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HomeMy WebLinkAbout110424 City Council Business Meeting Packet PORT TOWNSEND CITY COUNCIL AGENDA CITY HALL COUNCIL CHAMBERS, 540 WATER STREET Business Meeting 6:00 p.m. November 4, 2024 Attend in person or virtually via computer or tablet at https://zoom.us/j/98187633367 enter the Webinar ID 98187633367 Phone only (muted - listen-only mode) United States: Local Dial In – 1(253)215- 8782,,98187633367# Submit public comment to be included in the meeting record to: https://publiccomment.fillout.com/cityofpt If you are experiencing technical difficulties, please attempt all methods listed above before reporting any issues to: clerksupport@cityofpt.us I.Call to Order II.Roll Call III.Changes to the Agenda IV.Proclamation(s) or Special Presentation(s) A. Oath of Office- Police Officer and Sergeant B. Housing Solutions Network 2024 Survey Findings Presentation V. City Manager’s Report VI. 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. Staff or Council response, as needed VII. Consent Agenda Action: Move to adopt the consent agenda and/or request to remove any individual item from the consent agenda. A. Approval of Bills, Claims and Warrants B. Approval of Minutes: September 18, 2024, October 7, 2024, October 14, 2024 C. Appointment/Reappointment: Library Advisory Board D. Emergency Vehicle Operations Course Training (EVOC) E. Joining America is All In, Representing Commitment to Direct Action and Advocacy to Help Meet the United States Goals Under the Paris Climate Agreement F. Resolution 24-036 A Resolution to Oppose Washington State Initiative 2117, Which Would Repeal the Climate Commitment Act and Harm Washington State’s Ability to Meet Climate Emissions Reductions Goals VIII.Public Hearing A. Preliminary Budget for the City of Port Townsend, Washington, for the Fiscal Year Ending in December 31, 2025. Proposed Action: i. Staff Presentation ii.Public Comment iii.Council Deliberation and Action B. Ordinance 3341 Fixing and Adopting 2025 Property Tax Levies for the General Levy with a Total Increase of One Percent (1.00%) and a Voter- Approved Tax Levy for the Mountain View Commons Capital Improvements of $150,000 for the Unlimited Tax General Obligation Bonds Proposed Action: Move to waive Council Rules and approve Ordinance 3341 Fixing and Adopting 2025 Property Tax Levies for the General Levy with a Total Increase of One Percent (1.00%) and a Voter- Approved Tax Levy for the Mountain View Commons Capital Improvements of $150,000 for the Unlimited Tax General Obligation Bonds i. Staff Presentation ii. Public Comment iii. Council Deliberation and Action IX. Unfinished Business (None) X. New Business A. Resolution 24-035 Authorize the City to Accept an Independent Donation from Craig Steward and the Apex Foundation of up to $5,000 Proposed Action: Move to approve Resolution 24-035 Authorize the City to Accept an Independent Donation from Craig Steward and the Apex Foundation of up to $5,000 i. Staff presentation and Council questions ii. Public Comment iii. Council deliberation and action B. Evans Vista Developer Marketing and Developer RFP Contract Proposed Action: Move to authorize the City Manager to execute a Professional Services Agreement for Evans Vista RFP assistance per budget authority for 2024 and subject to budget authority for 2025 to market a request for development proposal and assist with developer evaluation and selection. i. Staff presentation and Council questions ii. Public Comment iii. Council deliberation and action C. Encampment Update Proposed Action: No action requested. Discussion only. i. Staff presentation and Council questions ii. Public Comment iii.Council deliberation and action D. WSDOT Sandy Williams Connecting Communities Grant Application Proposed Action: No action requested. Discussion only. i. Staff presentation and Council questions ii. Public Comment iii.Council deliberation and action E. Preliminary 2025 Budget to Council Proposed Action: No action requested. Discussion only. i. Staff presentation and Council questions ii. Public Comment iii. Council deliberation and action XI. Presiding Officer’s Report XII. Suggestions for Future Agendas XIII. Comments from Council XIV. Adjourn . 2024 November d ability, truly, urette day of h 4t Police Officer in and for the City OATH OF OFFICE Daniel LaTo Thomas Olson, Chief of Police __________________________________ ____________________________________ ed and sworn to before me this b )) ss.) Subscri solemnly swear that I am a Citizen of the United States and the State of , do CITY OF PORT TOWNSEND LaTourette niel a D STATE OF WASHINGTON,County of Jefferson I,Washington; that I will support the Constitution and Laws of the United States and the Constitution and Laws of the State of Washington, and will to the best of my judgment, skill anfaithfully, diligently and impartially perform the duties of the office ofof Port Townsend, Jefferson County, Washington, as such duties are prescribed by law. . 2024 November d ability, truly, in and for the City of day of th 4 rgeant e S OATH OF OFFICE Marc Titterness Thomas Olson, Chief of Police __________________________________ ____________________________________ ed and sworn to before me this b )) ss.) Subscri solemnly swear that I am a Citizen of the United States and the State of , do CITY OF PORT TOWNSEND Marc Titterness STATE OF WASHINGTON,County of Jefferson I,Washington; that I will support the Constitution and Laws of the United States and the Constitution and Laws of the State of Washington, and will to the best of my judgment, skill anfaithfully, diligently and impartially perform the duties of the office ofPort Townsend, Jefferson County, Washington, as such duties are prescribed by law. Agenda Bill AB24-161 Meeting Date: November 4, 2024 Agenda Item: IV.BSpecial Presentation Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Adrian Smith Date Submitted: 11/01/2024 Department: Planning & Community Development Contact Phone: (360)-379-4423 SUBJECT:Presentation on Housing Solutions Network 2024 Survey Findings CATEGORY: BUDGET IMPACT: Consent Resolution Expenditure Amount: $0 Staff Report Ordinance Included in Budget? Yes No Contract Approval Other: Discussion Item Public Hearing (Legislative, unless otherwise noted) 3-Year Strategic Plan: 1 - Build small town quality of life Cost Allocation Fund: N/A SUMMARY STATEMENT: In 2024, Housing Solutions Network conducted a Community and Employer Survey with the objective of filling gaps in local housing data and informing decisions around the Comprehensive Plan Periodic Update for both Jefferson County and Port Townsend. Housing Solutions Network presented their initial findings on October 16, 2024. The boards from that presentation are available at https://housingsolutionsnetwork.org/wp- content/uploads/2024/10/HSN-Survey-Storyboards-WEB.pdf Housing Solutions Network is presenting survey results to Council on November 4, 2024. The presentation covers housing urgency, housing constraints’ impacts on the local economy, and desirable housing characteristics. All of these topics are significant and relate to Port Townsend’s ongoing Periodic Review of the Comprehensive Plan. Housing urgency and housing characteristics are particularly important as City staff complete the Housing Needs Assessment, an analysis tool for updating the Comprehensive Plan’s Housing Element. While HSN’s survey contains data for all of Jefferson County, the findings are an important local data source on the housing landscape for Port Townsend’s workforce. This presentation of Housing Solutions Network’s findings are informative and will be important to consider when staff presents the draft Housing Needs Assessment to Council on November 12, 2024. ATTACHMENTS: Housing Solutions Network Presentation to Council on November 4, 2024 Housing Solutions Network Information Boards from October 16, 2024 Port Townsend Municipal Code Page2/2 STAFF RECOMMENDATION:Consider and discuss Housing Solutions Network’s presentation. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: The Port Townsend Municipal Code is current through Ordinance 3328, passed January 2, 2024. PORT TOWNSEND CITY COUNCIL CONSENT AGENDA November 4, 2024 A.Approval of Bills, Claims and Warrants: Vouchers 175334 through 175451 in the amount of $391,168.22 B.Approval of Minutes:September 18, 2024, October 7, 2024, October 14, 2024 C.Appointment/Reappointment: Library Advisory Board D. Emergency Vehicle Operations Course Training (EVOC) E. Joining America is All In, Representing Commitment to Direct Action and Advocacy to Help meet the United States Goals Under the Paris Climate Agreement F. Resolution 24-036 A Resolution to Oppose Washington State Initiative 2117, Which Would Repeal the Climate Commitment Act and Harm Washington State’s Ability to Meet Climate Emissions Reductions Goals Action: Move to adopt the consent agenda or request to remove any individual item from the consent agenda. (Short statements or easily resolved questions are appropriate without removing item from the consent agenda). DRAFT CITY OF PORT TOWNSEND MINUTES OF THE CITY COUNCIL SPECIAL CITY COUNCIL(JOINT MEETING WITH PLANNING COMMISSION) THE PEOPLE, PLANET, AND PROSPERITY TOUR THST SHERIDAN ST AND 30 ST, ROSECRANS ST AND 21 ST, NORA PORTER LOOP TH 10ST AND HANCOCK ST OF SEPETMBER 18, 2024 CALL TO ORDER The Port Townsend City Council met in a special session joint meeting with Planning Commission on the 18th day of September, 2024 for the People, Planet and Prosperity th Tour beginning at Sheridan St and 30. Mayor Faber and Planning Commission Vice- Chair Samantha Bair Jonescalled the meeting to order at 5:05pm. ROLL CALL Councilmembers present: Mayor Faber, Neil Nelson, Ben Thomas, Monica MickHager, and Owen Rowe, with Amy Howard excused. Planning Commissioners present: Samantha Bair Jones, Viki Sonntag, Robert Doyle, and Steve Mader, with Rick Jahnke, Lois Stanford and Andreas Andreadis excused. Staff members present: City Manager John Mauro, Marketing and Communications Director Shelly Leavens, Long Range Planner Adrian Smith, Planning and Community Development Director Emma Bolin, and Public Works Director Steve King. TH CITY COUNCIL AND PLANNING COMMISSION TOUR OF SHERIDAN ST AND 30 ST MEET AND TOUR OF HOUSING DEVELOPMENT AND SURROUNDING ENVIRONMENT Long Range Planner Adrian Smith, Planning and Community Development Director Emma Bolin, Public Works Director Steve King, Assistant City Engineer Jeff Kostechka, and City Manager John Mauro presented on uses of the right-of-way and how the costs of developing the right-of-way are currently determined. Discussion continued on proportionality, fire code, and types of street surfaces. Council and Planning Commission adjourned to change locations at 5:35pm. CALL TO ORDER ST STMEET AND TOUR OF HOUSING DEVELOPMENT ROSECRANS ST AND 21 AND SURROUNDING ENVIRONMENT The Port Townsend City Council and Planning Commission met in a special session on the 18th day of September, 2024 for the People, Planet and Prosperity Tour at st Rosecrans St and 21 St. Mayor Faber and Planning Commission Vice Chair Samantha Bair Jones called the meeting to order at 5:50pm. September 18, 2024 Special Session City Council Meeting Page 1 of 3 DRAFT ROLL CALL Councilmembers Mayor Faber, Ben Thomas, Monica MickHager, Owen Rowe, Amy Howard,and Neil Nelson excused. Planning Commissioners present: Samantha Bair Jones, Viki Sonntag, Robert Doyle, and Steve Mader, with Rick Jahnke, Lois Stanford and Andreas Andreadis excused. Staff members present: City Manager John Mauro, Marketing and Communications Director Shelly Leavens, Long Range Planner Adrian Smith, Planning and Community Development Director Emma Bolin, Assistant City Engineer Jeff Kostechka and Public Works Director Steve King. ST CITY COUNCIL TOUR OF ROSECRANS ST AND 21 ST MEET AND TOUR OF HOUSING DEVELOPMENT AND SURROUND ENVIRONMENT Discussion ensued around size of units, sidewalk development, and WADOT standards. Council adjourned to change locations at 6:13pm CALL TO ORDER NORA PORTER LOOP and HANCOCK ST MEET AND TOUR HOUSING DEVELOMENT AND SURROUNDING ENVIRONMENT The Port Townsend City Council and Planning Commission met in aspecial session on the 18th day ofSeptember, 2024 for the People, Planet and Prosperity Tour at Nora Porter Loop and Hancock St. Housing Development and Surrounding Environment. Mayor Faber and Planning Commission Vice-Chair Samantha Bair Jones called the meeting to order at 6:23pm. ROLL CALL Councilmembers Mayor Faber, Ben Thomas, Monica MickHager, Owen Rowe, Amy Howard, and Neil Nelson excused. Planning Commissioners present: Samantha Bair Jones, Viki Sonntag, Robert Doyle, and Steve Mader, with Rick Jahnke, Lois Stanford and Andreas Andreadis excused. Staff members present: City Manager John Mauro, Marketing and Communications Director Shelly Leavens, Long Range Planner Adrian Smith, Planning and Community Development Director Emma Bolin, Assistant City Engineer Jeff Kostechka and Public Works Director Steve King. CITY COUNCIL TOUR OF NORA PORTER LOOP AND HANCOCK ST MEET AND TOUR OF HOUSING DEVELOPMENT AND SURROUNDING ENVIRONMENT Representatives from Habitat for Humanity joined staff in presenting about the development process for this project. Discussion ensued around street length per unit, September 18, 2024 Special Session City Council Meeting Page 2 of 3 DRAFT capacity of local developers and builders, number of building stories possible, and open space requirements. ADJOURNMENT There being no further business, the meetings adjourned at 6:55p.m. Attest: Alyssa Rodrigues City Clerk September 18, 2024 Special Session City Council Meeting Page 3 of 3 DRAFT October 7, 2024 City Council Business MeetingPage 1 of 5 DRAFT October 7, 2024 City Council Business MeetingPage 2 of 5 DRAFT October 7, 2024 City Council Business MeetingPage 3 of 5 DRAFT October 7, 2024 City Council Business MeetingPage 4 of 5 DRAFT October 7, 2024 City Council Business MeetingPage 5 of 5 DRAFT October 14, 2024 City Council Workshop MeetingPage 1 of 3 DRAFT October 14, 2024 City Council Workshop MeetingPage 2 of 3 DRAFT October 14, 2024 City Council Workshop MeetingPage 3 of 3 Agenda Bill 24-152 Meeting Date: November 4, 2024 Agenda Item: Consent VII.C Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Mayor Faber Date Submitted: October 31, 2024 Department: Mayor Contact Phone: 379-2980 SUBJECT: Appointment of Susan Ferentinos (Position 3, Term Expires May 1, 2027) to Library Advisory Board CATEGORY: BUDGET IMPACT: n/a 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: 1. Appointment of Susan Ferentinos (Position 3, Term Expires May 1, 2027) to Library Advisory Board 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 Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: PARKS, REC, TREES & TRAILS ADVISORY BOARD (5-7)HISTORIC PRESERVATION COMMITTEE (5-7) Council Liaison: Monica MickHagerCouncil Liaison: Monica MickHager Meets Bi-monthly 4:30pm 4th Tuesday at City Hall Meets 3:00pm 1st Tuesday at City Hall Pos.Name & ExperienceExp.Pos.NameExp. Matt Miner5/1/25Kathleen Knoblock5/1/26 11 Jim Todd5/1/26Michael D'Alessandro5/1/26 2 2 Richard Hefley 5/1/27Monica Mader5/1/26 3 3 4 Pamela Adams5/1/25Walt Galitzki5/1/27 4 Rebecca Kimball5/1/25VACANT5/1/24 55 Russell Hill 5/1/27Craig Britton, Chair 5/1/25 66 Deborah Jahnke, Chair5/1/27VACANT5/1/25 77 LODGING TAX ADVISORY COMMITTEE (11 voting)ARTS COMMISSION (9 max.) Council Liaison: NoneCouncil Liaison: Ben Thomas Meets 3:00pm quarterly 2nd Tuesday at City HallMeets 3:00pm 1st Wednesday at City Hall Pos.Name & RoleExp.Pos.NameExp. Owen Rowe, Chair (Elected Official)N/AVACANT 5/1/26 11 Sarah Copley (At Large Position)5/1/26Alexis Arrabito5/1/26 22 Cindy Finnie (At Large Position)5/1/25Sheila Long5/1/26 33 Katy Goodman (Recipient)5/1/25Heidi Tullman 5/1/27 44 VACANT (Recipient)5/1/24Lindsey Wayland, Chair5/1/25 55 Danielle McClelland (Recipient)5/1/25 6 Anna Quinn5/1/25 6 Denise Winter (Recipient)5/1/25Joe Gillard5/1/27 77 VACANT (Collector)5/1/22Dan Groussman5/1/25 88 Kate Philbrick (Collector)5/1/25Cristina Silva 5/1/27 99 Natalie Maitland, Fort Worden PDA Designee 5/1/26 10 (Collector) VACANT (Collector)5/1/24 LIBRARY ADVISORY BOARD (5-7) 11 Main Street Designee (Nonvoting)5/1/27 Council Liaison: Owen Rowe 12 Dana Petrick Chamber Designee (Nonvoting)5/1/26 13 Meets Bi-monthly 1:00pm 2nd Tuesday at the LLC Pos.NameExp. 14 VACANT (Nonvoting)5/1/20 1 William C. "Chuck" Henry 5/1/25 FINANCIAL SUSTAINABILITY TASK FORCE Kathleen Hawn5/1/27 2 3 Council Liaison: None VACANT 5/1/27 TBDDiane Walker5/1/26 4 Pos.NameExp. Alyssa Fuehrer5/1/26 5 Catharine RobinsonN/ADiana Grunow 5/1/26 16 7 Earll MurmanN/ADavid Tolmie5/1/25 2 John NowakN/A 3 Richard JahnkeN/A 4 VACANTN/A 5 VACANTN/A 6 VACANTN/A 7 VACANTN/A 8 PEG ACCESS COORDINATING COMMITTEE (8)PLANNING COMMISSION (7) Meets 3:30pm 2nd Tuesday at the Gael Stuart BuildingMeets 6:30pm 2nd & 4th Thursday at City Hall Pos.NameExp. Name _______, City Council (Chair)Samantha Bair Jones, Vice Chair 12/31/24 1 Joanna Sanders, City ClerkStephen Mader 12/31/26 2 Melody Eisler, Library DirectorRick Jahnke, Chair12/31/24 3 John Polm, School District SuperintendentViki Sonntag12/31/26 4 ________, School District Video InstructorLois Stanford 12/31/25 5 Richard Durr, School District RepresentativeRobert Doyle12/31/25 6 VACANT, Video ProfessionalAndreas Andreadis12/31/24 7 _____________, Citizen Representative VACANT, Student Representative CIVIL SERVICE COMMISSION (3) VACANT Producers Group Representative (Optional)Meets as needed Pos.NameExp. VACANT Education Group Representative (Optional) Darryl Elmore 12/31/25 1 CLIMATE ACTION COMMITTEE (15)Troy Surber12/31/24 2 Meets bi-monthly 3:00 p.m. on 2nd TuesdayRichard Sussman 12/31/29 3 Exp. Pos.Name N/A FORT WORDEN PDA (9-11) 1 Jefferson County BoCC ( Kate Dean) N/A Council Liaison: Libby Wennstrom 2 City Council (Owen Rowe) N/A Meets at Fort Worden Commons B 3 JeffPUD (Jeff Randall - Vice Chair) Pos.NameExp. N/A 4 Jefferson County Public Health (Laura Tucker) N/ABrad Mace10/24/25 51 Jefferson Healthcare (Kees Kolff)- Chair N/ATracy Garrett 10/24/25 62 Jeff. Transit (Nicole Gauthier/Sara Peck) N/ADavid King10/24/26 73 Port of PT ( Carol Hasse/Eric Toews) N/AAndrew Cashin 10/24/26 84 PT Paper Corp. (Michael Clea) 12/31/26John Begley10/24/24 95 Cindy Jayne - Vice Chair 12/31/25Steve Dowdell 10/24/24 106 Crystie Kisler - At Large ` 12/31/25Robert Davis 10/24/24 117 David Wilkinson 12/31/24 128 Jaime DuyckVACANT10/24/22 12/31/2410/24/25 139 Krista Meyers - At Large 12/31/2610/24/25 1410 Kate Chadwick (Policy) Dave Seabrook 12/31/2410/24/25 1511 EQUITY, ACCESS, AND RIGHTS ADVISORY BOARD Council Liaison: Amy Howard Meets 2nd Thursday at 12:30 at Council Chambers Pos.NameExp. Stephanie Burns5/1/25 1 Gabrielle Vanwert5/1/26 2 Julia Cochrane5/1/27 3 Cameron Jones 5/1/25 4 Aimee Krouskop5/1/26 5 6 Alyson McWilliams5/1/27 Richard Rogers 5/1/25 7 Laurie Riley5/1/26 8 Francisca Ramirez Aquino5/1/27 9 Agenda Bill AB24-153 Meeting Date: November 4, 2024 Agenda Item: Consent VII.D Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Thomas Olson Date Submitted: October 24, 2024 Department: Chief of Police Contact Phone: 360-531-4965 SUBJECT: EMERGENCY VEHICLE OPERATIONS COURSE TRAINING (EVOC) CATEGORY: BUDGET IMPACT:No impact Consent Resolution Expenditure Amount: 0 Staff Report Ordinance Included in Budget? Yes No Contract Approval Other: Discussion Item Public Hearing (Legislative, unless otherwise noted) 3-Year Strategic Plan: N/A Cost Allocation Fund: Choose an item. SUMMARY STATEMENT: The Port Townsend Police Department (PTPD) is asking to re-sign the Kitsap County SO Emergency Vehicle Operations Course (EVOC) Interlocal Agreement. Kitsap County SO is the only agency that provides this training on the Olympic Peninsula. There were a few minor changes to the old agreement that were reviewed by the City’s contract legal team. PTPD will not be able to continue its EVOC training until the new Interlocal agreement is signed. ATTACHMENTS: N/A 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 to authorize the City Manager to sign the EVOC Interlocal Agreement and keep the Port Townsend Police Department in good standing with its training requirements. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Agenda Bill AB24-159 Meeting Date: November 4, 2024 Agenda Item: Consent VII.E Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: John Mauro Date Submitted: October 31, 2024 Department: Administration Contact Phone: 360-379-5043 SUBJECT: Joining America Is All In, Representing Commitment to Direct Climate Action and Advocacy to Help Meet the United States’ Goals under the Paris Climate Agreement CATEGORY: BUDGET IMPACT: Consent Resolution Expenditure Amount: $ TBD Staff Report Ordinance Included in Budget? Yes No Contract Approval Other: Public Hearing (Legislative, unless otherwise noted) 3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities Cost Allocation Fund: 010-011 GF - Mayor & Council SUMMARY STATEMENT: Climate disruption is an existential threat to humanity and the impacts are already being felt in Port Townsend, the region, and around the globe. Embracing climate action as an investment in the future and doing so with an equity lens is critical to ensure emissions reductions and adaptation approaches build lasting value, economic prosperity and wellbeing for all and competitive edge for Washington State in the next economy. The City of Port Townsend has been taking tangible action to address climate change for many years, thanks to the work of previous City Councils, volunteers, community members, and local organizations over decades. The Climate Action Committee (CAC) helped develop a regional Climate Action Plan (most recently in 2022), which contains strategies to achieve the goal of an 80% reduction in greenhouse gas emissions from 1990 levels by the year 2050 (and adopted by Jefferson County as Resolution 44-07 and by City of Port Townsend Resolution 07.22). More available here: https://cityofpt.us/bc/page/climate-action-committee-1. A number of recent initiatives and efforts have helped deliver on emissions reductions and adaptation, like a grant secured by the NODC, The City of Port Townsend Sea Level Rise and Coastal Flooding Risk Assessment which was developed to help the City understand how the impacts of Sea Level Rise (SLR) impacts critical infrastructure, EV charging installation and EV car share programs, and the central role of land-use in shaping our emissions profile and the role it plays in adaptation. Climate action has been a focus of our state legislative agenda over the past five years and will likely continue to be so as staff gathers ideas and proposals for our 2025 legislative agenda for City Council consideration. At the October 22, 2024, meeting of the Climate Action Committee Meeting, the following motion was passed by the CAC: Move to recommend the City of Port Townsend and BOCC of Jefferson County sign on to being part of America Is All In. This represents a commitment to direct action and advocacy to help meet the United States’ goals under the Paris Climate Agreement, halving U.S. emissions by 2030 and reaching net zero emissions by 2050, while guarding against the impacts of climate disruption. This is consistent with the decisions recently made by both the City and the County to increase our goals to reduce greenhouse gas emissions and increase carbon sequestration. “America is All In” represents a broad coalition of leaders supporting climate action in the United States, from cities to states, from tribal nations to businesses, and more. Being part of the coalition “represents a commitment to drive the transportational climate action that science demands. That means through direct action sand advocacy to meet the United States goals under the Paris Climate Agreement, halving U.S. emissions by 2030 and reaching net zero emissions by 2050, while guarding against the impacts of climate disruption,” according to its website. Also stated on its website, the coalition works with these leaders and multi-sector partners to: Develop a national climate strategy that meets the urgency of the climate crisis Scale climate action around the country to empower workers and communities Promote the leadership of non-federal actors on the world stage The following WA jurisdictions of Seattle, Redmond, Tacoma, Everett, Shoreline, Bainbridge, Burien, and King County, have all signed on. Organizations that sign on before November 1 can be included in a list of organizations for the international COP29 climate talks from November 11-22, 2024. Since there was no council meeting between the CAC recommendation and this City Council meeting, it is hoped that, if the City signs on, it can also be represented accordingly. More information is available at: https://www.americaisallin.com. Given existing alignment with our City and regional climate goals and enduring support and advocacy for state legislative action, staff recommends joining America Is All In. ATTACHMENTS: CITY COUNCIL COMMITTEE RECOMMENDATION:N/A, although regional Advisory Body (Climate Action Committee) suggests joining America Is All In. RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action is needed; this effectively represents unanimous authorization to Join America Is All In, Representing Commitment to Direct Action and Advocacy to Help meet the United States’ goals under the Paris Climate Agreement, and Authorizing the City Manager to Register the City of Port Townsend. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Agenda Bill AB24- Meeting Date: October 21, 2024 Agenda Item: Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By:John Mauro, City ManagerDate Submitted:October 16, 2024 Department:AdministrationContact Phone:360-531-2916 SUBJECT:City CouncilPosition on Washington State Initiative 2117 CATEGORY:BUDGET IMPACT: ConsentResolutionExpenditure Amount:$n/a Staff ReportOrdinanceIncluded in Budget? Yes No Contract ApprovalOther: Public Hearing (Legislative, unless otherwisenoted) 3-Year Strategic Plan:N/A Cost Allocation Fund:010-011 GF -Mayor & Council SUMMARY STATEMENT: Background: The Climate Commitment Act (CCA) The Climate Commitment Act (CCA) was passed in 2021. A cap-and-invest program, the Act aims to help Washington State meet its climate emissions reductions goal of 95% by 2050. To do so, it sets a limit on statewide carbon emissions and reduces the emissions they produce. Proceeds from those auctions are invested in climate projects in Washington, including those that provide clean transportation and building options, address environmental justice, generate clean energy, and help reduce health inequities. More about the CCA can be found at: https://ecology.wa.gov/air- climate/climate-commitment-act. Initiative 2117 Initiative 2117(I-2117), if passed, would repeal the Climate Commitment Act, repealing the law, canceling the program,and eliminating the flow of revenue from the auction to projects like those listed above. For instance, the state transportation package (Move Ahead Washington, 2022-2038) depends on $5 billion from future auction revenues. Statewide appropriations in the 2023-25 budget also include $1.4 billion in capital funding and $692 million in operating funds. Auction revenue collected to date is approximately $2.15 billion. Local governments were not directly granted CCA auction revenues, but municipalities like Port Townsend are eligible to apply for (and have received) grant and loan programs funded by CCA revenues. Theprojectsfunded by CCA grants or loansmay be impactedif I-2117 is passed. Proponents of I-2117 are concerned that the CCA raises the cost of fossil fuelsused in the daily lives of Washingtonians for things like transportation and home heating. For a full fiscal impact statement on I-2117, please refer to the Office of Financial Management report here: https://ofm.wa.gov/sites/default/files/public/budget/ballot/2024/Initiative2117- FiscalImpactStatement-OFM-10-3-24.pdf. Taking a Position on Initiative 2117 While staff can presentobjectivefiscal and policy-related information in regard to I- 2117, staff are unable to make a recommendation on whether to support or oppose a ballot item in order to properly comply with RCW 42.17A.555and accordingly makes no recommendationto Council. ATTACHMENTS: Attachment A: Association of Washington Cities Fact Sheet Concerning Carbon Tax Credit Trading CITY COUNCIL COMMITTEE RECOMMENDATION: RECOMMENDED ACTION:Move to\[support/oppose\]I-2117and to direct the City Manager to draft a resolution to that effect for action by the City Councilat the next regular business meeting. ALTERNATIVES: Take No ActionRefer to CommitteeRefer to StaffPostpone Action Remove from Consent AgendaWaive Council Rules and approve Ordinance ____ Other: Jojujbujwf!3228; Dpodfsojoh!dbscpo!uby!dsfeju!usbejoh Bvhvtu-!3135 Voefstuboejoh!uif!jojujbujwf!up!sfqfbm!uif!Dmjnbuf!Dpnnjunfou!Bdu/ Bcpvu!uif!Dmjnbuf!Mpdbm!gvoejoh!jnqbdut Dpnnjunfou!Bdu;B!ejsfdu!ejtusjcvujpo!pg!DDB!bvdujpo! Qbttfe!jo!3132-!uif!Dmjnbuf!sfwfovft!xbt!opu!hsboufe!up!mpdbm! 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Uijt!jogpsnbujpo!jt!joufoefe!gps!fevdbujpobm!qvsqptft!pomz/!BXD!epft!opu!ublf!qptjujpot!jo!tvqqpsu!ps!jo!pqqptjujpo!up!cbmmpu! Qvcmjd!Ejtdmptvsf!Dpnnjttjpo! svmft Csboez!EfMbohfCsjboob!Npsjo Dpoubdu; Hpwfsonfou!Sfmbujpot!BewpdbufQpmjdz!Bobmztu csboezeAbxdofu/pshcsjboobnAbxdofu/psh!! Bttpdjbujpo!pg!Xbtijohupo!Djujft!–!2187!Gsbolmjo!Tu!TF-!Pmznqjb-!XB!:9612!–!2/911/673/9:92!–!xbdjujft/psh Dpqzsjhiu!ª!3135!cz!Bttpdjbujpo!pg!Xbtijohupo!Djujft-!Jod/!Bmm!sjhiut!sftfswfe/!}!906035 Resolution 24-036 RESOLUTION NO. 24-036 A RESOLUTION TO OPPOSE WASHINGTON STATE INITIATIVE 2117, WHICH WOULD REPEAL THE CLIMATE COMMITMENT ACT AND HARM WASHINGTON STATE’S ABILITY TO MEET CLIMATE EMISSIONS REDUCTIONS GOALS WHEREAS, Climate disruption is an existential threat to humanity and the impacts are already being felt in Port Townsend, the region, and around the globe; and WHEREAS, Embracing climate action as an investment in the future and doing so with an equity lens is critical to ensure emissions reductions and adaptation approaches build lasting value, economic prosperity and wellbeing for all and competitive edge for Washington State in the next economy; and WHEREAS,The City of Port Townsend has been taking tangible action to address climate change for many years, thanks to the work of previous City Councils, volunteers, community members, and local organizations over decades; and WHEREAS, The Climate Action Committee (CAC) helped develop a regional Climate Action Plan, most recently in 2022, which contains strategies to achieve the goal of an 80% reduction in greenhouse gas emissions from 1990 levels by the year 2050, and adopted by Jefferson County as Resolution 44-07 and by City of Port Townsend Resolution 07.22; and WHEREAS, The Climate Commitment Act (CCA) was passed in 2021 as a cap-and-invest program which aims to help Washington State meet its climate emissions reductions goal of 95% by 2050 and invests in climate projects across the state, including those that provide clean transportation and building options, address environmental justice, generate clean energy, and help reduce health inequities; and WHEREAS, Initiative 2117 (I-2117), if passed, would repeal the Climate Commitment Act, repealing the law, canceling the program, and eliminating the investment in such projects statewide; and WHEREAS, On October 21, 2024, the Port Townsend City Council moved to oppose I-2117 and to direct the City Manager to draft a resolution to that effect for action by the City Council at the next regular business meeting on November 4, 2024; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend, Washington, it opposes Washington State Initiative 2117. ADOPTED by the City Council of Port Townsend, Washington, at aregular meeting thereof, held this 4th day of November 2024. _______________________________ David Faber Mayor Attest: _________________________________ Alyssa Rodrigues City Clerk Agenda Bill AB24-155 Meeting Date: November 4, 2024 Agenda Item: VIII.B Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Jodi Adams Date Submitted: November 31, 2024 Department: Finance Contact Phone: 360-379-4403 SUBJECT:Ordinance 3341 Adopting 2025 Property Tax Levies for the General and Library Levy with a Total Increase of One Percent (1.00%), anda Voter-Approved Tax Levy for the Mountain View Commons Capital Improvements of $150,000 for the Unlimited Tax General Obligation Bonds. CATEGORY: BUDGET IMPACT: 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: 010-041 GF - Finance General SUMMARY STATEMENT: The legislative body must hold a public hearing per RCW 84.52.020 on revenue sources for the coming year’s budget which includes consideration of increasing the property tax revenues up to the maximum allowed 1% increase. Washington State law provides for a 1% levy increase each year or an election to bank that percentage for consideration in future years. The levy request must be received by the county legislative authority on or before November 30 of the year preceding the year in which the levy amounts are to be collected. A 1% increase in the property tax levy was included in the revenue estimates for the 2025 City Manager Proposed Budget. The total budgeted property tax requested, including new construction, state-assessed property, and allowable refunds are: General Levy: $2,675,000 Library Levy: $1,259,500 Mountain View Commons Levy: $150,000 The 1.0% Levy increase equals $25,989 for the General Levy and $12,190 for the library levy. 2023Assessed valuesfor 2025 taxes are estimated at $2.990 Billion, an estimated increase of 6.56% or $184 million this past year. This increase in assessed value continues to help ease the compression on the statutory levy rate limits. The Mountain View Levy amount is $150,000, which approximates 50% of the debt service for the revenue bonds issued in 2015 for the Mountain View Commons projects. The numbers are confirmed by the Assessor’s Office. The actual property tax paid in 2025 by the individual homeowner will be relative to their individual assessed value and will be dependent upon the actions of other taxing districts in Jefferson County. ATTACHMENTS: 1. Ordinance 3341 Adopting Property Tax Levies 2. 2025City of Port Townsend Levy Certification 3. 2025Public Hearing, Property Tax Presentation 4. Property Tax & AV Trend by Year thru 2025 CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: The public hearing of November 04, 2024, satisfies the requirements for a public hearing on the revenue sources which includes the property tax levy. Council is to consider public testimony and to adjust if necessary. Staff recommends adoption of Ordinance 3341 establishing the 2025 property tax levy. MOTION: Move to waive Council Rules and approve Ordinance 3341 Fixing and Adopting 2025 Property Tax Levies for the General Levy with a Total Increase of One Percent (1.00%) and a Voter- Approved Tax Levy for the Mountain View Commons Capital Improvements of $150,000 for the Unlimited Tax General Obligation Bonds ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Ordinance 3341 Page 1 of 2 ORDINANCE NO. 3341 AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON, FIXING AND ADOPTING 2025 PROPERTY TAX LEVIES FOR THE GENERAL LEVY WITH A TOTAL INCREASE OF ONE PERCENT (1.00%) AND A VOTER-APPROVED TAX LEVY FOR THE MOUNTAIN VIEW COMMONS CAPITAL IMPROVEMENTS OF $150,000 FOR THE UNLIMITED TAX GENERAL OBLIGATION BONDS WHEREAS, the City Council of the City of Port Townsend has met and considered its budget for calendar year 2025; and WHEREAS, the City’s actual levy amount from the previous year was $2,598,908; and WHEREAS, the population of the City is more than 10,000; WHEREAS, the implicit price deflator released in September 2024 was greater than 1%; WHEREAS, as provided by and pursuant to RCW 84.55.120 and other applicable statutes, the City of Port Townsend has properly given notice of the public hearing held on November 4, 2024, to consider the City of Port Townsend’s General Fund, Library Fund, Debt Service Fund and Firemen Pension Fund budget for the 2025 calendar year, pursuant to RCW 84.55.120; and WHEREAS, RCW 84.52.070 requires the City to certify to the County the amount of taxes to be levied upon the property within the City by November 30 of each year; and, WHEREAS, at the February 10, 2015 special election, the citizens of Port Townsend approved an additional property tax of $0.1005 per $1,000 of assessed property value for improvements to the Mountain View Commons facility and to repay any interim financing used for those improvements; and, WHEREAS, the City of Port Townsend, after hearing, and after duly considering all relevant evidence and testimony presented, has determined that the City of Port Townsend requires an increase in real property tax revenue from the previous year, in addition to the increase in the value of state-assessed property, in order to discharge the expected expenses and obligations of the City of Port Townsend and in its best interest; NOW THEREFORE, the City Council of the City of Port Townsend do ordain as follows: Section 1. That an increase in the regular property tax levy of 1.0%, in addition to any amount resulting from the addition of new construction and improvements to property and any increase in the value of state-assessed property, and any increase due to re-levying for any refunds made in the previous year is hereby authorized for the 2025 levy in amounts as follows: 1.1. There is hereby levied upon all taxable property in the City of Port Townsend, for the year of 2025per exhibits A and B. Ordinance 3341 Page 2 of 2 1.2.In addition to the above, there is hereby levied upon all taxable property in the City of Port Townsend, for the year of 2024, the sum of $150,000 for the 2015 Unlimited Tax General Obligation Bonds approved by voters in February 2015 for capital improvements at the Mountain View Commons, which is a tax levy at approximately $0.05728 per $1,000 assessed value. Section 2. If any provision of this Ordinance or its application to any person or circumstance is held invalid, the remainder of the ordinance, or the application of the provision to other persons or circumstances, is not affected. Section 3. This Ordinance shall take effect upon its passage, approval, and publication in the form and manner provided by law. ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular th meeting thereof, held this 4 day of November 2024. ___________________________________ David J. Faber Mayor Attest: ___________________________________ Alyssa Rodrigues City Clerk Ordinance / Resolution No. Ord 24-XX RCW 84.55.120 WHEREAS, theCity Councilof City of Port Townsendhas met and considered (Governing body of the taxing district) (Name of the taxing district) its budget for the calendar year2025; and, WHEREAS, the districts actual levy amount from the previous year was $ 2,598,908.00; and, (Previous year’s levy amount) WHEREAS, thepopulation of this district is more than orless than10,000; and now, therefore, (Check one) BE IT RESOLVED by the governing body of the taxing district that an increase in the regular property tax levy is hereby authorized for the levy to be collected in the 2025 tax year. (Year of collection) The dollar amount of the increase over the actual levy amount from the previous year shall be $ 25,989 which is a percentage increase of 1% from the previous year. This increase is exclusive of (Percentage increase) additional revenue resulting from new construction, improvements to property, newly constructed wind turbines, solar, biomass, and geothermal facilities, and any increase in the value of state assessed property, any annexations that have occurred and refunds made. Adopted this 4day of November , 2024 . If additional signatures are necessary, please attach additional page. This form or its equivalent must be submitted to your county assessor prior to their calculation of the property tax levies. A certified budget/levy request, separate from this form is to be filed with the County Legislative Authority th no later than November 30. As required by RCW 84.52.020, that filing certifies the total amount to be levied by the regular property tax levy. The Department of Revenue provides the “Levy Certification” form (REV 64 0100) for this purpose. The form can be found at: http://dor.wa.gov/docs/forms/PropTx/Forms/LevyCertf.doc. To ask about the availability of this publication in an alternate format, please call 1-800-647-7706. Teletype (TTY) users may use the Washington Relay Service by calling 711. For tax assistance, call (360) 534-1400. REV 64 0101e (w) (12/9/14) Ordinance / Resolution No. Ord 24-XX RCW 84.55.120 WHEREAS, theCity Councilof City of Port Townsendhas met and considered (Governing body of the taxing district) (Name of the taxing district) its budget for the calendar year2025; and, WHEREAS, the districts actual levy amount from the previous year was $ 1,219,026.00; and, (Previous year’s levy amount) WHEREAS, thepopulation of this district is more than orless than10,000; and now, therefore, (Check one) BE IT RESOLVED by the governing body of the taxing district that an increase in the regular property tax levy is hereby authorized for the levy to be collected in the 2025 tax year. (Year of collection) The dollar amount of the increase over the actual levy amount from the previous year shall be $ 12,190 which is a percentage increase of 1% from the previous year. This increase is exclusive of (Percentage increase) additional revenue resulting from new construction, improvements to property, newly constructed wind turbines, solar, biomass, and geothermal facilities, and any increase in the value of state assessed property, any annexations that have occurred and refunds made. Adopted this 4day of November , 2024 . If additional signatures are necessary, please attach additional page. This form or its equivalent must be submitted to your county assessor prior to their calculation of the property tax levies. A certified budget/levy request, separate from this form is to be filed with the County Legislative Authority th no later than November 30. As required by RCW 84.52.020, that filing certifies the total amount to be levied by the regular property tax levy. The Department of Revenue provides the “Levy Certification” form (REV 64 0100) for this purpose. The form can be found at: http://dor.wa.gov/docs/forms/PropTx/Forms/LevyCertf.doc. To ask about the availability of this publication in an alternate format, please call 1-800-647-7706. Teletype (TTY) users may use the Washington Relay Service by calling 711. For tax assistance, call (360) 534-1400. REV 64 0101e (w) (12/9/14) Department of Levy Certification Revenue Sump Wishngton theyearpreceding 30of beforeNovember authorityon or countylegislative thisdocumenttothe Submit tothe assessor. copy forwarda tocollectedand thelevyamounts are be yearinwhich the John Mauro RCW84.52.020,1,. accordancewith In (Name) City ManagerCity of Port Townsend ,herebycertifyto do , for (District Name) (Title) City Council Jefferson the authority Countylegislativethat the Board,etc.) Council, (Commissioners, (Name County) of 2025 providedinthedistrict’s as becollectedin followinglevyamounts saiddistrictrequeststhe ofthat Collection) (Year of 11/04/2025 : hearingheld on followingpublic budget,whichwasadopteda Hearing) (Date ofPublic Assessor) (sectionbyJeffersonCounty revisedthe below 2,675,000.00 2,658,527.8616,472.14 1,259,500.00 7,159.76 Library 1,252,340.24 150,000150,000 Mountain View utilities assessed addedstate construction,andestimated 1%calc.,estimatednew *Includes Date: Signature: y v e L x a T y t r e g p n i r o a r e P H 5 c i l 2 b 0 u 2 PCity Council Business Meeting November 04, 2024 Recommend 1% allowable levy increase for the General levy and the Library levy 2024 for 2025 Property Tax Recommendation Questions / Discussion Agenda Bill: AB24-156 Meeting Date: November 4, 2024 Agenda Item: X.A Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Thomas A. Olson Date Submitted: October 29, 2024 Department: Police Contact Phone: 360-531-4965 SUBJECT:Resolution 24-035 Authorize the City to Accept an Independent Donation from Craig Stewart and the Apex Foundation of up to $5,000 CATEGORY: BUDGET IMPACT: Consent Resolution Expenditure Amount: 0 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: Choose an item. SUMMARY STATEMENT: On October 9, 2024, Mr. Craig Stewart met with Chief Olson to express his desire to donate $2,500 to the Port Townsend Police Department.Mr. Stewart also stated that The Apex Foundation will match Mr. Stewart’s donation. The total donation would be $5,000. Mr. Stewart lives in the Port Townsend community and has supported several other organizations locally. He was one of the founding board members of an organization called Behind the Badge Foundation, formerly, the 10-99 Foundation and the WA State Law Enforcement Memorial Fund. It was established in 1995, and their mission is to honor law enforcement officers who have died or suffered serious injury in the line of duty. They also serve as a trusted resource, providing immediate and ongoing support to families, agencies and communities in times of critical need. The Apex Foundation is a major supporter of first responders nationally in the areas of emotional wellness and resilience. First responders include military, law enforcement, firefighters, nurses, teachers, social workers, etc. The foundation has a broad mission: to support programs that help children and families reach their highest potential. The Port Townsend Police Department extends our deepest gratitude and appreciation for this generous donation from Mr. Stewart and The Apex Foundation. ATTACHMENTS: 1. Resolution 24-035 CITY COUNCIL COMMITTEE RECOMMENDATION: N/A/ RECOMMENDED ACTION:Move to approve Resolution 24-035 Authorize the City to Accept an Independent Donation from Craig Stewart and the Apex Foundation of up to $5,000 ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Resolution 24-035 RESOLUTION NO. 24-035 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON, TO AUTHORIZE THE CITY TO ACCEPT AN INDEPENDENT DONATION FROM CRAIG STEWART AND THE APEX FOUNDATION OF UP TO $5,000. WHEREAS, local governments in Washington State are authorized to receive donations under RCW 35.21.100; and WHEREAS,the Port Townsend Municipal Code Chapter 3.42 further authorizes the acceptance of donations to the City; and WHEREAS,the City shall use the donation only for purposes related to those powers granted to the City by law; and WHEREAS,the donors have an extensive history of supporting law enforcement officers, their families, and the community in times of need, and have directed the funds for authorized municipal purposes by the Port Townsend Police Department; and WHEREAS,the City expresses gratitude and appreciation for the generous donation and the City Council hereby accepts such donation; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend that the City Manager is authorized to execute any necessary agreements and documentation withindependent donors Craig Stewart and the Apex Foundation to accept and expend a donation in an amount not to exceed a combined total of $5,000 to be used for municipal purposes by the Port Townsend Police Department. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 4th day of November, 2024. ________________________________ David J. Faber Mayor Attest: __________________________ Alyssa Rodrigues City Clerk Agenda Bill AB24-157 Meeting Date: November 4, 2024 Agenda Item: X.B Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Emma Bolin Date Submitted: November 1, 2024 Department: PCD Contact Phone: 360-390-4048 SUBJECT: Evans Vista Developer Marketing and Developer RFP contract CATEGORY: BUDGET IMPACT:$45,395 ConsentResolutionExpenditure Amount: Staff Report Ordinance Included in Budget? Yes No Contract Approval Other: Discussion Item Public Hearing (Legislative, unless otherwise noted) 3-Year Strategic Plan: N/A Cost Allocation Fund: Choose an item. SUMMARY STATEMENT: In November 2023, the City Council approved the Evans Vista Master Plan, developed in collaboration with Thomas Architecture Studios (TAS) and ECONorthwest (ECO). This plan outlines a mixed-income, mixed-use neighborhood on City-owned property. As TAS responds to staff comments on the preliminary plat permit application, staff recommend pivoting to draft a Request for Development Proposal (RFP) and initiate marketing efforts to select a developer. This proactive approach ensures that the selected developer manages the plat permit process, aligning with the Master Plan’s objectives while considering phasing and infrastructure costs. Please refer to the Council memo on July 15 2024 for more information. The RFP process will involve staff and consultants working together on outreach, writing, and responsive edits to the plat review comments. The attached proposal from TAS and ECO includes a detailed scope of work to assist in these efforts, with the following key tasks: 1. Kickoff and Roadmap Development: Establish project scope and communication protocols. 2. Market Testing & RFP Drafting: Assess developer interest and refine the RFP based on feedback. 3. RFP Marketing: Develop a marketing strategy to engage potential developers. 4. Application Evaluation: Review and score developer proposals to recommend the best candidates to the Council. Additionally, the TAS, SCJ Alliance, and Terrapin Architecture architect/civil team will support the RFP in several ways such as completing plat entitlements, helping prep materials for prospective developers and answer questions during stakeholder meeting groups and respondent interviews. To maximize the City’s investment, it is crucial to attract competitive proposals. Key funding details include: $45,395 reserved for initial RFP activities. An additional $115,000 requested in the 2025 budget for Tasks 3 and 4. The 2024 and 2025 Budget also includes a grants coordinator position aimed at securing funding for infrastructure subsidies, with recruitment adjustments considered for the compensation package in the 2025 budget to attract a qualified candidate.The grants coordinator position in tandem with this contract is essential for program success. For more information about the Evans Vista Housing Development Master Plan, visit https://cityofpt.us/engagept/page/evans-vista-housing-development-master-plan. To be added to the planning process mailing list, contact ebolin@cityofpt.us. ATTACHMENTS: Attachment 1. ECONorthwest Scope of work for Port Townsend Evans Vista Assistance Attachment 2: TAS Project Team Scope of Work Fee Schedule CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: Move to authorize the City Manager to executea Professional Services Agreement for Evans Vista RFP assistance per budget authority for 2024 and subject to budget authority for 2025 to market a request for development proposal and assist with developer evaluation and selection. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: August 22, 2024 DATE: Amos Callender and Ron Thomas, Thomas Architecture Studios TO: Cadence Petros and James Kim, ECOnorthwest FROM: Scope of Work for Port Townsend Evans Vista RFPAssistance SUBJECT: Purpose The City of Port Townsend worked with Thomas Architecture Studios (TAS) and ECOnorthwest (ECO) to develop a master plan for the Evans Vista area. The City has completed land use entitlements according to the master plan and is now looking to find one or more suitable development partners. ECOwill work with the City and TAS to market the project, draft and issue and RFP, and select development partners. The City’s goals are to: 1.Maximize the value of the City’s investment by attracting competitive proposals. 2.Assess the level of interest among potential developers in the master plan. 3.Develop and refine an RFP based on feedback. 4.Engage potential developers and evaluate their proposals. The City plans tohire a project manager and engage the City Attorney to assist in the RFP development. Scope Task 1. Kickoff and RoadmapDevelopment ECO will attend a virtual kickoff meeting organized by the City or TAS to review the project scope, clarify roles, and establish communication protocols. This will be an opportunity to meet any new City staff. After the kickoff meeting ECO will work with the City to develop a roadmap for land disposition. This work plan will describe the steps the City will need to take to break ground at Evans Vista and how this RFP assistance fits within it. The roadmap is intended to serve as a reference for the City during and after the work described in this scope. Task2. Market Testing& RFP Drafting Assistance ECO will work with TAS and the City to research developers’ interest in and demand for a project described in the master plan. ECO will meet with regional or national firms with experience in the Puget Sound region and existing relationship with ECO. At the discretion of the City, and pending available budget, ECO can reach out to other firms ECO has not 1 worked with. The goal is to assist the City in refining the RFP and cultivating new relationships. Potential discussion topics include phasing, incentives needed, market outlook, RFP flaws, and site visits.ECO will produce a summary of the feedback from the conversations ECO participates in as well as a brief guide of best practices for drafting an RFP.Timeline and budget reflect5online interviewsled by ECO, 1 stakeholder conversation (with either the Evans Vista Technical Advisory Group or a developerround table), andno travel costs. Additionally, ECO will assist the City todraft the RFP for the master plan. ECO will provide 2 examples of RFPs that the City can model after and offer suggestions for refinements based on feedback from developersand ECO’s previous experience. There may also be a feedback process in which earlier drafts of the RFP inform the conversations with developers. ECO will also provide draft evaluation criteria that will be included in the RFP. We expect the RFP development process as well as the publication of the RFP and accompanying materials to be managed by the City. Some materials for the RFP will be provided by TAS. While ECO can provide recommendations for incentives and RFP terms, ECOcannot provide legal advice and the City will therefore rely on the City Attorney for all legal matters. At this point in the process, it will be important to establish an evaluation committee, which can bemade up of City staff and the consultant teamif desired. The team should represent different interests and fields of expertise. Task3. RFP Marketing ECO will work with TAS and the City to developtogethera marketing approach that is feasible within the assigned timeline and budget. This process can require a couple of meetings and should produce a written documentation of the approachand roles for ECO, TAS, and the City. The marketing approach is likely to respond to information gained in Task 2. The marketing approach can include ECO and TAS independently holding conversations with developers and others in the development community who may be interested in a project in Port Townsend. During the period the City is accepting applications for the RFP, ECO canbe available to assist the City in their responsestoquestions from RFP respondents. Task 4. ApplicationEvaluation Once the RFP application phase has closed, ECO will assist the City in evaluating the RFP responses and vetting the developers. For each application received, ECO will review the required pro forma and financial information provided by the applicants as part of the RFP proposal and will provide the evaluation committee with an independent review of these portions of each proposal.As one of the evaluators, ECO will also scorethe proposals based on the evaluation criteria established in Task 2. ECO willmeet with the evaluation committee 2 to review the applications and evaluations. Then, ECO will attend interviews hosted and organized by the City to vet the applicants. Then, with the other committee members, ECO will help select the best applicantfor recommendation to city council. Depending on the level and type of responses to the RFP, it is possible that the best option is to not select any of the applicants and issue another RFP, which this project is not scoped to cover. One in- person meeting is included in the proposed budget. Task 5. Contingency There could be a period of negotiations on the details of a proposed development after the best applicant is selected. At the discretion of the City, ECO can participate in some of the negotiation process within the hours allocated for this task. Contingency task can also include additional meetings, analyses, or travel not planned for in other tasks. Hours, Budget, and Schedule ECO will spend up to 276hours with a not-to-exceed budget of $63,800. The maximum resources spent on each task will be based on the table below. TaskHoursBudget 1.Kickoff and Roadmap 16 $3,500 2.Market Testing& 66$15,000 RFP Drafting Assistance 3.RFP Marketing 34 $8,300 $14,700 4.Application Evaluation 66 + Expense: $1,100 $19,000 5.Contingency 94 + Expense: $2,200 TOTAL276$63,800 Depending on the developers’ responsiveness on the RFP, we anticipate Tasks 1 to 4 could take up to 6 months. The negotiation process described in Task 5 could be additional 12 months. 3 Agenda Bill AB24-160 Meeting Date: November 4, 2024 Agenda Item: X.D Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Steve King, PW Director Date Submitted: November 1, 2024 Department: Public Works Contact Phone: 360-379-5090 SUBJECT: WSDOT Sandy Williams Connecting Communities Grant Application Briefing CATEGORY: BUDGET IMPACT:N/A Consent Resolution Expenditure Amount: $ Staff Report Ordinance Included in Budget? Yes No Contract Approval Other: No Action Briefing Public Hearing (Legislative, unless otherwise noted) 3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities Cost Allocation Fund: Choose an item. SUMMARY STATEMENT: City Staff desires to share a recent grant application with the City Council. This grant requires no match and thus no action is needed by the City Council. WSDOT put out a call for applications for the Sandy Williams Connecting Communities Grant. This grant program recognizes the negative impacts of highways through cities and neighborhoods. In particular, this grant focuses on solutions to reconnect neighborhoods where streets create barriers to access within neighborhoods and areas of cities where there are high equity needs. This grant program is competitive across the state with only $13 million available. The key criteria for the grant program are as follows. The red check mark denotes the categories addressed by this City of PT application. As the City works through the update of the Non-motorized Plan, the connection between the Hospital Area and the Safeway area is particularly troublesome given the steep slopes. This also represents one of our greatest non-motorized transportation thth connection deficiencies given 12street is of grade over 13% and 10Street is over 12%. Given this reality, the only practical solution is Sims Way with a grade of approximately 6%. It is easy to see this reality on the ground by observing the number of people who bike and walk Sims Way between Safeway and Upper Sims Way. The area is also very unfriendly to bikes and pedestrians with no separated or protected places to walk and with high traffic speeds. This application consists of two parts. Part 1 is to engage in a community process to design the Sheridan/Sims Way intersection. This challenging intersection needs significant effort in developing a workable and intersection layout. The intent is to create a shovel ready project by having the design completed with this grant. The grant request for Part 1 is $200,000. Part 2 of this application is a quick build project in which a curb is installed on the downhill side of Sims Way to create a road diet and a shared use path on the PT Bay side of Sims Way in addition to a buffered shared use path on the northerly side of Sims Way. This is accomplished by narrowing the lane width to reduce traffic speed. The grant request for Part 2 is $300,000. No match for this application is required. However, staff points out that this will take staff time to administer and there is an inherent cost with administration. If successful, this work would occur in 2027. The attached equity needs map illustrates the project limits and relativity to other work in the City. Staff brainstormed a name for this application to illustrate the need of this section of Sims Way and the neighborhood. The name is HOPE-20reflecting changing design principles of honoring people and all modes of transportation rather than older philosophies of moving cars. HOPE-20: Healing from Outdated Planning and Engineering along SR-20 Staff is hopeful that Council supports this grant application in a continued effort to invest in the Castle Hill neighborhood and improve Non-motorized transportation. No action is requested and feedback is encouraged. ATTACHMENTS: Equity Needs Map CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: Discussion only. No action requested. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Offe Npefsbuf Mpx!Offe qpqvmbujpo!efotjuz Qpttjcmz!evf!up!mpx )qpsu!boe!pqfo!tqbdf* Ijhi!Offe Agenda Bill AB24-158 Meeting Date: November 4, 2024 Agenda Item: X.E Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Jodi Adams, Finance Director Date Submitted: November 4, 2024 Department: Finance & Technology Services Contact Phone: 360-379-4403 SUBJECT:2025City Manager PreliminaryBudget CATEGORY: BUDGET IMPACT: 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: N/A SUMMARY STATEMENT: Staff present the City Manager’s Preliminary 2025 Budget to City Council, with an opportunity to receive public testimony on the preliminary budget and its revenues sources as well as an opportunity to receive City Council questions, feedback, and direction to staff in advance of the first draft of the proposed budget. The first public hearing on the 2025 proposed budget will occur on November 18, 2024, with the second on December 2, 2024, and with final adoption anticipated on December 2, 2024. The 2025 budget essentially began in July 2025 with the City Council/Department Director strategic workplan retreat, focusing on how to balance both the year-on-year operational needs with the longer-term, integrated strategic thinking of the Financial Sustainability Initiative. High-Level Overview Based on previous City Council feedback from the October 7, 2024, City Council business meeting and October 14, 2024, City Council workshop, staff have focused on elements of the budget that transcend the next fiscal year and help implement the Financial Sustainability Initiative, including but not limited to the following elements: Smart seed funding for facilities repair and replacement. In the 2024 budget, we recognized that we do not plan well for facilities replacement and repair, often scrambling to find money after things inevitably break. We set aside funding to seed a repair/replacement fund to better anticipate and respond to facilities needs. This budget is the second year (of five) for investment into that fund. Smart seed funding for fleets repair and replacement.The facilities seed funding approach is working, so we are proposing a similar approach for fleets in 2025. Similarly, doing so puts fleet repair and replacement on a predictable schedule which means better predictability and financial stability. Smarter investments. The City takes in and pays out funds every day, but per policy and common sense, we need to ensure that the balance stays positive. Better financial planning means we put our balance to work earning interest, taking advantage of high interest rates and phasing the investments so we still have access to funds in case of unforeseen circumstances. Fighting off our debt. Debt is an inevitable reality for almost all cities as it helps spread longer-term investments more equitably to those who benefit. Too much debt, however, hinders our abilities to get more accomplished and the City and our community have suffered from the City overleveraging debt. Last year we paid off some debt early, but some of those payments return in 2026. This year’s budget gets a jump on those 2026 payments by setting funding aside so we don’t overextend this year. We will also, as per above, invest those funds this year while they sit in waiting for next year. Rainy-day fund. This fund strengthens our approach to preparing for unanticipated downturns and natural disasters to ensure stability of staffing and services. Putting aside one-time revenue like sales tax from major projects seeds the fund and will provide continuity when we need it most. Bold housing action. The Comprehensive Plan, a major priority for 2025, is crucial to housing availability and affordability – and fundamental to delivering financial sustainability. More residents add character and help spread the costs of services that we all depend on. Plus, more attainable housing helps local businesses –and the City – recruit and retain employees who provide important services, amenities, and local economic development. Perhaps more importantly, many of our residents suffer from the lack of affordable housing options and housing action is key to a more healthy, safe, and equitable community. Strategic staffing. Our staff size has not grown consistently with the population of residents, and we’ve been chronically understaffed for many years. Adding positions like a Parks Maintenance Worker, a Water Distribution Maintenance Worker, a Streets Operator, and a Housing Coordinator help us deliver on our core priorities. Departmental synergy. The budget includes a change in how the City organizes some of our important community services: a combined Community Services Department that incorporates Parks and Facilities teams, the Library department, and adds an arts and culture component to oversee the PT Creative District. The aim is for better, more integrated, more stable delivery of these services to our community alongside a fiscally prudent way of doing so. Major progress on infrastructure projects. With over $45m of funded infrastructure projects on the books, we continue to move forward with streets, water, sewer, stormwater, parks, facilities and other infrastructure projects that not just catch us up from years of deferred maintenance, but help take us forward in building a stronger, more resilient, and better community for us all. 2025 Proposed Budget by Section 1. Ordinance 3325 Budget Adoption a. Exhibit A – 2025 Budget by Fund b. 2024 Estimated Forecast Summary 2. 2025 City Manager Budget Message and Overview 3. 2025 All Funds Combined Summary 4. 2025 Staffing and Compensation Summary 5. City of Port Townsend Policies Notes: Salary Schedule has been updated to include five new positions, including the positions required to form the new Community Services department reconfiguration. Policy considerations as presented in the budget process are showing with track changes, which will be incorporated following adoption of the budget. ATTACHMENTS: 1. Ordinance 3343 2. Ordinance 3343 Exhibit A – City of Port Townsend 2025 Proposed Budget 3. City Manager Budget Message 4. 2025 All Funds Combined Summary 5. 2025 Staffing and Compensation Summary 6. City of Port Townsend Financial Policies, Revised 2024 (draft) 7. City of Port Townsend Purchasing Matrix – Bid Limits & Signing Authorization CITY COUNCIL COMMITTEE RECOMMENDATION: n/a. RECOMMENDED ACTION: No Action Required ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: Ordinance 3343 Page 1 of 2 ORDINANCE NO. 3343 AN ORDINANCE ADOPTING THE BUDGET FOR THE CITY OF PORT TOWNSEND, WASHINGTON, FOR THE FISCAL YEAR ENDING DECEMBER 31, 2025 WHEREAS, the City Manager of the City of Port Townsend, Washington, completed and placed on file with the City Clerk a proposed budget and estimate of the amount of monies required to meet the public expenses, bond retirement and interest, reserve funds and expenses of government of the City for the fiscal year ending December 31, 2025 (the “2025 Preliminary Budget”), and a notice was published that the City Council would conduct a public hearing on th the 18 of November 2024 at 6:00 p.m., at City Hall for the purpose of receiving public testimony regarding thepreliminarybudget for the 2025fiscal year; and WHEREAS, the City Council held a public hearing on November 18, 2024 at which all taxpayers were heard who appeared for or against any part of the preliminary budget; and WHEREAS, following the public hearing, the City Council met in City Council Chambers on December 2, 2024, to consider the 2025 Final Budget and receive further public comment, and made adoptions and changes, as it deemed necessary and proper; and WHEREAS, the 2025 Budget does not exceed the lawful limit of taxation allowed by law to be levied on the property within the City of Port Townsend for the purposes set forth in the 2025 Final Budget, and the estimated expenditures in each fund set forth in the 2025 Final Budget are all necessary to carry on the government of the City for fiscal year 2025, and are all necessary to meet the various needs of the City during the period; NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do ordain as follows: Section 1.The budget for the City of Port Townsend, Washington, for the fiscal year 2025, is hereby adopted at the fund level as set forth in the document entitled “City of Port Townsend Final Budget 2025,” a copy of which has been and now is on file with the office of the City Clerk, and by this reference is incorporated into this Ordinance. Section 2. Estimated revenues, including fund balances for working capital for each separate fund of the City of Port Townsend, and aggregate totals for all such funds combined, for the year 2025, are set forth in summary form in Exhibit A attached, and by this reference are incorporated in this Ordinance, and are appropriated for expenditure at the fund level during the 2025 budget year. Section 3.The City Clerk is directed to transmit a certified copy of the City of Port Townsend Final Budget 2025 to the Office of State Auditor and to the Association of Washington Cities. Ordinance 3343 Page 2 of 2 Section 4. This Ordinance shall take effect upon its passage, approval, and publication in the form and manner provided by law. ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular nd meeting thereof, held this 2 day of December 2024. _____________________________ David J. Faber Mayor Attest: _____________________________ City Clerk Alyssa Rodrigues 2025 City Manager Preliminary Budget CITY OF PORT TOWNSEND VISION A thriving community for all... CITY OF PORT TOWNSEND MISSION STATEMENT Champion aspirations for a thriving community as envisioned in our Comprehensive Plan THE 2025 CITY MANAGER BUDGET Message from the City Manager: Over the past few years, in preparing the budget for City Council consideration, the City team has transitioned away from the fear and uncertainty of the pandemic, the myopia of simply thinking about the next year ahead, and the somewhat stale, hold-over approach . If you take the time to review the previous budgets or even just the budget messages from me them evolve into something increasingly clear-eyed, strategic, and honest. This year we attempt to keep moving forward in similar fashion, with a balanced, smart, and forward- enduring success. Certainly, the team and I continue to be challenged by macroeconomic conditions beyond our control, like escalating costs of materials and labor, or local and regional conditions like seemingly impossible housing affordability. Add to that the discomfort of new or changing state and federal requirements or the accounting realities of keeping funds balanced and appropriately separated a bit on the back foot. Despite that, a persistent focus on the future of our community. Over time, we believe that, by making tough decisions and sticking together, we can make things fairer and better for everyone. Page | 1 2025 City Manager Preliminary Budget To those ends, wehaveworked for at least half a year to prepare this budget. It started at a strategic workplan retreat in July with City Council and Department Directors when we honed in on our priorities with an appropriate mix of ambition and reality. Much of that retreat focused on how to balance both the year-on-year operational needs with the longer-term, integrated strategic thinking of the Financial Sustainability Initiative. That initiative grounds us in multi-year approach to fiscal responsibility -changing We then asked each department to provide their list of budget requests that would get those priorities done multi- year financial sustainability journey. All of this was balanced against 2025 revenue predictions and our policies that require all funds to stay in the black. Many of those items Smart seed funding for facilities repair and replacement. In the 2024 budget, we recognized that we do not plan well for facilities replacement and repair, often scrambling to find money after things inevitably break. We set aside funding to seed a repair/replacement fund to better anticipate and respond to facilities needs. This budget is the second year (of five) for investment into that fund. Smart seed funding for fleets repair and replacement. The facilities seed funding approach is working, so we are proposing a similar approach for fleets in doing so puts fleet repair and replacement on a predictable schedule which means better predictability and financial stability. Smarter investments. The City takes in and pays out funds every day, but per policy and common sense, we need to ensure that the balance stays positive. Better financial planning means we put our balance to work earning interest, taking advantage of high interest rates and phasing the investments so we still have access to funds in case of unforeseen circumstances. Fighting off our debt. Debt is an inevitable reality for almost all cities as it helps spread longer-term investments more equitably to those who benefit. Too much debt, however, hinders our abilities to get more accomplished and the City and our community have suffered from the City overleveraging debt. Last year we paid off gets a jump on those 2026 payments by setting funding aside overextend this year. We will also, as per above, invest those funds this year while they sit in waiting for next year. Rainy-day fund. This fund strengthens our approach to preparing for unanticipated downturns and natural disasters to ensure stability of staffing and services. Putting aside one-time revenue like sales tax from major projects seeds the fund and will provide continuity when we need it most. Bold housing action. The Comprehensive Plan, a major priority for 2025, is crucial to housing availability and affordability and fundamental to delivering Page | 2 2025 City Manager Preliminary Budget financial sustainability.More residents add character and help spread the costs of services that we all depend on. Plus, more attainable housing helps local businesses and the City recruit and retain employees who provide important services, amenities, and local economic development. Perhaps more importantly, many of our residents suffer from the lack of affordable housing options and housing action is key to a more healthy, safe, and equitable community. Strategic staffing. Our staff size has not grown consistently with the population of residents, Adding positions like a Parks Maintenance Worker, a Water Distribution Maintenance Worker, a Streets Operator, and a Housing Coordinator help us deliver on our core priorities. Departmental synergy. The budget includes a change in how the City organizes some of our important community services: a combined Community Services Department that incorporates Parks and Facilities teams, the Library department, and adds an arts and culture component to oversee the PT Creative District. The aim is for better, more integrated, more stable delivery of these services to our community alongside a fiscally prudent way of doing so. Major progress on infrastructure projects. With over $45m of funded infrastructure projects on the books, we continue to move forward with streets, water, sewer, stormwater, parks, facilities and other infrastructure projects that not just catch us up from years of deferred maintenance, but help take us forward in building a stronger, more resilient, and better community for us all. These are but a few ideas captured in the 2025 budget. I encourage you to read through these pages, and I invite you to stay engaged in the budget process. I hope you find it a refreshing change perhaps more clear-eyed, strategic, and honest. Regardless, feel free to reach out to me with your thoughts by email at jmauro@cityofpt.us, attend one of my coffee conversations each first my regular show on KPTZ each Thursday at 12:30. Better yet, I invite you to explore and discover ways you might be able to get involved to help us deliver on our collective aspirations for a healthier, more resilient, more inclusive Port Townsend for us all. John Mauro City Manager Page | 3 2025 City Manager Preliminary Budget 2024CITY MANAGER PROPOSED BUDGET The budget is adopted at the fund level. The chart below (which represents Exhibit A to the budget ordinance) provides an overview of the revenues, expenditures, and projected ending fund balances: CITY OF PORT TOWNSEND 2025 BUDGET FUND SUMMARY 2024 Est.2025 est.2025 Projected EndingRevenueExpenseRev vs. ExpRev vs. ExpEnding Fund BalanceBudget*Budget*Y/E TargetBudgetFund Balance GENERAL FUND7,032,94316,128,91117,323,732(1,194,821)(1,194,821)5,838,122 Drug Enforc. / Contingency209,87925,000025,00025,000234,879 A.R.P.A.2,2330265,000(265,000)(265,000)(262,767) Street/Transportation Benefit Dist888,6052,660,9621,725,962935,000935,0001,823,605 Library624,7251,423,6661,398,93824,72824,728649,453 Real Estate Excise Tax1,422,664685,000510,000175,000175,0001,597,664 Lodging Tax1,350,292615,000972,751(357,751)(357,751)992,541 Fire / EMS7,77800007,778 Affordable Housing166,17192,89692,89600166,171 Community Development Block Grant180,23828,00020,0008,0008,000188,238 Community Services1,132,3943,243,6793,243,679001,132,394 TOTAL SPECIAL REV FUNDS5,984,9808,774,2038,229,226544,977544,9776,529,957 DEBT SERVICE FUND1,655,1401,114,7111,114,712(1)(1)1,655,139 General Capital1,174,817381,000818,658(437,658)(437,658)737,159 Street Capital241,8254,422,0395,445,488(1,023,449)(1,023,449)(781,624) CAPITAL PROJECTS FUNDS1,416,6424,803,0396,264,146(1,461,107)(1,461,107)(44,465) Golf Course5,09131,00031,000005,091 System Development2,658,233385,000605,906(220,906)(220,906)2,437,327 Water / Sewer Operations7,002,98511,351,00010,464,307886,693886,6937,889,678 Water / Sewer Capital10,421,51412,375,21511,044,7361,330,4791,330,47911,751,993 Storm Operations12,9901,445,0001,112,380332,620332,620345,610 Storm Capital838,570598,655602,054(3,399)(3,399)835,171 ENTERPRISE FUNDS20,939,38326,185,87023,860,3822,325,4882,325,48823,264,870 Public Works Admin495,436861,845733,201128,644128,644624,080 IT Equipment O&M / Replacement255,245542,425523,89118,53418,534273,779 Fleet Equipment O&M / Replacement1,510,2433,139,0792,928,127210,952210,9521,721,195 Engineering Services37,0701,570,7251,450,356120,369120,369157,439 Unemployment Self-Insurance15,40325,00010,00015,00015,00030,403 INTERNAL SERVICE FUNDS2,313,3966,139,0745,645,575493,499493,4992,806,895 Firemen's Pension 372,77727,5001,37426,12626,126398,903 Custodial / Refundable Deposits12,672000012,672 Memorial Fund000000 FIDUCIARY FUNDS385,44927,5001,37426,12626,126411,575 GRAND TOTAL39,727,93463,173,30862,439,148734,160734,16040,462,094 Page | 4 2025 City Manager Preliminary Budget AMERICAN RESCUE PLAN ACT The American Rescue Plan Act of 2021 (ARPA) provided $350 billion in funding for state and local governments. The City of Port Townsend was awarded $2,755,388. The first tranche of this funding, $1,373,493, was received in July 2021. The second half was received in July 2022. The funding has limited eligible uses but, in general, can be used for: Revenue replacement for the provision of government services to the extent the reduction in revenue was due to the COVID-19 public health emergency. COVID-19 expenditures or negative economic impacts of COVID-19, including assistance to small businesses, households, industries, and economic recovery. Premium pay for essential workers. Investments in water, sewer, and broadband infrastructure. Based on updated guidance received from the Federal Treasury in March 2022, the City determined that the best use of the funds received from ARPA is Revenue Replacement. These funds are temporary in nature and non-recurring, so care has been used in allocating these funds in ways that do not add programs that require ongoing financial commitments. In September 2021, the City Council discussed the adoption of three priority pillars when determining the programs/projects these funds would be allocated to. These pillars are 1) support staff, 2) support financial sustainability, and 3) deliver an integrated community backed vision for parks and recreation. Based on these pillars, an array of projects was presented for consideration in both 2021 and 2022. In both 2022 and 2023, all prior projects were reviewed to ensure federal guidance requirements will be met. In addition, all projects were reviewed for funding needs and project timeline. Columns were added to reflect 2024 changes and a revised 2022-2024 allocation representing the total allocated amount for the project. The funds must be obligated before December 31, 2024, and spent by the end of 2026 as specified in the ARPA Treasury guidelines. The updated project list below totals $2,755,388 and allocates both tranches of fund: Page | 5 2025 City Manager Preliminary Budget In 2022, a Special Revenue Fund was established to monitor the ARPA revenues and Office to ensure proper accounting and coding for these funds. Anticipated operating expenses and corresponding transfers are reflected in the graphs and materials presented in the budget. 2025 BUDGET ASSUMPTIONS The 2025 City Manager Proposed Budget allocates resources to initiatives included in 5 strategic workplan. This workplan was developed by staff and reviewed and workshopped with the City Council at an all-day retreat held on July 22, 2024. The 202 strategic workplan is broken down into seven major categories: Page | 6 2025 City Manager Preliminary Budget INVEST IN OUR PEOPLE Build and nurture the capacity of our staff, teams, volunteers, advisory board members, Councilmembers and partnerships and provide them the toolsets, skillsets, and mindsets to achieve more together. ENGAGE OUR COMMUNITY Build beyond notification and response to more deeply and inclusively engage our community in decisions that affect their lives and livelihoods as well as ground civic dialogue in civility and kindness. STRENGTHEN OUR FINANCIAL POSITION Set the City and community up for sustained success by deliberately choosing to build financial sustainability to address the challenges of today and prepare for tomorrow. INNOVATE OUR SYSTEMS, STRUCTURES & PROCESSES Set the City and community up for sustained success through process and structure improvements and optimization. ENVISION OUR SUSTAINABLE FUTURE AND DELIVER OUR PRIORITY INITIATIVES Deliver the 2025-2045 Comprehensive Plan and associated priorities to catalyze a financially, socially, and environmentally sustainable future. DELIVER THE BASICS Provide consistent critical operations, ongoing statutory responsibilities, and core City functions. Associated funding in the 2025 budget has been given to specific budgeted items. Staff time for many of the projects is a key component to successful completion. A summary 5 strategic workplan is included as part of the 2025 Proposed Budget Book. AFFORDABLE HOUSING Affordable Housing is a key priority for 2025 and beyond. The City continues its work to support efforts for affordable housing in the city and region. The City has made significant contributions to housing in a variety of ways. Some key examples of these contributions are: Implementation of a Sales & Use Tax for Affordable and Supportive Housing th (Substitute House Bill 1406) in the 4 quarter of 2020. This tax is a tax credit against the state portion of our City sales tax and did not increase the total amount of retail sales tax. Investment of approximately $21,000 per year; cumulative total of $70,000 through 2023. Fee deferrals for housing providers for certain permit fees and system development charges. Providers include Habitat for Humanity, Peninsula Housing, Olympic Community Action Program and Bayside Housing & Services. Total investment from 2011-2021 of $420,914. Page | 7 2025 City Manager Preliminary Budget Investment of approximately $62,000 annually for debt service payment with a total commitment over a 20-year period of $1,324,125 for total principal and interest payments. The City obtained a grant from Department of Commerce in 2021 to acquire property that will be earmarked for affordable housing Grant provides investment of $1,375,000 for the property purchase. Fourteen acres was acquired for the Evans Vista Neighborhood. The City obtained a grant from Department of Commerce in 2021 to build utility infrastructure to support affordable housing Grant provides investment of $1,700,000 for the extension of utilities to lower the cost of building affordable housing. The City secured $500,000 in 2022 to Master Plan the Evans Vista neighborhood from the Jefferson County American Rescue Plan Act funds. The City Council has also made legislative changes related to housing including: Adopted multi-family tax exemption (Ordinance 3200, 2018) provided limited or 12-year exemptions from ad valorem property taxation for qualified new multiple- unit housing in targeted areas Removed the owner-occupied requirement for Accessory Dwelling Units (ADUs) (Ordinance 3241, 2019) Adopted regulations to allow up to an eight-plex in the R-II single-family zone through a conditional use permit (Ord. 3241, 2019) Raised the maximum SEPA threshold exemption to the maximum allowable (Ord. 3241, 2019). Projects that may be eligible for SEPA exemption include single- family residential projects, up to 20 dwelling units, and multi-family residential projects, up to 60 dwelling units. Repealed modulation requirements (Ordinance 3247, 2020) Increased the size allowed for an attached ADU to 1000 square feet (Ordinance 3247, 2020) Decreased the lot size allowed in a cottage development to 2500 square feet (Ordinance 3247, 2020) Adopted regulations allowing zero lot line/shared wall construction duplexes (Ordinance 3272, 2021) Reduced the minimum lot size allowed in a Planned Unit Development to 2000 square feet (Ordinance 3272, 2021) AdoptTactical Infill Housing Code Update with $50,000 investment, which included: o Allowing two ADUs per residence, eliminated ADU parking requirements, reduced ADU setbacks, increased lot coverage for ADUs, allowed exterior ADU entrances on building front, allowed Tiny Houses on Wheels to be used as ADUs. o Reducing Cottage Housing permit as administrative without design review committee, eliminated barrier design requirements. o Reducing parking for duplex/triplex/fourplex. Relaxed parking for multifamily in mixed use. Page | 8 2025 City Manager Preliminary Budget o Creatingnew unit lot subdivision(ULS) toolto enable attached housing to be built on zero lot line and conveyed fee simple. A parent lot can be subdivi Townhouses, rowhouses, of 5 or more units allowed in R-II, R-III and R-IV zones. Townhome configurations of 4 or less exempt from design review. o Allowing ULS for cottage housing, attached fee simple housing, and Tiny House on Wheel Communities. o Allowing Tiny House on Wheel Communities with subdivision or Binding Site Plan and conditional use permit in R-III and C-II zones. o Allowing employer-provided housing with conditional use permit in certain zones to enable housing in zones where it is otherwise prohibited. (Ordinance 3306, 2023) Much of this work was made possible through a 2-year American Rescue Plan Act allocation (in 2023/24 budget and included in 2025 budget proposal) for a Long- Range Planner and a Professional Services Budget for code amendments. Adopted 2023 Annual Comprehensive Plan Updates (Ordinances 3322 and 3323), which included: o Permitting greater maximum housing density in the R-IV High Density Multifamily, C-I/MU Neighborhood Serving Mixed Use, Center C-II/MU Community Serving Mixed Use Center, and M/C(S) Mixed Light Manufacturing and Commercial Rainier Subarea zones. o Permitting higher building height in the C-I/MU, C-II/MU, and M/C(S) zones. o Specifying that height restrictions apply to habitable space, not rooftop appurtenances such as elevator towers or water towers. The previous height definition had limited the amount of habitable space since developers were constrained by the height of appurtenances that are necessary for taller buildings, such as elevators. o Permitting greater lot coverage in the R-IV, C-I/MU, C-II/MU, and M/C(S) zones. o Permitting a mixture of vertical and horizontal uses in the mixed-use zones. o Replacing Building Frontage with Minimum Commercial Space and Clear Ceiling Height Requirements in the mixed-use zones. This allows more flexibility in how mixed-use spaces are developed while still preserving the ability to rent commercial space. o Altering floor area ratio (FAR) requirements in the mixed-use zones and M/C(S) zone to encourage greater housing density. o Removing minimum lot size requirement in the M/C(S) zone. o Reducing the minimum lot width required for townhouses/rowhouses in the M/C(S) zone. o Allowing projects in the R-IV, C-I/MU, C-II/MU, and M/C(S), to substitute one developed on-street parking space for three developed off-street parking spaces. This preserves more land within lots for the development of housing, commercial space, or other non-parking amenities. It also encourages the development of the right of way. Page | 9 2025 City Manager Preliminary Budget Much of this work was made possible through a 2-year American Rescue Plan Act allocation (in 2023 budget and included in 2024 budget proposal) for a Long-Range Planner and a Professional Services Budget for code amendments. The City also worked in partnership with Jefferson County through our Interlocal Agreement to support affordable housing and homeless housing programs. The Housing Fund Board builds on collaborative efforts from the previous Joint Oversight Board and Housing Task Force to create a budget and plan for the use of collective affordable housing funds like the aforementioned Sales and Use Tax as well as other local-authority funding. This effort aims at greater participation by elected officials and greater transparency in the granting process for a more successful and coordinated program. The City continues to explore additional strategies to promote affordable housing. Grant awards totaling $788,407 for 2024 with partial funding through 2025 will support code and policy updates that will enhance and streamline housing. These grants will include considerable community engagement on how to holistically address housing and quality of life in Port Townsend. These grants include the 2025 Comprehensive Plan Periodic Update, multimodal transportation and climate resiliency, shoreline periodic update, middle housing, and urban forestry plan and tree ordinance amendment. KEY REVENUE ASSUMPTIONS for 2025 is proposed at $4,084,500, which includes the allowable statutory increase of 1.0% plus an adjustment for the value of new construction and refunds. The 1% statutory increase is budgeted at $12,190 for 2025. New construction in the city is estimated at $47 million. Property values in the city grew in the aggregate by 5.6% or $150 million. 2024 Assessed values for 2025 taxes are estimated at $2.990 Billion. The General Levy totals $2,624,898. The General Levy is allocated via internal transfers to Public Safety & General Services, Community Services (Parks, Trails, Library Lid Lift component of the levy is budgeted at $1,231,216 and is available to be used for library operations. An excess property tax assessment of approximately $150,000 related to the Mountain View Commons voted tax assessment will be levied to fund 50% of the annual debt service for this voted bond. The City had $908,724 of banked levy capacity related to the annexation of City fire services into the East Jefferson Fire District service area. The City Council adopted a post-annexation policy which allowed the City to levy the banked capacity incrementally over a 3-year period. o In 2020, the City Council adopted post-annexation policy allowed the City to levy the first 33% of the banked capacity. Due to the economic conditions during the Page | 10 2025 City Manager PreliminaryBudget pandemic, the Council chose not to levy the banked capacity in 2020 for 2021 taxes. o In 2021, the City Council adopted post-annexation policy allowed the City to levy 66%, or $602,610 of the banked capacity in 2021 for 2022 taxes. o In 2022, the City Council adopted post-annexation policy would allow the City to levy the remaining 34%, or $306,114of this banked capacity in 2022for 2023 taxes. The post-annexation policy restrictedthe use of these funds from 2020 through 2023for specific uses. The restricted banked capacity funds from both the 2022 and 2023 property taxes have been set aside for specific purpose as outlined in the post-annexation policy. As per the policy and agreement, funds are unrestricted beginning in 2024. Additional details areprovided in the Capital Improvement Projects section of the budget book. Below is a chart showing the distribution of property taxes: 2025 Property Tax Levys $4,084,500 Mountain View Voted Levy, $150,000 Library Lid Lift Levy , $1,259,500 General Levy, $2,675,000 General LevyLibrary Lid Lift LevyMountain View Voted Levy Retail Sales Taxes in 2024are projected to come in at 12%above the 2024adopted budget. A year over year comparison for the year-to-dateperiod through Septemberof sales tax data indicates that all sectors showed improvement in 2024as compared to the 2023. Page | 11 2025 City Manager PreliminaryBudget In 2025the Cityanticipates sales tax to remain on track with the 2024estimates. Below is a chart demonstrating the trend of retail sales taxes over the last five years showing the forecasted growth experienced in 2024with the expectation to maintain for 2025. Retail Sales Tax Trend $4,000,000 $3,668,405 $3,500,000 $3,228,961 $3,150,000 $3,054,244 $3,000,000 $2,537,577 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2021202220232024-est2025-Budget Retail sector as a % 2024year to date Revenue through September. 4% 1% 1% 16% 22% 3% 1% 5% 2% 3% 6% 1% 35% Other ServicesConstruction ManufacturingWholesale Trade Retail TradeTransportation / Warehousing InformationAdministrative Support Real Estate / Rental LeasingProfessional Services Health Care / Social AssistanceArts, Entertainment, and Recreation Accommodation / Food Page | 12 2025 City Manager PreliminaryBudget Business & Occupation Taxes are projectedto be above the budgeted amount of $900,000 by .8%for 2024. The 2025amount is forecast to decrease by near 16% at $918,000. Real Estate Excise Taxes (REET)revenues are projected to be $640,484or 5% decreaseunderthe 2024adopted budget. 2025REET revenues are budgeted at $650,000 based on the 2024estimate.It is difficult to forecast when large commercial properties or large dollar home sales will occur, which can disproportionately distortthis revenue source. These funds are restricted to capital improvements or debt service, dollars to make up City matching project funds. Five Year Revenue Trend Business & Occupation and Real Estate Tax $1,200,000 $1,098,382 $1,055,988 $953,406 $1,000,000 $941,896 $918,000 $895,666 $842,221 $800,000 $695,361 $650,000 $640,484 $600,000 $400,000 $200,000 $0 20212022202320242025 Utility Tax revenues in the proposed 2025budget are based on all City water, sewer, storm water and garbage services. The City imposes a 18% tax on the revenues of the a 22% utility tax on the revenues. The 2025budget is forecasted based on the continuation of the tax. Total public utility tax forecasted for 2025is $2,125,586and is intended to support all the general services of the City. Garbage service is required within the City. Garbage utility tax is slated to increase at the monthly service rate increase of 8% (contracted CPI adjustment). Page | 13 2025 City Manager Preliminary Budget Private utility tax rates are 6% of the private utility revenue. The 2024telephone and electric private utility taxes are estimated to be $910,000. The electric and telephone utility taxes are projected to increase by 2% compared to 2024 projections. State Shared Revenues are based on distributions that are shared via state revenue assessments. The City receives distributions for liquor profits and tax, criminal justice and marijuana tax distributions, fuel and multi-modal gas taxes, which primarily support Public Safety and Streets. Some of these distributions are population- population for 2023 listed by the Office of Financial Management as 10,330 (a 1.8% increase from 202010,148). 2023 projected state shared revenue is $494,250. Overhead Cost Recovery is projected to decrease by approximately $24,500, or 1.5% in 2025. The de overhead cost recovery model. The allocation model looks back two years to recover overhead costs occurring in 2022 for 2024. The slow growth revenue in 2024 is primarily the result of allocating less overhead to the Streets, Water, Sewer, and Community Funds due to increased property valuations, increasing costs of services and Council agenda bills in those funds. Utility Revenues (Water, Sewer and Stormwater) are budgeted at the adopted rate increases outlined in the rate tables in Ordinance 3281. The City uses utility rate models provided by FCS Consulting Group, to analyze whether our utility rates fully support capital infrastructure and operations of water, sewer, and stormwater. A sewer and stormwater rate study was completed in early 2024. In 2025, the City is projected to have a total of 5,580 water/sewer accounts with 408, or 7.3%, of those projected to be commercial accounts. Below is a chart demonstrating the growth in commercial and residential water/sewer accounts from 2021 through projected 2025: Page | 14 2025 City Manager PreliminaryBudget 5600 Water/Sewer Utility Account Growth from 2021 -Projected 2024 5500 5400 408 5300 417 5200 414 5100 5000 4900 454 4800 4700 4600 5172 5036 4500 4973 4400 4618 4300 4200 4100 4000 2021202220232024 ResidentialCommercial Total water/sewer/stormwaterrevenue is forecasted to be $11,408,201as compared to $10,507,433 in 2023, or a 9% increase. As noted earlier, this represents scheduled rate increases in ordinance 3281, and 1% account growth. A rate study is currently in process and increases are anticipated following the results of the study in early 2024. In addition, total raw water revenue is forecasted for $5,043,382 as compared to $4,470,000 in 2023 or a 13% increase. Raw water sales are made to both the City and the Paper Mill. Capital Revenues provide substantial funding for general government, street and utility projects through state and federal grants and Department of Ecologyloan proceeds. A smaller amount of capital funding may be administered with inter-fund loans, transfers, bank lines of credit or other debt financing.Additional details regarding capital projects areprovided later in the budget document. Total Revenues budgeted for 2025are $60,295,678include all anticipated revenue for capital funding, operating funding,and fiduciary funds. Page | 15 2025 City Manager PreliminaryBudget 2025 Proposed Revenue by Category $60,295,678 Overhead Recovery, Licenses & Permits, $2,327,536 Other Financing $500,000 Sources (inc. Transfers Other In), $11,496,473 Taxes, $15,942,340 Increases, $52,500 Miscellaneous Revenue, $5,867,663 Intergovernmental Services, $5,124,524 Fines & Penalties, Charges for Goods & $11,900 Services, $21,850,372 KEY EXPENDITURE ASSUMPTIONS 2025Proposed Total Expenditures of $59,064,620 include all operating fund appropriations in addition to water, sewer, general and street capital funds. Page | 16 2025 City Manager PreliminaryBudget 2025 Proposed Expenses by Category $59,064,620 Debt Service - Interest, 690,286 Other Financing Uses (inc. Transfers Out), Debt Service - Salaries & Wages & 10,705,625 Principal, 1,776,468 Benefits, 15,089,392 Supplies, 1,641,451 Capital Outlays, 17,725,827 Services, 15,070,243 Labor Personnel Wages & Benefits expenses at $15,089,392or 24% of proposed operating costs. Removing internal transfers and debt service from operating costs, staffing is 31% of the total. The City continues to balance the need to retain qualified, capable staff by providing fair and competitive wages while also maintaining appropriate service levels. A salary survey was conducted in 2023 which has resulted in an updated compensation policy for non- represented employees.Recruitment of key positions willcontinueto bea challenge in 2024due to a competitive labor market and housing affordability and availability. Elected position salary and health benefits City Council Member salaries will increase based on the compensation study that was completed in the fall of 2021 by an monthlyand City CouncilMembers are eligible to enroll in health benefits as part of the elected position group. Coverage is dependent on group participation, with minimum requirements for the group plan. For non-elected positions, the 2025budget proposes a net increase of 7.9positions. There are a total of 116.8Full Time Equivalent (FTE) positions, up from a revised 2024 budget of 108.9. These consecutiveincreases (6.5in 2024and 7.9proposed for 2025) come after decreases in the prior four years(from 109.2 in 2018to 95.2 in 2022). New Page | 17 2025 City Manager Preliminary Budget budgeted positions include City Custodial, City Electrician, Streets Maintenance Worker, Assistant Library Director, Cultural Services Director, Wastewater Operator, and an increasing the Grants Coordinator for full time. The positions are outlined by departments in the chart below: Employee groups include three sectors, the Police Collective Bargaining Unit, General Collective Bargaining Unit, and non-represented personnel. The Police Collective Bargaining Unit contract did expire December 31, 2023. The contract was ratified in 2024. Recruiting and retaining officers continues to be a high Page | 18 2025 City Manager Preliminary Budget priority for Port Townsend. The 2025budget assumes full staffing and the addition of a full-time deputy police chief. The budget includes 15.0 full-time officers and 1 provisional officer. Wage increases for this bargaining unit are not included and will need to be considered as part of a future budget supplemental. The General Government Collective Bargaining Unit contract expires December 31, 2024. Negotiations for a new contract are in process at this time. With this collective bargaining agreement in place, wage rates for 2025 are contracted to increase 3.6% for both General Government and non-represented City staff. Due to current labor market conditions and higher than normal inflationary times, salary increases for staff are above average. All increases are included in the budget estimates for 2025. A salary survey was conducted in 2023. A revised salary schedule for non-represented staff has been put together with all positions placed in Grade Ranges based on current market data. Salary adjustments have been considered to bring positions within market and are included in the 2025 budget. A full list of authorized positions along with the position classification salary schedule, and more detailed budget assumptions is included in the Staffing and Compensation section of the Proposed Budget Book. Benefits offered to employees include medical, dental, vision, long-term disability, life insurance and retirement. Medical costs for 2025 are forecast to increase by approximately 7.3% for the AWC benefit plan (general government non-represented employees), less the 2.0% WellCity discount. To achieve the discount, AWC employees participate in a variety of wellness activities that promote a healthy lifestyle. The Teamsters Local 589 benefit plan, which covers both the Police and General Government union employees, is budgeted to increase 4.0% in 2025. Retirement contributions for most employees (PERS) are funded at 9.11% of eligible employee wages. The PERS contribution increased in September 2024. Police officers are covered by the LEOFF retirement system at a rate of 5.32% of eligible employee wages. This participation rate is mandated by the Washington State Retirement System. Employees also have the choice of enrolling in either the MissionSquare (formerly ICMA) or Washington State deferred compensation program which is not employer funded. The 2024 budget includes 4 Seasonal Staff for Parks and Streets maintenance. Seasonal staff are typically hired between May and October and are budgeted at an equivalent to 0.50 FTE each. Seasonal staff support spring and summer clean-up efforts in parks and maintain streets right of way. Washington State minimum wage increases in 2025 to $16.66 per hour, which is a $.38 per hour, or 2.35%, increase. This increase impacts seasonal wage rates and entry level library staff. Additionally, the increase impacts higher level position through wage compression. Wage compression occurs when pay adjustments regardless of Page | 19 2025 City Manager Preliminary Budget experience, skills or seniority increase the base wage and bring those wages closer to the wages of more senior, experienced, skilled positions. The Director of People & Performance will continue to monitor the impact of minimum wage adjustments on all City positions. 2024 CAPITAL PROJECTS The proposed 2024 budget has a variety of capital projects that add new infrastructure investment and improve aging infrastructure. A breakdown of planned projects is listed in the Capital Project section of the budget. Page | 20 CITY OF PORT TOWNSEND, WASHINGTON STAFFING AND COMPENSATION SUMMARY The City of Port Townsend employs approximately 116 individuals. City employees are made up of four groups: General Government Bargaining Unit - employees who are members of the Local Union No. 589 of the International Brotherhood of Teamsters Police Department Bargaining Unit - employees who are members of the Local Union No. 589 of the International Brotherhood of Teamsters Non-represented management, library belong to any bargaining group Part-time and temporary/seasonal employees Compensation and benefits for the two Teamsters bargaining units are negotiated and certain wage changes, pay scales and benefit packages are administered based on the contractual agreements. The Police Collective Bargaining Unit contract expires December 31, 2026. The new agreement has been ratified. 15.0 full-time officers and 1 provisional officer were included in the budget. Recruitment for the police department has been effective. The department anticipates full staffing in 2025. Retaining officers will continue to be a priority for Port Townsend. The General Collective Bargaining Unit ratified a 2-year contract. The new contract expires December 31, 2026. Negotiations for a new agreement will be conducted in 2026. Wage rates for 2025 are contracted to increase 3.6% for City staff. 2025 wage rates for police officers will be determined with the new police contract. Due to current labor market conditions and higher than normal inflationary times, salary increases for staff continue to be above average. All known increases are included in the budget estimates for 2025. Changes to Council members compensation were considered by an independent Salary Commission during the fall of 2021. Council compensation had not been changed since 2007. Five commission members were appointed to determine whether and what changes were necessary to monthly salaries for these elected officials. The commissioners considered multiple points of data including cost of living changes during the period of 2007-2021, salaries for officials in comparable communities, time required to carry out the functions of the office, and salaries received by members of other governing boards in Jefferson County. Individual interviews with council members were conducted by the commission to better assess time commitment to the position. The November 9, 2021. levels for 2024-5 are as follows: Effective January 1, 2025 1,075 Effective January 1, 2025 each Councilm$725 Council salaries willincrease in 2026. In 2028 a subsequent Salary Commission consideration is statutorily required.The binding decision can be challenged by referendum within 30 days. The process is defined in Port Townsend Municipal Code 2.90 Salary Commission. City Council Members are eligible to enroll in health benefits as part of the elected position group.Coverage is dependent on group participation, with minimum requirements for the group plan. The 2025 budget reflects atotal of116.8 full time equivalents (FTEs) excludingCouncil members and seasonal staff. This is an increase after consecutive years of reduction (from 109.2 in 2018). The FTE countreflects an increase of7.9 positions compared to the 2024 budgeted positions. Additions include: Community Services Director Arts & Culture Coordinator Water Maintenance Worker StreetsOperator I Parks Maintenance Worker Despite these additions,s fund these service levelsare a key priority of the outcomes from the Financial Sustainability Task Force. Details on the assumptions used in preparation of the 2025 salary and benefit budget, including details regarding the proposed staff reductions, are provided below. 2025 Budget Assumptions for General Government Agreement The General Government Agreement covers Public Works, Development Services, Finance, Police Administration, and some part-time library employees. The General Government Collective Bargaining Unit contract expires December 31, 2024. Negotiations are in progress for a new contract. The General Government Agreement with the Teamsters defines the pay scales, seniority rates and annual inflationary adjustments to salaries for this group of employees. 2025 budget assumptions do not include an hourly rate increase; any wage rate increases will be determined when a new agreement is ratified, and the costs will be brought back to Council in a 2025 budget supplemental. Full time employees receive a full benefit package that includes health, life, dental and retirement benefits. The current contract calls for employees in this group to contribute 10% of the total cost of the medical benefit costs for themselves and any covered dependents, which is how the City budgeted these costs. Teamster benefit rates are budgeted to increase 4.0% in 2025. 2025 Budget Assumptions for Police Agreement The Police Agreement with the Teamsters defines the pay scales, compensated hours, seniority rates and cost of living adjustments to salaries for police officers and sergeants. The Police Collective Bargaining Unit contract expires December 31, 2026. The new contract has been ratified. 2025 Budget assumptions include a contracted hourly rate increase of 3.6%. Full-time employees receive a full benefit package that includes health, life, dental and retirement benefits. Employees contribute 10% of the medical benefit costs for themselves and any covered dependents. Teamster benefit rates are budgeted to increase 4.0% in 2025. 2024 Budget Assumptions for Non-represented employees The non-represented employee group is made up of management and professional level staff, non-union part-time library staff, and confidential/administrative staff. This group has no formal contractual agreement and benefit and wage increases have historically been dictated by performance and availability of budget dollars. Full time employees receive a full benefit package that includes health, life, dental and retirement benefits. Employees contribute 15% of the total cost of these benefits for themselves and any covered dependents. Medical benefit rates are forecasted to increase 7.3% which is partially offset by a 2.0% discount for WellCity designation. Employees may choose from two dental plans. The dental premiums are budgeted for no increases in 2025. There are no increases forecasted for vision benefit rates. review of both represented and non-represented was completed in 2023. Based on the results of the market study, a new grade-based system has been put in place for non- represented employees. In addition, the compensation policy has been updated and ies. The represented positions included in the salary survey are being reviewed as part of contract negotiations in 2024. The 2025 budget does not include a wage adjustment for non-represented employees, this will be brought back to council as a supplemental after the General Government Agreement has been ratified. Minimum Wage - For 2025, the minimum wage will increase $.38 or 2.35% to $16.66 per hour. This increase impacts library and seasonal wage rates. Additionally, the increase begins to impact higher level position through wage compression. Wage compression occurs when pay adjustments regardless of experience, skills or seniority increase the base wage and bring those wages closer to the wages of more senior, experienced, skilled positions. The Director of People & Performance will continue to monitor the impact of minimum wage adjustments on all City positions. Recruiting Staff, Succession Planning and Best Practices The City continues to strive to foster a healthy City organization through investing in leadership development and training and adopting and implementing best employment practices. In 2022, the City Manager restructured the Human Resources Department by hiring a Director of People & Performance. This position reports directly to the City Manager and is is supported by a full time Human Resource Specialist/Generalist, a part time Human Resource Assistant as well as support from the Payroll Administrator. The Director will continue to focus on recruitment, retention, and development of City staff. Development of career pathing and City-wide training opportunities for growth will enhance the C employees and set standards for a high-performance culture. The 2025 budget adds resources for staff training and education. A total of 116.8 positions are included in the budget for 2025, not including Council members, seasonal workers, volunteer hours or accrued leave payouts. Seasonal workers consist of 2.0 FTEs or 4 short term employees to assist with Streets and Parks operations. Volunteer hours amount to approximately 3.36 FTEs and assist with police operations, library operations, and parks maintenance. A chart below shows the trend by department of authorized staffing over the last five years: Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 1 of 22 City of Port Townsend Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 2 of 22 Comprehensive Financial Management Policies Index I. FINANCIAL POLICY GUIDELINES ........................................................................ 3 II. ORGANIZATION ................................................................................................... 3 III. ACCOUNTING, AUDITING AND FINANCIAL REPORTING ............................... 4 IV. FUND STRUCUTURE & FUND RESERVE GUIDELINES .................................. 6 V. REVENUE POLICIES ........................................................................................... 9 VI. OVERHEAD COST RECOVERY (COST ALLOCATION) ............................... 1110 VII. GENERAL BUDGET POLICIES .................................................................... 1211 VIII. FINANCIAL PLANNING POLICIES ................................................................. 13 IX. ENTERPRISE FUNDS ...................................................................................... 14 X. CAPITAL INVESTMENT PROGRAM PLAN POLICIES ..................................... 14 XI. DEBT MANAGEMENT POLICY ..................................................................... 1514 XII. PURCHASING POLICY ................................................................................. 1716 XIII. ELECTRONIC FUNDS TRANSFER POLICY .................................................. 17 XIV. GRANTS MANAGEMENT POLICY ................................................................. 17 APPENDIX A: NVESTMENT POLICY 19 APPENDIX B: CITY OF PORT TOWNSEND FEDERAL AWARDS STANDARDS & CODE OF CONDUCT20 Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 3 of 22 I. FINANCIAL POLICY GUIDELINES The financial policies outlined in this document have been developed in accordance with the These policy guidelines are intended to aid the City Council and City management in financial decision making. These policy guidelines also provide a means to test short term financial and budget decisions to help ensure the City is able to meet its immediate and long-term financial service objectives and obligations. The City of Port Townsend is accountable to its citizens for the use of public funds. Municipal resources must be wisely used to ensure adequate funding for services, future needs. These policies are designed to help safeguard the fiscal stability The City To guide the City Council and management policy decisions that have significant financial impact. To set forth operating principles which minimize the cost of government and financial risk to the City. To employ balanced, consistent, and fair revenue policies that provide adequate funding for desired programs. To promote sound financial management by providing accurate and timely To ensure the legal use of financial resources through an effective system of internal controls. II. ORGANIZATION The City provides municipal services for its citizens, including protection of life and property, public health and welfare, and improved quality of life. The City Council deems it a high priority to deliver municipal services in the manner consistent for all citizens, and with maximum efficiency and financial prudence. Budget Policy Guidelines, and through its Finance and Budget Committee, Budget Officer, is responsible to the Council for managing City operations and program services, and Budget Policy Guidelines. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 4 of 22 The Director of Finance & Technology Services Officer and Chief Auditing Officer, is responsible to the City Manager for the preparation of accurate and timely financial and budget reporting. Additional responsibilities include information technology administration, general accounting, business license/tax administration and utility billing operations, grant, federal & state funding compliance, purchasing administration, as well as policy advice to the City Manager and Council. The Department Heads are responsible to the City Manager for department operation budget observance, capital project management, and grants administration. Department Heads monitor related revenue performance and expenditure control with the assistance of the Finance Department. The City must prioritize its services and, should revenues become constrained, the following services are considered priorities in the following general order: 1. Public Life, Health, and Safety: Police, ; building inspections; and traffic control; water, sewer, and storm drainage service and streets infrastructure maintenance. 2. Legal Mandates: Accounting/auditing/financial reporting; land-use planning; required staff certifications and training. 3. City Facilities and Property: maintenance of parks, buildings, public rights of way, and City equipment (including information technology equipment); 4. Council and community goals, both annual and long-range, including strategic plan goals. III. ACCOUNTING, AUDITING AND FINANCIAL REPORTING The City will maintain a system of financial monitoring, control and reporting for all operations and funds to provide effective means of ensuring that overall City goals and objectives are met. Accounting Records and Reporting The City will maintain its accounting records in accordance with state and federal regulations. Budgeting, accounting and reporting activities will conform to the Budgeting, Accounting and Reporting System (BARS) for Governments as prescribed by the Washington State Auditor. The City maintains its accounting and budgeting records on a cash basis and adheres to the cash basis BARS manual. Capital Assets As a cash basis entity, the City records and reports only inflows and outflows of cash. When a capital asset is purchased, the entire expenditure is recorded when the cash is expended and depreciation is not recorded. The City considers capital assets to be real and intangible assets above $7,500 in value that have an anticipated life of one year or more. Capital assets are tracked by Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 5 of 22 the Finance Department as a fixed asset inventory. Items that are no longer needed or no longer functional will be disposed according to the City surplus policy and state law. Capital assets that are purchased with grant funds may be subject to additional compliance requirements. The department obtaining the grant is responsible for understanding any compliance requirements related to acquiring, inventorying, tracking and disposing of assets obtained through these types of funds. Small and Attractive Assets - The City identifies small and attractive assets as items with a cost greater than $500 but less than $7,500. These items have a life expectancy of more than one year AND are not likely to be immediately missed upon disappearance. These items are generally mobile in nature and may be easily transported from the workplace. Some exceptions to the $500 minimum include tablets, phones, personal computers, and other lower cost items that have ongoing maintenance or service costs associated with them. Department Heads are accountable for the security of these items and are responsible for following the Small and Attractive Assets Policy and Procedures that have been adopted by Council. The Director of Finance and Technology Services (Finance Director) has oversight responsibility for this policy and the associated inventory of these items. Auditing and accountability/compliance audits in accordance with state and federal laws. Results of the audit will be provided to the Council in a timely manner. Cash Management The Director of Finance & Technology Services will ensure that cash management systems are developed to ensure accurate and timely accounting for all cash and security of all cash assets. management and investment control requires sound financial planning to ensure that sufficient revenues are available to meet the current expenditures of any operating period. The City will maintain a cash management program, which includes internal control practices for collection of accounts receivable, disbursement of funds, and prudent investment of its available cash. The Director of Finance and Technology Services (Finance Director) serves as the investment officer of the City of Port Townsend. The Finance Director is authorized to oversee the investment program and to develop operating procedures to administer the program. The Finance Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 6 of 22 Director may delegate the authority to conduct investment transactions and manage the operation of the investment portfolio to one or more subordinates as outlined in the investment program operating procedures. ocess shall act responsibly as custodians of the public trust. As permitted by law and City ordinances and to maximize the effective investment of assets, all funds needed for general obligations may be pooled into one account for investment purposes. The income derived from this account will be distributed to the various funds based on their average fund balances on a periodic basis. See Appendix A for Full Investment Policy. IV. FUND STRUCUTURE & FUND RESERVE GUIDELINES fund basis. Funds are accounting entities used to record revenues and expenditures. By definition, balanced funds mean that total revenues equal total expenditures. The budgeted funds are grouped into categories: General, Special Revenue, Debt Service, Capital Projects, Enterprise, and Internal Service. The following provides a brief description of the fund types and reserve guidelines for each fund. The numbers in parentheses represent the BARS manual fund series numbering scheme. GENERAL FUND (010) -- This is the primary operating fund or current expense fund of the City. the budget shall provide for an anticipated undesignated fund balance between 8% and 15% of estimated annual revenues for general government fund types. The fund balance shall be exclusive of all reserves not anticipated to be readily available for use in emergencies and contingencies. Should the fund balance fall below 8% of revenues, a plan for expenditure reductions and/or revenue increases shall be submitted by the City Manager to the Council. If, at the end of a fiscal year, the fund balance falls below 8%, then the City shall rebuild the balance within a period not to exceed three fiscal years. GENERAL FUND COUNCIL RESERVE (Included in the General Fund) In addition to the Fund balance and the Contingency Fund, the budget for the approximately 1% of estimated operating revenues in the General Fund (010). Only the General . The Council Reserve is established to provide for non-recurring community requests or unanticipated needs deemed necessary by Council. The Council Reserve shall be suspended during times of significant economic downturn, especially during years when the General Fund Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 7 of 22 ending fund balance falls below 5%. The Council Reserve is a budgeted SPECIAL REVENUE FUNDS (101-199) -- These funds account for revenues derived from special taxes, grants or other restricted sources designed to finance particular activities. Apart from any unrestricted General Fund contributions to a Special Revenue Fund, the unexpended ending fund balances carry over year to year and should retain enough revenue to cover operating cash flow and anticipated major project or program obligations of the fund. Of these funds, the Street, Library, and Community Services funds are of an operations nature. The Street and Community Services Funds reserve balance will be equivalent to 2-3% of fund expenditures. The Library Fund reserve is set at 5-8% of Library property tax revenue. Other Special Revenue Funds are more cyclical, or project related and only need retained ending fund balances or transfers in to cover anticipated obligations: Drug Enforcement, Lodging Tax, Fire/EMS, Affordable Housing, and CDBG Grants. CONTINGENCY (102) Contingency Fund is more of a strategic reserve to meet emergency conditions or to help maintain essential services during periods of economic downturn. Each fund should retain enough in its own Ending Fund Balance Reserves to offset minor non-recurring or unanticipated expenses during the budget year. Contingency Fund is intended for major events and should be maintained at no less than 2% of the General Fund annual operating revenues. If the contingency falls below 2% of operating revenue, the City will initiate a plan that will restore the balance to the required level over a three-year period. In addition to the required contingency reserves, additional funding will be added to create a Rainy-Day Fund. This is meant to buffer against unanticipated economic downturns and natural disasters. The Rainy-Day Fund will build to between 5% - 10% of General Fund annual operating revenues. The Rainy-Day Fund will be seeded through the following: Unrestricted one-time revenues from projects with assessed value at over $3m Contributions from the General Fund Reserve Contributions from the vacancy rate (see Vacancy Rate Policy) DEBT SERVICES FUND (200) These funds are used to pay general government debt. The City shall retain or transfer in funds sufficient to cover the Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 8 of 22 annual debt service obligations and with bond covenants or other loan restrictions. CAPITAL PROJECTS FUNDS (300) These funds are established for the acquisition or construction of general government (non-utility) capital improvements. Ending Fund Balance Reserves should be maintained at levels sufficient to cover anticipated annual expenditures with transfers in from supporting funds (General, REET, etc.) to cover project needs. ENTERPRISE FUNDS (400) These funds are the proprietary or - funds for operations providing services to the general public supported primarily The Ending Fund Balances of these funds should be equal to or greater than 60 days of operating expenditures and any additional amounts needed to build towards future project cash or debt payment needs. To the extent that the reserved Fund Balance and operating cash flow are not adequate to fund needed utility system improvements, additional rate increases or surcharges may be adopted by Council. Included in the Enterprise funds are Debt Service Reserve Funds, Utility Capital Project Funds and System Development Fund. Revenue bonds may be issued by the Enterprise Funds. Investors may require additional lending requirements or covenants. The ending fund balance of the Enterprise Funds should include a reserve to cover any additional covenant requirements. INTERNAL SERVICE FUNDS (500) Thes- funds for operations providing services to other City departments (funds) on a direct cost-reimbursement basis (e.g. Equipment Rental including Information Technology services and equipment and Facilities, Public Works Administration and internal Engineering Services). Fund balances should break even, after set aside of funds for future capital equipment replacements. FIDUCIARY FUNDS (600) These funds account for assets held by the City as a trustee or as an agent on behalf of others. Ending Fund Balances and any transfers in should be maintained consistent with fund restrictions. ENDING FUND BALANCE, RESERVES, CONTINGENCY SUMMARY The following is a summary of the reserves guidelines. Guidelines will be reviewed annually as a part of the Budget process: General Fund 8-15% of operating revenue Library 5-8% of property tax Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 9 of 22 Street 2-3% of expenditures Community Services 2-3% of expenditures Other Special Revenue Funds Sufficient to meet obligations Contingency . No less than 2% of operating revenue Debt Service Sufficient to meet obligations General Capital Sufficient to meet obligations Enterprise Funds 60 days of operating expenditures System Development Charges Fund Sufficient to meet obligations (Enterprise) Internal Service Sufficient to meet obligations Fiduciary Funds Sufficient to meet obligations The undesignated General Fund Balance (the balance not tied to a known project) will be maintained at a level that provides the City with sufficient working capital and a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing. The City should not use the undesignated General Fund Balance to finance recurring operating expenditures. Annual General Fund revenues should be equal to or greater than annual regular operating expenditures. Reserves above the target can be used for new expenditures, with emphasis placed on one-time uses that achieve future operating cost reductions. General Fund revenues will be used for general government, street and community service programs only. General Fund revenue for other purposes will require approval by the City Council. General Fund revenues will not be used to subsidize utility or enterprise operations, which will be self-supporting through user rates. V. REVENUE POLICIES General Revenue Policies - The City will strive to maintain a diversified and stable revenue system to shelter the government from short-run fluctuations in any one revenue source and ensure its ability to provide ongoing service. Restricted revenue shall only be used for purposes legally permissible and in a fiscally responsible manner. Programs and services funded by restricted revenue will be clearly designated as such. One-time revenues shall support one-time expenditures. County, state or federal funding will be used to finance only those capital improvements that are consistent with the capital improvement plan and local Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 10 of 22 government priorities, and whose operation and maintenance costs have been included in operating budget forecasts. Enterprise Fund Revenue Policies Enterprise funds will be operated in a manner that maintains a minimum ending fund balance that is not less than 60 days of operating expenditures. Utilities will be self-supporting through user rates and charges. Utility user charges for each of the City utilities will be based on cost of service (i.e., set to full support the total direct, indirect, and capital costs) and established so that the operating revenues of each utility are at least equal to its operating expenditures and annual debt service obligations. The user rates of a utility shall The Utility will conduct a study of its user rates no less than every 5 years to ensure rates are adequate to fund operations and meet future needs. Fund balances may be used to temporarily offset rate increases, after sufficient funds have been accumulated for identified capital improvement needs or alternative funding for projects has been secured. Fees and Charges (Non-Utility) All fees for licenses, permits, fines, and other attendant service. Average cost or actual cost methodology may be used. These fees will be reviewed periodically and will be incorporated into the budget process for possible action by Council. Fees and charges for services will generally be set to recover the actual cost of service delivery. Fees that are set lower than the cost-of-service delivery will be reviewed at least every other year to determine if those fees are still appropriate based on City finances and the community needs. Where direct beneficiaries of a city program or services can be identified, fees will be established to recover the costs of that program or service. Fees will also be set in a manner that protects taxpayers from subsidizing special service users. A fee shall be charged for any service that benefits limited interests within the community, except for human needs type services to persons with limited ability to pay. Rental fees will be established to recover full cost of use of the property or facility. Fees related to the rental of City properties may be waived only through approval of the City Manager. The waiver of fees will only be provided if the purpose of the rental or its associated event will benefit the community at large. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 11 of 22 Some services provide greater benefit to the community. When a greater community benefit is identified, the Council may choose to subsidize, either whole or in part, such services. Park Fees Through a volunteer recruitment program, the Parks will seek to minimize the subsidy required for partial and minimum fee support programs. Solicitation of funds through donations, fund raising events, non-traditional sources, and various other modes will be encouraged by the City through its park user groups. Funds collected for any special purpose shall be earmarked for that purpose. VI. OVERHEAD COST RECOVERY (COST ALLOCATION) As provided in the State Aallocation is a method to determine and assign the cost of central services to the internal-government users of those services. Cost allocation thereby enables local governments to more accurately account for the complete cost of the services it provides to the public Included in cost allocation are direct costs (not otherwise charged to budget units) and indirect costs. Direct Costs are those costs that can be specifically identified with a particular service or unit if not already charged directly (e.g. facilities, janitorial, etc.) Indirect Costs are costs incurred for common or joint purposes, benefiting more than one unit, not readily assignable to a specific unit (e.g., legal, human resources, administration, clerk, etc.). direct charging a cost to a unit, so the City is using the most appropriate method available for doing so. However, a cost allocation plan should be designed and used to provide a reasonable, consistent and equitable means to allocate costs. Inequitable charges result in questionable charges to grant, utilities and restricted funds. For grant purposes, costs that benefit the public at large cannot be included and should follow the OMB A-87 and/or 2CFR Part 200 guidelines. The Council adopted a Cost Allocation Plan in Resolution 14-035 on June 25, 2014. In addition to using the overhead cost recovery model to assess the appropriate amount of overhead to utilize for establishing user fees, the model will be used to apply charges to Departments/Funds for City-wide overhead indirect cost recovery where allowed (Council, City Manager, City Clerk, City Attorney and Finance). Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 12 of 22 The Council may authorize waiver of the overhead cost-recovery in all or part if Council determines doing so will provide a general benefit to the citizens, taxpayers, or utility rate payer. If a portion of the overhead cost-recovery is waived, the General Fund must absorb these costs; waived costs may not be absorbed by or reallocated to a Special Revenue or Enterprise Fund. VII. GENERAL BUDGET POLICIES Annual Budget strategic plan, City Council goals and priorities, the needs of the community, and federal and state laws. In general, budgeted revenues must meet or exceed budgeted appropriations each year. Current year operating expenses, maintenance costs and direct and indirect costs of services provided will be covered by current year revenues. One- time expenditures may be appropriated if one-time revenues or excess fund balance (in excess of reserve requirements) are available. The City budget appropriations are adopted at the fund level. Department heads are responsible for preparing a budget that reflects realistic expense projections and that adhere to guidelines within this policy document. Expense (Appropriation) Policies Operating expenditures will be proposed at a level that will be supported by ongoing annual operating revenues. Staffing Budget Salary operating expense. The City will strive to provide a total compensation package that is comparable to other cities and similar type positions within the same labor market or other cities of a similar size with comparable type and quality services in order to recruit and retain high quality staff. justification for any increases or decreases in overall City staffing. Union Contract negotiations may impact budget expenditures annually. However, if a collective bargaining agreement is, or will be, under negotiation, a specific amount will not be included in the budget from potential wage adjustments resulting from the negotiation, other than a base COLA adjustment. This is to Funding for unknown contract terms must be considered in balancing ongoing revenues with ongoing expenses. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 13 of 22 Equipment Replacement & Maintenance - Equipment replacement and maintenance projections will be updated each year. Replacement of items with a cost of 7,500 or more will be reviewed to time such expenditures at stable intervals to preserve cash flow, when possible. Deferment of regular repair and maintenance will not be used to balance the budget. Training and Travel City employees or others on official City business or training may be required to travel outside the City to conduct their business or training for the City. City employees and officials will be reimbursed for reasonable and customary expenses incurred in the conduct of their business for the City, including food, lodging and travel expenses while away, excluding any expenses for personal entertainment or alcoh Personnel Policies Manual for business or training travel. Such training or travel shall be as provided either specifically or generally in the annual budget. Training is employees. Allocating is recommended for certifications and skills training. The City will also include a targeted amount of 1% of City-wide salaries for organizational development and process improvement. Investments that Forestall Adding Permanent Staff - Since personnel-related funding of technology or process improvements that increase efficiency and effectiveness of the delivery of City services should receive priority funding. Budget Monitoring- The Director of Finance and Technology Services will maintain a system for monitoring the City's budget performance. This system will provide timely information to Department Heads and the City Manager to ensure accuracy of financial data and compliance with budget appropriations. The Council will receive (at a minimum) quarterly reports regarding fund level revenues and expenditure performance compared to budget. Significant financial issues that need to be addressed between regular monitoring reports will be provided to Council as warranted. The Finance Director will monitor unanticipated needs or emergency expenditures and prepare budget amendments or supplementals in compliance with State Law. VIII. FINANCIAL PLANNING POLICIES Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 14 of 22 Financial Forecast The City will develop a 5-year Financial Plan and Forecast Model based on these financial policy guidelines and a best estimate of likely revenues and expenditures. The model will be used to test the policies against likely surrounding economic conditions. The model will be used for long-range financial planning and is not a replacement for budgeting. The additional years of projected data. The City may elect to extend its planning horizon further if conditions warrant. The long-range financial plan operating revenues and expenses will include data for the General Fund, Contingency Fund, Library Fund and Community Services Fund. In addition to ongoing revenues and expenses, this forecast will utilize assumptions that forecast general obligation debt and general fund contributions to capital projects. The long-range financial plan should present trends and projections in key financial indicators, such as: Revenues and expenses per capita including nominal and inflation adjusted data. Staffing levels per 1,000 population: total and by major department. Projected annual growth rates of revenues and expenses including personnel costs. The long-range financial plan may include comparisons to other cities and benchmarks, recognizing that the data for comparable cities may reflect differences in service delivery, financial structure and financial policies. Comparative information may include: Comparative revenues and expenses by major type to include: o Total revenues and expenses per capita. o Taxes per capita by tax source. IX. ENTERPRISE FUNDS The Water, Sewer and Stormwater utilities will be managed as self-supporting business enterprises. Each utility will be managed in a professional manner in accordance with applicable laws and standards. The long-range financial plan model for each utility will analyze rate revenues, rate structure, operating costs, replacement capital costs, debt service and other utility considerations (special rate programs, paybacks, etc.). The City may utilize specialized rate consultants to evaluate the rate and cost structure of the utilities. X. CAPITAL INVESTMENT PROGRAM PLAN POLICIES Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 15 of 22 General Policy Considerations - The major resources for funding capital improvement and capital maintenance programs are revenues, grants and debt. Financing planned capital replacement costs are an ongoing challenge. Preparing for the challenges of infrastructure replacement or enhancements demands a long-term view of replacement needs. In order to plan for these needs the City will develop a six-year Capital Improvement Plan (CIP) for adoption by Council as required by the Growth Management Act. The CIP will be consistent with the Capital Facilities Element Comprehensive Plan. A capital project over $15,000 with a minimum of a five-year anticipated life will be included in the CIP. XI. DEBT MANAGEMENT POLICY Long Term Debt - The City will manage its long-term debt in a manner designed to utilize its credit to optimize City services while balancing overall debt levels and annual debt service obligations. Long-term debt includes Bonds, Federal or State loans (e.g. PWTF, FHA), or private placement financing. The City shall only use long-term debt for capital projects that cannot be financed out of current revenues. Annual debt payments should not exceed 15% of the total of annual General Government operating revenues plus budgeted transfers from capital funding sources. General Government Funds include the General Fund, Contingency Fund and Special Revenue Funds. Debt financing will generally be limited to one-time capital improvement projects and only under the following circumstances: Debt payments shall not extend beyond the estimated useful life of the project being financed. The City shall keep the average maturity of general obligations bonds at or below 30 years, unless special circumstances arise warranting the need to extend the debt schedule. When project revenue or specific resources as identified will be sufficient to service the debt; When projects greater than $100,000 cannot be financed on a pay-as-you-go basis from anticipated cash flows. Debt financing will not be considered appropriate for: Current operating and maintenance expenses (except for issuing short-term instruments such as revenue anticipation notes or tax anticipation notes); and any recurring purpose (except as indicated above). Grant match less than $100,000 where funding is anticipated from on-going cash flow or reserve balances. Projects less than $100,000 where funding is anticipated on a pay-as-you-go basis from anticipated cash flows or reserve balances. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 16 of 22 Tax anticipation debt will be retired annually, and bond anticipation notes will be retired within six months of the completion of the project. Short-term debt outstanding at the end of the year will not exceed 5% of net operating revenue (including tax anticipation notes but excluding bond anticipation notes.) -voted) General Obligation (LTGO) Debt Capacity per State Law is 1.5% of total assessed value. The City should seek to retain 5-10% of its LTGO Debt Capacity for unforeseeable catastrophic emergencies. Bond Anticipation Notes (BANS) Tax Anticipation Notes (TANS) Lines of Credit with major financial institutions Interfund Loans Short Term Debt Transfers and Interfund Loans General Fund transfers to other funds are intended as payments for the support of specific programs or services. Amounts not needed to support such specific program or service expenses will remain in For example, the General Fund may make transfers to the Debt Fund to fund annual debt service payments or to the Community Services Fund to support parks or service programs. Interfund loans are temporary in nature. The requirements for interfund loans are as follows: The Council must approve all interfund loans by resolution. The resolution will include a planned schedule of repayment of the loan principal as well as setting a reasonable rate of interest to be paid to the lending fund. The borrowing fund must reasonably be able to anticipate sufficient revenue to repay the principal and interest payments as required by the authorizing resolution. were otherwise invested, such as the LGIP (Local Government Investment Pool) rate or a bank CD rate for a similar term; not higher than the external rate available to the municipality. Interest is not required in the following circumstances: o If the borrowing fund has no independent source of revenue other than the lending fund; o The lending fund is the General Fund, which, being unrestricted, can provide interest free loans to other funds. The term of the interfund loan will not exceed three years. Any interfund loans that are not repaid within three years will be moneys. (Note: These restrictions and limitations do not apply to those funds Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 17 of 22 which are legally permitted to support one another through appropriations, transfers, advances, etc.) For short-term cash deficits in non-General Fund operating funds during the course of the year, City interfund loans are preferable to outside short-term or private sector lines of credit. XII. PURCHASING POLICY Purchases of goods, services and capital items will be made consistent with the Any purchases or contracts above those authority limits must be authorized in advance by City Council (some exceptions for public emergencies will apply). The City Manager may delegate spending authority (within his/her limits) to Department Heads to facilitate operating efficiency. The City Manager and Department Heads purchase goods and services at a reasonable cost, using an open, fairly documented and competitive process whenever reasonable and possible. The Director of Finance & Technology Services (Finance Director) is charged with developing administrative/operating procedures to implement sound purchasing policies. These procedures will be based on guidelines provided in State Law and All purchases made by the City will ultimately be approved by the Council through the voucher approval process. XIII. ELECTRONIC FUNDS TRANSFER POLICY Electronic payment methods are a safe and efficient method to process disbursements and receive payments for City business. City policy is to establish the best methods to process payments to employees and vendors. In addition, City policy is to establish the best methods to receive payments from customers and vendors. Electronic payment methods may include Electronic Funds Transfer (EFTs), Automated Clearing House (ACH), Wire Transfers, credit card and debit card. The Director of Finance & Technology Services (Finance Director) will maintain administrative/operating procedures to manage sound electronic fund transfer policies and procedures. XIV. GRANTS MANAGEMENT POLICY Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 18 of 22 Leveraging City and community resource with external financial assistance can enhance the quality and level of public services, facilities and infrastructure. City Policy is to seek and accept grants and other financial assistance consistent with External assistance also carries with it the goals and restrictions of the grantor. Grant relationships are partnerships where the goals of both the City and grantor must be in alignment. The benefits, costs and long-term implications of the partnership must be considered prior to formal application. Management Policy involves the following steps: Search City department staff and officials are encouraged to actively search out Pre-Application Department Directors and staff shall pursue grants within their purchasing authority identified in City Purchasing Policies. The City Manager shall be advised of all grant considerations over a $10,000 total. Formal Application Formal applications directly by the City, or indirectly by other agencies involving the City, must fall within Departmental Purchasing levels. All grants will seek reimbursement of direct cost departmental and City wide indirect or administrative costs to the maximum extent allowable by the grantor. Grants by other agencies involving the City or by the City involving other grantees must have City Manager, or Council approval beyond the $60,000 Purchasing levels. Award and Contract Upon formal Notice of Grant Award (NOGA) or informal notification, a written contract must be approved prior to any City commitment, formal or otherwise. levels. Any needed budget amendments for grant match not otherwise within general budget authority shall be adopted prior to formal grant acceptance and contract signing. Accounting and Reporting City departments shall coordinate with Finance to assure that grants comply with Federal, State and local requirements for timely reimbursements, monitoring of vendors and sub recipients, as well as City Purchasing Policies. Any notification of audit of grant programs or funds should be sent to the Director of Finance & Technology Services even if the audit is coordinated in another department. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 19 of 22 Close Out Multi-year grants shall have periodic accounting reviews not less than at the close of each fiscal year. Upon conclusion of each grant, the Department grant manager shall prepare a grant close-out report in coordination A complete grants management file record shall be maintained per City policy, either in the Department, Finance or Clerks Office. The City Council Adopted Federal Awards Standards, Procurement Policy and Code of Conduct Policy for all Federal Loans and Grants on July 10, 2017. Standards for federal awards are detailed in Appendix B. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 20 of 22 XV. VACANCY RATE POLICY As part of the annual budget process, the Vacancy Rate Policy requires setting a vacancy rate based on an assessment of market conditions and vacancy rate trends. The rate would then be used to calculate an equivalent General Fund savings from unspent employee salaries and benefits, from which eligible expenses can be funded up to those savings. Expenses must have direct nexus to the impacts of or mitigation of staff vacancies, including: Employee engagement programs facilitated through the People & Performance Department Staff training Short-term contracts of less than 6 months duration Seeding the Rainy-Day Fund At least 20% of the Vacancy Rate savings, should there be any, is recommended go to seeding of the Rainy-Day Fund. APPENDIX A: INVESTMENT POLICY To the extent possible, funds not needed for operations should be invested in approved investment vehicles. Investments shall be made with judgment and care, under circumstances then prevailing, that persons of prudence, discretion, and intelligence in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. The standard of prudence to be used by investments officials shall be the prudent person standard and shall be applied in the context of managing the overall portfolio. Investment officers acting in accordance with written procedures and the investments policy and exercising due diligence shall be relieved of personal e changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments. The City will strive to maximize the return on its investments, with the primary objective of preserving capital and prudent investment practices, including diversification. Investments will be made in accordance with the following objectives: 1) Legality: Funds of the City will be invested in accordance with the Revised Code of Washington (RCW), the BARS manual, these policies and any applicable administrative procedures. 2) Safety: Investments of the City will be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 21 of 22 diversification is required in order that potential losses on individual securities do no exceed the income generated by other investments. 3) Liquidity: to meet all operating requirements that might be reasonably anticipated. 4 market rate of return throughout budgetary and economic cycles, taking into The Director of Finance & Technology Services (Finance Director) will approve financial institutions to be eligible to conduct investment business with the City, in accordance with Washington State Law. The Director of Finance & Technology Services (Finance Director) will periodically furnish the City Manager and Council with a report that shall include the amount of interest earned to date. At least annually, a report summarizing investment activity and rate of return will be provided. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 22 of 22 APPENDIX B- CITY OF PORT TOWNSEND FEDERAL AWARDS STANDARDS, & CODE OF CONDUCT CITY OF PORT TOWNSEND FEDERAL AWARD STANDARDS PURPOSE Establish and maintain internal controls that provide reasonable assurance that Federal awards are being managed in compliance with all federal regulations and with the terms and conditions of the award. The City of Port Townsend will follow the Uniform Guidance, the Local Agency Guidelines (LAG) distributed by The Washington State Department of Transportation (WSDOT), and the City of Port INTERNAL CONTROLS The City of Port Townsend will maintain effective internal control over the Federal award providing reasonable assurance that the City of Port Townsend is managing the Federal award in compliance with Federal statutes, regulations, and the terms and conditions of the Federal award. Take prompt action when instances of noncompliance are identified including noncompliance identified in audit findings. Take reasonable measures to safeguard protected personally identifiable information and other information the Federal awarding agency or pass- through entity designates as sensitive. ADVANCE PAYMENTS AND REIMBURSEMENTS Payment methods must minimize the time elapsing between the transfer of funds from the United States Treasury or the pass-through entity and the disbursement by the City of Port Townsend whether the payment is made by electronic funds transfer, or issuance or redemption of checks, warrants, or payment by other means. Advanced payments must be limited to the minimum amounts needed and be timed to be in accordance with the actual, immediate cash requirements of the City of Port Townsend to carry out the purpose of the approved program or project. Any advanced payments must be consolidated to cover anticipated cash needs. The City of Port Townsend shall minimize the time elapsed between receipt of federal aid funds and subsequent payment of incurred costs. ALLOWABLE COSTS Federal awards will meet the following general criteria to be allowable except where otherwise authorized by statute: Be necessary and reasonable for the performance of the Federal award; Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 23 of 22 Conform to any limitations or exclusions set forth in these principles or in the Federal award as to types or amount of cost items; Be consistent with policies and procedures that apply uniformly to both Federally- financed and other activities of the City of Port Townsend; Be accorded consistent treatment; Not be included as cost or used to meet cost sharing or matching requirements of any other Federally-financed program in either the current or a prior period; Be adequately documented. SINGLE AUDIT ACT The City of Port Townsend, as a recipient of Federal funds, shall adhere to the Federal regulations outlined in 2 CFR §200.501 as well as all applicable Federal and State statutes and regulations. CLOSURE A project agreement end date will be established in accordance with 2 CFR §200.309. Any costs incurred after the project agreement end date are not eligible for Federal reimbursement. Comprehensive Financial Management Policy Guidelines Adopted December 4, 2023 Page 24 of 22 CITY OF PORT TOWNSEND CODE OF CONDUCT PURPOSE The purpose of the Code of Conduct is to ensure the efficient, fair and professional administration of federal grant funds in compliance with 2 CFR §200.112, 2 CFR §200.318 and other applicable federal and state standards, regulations, and laws. APPLICATION This Code of Conduct applies to all elected officials, employees or agents of the City of Port Townsend engaged in the award or administration of contracts supported by federal grant funds. REQUIREMENTS No elected official, employee or agent of the City of Port Townsend shall participate in the selection, award or administration of a contract supported by federal grant funds if a conflict of interest, real or apparent, would be involved. Such a conflict would arise when any of the following has a financial or other interest in the firm selected for award: The City employee, elected official, or agent; or Any member of their immediate family; or Their partner; or An organization which employs or is about to employ any of the above. The City of Port Townsend's elected officials, employees or agents shall neither solicit nor accept gratuities, favors, or anything of monetary value from contractors, potential contractors or subcontractors. REMEDIES To the extent permitted by federal, state or local laws or regulations, violation of these standards may cause penalties, sanctions or other disciplinary actions (up to and including employment or contract termination) to be taken against the City of Port Townsend's elected officials, employees or agents, or the contractors, potential contractors, subcontractors or their agents. Any potential conflict of interest will be disclosed in writing to the Federal awarding agency or pass- through entity in accordance with applicable Federal awarding agency policy. COUNCIL COMMITTEE ASSIGNMENTS Updated August 20, 2024 COUNCIL STANDING COMMITTEES st Infrastructure and Development (1 Wed. 3pm Virtual/Chambers) ---------------------- DF, MM, NN nd Culture and Society (2 Wed. at 3pm, Virtual/Chambers) --------------------------------- AH, OR, BT rd Finance and Budget (3 Wed. 3pm / Virtual/Chambers) ----------------------------------- LW, AH, MM Intergovernmental Collaborative Group (Board of Commissioners) ---------- Council of the Whole CITY BODIES WITH COUNCIL REPRESENTATIVES Alternative Electric Management Committee -------------------------------------------------- Unassigned Lodging Tax Advisory Committee (LTAC) ----------------------------------------------------------------- OR OUTSIDE BODIES WITH COUNCIL REPRESENTATIVES Economic Development North Olympic Peninsula Resource Conservation & Development Council (NODC) ------------ MM Health Jefferson County Board of Health --------------------------------------------------------------------------- MM Jefferson County Developmental Disabilities Advisory Board ---------------------------------------- OR Jefferson County Clean Water District Advisory Council ----------------------------------------------- MM Jefferson County Behavioral Health Committee---------------------------------------------------------- NN Jefferson County Solid Waste Facilities Task Force ---------------------------------------------------- OR Housing Housing Fund Board ----------------------------------------------------------------------------------------AH, NN Infrastructure Public Infrastructure Board ------------------------------------------------------------------------------------- DF Law and Justice Jefferson County/Port Townsend Regional Emergency Planning Committee -------------------- MM Transportation Jefferson Transit Authority Board ----------------------------------------------------------------------- BT, DF Peninsula Regional Transportation Planning Organization Executive Board------------ BT (DF Alt) Surface Transportation Block Grant (STBG) Selection Committee------------------------------------DF Other Climate Action Committee ------------------------------------------------------------------------------------- OR Jefferson County/City of Port Townsend LEOFF I Retirement/Disability Board ------------------- DF JeffCom Administrative Board ------------------------------------------------------------------------------ Staff OlyCAP Board of Directors ------------------------------------------------------------------------------------ AH Joint Growth Management Steering Committee----------------------------------------------------- DF, BT Jefferson County FEMA funds (Dove House Advocacy Services, administrative agency) --------- Port Townsend Main Street HUD Loan Committee ------------------------------------------------------ AH Creative District -------------------------------------------------------------------------------------------------- OR Fort Worden Public Development Authority --------------------------------------------------------------- LW Jefferson Broadband Action Team ------------------------------------------------------------------------- LW Team Jefferson Economic Development Council (EDC) ----------------------------------------------- MM Jefferson County Fairgrounds Board -------------------------------------------------------------------------BT Absent LocationChambers Chambers Chambers Chambers Jeff Co Chambers Chambers Chambers Chambers Chambers Chambers Chambers Chambers Chambers Port Pavilion Chambers CFP and – ) out - share www.cityofpt.us minute update briefing - website City Water Street Sewer Replacement – Item /Sheridan Design concept See th Capital Budget presentations Presentation: HSN special presentation re: housing SCHEDULE 19 Public Hearing on Revenues: Public Hearing, deliberation, CITY OFFICES CLOSED Agenda nd - change. Special Presentation: Police officer swearing in and promotionSpecial survey and reportConsent: EVOC (PD)Consent: Appointment/Reappointment for Library Advisory Board Encampment update Proposed 2025 Budget to City Council: Public hearing, revenues and property tax (& 2025 fee schedule)Evans Vista Marketing RFP Contract ApprovalComprehensive Plan 15Update on Streets for 2024 and looking ahead to 2025City Council workshop session on budget if needed capital budgetHSIP2and Adoption of 2024 BudgetBudget: Letter of Support to Jefferson County relating to UGA expansion for Caswell Brown Bid award to MEETINGS Tentative HOLIDAY subject CITY only, draft is schedule (This ssion Meeting of Commi TypeCity Council Business Meeting Historic Preservation Committee Council Infrastructure and Development Committee Arts Special Session Housing Fund Board Lodging Tax Advisory Committee City Council Workshop Meeting Council Culture and Society Committee Equity, Access, and Rights Advisory Board Civil Service Commission MeetingPlanning Commission City Council Business Meeting Public Art Committee Intergovernmental Collaborative Group (ICG) Special Session Council Finance and Budget Comm Time6:00 3:003:003:002:30 3:00 6:00 3:0012:304:156:30 6:00 3:005:003:00 Nov 21 DateNov 4 Nov 5Nov 6Nov 7Nov 8 Nov 11 Nov 12 Nov 12 Nov 13Nov 14Nov 14Nov 14 Nov 18 Nov 21Nov 25 DayMon TuesWed ThursFri Mon Tues Tues WedThursThursThurs Mon ThursThursMon Chambers Jeff Co Chambers Chambers Chambers Chambers Chambers Chambers Pink House Chambers Chambers Chambers Chambers Chambers Chambers Chambers or 12/16 - Sewer Plan and CFP - Sewer Plan and CFP – Amendment Amendment Minute Update Briefing - Dec) - (Nov Standards CITY OFFICES CLOSED CITY OFFICES CLOSED CITY OFFICES CLOSED CITY OFFICES CLOSED ---- Special Presentation: Golf Park Annual Report Emergency preparedness update (broad scope) 5290 Chapter 20 PTMC amendments hearingFirst reading Comp Plan Comprehensive Plan 15PCD Fee updatesSecond Reading Comp Plan 2025 Annual Comp Plan Amendment Cycle Suspended During 2025 Periodic UpdateWater Utility Property Forest AssessmentComprehensive Plan Periodic Update Preliminary Docket Advisory Board Appointment/Reappointment 2025 State Legislative Agenda Design Adoption and Leases (December) HOLIDAYCANCELED CANCELED HOLIDAY HOLIDAYCANCELED CANCELED HOLIDAY Engineering Renewals of Hearings UpdateRecords Management PoliciesMountain View BudgetContract November) Oct.) September, July, May, Apr., Plan (Jan, (February, Update Review Group Parks, Recreation, Trees and Trails Advisory Bd Jefferson County Housing Fund Board Council Finance and Budget Committee Planning Commission City Council Business Meeting Historic Preservation Committee Council Infrastructure and Development CommPublic Art Committee City Council Workshop Meeting Library Advisory Board Council Culture and Society Committee Equity, Access and Rights Advisory Board Civil Service Commission Planning Commission City Council Business Meeting Public Art Committee Climate Action Committee Parks, Recreation, Trees and Trails Advisory Bd Comprehensive Workplan City’s 4:302:30 3:006:30 6:00 3:003:003:00 6:00 1:003:0012:.304:156:30 6:00 3:00 3:004:30 Collaborative and the 9 2 to 4 Board Nov 28 Nov 26Nov 27 Nov 28Nov 28 Nov 2Dec Dec 3Dec Dec 5 Dec 9 Dec 10Dec 11Dec 12Dec 12Dec 12 Dec 16 Dec 19 Dec 24 Dec 24Dec 24 Dec 25 Update TuesWed Thurs ThursThurs Fri Mon TuesWedThurs Mon TuesWedThursThursThurs Mon Thurs Tues TuesTues Wed IntergovernmentalAdoption of Shoreline Master Program SuggestionCouncil Committee Reports (April, July, October)Period