HomeMy WebLinkAbout102522 Agenda Packet 21
PARKS, RECREATION TREES, & TRAILS ADVISORY BOARD MEETING AGENDA
October 25, 2022 | 4:30 p.m. | Virtual or In Person Meeting
Join via computer or tablet at http://joinwebinar.com enter 9 digit Webinar ID 489-143-707
• Join by phone in listen-only mode: (360)390-5064 Ext. 3 access code: 177-060-048#
• Submit public comment emails to be read aloud (up to three minutes per person) to:
publiccomment@cityofpt.us
I. Welcome, Introduction & Call to Order - Chair Debbie Jahnke
Good afternoon and welcome to this meeting of the Port Townsend Parks, Recreation,
Trees & Trails Advisory Board. The role of this Board is to assist City staff and to advise
the City Council on legislative matters concerning parks, recreation, trees and trails.
This meeting is open to the public at the City Council Chambers, virtually via this web
format, and is also being video recorded for those who could not attend the meeting
today and for future reference. Given that this meeting is in virtual format, we ask that the
board members raise their hands to be called on by the Chair. The public can do the
same to comment during the public comment periods. We take public comment at the
beginning and end of the meeting.
II. Roll Call
III. Approval of Agenda
IV. Approval of August 23, 2022 Minutes. The September Meeting was cancelled.
V. Public Comment (3 minutes per person/agenda items only)
A. No public comments received via prtab@cityofpt.us
VI. Old Business (15 Min)
A. Sims Way Update (Steve King)
B. Arbor Day Update (Chair Jahnke)
C. Bench Locations on the West side of town and siting parameters (Chair Jahnke and
Michael Todd).
• Staff will bring up a map and ask for general location suggestions from the
Board.
VII. New Business (35 min)
A. Review of the Diversity Equity and Inclusion Statement developed by the Culture and
Society Council Committee.
• Feedback is requested on the overall tone.
2
• Feedback is requested on how it might impact the work of the PRTTAB?
B. Health and Wellness (Carrie Hite) – presentation by staff
C. Bishop Park Playground Plan (Michael Todd) – sharing early concept for banked
capacity. A concept drawing will be shared on screen with the Board.
D. Kah Tai Prairie Agreement (Michael Todd) - Action requested
• Proposed action. The PRTTAB recommends to the City Council approval of
the Kah Tai Prairie Lease agreement.
E. Capital Facilities Plan – Parks Capital projects review of draft (Steve, Michael, and
Carrie). See attached. (Feedback requested)
• Note: The PROS Plan does not have a detailed capital improvement plan
and thus staff developed an initial plan. A more formal plan is needed.
This is a place holder for future capital plan. Project included in this plan
should be based on previous planning efforts.
F. Pickleball Court Update and Rules (Steve, Michael, and Carrie). Seeking board
feedback on the following schedule. Note, all time slots are open to the public.
• Scheduling – coordinate with the Courthouse courts
• Provide scheduled play between 12:00 and 4:00 pm. (M-Sat) Use
scheduler app. Lessons provided in the morning by the club on Sat.
• Provide for first come first serve play from 7:00-12:00 (M-Sat)
• Paddle up scheduling between 4:00 and 8:00 pm. (M-Sat).
• First come first serve (Sunday)
VIII. Staff update – (Steve King, Carrie Hite, & Michael Todd) - 10 minutes
A. Pool Report:
B. Bishop Park Update
C. Maintenance
D. Kah Tai Grant Update
IX. Next Regularly Scheduled Meeting: October 25, 2022
X. Public Comment
XI. Adjourn
Parking Lot/Future Meetings
Trail signing
PUD tree presentation?
Walking and Biking Map
Pickleball Court Rules
Park equity
PARKS, RECREATION TREES, & TRAILS ADVISORY BOARD MEETING
MINUTES
August 23, 2022 | 4:30 p.m.
• The hybrid meeting was held in the City Council Chambers and virtually. See the City website
for the agenda and video recording. The following minutes are abbreviated.
I. Welcome, Introduction & Call to Order - Chair Debbie Jahnke
Good afternoon and welcome to this meeting of the Port Townsend Parks, Recreation,
Trees & Trails Advisory Board. The role of this Board is to assist City staff and to advise
the City Council on legislative matters concerning parks, recreation, trees and trails.
This meeting is open to the public at the City Council Chambers, virtually via this web
format, and is also being video recorded for those who could not attend the meeting
today and for future reference. Given that this meeting is in virtual format, we ask that the
board members raise their hands to be called on by the Chair. The public can do the
same to comment during the public comment periods. We take public comment at the
beginning and end of the meeting.
II. Roll Call
A. Board Members Present: Debbie Jahnke, Jennifer Rotermund, Jim Todd, Becci
Kimbal (by phone), Pamela Adams, Matt Miner
B. Staff Members: Carrie Hite, Michael Todd, Steve King.
C. Guests: Matt Klontz (Port of Port Townend), Jeff Randall (Jeff. Co. PUD), Scott
Sawyer (SCJ Alliance)
III. Approval of Agenda Approved by Consensus
IV. Approval of July 26, 2022 Minutes Approved by Consensus
V. Public Comment (3 minutes per person/agenda items only) – Comments on Sims Way
and Boat Yard Expansion Project will be taken after the Staff Briefing. If joining by
phone, please press *6 to raise your hand and *9 to unmute yourself.
A. One public comment was received by Russell Hill concerning Mtn View. Dog Park.
VI. Old Business
A. Sims Way and Boat Yard Expansion Action Item – (Steve King)
• Reference Staff Presentation
• Reference last Stakeholder meeting video and reference material at:
https://cityofpt.us/engagept/page/sims-gateway-and-boatyard-expansion-project
• See Public Comments Log and response to comments.
• Public comments: Public comment on this issue will be taken.
• PRTTAB board members will evaluate options developed by the stakeholder
committee and will make a recommendation to the City Council. This
recommendation will also be shared with the Port Commission and the PUD
Commission as the final decision involves all three elected bodies on September
12, 2022.
Staff Recommendation: Staff recommends the PRTTAB forward the preferred option
presented by staff to the City Council for approval of the design concept.
Public comment was received concerning questions, concerns, and support for the
project. See video recording for detail.
The PRTTAB voted to recommend the preferred alternative design concept to the city
Council by unanimous vote.
B. Trail signing mockup review – (Michael Todd) – 25 minutes
Michael Todd provided the board with physical mockups. The board by consensus agreed
with the approach. Staff will proceed with ordering signs.
VII. New Business
A. Autumn Arbor Day Proclamation and Celebration Dates – (Chair Jahnke) – 5 minutes
• Suggested Proclamation Date – October 3rd Regular City Council Business Meeting.
• Suggested Adopt a Tree (Shrub) Day – October 15th Weekend
A proclamation will be presented on October 3rd and the Adopt a Tree (shrub) Day will be
held on Sunday Oct. 23, 2022
VIII. Staff update – (Steve King, Carrie Hite, & Michael Todd) - 10 minutes
A. Pool
B. Maintenance
C. Banked Capacity 2023 Road Restoration List
Carrie Hite asked for a PRTTAB liaison for the golf course given Jennifer Rotermund is
unable to serve. Becci Kimball volunteered with Pam Adams as the alternate.
No other staff update provided given lack of available time.
IX. Next Regularly Scheduled Meeting: Septebmer 27, 2022
X. Public Comment
XI. Adjourn
Parking Lot/Future Meetings
PUD tree presentation?
Walking and Biking Map
From:Rob Kaiser
To:publiccomment@cityofpt.us
Subject:Draft DEI - Culture and Society
Date:Wednesday, May 11, 2022 3:30:25 PM
CAUTION: External Email
Hi!
Watching the meeting now. I’m actually a diversity recruiter for Amazon and just had anothertraining on DEI this morning.
1/ Equity Diversity Inclusion would be better order in my opinion. Explanation of why from
Center for Creative Leadership: https://www.ccl.org/leadership-challenges/equity-diversity-inclusion/
2/ Does each committee craft their own EDI statement? Seems like the city HR should do this
and each committee could elaborate on how this shows up in their work.
3/ What is the city doing to attract more people of color as residents and/or business owners? How might this committee contribute?
4/ DEI is not about legal requirements but away way of approaching work? I can’t see the
name of the guy talking but he said it well.
5/ I don’t think you need to know how yet. It’s enough to say this is our goal and then buildout from there.
I have to leave for a meeting but will be back.
These are important conversations. You guys are doing great.
Sincerely,
Robert Reagan
MANAGEMENT CONTRACT -4-
KAH TAI PRAIRIE MANAGEMENT AGREEMENT
This Agreement is made and entered into this _______ day of _____________, 2022, by and
between the City of Port Townsend, a non-charter code city of the State of Washington, hereinafter
called "City;" and the Olympic Peninsula Chapter of the Washington Native Plant Society,
hereinafter known as "WNPS."
WHEREAS, the City owns certain real property within the limits of Port Townsend
described in Exhibit A attached hereto, understood to be reserve areas of native prairie plants
known as Kah Tai Prairie Preserve and hereinafter called the "Preserve;"
WHEREAS, it is recognized that Kah Tai Prairie Preserve has significant
ecological value in its present state and the parties desire to protect the ecological values of the
Preserve; and
WHEREAS, the City desires to place the management of the Preserve under the
care of WNPS and designate them protectors of the prairie plants in the manner and for the length
of time herein after described,
NOW, THEREFORE, IT IS MUTUALLY AGREED AS FOLLOWS:
1. Term - The initial term of this contract shall be for fifteen (15) years from the date hereof. This
contract shall automatically renew at the termination of its initial term for additional ten (10) year
periods, unless either party gives written notice of termination at least six (6) months prior to the
expiration of any term.
2. Public Use and Rules - The public shall generally have access to the Preserve for viewing floral
displays and for educational purposes, consistent with the preservation of the ecological values of the
Preserve. The City agrees to refrain from using the Preserve in any manner that would jeopardize the
conservation purposes of this Agreement. Without limiting the generality of the foregoing, the City
agrees that they shall not engage in, nor give permission to others to engage in, the following
activities: use of the Preserve by vehicles; the establishment of roads or trails; division or sub-
division; filling, excavating, removal of topsoil, or other change in the topography of the Preserve;
removal, destruction or cutting of native prairie vegetation or any other change, disturbance, alteration
or impairment of the natural values of the Preserve; plant trees or shrubs, or do any other act, which
would shade the Preserve; apply fertilizers or water to the Preserve; introduce non-native plant
species or allow spraying or use of pesticides, herbicides or other biocides or noxious substances.
1 June
MANAGEMENT CONTRACT -4-
3. Maintenance - The Preserve shall be managed by the Olympic Peninsula of WNPS for conservation
purposes and not for income generation or economic gain. The right to manage the Preserve shall
include but not be limited to the following:
a. To enter the Preserve to identify, preserve and protect the ecological values of the
Preserve, and to make scientific observations of same.
b. To make use of any and all management techniques that are consistent with the
preservation of the ecological values of the Preserve, including, but not limited to, control
of invasive and exotic species by manual or mechanical methods, or by the use of
controlled burning.
c. To demarcate the boundaries of the Preserve and establish interpretive facilities on the site, in
cooperation with the golf course lessee, so long as they do not interfere with or obstruct the
operation of the golf course and the use of the golf course for playing golf.
4. Volunteer Work - Any and all work and services of WNPS and its members hereunder, and the
performance of this Agreement shall be by volunteer work by "volunteers" as that term is
defined in RCW 51.12.035(1). The City and WNPS and all of its members shall comply with that
section to assure that at all times, the persons performing this agreement are afforded industrial
insurance coverage in accordance with that section. Without limitation, the parties agree:
a. No work will be undertaken by WNPS of any kind until after the City has given notice
to the Department of Labor and Industries in accordance with that section and any rules
and regulations thereunder of covering its volunteers;
b. WNPS and its members and all other persons performing work shall do so of their own
free choice, receive no wages, and be registered and accepted by the City as a volunteer
in advance of performance of any work;
c. The City shall pay any and all premiums or assessments due under Title 51 on account
of such volunteer service.
d. WNPS will monthly report any volunteer hours to the Parks Lead on the form provided by the
City.
5. Defaults and Cure - If WNPS shall default in any terms and conditions of this Agreement,
upon the City serving a written notice upon WNPS specifying the nature of the default, WNPS
shall have thirty days to cure the default. If WNPS does not cure the default or, if the default
cannot be completely cured or remedied within thirty (30) days, and if WNPS has not
diligently commenced curing the default within such thirty (30) day period, then the City may
MANAGEMENT CONTRACT -4-
terminate the Agreement without further notice.
6. Notice - Service of any notice required or agreed to be given hereunder shall be sufficient if
sent by US mail to the other party, or by personal service. In the case of notice by US
mail, notice shall be deemed given seven (7) days following the date of the postmark. In
the case of personal service of notice, notice shall be deemed given at the time served. All
notices shall be mailed or served upon the parties as follows:
City:
Michael Todd
Facilities and Park Manager
250 Madison Street Port Townsend, WA 98368
E-mail: mtodd@cityofpt.us
Heidi Greenwood City Attorney 250 Madison Street Port Townsend, WA 98368
E-mail: hgreenwood@cityofpt.us
WNPS:
Keyna Bugner, President
Washington Native Plant Society
6310 NE 74th St., Suite 215E
Seattle, WA 98115
E-mail: wnpspresident@wnps.org
Fayla Schwartz, Chapter Chair
Olympic Peninsula Chapter WNPS E-mail: olympic@wnps.org
MANAGEMENT CONTRACT -4-
7. Indemnification and Hold Harmless - WNPS will indemnify and hold the City of Port
Townsend free and harmless from all liability arising out of any and all claims, demands, losses,
damages, action or judgments of every kind and description, including or not limited to any
injuries suffered by WNPS’s employees, agents or volunteers, which may occur to or be
suffered by their employees, agents or volunteers, by reason of activities arising out of this
agreement, except for injuries or damages caused by the sole negligence of the City.
IN WITNESS WHEREOF, the parties have executed this Agreement on the 'date
first shown above.
WNPS: ________________________________________ Date: __________________________
Facilities Manager: _______________________________ Date: _________________________
City Attorney: ___________________________________ Date: _________________________
6/3/2022
6/1/2022
Keyna Bugner Digitally signed by Keyna Bugner
Date: 2022.06.03 06:21:47
-07'00'
Michael Todd
Digitally signed by Michael Todd
DN: C=US, E=mtodd@cityofpt.us,
OU=City of Port Townsend,
CN=Michael Todd
Date: 2022.06.01 07:42:29-07'00'
Draft October 17, 2022
1
City of Port Townsend
Capital Facilities Plan
2023-2028
Report Date: _______
Adopted: ____________
Draft October 17, 2022
2
Table of Contents
Contents
Table of Contents .......................................................................................................................................... 2
Schedule ........................................................................................................................................................ 3
Prelude .......................................................................................................................................................... 4
Introduction .................................................................................................................................................. 4
Definitions ..................................................................................................................................................... 5
Level of Service Standards ............................................................................................................................ 6
Financial Constraints (Revenue Sources) ...................................................................................................... 7
Current Revenue Sources ......................................................................................................................... 9
Future Revenue Sources ......................................................................................................................... 11
Existing Debt Summary ........................................................................................................................... 11
City Capital Plan Summary .......................................................................................................................... 13
Facilities (Buildings)..................................................................................................................................... 13
Buildings .................................................................................................................................................. 13
City owned property ............................................................................................................................... 24
Art ........................................................................................................................................................... 25
Parks and Recreation .................................................................................................................................. 30
Utilities ........................................................................................................................................................ 35
Waste Collection Services ....................................................................................................................... 35
Olympic Gravity Water System ............................................................................................................... 35
Water ...................................................................................................................................................... 38
Wastewater ............................................................................................................................................. 39
Stormwater ............................................................................................................................................. 44
Transportation ............................................................................................................................................ 46
Streets Maintenance ............................................................................................................................... 46
Pavement Rehabilitation and Preservation ............................................................................................ 47
Street Improvements .............................................................................................................................. 48
Fleet (Equipment Repair and Replacement) ............................................................................................... 49
Information Technology .............................................................................................................................. 52
Housing, Economic Development, and the Environment ........................................................................... 54
Impact Fees ................................................................................................................................................. 58
Draft October 17, 2022
3
Conclusion ................................................................................................................................................... 59
Appendices .................................................................................................................................................. 59
Appendix A: 2023 Capital Project Budget Sheets .................................................................................. 59
Appendix B: Six Year Transportation Improvement Program................................................................. 59
Schedule
▪ Start Drafting July 1.
▪ Draft done by October
▪ Parks Board/ I &D/Planning Commission - October
▪ City Council Workshop - October
▪ Public Hearing and City Council Adoption – Nov./Dec.
Draft October 17, 2022
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Prelude
Historically, the City has adopted a capital improvement plan in order to comply with the Growth
Management Act. The capital improvement plans have been adopted coinciding with the budget
process and typically included funded projects scheduled over a 6-year period.
This capital facilities plan accomplishes the same purpose but takes a more expansive and longer-term
look at infrastructure needs for the city. This plan also provides a high-level narrative associated with
each type of infrastructure need based on how infrastructure is funded and categorized according to the
requirements established by state law and city codes.
The objective of this revised format is to build on the plan year to year in an effort to create a
continuum of infrastructure development while clearly representing long term needs to the public in an
abbreviated form. This first year draft may include place holders and there will be areas for
improvement through successive years as adaptation is needed and as new information becomes
available.
Introduction
The quality, availability and affordability of infrastructure is fundamental to the health, wellbeing,
success and sustainability of our community. With limits to funding based on the relatively small scale
of our tax base, we need to make strategic and, at times, difficult decisions about infrastructure
investment priorities. We do this in the best overall interest of our entire community over the long
term.
The City of Port Townsend has a number of infrastructure needs as identified in various focused city
plans. Capital planning is the term used to identify the timing of infrastructure investment. Capital
planning for the replacement and development of new public infrastructure is a core governmental
purpose of the City in providing for public health, safety, and welfare. The overall purpose of this plan is
to consolidate all infrastructure planning into a concise document to illustrate the overall infrastructure
needs and aspirations for the community. This plan is intended to be used by staff, policy makers, and
the public to develop effective and efficient $34 million in funded infrastructure and $144 in unfunded
need.
Another primary purpose of this plan is to comply with the state Growth Management Act (GMA).
The Growth Management Act, RCW 36.70a.600(3), requires a fully planning City to adopt a
Capital Facilities Plan Element that consists of: (a) An inventory of existing capital facilities
owned by public entities, showing the locations and capacities of the capital facilities; (b) a
forecast of the future needs for such capital facilities; (c) the proposed locations and capacities of
expanded or new capital facilities; (d) at least a six-year plan that will finance such capital
facilities within projected funding capacities and clearly identifies sources of public money for
Draft October 17, 2022
5
such purposes; and (e) a requirement to reassess the land use element if probable funding falls
short of meeting existing needs and to ensure that the land use element, capital facilities plan
element, and financing plan within the capital facilities plan element are coordinated and
consistent. Park and recreation facilities shall be included in the capital facilities plan element.
This capital facilities plan draws upon other city planning documents included by reference and included
in the city’s comprehensive plan. Examples of these plans include but are not limited to the Water
System Plan, Six Year Transportation Improvement Plan, Rainier Subarea Plan, Non-motorized plan,
Parks Recreation and Open Space Plan, and many more available on the City’s website at
https://cityofpt.us/citycouncil/page/city-plans. These plans are where inventories and further detail can
be found concerning existing city infrastructure. Periodically, the City updates the Comprehensive Plan
to address land use elements and other state requirements. In summary, capital facilities planning is a
component of the Comprehensive Plan and serves as a tool for a community to strategically address
existing and future conditions of the community while planning for growth as required by the State.
The final purpose of this plan is to facilitate procurement of grants. Often, granting agencies will not
allow for the application of funding unless projects are specifically identified in an adopted plan of the
City. Some projects included in the Capital Facilities plan do not have a home in other adopted plans,
but are community priorities and may be emerging issues. These projects are included in this plan to
the extent that information is available.
Definitions
Capital
Capital Facilities Plan
Comprehensive Facilities Assessment
Comprehensive Plan
Consumer Price Index (CPI) – All west urban?
Functional Plan
Rate Study
Level of Service
To be filled in as the plan wraps up… may or may not be necessary depending on text.
Draft October 17, 2022
6
Level of Service Standards
A local government cannot determine what it will need in the future for public facilities and services
without knowing what levels of service (LOS) it must meet. To serve new growth and development, the
Growth Management Act (GMA) requires that certain facilities and services be provided concurrent with
expected new development using population projections for the 20-year planning period or ultimate
build-out under the growth patterns established by the Land Use Element (Chapter 8, Policy 1.2). The
City's Comprehensive Plan requires, in the case of transportation improvements, a financial
commitment to provide them within six years.
Facilities that are subject to concurrency in the City are transportation, water, wastewater, and
stormwater. The Capital Facilities Financing Plan in GMA requires a municipality to reassess the land use
element if probable funding falls short of meeting existing needs. The Capital Facilities Plan is not merely
a wish list, and should account for meeting critical maintenance and planning for the density allowed for
in the Comprehensive Plan.
The City’s Capital Facilities Plan adopts Level of Service standards that must be met for these facilities
per Chapter 8 Goals 3 and 4 are as follows.
Table 8-1
Water and Wastewater Level of Service Standards
Facility Standard
Raw Water Supply Sufficient capacity to fully serve customer demands
Raw Water Storage A Minimum of 60 days of storage for City customer demands
Water System A flow volume that meets peak demand and fire flows.
Wastewater System A level that allows collection and treatment of peak wastewater
flows and meets Dept. of Ecology criteria
Table 8-2
Transportation Level of Service Standards
Road Type Standard
Urban Corridor D
Other Roads w/in Urban Growth Area (UGA) D
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Stormwater and
Surface Water
A level of conveyance, detention, and treatment that meets the Department
of Ecology (DOE) Stormwater Manual adopted by the City or as defined in
the City’s Stormwater Master Plan
These standards should then be applied to additional population and employment growth anticipated.
The most recent Port Townsend Comprehensive Plan updated in 2016 projected the 20-year population
projection to be 12,165 by the year 2036. The 2020 US Census counted 10,148 people and the 2021 WA
Office of Financial Management estimates 2021 population at 10,220. The 2016 update projected a
need of 55 acres over 20 years to support the high wage jobs projected. The Rainier Street and Upper
Sims Way Corridor is intended to provide this need with approximately 82.5 acres of fully served, shovel-
ready industrial acreage.
Each development must meet the aforementioned level of service standards prior to issuance of a
building permit; however, it may demonstrate meeting the standards for transportation facilities within
six years issuance of a building permit (Chapter 8, Policy 4.1). The City may condition development
permits to provide for appropriate facilities, services, and utilities not subject to concurrency such as
EMS, parks, law enforcement, and schools (Chapter 8 Policy 4.2). A development that cannot meet the
minimum concurrency requirements can mitigate impacts on levels of service, revise to reduce impacts,
or phase the development coincident with the availability of services (Chapter 8, Policy 4.3). All
development must pay its proportionate share of the cost of new capital facilities and utilities needed to
serve that development.
Under the Growth Management Act and Chapter 8 Goals 6 of the City’s Comprehensive Plan, the Capital
Facilities Plan must also be coordinated and consistent with CFP’s of other public facility providers.
Other public facility providers include but are not limited to Jefferson County Transit, East Jefferson Fire
and Rescue, Port of Port Townsend, Jefferson Health Care, Jefferson County PUD, the Port Townsend
School District, and Jefferson County. The City engages in partnerships with these other providers in an
effort to coordinate the procurement of limited resources.
Financial Constraints (Revenue Sources)
Most if not all governmental agencies experience financial needs for infrastructure that exceed the
available resources. This reality is a reiteration of the primary purpose of the plan. As such, the plan is
organized by funded projects and unfunded projects. Funded projects means that the City either has a
revenue stream in place to accomplish the project, or has dedicated funds from a specified funding
source. These funding sources are often in the form of grants, loans, or use of reserves for one-time
investments.
Financial constraints means that projects are either funded or can reasonably funded. For the purposes
of this plan, financially constrained projects are included in the funded portions of the plan. As the plan
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8
develops over time, the objective is to hone financially constrained projects into the first 6 years of the
plan.
More specifically the City’s Comprehensive plan Chapter 8 provides the following goal:
Funding & Financial Feasibility
Goal 5: Provide needed public facilities within the City's financial capabilities or within the City's
authority to require others to provide such facilities.
Policy 5.1: Base capital facilities planning on estimates of local revenues and external
revenues that are reasonably anticipated to be received by the City.
5.1.1: Consider a wide variety of potential funding sources to finance the capital
improvements specified in the Capital Facilities Plan, such as real estate excise tax, user fees,
general obligation bonds, and impact fees.
5.1.2: Match revenue sources to capital projects on the basis of sound fiscal policies. Sound
fiscal policies include cost-effectiveness, prudent asset and liability management, ensuring that
the length of financing does not exceed use of the City's borrowing capacity, prudent use of the
City's borrowing capacity, and maximizing the use of grants and other external revenues.
Policy 5.2: Finance the six-year Capital Improvements Program to assure a positive balance
between available revenue and needed capital facilities and utilities. If projected funding is
inadequate to finance needed capital facilities and utilities based on adopted level of service
standards and forecasted growth, make adjustments to one or more of the following:
a. Level of service standard;
b. Land Use Element; and/or
c. Sources of revenue.
Policy 5.3: Ensure adequate funding is available for long-term operations and maintenance
costs prior to the construction of new capital facilities.
Policy 5.4: Ensure that new development pays a proportionate share of the cost of new capital
facilities and utilities needed to serve that development.
Policy 5.5: Ensure that developers provide capital facilities and utilities concurrent with new
development or provide a contractual agreement for the phasing of facilities and utilities,
subject to approval by the City.
Draft October 17, 2022
9
Current Revenue Sources
Current revenue sources for infrastructure include the following sources. These sources are listed from
top to bottom from least restrictive to most restrictive as required by laws and city code.
General Fund,
Fund Balance.
There are four categories of fund balance: restricted, committed, assigned, and
unassigned.
Restricted – Amounts reserved to specific purposes by their providers (such as
grantors, bondholders and enabling legislation);
Committed – Amounts reserved to specific purposes by a government itself,
using its highest level of decision-making authority;
Assigned – Amounts a government proposes to use for a specific purpose; intent
can be expressed by the governing body or by an official or body to which the
governing body delegates the authority; and
Unassigned – Amounts that are available for any governmental purpose; these
amounts are reported only in the general fund.
Limited Tax
General Obligation
Bonds:
Backed by general fund revenues, the City Council can issue debt for
infrastructure. The amount of Debt is limited by law and practicality. As
discussed above, debt takes away from operating funds and other capital funds
and thus use of debt is a strategic choice.
Banked Capacity: In February 2019, residents approved adding Port Townsend to East Jefferson
Fire & Rescue (EJFR) fire district. EJFR now collects the dedicated Fire and EMS
levies from City property taxpayers directly. In addition to the dedicated levies,
the City was funding fire service through the general property tax levy. The City
no longer makes payments from the general fund for fire protection. The City
agreed to suspend the collection of an equivalent amount of property taxes it
would have paid EJFR from the general levy – a reduction of the City levy or a
“banked capacity” of about $908,000. An agreement with the fire district and a
policy adopted by City Council spelled out an approach that allows increased
levies of the banked capacity over the course of four years. For the first three
years, funding is restricted to four main uses consistent with existing plans: local
roads, parks and trails, the City’s housing trust fund and utility tax relief. In 2020,
the City decided not to levy any of the possible $303,000 banked capacity given
the dire COVID situation and its related impacts. In 2021, the City levied
$605,000 in banked capacity for use in 2022. More about that process and
corresponding documents can be found on the 2021 Banked Capacity page in
Completed Initiatives. In 2022, that “banked capacity” goes to $908,000 and
stays at that level after that; the restricted use requirement sunsets in 2023.
Real Estate Excise
Tax (REET)
State law restricts REET 1 and REET 2, or the first and second quarter percent
(.25%) of REET funds to the following uses: Planning, acquisition, construction,
re-construction, repair, replacement, rehabilitation or improvement of: streets,
roads, highways, sidewalks, street and road lighting systems, traffic signals,
bridges, domestic water system and storm and sanitary sewer systems.
Planning, construction, reconstruction, repair, rehabilitation or improvement of
park and recreation facilities. State law allows REET 1, or the first quarter
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percent (.25%) to also be used for: Acquisition of parks and recreation facilities.
Planning, acquisition, construction, reconstruction, repair, replacement,
rehabilitation or improvement of: law enforcement or fire protection facilities,
trails, libraries and administrative and judicial facilities.
Revenue Bonds Revenue bonds are debt that is secured by dedicated revenue. Utilities often
use revenue bonds to pay for infrastructure backed by utility rates. Another
form of secured revenue are voted bonds in which the tax payer votes to
accomplish a certain project and taxes are raised to pay for the public project.
Motor Vehicle Fuel
Tax (MVFT)
In addition to Street Fund operations and maintenance this can be used for
construction and improvement projects. The City has very limited amounts of
MVFT and currently it is all dedicated to operations. The majority of the street
operations is funded through general taxation resources and thus impacts the
general fund.
Multimodal Funds: These funds are restricted to transportation purposes.
Sale of Assets: Assets that can be sold generally include real-estate and vehicles. The City owns
considerable real-estate that is not currently dedicated to a specific use. The
real-estate is owned by the utilities and the general fund. If there is a sale of
real-estate, the proceeds must be used by the fund that owns the property. For
example, proceeds from the sale of property owned by the water utility, cannot
be used for general fund purposes. A number of properties have been declared
surplus by the City Council in the last 15 years for the purpose of housing. These
properties have not yet been sold.
Grants: Grants are very specific to the purpose of the granting agency. Grants are an
important revenue source and is how most of the City’s new infrastructure is
funded. In particular, grants fund street projects on a periodic basis with an
average of over $1 million per year. Other grants for parks, historic properties,
energy, utilities, climate, hazard mitigation, and housing are also available to the
City.
Housing Tax: RCW 82.14.530 and 540 allow a city and county to impose a sales and use tax up
to 0.1% for housing and related services through HB 1406 and 1590. The 148
and 149 funds are authorized by RCW 36.22.178 and 179, which allow counties
to collect shares of revenue from document recording to fund affordable
housing and homeless housing programs. The CIty and County have a joint
Interlocal Agreement on administration of these funds authorized. The City
collects funds from HB 1406 and provides them to the county for deposit in the
148 Fund for budgeting and allocation subject to the interlocal agreement.
System
Development
Charges for
Utilities:
Also known as SDCs, these charges for new utility connections help fund system
expansion for growth.
Utility Rates: Utilities are enterprise funds that are specific independent business units within
the City. Utilities are required to set rates for services that ensure payment for
operations and capital to address system needs. This business model is set forth
to ensure essential public services such as water, sewer, and stormwater are
addressed.
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Future Revenue Sources
Future revenue opportunities are available to the City to address capital needs. Below are a few of the
more common revenue sources used by cities across the State. As the City looks toward financial
sustainability, additional revenue sources may be recognized and brought forward for consideration.
• Transportation Benefit District: Councilmanic car tabs or voted sales tax for streets.
• Levy Lid lift: Voted property tax increase for specific purposes.
• Sales tax: Several sales tax options are available for various purpose which are typically
voted.
• B&O Tax Increase: Councilmanic authority to set B&O tax rates.
• Metropolitan Parks District: Voted opportunity for funding of parks through a property tax
levy.
• Tax Increment Financing Districts: Councilmanic authority to establish up to two districts in
which increases in tax revenue is used to fund infrastructure.
• Impact fees for transportation, parks, fire protection, and schools are permitted by State
law. Impact fees are currently not in place in Port Townsend.
• Cultural Access Program (1% for the Arts): voted opportunity for sales tax to fund non-profit
cultural organizations. The City has voted in limited of general municipal projects that are
subject to this tax which could be expanded to include other capital projects to increase
revenues.
• Development Services Fees: both PW and PSD related
• Fines & Fees: Councilmanic authority to implement or increase parking fees & others
Existing Debt Summary
The City currently has significant debt in terms of revenue bonds, LTGO bonds, and voted bonds. Debt
has a significant impact on the ability to pay for capital and debt services takes away from recurring
revenues. Staff recommends developing a debt strategy for the future to consider when debt is
appropriate and to what level of debt should be on the city’s books. The following considerations
should be considered in the development of a debt policy:
▪ General Obligation vs. Revenue debt
▪ Principle, payoff date, and revenue sources
▪ Term of debt should not exceed the lifespan of asset. Ie 20-year bond for 15-
year roof.
▪ Debt term should generally not exceed 20 years
▪ Evaluation of opportunity cost for issuing debt. What is this interest rate
differential and how does it compare to projected inflation.
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▪ Should general obligation debt be limited to a specific percentage of revenues.
The following table provides a summary of the city’s debt.
NonVoted General Obligation Debt Outstanding
LTGO 2017A (2008 Refi) NonTaxable Bond 9,155,000 9,155,000 9,155,000 9,155,000 9,155,000
LTGO 2017B (2008 Refi) Taxable Bond 1,060,000 1,060,000 1,060,000 1,060,000 1,060,000
LTGO 2020 (Refi 2010 LTGO)4,273,350 4,073,350 3,868,350 3,658,350 3,356,900
LTGO Refi 2012 (PORTOWGORE12)3,165,000 2,680,000 2,175,000 1,660,000 1,135,000
LTGO 2018 Homeward Bound Debt Svc 834,000 834,000 834,000 808,104 781,069
NonVoted GO Debt Outstanding 18,487,350 17,802,350 17,092,350 16,341,454 15,487,969
Voted General Obligation Debt Outstanding
LTGO Refi 2015 (PORTOWUTGO15)3,205,000 3,020,000 2,835,000 2,640,000 2,440,000
Voted GO Debt Outstanding 3,205,000 3,020,000 2,835,000 2,640,000 2,440,000
Total General Obligation Debt Outstanding 21,692,350 20,822,350 19,927,350 18,981,454 17,927,969
Revenue Debt Outstanding (excluded from General Purpose Debt limits)
Amount Outstanding at End of Year 2018
Actual
2019
Actual
2020
Actual
2021
Forecast
2022
Budget
SRF 2002: DOE Wastewater Conveyance System Impr.337,212 291,098 244,376 196,950 148,811
PWTF 2002: Morgan Hill Wtr System Impr.333,510 266,808 200,106 133,404 66,702
PWTF 2012 City Lake Loan 736,842 684,211 631,579 578,947 526,316
DWSRF 2012: LT2 Water Treatment Facility 2,917,945 2,782,025 2,627,468 2,472,911 2,318,354
DWSRF 2012: LT2 Water Treatment Facility 1,566,900 1,454,978 1,343,057 1,231,135 1,119,214
PWTF 2013: LT2 UV Disinfection 3,696,963 3,450,499 3,204,035 2,957,571 2,711,107
PWTF 2013: 5 MG Reservoir Replacement 1,125,937 1,050,875 975,812 900,750 825,687
DWSRF 2015: 5MG Reservior Replacement 4,414,363 4,196,495 3,986,670 3,765,189 3,543,707
DWSRF 2015: Mandated Drinking Water Treatment Facility3,537,275 3,360,411 3,183,548 3,006,684 2,829,820
Rev Bond 2020: LT2 & Big Quil - - - 1,914,980 1,834,800
CERB 2015: Howard St Corridor Public Infrastructure 1,200,000 1,165,407 1,119,007 1,071,216
18,666,947 18,737,400 17,562,058 18,277,528 16,995,734
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City Capital Plan Summary
The following table illustrates the vast needs of the City by category. This table wraps up all the
following sections of the Capital Facilities Plan to provide an overall view of the challenges the City faces
in terms of capital needs. This is not an uncommon situation for most cities. This first-year draft of the
capital facilities plan includes approximate estimates for capital needs as a place holder where
information is missing. Examples include needs for buildings, the future of parks, wastewater, fleet,
housing/economic development/environment, and streets. These categories are currently under
evaluation or are anticipated to be under evaluation in the near future to help provide more refined
estimates. Each section of this plan will identify where data is needed or currently under analysis.
Facilities (Buildings)
This section of the Capital Facilities Plan is dedicated to city buildings, lands, and art. The term facilities
is confusing due to its name duplicated in the overall plan. This section is also applied to facilities which
are under the purview of the General taxation as compared to facilities that are directly tied to the
utilities such as the water treatment facility.
Buildings
City buildings are a major asset of the community. City buildings also carry significant financial liability in
terms of maintenance and upkeep. A facilities assessment is needed to accurately identify building
needs and estimate time frames for periodic preventative maintenance such as rehabilitation of roofs,
Department
Funded
(2023-2028)
Unfunded
(2023-2028)2029+
Facilities (Buildings)827,000$ 13,567,000$ 15,060,000$
Parks and Recreation 302,000$ 18,320,000$ 6,050,000$
Water 4,001,247$ -$ 2,371,437$
OGWS 8,254,591$ -$ 51,284,735$
Wastewater 7,400,000$ 10,605,000$ 8,000,000$
Stormwater 1,830,000$ 1,000,000$ 4,200,000$
Transportation (Streets)6,544,908$ 91,877,000$ 14,000,000$
Fleet 2,932,407$ 1,170,000$ -$
General Fund (Fleet)170,000$ 1,567,000$ -$
Information Technology 826,500$ -$ -$
Housing Economic Development 848,000$ 5,390,000$ 1,885,000$
Totals 33,937,000$ 143,496,000$ 102,852,000$
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HVAC systems, carpets, elevators, weather protection, and other maintenance needs. The larger
maintenance projects are classified as capital investments and thus need to be included in the Capital
Facilities Plan. The following narrative describes each of the City facilities and includes known and
unknown placeholders for significant needs.
The City Hall Annex- Owner: City of Port
Townsend, 12,000 square feet renovation
was finished in 2006. Total construction costs
of $4,626,000. It sits at 250 Madison Street
quietly beside the stately 1894 Historical City
Hall in downtown Port Townsend. Their
adjacency is intentional; the Annex was
designed to seismically support the historic
structure, thus minimizing aesthetically
invasive upgrades to its façade. The Annex
design references the materials and proportions of its Victorian neighbor, including strong vertical lines,
tall narrow windows, and precast details. Close collaboration with the Port Townsend Historic
Preservation Committee resulted in a respectful yet modern new Annex and a sensitive rehabilitation of
the historic City Hall that included seismic and technology upgrades
Completed in 2021, upgrades to the front lobby included an administrative counter that consist of three
workstations to properly welcome and direct the public as they enter the building. The counter replaces
an existing conference room that was designed with the new construction. Additional wall construction
was done on the 2nd floor to enclose several open workspaces making way for new staff members.
During the 2021 season, major rebuilds were done to both boiler units that provide heating to the City
Hall Annex and Historical City Hall buildings. In 2022, City staff completed acoustical upgrades by adding
noise dampening boards in the front lobby and workstation areas to lessen the reverb and traveling
echoes. As the building was not built with mechanical cooling, staff have been working to find ways to
limit the warming of the building during the summer months. New heat and sun reducing shades were
installed throughout the building along with the existing ventilation fans being converted to
programmable timers to correspond and run with the HVAC unit helping to remove warmer air as it
tends to stack up on the third floor. Also completed in 2022 was the City Hall Space Planning Phase II
study. This study looked at reconfiguring the 2nd floor conference admin room with renovations,
acoustic controls, and office furniture on floors 2R and 3. Floor 2R and 3 were never finished with the
annex project in 2006. Now, after COVID and a changing work environment, these updates are needed
more than in the past. Phase III also continues with HVAC updates.
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Historical City Hall and Museum- Owner: City of Port Townsend,
the 12,500 SF of building is located at 540 Water Street and is
currently operating as the Jefferson County Museum of Art and
History. The City of Port Townsend carries a 15-year lease
agreement with the Jefferson County Historical Society which is
set to renew for an additional 15-year period on January 1st,
2023. On the first floor you will find many rotating displays of art
and historical artifacts along with the original Fire Hall and Court
Room from 1892. The second floor consists of City administrative
offices and a working City Council Chambers that continues to
hold public meetings on the first and third Mondays of each
month. Originally the building was built with three floors
until around the late 1940s the third-floor roof was removed
due to deterioration and deferred maintenance, making it a
two-story building as it sits today. The city hall was listed on
the National Register of Historic Places, administered by the
National Park Service, in 1971. Land for the city hall was
purchased from Henry Landes in 1887. Voters in Port
Townsend passed a bond issue to fund a new $30,000 city
hall in 1891. Construction began in 1891 and finished on
02/1892, with space allocated for the city administration
and fire department, as well as a jail and municipal court.
City council meetings have occurred in a chamber on the
second floor. Architects Batwell and Patrick designed Port Townsend's City Hall, an eclectic building with
some Neo-Classical, Romanesque, and Queen Anne Style motifs.
In 2005, as part of the construction of the new City Hall Annex, contractors replaced the roof with a flat
rubber membrane. Much needed repairs to the exterior brick and mortar on the south facing and
waterward side as it begins to show signs of deterioration. The public elevator has experienced a few
major repairs and needs to be replaced in the next 10 years depending on the outcomes of an
assessment. Most of the original single pane windows are beginning to fail as the glass thinks and
frames begin to break. There is no forced air or ventilation system in this building which is a concern for
the displays and the preservation of the artifacts. The need for soundproofing on the first and second
floors is of concern as the original wood flooring and lath and plaster walls do not absorb the acoustics
of the room.
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Mountain View Campus- 7.6 Acres. Owner:
Jefferson County School District. Located at
1925 Blaine St, Mountain View houses many
nonprofit entities including the Red Cross,
Food Bank, KPTZ, YMCA, the ReCyclery and
New Image clothing. Mountain View is also
home to the City of Port Townsend Police
Department and other administrative
offices. The land parcels, buildings, and
facilities all remain owned by the Port
Townsend School District and are only
leased to the City for management and
operations.
Mountain View Pool and Park exist at the site of a former school, Mountain View Elementary. Mountain
View Pool is an indoor aquatic facility that is now operated by the YMCA and consists of a non-
competitive 20 yard “L” shaped pool that provides programming and classes for swim lessons, aquatic
fitness, lap swim, open swim, and special events. Mountain View Park is anchored by a 1-acre fenced
dog park, a playground, open field, and sport courts for basketball and newly resurfaced pickleball court
sponsored by the Port Townsend Pickle Ball Club.
Beginning in August of 2009 the City of Port Townsend entered into a five-year lease agreement with
the Jefferson County School District for the property known as Mountain View Campus. In 2014, the City
expanded the lease agreement with the School District to 15 years with an option for an additional 15-
year renewal. This extension positioned the City to qualify for grants and other funding opportunities to
invest in the buildings and grounds. With this change in place, the City passed a bond in 2015 for $3.6M
and received an additional $414,150 Community Development Block Grant through the State of
Washington for needed infrastructure and deferred maintenance improvements. Also, in 2015 City
officials determined that extensive repairs were needed to the Mountain View Campus. Phase I repairs
included the complete replacement of two giant propane boilers used to heat the pool and the rest of
the buildings as well as the outdated HVAC system needed an overhaul. As well as the roof on the old
elementary school needed replaced. $2.5 million was spent between replacing the boiler units, HVAC
upgrades and the new roof on just one of the buildings.
The remaining funds from the 2015 bond and CDBG grant were used for the Phase III repairs. The repairs
included construction of an ADA ramp and new accessible doors that serve the pool restrooms and main
entrance to the buildings. Remodeling of Foodbank, Working Image, and Police station offices. Remodel
to include electrical, plumbing, and other interior needs. Phase III also included repainting of the
exterior of the buildings and a new fire alarm system.
On September 1st, 2017, the City of PT and the JCSD entered into 15-year lease agreement expiring on
August 31, 2032. With this agreement it was determined that the sub-lease agreements the City has
with New Image, Foodbank, and the Red Cross would be extended 10 years set to renew in 2029. In
2018, the City accepted a donation for the expressed purpose of creating a fenced dog park and
completed the effort in August 2019. In 2022 the Port Townsend Pickleball Club raised funds to
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resurface the Mountain View public pickleball courts, as well as adding new nets and posts. In addition,
the group is planning on adding a new playable fence to increase the quality of the game.
Pope Marine Building- Owner City of Port
Townsend
More information is needed for this facility.
2022 siding assessment was conducted by
Terrapin Architects to determine the costs and
repairs for the deteriorating siding on the
waterward side of the building.
Outstanding Repairs: Exterior siding on the waterward side, interior floorboards, windows, HVAC,
exterior deck boards, and structural bracing underneath is beginning to rot.
Cotton Building- Owner City of Port Townsend
BARTLETT/COTTON BUILDING 607 Water St.
built in 1888 by Charles C. Bartlet was a three-
story, one bay brick building. In 1889, the first
tenant was the Bartlett House, considered as
the focal point of the city. It had a saloon, wine
parlor, clubrooms, cigars, and sporting
newspapers. In 1932, Water Street Garage took
over and then in 1939 Olympic Pile Driving Company office and later, the Cotton Corporation (George
Cotton) stayed until 1974. In 1955, George Cotton removed the top two floors, which needed repair
after a windstorm caused irreparable damage. The City of Port Townsend Police Department moved to
the site in 1975 until moving to Mountain View Campus in the early 2000’s.
The Cotton Building renovation project had its genesis in the planning to relocate the Police Department
away from the Downtown Historic District waterfront and its associated tsunami and seismic hazards. It
was recognized that the Department had to continue to operate effectively during an emergency event
that may otherwise destroy the Police operations center and restrict access to/from the rest of the City.
The move of the Police Station raised the question of what to do with the Cotton Building. The historic
character of the building precluded its demolition so a plan for an alternate use was pursued, but it was
clear that the unreinforced masonry building needed structural improvements to make it safe for
continued use.
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In 2010 the building was completely renovated for city, civic and community uses. The project was
funded through a 2008 City Council bond, along with funds from the Washington State Military
Department, FEMA and the Department of Ecology. The initial total project cost with construction,
design, overhead and technical support came in at $980K. Once construction and demolition began in
the fall of 2009 it became apparent that the condition of the building was far worse than anticipated.
Issues developed around the rotting floorboards, crawl space, lead based paint and additional asbestos
were found in the ceiling, roof, floor and walls. Unknown until the time of demolition were four large
underground fuel tanks which were half full at the time.
Outstanding repairs: Depending on the outcomes of an assessment, the rubber membrane roof will
need to be replaced in the next five years, estimated to cost $75K. Brick and mortar work on the
waterward side.
Golf Course- Owner City of Port Townsend. Leased to Gabriel Tonan in 2021 for a three-year contract.
The Port Townsend Municipal Golf Course was developed in 1904 and includes a regulation-length 9-
hole course, driving range, maintenance buildings, and clubhouse with a commercial kitchen for
restaurant services, and retail sales. The Golf Course, once privately owned and operated, was
converted to a public course in 1927 and first administered by Jefferson County but is now owned and
operated by the City of Port Townsend. The City leases the Golf Course to a local business for
management and operations. When converted to a public course, there were deed restrictions on the
property. There is a deed restriction that the largest parcel will be used for municipal purposes only.
According to a recent study completed by the National Golf Foundation (NGF) in 2019, the NGF found
that the facility is challenged by its declining physical condition and somewhat remote location which
limits its potential market support. NGF has estimated that it would cost $935,000 - $1.2M to bring it up
to standard to attract more visitors and become a viable Golf Course. The upgrades would include
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improvements to the irrigation system and pump house ($735,000), tree and stump removal, purchase
of appropriate maintenance equipment ($120,000), clubhouse repair, and course repair. Based on this
analysis, the City Council at the time decided not to pursue the recommendation because of the cost for
both the capital and operations.
Port Townsend Golf Course has historically used an average of 9 million gallons per year of treated
drinking water from the Big and Little Quilcene Rivers for irrigation. In 2002 Port Townsend applied for a
ground water right water of 150 gallons per minute with a maximum annual withdrawal of 34 acre-feet
to irrigate 35 acres of the city-owned golf course. A 10” well was converted to 105’ feet in 2017/2018
and a pump and controls were installed in 2022. The cost to develop the well was $450,000. The well
will also serve as an emergency water supply if the city's Olympic Gravity Water System is not functional.
Library - Owner City of Port Townsend
The historic Carnegie Library building is a jewel in the community. The library is the most frequently and
heavily used City facility. The Port Townsend Public Library was established in 1898 by a group of
"leading community ladies." By 1913 they had acquired the land, secured City funding, and received a
grant from the Carnegie Library Foundation to construct a new building in keeping with Carnegie
architectural design standards of the period. The Port Townsend Carnegie Library served its community
so well that a 4,500 sq. ft. addition was added in 1990 to accommodate the high volume of use that
continues to increase significantly each year. In 2014 a major renovation was completed. Click here to
view a slideshow of the project.
Read A Source of PT Pride -- History of the Port Townsend Carnegie Library by Pam McCollum Clise for
more in-depth history of the library and historic Carnegie building. From the library's website
https://ptpubliclibrary.org/library/page/history-library
This beloved building is in great condition given its age. Nevertheless, several repairs are needed
including replacement of the HVAC system which experiences problems every winter season and the
anticipation of replacement of the elevator. The addition of an AC unit would help address equity issues
for the community during a time of climate change. The annex part of the building is still waiting for
much needed window replacements. The bathrooms are also waiting to be remodeled. Permits and
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plans fr the windows and bathrooms have been issued and completed and the library is waiting to hear
back about a Department of Commerce Library Capital grant to help with the costs. The Carnegie
building needs to be included in an overall building assessment to ensure that preventative maintenance
is not overlooked in order to preserve this beloved community treasure for another one hundred years
into the future.
Project History:
1990 - Annex addition. This project modernized and doubled the square footage of the library with a
single level structure attached to the Carnegie building. Major site work created the current parking lots
and sidewalks around the building. The annex currently houses the bulk of the library collections (fiction,
nonfiction, A.V. YA, Large Print), circulation and staff work areas and teen-room.
2009-2012 Combined structural retrofit to life safety standard and nonstructural retrofit of shelving
systems. $598,089 total project costs. FEMA funded seismic upgrades to the Carnegie building. New
roofing for the Carnegie building in 2013. Carnegie historic window restoration and storm windows.
2012 – Pink House interior renovations. Large scale interior work was completed to make the Pink
House downstairs into two public meeting room and presentation spaces. The work included bathroom
renovations, kitchen renovations, wall and fireplace removal, new carpeting, electrical work, painting,
trim, and furniture – complete interior renovations.
2014 Library Renovations – New carpet throughout building, new paint (interior and exterior
throughout), power/data improvements for public computers and staff work areas, ADA bathroom
improvements, automatic door openers, new signage, new shelving, and library furniture, wall removal
to open circulation and work areas, new built-in countertops and shelving for staff work room. Fire and
panic alarms installed. Extensive landscaping work.
2014/2015 – Pink House and Carnegie room presentation and programming space creation. Work
included new integrated projectors and podium, screens and speakers, wiring work and data.
2017 – Historic rock wall fronting Lawrence Street restored. Also, concrete work was completed to fix
Carnegie exterior stairs and handrails. Carried over front the 2014 project list but scaled back from
original plans which would have rebuild the Carnegie stairs instead of repairing.
2017 – New Annex roof completed, carried over from 2014 project list.
Outstanding Repairs: Elevator replacement, HVAC Unit, Annex windows, public restroom upgrades.
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Charles Pink House- Owner City of Port Townsend
The Charles Pink House is a unique asset for the library. Constructed in 1868 in the Late Greek Revival
style of architecture, it is one of the last remaining houses of its kind in the state. Built by Horace Tucker,
who is known for building many of the oldest houses in Port Townsend, the house was purchased by
Charles Pink in 1874. The house remained in the Pink family for the next 92 years. In the late 1880s the
Pink family expanded the house, rebuilding the porch and adding Victorian bays. Near the turn of 20th
century, the house was once again renovated, with the original pillars and front doors replaced by
substitutes in the style of the Arts and Crafts movement that was popular at the time. These changes
made the Pink House a unique building architecturally in Port Townsend. Because it was difficult to peg
down as an example of a specific style, the house sat neglected for most of the latter half of the 20th
century.
The City of Port Townsend purchased the Pink House in 1981 for the purpose of serving as an expansion
to the adjacent Carnegie Library. Because of difficult economic times, the City lacked the funds to
rebuild the dilapidated structure. In exchange for a complete restoration of the building, the City gave a
long-term lease on the building to Little and Little Construction. After a massive renovation, the building
was leased out until 2003 when the lease expired, the City regained control of the building. It then
served as the administration house for the local fire department. The library took over the house in 2007
and uses it to supplement the Carnegie Library. First floor program and meeting spaces and second floor
offices give the library needed flexibility in offering services to the public.
In 2012 the Pink House underwent another renovation, this time focused on making the first floor
interior spaces better suited for public programming and meetings. The project included interior wall
removal and structure repairs, fireplace removal and chimney repairs, bathroom and kitchen
renovations, new carpet, paint, flexible furniture and technology systems for presentations. 2018/19
saw the restoration of the of the rock retaining wall fronting Lawrence and Harrison Streets. Much care
was taken with this project by reusing the historic rocks from the original wall that fallen over the years.
The Pink House is listed as a secondary building in the Port Townsend National Historic district. A
secondary ranking indicates a building with moderate historical or architectural qualities which have
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maintained good integrity. The Pink House has been a constant reminder to everyone who travels
Lawrence Street of the origins of Port Townsend.
Currently the exterior of the Pink House is in dire need of repairs. The siding, soffits, roof, porches and
trim all have reached their limits and are fading quickly in our damp climate. The library hopes to secure
funding through grants, donations and City support to continue the legacy of the Pink House for future
generations.
More on the library's website https://ptpubliclibrary.org/library/page/history-charles-pink-house
2014/2015 – Pink House and Carnegie room presentation and programming space creation. Work
included new integrated projectors and podium, screens and speakers, wiring work and data.
2022 – Pink House new carpet downstairs, and new blackout curtains.
2022- Terrapin Architect completed siding and facia assessment.
Outstanding project: Charles Pink House needs replacement siding, roof, gutters, facia, and front porch.
Also new exterior paint and roofing.
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Public Works Shops- Owner City of Port Townsend
Located at 1818 Beach Street, this site houses the Public Works Department, Fleet Department, Storm
Water and Admin offices. The Main Public Works Shop building features an attached open-air canopy,
storage mezzanine, automotive lifts, mechanics shop, and storage area. The City shops was constructed
in an old city gravel pit around 19___. The facilities are aging and in poor condition. Two modular units
serve as office space. The City has explored in the past relocating City Shops to the Water Treatment
Facility located on 20th Street. Relocation would allow for the property at the current location to be
cleared on surpluses for housing or another use. No further plans have been developed, other than
when the Water Treatment Facility was constructed, space was set aside for the possibility of relocating
City shops. The next step in vetting a plan for relocation would be to do a schematic design process
which would quantify the space needs and provide a rough layout of buildings while establishing an
approximate cost estimate and ensuring feasibility.
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City owned property
Caption from the City’s Public Transportation Map Illustrating City Real Property Ownership
The City owns a considerable amount of property. Properties included as part of the City’s park system
are addressed in the parks section of this plan. Properties owned by utilities that have improvements on
it are addressed in the respective utilities section of this plan. The remaining properties are included in
this plan as an inventory. Because property represents generally a non-depreciating asset, it is a source
of capital. Properties also carry liabilities of maintenance for weed control, vegetation management,
and camping control. Several city created an inventory of properties suitable for affordable housing as
formalized in Resolutions 09-035, 10-024, and 15-018. A most recent acquisition of property was made
with grant funding for housing and is included in the housing section of this plan.
Other properties remain in the City’s inventory that are encumbered by critical areas or are isolated
without formal access to utilities and roadways. The following table is an inventory of City properties.
An inventory identifying 157 properties was performed dating back to 1999. A current assessment of
City property ownership identify usable property and those that need to remain in open space would be
of value to assist with stewardship of the public’s resources.
Draft October 17, 2022
25
Art
The Arts Commission's mission as an appointed City Commission is to
facilitate public arts programs that enhance the cultural life of
community residents. The Arts Commission promotes and encourages
public programs to further the development and public awareness of and
interest in the arts and acts in an advisory capacity to the City
government in connection with the artistic and cultural development of
the City. Members are selected based on their knowledge and expertise
with respect to the performing, visual and literary arts.
In the PROS Plan the Port Townsend Arts Commission prepared a Public Art Plan adopted by the City
Council in 2019. The plan serves as a guide to sites for their readiness and appropriateness to site art.
Each site evaluated was rated based on: Readiness of location based on
current zoning and development. Viability and appropriateness for public
art. Each site was then rated either as a site ready within the short-term or
long-term or as not recommended. Sites can be re-visited regularly. Of 70
survey sites, the Public Art Plan identifies 26 that are suitable in the short
term. Beyond the site suitability each piece of art will come with its own
set of requirements around infrastructure, safety, maintenance and
security. The sites in the categories were not ranked in the plan. Below is a
list of the sites that immediately overlap with the City’s Park inventory:
Long-term: City Entrance Triangle Park III at Kearney/Sims Way Short
Term: Chetzemoka Park Kah Tai Lagoon Nature Park Larry Scott Memorial
Trail and Port Wetlands Mountain View Commons Port Townsend Golf Course Tyler Street Plaza
City of Port Townsend Public Art
Title Artist Location Year Maintenance Plan Notes WCIA
schedule
Boundary
Markers
for Puget
Sound
Sara Mall
Johani
Taylor
Street
near
Union
Wharf
1996 Maintenance info provided
in email from Dan
Groussman on 2/11/22.
N
Chief
Chetzemok
a
Dick
Brown
Golf
course
1996 Made of bronze – refer to
info for Georgia Gerber
piece.
Artist passed
away in 1998.
Y
City Hall
railing
David
Eisenhou
r (discs)
and Steve
Lopes
(fabricati
on) based
on
Front
lobby of
City Hall
2005 Steve Lopes recommends
carnauba paste wax (used
in auto waxing) if needed.
David Eisenhour
will look at railing
and let the City
know if any
maintenance is
required (May
2021).
Y
Draft October 17, 2022
26
Russell
Jaqua
design
Courting
Guillemots
Tony
Angell
By the
Northwes
t
Maritime
Center
2014 Contacted artist through
website April 2021; no
response yet.
Agreement for
Commissioned
Artwork dated
May 12, 2014.
Installed by
Greenstone
Landscaping
(Aragorn Deane).
Y
Galatea &
Haller
Fountain
Mark
Stevenso
n and
David
Eisenhou
r (1993
version);
original
artist
unknown
Bottom
of Taylor
Street
stairs on
Washingt
on Street
1993
(original
version
1893)
No written plan.
Maintained by City Parks
Dept.
Mark Stevenson provided
general information on
statute composition and
water valve replacement in
June 2021.
Emailed both
artists June 2021;
response from
Mark.
Y
Great Blue Matt
Babcock
Taylor
Street by
Communi
ty Center
2014 City has maintenance plan
from artist.
Clock repaired in
2021.
Y
Leafwing Russell
Jaqua
Larry
Scott
Trail near
Boat
Haven
2006 City has maintenance plan
from Willene Jaqua McRae
and Jim Garrett.
Y
For Willene Russell
Jaqua
(installed
by Jim
Garrett)
Visitors’
Informati
on Center
Plaza on
Sims Way
Installed
in 2019
City has maintenance plan
from Willene Jaqua McRae
and Jim Garrett.
Donation
agreement with
Willene Jaqua
McRae dated
January 18, 2017
and Installation
contract with
Garrett Metals
dated July 12,
2019.
Y
Milestones
: Stream of
Consciousn
ess
Sara Mall
Johani
Three
locations
on F
Street;
one on
Discovery
2002 Maintenance info provided
in email from Dan
Groussman on 2/11/22.
N
Quimper
Coho
Max
Grover
Children’
s section
of the
library
2002 “Don’t put it outside. Dust
it.”
May not meet
criteria for public
art in Public Art
Policy.
N
Draft October 17, 2022
27
Salish Sea
Circle
Gerard
Tsutakaw
a
Pope
Marine
Plaza
2011 Youtube video transcribed
by Dan Groussman July
2021.
Agreement for
Commissioned
Artwork dated
2010
Y
Two Cats
from
Clinton
Georgia
Gerber
Outside
library
entrance
1992 General information on
bronze care provided by
artist’s husband, Randy
Hudson.
N
Public art not owned by City
Creative
District art
markers
Jonah
Trople
Two
downtow
n, two in
Uptown,
one at
Fort
Worden
2021 N/A Commissioned,
owned, and
maintained by
Port Townsend
Main Street
Program
N/A
Girl with
the Wheel
Barrow
Jim
Davidson
(mass
produced
)
Gateway
Park
Installed
by
Soroptimi
sts 2006
N/A Considered a park
memorial by City,
not public art.
Owned and
maintained by
the Soroptimists
(License
Agreement
2/26/07).
N/A
Heron
weatherva
ne
Russell
Jaqua
Haines
Place
Park &
Ride
1995 N/A Commissioned by
JTA through Port
Townsend Arts
Education Center;
Park & Ride
facility designed
by Yvonne Pepin
Wakefield
(according to
Willene McRae)
N/A
Memory’s
Vault
Richard
Turner
(poetry
by Sam
Hamill)
Fort
Worden
1988 N/A Owned by WA
State Parks &
Recreation
Commission
N/A
Totem
pole
Jamesto
wn
S’Klallam
Tribe
NWMC
(corner
of Water
&
Monroe)
2019 N/A Owned by the
Maritime Center
N/A
Other City-Owned Art or Installations
Draft October 17, 2022
28
Kah Tai
Communit
y Tiles
Yvonne
Pepin &
communi
ty
members
Kah Tai
restroom
s
1985 N
Wave
Viewing
Gallery
Covered
deck
structure
behind
Cotton
Building
Formerly listed as
public art along
with
Tidal Clock, which
was
deaccessioned
and removed in
2011/2012.
Y
The anticipated capital improvements for the facilities section of this plan are as follows: Many
placeholders are presented in this table as a facilities assessment is needed to more accurately define
capital investment amounts and timing for each building.
Draft October 17, 2022
29
Facilities (Buidings)
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
Library Windows and
Restroom Rehab
Grant, Bond,
ARPA 352,000 352,000
Facilities Strategic
Management Plan ARPA 75,000 75,000 City Hall Space
Upgrades Phase III, &
Carpet 1,3 floor ARPA 400,000 400,000
-
Subtotal Funded 827,000 - - - - - 827,000 -
Unfunded
Mountain View
Mountain View
Campus Assessment Gen Fund,
REET 30,000 30,000 Mountain View
Campus
Redevelopment
Gen Fund,
Bond, Grant 10,000,000 10,000,000
Mountain View Pool
Roof Assessment
Gen Fund,
REET 10,000 10,000
Mountain View Pool
Roof Replacement Gen Fund,
REET 200,000 200,000
Mountain View Pool
Liner Replacement
Gen Fund,
REET 75,000 75,000
Mountain View Boiler
Pipe Replacement
Gen Fund,
REET 1,000,000 1,000,000 Mountain View
Parking Lot
Resurfacing Gen Fund,
REET 150,000 150,000
City Hall -
City Hall Phase
Space Upgrades IV
Gen Fund,
REET 500,000 500,000
City Hall Elevator
Replacement (1) Gen Fund,
REET 200,000 200,000
City Hall Carpet
Gen Fund,
REET -
Exterior Brick and
Mortar Work
Gen Fund,
REET 75,000 75,000
City Hall Roof Gen Fund,
REET 250,000 250,000
Library -
Charles Pink House
Roof Assessment
Gen Fund
- Charles Pink House
Siding/Roof/Gutters/
Porch Replacement Gen Fund,
REET 250,000 250,000 60,000
Library HVAC
Upgrades
Gen Fund,
REET 200,000 200,000
Library Elevator
Replacement (1)
Gen Fund,
REET 200,000 200,000
Pope Marine Buidling
Siding Gen Fund,
REET 60,000 60,000
Public Works Shops
Gen Fund,
REET
PW City Shop
Predesign
Gen Fund,
REET 250,000 250,000
PW City Shop
Maintenance Buildings Gen Fund,
REET - 15,000,000
Bell Tower
Repairs/Painting
Gen Fund
15,000 15,000
Cotton Building
Cotton Building Roof
Assessment Gen Fund,
REET 2,000 2,000
Cotton Roof
Replacement
Gen Fund,
REET 75,000
Cotton Sound
Control
Gen Fund,
REET 100,000 100,000
Water Barn Repairs Gen Fund,
REET 100,000
Land
Gen Fund,
REET
Art
Gen Fund,
REET
Energy Retrofits Gen Fund,
REET
Subtotal Unfunded 40,000 267,000 10,360,000 525,000 650,000 1,900,000 13,567,000 15,060,000
Total Projects 867,000 267,000 10,360,000 525,000 650,000 1,900,000 14,394,000 15,060,000
Draft October 17, 2022
30
Parks and Recreation
Draft October 17, 2022
31
The purpose of a capital facilities plan for parks is to identify priority investments to sustainably
maintain safe and accessible parks throughout the City. In addition, it allows the City to accommodate
projected population growth in accordance with the growth management act (GMA) of Washington
State.
The City’s Parks, Recreation and Open Space Plan (PROS plan) is used as a guide to identify and plan for
these priorities. It is required to be updated every six years. The latest adoption was in March 2020.
The Comprehensive Plan Capital Facilities Element provides a level of service for parks in two parts:
1. 7.6 acres/1000 population and
2. Local service standards for equitable access, distribution and function as outlined in the PROS
plan.
A. Provide parks and recreation facilities within a 10-minute walk (approximately a half
mile, 0.5) to reach over 90% of Port Townsend’s population by 2036. Currently,
based on the Trust For Public Land’s Park score, about 68% of current Port Townsend
residents are within a 10-minute walk of a park. This objective would increase
the percentage of residents with equitable access over the Comprehensive Plan
period.
B. Ensure parkland within a 10-minute walk meets minimum standards for the park
classification.
C. Prioritize neighborhoods with higher concentrations of families with children or
seniors living alone.
D. Target filling of gaps in central and western city limits by 2036
From the current identified gaps in the PROS plan, the following is a list of CFP projects that need to be
prioritized.
1. Land Acquisition, development of parks: central and western Port Townsend.
2. Trail connections, open space connections, trail improvements:
a. Near Fairgrounds – 49th and San Juan Avenue
b. Discovery Road – West of Sheridan
c. SR20/Sims Way – West of Sheridan
d. Improvements at Lary Scott Trailhead and better wayfinding from ferry.
e. City Watershed – Connect to Olympic Discovery Trail
3. Improve amenities within trails
4. Kah Tai Lagoon Rehabilitation
5. Port Townsend Golf Course, Mountainview Commons concept planning and subsequent
development.
6. Master Plan for 35th street park and subsequent development
7. Improvements at Bobby Mcgarraugh Park, including play and fitness, trails, restrooms, ADA,
upgraded
8. Connected trail loop
Projects that provide capacity at existing parks, allowing more people to enjoy Port Townsend Parks
include:
Draft October 17, 2022
32
1. Improvements at Kah Tai Lagoon to increase passive recreation opportunities, improve existing
facilities and conduct habitat restoration.
2. Improvements to picnic shelters, restrooms, and repairs to slope erosion at Chetzemoka Park.
3. Longer-term improvements across the system to improve parks consistent with concept plans or
minimum classification standards.
Currently, the City has primarily funded its parks and recreation services through the Community
Services Fund, which includes revenues from property taxes, sales taxes, utility taxes, and transfers from
the General Fund. As the Community Services Fund also funds other City services, demand for resources
is competitive and may be constrained in the future. To mitigate the risk of constrained resources on
delivering parks and recreation services, the City is looking for ways to identify and pursue alternative
parks and recreation funding sources.
Draft October 17, 2022
33
The following table provides a list of park capital investments derived from the PROS plan along with
needs identified by staff and placeholders for the parks strategy projects currently underway for the
Golf Course/Mtn View study as well as an aquatics center.
Draft October 17, 2022
34
Parks
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
Chetzemoka Kitchen
Shelter
ARPA,
Donations
100,000
100,000
Kah Tai Nature Park
Redevelopment RCO, REET
23,500
23,500 47,000
Golf Course Master
Plan REET2
125,000
125,000 Community Health and
Wellness Center
(Pool)
RCO, REET,
Bond, 30,000
30,000
Subtotal Funded
278,500 23,500 - - - - 302,000 -
UnfundedCommunity Health and
Wellness Center
(Pool)
RCO, REET,
Bond, 50,000 10,000,000 10,050,000
Chetzemoka Park
Chetzemoka Master
Planning
Gen Fund
40,000 Chetzemoka Slope
Erosion and ADA
Repairs
RCO, REET,
Bond, - 500,000
Chetzemoka Open Air
Shelter Replacement
Gen Fund
100,000 100,000 Chetzemoka
Restroom
Replacement
Gen Fund
250,000 250,000 Chetzemoka
Maintenance Shop
Replacement Gen Fund
300,000 300,000
Bobby McGarraugh
Park
Bobby McGarraugh
Park Master Plan
Gen Fund 25,000
25,000
Bobby McGarraugh
Park Revitalization
RCO, REET,
Bond, 400,000 400,000
Golf Course - Golf Course
Revisioning and
Redevelopment
RCO, REET,
Bond, 2,000,000 2,000,000 2,000,000 6,000,000
Adams Street Park
Irrigation Replacement -
Bishop Park -
Bishop Park Master
Planning
Gen Fund
25,000 25,000 Bishop Park
Redevelopment/ Sims
Way
RCO, REET,
Bond, 500,000 500,000
Howards End Trail/
Wet Lands -
Howards End Master
Planning
Gen Fund
25,000 25,000
Howards End
Redevelopment
RCO, REET,
Bond, 200,000
Skate Park
Resurfacing
Gen Fund
- 350,000
Tyler Street Stairs
Railing Replacement
Gen Fund 20,000
20,000
35th Street Park
35th Street Park
Master Planning
Gen Fund 25,000
25,000
35th Street
Redevelopment
RCO, REET,
Bond, 300,000 300,000 Haller Stairs
Landscape and Tree
Removal
Gen Fund 50,000
50,000
Dog Park
Improvements RCO, REET,
Bond, 350,000
Land/Park Aquisiton
Opportunity Fund
RCO, REET,
Bond, 50,000 50,000 50,000 50,000 50,000 250,000 5,000,000
Buildable Lands &
Open Space Plan
Gen Fund 50,000
Subtotal Unfunded - 2,260,000 10,725,000 3,000,000 50,000 2,675,000 18,320,000 6,050,000
Total Projects 278,500 2,283,500 10,725,000 3,000,000 50,000 2,675,000 18,622,000 6,050,000
Draft October 17, 2022
35
Utilities
The City utilities of wastewater, water, stormwater, and garbage collection are enterprise activities
within the city structure. Enterprise funds must operating on a cost neutral basis. This means that rates
are set to ensure that costs are covered. Part of covering costs, includes investment in capital
infrastructure. Typically, utilities are infrastructure intensive such as with the Water Treatment Facility,
Wastewater Treatment Plant, Compost Facility, and miles of pipe. Typically, the City adopts periodic
update to utility plans and follows up with a rate study to ensure that funding meets projected
expenses. The rates are balanced with the needs to operate the system and invest in capital. The
Capital investments included in this Capital Facilities Plan is based on the investments included and
funded from adopted rates generated from rate studies.
Waste Collection Services
The City currently contracts with Olympic Disposal to provide waste collection services. A new contract
went into place in 2020 and expires in 2030. The new contract includes rates that upgraded equipment
and individual carts. The services include pickup of Trash, Recyclables, and Yard Waste. No specific
capital improvements are included in this plan at this time. However, the City may want to consider the
following topics concerning waste collections.
• The City currently leases Big Bellies for downtown at a cost of approximately $25,000 per year.
This lease includes maintenance and capital. Additional Big Bellies may be helpful in controlling
trash overflows as they include a solar operated trash compactor within them.
• The end of Tyler Street at the foot of the Tyler Stairs is a problem area for waste collections. PT
Main Street and businesses often complain about the look and congestion of multiple cans. The
most effective solution would be to install a joint use trash compactor. This could be funded by
the City, Waste Connections, and the business owners. Typically they are funded by the
businesses. The cost for a compactor is on the order of $150,000.
• The City has numerous garbage receptacles throughout town. These are unique and decorative
and developed by a local foundry. These cans will need to be replaced or rehabilitated at some
point. Staff estimates that there is at least 5 years of life remaining.
• Jefferson County is currently going through the process of planning for a upgrade to the existing
transfer station on Jacob Miller Road or new transfer station at a different location. The city is a
large user of this station and thus, there may be a request for city participation in funding the
transfer station. This could come in a cash contribution or through our contracted rates through
tipping fees.
Olympic Gravity Water System
The OGWS, supplied by surface water diversions on the Big Quilcene and Little Quilcene Rivers, is the
sole source of supply for the city of Port Townsend and the Port Townsend Paper Corporation. Thirty
Draft October 17, 2022
36
miles of transmission pipeline deliver raw water to the city and paper mill via Lords Lake and City Lake
Reservoirs. The city of Port Townsend and paper mill have had a historical partnership dating back to
1928 with the mill being responsible for the operation and maintenance of the water diversion and
transmission system. Negotiations for the new 20-year water supply agreement in 2021 continued the
mill’s responsibility for the operation and maintenance of system but established a cost-of service
approach to funding operations and maintenance of the Olympic Gravity Water System as well as
funding capital replacement of aging infrastructure. This arrangement is documented in a Water Supply
Agreement between the City and the Port Townsend Paper Corporation.
The 30-mile transmission pipeline is by far the
largest individual asset in the OGWS system. Life of
the pipeline is approaching its expected end with
approximately 1/3 of the pipeline 94 years old and
the remaining pipeline between 50-77 years old.
Useful remaining life is a critical need for budgeting
and planning purposes. A comprehensive pipeline
condition assessment will be performed to
determine the maximum useful life and
replacement schedule. The pipeline also needs
additional cathodic protection improvements to
reduce corrosion and extend its life.
The water supply agreement established raw water
rates for a five-year period beginning April 1, 2022,
with an annual income estimate of $4.5 million from
the Mill and $450,000 from the city’s retail water
system. Cost of raw water is calculated on a per
thousand gallon basis using the rate model. Rates in
the rate model are calculated based on cost of
service analysis over a 20-year period. Cost of
service includes a forward projection of operations,
maintenance, and capital costs. The rate model will be updated every five years to establish rates for the
following five-year period. The capital spending plan will be updated at the same time as the rate model.
The rate model does not contemplate that the city will issue any OGWS debt in the next 20 years and
that any capital costs will be paid from revenues received by the OGWS fund. In lieu of debt, the city will
fund capital costs using the capital sinking fund approach to build OGWS reserves to an amount
sufficient to fund the capital costs identified in the capital spending plan. The OGWS fund shall maintain
a minimum balance of $2,000,000 to provide for emergency repairs.
Draft October 17, 2022
37
Olympic Gravity Water System
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
Pipeline and
Appurtenances
Easement Survey
Marking (2042)
Raw Water
Rates - 96,882
Vegetation clearing -
contracted
Raw Water
Rates 79,877 79,877 223,728
Road maintenance
Raw Water
Rates - 81,195
Culvert replacement (5
culverts per 5 years)
Raw Water
Rates 29,264 29,264 121,294 Land swaps -
easement right
purchases (2051)
Raw Water
Rates 249,338 249,338
Air Valves and Boxes
(25)
Raw Water
Rates 146,322 146,322
Pipeline Condition
Assessment
Raw Water
Rates 150,000 399,552 549,552
Cathodic Protection
Raw Water
Rates 154,428 154,428 Steel Pipe
Replacement (1928)
Phase 1 (High
Raw Water
Rates 800,000 800,000 1,600,000 27,312,803 Steel Pipe
Replacement (1928)
Phase 2
Raw Water
Rates - 21,412,839
Install Drain Valve at
Woodsman Gulch
Raw Water
Rates 8,000
Reservoirs
Lords Lake Security
Cameras
Raw Water
Rates 1,800 1,800
Lords Lake Seismic
Assessment
Grant, Raw Water
Rates 159,000 159,000
Lords Lake East Dam
Rehabilitation
Grant, Raw
Water Rates 200,000 200,000 4,448,177 4,848,177
City Lake Fencing
Replacement (2041)
Raw Water
Rates - 187,756
Lords Lake Fencing
Replacement (2041)
Raw Water
Rates - 187,756
City Lake House and
Outbuildings (2036)
Raw Water
Rates - 982,182
DiversionsReplacement of
Control Valve Building
and Control Gate
Raw Water
Rates 125,000 125,000 Big Quilcene Diversion
House and Buildings
(2036)
Raw Water
Rates - 678,300
Equipment
Tractor and Implement
Replacement
Raw Water
Rates 49,000 49,000
Truck Replacement (3)
Raw Water
Rates 148,000 148,000
Spare PartsPipe (4 sections 24"
diameter, 1/4" thick,
20' length)
Raw Water
Rates 22,962 22,962 Pipe (4 sections 30"
diameter, 1/4" thick,
20' length)
Raw Water
Rates 34,454 57,416 91,870
Subtotal Funded 784,521 656,969 348,000 4,623,763 800,000 1,049,338 8,254,591 51,284,735
UnfundedDevelop Hydro
Generator for Big
Quilcene Residence 20,000
Subtotal Unfunded 20,000
Total Projects 804,521 656,969 348,000 4,623,763 800,000 1,049,338 8,254,591 51,284,735
Draft October 17, 2022
38
Water
Periodically, the City adopts a water system plan update outlining the condition of the existing system
and planning for the future consistent with the City’s Comprehensive Plan. In this plan, a capital
improvement plan is outlined to project for the capital needs of the system. The water system plan can
be viewed on the City’s website at https://cityofpt.us/citycouncil/page/city-plans. A general overview
of the water system is as follows:
An ultrafiltration membrane filtration system with chlorine disinfection treats raw surface water to
drinking standards. After treatment, a 5-million gallon reservoir and 1-million gallon standpipe provide
required storage while serving different elevations within the service area. The city maintains
approximately 110 miles of distribution pipelines delivering water to over 5100 service connections. In
addition, the city maintains over 756 fire hydrants and 1800 valves as part of the distribution system.
The priority for Water Distribution capital improvements during
this planning period will be the replacement of aging
distribution system waterlines. Funding will be significantly less
than what is ultimately needed for pipeline replacement at the
end of anticipated useful life. Focusing main replacement
activities on the sections of pipeline in the poorest condition
and on those that are known to have substantial leakage can
maintain the overall distribution system in a good serviceable
condition.
Water utility revenues fully support capital infrastructure and
operations of water treatment and distribution. Monthly base
rates include a fixed operation and maintenance rate and a
capital surcharge based on meter size for water service inside City limits. The capital surcharge was
adopted to pay for a new water treatment facility and 5-million gallon reservoir, which cost more than
$24 million. Water service outside City limits is based on the same fees at a 20 percent higher rate.
Utility rates vary on income level, meter size, and location within or outside City limits and are based on
usage per 1,000 gallons.
The city also charges a water system development charge (SDC). The one-time new customer SDC is
assessed based upon the customer’s fair and equitable share of the general water facilities. The SDC is
determined by multiplying the total number of equivalent residential units (ERUs) for the service(s) to be
installed by SDC. The ERU factors for determining the proportional equivalent of various sizes of water
meters. The city may allow deferral of payment of SDCs for a private or public nonprofit organization
which is developing or constructing low-income single-family housing units for low-income individuals or
families.
The financial health of a utility may be judged by employing four financial viability tests including
operating cash reserves. Reserves must be greater than one eighth of annual operating expenses.
According to the DOH Financial Viability Manual, operating expenses do not include debt or capital
costs. The rate model shows the city maintaining a minimum of 60 days of operating expenses each year
over the 2019-2028 planning period.
Draft October 17, 2022
39
Water Distribution and Treatment
Wastewater
The City of Port Townsends wastewater handling involves 3 distinct areas. 1. Collection system, all the
pump stations and pipes that transport sewage to the Treatment Plant. 2. The Wastewater Treatment
Plant where the sewage gets treated and made safe to put back into the environment. 3. The
Composting Facility where three waste streams (bio-solids, septage, and yard waste) are combined to
make an extremely useful and beneficial product that we are able to sell to the public and use in many
areas around the City.
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
OGWS Master Water
Meter Installation Rates 175,000 175,000
Pacific & Spruce Rates 70,000 70,000 Water Main
Replacements &
Upgrades
Rates
100,000 100,000 200,000 200,000 200,000 200,000 1,000,000 2,000,000 Standpipe Painting
and Corrosion
Protection Rates 140,000 750,000 890,000
Discovery Road Rates 190,000
2023 Ford Ranger
Adding New Vehicle Rates 35,000 35,000 Water Meter
Replacement and
Upgrades Rates 438,247 321,437 321,437 321,437 1,402,560 321,437
Filter Membrane
Replacement Rates 328,687 328,687
Master Water Plan
Update Rates 100,000 100,000 50,000
Subtotal Funded 710,000 850,000 638,247 521,437 850,125 621,437 4,001,247 2,371,437
Unfunded
Solar Roof at Water
Treatment Fac.Grant 750,000
Subtotal Unfunded - - - 750,000 - - - -
Total Projects 710,000 850,000 638,247 1,271,437 850,125 621,437 4,001,247 2,371,437
Draft October 17, 2022
40
Our Current WWTP was constructed in the early 1990’s and as a tribute to its designers, the people who
built it, and the operators who have kept it going since, the facility has not had to have any major repairs
and except for a new chlorine storage tank, we have not had to replace any of the major components
that make up the Treatment Plant. It has done an exceptional job of living up to its design and potential,
however, it is really starting to show its age. As pointed out in the Jacobs report and will show in the
new sewer plan there are some big areas of the Plant that will need some attention very soon. When a
treatment plant is designed it is designed for a 20-year life and we are currently beyond 30. One
pressing area we need to look at very soon is our
SCADA system, or electronic communication between
different pieces of equipment, as you can imagine
there have been a few changes in electronics since
1990 and new parts for our system are not being
made so we must look at the used market to get
repair parts for what we have. That market will end
one day. Many of the original pumps and other
equipment are still in use today, yet they operating
are on borrowed time.
The Composting Facility was constructed at the same time as the WWTP. It was designed as a way for
The City to manage its own bio-solids and bee a place for Jefferson County to have a required place to
manage septage that gets pumped. The Compost facility has seen a few upgrades since it was built but it
is also running on the original SCADA system and still has a lot of original equipment that needs to be
looked at getting replaced.
The Wastewater System report history includes:
• 2000 General Sewer Plan
• 2009 Southwest Basin Sewer Study
• 2012 Mill Road Lift Station Study
Draft October 17, 2022
41
• 2019 Jacobs “Port Townsend Condition Assessment Summary Report” 9/11/2019
An update to the general sewer plan is currently underway. The City hired an engineering firm (RH2
Engineering) to do the work of studying our current condition of the collection system, treatment
facility, along with the Composting Facility. While this process is underway, the Washington State
Department of Ecology put issued an General Wastewater NPDES discharge permit on dischargers to the
Salish Sea. Work has been added to study the plant and figuring out optimization necessary to to meet
this new permit requirements. Another addition was Jefferson County also wanted to take an in-depth
look at our ability to be able to increase the amount of septage that could be brought to and treated at
the Compost Facility so, they gave us some additional funds to have RH2 look at that also. With the
additional work we added to them RH2 is looking at completing the new sewer plan update by the end
of 2023. This new and updated sewer plan will give a roadmap to work from for the next 20 years
including anticipated new capital plan and rates. All of the assessments that the Jacobs report listed will
be done by RH2 as part of their looking into improvements and repairs that need to be done at the
WWTP.
Kuhn St House:
Built in 1901 the Kuhn Street house known as the Wastewater Treatment Plant office building was an
old two-story home that has been converted to serve as office space. Major renovations include heat
pump replacement in 2019 and new roof was added in 2020. Outstanding repairs- Exterior decking
needs replaced along with siding is showing signs of rot. Carpet and windows are also showing their
age. The Kuhn St House is separated from the Wastewater Treatment Plant by a right of way. The
right of way cannot be vacated as it accesses a shoreline of the State. The City may want to consider
selling the Kuhn Street House as a source of capital for the sewer system and use the proceeds to
purchase land nearby for future expansions. This question will be evaluated as part of the General
Sewer Plan update.
Wastewater Collection
The city maintains more than seventy-seven miles of sanitary sewer lines, has 120 manholes, 6 lift
stations, and 3 emergency generators.
The City’s maintenance program is intended to avoid or minimize problems that can occur in the system
and to keep it running efficiently as possible. The city is responsible for the sewer main lines and the
business/homeowner are responsible for their sewer service line, or side sewer. This runs from the main
Draft October 17, 2022
42
line connection to the residence/business. Annual Maintenance: Each year, the Public Works crews
clean approximately one-quarter of the City's sewer lines. Cleaning begins in the Fall and is completed
by the end of November. Some of the lines are cleaned more frequently to keep them functioning
properly. The sewer lines are cleaned with a cleaning nozzle that is propelled from one maintenance
hole to the next using water under high pressure (1,500 to 2,000 PSI). The nozzle is then pulled back to
the starting maintenance hole. As the nozzle is pulled back, water scours the inside of the sewer pipe.
Any debris in the pipe is pulled back with the water. The debris is removed from the maintenance hole
with a vacuum unit. If roots are found, they are cut with a root cutter. The city cleans and root cuts any
problem areas one to two times per year. City sewer lines requiring a higher level of maintenance are
cleaned annually or semi-annually. Much of the aging sewer lines are clay and are in need of replacing
or relining. Sewer pipe retrofits can be done by using in-situ cast in place liners if done before the pipe
collapses. The General Sewer Plan may recommend an annual investment in lining sewer pipes.
Given the General Sewer Plan is under development, this year plan includes placeholders for
investments anticipated and based on information already gathered. Staff anticipates significant
revisions to the Wastewater section of this plan next year when the rate study is completed.
Draft October 17, 2022
43
Wastewater Treatment and Sewer Collections
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
New Outfall Rates, Loan 100,000 3,400,000 3,500,000
Eng. Report for
WWTP Upgrades Rates 140,000 140,000
General Wastewater
(Annual)Rates 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Maintenance Holes Rates 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Mill Road Lift Station Rates, Grant 1,700,000 1,700,000
Discovery Road Rates 93,000
Carry forward for Gen.
Sewer Plan Rates 100,000 100,000
Nutrient Study Grant 160,000 160,000
Additional Pickup Rates 40,000
Subtotal Funded 793,000 5,540,000 300,000 300,000 300,000 300,000 7,400,000
-
Unfunded
Pipe under Belt press
replace Rates 150,000 150,000
Mill Road Lift Station Grants, LFC 2,500,000
New Influent PS
Coating System Rates 315,000 315,000
Headworks Plastic
Liner Repair Rates 210,000 210,000
Secondary Clarifier
Mechanism Recoating Rates 350,000 350,000
Concrete Launder
Coating Rates 105,000 105,000 Influent Pump
Instrument
Replacement Rates 70,000 70,000
PLC Replacement Rates 630,000 630,000
UPS Replacement Rates 14,000 14,000
VFD Replacement Rates 105,000 105,000
Flow Meter
Replacement Rates 14,000 14,000
Arc Flash Rates 42,000 42,000
Non-Pot pump rebuild Rates 40,000 40,000 80,000
Emergency Generator
for Monroe Rates, FEMA 400,000
Slip lining of main lines Rates 300,000 300,000 600,000 3,000,000
Placeholder for
WWTP Upgrades
Grants, Loan,
Rates - Placeholder for
Nutrient System
Upgrades Rates -
Kuhn St. House Siding
and Windows Rates 60,000 60,000
Kuhn St. House Deck Rates 10,000 10,000
WWTP expansion land
purchase Rates 1,200,000 1,200,000
Sewer Trunkline
extensions placeholder
Grant, Loan,
LFC, LID 300,000 300,000 300,000 900,000
Inflow removal (ie
Lawrence ST)
Grant, Loan,
Rates 750,000 750,000 5,000,000
COMPOST FACILITY -
Placeholder for
expansion Rates, SDC 1,500,000 1,500,000
Placeholder for septic
(Jeff Co.)Jeff. Co., Fees 2,500,000 2,500,000
Placeholder for Mech.
Sys. Repl.Rates 1,000,000 1,000,000
Subtotal Unfunded - 3,935,000 1,620,000 1,600,000 1,350,000 5,000,000 10,605,000 8,000,000
Total Projects 793,000 9,475,000 1,920,000 1,900,000 1,650,000 5,300,000 18,005,000 8,000,000
Draft October 17, 2022
44
Stormwater
The City’s stormwater system consist of a combination of
stormwater collection pipes, roadside ditches, rain gardens,
stormwater drainage corridors, and storage facilities such as
Froggy Bottoms and Kah Tai Lagoon. A complete description of
the City’s stormwater system is included in the Stormwater
Management Plan adopted in 2019.
The City’s stormwater utility funds maintenance and operations of
the stormwater system and just a small amount of capital. Several investments have been made
recently utilizing economic development loans and grants. The Regional Stormwater Facility completed
in 2021 receives reimbursement funding as development occurs in the Rainier Subarea. The
reimbursements were established as mitigation fees by Ordinance 3267. The current rate for 2023 is
$1.26 per square foot of impervious area. These rates increase annually by the CPI.
Beginning in 2024, the City will become an NPDES Phase II community
meaning the City will be required to be permitted under the General
Permit for Western Washington. Complying with these permitting
requirements will put additional strain on the stormwater utility. In
2023 a rate study and plan for compliance with the General Permit
will need to be performed in preparation for the first NPDES permit
cycle.
The following capital investments are based on estimates in the current rate study. The current rate
study runs out in 2024. Unfunded estimates of future water quality grants are included based on funding
becoming available associated with becoming an NPDES Phase II community.
Draft October 17, 2022
45
Stormwater
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded -$
General Stormwater
Capital (Annual)Rates 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Pacific and Spruce Rates 20,000 20,000
Lawrence Rates 15,000
2023 Banked Capacity
projects storm portion Rates 251,970
Discovery Road Rates 250,000
16th Sheridan to
Landes Rates 210,000 210,000
Center Street Rates 400,000 400,000
Lawrence Rates 850,000 850,000
Basin Planning Rates 50,000 50,000
Capital Plan per Rate
Model to 2039 Rates - 2,200,000
-
Subtotal Funded 586,970 260,000 50,000 100,000 450,000 900,000 1,830,000 2,200,000
Unfunded -
Placeholder for Water
Quality Imp.Grants, Rates 500,000 500,000 1,000,000 2,000,000
-
Subtotal Unfunded - - - 500,000 - 500,000 1,000,000 2,000,000
Total Projects 586,970 260,000 50,000 600,000 450,000 1,400,000 2,830,000 4,200,000
Draft October 17, 2022
46
Transportation
The City’s transportation system is one of the largest assets and liabilities in terms of infrastructure.
Streets, Trails, and public right of ways serve numerous public purposes. Port Townsend has established
values for right of way such as to support non-motorized interconnected networks through the non-
motorized plan, open space, tree preservation, in addition to traditional uses for utilities and streets.
The City is in the process of developing a Comprehensive Streets Program intended to develop an
investment strategy balancing the demands for investments in the Streets and right of way networks.
Note, that unimproved trails are part of the City’s Parks Plan and are considered recreational assets
even though they are often used for transportation purposes. With the development of a
Comprehensive Street program, the City anticipates identifying funding sources to make investments in
the City’s street system. The condition of the City’s streets is very poor due to the lack of investments
dating back to Initiative 695 in which transportation funding from the State was severely reduced.
The Transportation Section is broken down into three sections to define how funding is typically
allocated to streets.
Streets Maintenance
The city maintains over 81 centerline miles of streets in the City Limits as outlined below.
• City Streets (Excludes Fort Worden and Port, Includes Driveways in ROW): 98.18 Miles
• City Streets (Excludes Fort Worden, Port & Driveways in ROW): 92.37 Miles
• Paved Streets (Excludes Fort Worden and Port): 83.41 Miles
• City Maintained Paved Streets (Excludes Fort Worden and Port): 77.85 Miles
• Privately Maintained Paved Streets (Excludes Fort Worden and Port): 5.56 Miles
• SR 20: 2.8 Miles
• Gravel Streets (Excludes Fort Worden and Port, Includes Driveways in ROW): 14.77 Miles
• City Maintained Gravel Streets (Excludes Fort Worden, Port & Driveways in ROW): 3.52 Miles
• Total City Maintained Streets (Excludes Fort Worden, Port & Driveways in ROW): 81.37 Miles
Maintenance of City Streets is generally not classified as capital as it includes pavement patching,
vegetation control, striping, plowing, sweeping, signing, lighting and more. However, how the City
maintains a street impacts capital investments in terms of rebuilding streets and performing major
repairs which then become classified as capital and demand a much greater level of investment. The
figure below illustrates how costs go up significantly at about a 40% drop in street quality or condition.
Draft October 17, 2022
47
Typical Pavement Life Curve
One of the purposes of the Comprehensive Streets Program is to review how the City maintains streets
to lessen capital burdens later.
Presently all, street funding goes to the maintenance budget excluding a small portion going toward
debt service.
Capital purchases that will support streets maintenance includes equipment purchases such as a 10 CY
dump truck, a small roller for patching, and pavement hot box. These capital requests are in the 2023
budget proposal in the fleet section of the plan.
Pavement Rehabilitation and Preservation
Presently, the City does not have a sustainable funding program to
perform preventative work on streets. The only work done on
streets in the last few years has been associated with large grant
funded projects such as Discovery Road. Pavement preservation
includes practices such as chip seal, pavement overlays, shoulder
and drainage repair. Pavement rehabilitation means that the street
requires complete rebuilding or special treatments that are more
expensive than pavement preservation.
This year’s capital plan includes a place holder of $1 million per year for pavement preservation and
rehabilitation.
Draft October 17, 2022
48
Street Improvements
Street improvements are defined as making improvements to the transportation system. These
improvements may improve mobility, facilitate ADA accessibility, improve safety, and address aesthetics
and stormwater runoff. The City is required by the State of Washington to submit annual a Six Year
Transportation Improvement Plan (STIP). Street improvements are identified in this plan in order to be
eligible for grant funding and to provide a long term outlook of the City’s transportation improvement
needs. The STIP can be used to establish transportation minor needs such as pavement preservation
and small improvements such as traffic calming in addition to larger road reconstruction projects such as
Discovery Road. The Council adopts the STIP every July and therefore, it is included in this plan by
reference.
The following table is a summary of all streets needs as adopted in the STIP and projected costs for
pavement rehabilitation and preservation.
Streets
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
2023 Banked Cap.
Street Repair
2023 Banked
Capacity
868,000
868,000
Discovery Road
Grants, REET,
Loan, Storm
4,628,127
4,628,127
Pacific and Spruce
2022 Banked
Capacity
82,881
82,881
9th St. Sidewalk
2022 Banked
Capacity
212,500
212,500
Lawrence ADA
Upgrades
2022 Banked
Capacity
55,000
55,000
Discovery Rd Grant to
Sheridan HSIP
50,000
183,000 233,000
Kearney Street
STP Federal
Funds
465,400
465,400
-
-
Subtotal Funded
6,361,908 183,000 - - - - 6,544,908 -
Unfunded
Annual Rehab. and
Preservation
TBD, Prop. Tax,
Gen. Fund 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 14,000,000
Six Year Trans. Imp.
Plan
Grants, Gen.
Fund,300,000 1,070,000 1,824,000 1,874,000 81,809,000 86,877,000
-
Subtotal Unfunded - 1,300,000 2,070,000 2,824,000 2,874,000 82,809,000 91,877,000 14,000,000
Total Projects 6,361,908 1,483,000 2,070,000 2,824,000 2,874,000 82,809,000 98,421,908 14,000,000
Draft October 17, 2022
49
Fleet (Equipment Repair and Replacement)
In July 1974, the Port Townsend City Council adopted Ordinance 1712 to establish an Equipment Repair
and Replacement Fund (ER&R). The purpose of the fund is to maintain, repair & replace City vehicles
and auxiliary equipment. The fund charges the appropriate department/fund annually based on
expenses incurred two years prior for maintenance of equipment. The fund also charges depreciation
for equipment based on an estimated life and replacement value to replacement of vehicles. By using
the Equipment Rental Fund, the City developed an efficient, streamlined and coordinated method of
dealing with vehicles and large pieces of equipment.
When equipment is up for replacement or equipment repair costs become too high, the fund generally
has accumulated enough capital over its life to replace the equipment. Equipment may be purchased
earlier or later than initially scheduled due to the specific circumstance surrounding the equipment.
Equipment that is not replaced may incur additional repair expenditures, experience increased
breakdowns causing delays and become a safety issue for the City.
The City of Port Townsends Fleet Maintenance Division maintains over 100 pieces of equipment for ten
different departments. The Division provides multiple services including asset management, fleet
replacement planning and purchasing, vehicle specification, used vehicle sales and maintenance. Repair
work includes police cars, backhoes, dump trucks, pickups, mowers, portable equipment, welding and
metal fabrication. The Division also conducts repairs back-up generators at several facilities.
Replacement schedules for vehicles are influenced by industry standards, but are also based on other
variables. Vehicles are also evaluated in replacement based on classes of standard replacement, such
utility trucks (pickups) which are set up on a 15-year replacement schedule. The amount of replacement
dollars invested is tracked by fund in order to prevent mixing of utility and general funds.
In 2019, the City made a significant change to the replacement portion of the ER&R fund by removing
general fund vehicles from the replacement funding schedule. This move was made to save the General
Fund operating costs of paying for vehicle replacement. A full description of the change is included on
the City’s website at this City Council presentation link:
https://cityofpt.granicus.com/MetaViewer.php?view_id=4&clip_id=1803&meta_id=159039
Given, general fund (ie police, parks, engineering, planning, facilities) do not have replacement dollars in
the fund and are not saving for replacement, the City will need to generate large amounts of capital to
replace these vehicles as one-time purchases. This approach is generally unsustainable in that large
capital expenditures for fleet is challenging to budget.
Given the history of the fleet replacement policies, two tables have been created. The first table
represents fleet capital within the replacement program and the second table provides fleet needs for
departments outside of the fleet replacement program. It is noted that the replacement portion of the
ER&R fund does not have enough capital for upcoming replacement needs and thus includes an
unfunded section.
Draft October 17, 2022
50
Vehicle Replacements Included in the ER&R fund
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded
Streets
2023 10yd Dump
Truck Replacing #54
ERR
300,000 300,000
2024 P/U 3/4Ton
Replacing #45
ERR
40,000 40,000
2027 IR Roller
Replacing #41
ERR
60,000 60,000 Bucket Truck
Replacing #52 10%
Facilities
ERR
150,000 150,000
Streets/Storm
Grader Replacing
#27
ERR
375,000 375,000
2023 Street Sweeper
Replacing #43A
ERR
425,000 425,000
New Holland Mower
Replacing #24
ERR
80,000 80,000
Streets, Sewer, Storm
2024 5yd Dump
Truck #70
ERR
300,000 300,000
2024 Ford Ranger
Replacing #77
ERR
35,000 35,000
2025 Ford Ranger
Replacing #18
ERR
35,000 35,000
Streets, Sewer, Storm
and Water Distrbution
2028 Internationa
Dump Replacing #46
ERR
300,000 300,000
Miller Tilt Deck
Trailer
ERR
40,000 40,000
Water Distribution
2023 P/U W/Service
Body Replacing #61
ERR
60,000 60,000
2024 Ford Ranger
Replacing #88
ERR
35,000 35,000
2025 Backhoe 310D
Replacing #48
ERR
150,000 150,000
Biosolids
2024 Screen
Replacing #128
ERR
275,000 275,000
2024 F-150
Replacing #122
ERR
40,000 40,000
2025 F-150
Replacing #55
ERR
40,000 40,000
2027 Mixer
Biosolids
100,000 100,000
2028 Loader
Replacing #151
ERR
250,000 250,000
2026 f-250 Replacing
#22 ERR
36,000 36,000
Water Quality
2024 Ford Ranger
Crew? Replacing #67
ERR
38,000 38,000
2025 Ford Ranger
Replacing #152
ERR
35,000 35,000
Sewer Collections
Sewer TV Trailer #10 ERR $ 33,407 $ 33,407
Subtotal Funded 785,000 986,407 635,000 36,000 160,000 630,000 2,932,407 -
Unfunded Biosolids 2024 Dump
Truck 15 YD Box
Replacing #122DT ERR $ 350,000 $ 350,000
WD 2024 Vactor
Replacing #42A
ERR $ 500,000 $ 500,000
Streets/Storm Kick off
Broom
ERR $ 70,000 $ 70,000
S.S.S.WD 544G
Loader Replacing #20
ERR $ 250,000 $ 250,000
Subtotal Unfunded - 1,170,000 - - - - 1,170,000 -
Total Projects 785,000 2,156,407 635,000 36,000 160,000 630,000 4,102,407 -
Draft October 17, 2022
51
Fleet Needs with No Funding for Vehicles Outside of the ER&R fund
PROJECT NAME Source of
Funds 2,023 2,024 2,025 2,026 2,027 2,028 Total (2023-
2028) 2029+
Funded -
(2) Police Cars
ARPA,
Reserves
170,000
170,000
Subtotal Funded
170,000 - - - - - 170,000 -
Unfunded(2) Police Cars
Replacing #317 &
#314
Reserves 150,000
150,000 (2) Police Cars
Replacing #321 &
#328
Reserves
150,000 150,000
(2) Police Cars
Replacing #318 & 300
Reserves
150,000 150,000
(2) Police Cars
Reserves
150,000 150,000
(2) Police Cars
Reserves
150,000 150,000
(2) Police Cars
Reserves
150,000 150,000
Police Fusion Chief
Car Replacing #322
Reserves
30,000 30,000
Police Ford Ranger
Replacing #324
Reserves 35,000
35,000
Police SUV Tahoe
Replacing #329
Reserves
100,000 100,000
Police SUV Escape
Replacing #327
Reserves
30,000 30,000
Police Malibu
Replacing #323
Reserves
30,000 30,000
Parks F-150 Replacing
#11
Reserves 35,000
35,000 Parks Cab & Chassis
w/dump Replacing
#131
Reserves 50,000
50,000
Parks/Bio/Streets
Kubota/Brush Hog
Reserves
10,000 10,000
Parks Ford Ranger
Replacing #19
Reserves
35,000 35,000
Parks F-250 Replacing
#306
Reserves
40,000 40,000
PWA 2024 SUV or p/u
Replacing #94
Reserves
32,000 32,000
PWA Hybrid or EV
Replacing E1
Reserves
30,000 30,000
PWA Hybrid or EV
Replacing E2
Reserves
30,000 30,000
PWA Explorer
Replacing #303
Reserves
40,000 40,000
Facilities Ford Ranger
Replacing #145
Reserves
35,000 35,000
Facilities Ford Ranger
Replacing #123
Reserves
35,000 35,000
DSD Ford Ranger
Replacing #101
Reserves 35,000
35,000
Library Car? Replacing
#119
Reserves
35,000 35,000
Subtotal Unfunded 305,000 362,000 215,000 285,000 150,000 250,000 1,567,000 -
Total Projects 475,000 362,000 215,000 285,000 150,000 250,000 1,737,000 -
Draft October 17, 2022
52
Information Technology
The purpose of the I.T. Equipment Rental & Replacement Fund (ITERRF) and the I.T. Operations &
Maintenance Fund (ITOMF) is to manage replacement and maintenance funds to ensure sufficient
monies are available when needed. The ITERRF and ITOMF are designated as Internal Service Funds with
three major functions. The Replacement function supports the process to provide for replacement of
assets. The Administration function supports asset and operations management. The operations
function supports maintenance and intergovernmental activities.
During the budget process, the Information Technology Services Department will establish reserves for
the replacement of assets.
1. Replacement charges are generally calculated based on the estimated cost of each equipment
category, its useful life, and the anticipated replacement value. Replacement rates are
sometimes adjusted for special purposes. Departments will be charged based on number of
equipment. A calculation model shall be used to track each individual asset and determine the
appropriate replacement charge.
2. Replacement rates may be adjusted when the useful life of an asset is changed, 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.
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.
Draft October 17, 2022
53
Figure 1
PROJECT NAME Source of
Funds 2023 2024 2025 2026 2027 2028 Total (2023-
2028)2029+
Funded 86,500 40,000 60,000 60,000 60,000 60,000 366,500
ERP Upgrade, 4-5
year cycle IT-ERR 70,000 70,000 70,000 70,000 70,000 70,000 420,000
Upgrade Laserfiche ARPA 25,000 25,000
Upgrade SQL Server ARPA 15,000 15,000
-
Subtotal Funded $ - 196,500 110,000 130,000 130,000 130,000 130,000 826,500 -
Unfunded - Secure WiFi; wiring &
access points for City
Hall 30,000 30,000 Chamber upgrades;
big screen, upgrade
recording equipment & 35,000 35,000 70,000
Modernize stairwell
switch room 50,000 50,000
Subtotal Unfunded -$ 115,000 35,000 - - - - - -
Total Projects -$ 311,500 145,000 130,000 130,000 130,000 130,000 826,500 -
Draft October 17, 2022
54
Housing, Economic Development, and the Environment
This section of the plan captures capital associated with infrastructure that is often part of a larger
community and regional program. These projects are often partnership projects and tend to address
the most pressing social issues a community faces based on local, state, national, and world wide
conditions.
The Funded list includes Evans Vista, Sims Gateway and Boatyard Expansion, Cherry Street-Carmel
Building housing project, buildable lands inventory, and technology upgrades for more timely permit
processing.
Evans Vista is an area owned by the City southwest of Rainier Street and Sims Way that is intended to be
a demonstration project of mixed-use housing and commercial with a range of affordability pricing. This
project is both supported by the Comprehensive Plan Housing Element Implementation Strategy No. 8
and 9 as well as the Rainier Street Subarea Plan.
The Sims Gateway and Boatyard Expansion will modify the Sims Gateway subarea to achieve several
goals: 1) improve electrical utility safety, 2) remove and replace nonnative tree species with a new
native tree standard 3) increase size of Port of Port Townsend boatyard thus expanding economic
opportunity. This project originates from the Comprehensive Plan’s Implementation Strategy, which
requires review and modification of existing subarea plans.
The City and the Homeward Bound Community Land Trust entered into an agreement to deliver
affordable housing with the refurbishment of the Carmel building that was barged from Victoria, B.C., in
2017 to be a demonstration project as encouraged in the Comprehensive Plan. The City took out an
$834,000 bond in 2018 to fund engineering, design, permitting, and pre-construction costs and then
authorized a loan to Homeward Bound with anticipated repayment funded partly by the rent of those
units. The project was plagued with unanticipated challenges and Homeward Bound agreed to exit the
project. The City subsequently authorized the transfer of ownership to another party, Bayside Housing,
to complete the project. Work was underway to proceed with the transfer, including advancing a
number of land use actions including but not limited to work on easements, right of way dedication and
permit review. Due to rising costs of construction and labor, Bayside Housing determined they were not
longer able to take the project on. Since that decision in June 2022, the City has been working through a
number of possible options and scenarios. Those were debuted at the City Council workshop on August
8, 2022. More evaluation and work are underway and a final decision will be made by City Council in the
coming months.
The Comprehensive Plan Housing Element Implementation Strategy directs the City to conduct a
residential buildable lands inventory. While GMA does not require Port Townsend to update its
residential BLI at this time, a local update would provide valuable data to inform next steps. Although
there appears to be more than enough vacant residentially zoned land to accommodate forecast
population and housing growth over the next 20 years, it is likely that there is not enough immediately
buildable (or shovel-ready) land served with infrastructure. Lack of shovel-ready sites is particularly
problematic for higher density single- and multi-family development at locations proximate to multi-
modal transportation and close to the urban core. Matching the capacity of the truly buildable land
supply to specific categories of owner and rental demand by income/price level is pivotal to determine
Draft October 17, 2022
55
whether, where, and how much land should be designated for higher density and more affordable
housing. The proposed 2023 budget and CFP identifies $60,000 for this project in 2023.
In 2025, the City will be required to conduct a Periodic Update of its Comprehensive Plan. In 2023, the
Department of Commerce will provide a formulaic grant of $125,000 once the City can complete its
periodic checklist and scope of work. This will not be enough to complete the project. Additional money
will be needed, that may be sourced from ARPA, to resurrect a lost long-range planning position for an
up to two-year term. The position would assist with the Comprehensive Plan Update, managing grants,
and would support housing policy and other long range planning projects.
Finally, in 2022 the City made investment to support technology upgrades to transition to paperless
permitting to enhance predictable timely processing, and to ensure predictability and capability during
the COVID-19 lockdowns and social distancing requirements. The City used ARPA funds to purchase Blue
Beam Revu licenses for staff to markup development documents as well as a laptop computer so that
the building inspector can update project records while in the field. Monitors to assist with digital review
were also purchased. In 2023, the City is interested in further improving permit processing by
purchasing an Application Programming Interface that would merge Blue Beam markup with its
Smartgov Permit database (where workflow, documents, fees, and status are stored on a project that
can be reviewed internally and to a certain extent, externally. This automates some of the manual steps
that occur now during project review. The funding would also be used for an inkjet printer so that the
Building Inspector can post site notices on the fly without returning to the office.
The Unfunded list represents community and Council support for 2023 Strategic Workplan projects.
Though currently unfunded, this list represents potential budget impacts so that the City can seek
various revenue sources such as grants. The list also represents action items and projects identified in
the City’s Comprehensive Plan, subarea plans, and functional plans.
Housing, Economic Development and Environment
PROJECT NAME Source of
Funds 2,023 2,024 2,025 2,026 2,027 2,028
Total (2023-
2028) 2029+
Funded -
Evans Vista - Plan and
Entitlements Jeff. Co. ARPA 500,000 500,000
Sims Way Gateway
and Boatyard Exp. PIF, REET 150,000 150,000
Cherry Street - Carmel
Building Bond 100,000 100,000
Buildable Lands
Inventory Gen Fund 60,000 60,000 60,000
2025 Comprehensive
Plan Update
Grants, Gen
Fund, ARPA 125,000 75,000 75,000
Tech. upgrades:
Timely permit
processing ARPA 8,400 20,000 10,000 38,000 20,000
Subtotal Funded $ - 943,400 95,000 75,000 - - 10,000 848,000 80,000
Draft October 17, 2022
56
Housing, Economic Development and Environment
Economic
Development
Downtown Restrooms LTAC, Sewer 500,000 500,000
Thayer Street - Wash.
to Sims LID -
Review and Modify
subarea plans (CP
Land Use Element
Implementation
Strategy No. 6). Gen Fund
Electric Vehicle
Charging stations Grants, LTAC
Bikeshare and
escooters Grants, LTAC
Water walk - Urban
Waterfont Plan
Gen. Fund,
Grants 100,000 100,000 50,000
Childcare Facility
Resources
EDC contract
Facade Improvement
Grants
Wayfinding and
interpretive heritage
signage improvements
(CP Econ. Dev
Implementation
Strategy)250,000 250,000 25,000
Downtown Market
Study in conjunciton
with Main Street
Program 100,000 100,000 100,000
Downtown Parking
Management Plan (CP
Economic
Development
Implementation
Stragey No. 2)
Creative District grants
Olympic Discovery
Trail extension across
City owned property
Evans Vista
Development
Marketing 25,000 25,000
seasonal weekday
public produce market
at old ferry dock on
Quincy Street 25,000 25,000 5,000
Parking structure
feasiblity study
downtown - Urban
Waterfront Plan 200,000 200,000
Identify needs and
cumulative impacts of
private ferry proposals
with adequate parking 50,000 50,000
Place utilities
underground
downtown.100,000 100,000
Draft October 17, 2022
57
Housing, Economic Development and Environment
Environmental
Sea Level Rise Action
Plan
Grants, Gen
Fund 250,000 2,000,000
Work with Port to
obtain grand funding
for stormwater, flood,
and economic
development projects
(CP Economic
Development
Strategy)50,000 50,000 50,000
Climate Action
Committee Action
Plan Support
Marketing and
Coordination with
other entities (CP
Economic
Development
Implementation
Strategy No.
Draft October 17, 2022
58
Housing, Economic Development and Environment
Impact Fees
If the City were to implement impact fees, RCW requires tracking of impact fees and annual reporting.
This section is a place holder in case impact fees are utilized in the future. An impact fee analysis was
provided to the City Council on in December of 2021 while adjustments were being made to the water
connection fees. The following table illustrates a comparison of impact fees to other cities. Impact fees
can be a revenue source for growth related impacts to parks, transportation, fire, and school public
services.
Housing
Surplus City property
for affordable housing Gen Fund 50,000 50,000 50,000 150,000 300,000
affordable housing and
workforce with
infrastructure
grants, Gen
Fund 500,000 500,000 500,000
Establishment of up to
two Tax Increment
Financing Districts REET 500,000 500,000
Support a Community
Housing Land Trust
(CP Housing Element
Implementation
Strategy No. 4)
Gen Fund,
grants 100,000 100,000 200,000 300,000
Audit and adjust
zoning code, design
standards and fees to
accomdate a variety
of housing types (CP
Housing Element
Implementation
Strategy No. 2)
Gen Fund,
grants 100,000 100,000 100,000 300,000 100,000
Update Housing
Asessment, Update
Housing Action Plan Gen fund, grants 75,000 75,000 150,000 100,000
Review and Modify
existing design criteria
(CP Land Use Element
Implementation
Strategy No. 3)
Gen Fund,
grants 25,000 50,000 100,000 50,000
Accept stock plans for
middle housing, waive
plan review fee Gen Fund 15,000 15,000 15,000 15,000 15,000 15,000 90,000 100,000
Research and develop
a housing incentive
program for new
development or
renovation of existing
buildings
Gen Fund,
grants 100,000 100,000 50,000
Explore public-private
renovation project for
Historic District upper
floors to accomodate
live/work housing Gen fund, grants 50,000 50,000 100,000 50,000
Open space density
transfers (transfer
development rights) Gen fund, grants 25,000 25,000 50,000 25,000
Subtotal Unfunded -$ 115,000 465,000 715,000 115,000 215,000 1,990,000 5,390,000 1,805,000
Total Projects -$ 1,058,400 560,000 790,000 115,000 215,000 2,000,000 6,238,000 1,885,000
Draft October 17, 2022
59
Conclusion
This year’s Capital Facilities Plan provides an attempt to look at the city holistically over time from a
Capital improvement needs standpoint. The Capital Facilities Plan is a work in progress designed to
coordinate with the adoption of the annual capital budget. The process of adoption is an iterative
process to develop a comprehensive overview of capital needs in order to balance investments with
available resources (revenue and staffing) as well as priorities.
Appendices
Appendix A: 2023 Capital Project Budget Sheets
Appendix B: Capital Facilities Plan Tables
Appendix C: Six Year Transportation Improvement Program
Util. System Dev. Charges Impact Fees
Water Sewer
Local Fac.
Charge Storm Transp.Fire Parks Schools Total
Olympia 4,433$ 9,860$ 6,418$ 1,440$ 3,662$ -$ 5,581$ 5,448$ 36,842$
Port Orchard 11,571$ 12,122$ 5,569$ -$ 4,977$ -$ -$ 1,371$ 35,609$
Mount Vernon 7,530$ 7,859$ -$ -$ 5,292$ -$ 855$ 9,421$ 30,957$
Bend, OR 5,857$ 5,223$ -$ -$ 8,543$ -$ 8,867$ -$ 28,490$
Poulsbo 4,802$ 10,965$ 1,323$ 5,324$ -$ 1,248$ -$ 23,661$
Sequim 8,184$ 7,548$ -$ -$ 2,491$ -$ 2,210$ -$ 20,433$
Lacy 5,449$ 8,143$ 6,083$ -$ -$ -$ -$ -$ 19,674$
Chelan 11,926$ 5,531$ 1,970$ -$ -$ -$ -$ -$ 19,427$
Wenatchee 600$ 3,710$ 6,389$ -$ 7,500$ -$ -$ -$ 18,199$
Bremerton 6,291$ 7,342$ -$ 1,510$ -$ -$ -$ -$ 15,143$
Port Townsend 4,494$ 3,758$ -$ -$ -$ -$ -$ -$ 8,252$
Leavenworth 3,899$ 2,620$ -$ 1,034$ -$ -$ -$ -$ 7,554$
Oak Harbor 3,081$ 1,680$ -$ -$ 907$ -$ -$ -$ 5,668$
Port Angeles 2,260$ 2,260$ -$ -$ -$ -$ -$ -$ 4,520$
If adjust for inflation at 3.2%
Port Townsend 2015 4,494$ 3,758$ 8,252$
Port Townsend 2022 5,603$ 4,685$ 10,288$
Notes:
Sequim include a 1.5 factor of facilities charges for outside the City Limts
Wenatchee Local Facilities Charge applies only to pipe installed by the City for Sewer. Transp. Impact Fee is for a specific region of the City
Chelan Local Facilities Charge depends on the location of connection
Olympia Local Facilities charge is for the regional system.
Draft City of Port Townsend Equity, Diversity, and Inclusion Statement
The City of Port Townsend is committed to and accountable for advancing
diversity, equity, and inclusion in all its forms. We embrace individual uniqueness
and foster a culture of inclusion that supports both broad and specific diversity
initiatives. We value inclusion as a core strength and an essential element of our
public service mission. In the City of Port Townsend:
• We welcome and seek residents and visitors from diverse backgrounds.
• We commit to seeking out and eliminating institutional and unconscious
bias in our municipal code, especially in our zoning code, and City plans
while supporting state and federal non-discrimination laws regarding daily
life in our community.
• We foster and maintain a safe environment of respect and inclusion for all
our residents, employees, and visitors to our community.
• We creatively provide programs and environments that reflect the diversity
of our community and elevate cultural awareness.
• We ensure fair and inclusive access to our facilities, programs, resources,
and services.
• We ensure that all our plans, policies, and practices are inclusive and
equitable for all our residents and visitors in our delivery of services.
• We advance and build our workforce by continuously assessing our
recruiting and hiring practices and our performance review process to
attract, retain, and develop talented employees and staff from diverse
backgrounds and underrepresented communities. As an employer, we
encourage an environment in which our employees are engaged and
empowered fostering a culture that allows employees to bring their best,
unique selves to the City.
• Through our City staff hiring practices and training, we ensure equal access
to justice and fair treatment for all residents and visitors.