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HomeMy WebLinkAbout011723 Council Business Meeting PacketPORT TOWNSEND CITY COUNCIL AGENDA CITY HALL COUNCIL CHAMBERS, 540 WATER STREET Business Meeting 6:30 p.m. January 17, 2023 • Attend in person or virtually via computer or tablet atenter the 9 digit Webinar ID 242-937-955 • Phone only (muted - listen -only mode) United States: Local Dial In — (360) 390-5064 access code: 706-376-505# • Live stream (listen only): https://cityofpt.us/citycouncil/page/agendasminutesvideos. • Submit public comment emails to be included in the meeting record to: ubliccomment &,cit of t.us I. Call to Order/ Pledge of Allegiance II. Roll Call III. Changes to the Agenda IV. Special Presentations (None) V. Comments from the Public (re consent agenda items and items not on the agenda) (Each person has 3 min. to comment- City Clerk will signal at 2 min. 30 sec.) a. Public comment b. City Staff Response VI. Closed Session —RCW 42.30.140(4)(b) planning or adopting a collective bargaining strategy or position. (approximately 15 minutes) VII. Consent Agenda Action: Move to adopt the consent agenda or request to remove any individual item from the consent agenda. a. Approval of Bills, Claims and Warrants b. Approval ofMinutes: January 3 c. Advisory Board Appointments: Arts Commission d. Election of Arts Commission Chair e. Resolution 23-007Appointing an Acting City Manager f. Library Donation VIII. Unfinished Business (None) a. Ordinance No. 3303 Related to Council Meeting Times and Amending PTMC Section 2.04.010 Action: Move approve Ordinance No. 3303 Related to Council Meeting Times and Amending PTMC Section 2.04. 010 i. Staff Presentation ii. Public Comment iii. Council Deliberation and Action IX. New Business a. Envision Golf Course and Mountain View Commons Briefing Action: i. Staff Presentation ii. Public Comment iii. Council Deliberation and Action b. Resolution 23-008 Authorizing the Reclassification of the Permit Technician to Permit Technician I, Adding Permit Technician II and III to the City's Represented Salary Schedule, and Authorizing the Filling of Permit Technician Position within any of the Available Job Classifications. Action: Move to approve Resolution 23-008 Authorizing the Reclassification of the Permit Technician to Permit Technician I, Adding Permit Technician II and III to the City's Represented Salary Schedule, and Authorizing the Filling of Permit Technician Position within any of the Available Job Classifications. i. Staff Presentation ii. Public Comment ill. Council Deliberation and Action Resolution 23-009 Authorizing a Full -Time Position in the City Finance Department for a Payroll and Benefits Administrator and Reclassifying two Positions as Part -Time Positions to be Included on the City's Represented and Non -Represented Salary Schedules. Action: Move to approve Resolution 23-009 Authorizing a Full -Time Position in the City Finance Department for a Payroll and Benefits Administrator and Reclassifying two Positions as Part -Time Positions to be Included on the City's Represented and Non -Represented Salary Schedules i. Staff Presentation ii. Public Comment ill. Council Deliberation and Action d. Resolution 23-010 Adopting a Telecommuting Policy for City Staff Action: Move to approve Resolution 23-010 Adopting a Telecommuting Policy for City Staff i. Staff Presentation ii. Public Comment iii. Council Deliberation and Action X. Presiding Officer's Report XI. City Manager's Report XII. Suggestions for next or future agenda, regular meeting and/or study session XIII. Comments from Council XIV. Adjourn CITY OF PORT TOWNSEND MINUTES OF THE CITY COUNCIL BUSINESS MEETING OF JANUARY 3, 2023 CALL TO ORDER/ PLEDGE OF ALLEGIANCE ROLL CALL Council members present at roll call were Aislinn Diamanti, David Faber, Amy Howard, Owen Rowe, Ben Thomas, and Libby Wennstrom. Monica MickHager was excused. Staff present were City Manager John Mauro, City Attorney Heidi Greenwood, Public Works Director Steve King, Wastewater Treatment Plant Operations Manager Bliss Morris, and City Clerk Alyssa Rodrigues. CHANGES TO THE AGENDA There were no changes to the agenda. SPECIAL PRESENTATIONS (NONE) COMMENTS FROM THE PUBLIC Public comment City Staff Response Emelia De Souza spoke about Human Rights and Equality, the Culture and Society Committees work around Human Rights and Equality, the work to be done to declare Port Townsend as a Human Rights City, and formation consideration of Human Rights Commission. CONSENT AGENDA Approval of Bills, Claims and Warrants Approval of Minutes: December 5, December 12 Advisory Board Appointments: Climate Action Committee Resolution No. 23-001 Authorizing the City Manager to Negotiate and Execute Agreements for Services COVID-19 Financial Assistance Utility Bill Relief Grant Program Follow -Up Motion: Libby Wennstrom moved to approve the consent agenda. Aislinn Diamanti seconded. Vote: Motion carried unanimously, 6-0 by voice vote. UNFINISHED BUSINESS (NONE) NEW BUSINESS Ordinance No. 3303 Related to Council Meeting Times and Amending PTMC Section 2.04.010 City Manager John Mauro introduced Ordinance No. 3303 Related to Council Meeting Times and Amending PTMC Section 2.04.010. He explained the City is trying to find a time that works well for the public as well as also be efficient timing for Council and staff, he went on to explain the suggested meeting start time would be 6:OOpm insteac' of 6:30pm. City Attorney Heidi Greenwood stated the wording in the current Ordinance is standard language regarding effective dates. She stated if the Council would like a different effective date this will need to be changed. In response to Council's clarifying questions Ms. Greenwood stated she will review Council Rules for any changes and updates in Ordinance. In addition, Mr. Mauro stated the timing of Executive Session could change to after Public Comment. Ms. Greenwood stated the Planning Commission may make the change to coincide with Council but explained they are able to set their own rules. In addition, Ms. Greenwood explained she does not believe the museum is open on Mondays so this should not cause a conflict. Public Comment: There was no public comment. Council discussed updating Paragraph B in the Port Townsend Municipal Code Section 2.04.010 to state scheduling "of' instead of scheduling "at". Ms. Greenwood suggested striking everything after first sentence in Paragraph B. Discussion ensued around what action can be taken at study sessions and workshops. Council discussed the importance of getting public feedback regarding Ordinance and bringing it back for a second reading at the January 17 Council Business Meeting. Discussion ensued around March 1st being the effective date. Motion: Aislinn Diamanti moved to approve the first reading of Ordinance 3303 Related to Council Meeting Times and Amending PTMC Section 2.04. 010 with changes as discussed. Ben Thomas seconded. Vote: Motion carried unanimously, 6-0 by voice vote. Ordinance 3304 Related to Compost Procurement Policy; Adding a New Section 3.46.095 to the Port Townsend Municipal Code Mr. Mauro introduced Ordinance 3304 Related to Compost Procurement Policy, Adding a New Section 3.46.095 to the PTMC. Public Works Director Steve King and Wastewater Treatment Plant Operations Manager Bliss Morris presented Ordinance 3304 Related to Compost Procurement Policy; Adding a New Section 3.46.095 to the PTMC. Mr. Morris explained the state law regarding City's compost and yard waste pick up programs. He went on to explain the City has been making compost for 30 years and is familiar with all the projects the compost is used in. He went on to state they will start reporting the amount used to state and have already been doing what the Ordinance states. In addition, he shared the City compost is being purchased by community members. In response to Council's clarifying questions Mr. Morris stated he does not have any updates regarding food composting. He went on to explain the County is in the process of looking at solid waste as a whole which includes food waste. He stated if the county is going to do a food waste program it needs to be for all of Jefferson County and it may be more logical to build a location for food waste more centralized in the county. He went on to explain the methane extraction process. Mr. Morris confirmed they are already keeping track of donations, so it is not a staff burden to start reporting this and that the City has always paid for compost for road projects, as well as the parks not using much so they are not charged. Public Comment: There was no public comment. Motion: Aislinn Diamanti moved to waive Council Rules and approve on first reading Ordinance 3304 Related to Compost Procurement Policy; Adding a New Section 3.46.095 to the Port Townsend Municipal Code. Ben Thomas seconded. Vote: Motion carried unanimously, 6-0 by voice vote. Resolution 23-002 Authorize the City Manager to Execute an Agreement with the Washington State Department of Transportation to Administer Street and Non -Motorized Improvements to Kearney Street Mr. King presented Resolution 23-002 Authorizing the City Manager to Execute an Agreement with the Washington State Department of Transportation to Administer Street and Non -Motorized Improvements to Kearney St. Mr. King explained the City is getting ready to go to bid and this is the second round of getting authorization to hire WSDOT to administer the grant for construction. He explained design costs have come in under budget for WSDOT, however WSDOT has asked City to pay for rapid flash beacons because it was a City request. Project Scope is the same as originally presented. He explained the roundabout design created by WSDOT and clarified the rapid flashing lights are on the east side. He went on to state Jefferson St will be closed off and will be returned to green space and will have bike path as well as the Right of Way having a sidewalk. In response to Council's clarifying questions Mr. King confirmed large trucks can drive over roundabout. He stated the inside of oval is paver surface and will normally be a different color and confirmed he will add North on the diagram. Mr. King stated he will ask WSDOT about signage, he also stated bikers have the choice to stay in roundabout or getting on sidewalk. Mr. King went on to state the goal is to get cars and bikes traveling the same speed in the dilemma zone. He confirmed once the roundabout is there it allows for more free flow traffic, and the angle of approach of Jefferson St to Sims is out of standard, it also allows for more green space. He confirmed the rain garden and removing of right turn pocket will help with drainage. Mr. King stated the infrastructure under the project has enough life left on it. Public Comment: There was no public comment. Mayor Faber shared why he is in support of roundabouts. Discussion ensued around the importance of having public information available. Mr. King stated he will check with WSDOT for information. Mr. King confirmed the current traffic lights are scheduled for replacement and stated with WSDOT when traffic lights are due for replacement WSDOT is mandated is review them for a roundabout and if the roundabout does not cost 25% more than a traffic signal they must put in a roundabout unless there is a technical reason they cannot. He went on to explain the reason Mill Rd. is not moving forward is due to a Right of Way issue due to lack of documentation. He explained they will go out for funding to do something for all legs at Mill Rd. Motion: Ben Thomas moved to approve Resolution 23-002 Authorizing the City Manager to Execute an Agreement with the Washington State Department of Transportation to Administer Street and Non -Motorized Improvements to Kearney Street. Libby Wennstrom seconded. Vote: Motion carried unanimously, 6-0 by voice vote. Resolution 23-003 Authorize the City Manager to Execute a Grant Agreement with the Washington State Department of Transportation for the Discovery Road Bicycle and Pedestrian Project and to Execute all Other Agreements Necessary to Complete the Project Mr. King presented Resolution 23-003 Authorizing the City Manager to Execute a Grant Agreement with the Washington State Department of Transportation for the Discovery Road Bicycle and Pedestrian Project and to Execute all Other Agreements Necessary to Complete the Project. Mr. King explained one year ago they wrapped up the Local Road and Safety Plan which resulted in the City being eligible to apply for Highway Safety improvement Funding, in which the City received $233,000. He explained the Discovery Rd. project was funded. He went on to state the grant is enough to reconfigure and do continuations of bike lines as well as having safe crossings for children. In addition, they will remove right turn pocket going up 19th St. He explained this is the first step to getting grant funds released. In response to Council's clarifying questions Mr. King stated there is not a match, but he explained the City does have to pay for their own Engineering services. He explained the traffic load during school times is a competing priority between traffic, pedestrians, and bicyclist. Mr. King stated they have not thought about the long-term viability of the intersection because it is not the intent of grant, the grant is a safety improvement grant. He explained by the City's adopted Level of Service standards it will last many years before having an issue and that this project is about putting pedestrians and bikes ahead of cars. Mr. King explained the Discovery Rd project is designed for over 6,000 vehicles a day and it is currently getting 4,000 vehicles a day and thinks it is okay within design period for Discovery Rd. He also stated WSDOT is not currently interested in adding a lot of lanes in their current philosophy. Mr. King confirmed the bulb outs in intersection makes the pedestrian crossing shorter and makes them more visible. Public Comment: Rick Jahnke spoke about the project on Rainier which will connect through to Hastings being as important as doing that intersection on Discovery Rd in relation to traffic flow. Scott Walker spoke about right turn on 19th and the lack of public input when this was put in and is pleased to have opportunity for public input now. He shared his appreciation for the City paying attention to pedestrian safety first, bicycles, and then cars. Discussion ensued around public education about right lane being removed. Motion: Amy Howard moved to approve Resolution 23-003 Authorizing the City Manager to Execute a Grant Agreement with the Washington State Department of Transportation for the Discovery Road Bicycle and Pedestrian Project and to Execute all Other Agreements Necessary to Complete the Project. Owen Rowe seconded. Council member Thomas shared he does not like having to cross twice with a bike. Vote: Motion carried unanimously, 6-0 by voice vote. Resolution 23-004 Declaring an Emergency and Ratifying the City Manager's Approval of all Applicable Documents to Allow for the Repair of the Broken Sewer Main near Water and Gaines Streets Mr. Mauro introduced Resolution 23-004 Declaring an Emergency and Ratifying the City Manager's Approval of all Applicable Documents to Allow for the Repair of the Broken Sewer Main near Water and Gaines Streets. Mr. King gave a presentation on the December 27, 2022 Sewer Main Break and Emergency Repair on Water and Gaines Street which included The Break 12/27/22, Break Location, Impacts- Sewer Overflow, Pumps Deployed, Impacts- Street Damage, Impacts- Storm Drain, Impacts- Road Closure, Replacement Pipe, Collapsed Pipe, Replacement of AC Pipe, Seton Construction Thank You, City Street and Collections, and Water Crew. Thank you!, Schedule- Pipe Connection Tonight, and it Takes a Team! In response to Council's clarifying questions Mr. King explained the primary concern with asbestos is airborne. He stated the pipe was soggy, and they vectored everything out of system so if anything went down the sewer it would be very small in regard to asbestos. He explained asbestos is better to leave in the hole, so it got buried back in the hole. Mr. King confirmed what is left of pipe has been crushed. In addition, he stated the process would include there being a collapsed pipe which gets drug through from one maintenance hole to the next like a rope at which point it is then pressurized with hot steam which blows it up, after this there will be a UV light cure on it. In addition, they will go into the pipe with a camera and robot cutter to cut a hole which will allow the sewer lateral to come in. He explained they will camera the rest of the pipe and understand what they have, make sure it is eligible for the liner and will get bids, this would take about a year. As far as looking at camera it will be within a few weeks. Public Comment: There was no public comment. Motion: Ben Thomas moved to approve Resolution 23-004 Declaring an Emergency and Ratifying the City Manager's Approval of all Applicable Documents to Allow for the Repair of the Broken Sewer Main near Water and Gaines Streets. Aislinn Diamanti seconded. Vote: Motion carried unanimously, 6-0 by voice vote. Resolution 23-005 Authorize the City Manager to Execute a Grant Agreement with the Washington State Transportation Improvement Board and all Other Agreements Necessary to Complete the Tyler Street Overlay Project Mr. Mauro introduced Resolution 23-005 Authorizing the City Manager to Execute a Grant Agreement with the Washington State Transportation Improvement Board and all Other Agreements Necessary to Complete the Tyler Street Overlay Project. Mr. King explained they partnered with DASH and the Farmers Market. He explained DASH wrote a letter to the director of TIB which he feels was a huge reason the City received a grant. He explained this will be an ADA accessibility project which will get the City fully connected from center of uptown to downtown. He stated the City must figure out how to sequence the work with the Farmers Market. He believes it will have to be a 2024 project. In response to Council's clarifying questions Mr. King explained thinking ahead to next paving project is very important and stated there are some issues to deal with on Tyler St and how it will be difficult to keep the drainage. Mr. King shared he does not know the genesis of Jefferson going downhill, he said they can look at the striping and signage to make it clearer for drivers. Public Comment: Scott Walker spoke about the genesis of the no right turn coming downhill on Tyler was the result of tourists going uphill towards Tyler and locals going downhill which caused collisions and shared it is dangerous for bicyclist on route from F St. in front of Printery and Pan d'Amore with angled parking and no bike lane. Mr. King explained the City Complete Streets policy is that all projects need to be taken into consideration so it comes down to what can be funded in the realm of a grant. He shared the biggest challenge would be if there is much change the public participation process may use up most of the grant. He agreed the street is wide and is worth looking at. Motion: Libby Wennstrom moved to approve Resolution 23-005 Authorizing the City Manager to Execute a Grant Agreement with the Washington State Transportation Improvement Board and all Other Agreements Necessary to Complete the Tyler Street Overlay Project. Amy Howard seconded. Vote: Motion carried unanimously, 6-0 by voice vote. PRESIDING OFFICER'S REPORT Mayor Faber provided the Presiding Officers Report which included the suggested change of Deputy Mayor Howard joining Council Culture and Society and Council member MickHager joining Infrastructure and Development going forward due to conflict meeting issues. Motion: Aislinn Diamanti moved to approve suggested Council committee change presented by Mayor Faber. Libby Wennstrom seconded. Vote: Motion carried unanimously, 6-0 by voice vote. Mayor Faber went on to share the Judge John Hodgeman event on January 28. CITY MANAGER'S REPORT Mr. Mauro presented the City Manager's Report which included hiring update, staff appreciation, crisis management by staff during recent events, General Manager for Jefferson Transit, Open Mic Event at Planning Commission, Gingerbread House Winners, Tyler St Plaza, ADA transition plan in public Right of Way, Golf Course and Mt. View Campus Open House Events, Evans Vista Sewer Infrastructure, Washington State Ferry Service Restoration Plan Community Meeting #2, Financial Sustainability Task Force, and Council Workshop agenda. SUGGESTIONS FOR NEXT OR FUTURE AGENDA, REGULAR MEETING AND/OR STUDY SESSION Discussion ensued around having the Culture and Society Committee tasked with the Sister City relationship. Motion: Owen Rowe moved to have Culture and Society Committee be tasked with the reviewing Sister City relationship, any potential events, and actions related to. Ben Thomas seconded. Vote: Motion carried unanimously, 6-0 by voice vote. COMMENTS FROM COUNCIL Deputy Mayor Howard announced she will be attending the Washington Mayors Exchange in mid-January and City Action Lobbying Days in February. ADJOURN There being no further business, the meeting adjourned at 8:18pm. Attest: City Clerk From: Kelsey Caudebec To: publiccomment(&cityofot. us Date: Thursday, January 12, 2023 4:33:01 PM At the end of the December 15th "Housing Open Mic," after the community input portion, a couple commissioners expressed, essentially, that they understand the importance of this issue and appreciated our input, but that we should be wary of "letting perfect be the enemy of good." This is not the first time I've heard others use this phrase in these conversations, and I too used to say it; I figured that in the least, even just building more housing in itself would be a net positive. Unfortunately, the more I learn, the more skeptical I am. The "trickle down" theory of housing (where wealthier folks buy the newer housing, leaving older homes more available for middle-income folks) likely won't work in our community. Ours is not the type of community represented in the studies I've been shown that "prove" how simply creating more market rate housing will lower home prices. Our community is one that is geographically unique, is always making lists like "Best Small Towns in America," and is essentially an open house each tourist season. There will never stop being a line of people with wealth who are (understandably!) charmed by our area, want to move here, and have the ability to pay well over asking price or all in cash. They'll still get to be the first in line for any home that goes up to sale, whether new or old. Creating more market rate housing won't slow down that influx (except perhaps indirectly, when/if those same people realize that they no longer have access to the services they rely on due to dwindling local workforce). As was mentioned at the December 15th meeting, it is certainly all very complicated. I know first-hand that it can be overwhelming to enter the process of slogging through what can be done and not done, pro's and con's, what's realistic and what's not, etc. However, I urge you, when and if you get to a place where you feel resigned to "not let perfect be the enemy of good," to try to push past it. Because "perfect" would be a whole lot more than even the best -case scenario of what we could get done, zoning -wise. I think it's an error to categorize requiring or incentivizing a percentage of new housing to be affordable as potentially letting perfect be the enemy of good. Because I think "perfect" would be a lot more than what we're calling for. I think what we're calling for is more just a fighting chance. Thank you for all you do and thank you for listening. I know you all care about our community and have a lot of work to do and important decisions to make. I'm grateful for your commitment to our town and I appreciate you for stepping up to this role and taking on this work. Kelsey Caudebec n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Submitted By: Mayor Faber Department: Mayor Agenda Bill AB23-111 Meeting Date: January 17, 2023 Agenda Item: Vll.c 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: January 12, 2023 Contact Phone: 379-2980 SUBJECT: Appointment of Kathie Meyer (Position 1, Term Expires May 1, 2026) to the Arts Commission. CATEGORY: BUDGET IMPACT: n/a x❑ Consent ❑ Resolution Expenditure Amount: $ ❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑ ❑ Contract Approval ❑ Other: ❑ Public Hearing (Legislative, unless otherwise noted) ❑ 3 -Year Strategic Plan: N/A Cost Allocation Fund: 010-011 GF - Mayor & Council SUMMARY STATEMENT: The Mayor is recommending the following appointments: • Appointment of Kathie Meyer (Position 1, Term Expires May 1, 2026) to the Arts Commission. ATTACHMENTS: Citizen Advisory Boards, Commissions, Task Forces, Committees & Subcommittees Current Rosters CITY COUNCIL COMMITTEE RECOMMENDATION: N/A RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action is needed; this effectively represents unanimous approval of the appointments. ALTERNATIVES: ❑ Take No Action ❑ Refer to Committee ❑ Refer to Staff ❑ Postpone Action 0 Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: Lt�C�NG,TAAL�WI�RY Ct41�MITTEE,(11 a ffri�� ,,,, PARK Meets 3:OOpm quarterly 2nd Tuesday at City Hall oii nr(Li�srti,,, Ardy;H,s�uuai`d" Name & Role Exp. Meets Bi -monthly 4.30pm 4th Tuesday at City Hall David Faber, Chair (Elected Official) Pos. Name & Experience Exp. 1 Matt Miner 5/1/25 2 Jim Todd 5/1/23 3 Jennifer Rotermund 5/1/24 4 Pamela Adams 5/1/25 5 Rebecca Kimball 5/1/25 6 Russell Hill 5/1/24 7 Deborah Jahnke, Chair 5/1/24 Lt�C�NG,TAAL�WI�RY Ct41�MITTEE,(11 a ffri�� ,,,, Pik IAL U, /`AINASILItY T,4 FS�RCE,, "„ Meets 3:OOpm quarterly 2nd Tuesday at City Hall Pos. Name & Role Exp. 1 David Faber, Chair (Elected Official) N/A 2 Sherri Hanke (At Large Position) 5/1/23 3 Cindy Finnie (At Large Position) 5/1/25 4 Katy Goodman (Recipient) 5/1/25 5 Barb Trailer (Recipient) 5/1/24 6 Danielle McClelland (Recipient) 5/1/25 7 Denise Winter (Recipient) 5/1/25 8 VACANT 5/1/22 VACANT,, VACANT (Collector) 5/1/22 10 Natalie Maitland, Fort Worden PDA Designee (Collector) 5/1/23 11 Nathan Barnett (Collector) 5/1/24 12 Main Street Designee (Nonvoting) 5/1/24 13 Arlene Alen (Nonvoting) 5/1/23 4 VACANTI N'60,6tin , �.' 5/1120, HIST4RI� PRS,RRIIAI'I�N C©IVINffTI EE ("7 ,,,,,,,, Pik IAL U, /`AINASILItY T,4 FS�RCE,, "„ Courid/uaiaart ""Manica;IlniekHage „ ............... s.tr........ r,,,,, Meets 3:OOpm 1 st Tuesday at City Hall Pos. TBD 1 Pos. Name Exp. 1 Catharine Robinson N/A 2 Earll Murman N/A 3 John Nowak N/A 4 Richard Jahnke N/A 5 Troy Surber N/A 6VACANT Sally Kiely N/A 7 VACANT,, N/A 8 VACANT N/A HIST4RI� PRS,RRIIAI'I�N C©IVINffTI EE ("7 ,,,,,,,, ART : t f fN�f Courid/uaiaart ""Manica;IlniekHage „ ............... FOS. Meets 3:OOpm 1 st Tuesday at City Hall Pos. Name Exp. 1 Kathleen Knoblock 5/1/23 2 Michael D'Alessandro 5/1/23 3 George Randels 5/1/23 4 Walt Galitzki 5/1/24 5 Richard Berg, Chair 5/1/24 6 Craig Britton, Vice Chair 5/1/25 7 Kathleen Croston 5/1/25 U18RARI(At)1�;3 ART : t f fN�f Meets Bi -monthly 1:OOpm 2nd Tuesday at the LLC FOS. C/11, 666,11 Uaraon. i3eri hdma Up. 1 Meets 3:OOpm 1 st Wednesday at City Hall Pos. Name Exp. 1 Vacant 5/1/23 2 Alexis Arrabito 5/1/23 3 Sheila Long 5/1/23 4 Cosmo Rapaport 5/1/24 5 Lindsey Wayland 5/1/25 6 Sally Kiely 5/1/25 7 Joe Gillard 5/1/24 8 Dan Groussman 5/1/25 9 Nhattaleah Nichols, Chair 5/1/24 U18RARI(At)1�;3 C/o,anot/Li,a Meets Bi -monthly 1:OOpm 2nd Tuesday at the LLC FOS. Name Up. 1 Ann Katzenbach 5/1/25 2 Ellie Mathews 5/1/24 3 Jacqueline Mention, Chair 5/1/24 4 Kathy Ryan 5/1/23 5 Kathleen Hawn 5/1/23 6 Rebakah Daro Minarchek 5/1/23 7 David Tolmie 5/1/25 Meets 3:30pm 2nd Tuesday at the Gael Stuart Building Name City Council (Chair) Joanna Sanders, City Clerk Melody Eisler, Library Director John Polm, School District Superintendent , School District Video Instructor Richard Durr, School District Representative , Citizen Representative CLIMATE ACTION CClMMITTEE ('f j,,,, ............. Meets bi-monthly 3:00 p.m. on 2nd Tuesday Pos. Pos. Name Exp. 1 Jefferson County BoCC ( Kate Dean) N/A 2 City Council (Owen Rowe) N/A 3 JeffPUD (Jeff Randall - Vice Chair) N/A 4 Jefferson County Public Health (Laura Tucker) N/A 5 Jefferson Healthcare (Kees Kolff) N/A 6 Jeff. Transit (Nicole Gauthier/Sara Peck) N/A 7 Port of PT ( Carol Hasse/Eric Toews) N/A 8 PT Paper Corp. (Michael Clea) N/A 9 Cindy Jayne -Chair 12/31/23 10 Arlene Alen 12/31/25 11 David Wilkinson 12/31/22 12 Diane McDade 12/31/24 13 Cara Loriz 12/31/24 14 Kate Chadwick (Policy) 12/31/23 15 Dave Seabrook 12/31/24 LK N ............. Meets 6:30pm 2nd & 4th Thursday at City Hall Pos. Name Exp. 1 Samantha Bair Jones 12/31/24 2 Neil Nelson 12/31/23 3 Rick Jahnke, Vice Chair 12/31/24 4 Viki Sonntag 12/31/23 5 Lois Stanford, Chair 12/31/25 6 Robert Doyle 12/31/25 7 Andreas Andreadis 12131124 CIiIIL �� �It�� ��IVIMISSI�N {�) Meets as needed Pos. Name Exp. 1 Gail Ryan 12/31/25 2 Troy Surber 12/31/24 3 Richard Knight, Chair 12/31/23 �dRT WgR�EH ICDA, 9y11 Council Liaison: Libby Wennstrom Meets at Fort Worden Commons B Pos. Name Exp. 1 Brad Mace 10/24/25 2 Victoria Brazitis 10/24/25 3 David King 10/24/23 4 Eva Weber 10/24/23 5 John Begley 10/24/24 6 Rodger Schmitt 10/24/24 7 Celeste Tell 10/24/24 8 VACANT 10/24/22 9 10/24/25 10 j 10/24/25 11 1 10/24/25 n� 1 cityof port '10 wn e n Submitted By: Heidi Greenwood Department: Legal Department Agenda Bill AB23-112 Meeting Date: Jan. 09, 2023 Agenda Item: Vll.d 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: January 9, 2023 Contact Phone: 379-5048 SUBJECT: Approval of the Election of Nhatt Nichols as Chair of the Port Townsend Art Commission for an Additional One -Year Period CATEGORY: BUDGET IMPACT: 0 Consent ❑ Resolution Expenditure Amount: NA ❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑ ❑ Contract Approval ❑ Other: ❑ Public Hearing (Legislative, unless otherwise noted) ❑ 3 -Year Strategic Plan: N/A Cost Allocation Fund: 010-011 GF - Mayor & Council SUMMARY STATEMENT: At their January 5, 2023, meeting, the Port Townsend Arts Commission unanimously recommended Nhatt Nichols to be re -appointed as Chair for another one-year term. Consistent with Council Rules, Staff request that Council allow current officers to continue for 2023. Council Rules state: 4.7 Officers Identification and Election. Each Advisory Board shall elect from its membership a presiding officer who will be referred to as "Chair." The Chair shall serve in this capacity for one full calendar year, or until their successor is elected, or until the Board discontinues its operation, whichever is shorter. The Advisory Board may elect other officers as it deems necessary and such officers shall be set forth in the rules of procedure adopted by the Advisory Board. 4.12 Liaison, Representative, and Officer Roles (a) A Chair is selected annually by the Advisory Board members and shall serve a term of at least one full calendar year. The membership may request of the City Council that a Chair continue to serve for more than one year. ATTACHMENTS: None CITY COUNCIL COMMITTEE RECOMMENDATION: None RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action is needed; this effectively represents unanimous Approval of the Election of Nhatt Nichols as Chair of the Port Townsend Arts Commission for an additional One -Year period ALTERNATIVES: x❑ Take No Action ❑ Refer to Committee ❑x Refer to Staff N Postpone Action ❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Submitted By: Melody Sky Weaver Department: Library Agenda Bill AB23-114 Meeting Date: January 17, 2023 Agenda Item: Vll.f 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: January 11, 2023 Contact Phone: 344-3054 SUBJECT: Authorizing the City Council to accept the donation of up to $10,000 to the Port Townsend Public Library from the Port Townsend Public Library Foundation. CATEGORY: BUDGET IMPACT: 0 Consent ❑ Resolution Expenditure Amount: 0 ❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑x ❑ Contract Approval ❑ Other: ❑ Public Hearing (Legislative, unless otherwise noted) ❑ 3 -Year Strategic Plan: N/A Cost Allocation Fund: 120 Library SUMMARY STATEMENT: On January 10, 2023 the Port Townsend Public Library Foundation board approved a request to support The City of Port Townsend Public Library's annual Community Read by buying up to $10,000 in books. For the last few years, the Port Townsend Public Library Foundation has purchased "read and release" copies of the Community Read, to widely disseminate into the community and local schools to increase participation in the Community Read. The books are purchased through Imprint Bookstore to keep the dollars local and support an independent bookstore. This year's book is Braiding Sweetgrass for Young Adults: Indigenous Wisdom, Scientific Knowledge, and the Teachings of Plants by Robin Wall Kimmerer and adapted by Monique Gray Smith with illustrations by Nicole Neidhardt. The Community Read takes place annually in March. The Library extends our deepest gratitude and appreciation for this generous donation from the Library Foundation to support the Community Read's purpose of, building community through the shared experience of reading and discussing the same book. ATTACHMENTS: CITY COUNCIL COMMITTEE RECOMMENDATION: N/A/ RECOMMENDED ACTION: If adopted as part of the consent Agenda, no further action is needed; this effectively represents unanimous acceptance of donation. ALTERNATIVES: ❑x Take No Action ❑x Refer to Committee ❑x Refer to Staff ❑x Postpone Action ❑x Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Submitted By: Heidi Greenwood Department: City Attorney Agenda Bill AB23-115 Meeting Date: January 17, 2023 Agenda Item: Vlll.a. 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: January 6, 2023 Contact Phone: 360-379-5048 SUBJECT: Ordinance 3303 Related to Council Meeting Times and Amending Port Townsend Municipal Code Section 2.04.010 CATEGORY: BUDGET IMPACT: ❑ Consent ❑ Resolution Expenditure Amount: See attached ❑ Staff Report 0 Ordinance Included in Budget? Yes ❑ No ❑ ❑ Contract Approval ❑ Other: Discussion ❑ Public Hearing (Legislative, unless otherwise noted) 0 3 -Year Strategic Plan: 6 - Provide for a healthy City organization Cost Allocation Fund: P ,iil U r :=n a m. SUMMARY STATEMENT: Staff made changes to Ordinance 3303 as directed by the City Council during the January 3, 2023 City Council meeting. First, staff included an effective date of March 1, 2023. Second, Staff modified subsection B to strike all but the first sentence. Finally, Staff added language regarding the City Council Rules of Procedure. Staff's quick review of the Council Rules of Procedure did not reveal any contradictory provisions. From the January 3, 2023 Agenda Bill: During the December 5, 2022 meeting, Council discussed changing the City Council meeting start time from 6:30 to 6:00. Moving the meeting to an earlier start time would allow for an earlier meeting ending time. This in turn would allow with long commutes to arrive home earlier. Additionally, this could encourage more public participation. And, finally an earlier meeting would allow Council to make decisions without the fatigue of a late meeting. ATTACHMENTS: CITY COUNCIL COMMITTEE RECOMMENDATION: N/A RECOMMENDED ACTION: Move to approve Ordinance 3303 related to Council meeting times and amending Port Townsend Municipal Code Section 2.04.010 ALTERNATIVES: ❑ Take No Action ❑ Refer to Committee ❑ Refer to Staff ❑ Postpone Action 0 Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: Ordinance 3303 Page 1 o f '2 ORDINANCE NO. 3303 AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON, RELATED TO COUNCIL MEETING TIMES AND AMENDING PORT TOWNSEND MUNICIPAL CODE SECTION 2.04.010 AND ESTABLISHING AN EFFECTIVE DATE WHEREAS, at a regularly schedule meeting on July 7, 1997, the City Council adopted Ordinance 2600, changing the council meeting time from 6:00 p.m to 6:30 p.m.; and WHEREAS, RCW 43.30.070 and RCW 35.12.110 allow the City Council to set the time of its regular meetings through ordinance; and WHEREAS, the Port Townsend City Council deems it appropriate and necessary to change the Council meeting time from 6:30 p.m. to 6:00 p.m; and WHEREAS, the City Council desires to delay the implementation of this ordinance until March 2, 2023 to ensure adequate time to notify the public of the time change; NOW, THEREFORE, the City Council of the City of Port Townsend ordains as follows: Section 1. Amendment. Section 2.04.010 of the Port Townsend Municipal Code is amended in substantially the same form as set forth in Exhibit A. Section 2. Severability. If any sentence, clause or phrase of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase or work of this ordinance. Section 3. Notwithstanding any provisions to the contrary in Chapter 1.01.015 of the Port Townsend Municipal Code, staff and the Code Reviser are authorized to update and incorporate changes adopted in the Port Townsend Municipal Code. Staff and the Code Reviser are further authorized to make non -substantive edits related to numbering, grammar, spelling, and formatting consistent with this Ordinance. Section 4. This ordinance amends any confliction provisions to the Port Townsend City Council Rules of Procedure. City staff may make any changes to the City Council Rules of Procedure to ensure that the City Council Rules of Procedure Section 5. Effective Date. This ordinance shall take effect and be in force as of March 1, 2023. Ordinance 3303 Page 2 of 2 ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular meeting thereof, held this 17`h day of January 2023. Attest: Alyssa Rodrigues City Clerk David J. Faber Mayor Approved as to Form: Heidi Greenwood City Attorney Ordinance 3303 Exhibit Page I o f I Exhibit A 2.04.010 Business meetings — Schedule. A. Regular city council business meetings are held twice monthly and are scheduled on the first and third Mondays of the month at 6t3O p.m. 6:00 p.m. in the City Hall Council Chambers, or at such temporary location as designated by resolution adopted by the city council. When council meeting dates fall on a legal holiday, the meeting shall be held on the next day that is not a legal holiday, at 6:30 p. 6:OOp.m. B. Council study sessions and workshops may be held in accordance with the council's rules of procedure, adopted by resolution of the city council. Gotmeil may take aelien at sttt4 sessions atidwef4Esheps as '�ws. Sehe"I4+g-a 1. Regulaf and speeial ; 2. Publie ffieefiiigs and ; • C. Special city council meetings may be called to conduct city business as needed in accordance with proper notification requirements of state law. , Y Agenda Bill 23-116 1i .�", MeetingDate: Januar/ 17 2023 �1��"C1�Port ���K�i� N� Q��mm� pig@°lu� January � 111„ti,Y�,4� Agenda Item: N�r 0 Regular Business Meeting '10wn e n ❑ Workshop/Study Session ❑ Special Business Meeting Submitted By: Carrie Hite, Director of Parks Strategy Date Submitted: January 11, 2023 Departments: Administrative Contact Phone: 360-379-2979 SUBJECT: Staff report: First briefing with City Council on the process of the Envision Golf Course and Mountain View Commons project. CATEGORY: BUDGET IMPACT: $ ❑ Consent ❑ Resolution Expenditure Amount: 0 Staff Report ❑ Ordinance Included in Budget? Yes 0 No ❑ ❑ Contract Approval 0 Other: ❑ Public Hearing (Legislative, unless otherwise noted) ❑ 3 -Year Strategic Plan: N/A Cost Allocation Fund: Ctux��ise an diiclirn SUMMARY STATEMENT: In early 2020, the City Council gave direction to staff to pursue a two-pronged approach to managing the golf course; issue an RFP and enter into a 3 -year operational agreement and engage the community in discussion about alternative uses. The Council was given a thorough presentation and discussed a trajectory for the golf course both at the October 12 and November 2, 2020, Council meetings ( links attached). The City Council was given options to consider for a possible path forward. At November 2, 2020, meeting the Council unanimously voted to select option 3, with some changes. The final option that was voted unanimously stated, ” Authorize the City Manager to pursue continued golf services for 3 years and during this time investigate alternative use concepts for feasibility and develop/refine with the broad community involvement, including the possibility for extended golf use." In addition, the City Council authorized the issuance of a Request for Proposal and subsequently entered into an agreement for operations with the Gabriel Tonan Golf Shop, Inc. for a term of three years during which time the City would explore alternative uses for the Golf Course. In addition,in 2020 the City conducted a public process to adopt a Parks, Recreation and Open Space comprehensive planning element. PROS Plan community engagement results showed limited use of the Port Townsend Golf Course and interest in golf in general. Most vision survey respondents did not have an opinion on the operation, investment, or use of the golf course. For those who did have an opinion, most did not want to make capital investments, set a cost recovery policy, or explore partnership options. For those with an opinion, most did not want the City to stop operating the golf course, but others are supportive of exploring alternative options. While the future and alternative uses of the golf course were not directly sought, ideas and thoughts were nonetheless shared during the Vision and System Plan outreach events. Comments included: • Continuing to operate the golf course for golf. • Allowing multiple recreational uses on the property (e.g. frisbee golf, foot golf) or other active sports uses that could be accomplished while still having golf on certain days. • Repurposing to more active sports and managing as a complex with Mountain View, especially if active sports are not feasible on other properties like 35th street park. • Converting it into a nature park. • Surplusing it for non -park uses. Based on the PROS plan results and City Council direction, staff proposed a community process framework to launch a more robust community discussion about the Golf Course and included Mountain View Commons. City Council approved the "Envision Port Townsend Golf Course and Mountain View Commons" framework to launch a community discussion in June 2022 ( link attached). The City Council was again briefed on this plan and approved an award of bid for a landscape architect firm, Groundswell LLC to assist with the exploration and community discussion for the Port Townsend Golf Course and Mountain View Commons in September 2022 ( link attached). Since this process has launched, staff has seated a 20 -member stakeholder committee, conducted 5 stakeholder meetings, hosted a project launch on-site at the Golf Course and Mountain View Commons ( comments attached), implemented two intercept events at Quimper Mercantile and the Food Co-op and met various groups in town ( comments attached). In addition, there is a webpage dedicated to this project with evolving information, documents pertinent to the properties, the comment log, recordings, agendas and minutes from the stakeholder meetings, comment cards, distribution list sign up and comprehensive information about this process. This website can be visited at.............................pii.tto .fpt/enviisiion. The first open house will be at Fort Worden Commons on January 11, 2023, followed by a virtual one on January 12, 2023. The team will be prepared to share the results of the open house with the Council at this meeting. The Consultant team will be providing this briefing and it will include the following g: • Introductions • Project Background • Public Engagement Process • Project Understanding / Context • Creating a Vision • Feedback from Open House #1 • Next Steps 2 ATTACHMENTS: 1. Envisioning the Port Townsend Golf Course, A Community Discussion. A Framework. 2. Golf Course and Mountain View comment log 3. Golf Course and Mountain View project launch comment log 4. Small Group Meetings Carrie 5. Small group meetings comment #2 6. Golf Course update to Counciill Octobeir 12. 2626 .............................................................................. 7. Golf Course a date to Counciill Novernbeir 2 2626 .. IEnvision IPoirt rowinsend and IMountaiiin View Cornnnons to Council ,wine 13 ............................................................................................................................................................................................................................................................................................................................................................................................................................................... 2,2.::. J_0:.w..Jrd.gf...I .ii Il ndscap.._ .!rii.t ct„ .Gila., Couinciill. Se teirnlbeir 6 2622„ CITY COUNCIL COMMITTEE RECOMMENDATION: N/A/ RECOMMENDED ACTION: City Council be briefed on the progress of the Envision Port Townsend Golf Course and Mountain View Commons. Provide questions and comments, provide guidance for the next steps. ALTERNATIVES: 0 Take No Action 0 Refer to Committee ❑ Remove from Consent Agenda approve Ordinance ❑ Other: 3 M Refer to Staff M Postpone Action ❑ Waive Council Rules and Envisioning the Port Townsend Golf Course iiiiilri iiiiiliri u iiiii iiiii° , IID ilii u *111 iiii1 June 2022 orI't:: "ts INTRODUCTION.............................................................................................................................................3 PROJECT BACKGROUND AND DETAILS ..........................................................................................................3 ProjectScope...............................................................................................................................................................3 CommunityOutreach................................................................................................................................................3 PROJECTAREA............................................................................................................................................................4 STAKEHOLDERS..........................................................................................................................................................4 MILESTONES...............................................................................................................................................................4 METHODS...................................................................................................................................................... 6 MESSAG ES...................................................................................................................................................................6 TIMING, COMMUNITY ENGAGEMENT, SCHEDULE..................................................................................7-10 2 ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 I d I.... II=I 0 E U C1.... 0 OIIS 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. Port Townsend Golf Club is an aging golf facility located in a small market with a mix of marketable amenities. The most recent study of the golf course was implemented in 2018 by the National Golf Foundation (NGF). The NGF completed the study of the viability of the PTGC and 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 visits and become a viable golf course. The upgrades would include improvements to the irrigation system and pump house, tree and stump removal, purchase of appropriate maintenance equipment, clubhouse repair, and course repair. Based on this analysis, the City Council decided not to pursue the recommendation because of the cost for both the capital and operations. They did authorize the issuance of a Request for Proposal and subsequently entered into an agreement for operations with the Gabriel Tonan group for a term of three years during which time the City would explore alternative uses for the Golf Course. The framework included in this document is for the subsequent community discussion to explore the long-term vision for the Golf Course. This community engagement plan includes securing a landscape architect to assist with concept planning alternative uses. It also includes creating a community stakeholder group and launching four phases of community engagement to envision the golf course. There is an option in phases 3-4 to expand this engagement process to include the Mountain View campus, as it may include complementary uses. Previous Community Outreach The city sought community feedback about the golf course during the Park, Recreation, and Open Space plan update. PROS Plan community engagement results showed limited use of the Port Townsend Golf Course and interest in golf in general. Most vision survey respondents did not have an opinion on the operation, investment, or use of the golf course. For those who did have an opinion, most did not want to make capital investments, set a cost recovery policy, or explore partnership options. For those with an opinion, some did not want the city to stop operating the golf course, but others were supportive of exploring alternative options. In addition to the PROS planning process, staff launched a survey to begin a community engagement process in September 2020. This feedback led to multiple options for the Council to consider. In November 2020, Council unanimously directed staff to enter into a golf operations agreement with a vendor for 3 years, during which time staff would engage the community to explore the feasibility of alternate uses, including continued use for golf. This planned community discussion should take into consideration the long-term goals of all of the City's Parks and Recreation assets, the proximity of the Mountain View Campus, and the Mountain View Pool, and the need for a long-term financial sustainability plan. ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 P ROJE C....IC....AREA The options being considered will be limited to the golf course site, including the parking lot, pathways, trails, and clubhouse as depicted on the map (Exhibit 1). A small area within Port Townsend Golf Course, called the Kah Tai Prairie is 1.4 acres and is located in the southeast area of the golf course. The prairie has been the focus of preservation and restoration by the Olympic Chapter of the Washington Native Plant Society since it was recognized as a unique botanical site in 1986. The Kah Tai Prairie is located within the Port Townsend Golf Course and is open to the public to enjoy. The city has an interest in master planning the Mountain View Campus (Exhibit 2) as part of Phase 3 of the community visioning plan. The Mountain View Campus is adjacent to the Golf Course and could have some complementary uses as part of the larger discussion. Exhibit 1: Port Townsend Golf Couse. Operated by Gabriel Tonan Golf Shop, Inc. Also includes a management agreement for the Kah Tai Prairie. Exhibit 2: Mountainview Campus: includes KPTZ, Food Bank, Red Cross, Working Image, Parks and Recreation office, IT, Police Station and YMCA ( operating the pool/gym, some outdoor area). Also includes Dog Park and Pickleball courts. The city will recruit and seat a stakeholders committee to help guide the process of public engagement. A more detailed list of stakeholder members, including contact information, will be developed as the project moves forward. 4 ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 External: • Tenants of Mountain View • YMCA • Golf Club • Stewards of the prairie • Park Board • Arts Commission • Teens from local HS. • School District • County • Hospital District • Housing Internal: • City Manager • Park Board representative • City Staff IM � L,,.ES....I1...ONES Task Type End Date Owner RFP and award of bid for Landscape Administrative 6-8/2022 PT Architect contractor: RFP, budget, selection/compile stakeholder group Phase 1 Community Outreach------- Focus Groups 7/22-9/22 PT Develop key criteria/principles Phase 2 Public Outreach Public Involvement 9/2022 PT, Contractor Community Vision/Concept Ideas Evaluate Data, Develop Concept Conceptual Design 10/2022 PT, Contractor options to share with the Community Phase 3 Public Outreach (Evaluate Public Involvement 11/2022 Team Concepts/Options) Gather feedback Evaluate Data, refine the approach Conceptual Design 12/2022 Team Concept draft (s) Final Recommendation: Final draft Public Involvement 2/23 Team with a phased approach, transition plan, costing, and decision making. Final Recommendation City Council City Council 3/23 Team Studv Session 5 ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 M E,,,,Of,,,10,,,,,,I Df DF,,,,DR OUI RE:A II,,,,,,I The project manager will use the following methods to ensure all stakeholders are reached, informed, and en a ed. ❑ Create web content ❑ Flyer ❑ Task Force with an updated ❑ Fact Sheet/Brochure ❑ Established Meetings process. ❑ Ads ❑ Board/Commissions ❑ eNews or designed ❑ PT Leader ❑ Interest Groups email ❑ Radio show ❑ Intercept events ❑ Social Media ❑ Direct Mail ❑ Stakeholders ❑ Video/Photography ❑ Signage/Posters ❑ Event/Promotion ❑ Poll or survey ❑ Hard copy survey ❑ Open House ❑ Media Release ❑ In-person ❑ poll/survey ❑ KPTZ Calendar ❑ Online Questionnaire ❑ Public Meetings ❑ Farmers Market KEY IMIESSAGES Currently, most expenses associated with the management of the golf course reside with the leaseholder as a part of their business operations. A large part of the maintenance is performed by volunteers. The City still retains responsibility for all capital needs, building maintenance and irrigation repairs to main lines (^'$8,000/year), and irrigation water costs (^'$15,000/year). In addition, the irrigation system would need to be replaced. This is part of the recommended capital improvement costs. The City does not have a source of funding to pay for the capital improvement needs ($935,000- $1.2M) identified in the most recent analysis. It is not financially sustainable for the City to continue to subsidize the golf course. In addition to the financial implications, it is often a best practice to explore the highest and best use of the land. It poses an opportunity cost if there are alternative uses that may better serve the wider community. If alternative uses are explored, the capital and operational costs of any alternate uses need to be considered as well. The study, a Business Analysis of the Port Townsend Golf Club, was completed in 2019 and showed that the course would need "considerable investment in improvements and modernization" for its continuance as a golf course into the future. PROS Plan community engagement results showed limited use of the Port Townsend Golf Course and interest in golf in general. Most vision survey respondents do not have an opinion on the operation, investment, or use of the golf course. For those who do have an opinion, most do not want to make capital investments, set a cost recovery policy, or explore partnership options. For those with an opinion, most do not want the City to stop operating the golf course, but others are supportive of exploring alternative options. ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 The City signed a lease for the operations of the course until December 2023. At the time the City decided to sign an operational lease through 2023, the City also identified a need to consider whether it should make additional investments in the golf course or identify alternative uses. Port Townsend Golf Club is an aging golf facility located in a small market with a mix of marketable amenities. The NGF completed a study of the viability of the PTGC and found that the facility is challenged by its declining physical condition and somewhat remote location which limits its potential market support. As such, the City faces a challenge in continuing to operate the PTGC, and it is only with new investment and a change in operating structure can this golf facility become a sustainable amenity for the City. In summary, NGF believes that the City can improve the operational condition and economic performance of the Port Townsend Golf Club through action on the following NGF recommendations: 1. Make a new investment in the PTGC facility, focusing on improving the condition of the golf course and clubhouse (estimated cost of $1.2 million+). 2. Change the operating structure by not renewing the operator lease and committing to a form of City self -operation (possibly with an F&B concession). 3. Hire the appropriate senior staff to manage and maintain the facility, including a PGA (or LPGA) designation for operations oversight and a GCSAA designation for golf course maintenance oversight. 4. Improve the marketing of PTGC, especially in technology, improved website, email program, and direct initiatives with Port Townsend lodging establishments. 5. Commit to a new focus on attracting less -traditional segments into golf (women, kids, minorities, etc.) through enhanced player development programming. I... � 11°,.11...11 e I i II°"i e ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 0 11T II 11TII LA r I V ty Role of the stakeholders: • Regular meeting attendance: stakeholder meetings and public meetings. • Listening to what you hear from the community and representing the desire of the wider community in this stakeholder group. • Guiding project team (not decision making) • Sharing your ideas with the Project team and city • Presenting with the project team at Parks Board and City Council meetings • Be a facilitator for break-out groups at larger meetings. • Lead intercept events as needed. Goals of Phase 1 Community Engagement: • Review of PROS plan, Community Strategic plan • Facilitate focus/interest groups to develop key criteria/principles to guide the community discussion. • Align the key criteria/principles with previous planning efforts, and community discussions. Goals of Phase 2 Community Engagement: • Review the golf course's current status and a most recent study • Start the visioning process of what it could be. • Pros/Cons of the golf course or repurposing • Solicit feedback on a vision • LA starts to draft concepts. Goals of Phase 3 Community Engagement: • Reflect on 2-3 Concept plans by LA • Interactive process, what does the community like, what do they not like. • Public input to guide final designs and decide on the golf course. Goals of Final Recommendation Community Engagement: • Gather feedback on concept plan (s) • Cost out the concept plan • Align with Mountain View Campus launch of the master plan • Take recommendation to Council Phase 1 COMMUNITY ENGAGEMENT June — August 2022 Date Task Meetings Status July- September Stakeholder recruitment and kick-off 2-3 2022 Outreach: press release, radio show, market, distribution announcement, online 8 ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 PHASE 2 COMMUNITY ENGAGEMENT September — November 2022 Date questionnaire, web presence, social media push. Schools, community groups Meetings Status September 2022 Hold focus groups to identify key principles to frame the planning process. 4-5 November 2022 Stakeholder review of data and provide guidance 1-2 Brief Parks and Trails Commission 1 Brief City Council 1 PHASE 2 COMMUNITY ENGAGEMENT September — November 2022 Date Task Meetings Status September 2022 Stakeholder preparation 1-2 November 2022 Plan for the first phase of public 1-2 enciaaement 1 Outreach: press release, radio show, market, distribution announcement, online questionnaire, web presence, social media push. Schools, community groups Public open house #1, virtual open house, 1 in-person, 1 online survey. virtual Stakeholder review of data and provide 1-2 guidance 1 Brief Parks and Trails Commission 1 Brief City Council 1 PHASE 3 COMMUNITY ENGAGEMENT: January— March 2023 Date Task Meetings Status October - Stakeholder meeting kickoff of Phase 3 1 November 2022 Stakeholders: Plan for second public 1 enciaaement Outreach: press release, radio show, market, distribution announcement, online questionnaire, web presence, social media push. Schools, Community Groups Public Open House #2, 1 in-person, 1 virtual Stakeholders: review input and provide 1 guidance Meeting: Parks Board/City Council Study 2 Session Update ENVISIONING THE PORT TOWNSEND GOLF COURSE May 2022 FINAL RECOMMENDATION & DECISION MAKING: April - May 2023 Date Task Meetings Status January -March Stakeholders 1-2 2023 Outreach: press release, radio show, market, distribution announcement, online questionnaire, web presence, social media push. 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E E E E E E E E E E E E E E E E E E E E E E 3 0 L 0 0 0 0 0 0 0 0 0 0 0 0 I 0 0 0 Small Group Meetings Feedback November 2022 —January 2023 Black Lives Matter JC ( 4 participants) • Center of town, connection with farming, resilience • Interested in climate change • Prairie, history needs to be considered. • Affordabe housing needed • Community space: open, outdoor, gathering areas • Community garden • BIPOC and Queer: need physical space • Work with tribes on how best to use the land. • Food Resiliency • Space should be used in multi -generational way, accessibility for all • Community gathering area, add a community kitchen • Consultation with the land itself, possible give back to tribes • Envision this space for the next 50 years • Honor the camas field. • Access to community/arts/third place • Open natural space in the middle of town: free yoga, cligong, youth activities, accessible art Parks, Recreation, Tree, Trails Advisory Board, Port Townsend ( seven participants) • Whatever the plan is, we need to make sure that there is some enforcement or teeth behind managing Hasting pond and wetland. • For feedback and increased public engagement, consider Nextdoor, repetitive announcements, PDN, PT Leader, Library. • The advisory board would like to volunteer to do intercept events around town. Recovery Cafe: ( four participants) • Make it similar to HJ Carrol park • Add a childrens and seniors walk/trails/accessibility • Environmental education • Picnic tables/benches • We have two other golf courses in this area, make this property accessible to all, not just golfers. • It feels like a private club on city land. • Create something to benefit the whole community • Create connections: to/from Kah Tai • Outdoor gathering areas/theater/movies • Affordable housing • Add water features • Keep the prairie • Community gardens • Employment for young people • Social sustainability: jobs, housing, amenities. • Best practices from other communities • Grow food! Jefferson County Parks and Trails Commission ( 6 people) • Connection to Kah Tai important • Personal significance: the golf course • Generate income for nonprofits through golf course • Expand it for the usage for other amenities • Accommodate more uses than just golf • Only affordable golf course around, Keep it affordable • Usage feels exclusive • There are a lot of other golf courses nearby • Desperately need an artificial turf soccer field, massive turnouts in the summer for soccer Local sports groups( 4 people) • Avid birder: valuable habitat for winter waterfowl. Same as Kah Tai. • Skiing in the winter • Use the gym, and used to use basketball courts outside but they were taken out. Also, athletic field was taken out. • Play pickleball • Need Sport fields • A lot of opportunity has been taken away: I.e. dog park took away field. When Salish Coast was built: five fields taken away • Major demand on Blue Heron. • Memorial Field is used by youth. • 200-300 kids for fall and spring soccer • Salish Coast Elem school: field is not avail for public • City does not own an athletic field. Most sports happen at HJ Carroll: 3 sizes. • A lot of interest in turf fields, expanding use to year around. County closes fields in mid-October. • Need lights on the turf fields. • Golf course is like a private club. there is a great course at Discovery Bay • Lights, even without turf, opens up options for adults when they get off work. • Bicycles/walking trails • Bicycle skills areas: jumping, golf course perfect because of grades; bike jumping ( ie. Bellingham, Canada) Maritime Center ( 2 people) • Don't see a direct connection to their mission • This golf discussion: old versus new. The new always win, the old loses. • Aren't there Other opportunities to golf? Cost? • Miniature, pitch and putt • Par 3 • Housing Rotary ( 20 people) • 95 years of operations • Question: highest and best use of property: community outreach, stakeholders process: pool • Question: Are there deed restrictions that call out that it needs to be used as a gold course? • Answer: The deed restrictions only list the land as used for municipal purposes. • 59 acre consultant: stated it was a jewel in the middle of town. • What about an MPD? • Lots of research , combine the projects • Golf course study: Usable space at the golf course, keep 9 holes, open to suggestion • Question: Can you close the golf course a couple days a week and open it up for walking? • Answer: The golf course is not sustainable now, and in order for it to be sustainable, it would need to operate 7 days/wk. • Rotarians: Number issue: keep in perspective, community needs multiple activities: pickleball, boating, cross country skiing, dog parks, golf. • No signage for golf course • Use for open space should be determined by the future • It needs to be open space, prairie, • Mountain View property: community center, develop this plan to a humble approach, the Y project was brought down because it was pretty ambitious. • Dog park, needs a stewardship group • Recyclery: in need on the margins • Centrally located on bus line, accessible, price is right, not a membership. • Pool: Doesn't have to have everything. Regulation size lap, deep water area, good building, doesn't have to have water slide. • Golf course left alone self sustaining asset • Mountain View: improve on it Chamber ( 1 person) • Members have a split perspective • Place making perspective: Recreation for families: we don't have this. No central area for families • People don't come here to play golf, its only 9 holes. If I am going to spend money and time to play golf: I will go to the two other courses. • Mini golf, driving rage: yes. • 9 hole golf course: not a destination course. We have two 18 hole courses within 30 minutes. • Population shifting, more people here under 50, people who have been here for a long time don't see it, the change. • Can't market it, 9 hole course is not attractive • We could possible bundle it, but it is not a draw. • Golf as a sport hasn't carried on through the generations: the city cannot fix that. • The Chamber has not received a question in four years, " where is the golf course"? • Golf course operator or Golfers have never asked us to save the course... never use the tools for marketing. They list their events, but don't use the tools. • Need a family gathering area. Quality of life for families. Economic development component, more than a tourist community, something the residents can use: walking trails, light up trails. • Golf only improves quality of life for some people, not the majority of people. • Keep the restaurant/bar/music/create a band stand, complement For Worden. • Vision : place making. UCCF (3 people) • Trails — create connection trails so people can use this land. • Affordable housing—we need more housing in town. • Something like Greenlake in Seattle — par 3 course, or mini golf. • Need area to conduct outside church • Meditation place • Green Space • Similar to HJ Carrol • Repurpose space • If golf courses were to stay, put in disc golf, so there is more variety • With climate change and water usage, seems use of a lot of resources for the golf course • Scottish golf course: open space, free, all natural, community course • Community Gardens • Grow food for foodbank Trans.leff ( 1 person) • Housing — need more • Need safe gathering spaces • Accessible green space • Centrally located, could be nice for everyone in town. • Safe area • Love having the space • Kah Tai/Golf Course, navigate around them right now ... need to create Kah Tai to be safe, and Golf Course to be open. Kiwanis (25-30 people) • Keep the golf course, but figure out how to open it up for walkers. • Multi -use with golf • Lots of questions about MPD. Taxes, bonding. • Shouldn't the community decide on the land use if it impacts taxes? • How are we going to phase it? • Are we going to create big grand plans that are not achievable? • If we do create a phasing plan, can we keep the golf course open until the very end? • When considering the finances, consider the funds that get donated to nonprofits from golf tournament. • Use existing open space to its maximum capacity. We don't need more open space in town. Salish Coast elementary parent pick up: ( 60-70 people) • Passed out 50 flyers for open house • Community garden • Open to every body in the community • Affordable housing • JUMP inclusive playground • Trails and connections • Pump track • Keep golf course • Activities for kids I 1l'1�II EETI 'IJill I1111,oII(' u ANDS:::APE As:°:HMI CTW wp JRB 1N DE:SuaiN I PU�.V�O�RN To: Carrie Hite Topic: Stakeholder small group Date: 11/15/2022 Meetings Location: City Hall Project: PT Golf Course/Mt. View Time: 9:00am-2:45pm 9:00 — 9:30am: PTA Annie Bartos- Co -Presidents -one position open Candace Mangold — Vice President • Golf course property is in close proximity to the schools (High School, Middle School) and well positioned to become a hub for kid activities • Kids use the pool and bike around the campus o Sports at rec center/ Rec league bball happens at Mt. View o Currently no swim lessons available • Needs additional connector bike lanes to feel more safe • Teaching children an ethic of public space • Greenlake is a good example of a community park with bathhouse and theatre • PT parks could use more nature play opportunities for kids • Good opportunity to include community garden o Nurture the idea of growing food • YMCA is the only after school care program in town • Library has a kids hour • Important for the town to have public spaces that kids feel comfortable and welcomed • Community center uptown is in rough shape 9:45 — 10:15: Agricultural Perspective Celine Santiago — Port Townsend Preservation Alliance John Gunning — Colinwood Farm • Sustainable farming is supported by a small population; we should leave something for them • Vision of providing an education center on the GC prop. o Center could provide community space, environmental education programs, sustainable farming, art opportunities, trade learning opportunities o Provide space to prepare community/ young people for the kind of environment this will be in 50 years o Kingston Library is an example of this working well • Leave a legacy for the next generation 0 Bring people together • Port Townsend community is splintered; need to help people thing holistically about the future • GC prop should be better connected 0 Bridge connection to future shy acre farm development 0 Mimic agricultural landscape on fringes of property 600 FIRST AVENUE, SUITE 439 SEATTLE, WA 98104 P: 206.388.2066 WWW.GROUNDSWELL.STUDIO V ANDFCAM,ARCHMI CTW q, iUBAN D SriKiN � u. u.,.VOsuNG • Expanding permaculture - there is a lack of understanding • Succession plan for farm properties o Train next generation of farmers o Farm survey indicated farmers make about $5-$7/hr. • Transition plan for GC property • Housing is a community need • Do not see a lot of golfers on a day-to-day basis • Plan should be intentionally intergenerational o Include play area, youth space etc. 10:30 — 11:00am: Fort Worden Public Develoament Auth David Timmons- PDA Executive Director David King- PDA board member • Golfers feel empowered as if they own the golf course • Golf club is only about +/- 100 people. Many have aged out. • Additional group of people who don't golf but will be supportive of the golf course remaining because it has always been there • Golf course well has now been connected. Water has high sodium content and may require re- seeding the course • Plan for Mt View to be city/county campus o Moving police dept/ food bank/ nonprofits to Mt. View was significant effort that they feel; was successful • History of golf course being under poor management • There have been other past attempts to discuss transitioning the gold course to a different use o Golfers have shown up angry and entitled in past public forums • Would like to see the property become a city park. • Prior efforts attempted to create one parcel. • EPA study was conducted on site previously. Identified funding opportunities. 11:15 — 11:45am: Olympic Pride Ellen Michael Caldwell - Executive Director Kate Mack- Assistant Director Cyndi- Volunteer • Would like a space for youth to hang out o youth programming o outdoor activities o safe and inclusive space • Larger outdoor spaces o Last years pride event brought around 600 people • Important to create and support intersectional open space • Community center space for youth 11:45 — 12:15am: Housing Support Network (HSN) Liz Revord - Network Director of HSN Jane Armstrong Jaime Maciejewski— Executive Director of Habitat for Humanity of East Jefferson County 600 FIRST AVENUE, SUITE 439 SEATTLE, WA 98104 P: 206.388.2066 WWW.GROUNDSWELL.STUDIO V ANDFCAM,ARCHMI CTW q, iUBAN D SriKiN � u. u.,4POsuNG • Looking at the greatest community good • Port Townsend has a significant housing crisis o Very limited affordable housing o All age groups/ demographics affected o It is difficult to fill positions at many jobs because people often cannot afford or find a place to live in town • Would like to see a portion of the gold course property considered for housing 1:30 — 2:00pm: Golf Club Tim Caldwell George Bruce Tim Lynn Jim Michael Barb Matter • Concern about length of lease • Thinks open house is a bad format • Neither side is looking at this as a community problem • Feels as if none of the other stakeholders in this process have anything to lose • City has not given the opportunity for more than 3 -year lease • Suggestions for making GC more economically viable o The new well. No more city water ■ Will still need supplemental water due to losses through system o Gold course management team with 7 -year lease o Well-maintained grounds o A professional marketing plan and support from City and Chamber of Commerce o Programs/ special discounts to entice new golfers, women, teens, and tourists o Collaboration with PT lodging for package deals with the golf course o A good clubhouse restaurant and downstairs conference room to rent out • Ideas for property to be more inclusive of the community o Replace community garden on corner of 19th and San Juan Ave o Compatible recreational activities of specific holes, one day a week o Putt -putt built on chipping range o Open to walkers, night sky groups in evening after course closes o Walk, bicycle paths o Driving range- a covered tee area o Plant native prairie grass along perimeter of roadside fairways 2:15 — 2:45am: Food Bank Randy Pamela Mark Doug • Needs of homeless community 600 FIRST AVENUE, SUITE 439 SEATTLE, WA 98104 P: 206.388.2066 WWW.GROUNDSWELL.STUDIO 1. Secure lockers 2. Access to showers/laundry facilities 3. Free mailboxes 4. Facilitator services • Concentration of services o Increase convenience of using facilities • Appreciate proximity to open space • Important to activate public space • Warming Center V ANDFCAM,ARCHMI CTM q, iUBAN D SriKiN � u. u.,4POsuNG 600 FIRST AVENUE, SUITE 439 SEATTLE, WA 98104 P: 206.388.2066 WWW.GROUNDSWELL.STUDIO W � Woj O Otko V •� Qj LL J�V p m O i y TIP, r ! ,'y a a '19N f 14 w !, G�aJ , l� N ryVI IIrP/ u(' (l7f�`%nlU' tirr v I(I Il u ti r, r �iiti,� r� / I �!!l n l� /� !�� / yJ it%/ ✓,< , � eh/� � H !1%% ' 91;,, �y/t r%e, ' ��� {;im I / rii r/l J�r / 'rr 'n r%irr; 'r / F y, �Alllr S f111�%l1� { illi rYi, /' tti '�&y 60J/��� 1 //,yl"Or ���" ��'p��y;��!i AVS f dINWIr,r�N�1' ' ""'/ a%4 6r„„ SII 9, i;,;;,, 'if �1 eke(// FF/�” fi(o Il"5(PE% Jty / J�lo�rJgJrl�i� !G>kl��Ir� OS rrr 'Ar 1lY!, ,%%! oIn" Yl;� �i ���,, �r �� '� !N, .rrr IM�ti, Q>of ;�)!l^IfGf',;:. /r / , pff ifa,m � /i�l�1f k�f, Q. 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LLI >: z 0 G LLI >: D ZCY D 0 EA j j LLI n LLI D 4 LLI WC' 0 L 14.v uuuuuuuuw� UI mww uww�° � � � � Imlmlmlmumlmum � wwwww I� mmmmmo lommmommmm loom000000000l ���i.w.wwwwwlw.y � From: Melissa Moller To: publiccomment(acityofot. us Subject: Golf Course use Date: Thursday, January 12, 2023 4:06:21 PM A couple suggestions: 1. If the golf course stays, add frisbee golf. This would attract young and old. Or keep the driving range and add frisbee golf. Share time between both. 2. Large play area with a wooden "play on" ship. This could be made locally. Gig Harbor has one. Kids love it! Maybe a water feature park for kids to play in during warm summer months. 3. Since the soils vary so much create community gardens, vegie and flower. 4. Of course trails. accessible for all. 5. Pickleball courts, miniature golf! 6. Think young adult, kayak teaching pond 7. With the pool improvements add a weight room and basketball/multi use room. 8. Non profit senior living with living available for attendants, cna's and nurses. Provide daycare within the facility. I know this idea is beyond the city's ability but with the aging population, someone should consider it. It would keep turnover of employees low and create a wonderful community to benefit all involved. Need me to expound on any idea let me know. Thank you for doing all this! Melissa Moller Western Washington 253-691-7731 cell melmollern amail. com From: George Bush To: publiccomment(&cityofot. us. Subject: open house Date: Thursday, January 12, 2023 10:25:47 AM All, Last nite's open house was very well done. 1 was especially impressed with Chris Jones' presentation and forthright answers to questions. His definitive statement that any additions or changes to the golf course must be for municipal use was most welcome. My only hesitation in that regard is the remote possibility that a convoluted definition of "municipal use" could somehow include housing as a benefit to the Municipality. Uneasiness over that issue could be solved if the Council and City Manager would simply state plainly - no housing. I would love to stop harping on it. I am left with one very disturbing issue being bantered about - moving the pool/gym/exercise complex to the golf course. Seems to me the shear size of the complex and necessary parking would greatly encroach on the golf course. Considering the Prairie will be left in place, the only way to expand such a large structure (and sufficient parking) would be to take out the practice area, the golf workshop, and a large part of hole # 1. (assuming the logical place to site it would be where the current golf office/restaurant sits) Not only would such a large structure loom over the Course, but would greatly diminish the future Course manager ability to efficiently manage his business. The current location of the pool is the most logical, and likely the least expensive choice for the pool complex. Wherever it is built, the cost of removing the old pool and building would have to be done, so wouldn't it be most cost effective to make demolition and new construction an all inclusive contract. (I remember the Council presentation made by Jeff Randall some years ago displaying a very good fit for the new complex on the existing site - I also remember his estimate of 8 to 12 million dollars) Three other small issues. First - if the pool complex includes health club amenities like racquetball, weights, and exercise machines, the two local Health Clubs would be put out of business - is that really what we want to do to existing local business? Also, a question was asked - what recreation is planned for teens and younger on the Course? - the obvious answer is GOLF! A competent Course Manager would definitely develop youth golf programs. Finally, I noticed the flow chart that displayed the process from study to plan to decision appeared to show the Council receiving a single option rather than a range ((at least 2 or 3) of options. Is that your intent? I look forward to future interaction with the planners and especially the City Council. Sincerely, George Bush gbush@olypen.com 3605311041 From: Nerreca To: publiccomment(&cityofot. us Subject: Money Raised at Port Townsend Golf Course for kids and charities Date: Saturday, January 14, 2023 11:20:35 AM Attachments: Golf Money raised by aolf course.odf Money Raised at Port Townsend Golf Course for kids and charities over the last 20 years is over $700,000 Do you want to be responsible for this coming to an end??? People need to know this. We as service clubs rely on the golf course for some of our biggest fund raisers!! Rick Gore, Kiwanis member There are other tournaments not listed that have had fundraisers at PTGC. This list was put together by a member of the golf course Men's Club two years ago. Gabriel Tonan donates the use of the golf course to the Port Townsend High School golf team for their season. He also donates the use of the course twice a year to the High School Cross Country team. One of the events has been the League Tournament. He also gives out about 12 donation certificates a year to local charities for silent auctions, sometimes clubs and clothes that came out of his own pocket. Money Raised at Port Townsend Golf Course for kids and charities over the last 20 years is over $700,000 Kiwanis $171,000 Elks $13000 Sunrise Rotary $108,000 Brad Brown $48,000 Twisters $26,000 Rhody $30.000 Relay for Life $60,000 Little League Football $80,000 Alumni $1200 Christmas Stockings $60,000 Christmas Tree $3,000 Total $7289000 Do you want to be responsible for this coming to an end??? People need to know this. We as service clubs rely on the golf course for some of our biggest fund raisers!! Rick Gore, Kiwanis member There are other tournaments not listed that have had fundraisers at PTGC. This list was put together by a member of the golf course Men's Club two years ago. Gabriel Tonan donates the use of the golf course to the Port Townsend High School golf team for their season. He also donates the use of the course twice a year to the High School Cross Country team. One of the events has been the League Tournament. He also gives out about 12 donation certificates a year to local charities for silent auctions, sometimes clubs and clothes that came out of his own pocket. From: Julie Jaman To: publiccomment(&cityofot. us Subject: Golf Course/Mt View Properties and Public Uses Date: Tuesday, January 17, 2023 1:23:34 PM 1/17/23 City Council RE:Golf Course/Mt View Properties and Public Uses The people of Port Townsend and those who pay taxes to various taxing districts are being offered plans for new and improved municipal facilities, possibly using the public golf course land and Mt View land for a Wellness Center. This planning is a revival of the Super Y idea of a few years ago with spa -like amenities and a natatorium with multiple pools. No price has been suggested yet, but the last time it was in the neighborhood of $20M; given current inflation figures this wellness plan could be more than double that price. Before this process proceeds at the incredible speed the team is proposing we need a better grasp of what could be coming our way: expenses for subcontracted specialists (remember the idea for a new library? $750,000 just in architectural planning) The real estate footprint required for such a complex: land, building, parking The CO2 footprint including new concrete: The impervious surfaces for cars and sidewalks The increased use of electricity and propane (what are the current monthly bills?) The impact to several private businesses and employees that offer - gyms with exercise programs, courts and weight rooms - saunas, Jacuzzi and soaking tubs - massage, yoga, and spa treatments To say nothing of the underused and under maintained facilities throughout this town • n E City: 184 acres not including 58 acres golf course and the Mt. View Complex with pool School district: three schools with facilities and fields and Mt View land County: the community center gym and courthouse park with courts and the fairgrounds with multiple underused buildings and grounds State: Fort Worden with fields, courts, and indoor facilities I suggest this is where collaboration is needed - how to make good use of what we have already paid for, much that we own outright - our heritage. Under 2019 Strategic Planning: "Strategy 4: Consistent with the Comprehensive Plan and functional plans, establish long-term planning, prioritization, and investment strategies for future infrastructure projects that are sensitive to the community needs and values, are sustainable, and ensure consistent delivery of services at a reasonable cost." The Mt View pool for the last two years under Y management, when allowed, has been less than consistent in keeping the pool open more than a few hours a day for fewer than 7 days a week. The proposed wellness complex was initially designed by YMCA architects; it is a Super Y plan. These Ys are located in urban populations of several hundred thousand people in order to pencil out. In our town such a Super Y/wellness complex would require big subsidies; besides grants, tax money derived from several taxing districts i.e. EJFR, Port, Hospital, School, and the City's banking capacity to subsidize this dream spa: ? How many staff will be needed daily ?Estimates for regular maintenance and repair: tubs, saunas, pools,plumbing ?Estimates of increased stormwater runoff and sewer capacity ?Daily cleaning and laundering ?Is the plan to eliminate the very costly propane heating system at Mt View Complex (heat pumps perhaps) ?How does this plan ensure consistent delivery of services at a reasonable cost."? (energy conservation) The Comprehensive Plan, our overarching planning document, says: "The overriding objective of the Plan is to maintain and enhance Port Townsend's special character and small town atmosphere..." Planning is based on population growth and ability to finance. The Office ofFinancial Management dataindicatesgrowth r,. slowed i Revised draft projections anticipate r smaller population 4 for ! thananticipated for the year 2024 under the currently adopted projection (13,329). That iii fewer people thanprojected. A super Y wellness center of this size does not contribute to this "small town atmosphere" and the projected level of service needs of this very tiny town. I suggest a review of the current history of the Mt View campus improvements provided in the 2014 Parks Functional Plan; very important background for future planning: The history of Mt View "Mountain View Pool was built in 1962 by the Pon` Townsend School District. In those times the ethic was quality workmanship and materials meant for generations of use - we are those generations. In the `70s a unique winged parabolic roof was added. In 2001 the city hired ORB Organization, Inc., an engineering firm, to evaluate the pool. It concluded $355,000 would extend the life of the pool for another 30 years. In 2012 the city and county put up $150,000 and, with a lot of volunteer help, gave the pool a facelift including some of the Orb recommendations. In 2015 voters passed a $3.6M bond to repair and upgrade the entire Mountain View campus, of which no more than 50% of the debt service was to come from city taxpayers. The buildings were painted, various technological upgrades were made including a new fire alarm system and automatic doors. The pool, as with all facilities, has ongoing maintenance and repair needs and there are plans for improvements in future budgets. Switching to heat pumps similar to the Port Angeles pool would help reduce heating costs. "The Parks staff provides lifeguarding and job training, myriad classes and special events, school swim classes and team competitions (the swim team has the fastest flip turns in the league because they practice in a shorter pool), pool rentals for groups, and tracks the operating systems for maintenance and repair. The current operating budget is approximately $400, 000; half from fees and rentals and half from the city Parks budget. The Y has an arrangement with the city to use the existing gym, office space, rec room/kitchen, fields and courts, and the pool." So we currently have within the City boundaries, numerous municipal, county and state facilities that provide opportunities for all - parks, open space, courts, fields, indoor gyms with courts and a pool.There is a projected LOS by 2036 for 7 more park acres. The west side of town where some growth is happening and could use some parks and open space. Quimper Peninsula Tax payer: EJFR, EMS, Emergency Management, School District, Hospital District, Port District PS with a new UGA coming in tri area, the Chimacum School district would be likely place to build a competition size pool. From: Kelsey Caudebec To: publiccomment(&cityofot. us Subject: Re: 1/11 open house Date: Tuesday, January 17, 2023 4:22:40 PM (This is intended for the City Council meeting tonight. Thank you!) On Tue, Jan 17, 2023 at 4:22 PM Kelsey Caudebec <caukel24 cni gmail.com> wrote: I was glad for the structure, clarity of process, and interactive portions of the Golf Course/MVC open house last week. As I mentioned in my public comment on 1/9,1 urge our community members to keep their minds open to other possibilities than the status quo. I also encourage folks to express their opinions and not feel intimidated by the other voices. Those who want the golf course to stay have been very vocal and are (understandably) working hard to retain it; for example, at the open house, there were cards being handed out with info on how to submit public comments in favor of the golf course. Which is fine - that's their right. I just hope that others who aren't in favor of keeping the golf course as is, feel that they can speak up too. Let's open our minds to all options and do the work to understand those options. If after weighing all possibilities, an informed majority thinks the golf course should stay, so be it. But let's be sure everyone feels comfortable and empowered to speak up, whatever their opinion, as this will have a lasting impact on our whole community. n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Submitted By: Emma Bolin Department: Planning & Community Dev Agenda Bill AB23-117 Meeting Date: January 17, 2023 Agenda Item: IX.b 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: 1/17/2023 Contact Phone: 360-390-4048 SUBJECT: Resolution 23-008 Authorizing the reclassifying of Permit Technician to Permit Technician I and adding Permit Technician II and III to the City's Salary Classification Schedule and the Union Wage Scale and authorizing filing of permit technician positions within any of the available job classifications. CATEGORY: ❑ Consent 0 Resolution BUDGET IMPACT: Expenditure Amount: $ 10,800 ❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No 0 ❑ Contract Approval ❑ Other: Discussion Item ❑ Public Hearing (Legislative, unless otherwise noted) ❑ 3 -Year Strategic Plan: N/A Cost Allocation Fund: 010-022 GF - Development Services SUMMARY STATEMENT: City staff recommends reclassifying the Permit Technician job title to add three levels of classification as Permit Tech I, II and III. The proposed Permit Technician classifications qualify as members of the General Government Bargaining Unit and will be added to the union wage scale. The union has reviewed the job descriptions for the Permit Technician positions, recommended wage classification, and recommended the additions to the General Government Salary Classification Schedule. The Dept of Planning and Community Development is currently budgeted for two Permit Technician FTEs. There is an active recruitment for one vacancy, but competitive candidate applications are sparse. The Permit Technician position is administrative, primarily tasked with frontline customer assistance duties assisting building and land use permitting. Having two permit technicians is especially critical now to provide the best electronic permitting customer experience. The PCD permit counter is currently operating on reduced hours due to the current staffing level. Recruitment is difficult, largely because there is little advancement opportunity in a small department and the City struggles to maintain qualified candidates throughout the process—losing some to other opportunities in the community that pay better. To create an environment that incentivizes professional development and employee retention, staff recommends reclassifying the position by adding three levels of Permit Technician. Advancement between Permit Technician I, II, and III depends on years of experience and acquiring a minimum quantity of skills competencies, which staff terms the "Skills Development Framework." Managers designed this framework to prepare employees for customer service and department assistance across challenging topics such as tree conservation, electronic permitting, data reporting, and historic preservation. These competencies also encourage skills development and specialty certifications, background needed to better assist customers, while preparing employees to be competitive for internal recruitments in those specialties should they become available. PCD hopes in the future that many represented positions can transition to a Skills Development Framework advancement system to elevate the City organization. In order to implement the Skills Development Framework, managers will annually review Permit Technicians, and if minimum competencies are met, advance the employee. So that the maximum level can eventually be attained, PCD requires additional personnel budget. Currently two FTEs are budgeted at the maximum/hour Union Salary Classification 9, Step E. With the new advancement framework, $10,800 will be required to accommodate maximum range of two FTEs at Union Salary Classification 11, Step E. Cabot Dow performed an ad-hoc review and determined the salary classifications at 9, 11 and 13 to be generally market consistent with a 6% spread between the 3 levels. ATTACHMENTS: 1. Resolution 23-008 2. 2023 General Government Salary Classification Schedule CITY COUNCIL COMMITTEE RECOMMENDATION: N/A RECOMMENDED ACTION: Move to approve Resolution 23-008 Authorizing the reclassification of the Permit Technician to Permit Technician I and adding Permit Technician II and III to the City's Represented Salary Schedule and authorizing the filing of permit technician positions within any of the available job classifications. ALTERNATIVES: x❑ Take No Action ❑ Refer to Committee ❑x Refer to Staff N Postpone Action ❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: Resolution 23-008 RESOLUTION NO. 23-008 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON, AUTHORIZING THE RECLASSIFICATION OF THE PERMIT TECHNICIAN TO PERMIT TECHNICIAN I, ADDING PERMIT TECHNICIAN II AND III TO THE CITY'S REPRESENTED SALARY SCHEDULE, AND AUTHORIZING THE FILLING OF PERMIT TECHNICIAN POSITION WITHIN ANY OF THE AVAILABLE JOB CLASSIFICATIONS WHEREAS, the City of Port Townsend is continuously working towards having a fully and appropriately staffed Planning and Community Development Department; and, WHEREAS, the City of Port Townsend works to ensure the continued care, appropriate processing, and custody of all city permit applications; and, WHEREAS, the City has a vacant permit technician position; and WHEREAS, the City staff seeks flexibility in recruiting for the open permit technician position due to the labor market; and WHEREAS, the City is seeking opportunities to increase efficiency, succession planning, engagement, retention and sustainability; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend to authorize the City Manager to reclassify the Permit Technician to Permit Technician I, add Permit Technician I1 and III to the City's represented salary schedule, and to complete job descriptions for all three positions. The City Manager is further authorized to fill the vacant permit technician in any of the three job classifications depending on the successful applicant's qualifications. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 17'h day of January 2023. Attest. Alyssa Rodrigues City Clerk David J. Faber Mayor Approved as to form: Heidi Greenwood City Attorney City of Port Townsend and Local Teamsters Union No. 589 Contract 2022-2024 APPENDIX A Salary Classification Schedule Effective January 1, 2023 Grade Union Salary Job Titles Step A B C D E / Ste Classification 3 No Positions Assigned 15.18 15.50 16.00 16.43 16.89 320 5 No Positions Assigned 20.22 20.84 21.45 22.07 22.70 400 7 • Admin Assistant 24.72 25.48 26.27 27.10 28.08 • Finance Tech I 100 9 • Maintenance Worker: • Facilities • Parks • Streets/Storm/Sewer • Fleet 25.56 26.42 27.29 28.18 29.23 • Water Distribution • Finance Tech II • -e�� Permit Technician I • PW/Engineering Support Specialist II • Community Services Officer • Public Experience Liaison 110 11 • Parks, Rec. & Comm. Service Admin 26.03 26.90 27.77 28.62 29.47 • Utility Billing / Collections Specialist • Permit Technician II 420 13 • Finance Tech III • Police Clerk 28.04 28.73 29.45 30.18 31.82 • Public Works/Engineering Support • Permit Technician III 120 15 • Equipment Operator: • Fleet • Streets/Storm/Sewer • Water Distribution 31.09 32.04 32.98 33.97 35.18 • Water Resources • Wastewater Trtmnt • Biosolids 160 17 • Mechanic 31.79 32.83 33.87 34.97 36.12 430 19 • Assistant Planner 32.75 33.79 34.87 35.94 37.19 • Land Use Specialist • Finance Specialist • Project Accounting Specialist • Purchasing/Contracts Specialist 140 21 • Lead Operator: 33.30 34.37 35.48 36.58 37.82 • Parks • Facilities • Lead EquipmentOperator: • Streets/Storm/Sewer • Fleet • Water Distribution • Water Resources • Wastewater Trtmnt • Biosolids • Crew Chief Apprentice - Streets/Strom/Sewer City of Port Townsend and Local Teamsters Union No. 589 Contract 2022-2024 APPENDIX A Salary Classification Schedule Effective January 1, 2023 Union Salary Job Titles Step A B C D E Classification 440 23 • Building Inspector 34.30 35.36 36.45 37.67 38.97 • Public Works Inspector • Code Compliance Officer 445 25 • GIS Coordinator 35.13 36.26 37.41 38.57 39.94 • IT Technical Support 27 No Positions Assigned 37.00 37.77 38.54 39.35 40.15 150 29 • Crew Chief: 35.79 36.95 38.12 39.31 40.65 • Water Distribution • Streets/Storm/Sewer 450 29.3 • Associate Planner 36.49 38.09 39.67 41.90 44.14 435 29.5 • Accountant 37.811 38.941 40.10 41.50 42.90 355 31 • IT Network Administrator 43.851 44.931 46.05 47.08 49.77 n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Submitted By: Connie Anderson Department: Finance Agenda Bill AB23-118 Meeting Date: January 17, 2023 Agenda Item:IX.c 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Date Submitted: January 11, 2023 Contact Phone: 360-379-4403 SUBJECT: Resolution 23-009 Authorizing a Full -Time Position in the City Finance Department for a Payroll and Benefits Administrator and Reclassifying two Positions as Part -Time Positions to be Included on the City's Represented and Non -Represented Salary Schedules. CATEGORY: ❑ Consent X Resolution Staff Report ❑ Ordinance Contract Approval ❑ Other: BUDGET IMPACT: Expenditure Amount: Included in Budget? Yes X No ❑ Public Hearing (Legislative, unless otherwise noted) 3 -Year Strategic Plan: 6 - Provide for a healthy City organization Cost Allocation Fund: N/A SUMMARY STATEMENT: When there is a change in staffing, the City takes the opportunity to assess current and future needs of the City to best meet those needs. Based on the assessment, job descriptions have been revised and updated. An evaluation has been conducted to make sure the best positions are open and available to serve the organization and community. Recommended Changes The Finance and Human Resources Departments recommends 1.00 FTE for a Payroll and Benefits Administrator. This is a non -represented position that will be shared 50/50 by Finance and Human Resources. The position will administer and coordinate employee pay and benefits between the two departments. In addition, staff recommends changes to two other positions: 1) the Finance Specialist from 1.00 FTE to a 0.50 FTE and 2) the HR Assistant from 1.00 FTE to a 0.50 FTE. Staff will be evaluating each of these positions and their respective responsibilities. If any changes need to be made, staff will bring them back to Council for further discussion. The Planning -Community Development Department recommends adding two new positions, Permit Technician II and III to the City's salary classification schedule which will provide flexibility in hiring for the Permit Technician position. The new positions qualify as members of the General Government Bargaining Unit and will be added to the union wage schedule. The union has reviewed the revised job description, recommended guidelines for progression, recommended wage classification. They have recommended the addition to the General Government Salary Classification Schedule. The hourly part-time positions have also been adjusted to reflect the correct 5% increase of wages for 2023. The original 2023 Salary Schedule was not updated with the 2023 wage rates. Planning -Community Development Hiring Flexibility This resolution also provides the City Manager flexibility in hiring Permit Technician positions. Flexibility in hiring is important so that managers can match staff in accordance with skills level and type depending on department needs and the job candidate market. This also provides a skills -based career ladder system for professional growth that poises the City for recruitment and retention. This strategy elevates the City organization and the service provided to the community. Rather than assigning which position specifically is authorized in the salary schedule, staff recommends the selection and review process to determine the appropriate classification. There are currently two positions in the Planning -Community Development with opportunity for growth in one position and one vacant position. These positions could be appropriated in any one of three of the following classifications. 1. Permit Technician 1 2. Permit Technician II 3. Permit Technician III Again, the number of positions matches the 2023 adopted budget. This resolution allows the positions to be filled at any one of these levels depending on qualifications. The highest potential budget impact for each Permit Technician position is about $5,400 or $10,800 for two positions. Staff will be monitoring the 2023 Budget to see if there is a need for additional budget authority. If there is, we will request additional budget authority in a 2023 budget. Because of the delay in hiring the one open position, we will likely be able to absorb the potential increase in position cost. In subsequent years, we will be budgeting at the appropriate position levels. The recommended changes are listed in red in the revised 2023 Salary Schedule. The goal is the reorganization and reclassification of positions will increase the City's ability to better serve the organization and community. ATTACHMENTS: 1. Resolution 23-009 2. 2023 Salary Schedule, revised January 2023 CITY COUNCIL COMMITTEE RECOMMENDATION: NA RECOMMENDED ACTION: Approve Resolution 22-009 Authorizing a Full -Time Position in the City Finance Department for a Payroll and Benefits Administrator and Reclassifying two Positions as Part -Time Positions to be Included on the City's Represented and Non -Represented Salary Schedules. ALTERNATIVES: 0 Take No Action 0 Refer to Committee 0 Refer to Staff 0 Postpone Action ❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: Resolution 23-009 RESOLUTION NO. 23-009 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON, AUTHORIZING A FULL-TIME POSITION IN THE CITY FINANCE DEPARTMENT FOR A PAYROLL AND BENEFITS ADMINISTRATOR AND RECLASSIFYING TWO POSITIONS AS PART-TIME POSITIONS TO BE INCLUDED ON THE CITY'S REPRESENTED AND NON -REPRESENTED SALARY SCHEDULES WHEREAS, when vacancies are created, City staff take the opportunity to review positions; and WHEREAS, staff vacancies have allowed for the re-examination of the workload of the City Finance and Human Resources Departments; and WHEREAS, staff have determined that the Finance Specialist vacancy should be filled by a Payroll and Benefits Administrator; and WHEREAS, two current full-time positions, Finance Specialist and HR Assistant, should be reclassified as part-time positions; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend to authorize the City Manager to hire a Payroll and Benefits Administrator position in the City Finance Department and to complete a job description for the position. The City Manager is also authorized to reclassify HR Assistant as a part-time position, to include it on the City's salary non -represented salary schedule reflecting a .50 full-time equivalent, and to complete a job description for it. The City Manager is further authorized to reclassify the Finance Specialist as a part-time position, to include it on the City's represented salary schedule as a .50 full-time equivalent, and to complete a job description for it. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 17t" day of January 2023. Attest: Alyssa Rodrigues City Clerk David J. Faber Mayor Approved as to form: Heidi Greenwood City Attorney CITY OF PORT TOWNSEND NON -BARGAINING EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE BUDGET 2023, Revised Salary Schedule per Resolution 23-xxx Elected Officials REV 1-17-2023 Classification Minimum Maximum Positions Positions Mayor $ 12,300.00 $ 12,300.00 1.00 1.00 Councilmembers $ 8,400.00 $ 8,400.00 6.00 6.00 Non Represented Employees Classification Minimum Maximum Positions Positions City Manager $ 138,338 $ 198,762 1.00 1.00 Public Works Director $ 133,474 $ 163,342 1.00 1.00 City Attorney $ 130,896 $ 157,075 1.00 1.00 Chief of Police $ 121,079 $ 154,289 1.00 1.00 Director of Finance & Technology Services $ 117,806 $ 150,531 1.00 1.00 Planning & Community Development Director $ 117,806 $ 143,985 1.00 1.00 Parks & Recreation Strategic Director $ 117,806 $ 143,985 1.00 1.00 Deputy Police Chief $ 107,021 $ 130,431 1.00 1.00 Deputy Public Works Director/City Engineer $ 107,021 $ 130,431 1.00 1.00 Parks, Recreation & Community Services Director $ 107,021 $ 130,431 0.00 0.00 Director of People & Performance $ 107,021 $ 130,431 1.00 1.00 Assistant City Engineer II $ 98,221 $ 123,203 0.00 0.00 Assistant City Engineer 1 $ 94,899 $ 119,037 0.00 0.00 Library Director $ 94,899 $ 117,806 1.00 1.00 Human Resources Manager $ 91,876 $ 127,256 0.00 0.00 Prosecuting Attorney/Assistant City Attorney $ 91,113 $ 112,032 0.00 0.00 Planning Manager $ 91,114 $ 112,032 1.00 1.00 Building Official $ 89,991 $ 107,988 1.00 1.00 Parks & Facilities Manager $ 89,991 $ 107,988 1.00 1.00 Public Works Operations Manager - WW/Bio $ 89,991 $ 107,988 1.00 1.00 Public Works Operations Manager - Water Resources $ 89,991 $ 107,988 1.00 1.00 Public Works Operations Manager - Streets/Sewer/Stormwater $ 89,991 $ 107,988 1.00 1.00 Civil Engineer 11 $ 89,991 $ 107,988 1.00 1.00 City Clerk $ 86,980 $ 112,981 1.00 1.00 Public Records Officer $ 86,980 $ 112,981 1.00 1.00 Operations Manager - Parks, Recreation & Facilities $ 85,082 $ 117,806 0.00 0.00 Finance Manager $ 87,691 $ 122,109 1.00 1.00 Accounting Manager $ 87,691 $ 122,109 1.00 1.00 Civil Engineer III $ 83,101 $ 114,610 1.00 1.00 Senior Planner $ 81,994 $ 104,808 1.00 1.00 Finance & Budget Analyst $ 81,994 $ 104,808 0.00 0.00 Project Manager $ 81,994 $ 104,808 0.00 0.00 Library Manager- Public and Technical Services $ 71,856 $ 84,589 1.00 1.00 Library Manager- Youth Services $ 71,856 $ 84,589 1.00 1.00 Civil Engineer EIT $ 67,152 $ 86,797 1.00 1.00 Deputy City Clerk $ 64,194 $ 84,973 0.00 0.00 Executive Assistant to City Manager $ 64,194 $ 84,973 0.00 0.00 Human Resources Specialist or Generalist $ 64,194 $ 84,973 1.00 1.00 Legal Assistant/Deputy Clerk $ 64,194 $ 84,973 1.00 1.00 Legal Assistant $ 64,194 $ 84,973 0.00 0.00 Payroll and Benefits Administrator $ 64,194 $ 84,973 0.00 1.00 Executive Assistant to Chief of Police $ 60,628 $ 80,298 0.00 0.00 Hourly Part -Time Positions Library Associate $ 24.27 $ 26.00 0.50 0.50 Library Assistant $ 16.63 $ 19.61 3.51 3.51 Library Assistant Substitute $ 16.63 0.54 0.54 Library Courier, Library Page $ 15.74 $ 18.99 1.30 1.30 Reserve and Seasonal Positions ** Seasonals not included in Total FTE count Reserve Police Officers, commissioned $ 37.79 1.00 1.00 Reserve Police Officers, noncommissioned $ 25.00 0.35 0.35 Seasonal Workers 15.74 18.99 2.50 2.50 Total Non -Represented Employees 1 1 36.20 37.20 CITY OF PORT TOWNSEND UNCLASSIFIED EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE BUDGET 2023, Revised Salary Schedule per Resolution 23-xxx Classification Minimum I Maximum Positions Positions Temporary Long Range Planner to be determined 1.00 1.00 Communications/Marketing Manager to be determined 1.00 1.00 Human Resources Assistant to be determined 1.00 0.50 Housing Grants Coordinator to be determined 0.50 0.50 Navigator to be determined 1.00 1.00 Total Unclassified Employees 4.50 4.00 CITY OF PORT TOWNSEND UNION/REPRESENTED EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE BUDGET 2023, Revised Salary Schedule per Resolution 23-xxx Union/Represented Employees Classification Minimum/hr Maximum/hr ** Positions Positions IT Network Administrator $ 43.85 $ 49.77 1.00 1.00 Accountant $ 37.81 $ 42.90 0.00 0.00 Associate Planner $ 36.49 $ 44.14 0.00 0.00 Crew Chief $ 35.79 $ 40.66 1.00 1.00 GIS Coordinator $ 35.13 $ 39.94 1.00 1.00 IT Technical Support $ 35.13 $ 39.94 0.00 0.00 Building Inspector $ 34.30 $ 38.97 1.00 1.00 Code Compliance Officer $ 34.30 $ 38.97 1.00 1.00 Public Works Inspector $ 34.30 $ 38.97 1.00 1.00 Crew Chief Apprentice $ 33.30 $ 37.82 1.00 1.00 Lead Equipment Operator $ 33.30 $ 37.82 4.00 4.00 Lead Operator $ 33.30 $ 37.82 2.00 2.00 Police Records Lead $ 33.30 $ 37.82 1.00 1.00 Assistant Planner $ 32.75 $ 37.19 0.00 0.00 Finance Specialist $ 32.75 $ 37.19 1.00 0.50 Land Use Specialist $ 32.75 $ 37.19 1.00 1.00 Project Accounting Specialist $ 32.75 $ 37.19 1.00 1.00 Purchasing/Contracts Specialist $ 32.75 $ 37.19 0.00 0.00 Mechanic $ 31.79 $ 36.12 0.00 0.00 Equipment Operator $ 31.09 $ 35.18 12.00 12.00 Finance Tech III $ 28.04 $ 31.83 1.00 1.00 Police Clerk $ 28.04 $ 31.83 1.00 1.00 Public Works/Engineering Support Specialist III $ 28.04 $ 31.83 0.00 0.00 Permit Technician III $ 28.04 $ 31.83 0.00 0.00 Parks, Rec & Community Services Admin Support Spec $ 26.03 $ 29.47 0.00 0.00 Public Experience Liaison $ 26.03 $ 29.47 3.00 3.00 Utility Billing / Collection Specialist $ 26.03 $ 29.47 0.00 1.00 Permit Technician II $ 26.03 $ 29.47 0.00 0.00 Community Services Officer $ 25.56 $ 29.23 1.00 1.00 Finance Tech II $ 25.56 $ 29.23 1.00 0.00 Maintenance Worker $ 25.56 $ 29.23 7.00 7.00 Permit Technician 1 $ 25.56 $ 29.23 2.00 2.00 Public Works/Engineering Support Specialist II $ 25.56 $ 29.23 0.00 0.00 Administrative Assistant $ 24.72 $ 28.08 0.00 0.00 Public Works Administrative Assistant $ 25.77 $ 29.13 0.00 0.00 Police Officer $ 37.79 $ 43.37 12.00 12.00 Sergeant $ 48.58 $ 53.14 3.00 3.00 Total Union/Represented Employees " max pay does not include longevity or other premiums as may be applicable 60.00 59.50 TOTAL CITY POSITIONS (Excluding Elected Officials, Seasonals & Reserve Officers) 100.70 100.70 n� (�' 1 �, ityof port ���fi11N@INO�llo�4 '10wn e n Agenda Bill AB23-119 Meeting Date: January 17, 2023 Agenda Item: IX.d 0 Regular Business Meeting ❑ Workshop/Study Session ❑ Special Business Meeting Submitted By: Amber Long Date Submitted: January 10, 2023 Department: Interim Human Resources Manager Contact Phone: 360-379-5991 SUBJECT: Resolution 23-010 Adopting a Telecommuting Policy for City Staff CATEGORY: ❑ Consent El El 0 Staff Report BUDGET IMPACT: 0 Resolution Expenditure Amount: ❑ Ordinance Included in Budget? Yes ❑ No ❑ Contract Approval ❑ Other: Discussion Public Hearing (Legislative, unless otherwise noted) 3 -Year Strategic Plan: 6 - Provide for a healthy City organization Cost Allocation Fund:an�tt�is��p��m. SUMMARY STATEMENT: The City of Port Townsend considers remote work and flexible or alternate work schedules to be a viable work option when both the employee and the job are suited for such an arrangement. Remote work and flexible/alternate work schedules may be appropriate and approved for some employees or job situations, but not for others. When appropriately applied, telecommuting may allow a more effective use of workspace, improve productivity for certain jobs/employees and aid in reducing stress on employees in a variety of ways, including a reduction in commuting trips to and from work. The Covid-19 pandemic provided the City an opportunity to learn about and test the value of telecommuting as well as evaluate its benefits and drawbacks. The proposed policy gives managers the flexibility to embrace both telework and in - office working arrangements and aims to balance wider benefits and impacts to teams, the organization, and the community at large. For example, a manager may determine that all staff must be in the office on a given day of the week. Likewise, there are eligibility criteria, expectations, and a process to guide managers in applying the policy. Also, any telecommuting arrangement will be made on a trial basis for three months and can be discontinued at will and at any time at the request of either the telecommuter or the City. ATTACHMENTS: 1. Resolution 23-010 2. Exhibit A — Telecommuting Policy CITY COUNCIL COMMITTEE RECOMMENDATION: N/A RECOMMENDED ACTION: Move to approve Resolution 23-010, adopting a telecommuting policy for City staff ALTERNATIVES: ❑x Take No Action ❑ Refer to Committee ❑ Refer to Staff ❑x Postpone Action ❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: Resolution 23-010 RESOLUTION NO. 23-010 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON, ADOPTING A TELECOMMUTING POLICY FOR CITY STAFF WHEREAS, many Port Townsend staff members successfully worked from home during the Covid-19 pandemic; and WHEREAS, telecommuting is becoming the standard for office workers; and WHEREAS, allowing City staff to telecommute benefits the City, City staff, and the environment by reducing stress, reducing commuting trips, and increasing productivity; and WHEREAS, telecommuting is also a recruiting and retention tool; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend as follows: Section 1. The City Council adopts the City of Port Townsend Telecommuting Policy in substantially the same format as in the attached Exhibit "A." This policy supersedes the "Telecommuting" paragraph in subsection 4.2 of the City's Personnel Policy Manual. Section 2. The City Manager is authorized to take administrative actions consistent with this Resolution. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 17th day of January 2023. Attest: Alyssa Rodrigues City Clerk David J. Faber Mayor Approved as to form: Heidi Greenwood City Attorney TELECOMMUTING POLICY OBJECTIVE The City of Port Townsend considers remote work and flexible or alternate work schedules to be a viable work option when both the employee and the job are suited for such an arrangement. Remote work and flexible/alternate work schedules may be appropriate and approved for some employees orjob situations, but not for others. When appropriately applied, telecommuting may allow a more effective use of workspace, improve productivity for certain jobs/employees and aid in reducing stress on employees in a variety of ways, including a reduction in commuting trips to and from work. This policy does not replace nor supersede employee rights in ADA or FMLA related circumstances or other federal and state laws. This policy is in addition to any telework arrangements as part of the City's response to a proclamation of emergency or disaster due to a pandemic. At the City's Request or Direction: the City may request or direct an employee to telecommute for reasons including, but not limited to, emergency conditions and workspace constraints. When possible, the City will seek for the telecommuting arrangement to be by mutual agreement. In this case, no special action is required by the employee. Remote work and flexible/alternate work schedules are not a City-wide benefit, and in no way change the terms and conditions of employment with the City of Port Townsend. ELIGIBILITY Telecommuting can be informal, such as working from home for a short-term project or on the road during business travel, or a formal, set schedule of working away from the office as described below. Either an employee or a supervisor can suggest telecommuting as a possible work arrangement. Before entering into any telecommuting agreement, the employee and manager, with the assistance of the human resource department, will evaluate the suitability of such an arrangement, reviewing the following areas: • Job responsibilities. The employee and manager will discuss the job responsibilities and determine if the job is appropriate for a telecommuting arrangement. • Equipment needs, workspace design considerations and scheduling issues. The employee and manager will review the physical workspace needs and the appropriate location for the telework. To be eligible, an employee must: • Have job duties that are not required to be performed at City's facilities. • Not been subject to a Performance Improvement Plan, employment investigation that resulted in disciplinary action, or any other disciplinary action involving a written reprimand or greater, either currently or in the previous 9 -month period prior to the telecommuting request. Any telecommuting arrangement made will be on a trial basis for the first three months and may be discontinued at will and at any time at the request of either the telecommuter or the City. Every effort will be made to provide 15 days' notice of such change to accommodate commuting and other issues that may arise from the termination of a telecommuting arrangement. There may be instances, however, when no notice is possible. PROCESS Any employee requesting to work remotely on an ongoing basis will need to complete a telecommuting Request Form. It is strongly suggested that the employee confer with their supervisor before proceeding with a telecommuting request, so the appropriate criteria may be established and provided as part of the formal request. The requesting employee's supervisor will aim to respond to the employee's request to telecommute withing five (5) working days of the request by either advancing the request to the next level or discussing with the employee the reasons why the request is not approved. If the employee and manager agree, and the human resource department concurs, a draft telecommuting agreement will be prepared and signed by all parties, and a three-month trial period will commence. If an employee has previously demonstrated their ability to effectively work from home, the three-month probation period can and should be waived productively and effectively. When telecommuting is requested by the employee, the City will consider the request utilizing the following criteria and factors: • The needs of the position, department, and the City; • The employee's past and present levels of performance, including dependability, self -initiative, self-sufficiency and the ability to work unsupervised; • Whether the employee's department will be adequately staffed to meet minimum customer service demands; • Whether the employee can participate (even through remote means) in necessary meetings and communications, including email, during regular City hours; • Whether the performance of the employee's duties is dependent upon the location of their workplace. The City Manager or designee reserves and retains the discretion to waive or modify eligibility criteria and factors depending on individual circumstances. EXPECTATIONS The telecommuting work schedule will be determined between the employee and supervisor. In general, the regular schedule will include a minimum of two days per week working at the City onsite work location. Requirements for in-person attendance and/or events, or any emergent business needs can override telecommuting schedules at the supervisor's direction. In addition, telecommuters are expected to: • Give extra attention to reasonable accessibility. Regular check -ins could be determined in coordination with supervisor. • Provide satisfactory and timely work products. • Accurately report time. • Maintain a safe and comfortable telecommute workspace, including provision of reliable network access. • Take breaks and meal periods as authorized. An appropriate level of communication between the telecommuter and supervisor will be agreed to as part of the discussion process and might be more formal during the trial period. After conclusion of the trial period, the manager and telecommuter will communicate at a level consistent with employees working at the office or in a manner and frequency that is appropriate for the job and the individuals involved. EQUIPMENT The City will not be responsible for costs associated with the setup of a remote office, such as remodeling, furniture, lighting, repairs, or modifications. Employees are to use City -issued devices for remote work, in the event of equipment failure or service interruption, the employees must notify the employer immediately to discuss alternate assignments or other options. On a case-by-case basis, the City will determine, with information supplied by the employee and the supervisor, the appropriate equipment needs (including hardware, software, modems, phone and data lines and other office equipment) for each telecommuting arrangement. Equipment supplied by the City will be maintained by the City. The City accepts no responsibility for damage or repairs to employee - owned equipment. Equipment supplied by the City is to be used for business purposes only. Upon termination of employment, all City property will be returned to the City, unless other arrangements have been made. The City will supply the employee with appropriate office supplies (pens, paper, etc.) as deemed necessary. SECURITY Remote work employees are expected to ensure the protection of property and records consistent with the City's expectations of information security for employees working at the office. Such safeguards include the use of locked file cabinets and desks, regular password maintenance, and any other measures appropriate for the job and the environment. Employees must immediately notify their Supervisor if they suspect a breach in physical or informational security. SAFETY Employees are expected to maintain their remote workspace in a safe manner, free from safety hazards. Telecommuters injured during the course and scope of performing their official duties during the agreed-upon work hours are covered under the state's workers' compensation laws. Telecommuters are required to notify their supervisor immediately and complete the necessary forms if injured while telecommuting. The employee is liable for any injuries sustained by visitors to their home worksite. TIME WORKED Telecommuting employees who are not exempt from the overtime requirements of the Fair Labor Standards Act will be required to accurately record all hours worked. Hours worked more than those scheduled per day and per workweek require the advance approval of the telecommuter's supervisor. Failure to comply with this requirement may result in the immediate termination of the telecommuting agreement. AD HOC TELECOMMUTING Temporary telecommuting arrangements may be approved for circumstances such as inclement weather, special projects or business travel. These arrangements are approved on an as -needed basis only, with no expectation of ongoing continuance. Other informal, short-term arrangements may be made for employees on family or medical leave to the extent practical for the employee and the City and with the consent of the employee's health care provider, if appropriate. 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