager.
Criteria for declaring surplus is based on one or more of the following:
• The City has or soon will have no practical, efficient, or appropriate
use for the property, nor will it have such a use for the property in
the near future.
• The purpose served by the property can be accomplished by use of
a better, less costly, or more efficient alternative;
• The purpose served by the property no longer exists as determined
by a change of policy evidenced by an ordinance or resolution of the
City Council;
• The property is damaged, worn out, or otherwise inoperable and the
cost of repairing the same is unwise or impractical.
5.0 Surplus and Disposition of
Assets
Tips & FAQs
Surplus is any City property
and/or asset that is no longer
deemed valuable or of use to the
City now or in the foreseeable
future.
Estimated value of property
should be the amount of money
or interest a third party would be
willing to pay. Estimating values
may be determined through
obtaining an estimate, an official
appraisal, an offer from another
agency, Kelly Blue Book value, or
other sources.
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5.3 Disposition of Personal Property
Departments that determine they have surplus property should first make
these items or equipment available to other City departments when
reasonable. If the item is no longer of value to the City, staff may do the
following:
• Sell or transfer the item(s) to another government agency, subject to the
public notice and hearing requirements of RCW 39.33.020 for items with
a value in excess of $50,000.
• Auction the item(s). The originating department will be responsible for
all costs associated with this option. Finance will coordinate the auction
with the department representative.
• Sell the item through a sealed bid process.
• Trade the item(s) in for new replacement equipment.
• Send the item(s) to the State surplus program.
• Donate the item(s) to a non-profit that serves or benefits low-income
persons or persons with disabilities. (Be sure to obtain a receipt for
record retainage.)
• Dispose of the item(s) in the most cost effective, efficient manner.
A department head or designee that is responsible for the disposition of
property or assets. They should sign the “Declaring Surplus Memo” to the
City Manager. The memo should be a detailed statement of the item(s),
where the asset is located, the estimated value and the recommended
disposition procedure. Send the memo to the Finance Department to
coordinate obtaining the City Manager’s or Council’s approval.
Once approval has been granted to dispose of the property, the receiving
individual or organization must sign an “As-Is/Where-Is” Statement and/or
Liability Waiver. The signed form must be forwarded to the Finance
Department for record retainage.
Within 24 hours of receipt, proceeds from any sale and sales tax collected
will be forwarded to the Finance Department to be deposited. Sales tax will
be remitted to the Department of Revenue on the next reporting cycle.
Prior to sale, remove all City logos or other markings identifying the item(s)
as City property from any vehicles and or equipment prior to sale.
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5.4 Seizure Items (RCW 69.50.505)
The Port Townsend Police Department follows their Asset Forfeiture Policy
(Policy 601) in regards to the authority and procedures for the seizure,
forfeiture and liquidation of property associated with designated offenses.
5.5 Surplus of Real Property (Land)
The City Council shall make all decisions that relate to surplusage of real
property in accordance with Chapters 35.94 and 39.33 RCW and whether
property should be designated to meet affordable housing needs and
surplused or retained for that purpose. Because real property should
perform a valuable public function, the City Council should consider both
current use and any foreseeable future use when surplusing real property.
Pursuant to PTMC 3.44, affordable housing needs will be considered before
surplusing public lands.
The City Council shall hold a duly-noticed public hearing prior to disposing of
real property or designating that the property may meet affordable housing
needs and be surplused or retained for that purpose. All procedural
guidelines shall be followed in accordance with the code.
6.1 Purchasing Cards as a Method of Payment
In accordance with RCW 43.09.2855, local governments are authorized to
use credit cards or procurement cards for official government purchases and
acquisitions.
The City of Port Townsend’s purchasing card program has been established
to provide a convenient, efficient means to purchase commodities and
services from vendors and reduce the costs associated with a purchasing
process. The City has obtained purchasing card participation in the
statewide contract with US Bank as administered by the Washington State
Department of Enterprise Services (DES). A benefit of using the contract is
that it allows the City to earn a quarterly rebate based on the volume spent
and timely payment.
6.0 Purchasing Cards
Tips & FAQs
Be mindful of your budget
appropriations when using your
purchasing card as a method of
payment.
2022 Budget Section 5 - Page 95 of 103
The program is designed to empower employees to purchase items needed
for operational City business. It is a method used to pay for purchases and
is not meant to circumvent the purchasing policies or bidding procedures.
6.2 Purchasing Card Administration
Purchasing cards (p-cards) are administered by the Finance Department.
The purchasing card program administrator maintains the accounts and is
authorized to make necessary changes and updates, corresponds with the
bank to resolve issues, orders p-cards, reconciles purchases made during the
billing cycle to the bank statement, verifies accuracy of supporting
documents and signatures, maintains records, and assures timely payment.
All purchasing cards will have the “City of Port Townsend” embossed on the
card with the cardholder’s name. It is not permitted to allow anyone other
than the cardholder to use a card to make purchases.
Approval to participate in the purchasing card program will be determined
by the applicable department head. It is recommended that employees
complete their initial probationary period before being eligible to have a
purchasing card issued to them. (Exceptions to this may be made with
authorization from the Finance Manager). Prior to releasing the purchasing
card to the employee, the cardholder will:
1. Attend training to cover the City’s purchasing policies and
procedures.
2. Attend training to cover p-card procedures for US Bank Online
purchasing card transaction management.
3. Acknowledge they have received, read and understood the City’s
Purchasing Policy and Procedures Manual by signing a Cardholder’s
Agreement Form.
Department heads or their designees will ensure employees approve their
charges and submit the proper supporting documentation, assign correct
fund and account numbers (BARS Codes) and descriptive information for
each charge, approve the charges online, print activity statements, and
submit paperwork to the program administrator in Finance within five days
of the billing cycle close date. Failure to comply with these policies and
procedures may result in suspension of an employee’s privilege of using a
City issued purchasing card. Improper use of the p-card may result in
disciplinary action up to and including termination of employment.
Tips & FAQs
CDL licenses and renewals and
work boots should be purchased
initially by the employee. The
receipt for these items should be
submitted to the employee’s
manager for reimbursement.
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6.3 Authorized Charges and Uses
As authorized, employees will use their p-cards at time of purchase for
operational materials, supplies, small equipment, postage, subscription
services, professional memberships, ordinary maintenance, services, CDL
physicals, and authorized business travel expenditures. (Please see the City’s
Guidelines for Employee Travel for detail on authorized travel expenditures).
Purchasing cards may be used at any vendor that accepts VISA credit.
When making a purchase:
• The cardholder must obtain a vendor’s register receipt or invoice
(Proof of Purchase). Packing slips and statements are not substitutes
for receipts or invoices.
• Register receipts and invoices should include transaction detail such
as date of purchase, a description of each item, tax, shipping, and
total. If the vendor does not issue a detailed receipt, it is the
employee’s responsibility to write a description of the purchase(s)
on the receipt.
• If a receipt is lost or the cardholder is unable to obtain a receipt, a
“Declaration of Lost Invoice” Form must accompany the reconciled
statement in place of the receipt. Employees who routinely do not
submit actual invoices/receipt may have their purchasing card
benefits suspended.
• Follow the purchasing requirements outlined in the Purchasing
Policies and Procedures Manual.
6.4 Unauthorized Purchases
Cardholders must comply with the State bidding and purchasing laws and
the City’s Purchasing Policies when using a purchasing card.
Examples of unauthorized uses and purchasing include:
• Personal purchases of any kind
• Cash advances through ATMs or banks
• Cash refunds for returned items
• Items restricted by City policy or State law, such as alcohol, tobacco,
and entertainment
• Any items from vendors restricted by the Finance Department, a
department head, or the City Manager
Examples of inappropriate uses:
2022 Budget Section 5 - Page 97 of 103
• Any purchase in which the purchasing card is used to circumvent City
or State polices, bid limits, or a cardholders personal purchasing
limit.
• Any purchase made on a cardholder’s account by someone other
than the cardholder.
6.5 Returns and Exchanges
Cardholders are responsible for contacting the vendor when supplies,
equipment, and services purchased with the p-card are not acceptable
(incorrect, damaged, defective, not received) and for arranging a return for
credit or exchange.
• If items are returned for credit, the cardholder is responsible for
obtaining a credit receipt from the vendor to include in the monthly
purchasing card reconciliation.
• If items need to be exchanged, the cardholder is responsible for
returning the items to the vendor and obtaining a replacement as
soon as possible.
• If items are disputed, the cardholder is responsible for resolving any
disputes directly with the vendor. If resolution is not possible,
contact the Program Administrator.
6.6 Account Maintenance
Online account maintenance:
US Bank Online account maintenance is the responsibility of the cardholder.
If an employee is locked out of their account, they should contact US Bank
directly. The customer support number is listed on the back of the
purchasing card. Please see the US bank Purchasing Card Instruction
Guidelines for online account maintenance or call the purchasing card
administrator in the Finance Department.
Name changes:
Changes to a cardholder’s name should be reported to the program
administrator. A new card will be issued in the employee’s name. The
cardholder should surrender the old p-card to his or her department head or
to the program administrator.
Lost or stolen card or fraud detection:
Cardholders are responsible for their own card security. In the event the
cardholder loses their card, suspects fraudulent activity on the card, or the
card is stolen, they should contact US Bank immediately. In addition, the
cardholder should contact the program administrator.
2022 Budget Section 5 - Page 98 of 103
Termination of employment or revocation of purchasing card privilege:
Cardholders must turn in their purchasing card to their department head,
Human Resources, or the program administrator in the event they terminate
their employment with the City, or they have had their purchasing card
privileges revoked.
Spending Limits:
Spending limits will be requested by the applicable department head and
approved by the Finance Department. In general, authorized spending limits
will be established as follows (single transaction limit/monthly cycle limit):
• $5,000/$5,000 – department heads and purchasing card program
administrator
• $2,500/$5,000 – department managers, supervisors, department
purchasing designees
• $1,000/$2,500 – maintenance and operator staff
• $500/$1,500 – others as assigned.
Exceptions to these general guidelines will be reviewed at the request of the
applicable department head.
2022 Budget Section 5 - Page 99 of 103
A&E: Architectural and engineering services; includes land surveyors and landscape architects.
Appropriation: City Council authorization to expend funds for a specific purpose.
Bid: A written proposal submitted by a vendor or contractor to furnish supplies, materials, equipment, or
services in conformity with the City’s specifications included in a request for bids by the City.
Bidding: Procedure used to solicit quotations on price from various prospective providers of supplies,
materials, equipment, or services.
Bid Evaluation: A review of bids/proposals received as a result of a competitive process to determine
bidders’ responsibility, responsiveness to requirements, and to determine the successful bidder(s).
Bid Opening: The official process in which sealed bids are opened, usually in the presence of one or more
witnesses, at the time and place specified in the invitation for bid. Each bid is logged, and bids are made
available for public inspection only after award of the contract. The bid opening must be open to the public.
Bid Deposit (also called a bid bond): A deposit in the form of a cashier's check, postal money order, or
surety bond equal to 5% of the amount of the bid. Required for all formally bid public works projects.
Bid Splitting: Breaking a public work project or purchase into segments. The City may not split a project or
purchase to avoid compliance with bidding statutes (RCW 35.23.352(1)).
Capital Equipment: Equipment of the City having an initial value of one thousand ($1,000) or more and an
estimated useful life of three or more years.
Change Order: An amendment to a public works contract, signed by both parties and outlining the mutually
agreed upon changes to contract time, payment amount, or scope of work, as applicable.
Contract: A legally binding and enforceable written agreement between two or more parties stating the
terms and conditions for an exchange of something of value (usually money, goods, or services) between
parties. The Legal Department should be contacted if there is uncertainty as to the need for a written
contract and how to go about it.
Contractor: Individual, company, corporation, firm, or combination, with whom the City develops a
contract for the procurement of goods and services.
Cooperative Purchasing (also called piggybacking): The action taken when two or more entities combine
their requirements to obtain advantages of volume purchases including administrative savings and other
benefits.
DES: Washington State Department of Enterprise Services.
7.0 Definitions and Acronyms
2022 Budget Section 5 - Page 100 of 103
Delivery Terms: Conditions in a contract relating to freight charges, place of delivery, time of delivery, or
method of transportation.
Effective Date of Contract: The date on which the contract starts.
Emergency: Unforeseen circumstances beyond the control of the agency that present a real, immediate,
and extreme threat to the proper performance of essential functions or which may reasonably be expected
to result in excessive loss or damage to property, bodily injury, or loss of life.
Emergency Purchase: A purchase in which the normal competitive purchasing procedures have been
waived by a declaration of emergency issued by the City Council or City Manager.
Encumbrance: Interchangeable with “purchase order.”
Equitably distribute opportunities: Means that the local government may not favor certain contractors on
the appropriate small works roster over other contractors on the same roster who perform similar services.
Formal Competitive Bid: The process of advertising and receiving sealed written bids from prospective
vendors or contractors. The selection of the vendor or contractor is primarily based on the lowest cost
from a responsible vendor.
General Services: Interchangeable with “purchased services.”
Goods and Services: Material, supplies, services, and equipment offered for purchase by a vendor or
contractor and required by an agency to accomplish continuing and necessary functions.
Informal Solicitations: Price quotes from vendors that are obtained using a variety of mediums such as
phone, fax, email, or writing. Results must be documented and submitted to the Finance Department to
obtain a purchase order (encumbrance). The selection of the vendor is based on lowest cost from a
responsible vendor.
Interlocal Agreements: The exercise of governmental powers in a joint or cooperative undertaking with
another public agency.
L&I: Washington State Department of Labor and Industries.
MRSC: Municipal Resources and Services Center. A Washington-based non-profit that provides
information and educational services to local government agencies. The City of Port Townsend uses MRSC’s
vendor, consultant, and small public works rosters.
Ordinary Maintenance: Defined by WAC 296-127-010 as: “ work not performed by contract and that is
performed on a regularly scheduled basis (e.g., daily, weekly, monthly, seasonally, semiannually, but not
less frequently than once per year), to service, check, or replace items that are not broken; or work not
performed by contract that is not regularly scheduled but is required to maintain the asset so that repair
does not become necessary.”
2022 Budget Section 5 - Page 101 of 103
Personal Services: Interchangeable with “professional services.”
Prevailing Wage Rate: The rate of hourly wage, usual benefits, and overtime paid in the locality to the
majority of workers, laborers, or mechanics in the same trade or occupation; required to be paid on all
public works and public building service maintenance contracts. These rates are set by L&I.
Professional Services: Services that involve technical expertise provided by a consultant to accomplish a
specific study, project, task, or other work. These activities and products are mostly intellectual in nature
and do not include architectural and engineering (A&E) services. Examples of personal services include
accounting, legal, comprehensive planning, and real estate services.
Proposal: An offer to perform a contract to supply goods or services in response to a request for proposal
(RFP).
Purchase: The buying, leasing, renting or lease-purchasing of goods or services.
Purchase Order (also called encumbrance): A form issued by the Finance Department or Legal Assistant,
which reserves the purchase amount in the applicable fund and can sometimes serve as a written request
to a vendor to provide the item being purchased.
Purchased Services (also called general services): Services that are generally routine, repetitive, or
mechanical in nature and support the City’s day-to-day operations. Purchased services include janitorial,
debt collections, equipment service agreements, machine repair, or delivery services.
Public Work: A project including all work, construction, alteration, repair, or improvement other than
ordinary maintenance executed at the cost of the City. Public work projects include the related materials,
supplies, and equipment to complete the project.
Purchase Order (Encumbrance): Official document used in authorizing the encumbrance of City funds
toward a purchase.
Quotation: An offer, including price, to perform a contract to supply goods and/or services in response to
a request for quotation.
Request for Proposals (RFP): A process that requests interested firms to submit a statement of their
proposal for completing a project. Proposals are evaluated based on suitability, practicality, quality of the
proposal, experience, and cost.
Request for Qualifications (RFQ): a request for only a firm’s general capabilities, including a list of principals,
previous projects, number of employees, and licenses. An RFQ doesn’t not including pricing information.
Requisition Form: A standard form providing detail information as to quantity, description, estimated
price, vendor, fund account, signature, and other information necessary to make a purchasing decision.
Responsible Bidder: Contractor, supplier, or vendor who is determined to be qualified to provide services
or goods to the City based on the criteria in RCW 39.04.350.
2022 Budget Section 5 - Page 102 of 103
Responsive Bidder: An entity whose bids conforms in all material respects to the terms and conditions, the
specifications, and other requirements of a solicitation.
Sealed Bid (Formal Bid): An advertised solicitation for a requirement in which the cost exceeds the bid limit.
The bids are opened during a public opening.
Sole Source (also called a single source purchase): An exception to competitive bidding. A purchase of
goods or services that is clearly and legitimately limited to a single source of supply in which the purchase
price may be best established by direct negotiation.
Solicitation: Notification to prospective bidders about a future project or purchase, with a request for
competitive bids, quotes, or proposals.
Splitting: The separation of continuing/repetitive requirements for the same good or service into several
purchases to avoid dollar limitations or competition.
Small Works Roster: List of contractors by work category who have registered with MRSC and requested
to be notified by the City about upcoming projects or purchases and bid opportunities.
Specification: A clear, complete, and accurate statement of the technical requirements descriptive of a
material, item, or service.
State Contract: Contracts for goods or services administered by the Department of Enterprise Services on
behalf of agencies. The contract document will identify the conditions under which usage by agencies is
allowed.
Subcontractor: A person or business that is, or will be, providing or performing an essential aspect of a
contract under the direction and responsibility of the primary contractor.
Supplier: A vendor of purchased goods and services.
Surplus Property: Personal property belonging to the City for which the City has no further use.
Vendor: A provider of materials, supplies, goods, or equipment.
2022 Budget Section 5 - Page 103 of 103
CITY OF PORT TOWNSEND, WASHINGTON, GENERAL GOVERNMENT, UTILITY & INTERGOVERNMENTAL DEBT AND INTERFUND LOANS
The City issues long-term debt instruments to finance large capital project investments. These debt instruments may include tax-exempt bonds, intergovernmental loan
programs and inter-fund loans. State law limits the amount of debt the City may issue.
The following is a summary of the types of debt and their associated debt limits:
General Government Debt
General obligation bonds may be issued through voted or non-voted bonds. Debt
capacity is limited to certain percentages of the City’s total assessed property value (AV). Voted bonds require a 60% majority vote to pass. The statutory debt limits are as follows:
•General obligation bonds are limited to 2.5% of the City’s current AV. Of this2.5%, non-voted (councilmanic) debt is limited to 1.5% of the City’s current AV.
•General obligation voted bonds can be issued for parks and open space up to
2.5% of the City’s current AV.
•General obligation voted bonds can be issued for utility purposes up to 2.5% ofthe City’s current AV.
The City’s total non-voted debt will have an outstanding balance of $15,487,969 as of
January 1, 2022. Principal payments on the outstanding non-voted debt for 2022 are $882,123, due on December 1, 2022.
In 2020, the City refinanced its outstanding 2010 LTGO bonds, which were callable on
December 1, 2020, through a private placement bond with Kitsap Bank. The 2020
financing refunded the 2010 bonds at a lower interest rate resulting in a significant savings in interest cost. The 2010 bonds carried an average interest rate of 5% for the remaining 10 years (2020 through 2030). The refinanced bonds carry a term of 10 years at a rate averaging 1.54%, resulting in a gross savings of $555,947 over the 10-
year period, a net present value savings of 18.48%. The City also financed an
additional $900,000 over a 20-year term at an average interest rate of 2.02%. These additional funds were used to repay the outstanding balance on the 2019 Bond Anticipation Note (BAN) Line-of-Credit due to mature in June 2021, providing permanent financing for the following projects:
•Mt. View Phase III Improvements
•Water Street Overlay Street & Stormwater Projects
•Complete Streets Projects
•Discovery Road Pedestrian Improvement Project
Currently the City has four outstanding councilmanic (non-voted) bond issues:
1.Series 2012 Limited Tax General Obligation Refunding bond issue, refunded1999 bonds and a portion of the 2002, 2003 and 2005 general obligation bonds. Outstanding balance as of January 1, 2022 - $1,660,000.
2022 Budget Section 6 - Page 1 of 5
2. Series 2017 (Series A & B) Limited Tax General Obligation bonds issued to refund the Series 2008 bonds and to finance road and sidewalk improvements, tourism, infrastructure and waterfront access improvements.
Outstanding balance as of January 1, 2022 - $10,215,000. 3. Series 2018 Limited Tax General Obligation bond issued to fund the
Homeward Bound/Cherry Street affordable housing project. Outstanding
balance as of January 1, 2022 - $781,069. 4. Series 2020 Limited Tax General Obligation bonds issued to refund the Series 2010 bonds and finance sidewalk, street and stormwater improvements (previously financed through a short term line of credit).
Outstanding balance as of January 1, 2022 - $3,356,900.
Voted Debt - In February 2015, 71.37% of the voters of the City of Port Townsend approved a ballot measure to authorize the City to issue up to $3,600,000 in bonds for the Mountain View Commons energy retrofit and other campus improvements. The
bonds were issued in June 2015 in the amount of $3,385,000, with a net interest cost of 3.06%. The annual debt service will be $300,550 in 2022. The City will levy property taxes in the amount of $150,000 and the remainder of the debt service will be funded by Special Purpose Sales Tax receipts. Outstanding balance as of January 1, 2022 - $2,440,000
General Obligation Line of Credit The City Council authorized the City Manager to execute an agreement with Cashmere Valley Bank to provide a line of credit for $1,500,000 in May 2019 to finance capital
improvements to city streets and facilities. The line of credit with Cashmere Valley Bank matured on June 1, 2021. This line of credit was not renewed. Inter-fund Loans
The City will have two outstanding inter-fund loans at the end of 2021. One is a loan
from the Transmission Line Fund to the Community Services Fund for $90,000 to be repaid over a 3-year term at an interest rate equal to the average LGIP investment interest rate for the loan term. The loan provided the Community Services Fund the ability to contract with BERK Consulting, Inc. to perform a comprehensive park study in
2019. Annual payments are made from the reduction in the annual Mountain View
lease, beginning in 2020. By the end of 2021, the outstanding balance of the interfund loan will be $30,000. The final payment for the interfund loan is scheduled to be made by the end of 2022.
A new interfund loan was proposed in late 2021 for the purchase of property to be used
for affordable housing. The loan amount is anticipated to be $1,415,500 and will be made from the Water/Sewer operating fund. The loan will be repaid prior to the end of 2022 and will include interest at a rate equal to the average LGIP investment interest rate for the period of time the loan is outstanding. This loan will be repaid from a grant
from Washington State Department of Commerce in the amount of $1,372,000 and a
contribution from the Affordable Housing Fund of $43,500.
2022 Budget Section 6 - Page 2 of 5
Debt Financial Policies The City Council adopted financial policies allow for annual debt payments on General Government obligations for capital improvements that cannot be funded out of current
revenues. These annual debt payments should not exceed 15% of the total of annual
General Government operating revenues plus budgeted transfers from capital funding sources. General Government Funds include the General Fund, Contingency Fund and Special Revenue Funds. The 2022 ratio is projected at 11.1% and complies with the Council’s financial policies.
The following chart and table reflect the current general obligation non-voted and voted
bond debt capacity based on the Jefferson County Assessor’s 2020 preliminary assessed values for 2021 taxes; preliminary assessed values increased by approximately 7.9%, consequently, increasing the City’s available debt capacity:
2018
Actual
2019
Actual
2020
Actual
2021
Estimated
2022
Budget
Annual Debt Service as % of Revenue Less than 15%10.4% 10.6% 12.2% 11.5% 11.1%
GO Debt Service as a % of General Government Revenue
General -Non-Voted
Currently Obligated,
$15,487,969
General -Non-Voted
Remaining Allowed, $17,737,201
General -Voted
Currently Obligated, $2,440,000
General -Voted Remaining Allowed,
$19,710,113
Parks and Open Space -Requires Voter Approval,
$55,375,284
Utility -Requires Voter
Approval, $55,375,284
2022 Debt Capacity -AV $2,215,011,349
2022 Budget Section 6 - Page 3 of 5
Utility & Intergovernmental Debt
The City has funded utility/public works projects with intergovernmental loans from the Public Works Board (Public Works Trust Fund loans used to fund public work projects) and the State Revolving Fund (Department of Ecology low interest loans for water quality projects). These loans are repaid from utility revenues rather than property tax
revenues. Loan payments for 2022 for utility debt are budgeted at approximately
$1,480,312 for principal and interest combined. Currently, the outstanding principal on utility debt at the end of 2021 is $16,995,734. In January 2017, the City’s new drinking water treatment facility and reservoir,
estimated cost of approximately $24 million, were placed in service. Public Works Trust
Fund Loans and Drinking Water State Revolving fund a significant portion of this
2021 Assessed Valuation (1)2,215,011,349$
General Purposes - Non-Voted
Non-voted General Obligation Debt Capacity (1.50% of AV)33,225,170$
Less: Outstanding Non-voted General Obligation Debt (2)(15,487,969)$
Less: Outstanding Line of Credit Balance (3)-$
Remaining Non-Voted General Obligation Debt Capacity 17,737,201$
Percent of Non-Voted Debt Capacity Remaining 53.38%
General Purposes - Requires Voter Approval
Voted General Obligation Debt Capacity (1.00% of AV)22,150,113$
Less: Outstanding Voted General Obligation Debt (2,440,000)$
Less: Outstanding Line of Credit Balance (3)-$
Remaining Voted General Obligation Debt Capacity 19,710,113$
Percent of Voted Total Debt Capacity Remaining 88.98%
Parks and Open Space Purpose - Requires Voter Approval
Voted General Obligation Debt Capacity (2.50% of AV)55,375,284$
Less: Outstanding Voted Debt for Parks -$
Remaining Voted Debt Capacity for Parks 55,375,284$
Utility Purpose - Requires Voter Approval
Voted General Obligation Debt Capacity (2.50% of AV)55,375,284$
Less: Outstanding Voted General Obligation Debt for Utility Purpos -$
Remaining Voted Debt Capacity for Utility Purpose 55,375,284$
Notes:
(1) Estimate from County Assessor's Preliminary Valuations 2021 Assessments for 2022 Taxes
(3) Line of credit for $1,500,000 authorized by Council on 11/3/14; renewed 11/6/17 & 5/13/19;
no outstanding amount as of 1/1/2022.
(2) Includes only LTGO Bonds issued through 2021. Other general obligation debts may
count against debt capacity. Includes principal payments through 12/31/2021.
2022 Budget Section 6 - Page 4 of 5
project. The City’s contribution for this project was approximately $2,500,000 and was funded through transfers from the System Development Fund and reserves in the Water/Sewer Operating and Capital funds. Repayment of the loans will come from utility revenues, which include a capital
surcharge that is currently being assessed. A utility debt reserve fund has been established to reserve collected surcharge amounts for these future debt payments. At the end of 2021, the debt reserve fund is estimated to have a fund balance of approximately $2,077,674.
In late 2020, the City issued a Water and Sewer Revenue Bond in the principal amount of $1,914,980, through a private placement with Kitsap Bank. This bond allowed the City to pay off the utility line of credit with Kitsap Bank and provide permanent financing for the City’s share of the Water Treatment Facility and the Big Quilcene Diversion Dam capital improvement projects. The bond will carry a term of 20 years at an average
interest rate of 2.16%. Utility Line of Credit The City Council authorized the City Manager to execute an agreement with Kitsap
Bank to provide a line of credit for $3,000,000 in February 2016. This line of credit is used to fund vendor payments in advance of receiving loan/grant funding from state or federal agencies or to provide interim financing while permanent financing options are reviewed. The line of credit matured in March 2018 and the City subsequently renewed the line of credit through March 1, 2021. This line of credit was paid off in 2020 through
the issuance of private placement revenue bonds with Kitsap Bank (see details above). The utility line of credit was not renewed once it matured in 2021.
2022 Budget Section 6 - Page 5 of 5
CITY OF PORT TOWNSEND, WASHINGTON
STAFFING AND COMPENSATION SUMMARY
The City of Port Townsend employs approximately 100 individuals. City employees are made up of four groups:
•General Government Bargaining Unit - employees who are members of the
Local Union No. 589 of the International Brotherhood of Teamsters
•Police Department Bargaining Unit - employees who are members of the LocalUnion No. 589 of the International Brotherhood of Teamsters
•Non-represented management, library and “confidential” employees who do notbelong to any bargaining group
•Part-time and temporary/seasonal employees
Compensation and benefits for the two Teamsters bargaining units are negotiated and certain wage changes, pay scales and benefit packages are administered based on the contractual agreements. The two bargaining units are currently in negotiations with City staff on new contractual agreements. For budgeting purposes, the City has elected to
include rate increases at a rate of 2.0%, consistent with broad assumptions utilized in
the City’s long term financial model. However, the actual negotiated agreements may include additional rate and/or benefit increases or decreases that are not reflected in the budget under consideration for adoption. The impact of final agreements may create the need for supplemental budget appropriations for 2022.
Changes to Council members’ compensation were considered by an independent Salary Commission during the fall of 2021. Council compensation had not been changed since 2007. Five commission members were appointed to determine whether and what changes were necessary to monthly salaries for these elected officials. The
commissioners considered multiple points of data including cost of living changes during
the period of 2007-2021, salaries for officials in comparable communities, time required to carry out the functions of the office, and salaries received by members of other governing boards in Jefferson County. Individual interviews with council members were conducted by the commission to better assess time commitment to the position. The
commission’s binding decision on compensation was presented to the City Clerk on
November 9, 2021. Based on the commission’s determination, compensation levels for 2022-3 are as follows:
•Effective January 1, 2022 – the Mayor’s monthly salary will be $1,025.
•Effective January 1, 2022 – each Council member’s monthly salary will be $700.
Salaries will be increased by $25-$50 per month every two years between now and 2028 when a subsequent Salary Commission consideration is statutorily required.
The binding decision can be challenged by referendum within 30 days. To date, the
City Clerk has not received any notice that a referendum is being considered.
2022 Budget Section 7 (updated 12/06/21) - Page 1 of 7
The 2022 budget reflects a total of 95.6 full time equivalents (FTEs) excluding council members. While the FTE count is nearly identical to the 2021 budgeted positions, some position changes have been made in the 2022 budget.
In the third quarter of 2021, the City contracted with the YMCA to manage City pool
operations. All pool employees transitioned to employment with the YMCA, resulting in a reduction of 4.0 FTEs from last year’s budgeted position count. The reduction has been offset with the addition of several key positions to further the City workplan. Additions include:
• Finance & Budget Analyst – Addition of an analyst to support the work around financial sustainability and long term forecasting for the City’s key Financial Sustainability initiative for 2022.
• Police Operations – Full complement of commissioned police officers, adding 1.5 FTEs to the 2022 budget. In 2021, the FTE count in the budget was reduced by staggering the proposed hiring of police officer positions. With retirements and turnover, the City still has 4 open police officer positions, which is not a sustainable level of staffing.
• Parks & Recreation Strategy Director – Addition of a limited duration director to lead strategic planning and community engagement efforts around several related issues (future of the Golf Course, future of aquatics, master planning Mountain View Campus) and to identify a long-term sustainable funding solution
for Parks & Recreation. This position will be funded as part of the American
Rescue Plan Act funds received in 2021 and 2022.
• Project Manager – The project manager position for the Engineering Department will provide oversight to the capital projects that are identified in the 2022 capital
budget, many of which will continue into 2023.
• Operations Manager – Facilities & Parks – This manager position will replace the Parks, Recreation & Community Services Director position and will provide day to day operational oversight of the parks and facilities teams.
Despite these additions, City staffing is still not back to 2019 and 2020 staffing levels. Service requests from our community often exceed our staff’s capacity to respond; setting service level expectations and matching the City’s ability to fund these service levels will be a key topic in discussions with the Financial Sustainability Task Force.
Details on the assumptions used in preparation of the 2022 salary and benefit budget, including details regarding the proposed staff reductions, are provided below. 2022 Budget Assumptions for General Government Agreement The General Government Agreement covers Public Works, Development Services, Finance and Police Administration employees. The General Government Agreement with the Teamsters defines the pay scales, seniority rates and annual inflationary adjustments to salaries for this group of employees. The proposed 2022 budget was
prepared by reviewing each employee’s position and seniority as compared to the wage charts, as well as including a rate increase of 2.00%, consistent with rate increases included in the City’s long range forecast.
2022 Budget Section 7 (updated 12/06/21) - Page 2 of 7
Full time employees receive a full benefit package that includes health, life, dental and retirement benefits. The current contract calls for employees in this group to contribute
10% of the total cost of the medical benefit costs for themselves and any covered
dependents, which is how the City budgeted these costs. Teamster benefit rates are budgeted to increase 1.5% in 2021. 2022 Budget Assumptions for Police Agreement
The Police Agreement with the Teamsters defines the pay scales, compensated hours, seniority rates and cost of living adjustments to salaries for police officers and sergeants. The two-year agreement with the Police bargaining unit was set to expire on December 31, 2020, however, a one-year extension was executed in June 2020.
2022 Budget assumptions are forecasted with an hourly rate increase of 2.0%, consistent with rate increases included in the City’s long range forecast. Full-time employees receive a full benefit package that includes health, life, dental and retirement benefits. Employees contribute 10% of the medical benefit costs for themselves and any
covered dependents. Teamster benefit rates are budgeted to increase 1.5% in 2022. 2022 Budget Assumptions for Non-represented employees The non-represented employee group is made up of management and professional
level staff, part-time pool staff, library staff, and confidential/administrative staff. This group has no formal contractual agreement and benefit and wage increases have historically been dictated by performance and availability of budget dollars. Full time employees receive a full benefit package that includes health, life, dental and retirement benefits. Employees contribute 15% of the total cost of these benefits for themselves
and any covered dependents. Medical benefit rates are forecasted to increase 5.8% which is partially offset by a 2.0% discount for WellCity designation. Employees may choose from two dental plans. The dental premiums are budgeted for no increases in 2021. There are no increases forecasted for vision benefit rates.
A classification scale and compensation policy for non-represented employees was approved by the City Council in 2015 to formalize wages and establish a predictable compensation system. Due to today’s competitive recruitment and retention environment, a comprehensive review of both represented and non-represented compensation will be conducted in 2022.
The 2022 budget includes a wage adjustment for non-represented employees of 2.0%. Minimum Wage - For 2022, the minimum wage increased $0.80 or 5.9% to $14.49 per hour. This increase impacts library and seasonal wage rates. Additionally, the increase
begins to impact higher level position through wage compression. Wage compression
occurs when pay adjustments regardless of experience, skills or seniority increase the base wage and bring those wages closer to the wages of more senior, experienced,
2022 Budget Section 7 (updated 12/06/21) - Page 3 of 7
skilled positions. The Director of People & Performance will continue to monitor the impact of minimum wage adjustments on all City positions.
Recruiting Staff, Succession Planning and Best Practices The City continues to strive to foster a healthy City organization through investing in leadership development and training and adopting and implementing best employment practices.
In 2021, the City Manager restructured the Human Resources Department by hiring a Director of People & Performance. This position reports directly to the City Manager and will be a key member of the City’s leadership team. This position will be supported by a full time Human Resource Specialist/Generalist. The new Director will focus on
recruitment, retention and development of City staff. Development of career pathing and City-wide training opportunities for growth will enhance the City’s ability to retain valued employees and set standards for a high-performance culture. The 2022 budget adds resources for staff training and education that were significantly reduced during the pandemic.
In 2022, the budget includes funding for the police department to contract with MCS Counseling for one full time Navigator. The Navigator assists police with the increasing number of calls for service for individuals with mental health and/or substance abuse disorders. The Navigator has made a positive impact in the community, linking at risk
individuals with services for mental health care, substance abuse treatment, housing, medical care, food, transportation and other needs. The services provided by the Navigator help extend the police staff through the consulting service; the Navigator position is not included in the total number of authorized staff positions.
The 2022 budget does include 0.72 FTEs of seasonal help for Parks & Recreation or Streets/Stormwater/Wastewater. These positions are critical to assist with managing fast growing vegetation during the spring and summer months, among other assignments.
A total of 95.6 positions are included in the budget for 2022, not including volunteer hours or accrued leave payouts. Volunteer hours amount to approximately 3.36 FTEs and assist with police operations, library operations, and parks maintenance.
A chart below shows the trend by department of authorized staffing over the last five years:
2022 Budget Section 7 (updated 12/06/21) - Page 4 of 7
2022 Budget Section 7 (updated 12/06/21) - Page 5 of 7
Elected Officials
Classification Minimum Maximum Positions
Mayor 12,300.00$ 12,300.00$ 1.00
Councilmembers 8,400.00$ 8,400.00$ 6.00
Non Represented Employees
Classification Minimum Maximum Positions
City Manager 133,952$ 174,673$ 1.00
Public Works Director 123,486$ 151,119$ 1.00
City Attorney 121,101$ 145,321$ 1.00
Chief of Police 112,019$ 142,744$ 1.00
Finance and Administrative Services Director 108,990$ 139,267$ 1.00
Planning Director - Development Services 108,990$ 133,210$ 1.00
Parks & Recreation Strategic Director 108,990$ 133,210$ 1.00
Deputy Police Chief 99,013$ 120,671$ 0.00
Deputy Public Works Director/City Engineer 99,013$ 120,671$ 1.00
Parks, Recreation & Community Services Director 99,013$ 120,671$ 0.00
Director of People & Performance 99,013$ 120,671$ 1.00
Assistant City Engineer II 90,871$ 113,984$ 0.00
Assistant City Engineer I 87,798$ 110,130$ 0.00
Library Director 87,798$ 108,990$ 1.00
Human Resources Manager 87,193$ 108,989$ 0.00
Prosecuting Attorney/Assistant City Attorney 84,295$ 103,648$ 0.00
Planning Manager 84,295$ 103,648$ 1.00
Building Official 83,257$ 99,907$ 1.00
Public Works Operations Manager WW/Bio 83,257$ 99,907$ 1.00
Public Works Operations Manager - Water Resources 83,257$ 99,907$ 1.00
Public Works Operations Manager - Streets/Sewer/Stormwater 83,257$ 99,907$ 1.00
City Clerk 80,471$ 104,526$ 1.00
Operations Manager - Parks, Recreation & Facilities 78,715$ 108,990$ 1.00
Finance Manager 78,715$ 105,358$ 1.00
Civil Engineer III 76,883$ 106,034$ 1.00
Senior Planner 75,858$ 96,965$ 1.00
Finance & Budget Analyst 75,858$ 96,965$ 1.00
Project Manager 75,858$ 96,965$ 1.00
Library Manager - Public and Technical Services 66,479$ 78,259$ 1.00
Library Manager - Youth Services 66,479$ 78,259$ 1.00
Civil Engineer EIT 62,127$ 80,302$ 1.00
Deputy City Clerk 59,391$ 78,615$ 1.00
Executive Assistant to City Manager 59,391$ 78,615$ 0.00
Human Resources Specialist 59,391$ 78,615$ 1.00
Legal Assistant/Deputy Clerk 59,391$ 78,615$ 1.00
Legal Assistant 59,391$ 78,615$ 0.00
Payroll and Benefits Administrator 59,391$ 78,615$ 0.00
Executive Assistant to Chief of Police 56,091$ 74,290$ 0.00
Hourly Part-Time Positions
Library Associate 23.11$ 24.76$ 0.50
Library Assistant 15.84$ 18.68$ 3.51
Library Assistant Substitute 15.84$ 0.54
Library Courier, Library Page 14.49$ 16.31$ 1.30
Total Non-Represented Employees 33.85
CITY OF PORT TOWNSEND
NON-BARGAINING EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
BUDGET 2022
2022 Budget Section 7 (updated 12/06/21) - Page 6 of 7
Union/Represented Employees
Classification Minimum/hr Maximum/hr **Positions
Accountant 34.98$ 39.69$ 0.00
Administrative Assistant 22.87$ 25.98$ 0.00
Assistant Planner 30.29$ 34.41$ 0.00
Associate Planner 33.76$ 40.84$ 0.00
Building Inspector 31.73$ 36.05$ 1.00
Code Compliance Officer 31.73$ 36.05$ 1.00
Community Services Officer 23.65$ 27.04$ 1.00
Crew Chief 33.11$ 37.61$ 1.00
Crew Chief Apprentice 30.80$ 34.99$ 1.00
Equipment Operator 28.76$ 32.54$ 12.00
Finance Specialist 30.29$ 34.41$ 1.00
Finance Tech II 23.65$ 27.04$ 1.00
Finance Tech III 25.93$ 29.45$ 1.00
GIS Coordinator 32.50$ 36.96$ 1.00
IT Network Administrator 40.56$ 46.05$ 1.00
IT Technical Support 32.50$ 36.96$ 0.00
Land Use Specialist 30.29$ 34.41$ 1.00
Lead Equipment Operator 30.81$ 34.99$ 4.00
Lead Operator 30.81$ 34.99$ 2.00
Maintenance Worker 23.65$ 27.04$ 7.00
Mechanic 29.42$ 33.39$ 0.00
Parks, Rec & Community Services Admin Support Spec 24.09$ 27.27$ 0.00
Permit Tech 23.65$ 27.04$ 2.00
Police Clerk 25.93$ 29.45$ 2.00
Police Officer 33.69$ 38.65$ 12.00
Sergeant 43.30$ 47.36$ 3.00
Reserve Police Officers 18.00$ 1.10
Project Accounting Specialist 30.29$ 34.41$ 1.00
Public Experience Liaison 24.09$ 27.27$ 3.00
Public Works Inspector 31.73$ 36.05$ 1.00
Public Works/Engineering Support Specialist III 25.93$ 29.45$ 0.00
Public Works/Engineering Support Specialist II 23.65$ 27.04$ 0.00
Purchasing/Contracts Specialist 30.29$ 34.41$ 0.00
Public Works Administrative Assistant 0.00
Seasonal Workers 18.00$ 0.72
Total Union/Represented Employees 61.82
TOTAL CITY POSITIONS (Excluding Elected Officials)95.67
BUDGET 2021
**max pay does not include longevity or other premiums as may be applicable
CITY OF PORT TOWNSEND
UNION/REPRESENTED EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
2022 Budget Section 7 (updated 12/06/21) - Page 7 of 7
CITY OF PORT TOWNSEND, WASHINGTON
PROPERTY TAX
Property valuations are established by the Jefferson County Assessor’s Office in
accordance with state law. State law restricts the amount of property taxes the City can
levy. Typically, the maximum the City can levy, without the vote of the people, is 101%
of the highest lawful levy amount plus the impact of new construction at the previous
year’s levy rate.
In early October, the Jefferson County Assessor provides the City’s assessed value
(AV) for use in computing the levy rates for the following tax year. The City’s 2021 AV
grew by 10.1% from the 2020 AV. New construction in the City was $17,274,288 for
2021 which adds to the City’s tax base.
In February 2019, the voters of the City of Port Townsend authorized a measure to
annex the City of Port Townsend into Jefferson County Fire Protection District #1
(EJFR). The measure was approved by 69.28% of the voters, resulting in a merge of
the geographic area of Port Townsend into the service area of District #1. With this
approval, the City no longer levies property taxes for the Fire Levy Lid Lift or Emergency
Management Services, as these services will now be provided by EJFR. EJFR will now
levy taxes for these services. The City’s General Fund Levy had previously supplied
additional funding to EJFR, with the funding amount for 2019 estimated at $908,724.
The City retained the authority to levy the $908,724.
While Washington state does not allow the property tax levy to be reduced through a
vote once it has been established, the City Council may adjust the amount to be levied.
The City put together a means to limit its property tax levy authority for a period of five
years.
The Council has adopted an enforceable policy that limits the Council’s tax authority in
December 2018. The policy is accessible on the City’s website at:
https://cityofpt.us/administration/page/post-annexation-property-tax-policy-qa . This policy
provides that the City will not assess any of the $908,724 increase in 2020 (the first year
it would go into effect if annexation is approved). Thereafter starting in 2021 through
2023 the Council will have limited authority as provided for by the policy. The policy
requires that any amount of the $908,724 be phased in at a rate not to exceed 33% per
each year starting in 2021. Further, it restricts what the money can be used for as
outlined in the adopted policy.
For 2022, the policy allows 66% of the $908,724 to be levied. In 2022 the City proposes
to levy $602,610 of the banked capacity for certain projects – street or parks/trails
capital projects, housing trust fund contributions or utility tax relief. Projects to be
funded with this banked capacity amount include pavement restoration project (Pacific
Avenue), Spruce Trail project, ADA curb ramps at Lawrence and Mountain View, 9th
2022 Budget Section 8 - Page 1 of 6
Street sidewalk project, updates to Chetzemoka kitchen shelter, Bishop park swingset,
and updated parks kiosks and signage.
This banked capacity will be available for the City to use for any purpose in the future
but not during the 2020-2023 period covered in the policy agreement.
The total proposed property tax levy for the City General 2021 property tax levy for 2022
taxes is $3,352,000, or approximately $1.50821 per $1,000 AV. This levy includes the
Library lid lift which provides funds to pay for operating expenses for the Carnegie
Library and Pink House.
In February 2015, the voters of the City of Port Townsend approved a ballot measure to
authorize the City to issue up to $3,600,000 in bonds for the Mountain View Commons
energy retrofit and other building improvements. The bond will be partially paid with an
additional property tax levy for a period not to exceed 15 years. The annual debt
payments are approximately $300,000 a year. The City Council intends to use special
purpose sales tax revenue to fund 50% of the payment and to levy an additional amount
equivalent to the remainder of the bond payment. The levy for the Mountain View
Commons bond is $150,000 in 2021 for 2022 taxes. This excess levy amount is
approximately $0.06895 per $1,000 of assessed values.
The City of Port Townsend records property tax amounts when collected (cash basis
accounting recognition system). The following chart reflects the proposed property tax
levies and budget allocations by fund. The total amount is slightly higher than the
proposed levy amounts listed above to allow for 2021 new construction additions or
refunds/changes that may be identified and valued by the County Assessor before the
end of the year.
Assessed Valuation (000's)1,219,761 1,299,381 1,340,801 1,442,618 1,524,264 1,653,040 1,869,815 2,011,668 2,215,011
Levy Rate - General 1.73897 1.66940 1.63449 1.56531 1.52015 1.42554 0.79604 0.75491 0.97903 Levy Rate - Library Lid Lift 0.80908 0.77421 0.76037 0.72350 0.70654 0.66291 0.59529 0.56418 0.52918
Levy Rate - Fire Lid Lift 0.53429 0.51206 0.50217 0.48254 0.46682 0.43799 - -
City of PT Total General Levy 3.08234 2.95567 2.89703 2.77135 2.69351 2.52644 1.39133 1.31909 1.50821
Levy Rate - EMS 0.50000 0.50000 0.50000 0.50000 0.49598 0.46823 - - Excess Levy Rate - Mountain View - - 0.05093 0.10595 0.10595 0.09261 0.08173 0.07596 0.06895 Total City Tax Levy Rate 3.58234 3.45567 3.44796 3.37730 3.29544 3.08728 1.47306 1.39505 1.57715
2014 2015 2016 2017 2018 2019 2020 2021 2022
General 740,000 750,000 770,329 811,808 850,146 884,670 867,107 912,107 1,549,107 Contingency 4,000 4,000 - - - - - - - Community Services 408,000 412,000 412,000 412,000 412,000 412,000 412,000 412,000 412,000
General Covernment Debt Service 102,000 102,000 102,000 102,000 102,000 102,000 102,000 102,000 102,000
Firemen's Pension 35,000 35,000 39,245 35,245 34,235 34,235 34,235 34,235 34,235
Housing Trust Fund 10,000 10,000 10,000 10,000 10,000 10,000 74,658 74,658 74,658 Library Fund 989,000 1,006,000 1,019,185 1,043,224 1,076,951 1,095,824 1,124,000 1,147,000 1,180,000
EMS Levy 610,000 655,000 675,000 742,000 765,000 774,000 - -
Fire/EMS General Levy 1,511,598 1,542,721 1,559,047 1,583,723 1,620,276 1,637,574 - -
Mountain View Levy - - 67,012 150,000 150,000 150,000 150,000 150,000 150,000 Total 4,409,598 4,516,721 4,653,818 4,890,000 5,020,608 5,100,303 2,764,000 2,832,000 3,502,000
Note: Budget Allocations are intentionally slightly higher than the Property Tax Levy amounts in the Ordinance. The County Assessor provides guidance on budgeting higher than the levy to account for new construction/refunds and other valuation adjustments.
CITY OF PORT TOWNSEND PROPERTY TAX LEVY
ASSESSED VALUE & LEVY RATES - BY TAX YEAR
BUDGET ALLOCATIONS
2019 for
2020 taxes
2021 for
2022 taxes
2020 for
2021 taxes
2018 for
2019 taxes
2013 for
2014 taxes
2014 for
2015 taxes
2015 for
2016 taxes
2016 for
2017 taxes
2017 for
2018 taxes
2022 Budget Section 8 - Page 2 of 6
Ordinance 3276 Page 1 of 2
ORDINANCE NO. 3276
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON, FIXING AND ADOPTING 2022 PROPERTY TAX LEVIES FOR THE GENERAL LEVY WITH A TOTAL INCREASE OF ONE PERCENT (1.00%), LEVY OF $602,610 OF BANKED CAPACITY WITH AN INCREASE OF THIRTY-NINE AND 5/10 PERCENT (39.50%) AND A VOTER-APPROVED TAX LEVY FOR THE MOUNTAIN VIEW COMMONS CAPITAL IMPROVEMENTS OF $150,000 FOR THE UNLIMITED TAX GENERAL OBLIGATION BONDS
WHEREAS, as provided by and pursuant to RCW 84.55.120 and other applicable statutes, the City of Port Townsend has properly given notice of the public hearing held on
November 1, 2021, to consider the City of Port Townsend’s General Fund, Contingency Fund, Library Fund, Affordable Housing Fund, Community Services Fund, Debt Service Fund and Firemen Pension Fund budget for the 2022 calendar year, pursuant to RCW 84.55.120; and
WHEREAS, RCW 84.52.070 requires the City to certify to the County the amount of
taxes to be levied upon the property within the City by November 30th of each year; and,
WHEREAS, at the February 10, 2015 special election, the citizens of Port Townsend approved an additional property tax of $0.1005 per $1,000 of assessed property value for
improvements to the Mountain View Commons facility and to repay any interim financing used
for those improvements; and,
WHEREAS, at the February12, 2019 special election, the citizens of Port Townsend and the East Jefferson Fire Protection District No. 1 approved the annexation of the City of Port
Townsend into the East Jefferson Fire Protection District No. 1; and
WHEREAS, per the fire annexation agreement, the City Council reduced its 2021 property tax levy by $908,724, which represents the approximate amount the City’s general fund would have paid for fire protection services by the East Jefferson Fire Protection District and is
considered “banked capacity” for the City of Port Townsend; and
WHEREAS, as a result of the fire annexation, responsibility for levying the EMS levy and the Fire/EMS levy lid lift transfers to East Jefferson Fire Protection District No. 1; and
WHEREAS, the City intends to levy “banked capacity” of $602,610 to fund
infrastructure for local roads and parks and trail projects; and
WHEREAS, the City of Port Townsend, after hearing, and after duly considering all relevant evidence and testimony presented, has determined that the City of Port Townsend
requires an increase in real property tax revenue from the previous year, in addition to the
increase in the value of state-assessed property, in order to discharge the expected expenses and obligations of the City of Port Townsend and in its best interest;
NOW THEREFORE, the City Council of the City of Port Townsend do ordain as
follows:
2022 Budget Section 8 - Page 3 of 6
Ordinance 3276 Page 2 of 2
Section 1. That an increase in the regular property tax levy of 1.0%, in addition to any
amount resulting from the addition of new construction and improvements to property and any increase in the value of state-assessed property, and any increase due to re-levying for any refunds made in the previous year and the addition of $602,610 of banked capacity, is hereby authorized for the 2022 levy in amounts as follows:
1.1. There is hereby levied upon all taxable property in the City of Port Townsend, for the year of 2022, the sum of $3,294,017as a general tax levy, which is a percentage increase of 1.0% ($26,648) and an increase of 39.5% ($602,610) of banked capacity from the previous year, in addition to any amount resulting from the addition of new construction and improvements to property and any increase in the value of state-assessed property,
and any increase due to re-levying for any refunds and cancellations/supplementals made in the previous year.
1.2. In addition to the above, there is hereby levied upon all taxable property in the City
of Port Townsend, for the year of2022, the sum of $150,000 for the 2015 Unlimited Tax
General Obligation Bonds approved by voters in February 2015 for capital improvements at the Mountain View Commons, which is a tax levy at approximately $0.068945 per $1,000 assessed value.
Section 2. If any provision of this Ordinance or its application to any person or
circumstance is held invalid, the remainder of the ordinance, or the application of the provision to other persons or circumstances, is not affected.
Section 3. This Ordinance shall take effect upon its passage, approval, and publication in
the form and manner provided by law.
ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular meeting thereof, held this 15th day of November 2021.
___________________________________ Michelle Sandoval Mayor
Attest: Approved as to form:
___________________________________ ___________________________________ Joanna Sanders, MMC Heidi Greenwood
City Clerk City Attorney
2022 Budget Section 8 - Page 4 of 6
Assessed Valuation (000's) 1,469,136 1,219,761 1,299,381 1,340,801 1,442,618 1,524,264 1,653,040 1,869,815 2,011,668 2,215,011 Levy Rate - General 1.42529 1.73897 1.66940 1.63449 1.56531 1.52015 1.42554 0.79604 0.75491 0.97903 Levy Rate - Library Lid Lift 0.66400 0.80908 0.77421 0.76037 0.72350 0.70654 0.66291 0.59529 0.56418 0.52918 Levy Rate - Fire Lid Lift 0.43708 0.53429 0.51206 0.50217 0.48254 0.46682 0.43799 - - City of PT Total General Levy 2.52637 3.08234 2.95567 2.89703 2.77135 2.69351 2.52644 1.39133 1.31909 1.50821 Levy Rate - EMS0.50000 0.50000 0.50000 0.50000 0.50000 0.49598 0.46823 - - Excess Levy Rate - Mountain View- - - 0.05093 0.10595 0.10595 0.09261 0.08173 0.07596 0.06895 Total City Tax Levy Rate3.02637 3.58234 3.45567 3.44796 3.37730 3.29544 3.08728 1.47306 1.39505 1.57715 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022General 682,899 740,000 750,000 770,329 811,808 850,146 884,670 867,107 912,107 1,549,107 Contingency39,689 4,000 4,000 - - - - - - - Community Services399,242 408,000 412,000 412,000 412,000 412,000 412,000 412,000 412,000 412,000 General Covernment Debt Service 99,823 102,000 102,000 102,000 102,000 102,000 102,000 102,000 102,000 102,000 Firemen's Pension34,000 35,000 35,000 39,245 35,245 34,235 34,235 34,235 34,235 34,235 Housing Trust Fund6,235 10,000 10,000 10,000 10,000 10,000 10,000 74,658 74,658 74,658 Library Fund967,644 989,000 1,006,000 1,019,185 1,043,224 1,076,951 1,095,824 1,124,000 1,147,000 1,180,000 EMS Levy673,319 610,000 655,000 675,000 742,000 765,000 774,000 - - Fire/EMS General Levy 1,474,972 1,511,598 1,542,721 1,559,047 1,583,723 1,620,276 1,637,574 - - Mountain View Levy- - - 67,012 150,000 150,000 150,000 150,000 150,000 150,000 Total4,377,823 4,409,598 4,516,721 4,653,818 4,890,000 5,020,608 5,100,303 2,764,000 2,832,000 3,502,000 Note: Budget Allocations are intentionally slightly higher than the Property Tax Levy amounts in the Ordinance. The County Assessor provides guidance on budgeting higher than the levy to account for new construction/refunds and other valuation adjustments.2018 for 2019 taxes2012 for 2013 taxes2013 for 2014 taxes2014 for 2015 taxes2015 for 2016 taxes2016 for 2017 taxes2017 for 2018 taxesCITY OF PORT TOWNSEND PROPERTY TAX LEVYASSESSED VALUE & LEVY RATES - BY TAX YEARBUDGET ALLOCATIONS2019 for 2020 taxes2021 for 2022 taxes2020 for 2021 taxes2022 Budget Section 8 - Page 5 of 6
City of Port Townsend Property Tax Calculation - 2022
CITY OF PORT TOWNSEND - PROPERTY
TAX ESTIMATE FOR 2021 BUDGET GENERAL LEVY LIBRARY LEVY MTN VIEW LEVY TOTAL
2020 for 2021 Assessed Value 2,011,668,041$ 2,011,668,041$ 1,979,751$
2021 Levy Rate 0.758373 0.566279 0.075997 1.400649
2021 Acutal Levy Amount 1,525,595$ 1,136,165$ 150,000$ 2,832,000$
Increase of 1%15,256$ 11,362$ -$ 26,618$
Banked Capacity -$ -$ -$ -$
2022 New Construction Estimate 13,386$ 9,898$ 1,328$ 24,612$
2022 Refunds Estimate 5,677$ 3,764$ 1,008$ 10,449$
Total Calculated Levy Estimate 1,559,914$ 1,161,189$ 150,000$ 2,893,679$
Add: Bank Capacity Levied ($908,724)602,610$ -$ -$ 602,610$
Adjusted Calcuated Levy Estimate 2,162,524$ 1,161,189$ 150,000$ 3,496,289$
2021 for 2022 Assessed Value 2,215,011,349$ 2,215,011,349$ 2,175,652,388$
2022 Levy Rate 0.976304 0.524236 0.068945 1.569485
Budget Amount 2,172,000$ 1,180,000$ 150,000$ 3,502,000$
9,476 18,811
ALLOCATION
GENERAL FUND 1,549,107$
CONTINGENCY FUND -
COMMUNITY SERVICES 412,000
GO DEBT SERVICE 102,000
FIREMEN'S PENSION 34,235
HOUSING TRUST FUND 74,658
LIBRARY FUND 1,180,000
TOTAL 3,352,000
MTN VIEW LEVY 150,000$
TOTAL CITY LEVY BUDGET 3,502,000$
2022 Budget Section 8 - Page 6 of 6
City Council 2021
Fax Number for all Council members is the Admin fax line: 360-385-4290
Name Public Phone Email Term Expires
Michelle Sandoval 360-379-2980 msandoval@cityofpt.us 12/31/21 Pos. 1
Ariel Speser 360-379-2980 aspeser@cityofpt.us 12/31/21 Pos. 2
Monica MickHager 360-379-2980 mmickhager@cityofpt.us 12/31/23 Pos. 3
Owen Rowe 360-379-2980 orowe@cityofpt.us 12/31/23 Pos. 4
Pamela Adams 360-379-2980 padams@cityofpt.us 12/31/21 Pos. 5
Amy Howard 360-379-2980 ahoward@cityofpt.us 12/31/23 Pos. 6
David Faber 360-379-2980 dfaber@cityofpt.us 12/31/23 Pos. 7
2022 Budget Section 9 - Page 1 of 4
COUNCIL COMMITTEE ASSIGNMENTS Updated August 27, 2021
COUNCIL STANDING COMMITTEES
Infrastructure and Development (1st Wed. 3pm Virtual/Chambers) ----------------------- DF, MS, AH
Culture and Society (2nd Wed. at 4:30pm, Virtual/Chambers) ----------------------------- PA, OR, AS Rules Committee (2nd Thurs. 9am Virtual/Chambers)-------------------------------AH, AS (chair), OR Finance and Budget (3rd Wed. 3pm / Virtual/Chambers) --------------------------MS, AH (chair), MM Intergovernmental Collaborative Group (Board of Commissioners) ---------- Council of the Whole CITY BODIES WITH COUNCIL REPRESENTATIVES
Alternative Electric Management Committee -------------------------------------------------- Unassigned Lodging Tax Advisory Committee (LTAC) ------------------------------------------------------------------ PA OUTSIDE BODIES WITH COUNCIL REPRESENTATIVES
Economic Development
North Olympic Peninsula Resource Conservation & Development Council (NODC) MS (MM alt.) Health
Jefferson County Board of Health ---------------------------------------------------------------------------- PA Jefferson County Developmental Disabilities Advisory Board ---------------------------------------- OR Jefferson County Clean Water District Advisory Council ----------------------------------------------- MM
Jefferson County Behavioral Health Committee----------------------------------------------------------- AS Housing Affordable Housing Task Force ------------------------------------------------------------------------------- MS Joint Oversight Board of Affordable Housing Task Force----------------------------------------------- MS Infrastructure Public Infrastructure Board ------------------------------------------------------------------------------------ MS Law and Justice Jefferson County/Port Townsend Regional Emergency Planning Committee -------------------- MM Transportation Jefferson Transit Authority Board ----------------------------------------------------------------------- AS, DF
Peninsula Regional Transportation Planning Organization Executive Board------------ AS (DF Alt) Surface Transportation Block Grant (STBG) Selection Committee------------------------------------DF Other Climate Action Committee -------------------------------------------------------------------------------------- PA Fort Worden Advisory Committee --------------------------------------------------------------------------- OR
Jefferson County/City of Port Townsend LEOFF I Retirement/Disability Board ------------------- DF JeffCom Administrative Board --------------------------------------------------------------------------------- AS OlyCAP Board of Directors ------------------------------------------------------------------------------------ AH Joint Growth Management Steering Committee---------------------------------------------- MS, DF, MM Jefferson County FEMA funds (Dove House Advocacy Services, administrative agency) ------ AS Port Townsend Main Street HUD Loan Committee ------------------------------------------------------- PA Creative District -------------------------------------------------------------------------------------------------- OR Fort Worden Public Development Authority --------------------------------------------------------------- MS Jefferson Broadband Action Team ------------------------------------------------------------------------- MM Association of Washington Cities Nominating ------------------------------------------------------------ AH
2022 Budget Section 9 - Page 2 of 4
Pos.Name & Experience Exp.Pos.Name Exp.
1 Sean Koomen 5/1/22 1 Kathleen Knoblock 5/1/23
2 Jim Todd 5/1/23 2 Michael D'Alessandro 5/1/23
3 Jennifer Rotermund 5/1/24 3 George Randels 5/1/23
4 John Nowak 5/1/22 4 Walt Galitzki 5/1/24
5 VACANT 5/1/22 5 Richard Berg, Chair 5/1/24
6 Brenda McMillan 5/1/24 6 Craig Britton, Vice Chair 5/1/22
7 Deborah Jahnke, Chair 5/1/24 7 Kathleen Croston 5/1/22
Pos.Name & Role Exp.Pos.Name Exp.
1 Pam Adams, Chair (Elected Official)N/A 1 Nan Toby Tyrrell 5/1/23
2 Sherri Hanke (At Large Position)5/1/23 2 VACANT 5/1/23
3 VACANT (At Large Position)5/1/22 3 Jason Victor Serinus, Chair 5/1/23
4 Karen Clemens (Recipient)5/1/22 4 Diane Walker 5/1/24
5 Barb Trailer (Recipient)5/1/24 5 VACANT 5/1/22
6 Janette Force (Recipient)5/1/22 6 VACANT 5/1/22
7 Denise Winter (Recipient)5/1/22 7 Joe Gillard 5/1/24
8 Cindy Finnie (Collector)5/1/22 8 Dan Groussman 5/1/22
9 VACANT (Collector)5/1/20 9 Nhattaleah Nichols 5/1/24
10 Natalie Maitland, Fort Worden PDA Designee
(Collector)
5/1/23
11 Nathan Barnett (Collector)5/1/24
12 Main Street Designee (Nonvoting)5/1/24
13 Arlene Alen (Nonvoting)5/1/23
14 VACANT (Nonvoting)5/1/20 Pos.Name Exp.
1 Ann Raymond 5/1/22
2 Ellie Mathews 5/1/21
3 Jacqueline Mention, Chair 5/1/21
4 Kathy Ryan 5/1/23
5 VACANT 5/1/23
6 VACANT 5/1/23
7 VACANT 5/1/21
PARKS, RECREATION & TREE ADVISORY BOARD (5-7)
Meets Bi-monthly 4:30pm 4th Tuesday at City Hall
Council Liaison: None
HISTORIC PRESERVATION COMMITTEE (5-7)
Meets 3:00pm 1st Tuesday at City Hall
ARTS COMMISSION (9 max.)
Meets 3:00pm 1st Wednesday at City Hall
LIBRARY ADVISORY BOARD (5-7)
Council Liaison: Owen Rowe
Council Liaison: Monica MickHagerCouncil Liaison: David Faber
Council Liaison: Michelle Sandoval
LODGING TAX ADVISORY COMMITTEE (11 voting)
Meets 3:00pm quarterly 2nd Tuesday at City Hall
Meets Bi-monthly 1:00pm 2nd Monday at the LLC
2022 Budget Section 9 - Page 3 of 4
Pos.Name Exp.
1 Paul Rice 12/31/21
2 Neil Nelson 12/31/23
3 Rick Jahnke 12/31/21
4 Viki Sonntag 12/31/23
5 Lois Stanford, Vice Cair 12/31/22
6 Robert Doyle 12/31/22
7 Aislinn Palmer, Chair 12/31/22
Pos.Name Exp.
1 Gail Ryan 12/31/25
2 VACANT 12/31/21
3 Richard Knight, Chair 12/31/23
Pos.Name Exp.
1 Jefferson County BoCC ( Kate Dean)N/A
2 City Council (Pam Adams)N/A
3 JeffPUD (Jeff Randall - Vice Chair )N/A
4 Jefferson County Public Health (Laura Tucker)N/A Pos.Name Exp.
5 Jefferson Healthcare (Chris O'Higgins)N/A 1 Brad Mace 10/24/22
6 Jeff. Transit (John Bender)N/A 2 Celeste Tell 10/24/22
7 Port of PT ( Eric Toews/Jim Pivarnik)N/A 3 David King 10/24/23
8 PT Paper Corp. (Sam Jones)N/A 4 Eva Weber 10/24/23
9 Cindy Jayne -Chair 12/31/20 5 John Begley 10/24/24
10 Shelley Jaye 12/31/21 6 Rodger Schmitt 10/24/24
11 David Wilkinson (atmospheric/agriculture/environ.
mgmt.)
12/31/22 7 Victoria Brazitis 10/24/24
`
12 Diane McDade 12/31/21 8 Naushard Cader 10/24/22
13 Cara Loriz 12/31/21 9 10/24/25
14 Kate Chadwick (Policy)12/31/20 10 10/24/25
15 Dave Seabrook 12/31/21 11 10/24/25
Meets at Fort Worden Commons B
Council Liaison: Michelle Sandoval
FORT WORDEN PDA (9-11)
Name
Joanna Sanders, City Clerk
Melody Eisler, Library Director
_______, City Council (Chair)
John Polm, School District Superintendent
Richard Durr, School District Representative
________, School District Video Instructor
VACANT Education Group Representative (Optional)
CLIMATE ACTION COMMITTEE (15)
Meets even months on 4th Wednesday
VACANT, Student Representative CIVIL SERVICE COMMISSION (3)
Meets as needed
PLANNING COMMISSION (7)
_____________, Citizen Representative
VACANT Producers Group Representative (Optional)
PEG ACCESS COORDINATING COMMITTEE (8)
Meets 3:30pm 2nd Tuesday at the Gael Stuart Building
VACANT, Video Professional
Meets 6:30pm 2nd & 4th Thursday at City Hall
2022 Budget Section 9 - Page 4 of 4