HomeMy WebLinkAbout2025-2030 Capital Facilities Plant - Adopted Ord 3344December 16, 2024
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City of Port Townsend
Capital Facilities Plan
2025-2030
Report Date: Adoption December 16, 2024
Adopted: Ordinance 3344
December 16, 2024
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Table of Contents
Contents
Table of Contents .......................................................................................................................................... 2
Schedule ........................................................................................................................................................ 3
Prelude .......................................................................................................................................................... 4
Introduction .................................................................................................................................................. 4
Definitions ..................................................................................................................................................... 5
Level of Service Standards ............................................................................................................................ 6
Financial Constraints (Revenue Sources) ...................................................................................................... 8
Current Revenue Sources ......................................................................................................................... 9
Future Revenue Sources ......................................................................................................................... 11
Existing Debt Summary ........................................................................................................................... 12
City Capital Plan Summary .......................................................................................................................... 14
Facilities (Buildings)..................................................................................................................................... 15
Buildings .................................................................................................................................................. 15
City owned property ............................................................................................................................... 26
Art ........................................................................................................................................................... 27
Parks and Recreation .................................................................................................................................. 32
Utilities ........................................................................................................................................................ 37
Waste Collection Services ....................................................................................................................... 37
Olympic Gravity Water System ............................................................................................................... 37
Water ...................................................................................................................................................... 41
Wastewater ............................................................................................................................................. 42
Stormwater ............................................................................................................................................. 48
Why Trees Matter: The Multifaceted Benefits of an Urban Forest .................................................. 48
Ensuring Sustainable Growth and Equity .......................................................................................... 49
Transportation ............................................................................................................................................ 51
Revenue for Streets Capital .................................................................................................................... 51
Streets Maintenance ............................................................................................................................... 52
Pavement Rehabilitation and Preservation ............................................................................................ 53
Street Improvements .............................................................................................................................. 53
Fleet (Equipment Repair and Replacement) ............................................................................................... 55
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Information Technology .............................................................................................................................. 57
Housing, Economic Development, and the Environment ........................................................................... 60
Impact Fees ................................................................................................................................................. 66
Conclusion ................................................................................................................................................... 67
Appendices .................................................................................................................................................. 68
Appendix A: 2025 Capital Project Budget Sheets ................................................................................... 68
Appendix B: 2025-2030 Six Year Transportation Improvement Program .............................................. 68
Schedule
The following schedule is typical with the every other year development of a Capital Facilities Plan.
Start assembling the tables in August
Initial Draft presented to the City Council with capital budget for the next calendar year
City Council Workshop November 12, 2024
SEPA Determination of Non-significance for non-project action published in November
18,2024
Public Hearing and City Council Adoption anticipated 0n December 2, 2024.
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Prelude
Historically, the City has adopted a Capital Improvement Plan (CIP) in order to comply with the Growth
Management Act. The CIPs have been adopted coinciding with the budget process and typically included
funded projects scheduled over a 6-year period. These CIPs have included little detail regarding the
projects but served useful as a capital projection for funded projects.
The Capital Facilities Plan adopted in 2022 accomplished the same purpose as previous years but took a
more expansive and longer-term look at infrastructure needs for the city by including unfunded projects.
The plan also provided a high-level narrative associated with each type of infrastructure need based on
how infrastructure is funded and categorized according to the requirements established by state law
and city codes.
The objective of this revised format is to build on the plan annually to create a continuum of
infrastructure development while clearly representing long term needs to the public in an abbreviated
form. This Capital Facilities Plan is an update to the 2022 plan incorporating new information obtained
over the last 2 years as well as removing projects that have been completed or will be completed by the
end of year 2024. The Capital Facilities Plan is fully intended to be a living document with annual or bi-
annual updates to reflect changes in the City funding and planning landscape.
Introduction
The quality, availability and affordability of infrastructure is fundamental to the health, wellbeing,
success and sustainability of our community. With limits to funding based on the relatively small scale
of our tax base, we need to make strategic and, at times, difficult decisions about infrastructure
investment priorities. We do this in the best overall interest of our entire community over the long
term.
The City of Port Townsend has a number of infrastructure needs as identified in various focused city
plans. Capital planning is the term used to identify the timing of infrastructure investment. Capital
planning for the replacement and development of new public infrastructure is a core governmental
purpose of the City in providing for public health, safety, and welfare. The overall purpose of this plan is
to consolidate all infrastructure planning into a concise document to illustrate the overall infrastructure
needs and aspirations for the community. This plan is intended to be used by staff, policy makers, and
the public to develop effective and efficient $70 million in funded infrastructure and $133 in unfunded
need.
Another primary purpose of this plan is to comply with the state Growth Management Act (GMA).
The Growth Management Act, RCW 36.70a.600(3), requires a fully planning City to adopt a
Capital Facilities Plan Element that consists of: (a) An inventory of existing capital facilities
owned by public entities, showing the locations and capacities of the capital facilities; (b) a
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forecast of the future needs for such capital facilities; (c) the proposed locations and capacities of
expanded or new capital facilities; (d) at least a six-year plan that will finance such capital
facilities within projected funding capacities and clearly identifies sources of public money for
such purposes; and (e) a requirement to reassess the land use element if probable funding falls
short of meeting existing needs and to ensure that the land use element, capital facilities plan
element, and financing plan within the capital facilities plan element are coordinated and
consistent. Park and recreation facilities shall be included in the capital facilities plan element.
This capital facilities plan draws upon other city planning documents included by reference and included
in the city’s comprehensive plan. Examples of these plans include but are not limited to the Water
System Plan, General Sewer Plan, Six Year Transportation Improvement Plan, Rainier Subarea Plan,
Non-motorized plan, Parks Recreation and Open Space Plan, and many more available on the City’s
website at https://cityofpt.us/citycouncil/page/city-plans. These plans are where inventories and
further detail can be found concerning existing city infrastructure. Periodically, the City updates the
Comprehensive Plan to address land use elements and other state requirements. In summary, capital
facilities planning is a component of the Comprehensive Plan and serves as a tool for a community to
strategically address existing and future conditions of the community while planning for growth as
required by the State.
The final purpose of this plan is to facilitate procurement of grants. Often, granting agencies will not
allow for the application of funding unless projects are specifically identified in an adopted plan of the
City. Some projects included in the Capital Facilities plan do not have a home in other adopted plans,
but are community priorities and may be emerging issues. These projects are included in this plan to
the extent that information is available.
Definitions
Capital is defined in the City’s purchasing policy as capital equipment having an initial value of $1,000 or
more and a useful life of 3 years or more. For the purposes of this plan, Capital is defined at having an
initial purchase value of $10,000 or more and a useful life of 5 years or more. This keeps most of the
repair and maintenance capital items outside of this plan.
Capital Facilities Plan is defined as an overall assessment of the City’s capital needs. The term facilities
when included inside the title of the plan includes all city infrastructure and not just city buildings.
Comprehensive Facilities Assessment means an evaluation of the condition and capital needs of the City
buildings.
Comprehensive Plan means the most recent version of the City adopted Comprehensive Plan as
required and identified in Chapter 20.04 PTMC.
Facilities means city buildings for the purpose of this plan. This definition is not confused with the
overall name of the plan.
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Functional Plan means an adopted plan or study that clarifies and supports elements of the City’s
Comprehensive Plan.
Rate Study means a study utilized to establish rates for services. Rate studies are typically performed for
a five-year period for utility systems to ensure sustainable operations.
Subarea Plan means an adopted plan with a focus on a specific area of the City that clarifies and
supports the Comprehensive Plan.
Level of Service Standards
A local government cannot determine what it will need in the future for public facilities and services
without knowing what levels of service (LOS) it must meet. To serve new growth and development, the
Growth Management Act (GMA) requires that certain facilities and services be provided concurrent with
expected new development using population projections for the 20-year planning period or ultimate
build-out under the growth patterns established by the Land Use Element (Chapter 8, Policy 1.2). The
City's Comprehensive Plan requires, in the case of transportation improvements, a financial
commitment to provide them within six years.
Facilities that are subject to concurrency in the City are transportation, water, wastewater, and
stormwater. The Capital Facilities Financing Plan in GMA requires a municipality to reassess the land use
element if probable funding falls short of meeting existing needs. The Capital Facilities Plan is not merely
a wish list, and should account for meeting critical maintenance and planning for the density allowed for
in the Comprehensive Plan.
The City’s Capital Facilities Plan adopts Level of Service standards that must be met for these facilities
per Chapter 8 Goals 3 and 4 are as follows.
Table 8-1
Water and Wastewater Level of Service Standards
Facility Standard
Raw Water Supply Sufficient capacity to fully serve customer demands
Raw Water Storage A Minimum of 60 days of storage for City customer demands
Water System A flow volume that meets peak demand and fire flows.
Wastewater System A level that allows collection and treatment of peak wastewater
flows and meets Dept. of Ecology criteria
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Table 8-2
Transportation Level of Service Standards
Road Type Standard
Urban Corridor D
Other Roads w/in Urban Growth Area (UGA) D
Stormwater and
Surface Water
A level of conveyance, detention, and treatment that meets the Department
of Ecology (DOE) Stormwater Manual adopted by the City or as defined in
the City’s Stormwater Master Plan
These standards should then be applied to additional population and employment growth anticipated.
Jefferson County selected a medium population growth, which sets the 2045 growth target at 40,486.
The City of Port Townsend is allocated 40% of that population growth, resulting in 12,931 people in
20245, which is an additional 2,781 people from the 2020 US Census count of 10,148 people. The
Housing Action Planning Tool in the 2025 Port Townsend Comprehensive Plan to be updated in 2025
projects the 20-year housing forecast to add an additional 1,648 housing units by the year 2045 from the
current count of 5,371 households for a total of 7,018 housing units. 2020 US Census counted 10,148
people and the 2021 WA Office of Financial Management estimates 2021 population at 10,220. The
2016 update projected a need of 55 acres over 20 years to support the high wage jobs projected. The
Rainier Street and Upper Sims Way Corridor is intended to provide this need with approximately 82.5
acres of fully served, shovel-ready industrial acreage.
Each development must meet the aforementioned level of service standards prior to issuance of a
building permit; however, it may demonstrate meeting the standards for transportation facilities within
six years issuance of a building permit (Chapter 8, Policy 4.1). The City may condition development
permits to provide for appropriate facilities, services, and utilities not subject to concurrency such as
EMS, parks, law enforcement, and schools (Chapter 8 Policy 4.2). A development that cannot meet the
minimum concurrency requirements can mitigate impacts on levels of service, revise to reduce impacts,
or phase the development coincident with the availability of services (Chapter 8, Policy 4.3). All
development must pay its proportionate share of the cost of new capital facilities and utilities needed to
serve that development.
Under the Growth Management Act and Chapter 8 Goals 6 of the City’s Comprehensive Plan, the Capital
Facilities Plan must also be coordinated and consistent with CFP’s of other public facility providers.
Other public facility providers include but are not limited to Jefferson County Transit, East Jefferson Fire
and Rescue, Port of Port Townsend, Jefferson Health Care, Jefferson County PUD, the Port Townsend
School District, and Jefferson County. The City engages in partnerships with these other providers in an
effort to coordinate the procurement of limited resources.
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Financial Constraints (Revenue Sources)
Most if not all governmental agencies experience financial needs for infrastructure that exceed the
available resources. This reality is a reiteration of the primary purpose of the plan. As such, the plan is
organized by funded projects and unfunded projects. Funded projects means that the City either has a
revenue stream in place to accomplish the project, or has dedicated funds from a specified funding
source. These funding sources are often in the form of grants, loans, or use of reserves for one-time
investments.
Financial constraints means that projects are either funded or can be reasonably funded. For the
purposes of this plan, financially constrained projects are included in the funded portions of the plan. As
the plan develops over time, the objective is to hone financially constrained projects into the first 6
years of the plan.
More specifically the City’s Comprehensive plan Chapter 8 provides the following goal:
Funding & Financial Feasibility
Goal 5: Provide needed public facilities within the City's financial capabilities or within the City's
authority to require others to provide such facilities.
Policy 5.1: Base capital facilities planning on estimates of local revenues and external
revenues that are reasonably anticipated to be received by the City.
5.1.1: Consider a wide variety of potential funding sources to finance the capital
improvements specified in the Capital Facilities Plan, such as real estate excise tax, user fees,
general obligation bonds, and impact fees.
5.1.2: Match revenue sources to capital projects on the basis of sound fiscal policies. Sound
fiscal policies include cost-effectiveness, prudent asset and liability management, ensuring that
the length of financing does not exceed use of the City's borrowing capacity, prudent use of the
City's borrowing capacity, and maximizing the use of grants and other external revenues.
Policy 5.2: Finance the six-year Capital Improvements Program to assure a positive balance
between available revenue and needed capital facilities and utilities. If projected funding is
inadequate to finance needed capital facilities and utilities based on adopted level of service
standards and forecasted growth, make adjustments to one or more of the following:
a. Level of service standard;
b. Land Use Element; and/or
c. Sources of revenue.
Policy 5.3: Ensure adequate funding is available for long-term operations and maintenance
costs prior to the construction of new capital facilities.
Policy 5.4: Ensure that new development pays a proportionate share of the cost of new capital
facilities and utilities needed to serve that development.
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Policy 5.5: Ensure that developers provide capital facilities and utilities concurrent with new
development or provide a contractual agreement for the phasing of facilities and utilities,
subject to approval by the City.
Current Revenue Sources
Current revenue sources for infrastructure include the following sources. These sources are listed from
top to bottom from least restrictive to most restrictive as required by laws and city code.
General Fund, Fund
Balance.
There are four categories of fund balance: restricted, committed, assigned, and
unassigned.
Restricted – Amounts reserved to specific purposes by their providers (such as
grantors, bondholders and enabling legislation);
Committed – Amounts reserved to specific purposes by a government itself,
using its highest level of decision-making authority;
Assigned – Amounts a government proposes to use for a specific purpose;
intent can be expressed by the governing body or by an official or body to
which the governing body delegates the authority; and
Unassigned – Amounts that are available for any governmental purpose; these
amounts are reported only in the general fund.
Limited Tax General
Obligation Bonds:
Backed by general fund revenues, the City Council can issue debt for
infrastructure. The amount of Debt is limited by law and practicality. As
discussed above, debt takes away from operating funds and other capital funds
and thus use of debt is a strategic choice.
Transportation
Benefit District
In 2023, the voters of Port Townsend approved a 0.3% Sales Tax increase for
for Streets improvements and repairs. The majority of funding is dedicated to
street repair, grant match, and non-motorized improvements as outlined in the
Transportation Benefit District fact sheets. This revenue source is estimated at
approximately $800,000 per year.
Banked Capacity: In February 2019, residents approved adding Port Townsend to East Jefferson
Fire & Rescue (EJFR) fire district. EJFR now collects the dedicated Fire and EMS
levies from City property taxpayers directly. In addition to the dedicated levies,
the City was funding fire service through the general property tax levy. The
City no longer makes payments from the general fund for fire protection. The
City agreed to suspend the collection of an equivalent amount of property
taxes it would have paid EJFR from the general levy – a reduction of the City
levy or a “banked capacity” of about $908,000. An agreement with the fire
district and a policy adopted by City Council spelled out an approach that
allows increased levies of the banked capacity over the course of four years.
For the first three years, funding is restricted to four main uses consistent with
existing plans: local roads, parks and trails, the City’s housing trust fund and
utility tax relief. In 2020, the City decided not to levy any of the possible
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$303,000 banked capacity given the dire COVID situation and its related
impacts. In 2021, the City levied $605,000 in banked capacity for use in 2022.
More about that process and corresponding documents can be found on the
2021 Banked Capacity page in Completed Initiatives. In 2022, that “banked
capacity” goes to $908,000 and stays at that level after that; the restricted use
requirement sunsets in 2023. Looking forward, much of banked capacity has
been invested in street operating associated with equipment and staff to
accomplish pavement repairs. The earlier funding dedication will be wrapped
up in 2025.
Real Estate Excise
Tax (REET)
State law restricts REET 1 and REET 2, or the first and second quarter percent
(.25%) of REET funds to the following uses: Planning, acquisition, construction,
re-construction, repair, replacement, rehabilitation or improvement of: streets,
roads, highways, sidewalks, street and road lighting systems, traffic signals,
bridges, domestic water system and storm and sanitary sewer systems.
Planning, construction, reconstruction, repair, rehabilitation or improvement of
park and recreation facilities. State law allows REET 1, or the first quarter
percent (.25%) to also be used for: Acquisition of parks and recreation facilities.
Planning, acquisition, construction, reconstruction, repair, replacement,
rehabilitation or improvement of: law enforcement or fire protection facilities,
trails, libraries and administrative and judicial facilities.
Revenue Bonds Revenue bonds are debt that is secured by dedicated revenue. Utilities often
use revenue bonds to pay for infrastructure backed by utility rates. Another
form of secured revenue are voted bonds in which the tax payer votes to
accomplish a certain project and taxes are raised to pay for the public project.
Motor Vehicle Fuel
Tax (MVFT)
In addition to Street Fund operations and maintenance this can be used for
construction and improvement projects. The City has very limited amounts of
MVFT and currently it is all dedicated to operations. The majority of the street
operations is funded through general taxation resources and thus impacts the
general fund.
Multimodal Funds: These funds are restricted to transportation purposes.
Sale of Assets: Assets that can be sold generally include real-estate and vehicles. The City
owns considerable real-estate that is not currently dedicated to a specific use.
The real-estate is owned by the utilities and the general fund. If there is a sale
of real-estate, the proceeds must be used by the fund that owns the property.
For example, proceeds from the sale of property owned by the water utility,
cannot be used for general fund purposes. A number of properties have been
declared surplus by the City Council in the last 15 years for the purpose of
housing. These properties have not yet been sold.
Grants: Grants are very specific to the purpose of the granting agency. Grants are an
important revenue source and is how most of the City’s new infrastructure is
funded. In particular, grants fund street projects on a periodic basis with an
average of over $1 million per year. Other grants for parks, historic properties,
energy, utilities, climate, hazard mitigation, and housing are also available to
the City.
Housing Tax: RCW 82.14.530 and 540 allow a city and county to impose a sales and use tax
up to 0.1% for housing and related services through HB 1406 and 1590. The
148 and 149 funds are authorized by RCW 36.22.178 and 179, which allow
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counties to collect shares of revenue from document recording to fund
affordable housing and homeless housing programs. The CIty and County have
a joint Interlocal Agreement on administration of these funds authorized. The
City collects funds from HB 1406 and provides them to the county for deposit
in the 148 Fund for budgeting and allocation subject to the interlocal
agreement.
System
Development
Charges for
Utilities:
Also known as SDCs, these charges for new utility connections help fund
system expansion for growth.
Street Fee-in-lieu In 2023, the City Council adopted a fee in lieu program to allow developers to
voluntarily contribute fees instead of building improvements. This program is
primarily directed at requirements to build sidewalks. The fee in lieu program
provides equity in transportation infrastructure and fees are used in places that
serve the development as well as the rest of the public. Fee in lieu investment
in sidewalks will be dedicated to creating connections where sidewalk gaps
exist. This plan documents fee in lieu collection and investments
Utility Rates: Utilities are enterprise funds that are specific independent business units
within the City. Utilities are required to set rates for services that ensure
payment for operations and capital to address system needs. This business
model is set forth to ensure essential public services such as water, sewer, and
stormwater are addressed.
Donations and Fund
Raising
Fund raising by the public, volunteerism, and donations are all sources of
revenue the city has utilized for capital improvements historically.
Library Foundation The foundation has the opportunity to fund capital programs if in concert with
Library capital improvement needs and planning.
Quimper Parks and
Tree Foundation
Created in 2024, this foundation provides an opportunity for the public to
donate to improvements in sustaining and growing parks and tree on the
Quimper Peninsula.
Future Revenue Sources
Future revenue opportunities are available to the City to address capital needs. Below are a few of the
more common revenue sources used by cities across the State. As the City looks toward financial
sustainability, additional revenue sources may be recognized and brought forward for consideration. In
2023, the City completed a Financial Sustainability Initiative to strategize stabilizing city government
finances recognizing that revenues typically do not keep up with inflation. The Financial Sustainability
Initiative evaluated a number of options to generate revenue necessary to sustain city services.
Depending on the success of these initiatives, the City may be able to enhance services identified in
various City strategic and functional plans. Fundamentally, the tax system in Washington State is set up
with growth as a necessity. Local Governments struggle to sustain services accordingly.
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Transportation Benefit District: While the voters approved a 0.3% sales tax beginning in
2024, additional revenue capacity is available as authorized by State Law. The City could
add vehicle car tab fees to the voted sales tax at various levels.
Levy Lid lift: Voted property tax increase for specific purposes.
Sales tax: Several sales tax options are available for various purpose which are typically
voted.
B&O Tax Increase: Councilmanic authority to set B&O tax rates.
Metropolitan Parks District: Voted opportunity for funding of parks through a property tax
levy.
Tax Increment Financing Districts: Councilmanic authority to establish up to two districts in
which increases in tax revenue is used to fund infrastructure.
Impact fees for transportation, parks, fire protection, and schools are permitted by State
law. Impact fees are currently not in place in Port Townsend.
Cultural Access Program: County wide voted sales or property tax to fund cultural access
organizations such as arts, heritage and science organizations.
Economic Development associated with expanding the job base, tax base, and creating a
city where there is more opportunity to live and work in the same location is a fundamental
challenge and objective identified in the Financial Sustainability Initiative. Economic
Development ranges from encouraging the development of apartments, possibly lodging,
and expansion of job creating industrial base into Glen Cove with necessary urban services.
Additionally, maximizing under utilized commercial and residential property with infill and
private investments is a key to growing the City’s tax base.1% for the Arts: The City has
voted to include a limited number of general municipal projects that are subject to this tax.
The City could expand the definition of capital to include utility funded capital projects in
order to increase revenues.
Development Services Fees: both PW and PSD related
Fines & Fees: Councilmanic authority to implement or increase parking fees & others
Foundations and Public Fund Raising: Foundation support, donations, and pubic fundraising
are all sources of capital. Historically, significant fund raising has been accomplished
through volunteerism. This can be expanded through strategic city support of fund raising.
Partnerships: Working with partner agencies to achieve mutual goals provides a great
opportunity for increased revenue for capital.
Marketing: Marketing the City through partner organizations for business recruitment,
retention, and growth has the potential to increase tax revenue. Sustained tax revenue
increases are typically used for operations to support increases in demands for public
service; however, one-time revenues or cyclic increases in tax revenue serve as an
opportunity for a source of funds for capital investments.
Existing Debt Summary
The City currently has significant debt in terms of revenue bonds, LTGO bonds, and voted bonds. Debt
has a significant impact on the ability to pay for capital and debt services takes away from recurring
revenues. Staff recommends developing a debt strategy for the future to consider when debt is
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appropriate and to what level of debt should be on the city’s books. The following considerations
should be considered in the development of a debt policy:
General Obligation vs. Revenue debt
Principle, payoff date, and revenue sources
Term of debt should not exceed the lifespan of asset. Ie 20-year bond for 15-
year roof.
Debt term should generally not exceed 20 years
Evaluation of opportunity cost for issuing debt. What is this interest rate
differential and how does it compare to projected inflation.
Should general obligation debt be limited to a specific percentage of revenues.
The following table provides a summary of the city’s debt.
NonVoted General Obligation Debt Outstanding
LTGO 2017A (2008 Refi) NonTaxable Bond 9,155,000 9,155,000 9,155,000 9,155,000 9,155,000
LTGO 2017B (2008 Refi) Taxable Bond 1,060,000 1,060,000 1,060,000 1,060,000 1,060,000
LTGO 2020 (Refi 2010 LTGO) 4,273,350 4,073,350 3,868,350 3,658,350 3,356,900
LTGO Refi 2012 (PORTOWGORE12) 3,165,000 2,680,000 2,175,000 1,660,000 1,135,000
LTGO 2018 Homeward Bound Debt Svc 834,000 834,000 834,000 808,104 781,069
NonVoted GO Debt Outstanding 18,487,350 17,802,350 17,092,350 16,341,454 15,487,969
Voted General Obligation Debt Outstanding
LTGO Refi 2015 (PORTOWUTGO15) 3,205,000 3,020,000 2,835,000 2,640,000 2,440,000
Voted GO Debt Outstanding 3,205,000 3,020,000 2,835,000 2,640,000 2,440,000
Total General Obligation Debt Outstanding 21,692,350 20,822,350 19,927,350 18,981,454 17,927,969
Revenue Debt Outstanding (excluded from General Purpose Debt limits)
Amount Outstanding at End of Year 2018
Actual
2019
Actual
2020
Actual
2021
Forecast
2022
Budget
SRF 2002: DOE Wastewater Conveyance System Impr.337,212 291,098 244,376 196,950 148,811
PWTF 2002: Morgan Hill Wtr System Impr. 333,510 266,808 200,106 133,404 66,702
PWTF 2012 City Lake Loan 736,842 684,211 631,579 578,947 526,316
DWSRF 2012: LT2 Water Treatment Facility 2,917,945 2,782,025 2,627,468 2,472,911 2,318,354
DWSRF 2012: LT2 Water Treatment Facility 1,566,900 1,454,978 1,343,057 1,231,135 1,119,214
PWTF 2013: LT2 UV Disinfection 3,696,963 3,450,499 3,204,035 2,957,571 2,711,107
PWTF 2013: 5 MG Reservoir Replacement 1,125,937 1,050,875 975,812 900,750 825,687
DWSRF 2015: 5MG Reservior Replacement 4,414,363 4,196,495 3,986,670 3,765,189 3,543,707
DWSRF 2015: Mandated Drinking Water Treatment Facility3,537,275 3,360,411 3,183,548 3,006,684 2,829,820
Rev Bond 2020: LT2 & Big Quil - - - 1,914,980 1,834,800
CERB 2015: Howard St Corridor Public Infrastructure 1,200,000 1,165,407 1,119,007 1,071,216
18,666,947 18,737,400 17,562,058 18,277,528 16,995,734
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City Capital Plan Summary
The following table illustrates the vast needs of the City by category. This table wraps up all the
following sections of the Capital Facilities Plan to provide an overall view of the challenges the City faces
in terms of capital needs. This is not an uncommon situation for most cities. This first-year draft of the
capital facilities plan includes approximate estimates for capital needs as a place holder where
information is missing. Examples include needs for buildings, the future of parks, wastewater, fleet,
housing/economic development/environment, and streets. These categories are currently under
evaluation or are anticipated to be under evaluation in the near future to help provide more refined
estimates. Each section of this plan will identify where data is needed or currently under analysis.
Note: The funded totals for 2025-2030 does not include carry forward budgets from 2024. Many
projects budgeted in 2024 have not been completed and thus investment carries forward and will be
added to the 2025 budget through the first budget supplement usually in the first quarter of the year.
Department
Funded
(2025-2030)
Unfunded
(2025-2030)2031+
Facilities (Buildings) 400,000$ 1,835,000$ 21,000,000$
Parks and Recreation 850,350$ 6,164,841$ 6,500,000$
Water 4,802,999$ 750,000$ 334,603$
OGWS 10,906,924$ -$ 51,503,792$
Wastewater 43,540,034$ 2,891,250$ 58,065,859$
Stormwater 4,002,655$ 1,873,628$ 5,080,119$
Transportation (Streets) 5,115,824$ 114,044,800$ 14,000,000$
Fleet (Streets and Utilities) 2,116,587$ -$ 3,699,000$
General Fund (Fleet) 120,000$ 1,932,753$ 303,000$
Information Technology 685,000$ -$ -$
Housing Economic Development 860,644$ 3,980,820$ 6,275,000$
Totals 73,402,000$ 133,474,000$ 166,762,000$
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Facilities (Buildings)
This section of the Capital Facilities Plan is dedicated to city buildings, lands, and art. The term facilities
is confusing due to its name duplicated in the overall plan. This section is also applied to facilities which
are under the purview of the General taxation as compared to facilities that are directly tied to the
utilities such as the water treatment facility. Looking forward, facilities represents a significant public
investment. The City Council recognizes the liabilities on future generation of failure to proactively
maintain buildings and thus included in the 2025 budget funding for the development of a facilities
repair and replacement program which mirror the City’s fleet equipment repair and replacement
program.
Buildings
City buildings are a major asset of the community. City buildings also carry significant financial liability in
terms of maintenance and upkeep. A facilities assessment is needed to accurately identify building
needs and estimate time frames for periodic preventative maintenance such as rehabilitation of roofs,
HVAC systems, carpets, elevators, weather protection, and other maintenance needs. The larger
maintenance projects are classified as capital investments and thus need to be included in the Capital
Facilities Plan. The following narrative describes each of the City facilities and includes known and
unknown placeholders for significant needs.
The City Hall Annex- Owner: City of Port
Townsend, 12,000 square feet renovation
was finished in 2006. Total construction costs
of $4,626,000. It sits at 250 Madison Street
quietly beside the stately 1894 Historical City
Hall in downtown Port Townsend. Their
adjacency is intentional; the Annex was
designed to seismically support the historic
structure, thus minimizing aesthetically
invasive upgrades to its façade. The Annex
design references the materials and proportions of its Victorian neighbor, including strong vertical lines,
tall narrow windows, and precast details. Close collaboration with the Port Townsend Historic
Preservation Committee resulted in a respectful yet modern new Annex and a sensitive rehabilitation of
the historic City Hall that included seismic and technology upgrades
December 16, 2024
16
Completed in 2021, upgrades to the front lobby included an administrative counter that consist of three
workstations to properly welcome and direct the public as they enter the building. The counter replaces
an existing conference room that was designed with the new construction. Additional wall construction
was done on the 2nd floor to enclose several open workspaces making way for new staff members.
During the 2021 season, major rebuilds were done to both boiler units that provide heating to the City
Hall Annex and Historical City Hall buildings. In 2022, City staff completed acoustical upgrades by adding
noise dampening boards in the front lobby and workstation areas to lessen the reverb and traveling
echoes. As the building was not built with mechanical cooling, staff have been working to find ways to
limit the warming of the building during the summer months. New heat and sun reducing shades were
installed throughout the building along with the existing ventilation fans being converted to
programmable timers to correspond and run with the HVAC unit helping to remove warmer air as it
tends to stack up on the third floor. Also completed in 2022 was the City Hall Space Planning Phase II
study. This study looked at reconfiguring the 2nd floor conference admin room with renovations,
acoustic controls, and office furniture on floors 2R and 3. Floor 2R and 3 were never finished with the
annex project in 2006. Now, after COVID and a changing work environment, these updates are needed
more than in the past.Phase III also continues with HVAC updates. Major renovations of floors 2R and 3
were completed in 2023 with newly installed workstations, carpet, quiet rooms, interior paint, wall
murals, cabinets and acoustical panels. In 2024 staff completed a buildout of a 25+ person conference
room on the 2ndfloor. New furniture and carpet were added at that time.
Historical City Hall and Museum- Owner: City of Port Townsend,
the 12,500 SF of building is located at 540 Water Street and is
currently operating as the Jefferson County Museum of Art and
History in addition to elements of City Hall. The City of Port
Townsend carries a 15-year lease agreement with the Jefferson
County Historical Society which is set to renew for an additional
15-year period on January 1st, 2023. On the first floor you will
find many rotating displays of art and historical artifacts along
with the original Fire Hall and Court Room from 1892. The second
floor consists of City administrative offices and a working City
Council Chambers that continues to hold public meetings on the
first and third Mondays of each month and is the oldest Council Chambers in its original form operating
in Washington State. Originally the building was built with three
floors until around the late 1940s the third-floor roof was
removed due to deterioration and deferred maintenance,
making it a two-story building as it sits today. The city hall was
listed on the National Register of Historic Places, administered by
the National Park Service, in 1971. Land for the city hall was
purchased from Henry Landes in 1887. Voters in Port Townsend
passed a bond issue to fund a new $30,000 city hall in 1891.
Construction began in 1891 and finished on 02/1892, with space
allocated for the city administration and fire department, as well
as a jail and municipal court. City council meetings have occurred in a chamber on the second floor.
Architects Batwell and Patrick designed Port Townsend's City Hall, an eclectic building with some Neo-
Classical, Romanesque, and Queen Anne Style motifs.
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In 2005, as part of the construction of the new City Hall Annex, contractors replaced the roof with a flat
rubber membrane. Much needed repairs to the exterior brick and mortar on the south facing and
waterward side as it begins to show signs of deterioration. The public elevator has experienced a few
major repairs and needs to be replaced in the next 10 years depending on the outcomes of an
assessment. Most of the original single pane windows are beginning to fail as the glass thinks and
frames begin to break. There is no forced air or ventilation system in this building which is a concern for
the displays and the preservation of the artifacts. The need for soundproofing on the first and second
floors is of concern as the original wood flooring and lath and plaster walls do not absorb the acoustics
of the room. In 2023 the city invested in significant upgrades to the historical council chamber's audio
and video systems. At that same time new furniture was added, and ADA access to the chambers was
improved.
In 2024 Jefferson County Historical Society was awarded a grant to upgrade and improve the ADA access
to the museum. Construction to begin in 2025.
Looking forward, minor upgrades are planned for improved ADA access and improved HVAC/energy
operations.
Mountain View Campus- 7.6 Acres. Owner:
Port Townsend School District. Located at
1925 Blaine St, Mountain View houses many
nonprofit entities including the Red Cross,
Food Bank, KPTZ, YMCA, the ReCyclery and
New Image clothing. Mountain View is also
home to the City of Port Townsend Police
Department and other administrative
offices. The land parcels, buildings, and
facilities all remain owned by the Port
Townsend School District and are only
leased to the City for management and
operations.
Mountain View Pool and Park exist at the site of a former school, Mountain View Elementary. Mountain
View Pool is an indoor aquatic facility that is now operated by the YMCA and consists of a non-
competitive 20 yard “L” shaped pool that provides programming and classes for swim lessons, aquatic
fitness, lap swim, open swim, and special events. YMCA’s lease agreement at Mountain View remains in
effect until December 31, 2028, or until a new aquatic facility is completed and the current facilities are
demolished, whichever is sooner. Mountain View Park is anchored by a 1-acre fenced dog park, a
playground, open field, and sport courts for basketball and newly resurfaced pickleball court sponsored
by the Port Townsend Pickle Ball Club.
Beginning in August of 2009 the City of Port Townsend entered into a five-year lease agreement with
the Port Townsend School District for the property known as Mountain View Campus. In 2014, the City
expanded the lease agreement with the School District to 15 years with an option for an additional 15-
year renewal. This extension positioned the City to qualify for grants and other funding opportunities to
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invest in the buildings and grounds. With this change in place, the City passed a bond in 2015 for $3.6M
and received an additional $414,150 Community Development Block Grant through the State of
Washington for needed infrastructure and deferred maintenance improvements. Also, in 2015 City
officials determined that extensive repairs were needed to the Mountain View Campus. Phase I repairs
included the complete replacement of two giant propane boilers used to heat the pool and the rest of
the buildings as well as the outdated HVAC system needed an overhaul. As well as the roof on the old
elementary school needed replaced. $2.5 million was spent between replacing the boiler units, HVAC
upgrades and the new roof on just one of the buildings.
The remaining funds from the 2015 bond and CDBG grant were used for the Phase III repairs. The repairs
included construction of an ADA ramp and new accessible doors that serve the pool restrooms and main
entrance to the buildings. Remodeling of Foodbank, Working Image, and Police station offices. Remodel
to include electrical, plumbing, and other interior needs. Phase III also included repainting of the
exterior of the buildings and a new fire alarm system.
On September 1st, 2017, the City of PT and the PTSD entered into 15-year lease agreement expiring on
August 31, 2032. With this agreement it was determined that the sub-lease agreements the City has
with Dove House, Foodbank, and the Red Cross would be extended 10 years set to renew in 2029. In
2018, the City accepted a donation for the expressed purpose of creating a fenced dog park and
completed the effort in August 2019. In 2022 the Port Townsend Pickleball Club raised funds to
resurface the Mountain View public pickleball courts, as well as adding new nets and posts. In addition,
the group is planning on adding a new playable fence to increase the quality of the game. In spring of
2023 pool staff (YMCA) reported the pool roof had leaked causing extensive damage to the interior of
the pool ceiling and walls. Further inspection found that the roof had reached its life expectancy. In2023
contractors installed a special rubber coating as a temporary bandage fix to last another 5-7 years max.
Looking forward, the Mountain View Campus needs significant electrical and HVAC upgrades. The
original plumbing and wiring is a continual maintenance challenge and will ultimately need to be
upgraded.
Pope Marine Building- Owner City of Port
Townsend
More information is needed for this facility.
2022 siding assessment was conducted by
Terrapin Architects to determine the costs and
repairs for the deteriorating siding on the
waterward side of the building.
Outstanding Repairs: Exterior siding on the waterward side, interior floorboards, windows, HVAC,
exterior deck boards, and structural bracing underneath is beginning to rot.
Cotton Building- Owner City of Port Townsend
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BARTLETT/COTTON BUILDING 607 Water St.
built in 1888 by Charles C. Bartlet was a three-
story, one bay brick building. In 1889, the first
tenant was the Bartlett House, considered as
the focal point of the city. It had a saloon, wine
parlor, clubrooms, cigars, and sporting
newspapers. In 1932, Water Street Garage took
over and then in 1939 Olympic Pile Driving Company office and later, the Cotton Corporation (George
Cotton) stayed until 1974. In 1955, George Cotton removed the top two floors, which needed repair
after a windstorm caused irreparable damage. The City of Port Townsend Police Department moved to
the site in 1975 until moving to Mountain View Campus in the early 2000’s.
The Cotton Building renovation project had its genesis in the planning to relocate the Police Department
away from the Downtown Historic District waterfront and its associated tsunami and seismic hazards. It
was recognized that the Department had to continue to operate effectively during an emergency event
that may otherwise destroy the Police operations center and restrict access to/from the rest of the City.
The move of the Police Station raised the question of what to do with the Cotton Building. The historic
character of the building precluded its demolition so a plan for an alternate use was pursued, but it was
clear that the unreinforced masonry building needed structural improvements to make it safe for
continued use.
In 2010 the building was completely renovated for city, civic and community uses. The project was
funded through a 2008 City Council bond, along with funds from the Washington State Military
Department, FEMA and the Department of Ecology. The initial total project cost with construction,
design, overhead and technical support came in at $980K. Once construction and demolition began in
the fall of 2009 it became apparent that the condition of the building was far worse than anticipated.
Issues developed around the rotting floorboards, crawl space, lead based paint and additional asbestos
were found in the ceiling, roof, floor and walls. Unknown until the time of demolition were four large
underground fuel tanks which were half full at the time.
Outstanding repairs: Depending on the outcomes of an assessment, the rubber membrane roof will
need to be replaced in the next five years, estimated to cost $75K. Brick and mortar work on the
waterward side.
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Golf Course- Owner City of Port Townsend- Leased to the Friends of the Golf Park.
On January 1st, 2024 the City of Port Townsend signed a long-term lease agreement with the Friends of
the Golf Park. This lease agreement includes metrics and phases that are outlined in the lease
agreement.
The Port Townsend Municipal Golf Park was developed in 1904 and includes a regulation-length 9-hole
course, driving range, maintenance buildings, and clubhouse with a commercial kitchen for restaurant
services, and retail sales. The Golf Park, once privately owned and operated, was converted to a public
course in 1927 and first administered by Jefferson County but is now owned and operated by the City of
Port Townsend. The City leases the Golf Park to a local business for management and operations. When
converted to a public course, there were deed restrictions on the property. There is a deed restriction
that the largest parcel will be used for municipal purposes only.
According to a recent study completed by the National Golf Foundation (NGF) in 2019, the NGF found
that the facility is challenged by its declining physical condition and somewhat remote location which
limits its potential market support. NGF has estimated that it would cost $935,000 - $1.2M to bring it up
to standard to attract more visitors and become a viable Golf Course. The upgrades would include
improvements to the irrigation system and pump house ($735,000), tree and stump removal, purchase
of appropriate maintenance equipment ($120,000), clubhouse repair, and course repair. Based on this
analysis, the City Council at the time decided not to pursue the recommendation because of the cost for
both the capital and operations.
Port Townsend Golf Park has historically used an average of 9 million gallons per year of treated drinking
water from the Big and Little Quilcene Rivers for irrigation. In 2002 Port Townsend applied for a ground
water right water of 150 gallons per minute with a maximum annual withdrawal of 34 acre-feet to
irrigate 35 acres of the city-owned golf course. A 10” well was converted to 105’ feet in 2017/2018 and a
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pump and controls were installed in 2022. The cost to develop the well was $450,000. The well will also
serve as an emergency water supply if the city's Olympic Gravity Water System is not functional.
Library - Owner City of Port Townsend
The historic Carnegie Library building is a jewel in the community. The library is the most frequently and
heavily used City facility. The Port Townsend Public Library was established in 1898 by a group of
"leading community ladies." By 1913 they had acquired the land, secured City funding, and received a
grant from the Carnegie Library Foundation to construct a new building in keeping with Carnegie
architectural design standards of the period. The Port Townsend Carnegie Library served its community
so well that a 4,500 sq. ft. addition was added in 1990 to accommodate the high volume of use that
continues to increase significantly each year. In 2014 a major renovation was completed. Click here to
view a slideshow of the project.
Read A Source of PT Pride -- History of the Port Townsend Carnegie Library by Pam McCollum Clise for
more in-depth history of the library and historic Carnegie building. From the library's website
https://ptpubliclibrary.org/library/page/history-library
This beloved building is in great condition given its age. Nevertheless, several repairs are needed
including replacement of the HVAC system which experiences problems every winter season and the
anticipation of replacement/ modernization of the elevator car. The addition of an AC and air filtration
unit would help address equity issues for the community during a time of climate change allowing the
library to serve as a climate resiliency center. The annex part of the building is still waiting for much
needed window replacements. The bathrooms are also waiting to be remodeled. Permits and plans for
the windows and bathrooms have been issued and completed and the library is waiting to hear back
about a Department of Commerce Library Capital grant to help with the costs. Along with this grant,
funds from the Port Townsend Library Friends and Foundation and bond proceeds are planned for this
project. The Carnegie building needs to be included in an overall building assessment to ensure that
preventative maintenance is not overlooked in order to preserve this beloved community treasure for
another one hundred years into the future.
Project History:
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1990 - Annex addition. This project modernized and doubled the square footage of the library with a
single level structure attached to the Carnegie building. Major site work created the current parking lots
and sidewalks around the building. The annex currently houses the bulk of the library collections (fiction,
nonfiction, A.V. YA, Large Print), circulation and staff work areas and teen-room.
2009-2012 Combined structural retrofit to life safety standard and nonstructural retrofit of shelving
systems. $598,089 total project costs. FEMA funded seismic upgrades to the Carnegie building. New
roofing for the Carnegie building in 2013. Carnegie historic window restoration and storm windows.
2012 – Pink House interior renovations. Large scale interior work was completed to make the Pink
House downstairs into two public meeting room and presentation spaces. The work included bathroom
renovations, kitchen renovations, wall and fireplace removal, new carpeting, electrical work, painting,
trim, and furniture – complete interior renovations.
2014 Library Renovations – New carpet throughout building, new paint (interior and exterior
throughout), power/data improvements for public computers and staff work areas, ADA bathroom
improvements, automatic door openers, new signage, new shelving, and library furniture, wall removal
to open circulation and work areas, new built-in countertops and shelving for staff work room. Fire and
panic alarms installed. Extensive landscaping work.
2014/2015 – Pink House and Carnegie room presentation and programming space creation. Work
included new integrated projectors and podium, screens and speakers, wiring work and data.
2017 – Historic rock wall fronting Lawrence Street restored. Also, concrete work was completed to fix
Carnegie exterior stairs and handrails. Carried over front the 2014 project list but scaled back from
original plans which would have rebuild the Carnegie stairs instead of repairing. This project won a JCHS
Historic Preservation Award in 2018.
2017 – New Annex roof completed, carried over from 2014 project list.
2023/2024– Contractors installed new windows in the Annex part of the Library as well as completely
renovated the existing public restrooms making them ADA accessible and aesthetically pleasing.
2024 – Library was selected for a Library Capital Improvement Grant to upgrade the current HVAC
system for energy efficiency and adding a cooling center. Additionally, this grant will provide the
opportunity to upgrade the current elevator that is in need of repairs. Project is scheduled for 2026.
Outstanding Repairs: Elevator replacement, HVAC Unit, .
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Charles Pink House- Owner City of Port Townsend
The Charles Pink House is a unique asset for the library. Constructed in 1868 in the Late Greek Revival
style of architecture, it is one of the last remaining houses of its kind in the state. Built by Horace Tucker,
who is known for building many of the oldest houses in Port Townsend, the house was purchased by
Charles Pink in 1874. The house remained in the Pink family for the next 92 years. In the late 1880s the
Pink family expanded the house, rebuilding the porch and adding Victorian bays. Near the turn of 20th
century, the house was once again renovated, with the original pillars and front doors replaced by
substitutes in the style of the Arts and Crafts movement that was popular at the time. These changes
made the Pink House a unique building architecturally in Port Townsend. Because it was difficult to peg
down as an example of a specific style, the house sat neglected for most of the latter half of the 20th
century.
The City of Port Townsend purchased the Pink House in 1981 for the purpose of serving as an expansion
to the adjacent Carnegie Library. Because of difficult economic times, the City lacked the funds to
rebuild the dilapidated structure. In exchange for a complete restoration of the building, the City gave a
long-term lease on the building to Little and Little Construction. After a massive renovation, the building
was leased out until 2003 when the lease expired, the City regained control of the building. It then
served as the administration house for the local fire department. The library took over the house in 2007
and uses it to supplement the Carnegie Library. First floor program and meeting spaces and second floor
offices give the library needed flexibility in offering services to the public.
In 2012 the Pink House underwent another renovation, this time focused on making the first floor
interior spaces better suited for public programming and meetings. The project included interior wall
removal and structure repairs, fireplace removal and chimney repairs, bathroom and kitchen
renovations, new carpet, paint, flexible furniture and technology systems for presentations. 2018/19
saw the restoration of the of the rock retaining wall fronting Lawrence and Harrison Streets. Much care
was taken with this project by reusing the historic rocks from the original wall that fallen over the years.
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The Pink House is listed as a secondary building in the Port Townsend National Historic district. A
secondary ranking indicates a building with moderate historical or architectural qualities which have
maintained good integrity. The Pink House has been a constant reminder to everyone who travels
Lawrence Street of the origins of Port Townsend.
Currently the exterior of the Pink House is in dire need of repairs. The siding, soffits, roof, porches and
trim all have reached their limits and are fading quickly in our damp climate. The library hopes to secure
funding through grants, donations and City support to continue the legacy of the Pink House for future
generations.
More on the library's website https://ptpubliclibrary.org/library/page/history-charles-pink-house
2014/2015 – Pink House and Carnegie room presentation and programming space creation. Work
included new integrated projectors and podium, screens and speakers, wiring work and data.
2022 – Pink House new carpet downstairs, and new blackout curtains.
2022- Terrapin Architect completed siding and facia assessment.
2
2025- The 2025 budget includes significant repair/restoration work to the Charles Pink House including
replacement siding, roof, gutters, facia, and front porch. Also new exterior paint and roofing.
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Public Works Shops- Owner City of Port Townsend
Located at 1818 Beach Street, this site houses the Public Works Department, Fleet Department, Storm
Water and Admin offices. The Main Public Works Shop building features an attached open-air canopy,
storage mezzanine, automotive lifts, mechanics shop, and storage area. The facilities are aging and in
poor condition. Two modular units serve as office space. The City has explored in the past relocating
City Shops to the Water Treatment Facility located on 20th Street. Relocation would allow for the
property at the current location to be cleared on surpluses for housing or another use. No further plans
have been developed, other than when the Water Treatment Facility was constructed, space was set
aside for the possibility of relocating City shops. The next step in vetting a plan for relocation would be
to do a schematic design process which would quantify the space needs and provide a rough layout of
buildings while establishing an approximate cost estimate and ensuring feasibility.
The City of Port Townsend 2025 budget includes schematic design of a Municipal Service Center that
would house our Public Works team (Feet, Streets and Stormwater division, Water crews, and Parks and
Facilities team. This is a first step to long range planning for the likely relocation and construction of
new public works shops. If approved and successful, the current shop property could be redeveloped
into housing.
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City owned property
Caption from the City’s Public Transportation Map Illustrating City Real Property Ownership
The City owns a considerable amount of property. Properties included as part of the City’s park system
are addressed in the parks section of this plan. Properties owned by utilities that have improvements on
it are addressed in the respective utilities section of this plan. The remaining properties are included in
this plan as an inventory. Because property represents generally a non-depreciating asset, it is a source
of capital funds. Properties also carry liabilities of maintenance for weed control, vegetation
management, and camping control. The City created an inventory of properties suitable for affordable
housing as formalized in Resolutions 09-035, 10-024, and 15-018. A most recent acquisition of
property was made with grant funding for housing and is included in the housing section of this plan. Per
Chapter 3.44 Port Townsend Municipal Code, prior to surplus, the City Council should determine if a
property may be suitable for affordable housing.
Other properties remain in the City’s inventory that are encumbered by critical areas or are isolated
without formal access to utilities and roadways. An inventory identifying 157 properties was performed
dating back to 1999. A current assessment of City property ownership identifying usable property and
those that need to remain in open space would be of value to assist with stewardship of the public’s
resources.
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Developing a pipeline of City property to support the mandated and community desires of developing
affordable housing is a key work item in 2025. In the next Capital Facilities Plan Update, the pipeline of
properties will be documented below.
Art
The City owns public art and also facilitates the display of art on loan. An inventory of the City’s art
collection is below. Installation of new art is generally funded by grants, through the community, or
through the 1% for the arts program. Chapter 3.50 PTMC establishes a public arts policy for the visual,
written, and performing arts. This chapter also establishes a funding source for the creation of art in the
amount of 1% of the capitalized cost of the project. Chapter 3.50.030 defines exemptions and
clarifications for how capital is determined. The primary factor impacting the amount of funds
generated through this program is the exclusion of grants, utility projects, and repair projects. Eligible
capital projects dedicate 1% of the capitalized costs to the art fund to be used for art or artwork as part
of the projects. A potential source for increased funding for the arts is to include utility projects within
the definition of capitalized costs.
Port Townsend also has a Creative District named by the Washington State Arts Commission in 2020.
The Port Townsend Creative District encompasses Downtown, Uptown, and Fort Worden with the intent
of supporting the creative economy.
The help steward the City’s art collection and participation in the arts, an
Arts Commission was created through Chapter 3.50.050 PTMC. The Arts
Commission's mission, as an appointed City Commission, is to facilitate
public arts programs that enhance the cultural life of community
residents. The Arts Commission promotes and encourages public
programs to further the development and public awareness of and
interest in the arts and acts in an advisory capacity to the City
government in connection with the artistic and cultural development of
the City. Members are selected based on their knowledge and expertise with respect to the performing,
visual and literary arts.
In the PROS Plan the Port Townsend Arts Commission prepared a Public Art Plan adopted by the City
Council in 2019. The plan serves as a guide to sites for their readiness and appropriateness to site art.
Each site evaluated was rated based on: Readiness of location based on
current zoning and development. Viability and appropriateness for public
art. Each site was then rated either as a site ready within the short-term or
long-term or as not recommended. Sites can be re-visited regularly. Of 70
survey sites, the Public Art Plan identifies 26 that are suitable in the short
term. Beyond the site suitability each piece of art will come with its own
set of requirements around infrastructure, safety, maintenance and
security. The sites in the categories were not ranked in the plan. Below is a
list of the sites that immediately overlap with the City’s Park inventory:
Long-term: City Entrance Triangle Park III at Kearney/Sims Way Short
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Term: Chetzemoka Park Kah Tai Lagoon Nature Park Larry Scott Memorial Trail and Port Wetlands
Mountain View Commons Port Townsend Golf Course Tyler Street Plaza
City of Port Townsend Public Art
Title Artist Location Year Maintenance Plan Notes WCIA
schedule
Boundary
Markers
for Puget
Sound
Sara Mall
Johani
Taylor
Street
near
Union
Wharf
1996 Maintenance info provided
in email from Dan
Groussman on 2/11/22.
N
Chief
Chetzemok
a
Dick
Brown
Golf
course
1996 Made of bronze – refer to
info for Georgia Gerber
piece.
Artist passed
away in 1998.
Y
City Hall
railing
David
Eisenhou
r (discs)
and Steve
Lopes
(fabricati
on) based
on
Russell
Jaqua
design
Front
lobby of
City Hall
2005 Steve Lopes recommends
carnauba paste wax (used
in auto waxing) if needed.
David Eisenhour
will look at railing
and let the City
know if any
maintenance is
required (May
2021).
Y
Courting
Guillemots
Tony
Angell
By the
Northwes
t
Maritime
Center
2014 Contacted artist through
website April 2021; no
response yet.
Agreement for
Commissioned
Artwork dated
May 12, 2014.
Installed by
Greenstone
Landscaping
(Aragorn Deane).
Y
Galatea &
Haller
Fountain
Mark
Stevenso
n and
David
Eisenhou
r (1993
version);
original
artist
unknown
Bottom
of Taylor
Street
stairs on
Washingt
on Street
1993
(original
version
1893)
No written plan.
Maintained by City Parks
Dept.
Mark Stevenson provided
general information on
statute composition and
water valve replacement in
June 2021.
Emailed both
artists June 2021;
response from
Mark.
Y
Great Blue Matt
Babcock
Taylor
Street by
Communi
ty Center
2014 City has maintenance plan
from artist.
Clock repaired in
2021.
Y
December 16, 2024
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Leafwing Russell
Jaqua
Larry
Scott
Trail near
Boat
Haven
2006 City has maintenance plan
from Willene Jaqua McRae
and Jim Garrett.
Y
For Willene Russell
Jaqua
(installed
by Jim
Garrett)
Visitors’
Informati
on Center
Plaza on
Sims Way
Installed
in 2019
City has maintenance plan
from Willene Jaqua McRae
and Jim Garrett.
Donation
agreement with
Willene Jaqua
McRae dated
January 18, 2017
and Installation
contract with
Garrett Metals
dated July 12,
2019.
Y
Milestones
: Stream of
Consciousn
ess
Sara Mall
Johani
Three
locations
on F
Street;
one on
Discovery
2002 Maintenance info provided
in email from Dan
Groussman on 2/11/22.
N
Quimper
Coho
Max
Grover
Children’
s section
of the
library
2002 “Don’t put it outside. Dust
it.”
May not meet
criteria for public
art in Public Art
Policy.
N
Salish Sea
Circle
Gerard
Tsutakaw
a
Pope
Marine
Plaza
2011 Youtube video transcribed
by Dan Groussman July
2021.
Agreement for
Commissioned
Artwork dated
2010
Y
Two Cats
from
Clinton
Georgia
Gerber
Outside
library
entrance
1992 General information on
bronze care provided by
artist’s husband, Randy
Hudson.
N
Public art not owned by City
Creative
District art
markers
Jonah
Trople
Two
downtow
n, two in
Uptown,
one at
Fort
Worden
2021 N/A Commissioned,
owned, and
maintained by
Port Townsend
Main Street
Program
N/A
Girl with
the Wheel
Barrow
Jim
Davidson
(mass
produced
)
Gateway
Park
Installed
by
Soroptimi
sts 2006
N/A Considered a park
memorial by City,
not public art.
Owned and
maintained by
the Soroptimists
N/A
December 16, 2024
30
(License
Agreement
2/26/07).
Heron
weatherva
ne
Russell
Jaqua
Haines
Place
Park &
Ride
1995 N/A Commissioned by
JTA through Port
Townsend Arts
Education Center;
Park & Ride
facility designed
by Yvonne Pepin
Wakefield
(according to
Willene McRae)
N/A
Memory’s
Vault
Richard
Turner
(poetry
by Sam
Hamill)
Fort
Worden
1988 N/A Owned by WA
State Parks &
Recreation
Commission
N/A
Totem
pole
Jamesto
wn
S’Klallam
Tribe
NWMC
(corner
of Water
&
Monroe)
2019 N/A Owned by the
Maritime Center
N/A
Other City-Owned Art or Installations
Kah Tai
Communit
y Tiles
Yvonne
Pepin &
communi
ty
members
Kah Tai
restroom
s
1985 N
Wave
Viewing
Gallery
Covered
deck
structure
behind
Cotton
Building
Formerly listed as
public art along
with
Tidal Clock, which
was
deaccessioned
and removed in
2011/2012.
Y
The anticipated capital improvements for the facilities section of this plan are as follows: Many
placeholders are presented in this table as a facilities assessment is needed to more accurately define
capital investment amounts and timing for each building.
The following table provides a list of projects associated with facility improvements including the addion
of a new Downtown Restroom. This project is 50% funded by Lodging Tax and 50% funded with sewer
funds.
December 16, 2024
31
Facilities (Buildings)
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Library Windows and
Restroom Rehab
Grant, Bond,
ARPA 160,000 160,000
PW Shops
Water
Distribution 210,000
Facilities Strategic
Management Plan ARPA -
Upgrades Phase III, &
Carpet 1,3 floor ARPA -
Pink House & Pope
Marine
ARPA,
Donation 240,000 240,000
New Restroom
Downtown
Lodging Tax
Sewer Ops 185,000 315,000
City Hall ADA and
HVAC 31,000
Cherry St. Property
Disposition
Bond
69,249
Subtotal Funded 895,249 315,000 - - - - 400,000 -
Unfunded
Mountain View
Campus
Assessment
Gen Fund,
REET -
Campus
Redevelopment
Gen Fund,
Bond, Grant - 10,000,000
Mountain View Pool
Roof Assessment
Gen Fund,
REET -
Mountain View Pool
Roof Replacement
Gen Fund,
REET 200,000 200,000
Mountain View Pool
Liner Replacement
Gen Fund,
REET 75,000 75,000
Boiler Pipe
Replacement
Gen Fund,
REET - 1,000,000
Parking Lot
Resurfacing
Gen Fund,
REET 150,000 150,000
City Hall -
City Hall Elevator
Replacement (1)
Gen Fund,
REET 200,000 200,000
Exterior Brick and
Mortar Work
Gen Fund,
REET 75,000 75,000
City Hall Roof
Gen Fund,
REET 250,000 250,000
Library -
Library HVAC
Upgrades
Gen Fund,
REET 200,000 200,000
Library Elevator
Replacement (1)
Gen Fund,
REET 200,000 200,000
Pope Marine Buidling
Siding
Gen Fund,
REET 60,000 60,000
Public Works Shops
Gen Fund,
REET - 10,000,000
PW City Shop
Predesign
Gen Fund,
REET 250,000 250,000
Cotton Building -
Cotton Building Roof
Assessment
Gen Fund,
REET -
Cotton Roof
Replacement
Gen Fund,
REET 75,000 75,000
Water Barn Repairs
Gen Fund,
REET 100,000 100,000
Land
Gen Fund,
REET -
Art
Gen Fund,
REET -
Energy Retrofits
Gen Fund,
REET
Subtotal Unfunded 60,000 450,000 850,000 250,000 - 225,000 1,835,000 21,000,000
Total Projects 955,249 765,000 850,000 250,000 - 225,000 2,235,000 21,000,000
December 16, 2024
32
Parks and Recreation
December 16, 2024
33
The purpose of a capital facilities plan for parks is to identify priority investments to sustainably
maintain safe and accessible parks throughout the City. In addition, it allows the City to accommodate
projected population growth in accordance with the growth management act (GMA) of Washington
State.
The City’s Parks, Recreation and Open Space Plan (PROS plan) is used as a guide to identify and plan for
these priorities. It is required to be updated every six years. The latest adoption was in March 2020.
The Comprehensive Plan Capital Facilities Element provides a level of service for parks in two parts:
1. 7.6 acres/1000 residents
2. Local service standards for equitable access, distribution and function as outlined in the PROS
plan.
A. Provide parks and recreation facilities within a 10-minute walk (approximately a half
mile) to reach over 90% of Port Townsend’s population by 2036. Currently, based on the
Trust For Public Land’s Park score, about 68% of current Port Townsend residents
are within a 10-minute walk of a park. This objective would increase the percentage of
residents with equitable access over the Comprehensive Plan period.
B. Ensure parklands are within a 10-minute walk meets minimum standards for the park
classification.
C. Prioritize neighborhoods with higher concentrations of families with children or
seniors living alone.
D. Target filling of gaps in central and western city limits by 2036
From the current identified gaps in the PROS plan, the following is a list of CFP projects that need to be
prioritized.
1. Land Acquisition, development of parks: central and western Port Townsend.
2. Trail connections, open space connections, trail improvements:
a. Near Fairgrounds – 49th and San Juan Avenue
b. Discovery Road – West of Sheridan
c. SR20/Sims Way – West of Sheridan
d. Improvements at Lary Scott Trailhead and better wayfinding from ferry.
e. City Watershed – Connect to Olympic Discovery Trail
3. Improve amenities within trails
4. Kah Tai Lagoon Rehabilitation
5. Port Townsend Golf Course, Mountainview Commons concept planning and subsequent
development.
6. Master Plan for 35th street park and subsequent development
7. Improvements at Bobby Mcgarraugh Park, including play and fitness, trails, restrooms, ADA,
upgraded
8. Connected trail loop
Projects that provide capacity at existing parks, allowing more people to enjoy Port Townsend Parks
include:
December 16, 2024
34
1. Improvements at Kah Tai Lagoon to increase passive recreation opportunities, improve existing
facilities and conduct habitat restoration.
2. Improvements to picnic shelters, restrooms, and repairs to slope erosion at Chetzemoka Park.
3. Longer-term improvements across the system to improve parks consistent with concept plans or
minimum classification standards.
Currently, the City has primarily funded its parks and recreation services through the Community
Services Fund, which includes revenues from property taxes, sales taxes, utility taxes, and transfers from
the General Fund. As the Community Services Fund also funds other City services, demand for resources
is competitive and may be constrained in the future. To mitigate the risk of constrained resources on
delivering parks and recreation services, the City is looking for ways to identify and pursue alternative
parks and recreation funding sources.
Note: this figure is taken from the PROS Plan. Utility Taxes indicates that they may be politically infeasible. However, utility
taxes are currently used for parks maintenance.
December 16, 2024
35
The following table provides a list of park capital investments derived from the PROS plan along with
needs identified by staff and placeholders for the parks strategy projects currently underway for the
Golf Course/Mtn View study as well as an aquatics center.
December 16, 2024
36
Parks
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Skate Park Lighting
Project
Donation
24,000 24,000
Parks 22 Banked
Capacity
Banked
Capacity 134,000 134,000
USDA USF
Grant
116,450 232,900 349,350
Kah Tai Restrooms Reserves 75,000 75,000
Demo Park House
and Golden Age Club Reserves 65,000 75,000 140,000
Annual Tree
Maintenance Reserves 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Addition of Benches Reserves 18,000 18,000
Bell Tower Painting Reserves 20,000 20,000
-
Subtotal Funded
429,450 360,900 15,000 15,000 15,000 15,000 850,350 -
Unfunded
Chetzemoka Park -
Chetzemoka Master
Planning
Gen Fund
40,000 40,000
Erosion and ADA
Repairs
RCO, REET,
Bond, 30,000 30,000 500,000
Chetzemoka Open Air
Shelter Replacement
Gen Fund
100,000 100,000
Restroom
Replacement
Gen Fund
250,000 250,000
Maintenance Shop
Replacement
Gen Fund
300,000 300,000
Bobby McGarraugh
Park -
Bobby McGarraugh
Park Master Plan
Gen Fund 25,000
25,000
Bobby McGarraugh
Park Revitalization
RCO, REET,
Bond, 400,000 400,000
Golf Course -
Playground
RCO, REET,
Bond, 714,286 714,286
Irrigation
Replacement 2,000,000 2,000,000
Bishop Park -
Howards End Trail/
Wet Lands - 100,000
Howards End Master
Planning
Gen Fund
25,000 25,000
Howards End
Redevelopment
RCO, REET,
Bond, - 200,000
Skate Park
Resurfacing
Gen Fund
- 350,000
Tyler Street Stairs
Railing Replacement
Gen Fund
50,000 50,000
35th Street Park -
35th Street Park
Master Planning
Gen Fund 25,000
25,000
35th Street
Redevelopment
RCO, REET,
Bond, - 300,000
Landscape and Tree
Removal
Gen Fund
-
50,000
Dog Park
Improvements
RCO, REET,
Bond, 350,000 350,000
Hancock -
Neighborhood Park 555,556 555,556
General (New Parks) -
Westide Park Dev.1,000,000 1,000,000
Land/Park Aquisiton
Opportunity Fund
RCO, REET,
Bond, 50,000 50,000 50,000 50,000 50,000 50,000 300,000 5,000,000
Subtotal Unfunded 50,000 105,000 3,084,841 500,000 50,000 2,375,000 6,164,841 6,500,000
Total Projects 479,450 465,900 3,099,841 515,000 65,000 2,390,000 7,015,191 6,500,000
December 16, 2024
37
Utilities
City utilities of wastewater, water, stormwater, and garbage collection are enterprise activities within
the city structure. Enterprise funds must operate on a cost neutral basis. This means that rates are set
to ensure that costs are covered. Part of covering costs, includes investment in capital infrastructure.
Typically, utilities are infrastructure intensive such as with the Water Treatment Facility, Wastewater
Treatment Plant, Compost Facility, and miles of pipe. Typically, the City adopts periodic updates to
utility plans and follows up with rate studies to ensure that funding meets projected expenses. The
rates are balanced with the needs to operate the system and invest in capital. The Capital investments
included in this Capital Facilities Plan is based on the investments included and funded from adopted
rates generated from rate studies.
Waste Collection Services
The City currently contracts with Olympic Disposal to provide waste collection services. A new contract
went into place in 2020 and expires in 2030. The new contract includes rates that upgraded equipment
and individual carts. The services include pickup of Trash, Recyclables, and Yard Waste. No specific
capital improvements are included in this plan at this time. However, the City may want to consider the
following topics concerning waste collections.
The City currently leases Big Bellies for downtown at a cost of approximately $25,000 per year.
This lease includes maintenance and capital. Additional Big Bellies may be helpful in controlling
trash overflows as they include a solar operated trash compactor within them.
The end of Tyler Street at the foot of the Tyler Stairs is a problem area for waste collections. PT
Main Street and businesses often complain about the look and congestion of multiple cans. The
most effective solution would be to install a joint use trash compactor. This could be funded by
the City, Waste Connections, and the business owners. Typically they are funded by the
businesses. The cost for a compactor is on the order of $150,000.
The City has numerous garbage receptacles throughout town. These are unique and decorative
and developed by a local foundry. These cans will need to be replaced or rehabilitated at some
point. Staff estimates that there is at least 5 years of life remaining.
Jefferson County is currently going through the process of planning for an upgrade to the
existing transfer station on Jacob Miller Road or new transfer station at a different location. The
city is a large user of this station and thus, there may be a request for city participation in
funding the transfer station. This could come in a cash contribution or through our contracted
tipping rate fees.
Olympic Gravity Water System
December 16, 2024
38
The OGWS, supplied by surface water diversions on the Big Quilcene and Little Quilcene Rivers, is the
sole source of supply for the city of Port Townsend and the Port Townsend Paper Corporation. Thirty
miles of transmission pipeline deliver raw water to the city and paper mill via Lords Lake and City Lake
Reservoirs. The City of Port Townsend and paper mill have a historical partnership dating back to 1928
with the mill being responsible for the operation and maintenance of the diversions, reservoirs and
transmission system. Negotiations for a new 20-year water supply agreement in 2021 continued the
mill’s responsibility for the operation and maintenance of the system but established a cost of service
approach to funding operations and maintenance of the Olympic Gravity Water System as well as
funding capital replacement of the aging infrastructure. This arrangement is documented in a Water
Supply Agreement – 2021 (WSA) between the City and the Port Townsend Paper Corporation.
The 30-mile transmission pipeline is by far the largest
individual asset in the OGWS system and is
approaching its expected end of useful life.
Approximately one third of the pipeline is 94 years
old while the remaining pipeline is between 50-77
years old.
Assessing useful remaining life is critical for
budgeting and planning purposes. The first phase of
a comprehensive pipeline condition assessment is
currently underway to:
Evaluate the soil corrosivity
Condition of both butt and longitudinal
welds
Condition of the protective coating
Condition of the cathodic protection
systems.
This data will be used to help to inform the
replacement schedule of the steel pipeline as
outlined in the Capital Improvement Plan Section C
of the WSA and the additional needs for cathodic
protection improvements to reduce corrosion and
extend the life of the pipeline.
The WSA established raw water rates for a five-year
period beginning April 1, 2022. Rates are per
thousand gallons of usage is based on an analysis of
the cost of service over a 20-year period. Cost of
service includes a forward projection of operations,
maintenance, and capital costs. Annual revenue from
raw water consumption for the first five-year period
December 16, 2024
39
was estimated to be $4.5 million from the Mill and $450,000 from the city’s retail water system. The
rate model will be updated every five years to establish rates for the following five-year period. The
capital spending plan will be updated at the same time as the rate model. The rate model does not
contemplate that the city will issue any OGWS debt in the next 20 years and that any capital costs will be
paid from revenues received by the OGWS fund. In lieu of debt, the city will fund capital costs using the
capital sinking fund approach to build OGWS reserves to an amount sufficient to fund the capital costs
identified in the capital spending plan. The OGWS fund shall maintain a minimum balance of $2,000,000
to provide for emergency repairs.
December 16, 2024
40
Olympic Gravity Water System
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Lords Lake Dam
Rehab - 6403
Raw Water
Rates 400,000 1,745,000 2,145,000
Lords Lake - Pipeline
Improvements
Raw Water
Rates 200,000 2,550,000 2,750,000
Eaglemount
Raw Water
Rates 290,000 780,000 1,070,000
Snow Creek Break
Raw Water
Rates 233,500 233,500
1928 OGWS Pipeline -
6404.3
Raw Water
Rates 149,000 149,000
Pipeline Condition
Assessment - 6404.2
Raw Water
Rates 520,000 520,000
Control Valve
Building Replacement
Raw Water
Rates 123,500 123,500
Pipeline and
Appurtenances
Raw Water
Rates 35,000 35,000
Easement Survey
Marking (2042)
Raw Water
Rates - 96,882
Security and Faclities
Raw Water
Rates 30,320
Vegetation clearing -
contracted
Raw Water
Rates 100,000 100,000 223,728
Road maintenance
Raw Water
Rates - 81,195
(5 culverts per 5
years)
Raw Water
Rates 29,264 29,264 121,294
easement right
purchases (2051)
Raw Water
Rates 249,338 249,338
Air Valves and Boxes
(25)
Raw Water
Rates 146,322 146,322
Pipeline Condition
Assessment
Raw Water
Rates -
Cathodic Protection
Raw Water
Rates -
Replacement (1928)
Phase 1 (High
Raw Water
Rates 800,000 800,000 800,000 800,000 3,200,000 26,619,816
Replacement (1928)
Phase 2
Raw Water
Rates - 22,324,883
Install Drain Valve at
Woodsman Gulch
Raw Water
Rates 8,000 8,000
City Lake Fencing
Replacement (2041)
Raw Water
Rates - 187,756
Lords Lake Fencing
Replacement (2041)
Raw Water
Rates - 187,756
City Lake House and
Outbuildings (2036)
Raw Water
Rates - 982,182
Diversion House and
Buildings (2036)
Raw Water
Rates - 678,300
Equipment -
Implement
Replacement
Raw Water
Rates -
Truck Replacement
(3)
Raw Water
Rates 148,000 148,000
Subtotal Funded 2,229,320 5,250,586 808,000 1,049,338 800,000 800,000 10,906,924 51,503,792
Unfunded
Subtotal Unfunded - - - - - - - -
Total Projects 2,229,320 5,250,586 808,000 1,049,338 800,000 800,000 10,906,924 51,503,792
December 16, 2024
41
Water
Periodically, the City adopts a water system plan update outlining the condition of the existing system
and planning for the future consistent with the City’s Comprehensive Plan. In this plan, a capital
improvement plan is outlined to project for the capital needs of the system. The water system plan can
be viewed on the City’s website at https://cityofpt.us/citycouncil/page/city-plans. A general overview
of the water system is as follows:
An ultrafiltration membrane filtration system with chlorine disinfection treats raw surface water to
drinking standards. After treatment, a 5-million gallon reservoir and 1-million gallon standpipe provide
required storage while serving different elevations zones within the service area. The city maintains
approximately 110 miles of distribution pipelines delivering water to over 5100 service connections. In
addition, the city maintains over 756 fire hydrants and 1800 valves as part of the distribution system.
The priority for Water Distribution capital improvements during
this planning period will be the replacement of aging
distribution system waterlines. Funding will be significantly less
than what is ultimately needed for pipeline replacement at the
end of anticipated useful life. Focusing main replacement
activities on the sections of pipeline in the poorest condition
and on those that are known to have substantial leakage can
maintain the overall distribution system in a good serviceable
condition. Replacement of pipelines and service lines will also
be prioritized where street work is planned. The level street
improvements will impact the extent of utility improvements.
For example, a chip seal treatment is anticipated to last about
15 years, thus underground utility work would only be performed if the expected life of the pipe and
services lines is less than 15 years.
Water utility revenues fully support capital infrastructure and operations of water treatment and
distribution. Monthly base rates include a fixed operation and maintenance rate and a capital surcharge
based on meter size for water service inside City limits. The capital surcharge was adopted to pay for a
new water treatment facility and 5-million gallon reservoir, which cost more than $24 million. Water
service for customers outside the city limits is based on the same fees at a 20 percent higher rate. Utility
rates vary on income level, meter size, type of service and are based on usage per 1,000 gallons.
The city also charges a water system development charge (SDC). The one-time new customer SDC is
assessed based upon the customer’s fair and equitable share of the general water facilities. The SDC is
determined by multiplying the total number of equivalent residential units (ERUs) based on meter size
for the service(s) to be installed. The city may allow deferral of payment of SDCs for a private or public
nonprofit organization which is developing or constructing low-income single-family housing units for
low-income individuals or families.
The financial health of a utility may be judged by employing four financial viability tests including
operating cash reserves. Reserves must be greater than one eighth of annual operating expenses.
According to the DOH Financial Viability Manual, operating expenses do not include debt or capital
December 16, 2024
42
costs. The rate model shows the city expects to maintain a minimum of 60 days of operating expenses
each year over the 2019-2028 planning period.
Water Distribution and Treatment
Wastewater
The City of Port Townsends wastewater handling involves 3 distinct areas. 1. Collection system, all the
pump stations and pipes that transport sewage to the Treatment Plant. 2. The Wastewater Treatment
Plant where the sewage gets treated and made safe to put back into the environment. 3. This wholistic
system takes wastewater generated in Port Townsend and returns the bioproduct of solids to the land in
Port Townsend and the surrounding area rather than exporting waste outside of the area.
The wastewater system has been developed over time to comply with the Clean Water Act and
subsequent regulations to mitigate environmental impacts of wastewater. The City’s Wastewater liquid
stream is returned to the environment after being treated through an outfall to the Strait of Juan De
Fuca. In the last 25 years, the following studies have been conducted to inform capital investments in
the system.
2000 General Sewer Plan
2009 Southwest Basin Sewer Study
2012 Mill Road Lift Station Study
2019 Jacobs “Port Townsend Condition Assessment Summary Report” 9/11/2019
General Sewer Plan – Adopted 2024
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Replacements &
Upgrades
Rates
200,000 239,628 248,015 256,696 265,680 274,979 1,484,999 284,603
and Corrosion
Protection Rates 838,000 838,000
Water Meter
Replacement 407,000 405,750 405,750 405,750 405,750 2,030,000
Filter Membrane
Replacement Rates 350,000 350,000
Water System Plan
Update Rates 100,000 100,000 50,000
Subtotal Funded 1,445,000 645,378 1,003,765 762,446 671,430 274,979 4,802,999 334,603
Unfunded
Solar Roof at Water
Treatment Fac. Grant 750,000 750,000
Subtotal Unfunded -
- 750,000 - - - - 750,000 -
Total Projects 1,445,000 1,395,378 1,003,765 762,446 671,430 274,979 5,552,999 334,603
December 16, 2024
43
The City completed and adopted the sewer plan in 2024. This plan gives directions to the city for
updates to the sewer system for the next 20 years. Due to growth and changing regulations the
aeration ditches, that we currently operate at the treatment plant, will not be able to fulfill the needs of
treatment of the City’s sewer. This will be a major upgrade to the treatment system which will require
some land acquisition and major construction. This work is required to be done when the plant reaches
85% flow or BOD loading thereby mandating the start of planning for and designing an upgrade. For flow
that is projected to be 2038, for loading (BOD) that is projected to be 2029. This will also require us to
build additional clarifiers to handle the volume. At this time, rebuild the headworks building will be
undertaken. Staff does not see a need to change the office and lab facilities along with the current
dewatering equipment which is functioning well. Continuing proper maintenance extends the life for
the near future until the plant upgrade planning begins. Future upgrades to the chlorine contact basins
may be required to insure sufficient flow capacity to continue to disinfect properly before the effluent is
discharged back to the environment. These are all projects that will need to be done in the not-too-
distant future, but outside of the 6 year horizon. These projects could be moved to a closer date
depending on new regulations and the new Nutrient Reduction Permit that the Department of Ecology
implemented in 2023. This permit will be updated with new regulations in each new 5-year permit cycle,
and we will have to comply with the new regulations and limits when they come to us. Soon we are
going to be doing some maintenance work on our influent wet well and replacing our non-potable water
pumps. We will also look at different ways of operating our ditches and air delivery to them in order to
meet new regulations, until loading requires major upgrades. The City continues to work with Jacobs
Engineering, resource agencies, and Dearment of Ecology to come up with the best plan at the time for
upgrading our sewer outfall pipe.The updated plan also evaluated the collection system extensively and
recommended a number of sewer system capacity improvements as well as rehabilitation work on an
annual basis.
Kuhn St House:
Built in 1901 the Kuhn Street house known as the Wastewater Treatment Plant office building was an
old two-story home that has been converted to serve as office space. Major renovations include heat
pump replacement in 2019 and new roof was added in 2020. Outstanding repairs- Exterior decking
needs replaced along with siding is showing signs of rot. Carpet and windows are also showing their
age. The Kuhn St House is separated from the Wastewater Treatment Plant by a right of way. The right
December 16, 2024
44
of way cannot be vacated as it accesses a shoreline of the State. The City may want to consider selling
the Kuhn Street House as a source of capital for the sewer system and use the proceeds to purchase
land nearby for future expansions. This question will be evaluated as part of the General Sewer Plan
update.
Wastewater Collection
The city maintains more than seventy-seven miles of sanitary sewer lines, has 120 manholes, 6 lift
stations, and 3 emergency generators.
The City’s maintenance program is intended to avoid or minimize problems that can occur in the system
and to keep it running efficiently as possible. The city is responsible for the sewer main lines and the
business/homeowner are responsible for their sewer service line, or side sewer. This runs from the main
line connection to the residence/business. Annual Maintenance: Each year, the Public Works crews
clean approximately 2 ,miles of the City's sewer lines. Cleaning is typically performed in the winter and
on an as needed basis throughout the year. Some of the lines are cleaned more frequently to keep them
functioning properly. The sewer lines are cleaned with a cleaning nozzle that is propelled from one
maintenance hole to the next using water under high pressure (1,500 to 2,000 PSI). The nozzle is then
pulled back to the starting maintenance hole. As the nozzle is pulled back, water scours the inside of the
sewer pipe. Any debris in the pipe is pulled back with the water. The debris is removed from the
maintenance hole with a vacuum unit. If roots are found, they are cut with a root cutter. The city cleans
and root cuts any problem areas one to two times per year. City sewer lines requiring a higher level of
maintenance are cleaned annually or semi-annually. Much of the aging sewer lines are clay and are in
need of replacing or relining. Sewer pipe retrofits can be done by using in-situ cast in place liners if done
before the pipe collapses. The General Sewer Plan recommends annual investment in lining sewer
pipes. The General Sewer Plan rate study also includes the purchase of a camera system to provide
improved assessment of pipes that need to be prioritized for repair or replacement. The 6 year plan
includes repair of the Washington street damaged sewer pipe as well as the Water Street sewer
replacement. Additionally, upgrades to existing pipeline systems are planned to accommodate growth
in the Rainier area of the City along with the Mill Road Lift Station.
Wastewater Treatment
Our Current WWTP was constructed in the early 1990’s and as a tribute to its designers, the people who
built it, and the operators who have kept it going since, the facility has not had to have any major repairs
and except for a new chlorine storage tank, we have not had to replace any of the major components
that make up the Treatment Plant. It has done an exceptional job of living up to its design and potential,
however, it is really starting to show its age. As
pointed out in the Jacobs report and shows in the
2024 sewer plan there are some big areas of the Plant
that will need some attention very soon. When a
treatment plant is designed it is designed for a 20-
year life and we are currently beyond 30 years. One
pressing area we need to look at very soon is our
SCADA system, or electronic communication between
different pieces of equipment, as you can imagine
there have been a few changes in electronics since
December 16, 2024
45
1990 and new parts for our system are not being made, so we must look at the used market to get
repair parts for what we have. That market will end one day. Many of the original pumps and other
equipment are still in use today, yet they are operating on borrowed time. In the next 6 years, the
General Sewer Plan outlines a series of Wastewater Treatment Plant upgrades to extend the life of aging
equipment. Most of these upgrades are not the result of capacity upgrades as described above, but
simply replacing worn out equipment. Rehabilitation of the influent wetwell, replacement of the
Supervisory and Data Acquisition system, and replacement of pumps and motors are all planned in the
next 6 years.
Compost
The Composting Facility was constructed at the same time as the WWTP. It was designed as a way for
The City to manage its own bio-solids and be a place for Jefferson County to have the required place to
manage septage that gets pumped in Jefferson County. The Compost facility has seen a few upgrades
since it was built but it is also running on the original SCADA system and still has a lot of original
equipment that needs to be looked at getting replaced.
The Composting Facility where three waste streams (bio-solids, septage, and yard waste) are combined
to make an extremely useful and beneficial product that we are able to sell to the public and use in
many areas around the City.
Jefferson County Health Department (who issues our compost permit) is looking at options of managing
septage from Jefferson County. The County funded a preliminary study as to best options for the
Compost Facility to be able to accept and manage double, (8000 gallons per day) what it was originally
designed to do, (4000 gallons per day). The County, in cooperation with the City , has applied for a grant
December 16, 2024
46
to be able to do an engineering study to determine exactly the complete details of what it will take to
expand the current facility to manage this increase. Once a direction is determined the County can then
apply for additional funds to design and construct whatever additional infrastructure will be needed.
The City will be supplying some engineering staff time to manage the project as it progresses forward,
the major funding will come from the County for septage expansion.
Revenues for the Wastewater system are derived from rates. As an enterprise fund, the system must be
a self sustaining business unit. In 2024, the City Council adopted significant rate increases to address
wastewater capital needs as well as operations. This year’s capital facilities plan is significantly different
from past years based on the identified capital needs. The monthly sewer rate for 2025 is $71.60___
per ERU assuming 3,000 gallons or less per month. System development charges are also another
important revenue source. New connections to the system, pay $5,603 per ERU. A new System
Development Charge approach was adopted in 2024 to correlate home size to the charge amount to
incentivize smaller homes as follows and more attainable housing costs.
The following table illustrates a significant amount of funding already secured for capital projects. With
this level of funding, the rate model anticipated the need to issue low interest debt. Staff will be
evaluating various debt options in 2025 including the issuance of utility rate funded bonds.
House Size
Number of
Houses
Average
House Size
Number of
ERUs SDC
Up to 750 SF 141 598 SF 0.36 1,871$
751 - 1,500 SF 1,976 1,175 SF 0.70 3,676$
1,501 - 1,900 SF 993 1,681 SF 1.00 5,258$
1,901 - 2,600 SF 592 2,179 SF 1.30 6,819$
Larger Than 2,600 SF 190 3,200 SF 1.90 10,011$
Residential - Single Unit & Mobile Home
December 16, 2024
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Wastewater Treatment and Sewer Collections
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Annual Wastewater
Collections Rates 382,200 397,488 413,388 429,923 447,120 465,005 2,535,124 1,509,621
Annual Lift Station
Upgrades Rates 54,600 56,784 59,055 61,418 63,874 66,429 362,160
Wilson/Hocomb
Sewer Upsize Rates 1,331,500 829,000 2,160,500
Combined Stormwater
Sewer System Rates, Grant 256,810 2,821,250 3,078,060
Mill Road Lift Station Rates, Grant 3,420,000 2,880,000 6,300,000
Water Street Sewer
Repl.
Loan/Grant,
SDC 2,063,200 2,063,200
Collapsed Sewer
Replacement Rates 436,000 436,000
Howard St./S. Park Rates - 2,335,393
Sims Way/3rd/Gise Rates - 1,755,206
Monroe Lift Station Rates, Loan 1,115,500 3,494,400 2,271,360 6,881,260
New Outfall Rates, Loan 450,000 3,885,499 4,335,499
Headworksr
Rehabilitatoin 191,623 1,424,243 1,615,866 1,688,472
Clarifier #1 Rehab Rates, Loan 191,623 631,078 822,701 863,580
Clarifier #2 Rehab Rates, Loan 191,623 631,078 822,701 863,580
Non-Pot pump rebuild Rates 6,000 68,141 74,141
WWTP Near Term
Oxidation Ditches Rates, Loan 110,000 491,341 191,623 1,424,243 2,217,207 1,688,472
WWTP Electrical
Upgrades Rates 715,478 715,478
Compost Office Rates 60,000 267,000 327,000
ARC Flash study Rates 98,000 98,000
Kuhn Street land
purchase Rates 75,000 2,105,000 2,180,000
WWTP Influent
Wetwell Rates, Loan 301,000 1,934,440 2,235,440
WWTP SCADA
Update Rates, Loan 164,000 1,125,000 1,289,000
WWTP Compost
Solids Handling Rates 181,709 431,104 448,348 1,061,161
WWTP Compost
Solids Handling Tank Rates 311,438 153,544 159,868 40,880 42,515 708,245 135,022
Compost Office Rates 60,000 267,000 327,000
Compost Loader Rates 300,000 300,000
Compost Blower Repl. Rates 20,748 21,578 27,165 69,491
Compost Fire Hydrant Rates 327,600 327,600
Arc Flash Safety Rates 98,000 98,000
PW Shops Rates 30,000 69,200 99,200 4,109,813
-
Subtotal Funded 9,717,058 18,263,605 1,084,256 2,706,398 4,812,766 6,955,951 43,540,034 14,949,159
Unfunded
Lawrence Street
Combined Sewer Grant 2,821,250 2,821,250
Long-term collections Rates/Loan - 41,159,000
Long-term Lift
Stations Rates/Loan - 1,148,700
Long-term WWTP Rates/Loan -
Long-term Compost Rates/Loan - 809,000
Kuhn St. House
Siding and Windows Rates/Loan 60,000 60,000
Kuhn St. House Deck Rates/Loan 10,000 10,000
Subtotal Unfunded - 2,891,250 - - - - 2,891,250 43,116,700
Total Projects 9,717,058 21,154,855 1,084,256 2,706,398 4,812,766 6,955,951 46,431,284 58,065,859
December 16, 2024
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Stormwater
The City’s stormwater system consists of a combination of
stormwater collection pipes, roadside ditches, rain gardens,
stormwater drainage corridors, and storage facilities such as
Froggy Bottoms and Kah Tai Lagoon. A complete description of
the City’s stormwater system is included in the Stormwater
Management Plan adopted in 2019.
The City’s stormwater utility funds maintenance and operations of
the stormwater system and just a small amount of capital. Several investments have been made
recently utilizing economic development loans and grants. The Regional Stormwater Facility completed
in 2021 receives reimbursement funding as development occurs in the Rainier Subarea. The
reimbursements were established as mitigation fees by Ordinance 3267. The current rate for 2025 is
$22.01 per Equivalent Service Unit which equates to 3,000 sf of impervious area. These rates increase
annually according to the rate study completed in 2024. In addition
to adjustment of the monthly rates, the rate study in 2024 included
the addition of a stormwater System Development Charge of $1,470
and added an urban forestry fee of $0.50 per month per ERU.
Urban Forestry
Port Townsend has recently been awarded a $403,268.80 grant from the USDA Forest Service to create
the city’s first-ever Urban Forestry Plan and update its Tree Conservation Code. This initiative aims to
ensure that the city's growth—especially the development of affordable housing—is balanced with the
protection and expansion of its tree canopy, providing a healthier and more sustainable environment for
all residents.
Why Trees Matter: The Multifaceted Benefits of an Urban Forest
The trees and vegetation throughout Port Townsend make up the city’s Urban Forest, which provides a
wide range of benefits that directly improve the quality of life for everyone. These include:
Increased Property Value: Trees enhance the aesthetic appeal of the city and boost property
values.
Wind and Sound Barriers: Trees act as natural shields against strong winds and noise pollution.
Stormwater Management: Trees help manage stormwater, reducing runoff and improving
water quality.
Wildlife Habitat: Trees provide food and shelter for birds, insects, and other wildlife.
Environmental Impact: Trees help fight climate change by sequestering carbon, filtering the air
and water, mitigating heatwaves, and converting CO2 into oxygen.
December 16, 2024
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Ensuring Sustainable Growth and Equity
The goal of the Urban Forestry Plan is to guide Port Townsend’s growth in a way that is both
environmentally sustainable and equitable. As the city develops more affordable housing, it is important
to ensure that residents—especially those from low-income communities—have access to green spaces
and the many benefits that come with a healthy urban forest.
By including goals for the city’s tree canopy alongside new housing, the Urban Forestry Plan will help
create a more livable, sustainable, and resilient community for years to come.
Urban forestry fees will be used to support furthering the development of an urban forestry program
and the replacement and planting of trees to help mitigate the impacts of impervious surfaces on
stormwater.
The Stormwater System Development charge is based on impervious area to incentivize smaller
footprints of structures and impervious surfaces as follows.
Much of the stormwater investments are dedicated to the Streets and Collections maintenance efforts.
This crew addresses stormwater conveyance and storage through ditch maintenance and raingarden
creation. Work on this front is prioritized to accompany street maintenance work.
Beginning in 2029, the City anticipates becoming an NPDES Phase II community meaning the City will be
required to be permitted under the General Permit for Western Washington. Complying with these
permitting requirements will put additional strain on the stormwater utility. In 2023 a rate study and
plan for compliance with the General Permit will need to be performed in preparation for the first
NPDES permit cycle.
The following capital investments are based on estimates in the current rate study as well as emergency
stormwater repair needs. The currentwas adopted for 5 years and runs out in 2029. Unfunded
estimates of future water quality grants are included based on funding becoming available associated
with becoming an NPDES Phase II community.
Residential & Commercial
Impervious Area ESU SDC
Up to 1,500 SF 0.25 367.50$
1,501 to 2,500 SF 0.67 980.00$
2,501 to 3,500 SF 1.00 1,470.00$
Above 3,500 SF Formula Formula
ESU = Equivalent Service Unit
Formula: SDC = (Impervious Area. SF/3,000 SF) X $1,470
December 16, 2024
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Stormwater
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
General Stormwater
Capital (Annual) Rates 50,000 113,568 147,638 184,253 191,623 199,288 886,370 880,119
Pacific and Spruce Rates -
Lawrence/Storm
Sewer Separation Rates 56,250 1,810,546 1,866,796
Capacity projects
storm portion Rates/Grant -
Discovery Road Rates 100,055 100,055
16th Sheridan to
Landes Rates 257,954 257,954
Center Street Rates 472,446 472,446
Lawrence/Polk Rates 702,617 702,617
Basin Planning Rates 56,784 66,429 123,213
Capital Plan per Rate
Model to 2039 Rates - 2,200,000
Urban Forestry Rates 30,000 26,784
Share of PW Shops Rates
Emergency Storm
Repairs 2024/Logan Rates 40,000 52,820
-
Subtotal Funded 276,305 2,060,502 620,084 442,207 894,240 265,717 4,409,451 3,080,119
Unfunded
Placeholder for Water
Quality Imp. Grants, Rates 500,000 500,000 2,000,000
Lawrence Storm 1,373,628 1,373,628
Subtotal Unfunded - - 1,873,628 - - - 1,873,628 2,000,000
December 16, 2024
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Transportation
The City’s transportation system is one of the largest assets and liabilities in terms of infrastructure.
Streets, Trails, and public right of ways serve numerous public purposes. Port Townsend has established
values for right of way such as to support non-motorized interconnected networks through the non-
motorized plan, open space, tree preservation, in addition to traditional uses for utilities and streets.
The City’s right of ways comprise well over 1,100 acres of the City or nearly 2 square miles. The
condition of City streets are very poor due to the lack of investments dating back to Initiative 695 in
which transportation funding from the State was severely reduced.
The City developed a Comprehensive Streets Program intended to develop an investment strategy
balancing the demands for investments in the Streets and right of way networks. Note, that
unimproved trails are part of the City’s Parks Plan and are considered recreational assets even though
they are often used for transportation purposes. With the development of a Comprehensive Street
program, the City is pursuing funding sources with the goal of increasing revenues by $1.5 million.
Additional revenue for streets was realized with a public vote in favor of a Transportation Benefit
District 0.3% sales tax. The voters approved this measure with nearly 80% approval. This new revenue
is estimated at $1,000,000 per year which is slightly higher than originally projected. Given condition of
the City’s streets is very poor, this revenue will help the City claw back to a good state of repair.
The Transportation Section is broken down into four sections to define funding and how it is typically
allocated to streets.
Revenue for Streets Capital
The Transportation Benefit District yields approximately $1,000,000 of revenue per year. Revenues
disbursed by the State Department of Revenue are deposited in fund 111, entitled Transportation
Improvements Funded. These funds are then allocated to Streets Capital and Streets Operations for
various capital projects and street repair.
Real Estate Excise Tax (REET), can be used for capital only. REET is typically budgeted to support streets
and parks projects. Presently, about $675,000 is the annual average for revenue associated with REET.
A little over $510,000 is obligated to pay debt. This leaves approximately $165,000 per year to be
allocated to either General Captial or Streets Capital.
Grants make up approximate $1.5 million per year on average to fund street improvements.
Fee in lieu is results in revenues collected for transportation improvements that benefit the propertry
being developed. Fee in lieu is associated with development when the improvements required by code
make are better invested in locations serving both the property being developed and other properties.
Fee in lieu is most commonly associated with requirements to build sidewalk frontage. The following
table illustrates funds collected to date. These funds must be invested by the City within 5 years.
December 16, 2024
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Fee in lieu actuals and estimates
Streets Maintenance
The city maintains over 81 centerline miles of streets in the City Limits as outlined below.
City Streets (Excludes Fort Worden and Port, Includes Driveways in ROW): 98.18 Miles
City Streets (Excludes Fort Worden, Port & Driveways in ROW): 92.37 Miles
Paved Streets (Excludes Fort Worden and Port): 83.41 Miles
City Maintained Paved Streets (Excludes Fort Worden and Port): 77.85 Miles
Privately Maintained Paved Streets (Excludes Fort Worden and Port): 5.56 Miles
SR 20: 2.8 Miles
Gravel Streets (Excludes Fort Worden and Port, Includes Driveways in ROW): 14.77 Miles
City Maintained Gravel Streets (Excludes Fort Worden, Port & Driveways in ROW): 3.52 Miles
Total City Maintained Streets (Excludes Fort Worden, Port & Driveways in ROW): 81.37 Miles
Maintenance of City Streets is generally not classified as capital as it includes pavement patching,
vegetation control, striping, plowing, sweeping, signing, lighting and more. However, how the City
maintains a street impacts capital investments in terms of rebuilding streets and performing major
repairs which then become classified as capital and demand a much greater level of investment. The
figure below illustrates how costs go up significantly at about a 40% drop in street quality or condition.
Permit #/Location Date
Collected Type 2023 2024 2025 2026 2027 2028 2029 2030
Total (2025-
2030)
Fees Collected to Date -
SDP23-0111 4520
San Juan 9/3/2024 Sidewalk 9,600 9,600
SDP23-052 1288 21st
St 8/15/2024 Sidewalk 5,000 5,000
FEE24-002 1520
Logan St 8/8/2024 Sidewalk 8,500 8,500
-
-
Future Fees 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Total Revenue - 23,100 25,000 25,000 25,000 25,000 25,000 25,000 173,100
December 16, 2024
53
Typical Pavement Life Curve
One of the purposes of the Comprehensive Streets Program is to review how the City maintains streets
to lessen capital burdens later.
Presently all, street funding goes to the maintenance budget excluding a small portion going toward
debt service.
Capital purchases that will support streets maintenance includes equipment purchases such as a 10 CY
dump truck, a small roller for patching, and pavement hot box. These capital requests are in the 2023
budget proposal in the fleet section of the plan.
Pavement Rehabilitation and Preservation
Presently, the City does not have a sustainable funding program to
perform preventative work on streets. The only work done on
streets in the last few years has been associated with large grant
funded projects such as Discovery Road. Pavement preservation
includes practices such as chip seal, pavement overlays, shoulder
and drainage repair. Pavement rehabilitation means that the street
requires complete rebuilding or special treatments that are more
expensive than pavement preservation.
Street Improvements
December 16, 2024
54
Street improvements are defined as making improvements to the transportation system. These
improvements may improve mobility, facilitate ADA accessibility, improve safety, and address aesthetics
and stormwater runoff. The City is required by the State of Washington to submit annual a Six Year
Transportation Improvement Plan (STIP). Street improvements are identified in this plan in order to be
eligible for grant funding and to provide a long term outlook of the City’s transportation improvement
needs. The STIP can be used to establish transportation minor needs such as pavement preservation
and small improvements such as traffic calming in addition to larger road reconstruction projects such as
Discovery Road. The Council adopts the STIP every July and therefore, it is included in this plan by
reference.
The following table is a summary of all streets needs as adopted in the STIP and projected costs for
pavement rehabilitation and preservation.
Streets
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
2023 Banked Cap.
Street Repair
2023 Banked
Capacity 152,842 152,842
2022 Banked Cap.40,000
Discovery Road
Grants, REET,
Loan, Storm 292,444 292,444
Sidewalk Infill
Fee In Lieu,
TBD 75,000 75,000 75,000 75,000 75,000 75,000 450,000
Traffic Calming TBD 25,000 25,000
Hot Spot Pvmt TBD 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Trail - Larry Scott to
Fort Worden 120,000 130,000 250,000
Washington/Walker
Sidewalk Project 243,600 243,600
2025 Chip Seal
Project 434,618
Cohesive Investment
Strategy 170,000
Safety Action Plan
(Safe Streets for All)225,500
19th Streeet Safety
Project 138,000 700,000
Boatyard Expansion
Project 502,019
Improvements -
1140.0 179,592
Road/Sheridan/19th
Street Intersection 282,355
Tyler St Overlay 469,854
Subtotal Funded 3,450,824 1,005,000 175,000 175,000 175,000 175,000 2,013,886 -
Unfunded
Annual Rehab. and
Preservation
TBD, Prop. Tax,
Gen. Fund 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000 14,000,000
Six Year Trans. Imp.
Plan
Grants, Gen.
Fund,1,070,000 15,528,000 1,679,000 92,767,800 111,044,800
-
Subtotal Unfunded 1,570,000 500,000 500,000 16,028,000 2,179,000 93,267,800 114,044,800 14,000,000
Total Projects 5,020,824 1,505,000 675,000 16,203,000 2,354,000 93,442,800 116,058,686 14,000,000
December 16, 2024
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Fleet (Equipment Repair and Replacement)
In July 1974, the Port Townsend City Council adopted Ordinance 1712 to establish an Equipment Repair
and Replacement Fund (ER&R). The purpose of the fund is to maintain, repair & replace City vehicles
and auxiliary equipment. The fund charges the appropriate department/fund annually based on
expenses incurred two years prior for maintenance of equipment. The fund also charges depreciation
for equipment based on an estimated life and replacement value to replacement of vehicles. By using
the Equipment Rental Fund, the City developed an efficient, streamlined and coordinated method of
dealing with vehicles and large pieces of equipment.
When equipment is up for replacement or equipment repair costs become too high, the fund generally
has accumulated enough capital over its life to replace the equipment. Equipment may be purchased
earlier or later than initially scheduled due to the specific circumstance surrounding the equipment.
Equipment that is not replaced may incur additional repair expenditures, experience increased
breakdowns causing delays and become a safety issue for the City.
The City of Port Townsends Fleet Maintenance Division maintains over 100 pieces of equipment for ten
different departments. The Division provides multiple services including asset management, fleet
replacement planning and purchasing, vehicle specification, used vehicle sales and maintenance. Repair
work includes police cars, backhoes, dump trucks, pickups, mowers, portable equipment, welding and
metal fabrication. The Division also conducts repairs back-up generators at several facilities.
Replacement schedules for vehicles are influenced by industry standards, but are also based on other
variables. Vehicles are also evaluated in replacement based on classes of standard replacement, such
utility trucks (pickups) which are set up on a 15-year replacement schedule. The amount of replacement
dollars invested is tracked by fund in order to prevent mixing of utility and general funds.
In 2019, the City made a significant change to the replacement portion of the ER&R fund by removing
general fund vehicles from the replacement funding schedule. This move was made to save the General
Fund operating costs of paying for vehicle replacement. A full description of the change is included on
the City’s website at this City Council presentation link:
https://cityofpt.granicus.com/MetaViewer.php?view_id=4&clip_id=1803&meta_id=159039
Given, general fund (ie police, parks, engineering, planning, facilities) do not have replacement dollars in
the fund and are not saving for replacement, the City is in the process of restoring the ERR program for
these vehicles. In 2024, the process began restoring the program with year 1 of 5 equal installments as
outlined below. The 2025 budget includes the 2nd of 5 installments. This restoration process is utilizing
general fund reserves. Once all the installments have been made, purchase of general fund vehicle
replacements can begin. It is noted that some general fund vehicle replacements have occurred through
the ARPA funding. These vehicles are currently paying replacement and thus, the fifth installment may
be less to account for these replacements.
December 16, 2024
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Given the history of the fleet replacement policies, two tables have been created. The first table
represents fleet capital within the replacement program and the second table provides fleet needs for
departments outside of the fleet replacement program. It is noted that the replacement portion of the
ER&R fund does not have enough capital for upcoming replacement needs and thus includes an
unfunded section.
Vehicle Replacements Included in the ER&R fund
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Streets 71,261 92,194 32,443 195,898 489,000
Storm 450,000 92,194 20,993 563,187 869,000
Water Distribution 215,000 92,194 307,194 597,000
Biosolids 353,000 100,000 307,314 760,314 856,000
Wastewater
Treatment 41,311 41,311
Water Quality 90,000 90,000
OGWS - 104,000
Sewer Collections 92,194 31,489 123,683 784,000
Addint a Motorpool
Vehicles 35,000 35,000
Subtotal Funded 1,143,000 41,311 171,261 676,090 63,932 20,993 2,116,587 3,699,000
Unfunded
-
-
Subtotal Unfunded - - - - - - - -
Total Projects 1,143,000 41,311 171,261 676,090 63,932 20,993 2,116,587 3,699,000
December 16, 2024
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Fleet Needs with No Funding for Vehicles Outside of the ER&R fund
Information Technology
The purpose of the I.T. Equipment Rental & Replacement Fund (ITERRF) and the I.T. Operations &
Maintenance Fund (ITOMF) is to manage replacement and maintenance funds to ensure sufficient
monies are available when needed. The ITERRF and ITOMF are designated as Internal Service Funds with
three major functions. The Replacement function supports the process to provide for replacement of
assets. The Administration function supports asset and operations management. The operations
function supports maintenance and intergovernmental activities.
During the budget process, the Information Technology Services Department will establish reserves for
the replacement of assets.
1. Replacement charges are generally calculated based on the estimated cost of each equipment
category, its useful life, and the anticipated replacement value. Replacement rates are
sometimes adjusted for special purposes. Departments will be charged based on the number of
devices. A calculation model shall be used to track each individual asset and determine the
appropriate replacement charge.
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded -
(3) Police Admin
Vehicles
Reserves
120,000 120,000
Engineering
Eng. Reserves
35,000 35,000
-
Subtotal Funded 155,000 - - - - - 120,000 -
Unfunded
Police 820,451 114,752 35,631 368,777 190,842 1,530,453
Library 37,000 37,000 257,000
Parks 166,000 39,000 205,000 46,000
Facilities 55,000 55,000
Planning and Building 38,800 38,800
PW Admin 66,500 66,500
Engineering -
-
Subtotal Unfunded - 1,117,251 220,252 35,631 368,777 190,842 1,932,753 303,000
Total Projects 155,000 1,117,251 220,252 35,631 368,777 190,842 2,052,753 303,000
December 16, 2024
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2. Replacement rates may be adjusted when the useful life of an asset is changed, or the cost of
the replacement asset is significantly higher or lower than the norm.
3. Assets acquired for service by means other than purchase (e.g. lease) will have a replacement
rate established like a purchased asset and will require Finance approval for replacement at the
time of acquisition.
The Finance Department and Information Technology Services Department will establish rates for
various operational costs and services provided by the approved budget of the Information Technology
Services Department. The ITOMF will be used to account for operations and maintenance charges.
1. ITOMF maintenance rates will be established to recover 100% of the actual direct and indirect
costs (e.g. Salaries, operational expenses, etc.). Rates will be adjusted during the budget
process and mid-year review based on the fund balance if revenue exceeds or is below needs.
2. Each department will be charged based on the number of pieces of I.T. equipment assigned to
them in the ITERRF, along with an allocation for citywide shared equipment. The allocation will
be calculated by the model.
3. Each department will be charged based on the number of units of specific software assigned to
them in the ITERRF. The allocation will be calculated by the model. Charges for citywide shared
software will be included in the charges for assigned hardware.
December 16, 2024
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PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded 60,000 60,000 60,000 60,000 60,000 300,000
ERP Upgrade, 4-5 year
cycle IT-ERR 35,000 70,000 70,000 70,000 70,000 70,000 385,000
-
-
-
Subtotal Funded 35,000 130,000 130,000 130,000 130,000 130,000 685,000 -
Unfunded -
Secure WiFi; wiring &
access points for City Hall -
Chamber upgrades; big
screen, upgrade recording
equipment & cameras -
Modernize stairwell switch
room -
-
Subtotal Unfunded -$ - - - - - -
Total Projects -$ 35,000 130,000 130,000 130,000 685,000 -
December 16, 2024
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Housing, Economic Development, and the Environment
This section of the plan captures capital associated with infrastructure that is often part of a larger
community and regional program. These projects are often partnership projects and tend to address
the most pressing social issues a community faces based on local, state, national, and world wide
conditions.
The Funded list includes Evans Vista, Sims Gateway and Boatyard Expansion, Cherry Street-Carmel
Building housing project, golf course/Blaine Street parcel conceptual housing plan, and technology
upgrades for more timely permit processing.
Evans Vista is an area owned by the City southwest of Rainier Street and Sims Way that is intended to be
a demonstration project of mixed-use housing and commercial with a range of affordability pricing. This
project is both supported by the Comprehensive Plan Housing Element Implementation Strategy No. 8
and 9 as well as the Rainier Street Subarea Plan. In 2023 and 2024, the City used a County ARPA grant to
complete a Master Plan for the Evan Vista property for 319 new housing units and Pro Forma. In 2025,
funding will be used to publish a developer Request for Proposal and finish the subdivision approval.
The Sims Gateway and Boatyard Expansion will modify the Sims Gateway subarea to achieve several
goals: 1) improve electrical utility safety, 2) remove and replace nonnative tree species with a new
native tree standard 3) increase size of Port of Port Townsend boatyard thus expanding economic
opportunity. This project originates from the Comprehensive Plan’s Implementation Strategy, which
requires review and modification of existing subarea plans.
The City and the Homeward Bound Community Land Trust entered into an agreement to deliver
affordable housing with the refurbishment of the Carmel building that was barged from Victoria, B.C., in
2017 to be a demonstration project as encouraged in the Comprehensive Plan. The City took out an
$834,000 bond in 2018 to fund engineering, design, permitting, and pre-construction costs and then
authorized a loan to Homeward Bound with anticipated repayment funded partly by the rent of those
units. The project was plagued with unanticipated challenges and Homeward Bound agreed to exit the
project. The City subsequently authorized the transfer of ownership to another party, Bayside Housing,
to complete the project. Work was underway to proceed with the transfer, including advancing a
number of land use actions including but not limited to work on easements, right of way dedication and
permit review. Due to rising costs of construction and labor, Bayside Housing determined they were not
longer able to take the project on. Since that decision in June 2022, the City has been working through a
number of possible options and scenarios. Those were debuted at the City Council workshop on August
8, 2022. The City Council authorized demolition of the Carmel Building in October 2023 because the
cost of remodeling the building was too high to prove feasible and the building was removed in
December 2023. City staff continue to work with adjacent property owners to adjust property lines in
order to prepare the land for listing, marketing, and sale. City Council will evalaute all offers based on
price and density.
The City and Jefferson County are working together to consider a Urban Growth Area expansion to
include the existing Caswell Brown shelter property. If approved, sewer service would be available via
the Mill Road Lift Station project. See the wastewater section of this plan for the Mill Road Lift Station
project and how it supports Evans Vista and potentially Caswell Brown.
December 16, 2024
61
In 2025, the City will be required to conduct a Periodic Update of its Comprehensive Plan. In 2023, the
Department of Commerce provided a formulaic grant of $125,000 once the City can complete its
periodic checklist and scope of work. This will not be enough to complete the project. Additional money
through ARPA allocation was used to hire a limited term long-range planning position. The position
would assist with the Comprehensive Plan Update, managing grants, and would support housing policy
and other long range planning projects. The City also received a Middle Housing Grant of $50,000 to
make policy and code amendment recommendations as part of the 2025 Comprehensive Plan Update
that addresses middle housing initiatives aligning with HB 1110, which the City is not required to adopt,
but chooses to explore as part of its housing strategy.
Finally, in 2022 the City made investment to support technology upgrades to transition to paperless
permitting to enhance predictable timely processing, and to ensure predictability and capability during
the COVID-19 lockdowns and social distancing requirements. The City used ARPA funds to purchase Blue
Beam Revu licenses for staff to markup development documents as well as a laptop computer so that
the building inspector can update project records while in the field. Monitors to assist with digital review
were also purchased. In 2023, the City further improved permit processing by purchasing an Application
Programming Interface that merged Blue Beam markup with its Smartgov Permit database (where
workflow, documents, fees, and status are stored on a project that can be reviewed internally and to a
certain extent, externally. This automated some of the manual steps during project review. The funding
also was used for an inkjet printer so that the Building Inspector can post site notices on the fly without
returning to the office. The City’s Finance Department purchased Paygov so that applicants can pay for
permits by credit card online in the Smartgov database. In 2024, the City received a Paper to Digital
Department of Commerce grant in the amount of $60,000 to transition its hybrid digital permitting
system to fully digital. The remaining permit types to be transitioned are land use permit, such as
subdivisions, that often are the first step in the housing pipeline. The grant completion date is in 2025
and includes a suite of customer training videos that teach applicants how to complete and submit
permit applications.
The City is currently behind on its Shoreline Master Program Periodic Review that was due in 2021. The
City obtained a $222,890 Department of Ecology Shorelands Planning grant in order to complete the
plan, update the SMP consistent with SB 5290 changes in permitting timelines, and to speak with
stakeholders about sea level rise armoring downtown with specific emphasis on the Port’s boatyard and
waterwalk armoring, examining sea level risk target and protection levels. The work is intended to make
changes to regulations that enable the appropriate armoring solution based on engagement and
engineering analysis.
This plan includes the addition of an additional Downtown restroom facility to be funded with Lodging
Tax and Sewer funds in support of economic development. See the Facilities section of this plan for the
project.
The City has been awarded two significant U.S. Forest Service grants for planning and development of
the City’s urban tree canopy. The Urban & Community Forestry Future Grant will provide $403,269
towards the development of an Urban Forestry Plan and canopy assessment, an amended Tree
Conservation Ordinance and Engineering Design Standards, community engagement, plan
implementation activities for education and planting events with the Jefferson County WSU-extension.
December 16, 2024
62
The 2025 Budget includes one-time funding in the amount of $47,000 to update the Parks, Recreation,
and Open Space (PROS) plan, to adopt it as a an appendix to the Comprehensive Plan, and incorporate
into a new PROS element. The PROS plan is due for update n 2026; however, an update in alignment
with the 2025 Comprehensive Plan Periodic Update means the Plan would be valid for 10-years.
The City also received a $150,000 Climate Resiliency Grant through the Climate Commitment Act in
order to update the Multi-modal Transportation Plan into a new Active Transportation Plan and develop
a new climate resiliency element consistent with new requirements in HB 1181.
Finally, the City received a Connecting Housing through Infrastructure grant for $128,237 for the
Olympic Housing Trust (OHT) Dundee Hill townhouse project. This amount provides $58,055 to
reimburse the City for the SDC and utility connection deferrals authorized for the 5 units. The remainder
of the grant reimburses the developer, OHT, for the construction costs to install utilities.
The Unfunded list represents community and Council support for 2023 Strategic Workplan projects.
Though currently unfunded, this list represents potential budget impacts so that the City can seek
various revenue sources such as grants. The list also represents action items and projects identified in
the City’s Comprehensive Plan, subarea plans, and functional plans. Some of the projects have received
significant partner funding or are expected to leverage coordination with other entities. For example,
the North Olympic Development Council was awarded funding through the Puget Sound Partnership
from the EPA’s National Estuary Program for Phase 2: Municipal Level Climate Action Planning for the
North Olympic Peninsula. Building on the 2015 Climate Change Preparedness Plan for the North Olympic
Peninsula, this project will establish regional adaptation and mitigation goals for the North Olympic
Peninsula and develop specific climate action plans for local communities that integrate with the 2015
preparedness plan, local government Comprehensive and Shoreline Master Plans and other relevant
plans. The project was drafted October 2022. Of the $170,000 funding, Port Townsend was amongst
four other jurisdictions that received $18,000 for a sea level rise projection study. . This study will be a
critical resource to help identify and prioritize and fund future capital planning projects that improve sea
level rise resilience.
December 16, 2024
63
Housing, Economic Development and Environment
PROJECT NAME Source of
Funds 2025 2026 2027 2028 2029 2030
Total (2025-
2030)2031+
Funded
Evans Vista - Final
entitlements and RFP
marketing General fund 152,000
Cherry Street - Carmel
Building Bond 50,000 50,000
Middle Housing Grant Grant 25,000 25,000
Active Transportation Plan
Update - Climate element Grant 150,000 150,000
Shoreline Master Program
Update Grant 62,640 62,640
2025 Comprehensive Plan
Update
Grants, Gen
Fund 113,565 113,565
PROS Plan Update Gen Fund 47,000 47,000
CHIP - Dundee Hill
SDC/utility reimbursement
to City Grant 58,055 58,055
Urban Forestry Plan Grant 110,319 189,065 299,384
Tech. upgrades: Timely
permit processing ARPA, Grants 45,000 10,000 55,000 20,000
Subtotal Funded $ - 813,579 - - 199,065 - - 860,644 20,000
December 16, 2024
64
Housing, Economic Development and Environment
Unfunded -
Economic Development -
Thayer Street - Wash. to
Sims LID -
Review and Modify
subarea plans (CP Land
Use Element
Implementation Strategy
No. 6). Gen Fund -
Electric Vehicle Charging
stations Grants, LTAC -
Bikeshare and escooters Grants, LTAC -
Water walk - Urban
Waterfont Plan
Gen. Fund,
Grants 100,000 100,000 50,000
Childcare Facility
Resources -
EDC contract -
Facade Improvement
Grants -
Wayfinding and
interpretive heritage
signage improvements (CP
Econ. Dev Implementation
Strategy)250,000 250,000 25,000
Downtown Market Study in
conjunciton with Main
Street Program 100,000 100,000 100,000
Downtown Parking
Management Plan (CP
Economic Development
Implementation Stragey
No. 2)120,000 120,000
Creative District grants -
seasonal weekday public
produce market at old ferry
dock on Quincy Street 25,000 25,000 5,000
Parking structure feasiblity
study downtown - Urban
Waterfront Plan 200,000 200,000
Identify needs and
cumulative impacts of
private ferry proposals with
adequate parking 50,000 50,000
Place utilities underground
downtown.100,000 100,000
Environmental
Sea Level Rise Action
Plan
Grants, Gen
Fund 250,000 250,000
Work with Port to obtain
grand funding for
stormwater, flood, and
economic development
projects (CP Economic
Development Strategy)50,000 50,000 50,000
Climate Action Committee
Action Plan Support -
Marketing and
Coordination with other
entities (CP Economic
Development
Implementation Strategy
No. -
December 16, 2024
65
Housing, Economic Development and Environment
Environmental
Sea Level Rise Action
Plan
Grants, Gen
Fund 250,000 250,000
Work with Port to obtain
grand funding for
stormwater, flood, and
economic development
projects (CP Economic
Development Strategy)50,000 50,000 50,000
Climate Action Committee
Action Plan Support -
Marketing and
Coordination with other
entities (CP Economic
Development
Implementation Strategy
No. -
-
December 16, 2024
66
Housing, Economic Development and Environment
Impact Fees
If the City were to implement impact fees, RCW requires tracking of impact fees and annual reporting.
This section is a place holder in case impact fees are utilized in the future. An impact fee analysis was
provided to the City Council on in December of 2021 while adjustments were being made to the water
connection fees. The following table illustrates a comparison of impact fees to other cities. Impact fees
Housing -
Surplus City property for
affordable housing Gen Fund 50,000 50,000 100,000 300,000
affordable housing and
workforce with
infrastructure
grants, Gen
Fund 250,000 250,000 250,000 250,000 250,000 1,250,000 5,000,000
Establishment of up to two
Tax Increment Financing
Districts REET 500,000 500,000
Support a Community
Housing Land Trust (CP
Housing Element
Implementation Strategy
No. 4)
Gen Fund,
grants 100,000 100,000 200,000 300,000
Audit and adjust zoning
code, design standards
and fees to accomdate a
variety of housing types
(CP Housing Element
Implementation Strategy
No. 2)
Gen Fund,
grants 100,000 100,000 200,000 100,000
Update stock plans for
future building code
cycles, waive plan review
fee Gen Fund 15,000 15,000 30,000 100,000
Research and develop a
housing incentive program
for new development or
renovation of existing
buildings
Gen Fund,
grants 100,000 100,000 50,000
Explore public-private
renovation project for
Historic District upper
floors to accomodate
live/work housing
Gen fund,
grants 50,000 50,000 100,000 150,000
CHIP grant application,
Habitat Landes South and
Bayside Vince's Village
SDC/Utility reimburse grants 205,820 205,820
Open space density
transfers (transfer
development rights)
Gen fund,
grants 25,000 25,000 50,000 25,000
Subtotal Unfunded -$ 695,820 420,000 450,000 1,915,000 250,000 250,000 3,980,820 6,255,000
Total Projects -$ 1,509,399 420,000 450,000 2,114,065 250,000 250,000 4,841,464 6,275,000
December 16, 2024
67
can be a revenue source for growth related impacts to parks, transportation, fire, and school public
services.
Note, in 2024 the City updated System Development Charges for Water, Sewer and Storm to $5,603,
$5,258, and $1,407 respectively. This brings the City of Port Townsend to a total of $12,268. As
reported above, these fees are reduced to incentivize smaller housing and multifamily housing
consistent with the Comprehensive Plan Housing Policy 2.2.1 of the City to incentivize SDC’s for low and
moderate income housing builders.
Conclusion
This year’s Capital Facilities Plan provides an attempt to look at the city holistically over time from a
Capital improvement needs standpoint. The Capital Facilities Plan is a work in progress designed to
coordinate with the adoption of the annual capital budget. The process of adoption is an iterative
process to develop a comprehensive overview of capital needs in order to balance investments with
available resources (revenue and staffing) as well as priorities.
Util. System Dev. Charges Impact Fees
Water Sewer
Local Fac.
Charge Storm Transp. Fire Parks Schools Total
Olympia 4,433$ 9,860$ 6,418$ 1,440$ 3,662$ -$ 5,581$ 5,448$ 36,842$
Port Orchard 11,571$ 12,122$ 5,569$ -$ 4,977$ -$ -$ 1,371$ 35,609$
Mount Vernon 7,530$ 7,859$ -$ -$ 5,292$ -$ 855$ 9,421$ 30,957$
Bend, OR 5,857$ 5,223$ -$ -$ 8,543$ -$ 8,867$ -$ 28,490$
Poulsbo 4,802$ 10,965$ 1,323$ 5,324$ -$ 1,248$ -$ 23,661$
Sequim 8,184$ 7,548$ -$ -$ 2,491$ -$ 2,210$ -$ 20,433$
Lacy 5,449$ 8,143$ 6,083$ -$ -$ -$ -$ -$ 19,674$
Chelan 11,926$ 5,531$ 1,970$ -$ -$ -$ -$ -$ 19,427$
Wenatchee 600$ 3,710$ 6,389$ -$ 7,500$ -$ -$ -$ 18,199$
Bremerton 6,291$ 7,342$ -$ 1,510$ -$ -$ -$ -$ 15,143$
Port Townsend 4,494$ 3,758$ -$ -$ -$ -$ -$ -$ 8,252$
Leavenworth 3,899$ 2,620$ -$ 1,034$ -$ -$ -$ -$ 7,554$
Oak Harbor 3,081$ 1,680$ -$ -$ 907$ -$ -$ -$ 5,668$
Port Angeles 2,260$ 2,260$ -$ -$ -$ -$ -$ -$ 4,520$
If adjust for inflation at 3.2%
Port Townsend 2015 4,494$ 3,758$ 8,252$
Port Townsend 2022 5,603$ 4,685$ 10,288$
Notes:
Sequim include a 1.5 factor of facilities charges for outside the City Limts
Wenatchee Local Facilities Charge applies only to pipe installed by the City for Sewer. Transp. Impact Fee is for a specific region of the City
Chelan Local Facilities Charge depends on the location of connection
Olympia Local Facilities charge is for the regional system.
December 16, 2024
68
Appendices
Appendix A: 2025 Capital Project Budget Sheets
Appendix B: 2025-2030 Six Year Transportation Improvement Program
Cherry St. Property Disposition
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
3 Bond Funds 150,000$ 15,751 50,309 74,000 65,000 69,249 150,000
-
-
-
-
-
-
Total Revenue 150,000$ 15,751 50,309 74,000 65,000 69,249 - 150,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Expenditures
Design Engineering / Permitting
A -
A -
A -
A -
A -
Subtotal -$ -
Construction
B Professional Serv.145,000$ 25,891 65,641 63,000 50,993 139,884
B KD&S 2,244 -
B Demo 46,920 -
B Fence Rental 1,414 1,414
B Misc -
Subtotal 145,000$ - -
Project Management -
C Engineering Serv 5,000$ 5,453 1,025 4,000 2,000 1,249 8,702
C -
C -
C -
Subtotal 5,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Bond fund - not eligible -
Total Expense 150,000$ 32,758 50,189 69,641 65,000 52,242 - 150,000
The City is in the process of reconciling the Cherry Street housing project that did not pencil out. This project involves generally
preparing the property for disposition.
USDA USF
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 301 Washington State DNR Community Forestry Assistance Grant 349,350$ 116,450 232,900 349,350
- -
-
-
-
Total Revenue 349,350$ - - 116,450 232,900 349,350
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Community Engagement 16,750$ 5,583 11,167 16,750
A Tree Inventory 15,000$ 5,000 10,000 15,000
A Consultant Assistance 67,500$ 22,500 45,000 67,500
A -
-
Subtotal 99,250$ - -
Construction / Supplies -
B Tree Planting 218,100$ 72,700 145,400 218,100
B -
B -
B -
B -
Subtotal 218,100$ - -
Project Management -
C Admin 32,000$ 10,667 21,333 32,000
C Consultants -
C -
C -
Subtotal 32,000$ -
D Project Contingency -
-$ -
Eligible for 1% for the Arts -
Grant -$ -
-
Total Expense 349,350$ - - 116,450 232,900 349,350
Sather park and Bishop Canyon are the beneficiearies of a Department of Natural Resources Grant. This
project aims to remove invasive species from Bishop park (passive) and planting of new trees in both
Sather Park and Bishop Park over the next three years. Grant will be managed by the Parks Department.
New Restroom Downtown
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Lodging Tax 250,000$ 95,000 155,000 250,000
4 Sewer Operating 250,000$ 250,000 - 250,000
-
-
-
-
-
Total Revenue 500,000$ - - - - 345,000 155,000 500,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Architectural 75,000$ 75,000 75,000
Property Purchase 100,000$ 100,000 100,000
-
-
-
Subtotal 175,000$ -
Construction
Construction 305,000$ 305,000 305,000
-
-
-
-
Subtotal 305,000$ -
Project Management
Staff Admin 17,500$ 10,000 7,500 17,500
-
-
-
Subtotal 17,500$ -
Project Contingency -
-
Eligible for 1% for the Arts 2,500$ 2,500 2,500
-
-
Total Expense 500,000$ - - - - 185,000 315,000 500,000
Additional public restrooms downtown have been discussed for a number of years. In particular, a restroom facility toward the Ferry Terminal
would nicely compliment the existing Cotton Building Restrooms. Funding of restrooms is a shared between Lodging Tax dollars and Sewer Fund
resources. The sewer fund is able to contribute to restrooms to support public health and sanitation, while lodging tax recognizes the tourism
benefits of public restrooms.
Affordable Housing
Project Description
Revenue Project Budget Revised Budget
9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 State Affordable Housing Grant 1,372,000 1,372,000 26,695 26,695
4 City Funds Affordable Housing funds 43,500 - -
1 Jefferson County ARPA 507,000 500,000 500,000 500,000
4 City General Funds (Abatement and Mowing)100,000 162,951 162,951 162,951
4 City General Funds Transfer In 2025 115,000 115,000 115,000
1 Federal Grant for Sewer (EPA)2,500,000 - 252,000 -
1 State Utility Grant (CHIP) for Sewer 1,700,000 - 252,000 -
4 Sewer SDC (Fund 495)150,000 - 80,000 -
6 Jefferson County Health 7,000 7,000 7,000
Total Revenue 6,372,500$ 2,149,951$ 696,646 - 584,000 - 115,000 - 804,646
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Land Purchase / Permitting / Design
A Land Purchase 1,372,000$ 1,372,000$ -
A Planning and Permitting 500,000$ 475,107$ 452,712 6,597 100,000 22,395 475,107
A Cultural resources 43,500$ 36,491$ 36,461 36,461
S Mill Road Lift Station 504,000$ -$ 504,000 - -
Marketing 151,557$ 45,000 106,557 151,557
Subtotal 2,419,500$ 2,035,155$ - -
Construction -
B Cleanup 25,000$ 41,326$ 19,607 15,430 - 19,607
B Mowing 75,000$ 49,859$ 49,859 49,859
Garbage 6,069$ 6,421 368 6,421
V Sewer Lift Station and Force main 3,150,000$ -$ -
V Construction engineering 546,000$ -$ -
Subtotal 3,796,000$ 97,254$ - -
Project Management/Design Engineering -
C 7,000$ 7,000$ 3,297 3,703 7,000
X -
Y 150,000$ -$ 80,000 -
Miscelaneous 10,533$ 10,533 10,533
Subtotal 157,000$ 17,533$ -
D Project Contingency -
-
Eligible for 1% for the Arts -$ -$ -
Not eligible - Grants and Utilities -
Total Expense 6,372,500$ 2,149,942$ 578,889 22,395 684,000 67,395 110,260 - 756,544
The City received two grants for affordable housing in 2021 from the State Department of Commerce. An additional Federal Grant
was received for sewer infrastructure. The funding is directed to create land available for affordable housing through acquisition
of property and the construction of sewer infrastructure to support full development of the land. The project has been master
planned and will provide over 300 housing units serving a range of income levels. The sewer portion of this project is included on
a separate capital sheet entitled the "Mill Road Lift Station".
Kah Tai Restrooms and Care Taker Facility
Project Description
Revenue Project Budget Revised Project
Budget 9/24
Prior Year
Revenues
2024 Actual year
to date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 2023 Banked Capacity 40,000$ 40,000$ 40,000 40,000 40,000
1 ARPA 12,150$ 12,150 12,150 12,150
1 RCO Grant (Unsecured) - No match required 90,000$ -$ -
1 General Fund Transfer In 35,000$ 75,000$ 75,000 - 75,000
-
- -
- -
Total Revenue 165,000$ 127,150$ 40,000 - 52,150 12,150 75,000 - 127,150
Expense Prior Year
Expenditures
2024 Actual year
to date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting -
A -
A Plumbing Permit 10,000$ 171$ 171 171
A Demo Permit -
A -
A -
Subtotal 10,000$ 171$ - -
Construction -
B Phase 1 - care taker site 60,000$ 52,069$ 29,101 22,967 22,967 52,068
B 90,000$ -
B Phase III (restroom repairs)75,000$ 75,000 75,000
B -
B -
Subtotal 150,000$ 127,069$ - -
Project Management -
C 5,000$ -
C -
C -
C -
Subtotal 5,000$ -$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Repair work and grants -
Total Expense 165,000$ 127,240$ 29,272 22,967 - 22,967 75,000 - 127,239
The existing Kah Tai restrooms were originally constructed with grant funding from RCO. The restrooms have fallen into disrepair and have suffered
severe vandalism over the years. As a result, the restrooms have been closed for a number of years. The City desires to re-open the restrooms
and establish an RV caretaker site to minimize the effects of vandalism. RCO funding was not received and thus the City is utilizing General Fund
reserves to complete the project.
Library Windows & Restrooms
Project Description
Revenue Project Budget Revised Project
Budget 9/23
Revised Project
Budget 9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
3 Bond Fund - Windows 62,209$ 62,209$ -$ - -
4 Real Estate Excise Tax - Windows 7,791$ 7,000$ -$ - -
1 Federal Grant (ARPA) - Windows 100,000$ 100,000$ 76,987$ `76,987 76,987 76,987
1 DOC (added in 2024) - Windows 167,810$ 167,810$ 79,142$ 79,142 79,142 79,142
3 Bond Fund - Restrooms 33,000$ 33,000$ -$ -
1 DOC Phase II Grant 80,000$ 80,000 80,000
1 General Fund Transfer In 80,000$ 80,000 80,000
Total Revenue 370,810$ 370,019$ 316,128$ - 156,128 - 156,129 160,000 - 316,129
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting 0
A -
A -
A -
A -
A -
Subtotal -$ -$ -$ - -
Construction -
B Windows 167,500$ 79,097$ 79,098$ 79,098 79,098 - 79,098
B Restrooms 30,500$ 95,209$ 79,186$ 56,275 22,911 22,911 - 79,186
B Phase II remaining grant 155,000$ 155,000 155,000
B -
-
Subtotal 198,000$ 174,306$ 313,284$ -
Project Management
C Windows 2,500$ 5,000$ 715$ 197 518 518 715
C Restrooms 2,500$ 5,000$ 106$ 106 106
C -
Phase II remaining grant 2,023$ 2,023 2,023
Subtotal 5,000$ 10,000$ 2,844$ -
D Project Contingency 25,000$ -
-
Eligible for 1% for the Arts N/A -
Repair work and partial grant -
- -
Total Expense 203,000$ 184,306$ 316,128$ 56,578 102,527 - 102,527 157,023 - 316,128
The 1989 addition to the Port Townsend Library has windows with frames that are beginning to rot due to moisture intrusion and window failure. This
project replaces the windows for this portion of the library. The source of funds for this project are bond revenues as well as American Rescue Plan Act
funds as well as a Department of Commerce Grant. This project also rehabilitates the outdated bathrooms. Additional funds from the grant will be used
in 2025 to make other upgrades to improve the longevity of this building.
Parks 22 Banked Capacity
Project Description
Revenue Project Budget Revised Project
Budget 9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Banked Capacity 100,000 - 91,000 191,000
4 Kitchen Shelter 100,000$ 117,697 -
4 Kiosks Signs 61,000$ 52,334 - -
4 Bishop Playground 30,000$ 29,969 - -
6 Donations - Kitchen Shelter 50,000$ 50,000 127,327 127,327
-
-
Total Revenue 241,000$ 250,000$ 100,000 - - 218,327 - - 318,327
Expense Prior Year
Expenditures
2024 Actual year
to date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A bishop permit 3,000$ 854 2,146 3,000
A -
A -
A -
-
Subtotal -$ 3,000$ -
Construction
B Kitchen Shelter 150,000$ 161,165$ 10,246 714 135,000 20,000 130,919 161,165
B Kiosks Signs 59,000$ 52,334$ 52,334 11,485 52,334
B Bishop Playground 28,500$ 29,969$ 29,969 (2,019) 29,969
B -
B -
Subtotal 237,500$ 243,468$ -
Project Management
C Kitchen Shelter 2,000$ 3,000$ 386 614 1,500 1,114 3,000
C Kiosks Signs 1,000$ 106$ 106 500 106
C Bishop Playground 500$ 426$ 426 - 426
C -
Subtotal 3,500$ 3,532$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Bank Capacity Agreement does not allow for art contribution -
-
Total Expense 241,000$ 250,000$ 94,320 714 145,580 21,500 134,179 - 249,999
The City Council allocated funding to several parks project as part of the 2022 Banked Capacity (property tax). The projects include
reconstruction of the Kitchen Shelter at Chetzemoka Park, installation of Kiosks at the City Parks and install trail signs identifying the right of
way, and installation of a new swing set at Bishop Park. A donation dedicated to Chetzemoka Park also will be applied to the kitchen shelter
reconstruction.
Pink House & Pope Marine
Revenue Project Budget Revised Budget
9/23
Revised Budget
9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 ARPA (Initial Allocation) (103-)100,000$ 100,000$ 22,368$ 95,307 13,358 13,358
1 Pink House 5,177 5,177
1 Pope Marine 3,833 1,228 3,833
6 Friends of Library 65,000$ 65,000 65,000
3 Bond -$ -
1 Future Grant 205,000$ 40,000$ -
4 General Fund Transfer In -
4 Real Estate Excise Tax 175,000$ 175,000 175,000
Total Revenue 305,000$ 140,000$ 262,368$ 9,010 1,228 95,307 13,358 240,000 - 262,368
Expense Prior Year
Expenditures
2024 Actual year
to date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Terrapin Contract $12,000 -
Pink House 35,000$ 12,000$ 22,368$ 5,715 2,949 7,489 13,256 18,971
Pope Marine 3,398 2,697 (182) - 3,398
Pink House -
Permit Pope Marine 1,228 -
Subtotal 35,000$ 12,000$ 22,368$ -
-
Construction -
Pink House 250,000$ 86,500$ 188,000$ 86,500 - 188,000 188,000
Pope Marine 40,000$ 50,000$ 50,000 50,000
Miscelaneous Pink House -
Miscelaneous Pope Marine -
-
Subtotal 250,000$ 126,500$ 238,000$ - -
Project Management -
Enigeering Administration 20,000$ 1,500$ 2,000$ 1,500 500 1,500 2,000
-
-
Subtotal 20,000$ 1,500$ 2,000$ -
-
Project Contingency -
-
Eligible for 1% for the Arts N/A -
Repair work and grant funding -
Total Expense 305,000$ 140,000$ 262,368$ 9,112 6,874 95,307 13,756 239,500 - 262,368
The Charles Pink House and Pope Marine buildings are suffering severe exterior deterioration in the siding and trim. The City has evaluated the repair
costs and will be making repairs to the degree that funding is available. This budget transfers revenues from ARPA to REET.
Public Works Shops
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024
Budget
2024
Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water Distribution 411-403 30,000$ 30,000 30,000
4 WW Collections 411-405 30,000$ 30,000 30,000
4 Storm 412-30,000$ 30,000 30,000
4 Streets 110 30,000$ 30,000 30,000
4 Fleet 510 30,000$ 30,000 30,000
4 Facilities 199-091 30,000$ 30,000 30,000
4 Parks 199-132 30,000$ 30,000 30,000
-
Total Revenue 210,000$ - - - - 210,000 - 210,000
Expense Prior Year
Expenditures
2024 Actual 2024
Budget
2024
Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
Schematic Design Consultant 200,000$ 200,000 200,000
-
-
-
Subtotal 200,000$ -
Construction
-
-
-
-
-
Subtotal -$ -
Project Management
Staff support and management 10,000$ -
-
-
-
Subtotal 10,000$ 10,000$ 10,000
Project Contingency -
-
Eligible for 1% for the Arts N/A - design study -
-
Total Expense 210,000$ - - - - 210,000 - 210,000
The existing PW shops located on Beech St. houses the Public Works Department divisions of fleet maintenance, streets, wasteawter collections, storm
water collections, and water distribution crews. In addition, the parks maintenance and facilities maintenance divisions do not have adequate shops with
parks based out of the old water barn on Harrison Street and the offices locatd at Mountain View. This current Beech street site consists of older
portable units that have reached their useful life expectancy and is undersized for such a large crew. The site is also located in the middle of a
residential neighborhood and the property could be better suited for housing. This first step in this project will be to hire a consultant to develop a
schematic design towards building a new Muncipal Service Center adjacent to our Water Quality site. Funds for this project will be split between the
seven departments that will operate out of this facility.
Skate Park Lighting Project
Project Description
Revenue Project Budget Revised
Project
Budget 9/24
Prior Year
Revenues
2024 Actual 2024
Budget
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 General Fund Transfer In 40,000$ 40,000 40,000
6 Parks Donation 19,000$ 19,000 19,000
-
-
-
Total Revenue -$ 59,000$ - - - 59,000 - - 59,000
Expense Prior Year
Expenditures
2024 Actual 2024
Budget
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting -
Schematic Design and engineering 5,000$ 5,000 5,000
Permit 1,000$ 1,000 1,000
-
-
-
Subtotal -$ 6,000$ -
Construction
Installation 22,000$ 22,000 22,000
Materials - solar lights 29,000$ 29,000 - 29,000
-
-
-
Subtotal 51,000$ -
Project Management
engineering services 1,600$ 1,600 1,600
-
-
-
1,600$ -
Project Contingency -
-
Eligible for 1% for the Arts Yes -
For city funds only 400$ 400 400
-
-
Total Expense -$ 59,000$ - - - 35,000 24,000 - 59,000
In 2024 with the recommendation from PRTTAB, and approval by the City Council along with
fund raising from the community, installation solar lighting at the Skate Park will occur.
Council accepted a gofund me donation in the amount in the amount of $19k from local
community members. Lighting of the skate park is referenced in the PROS Plan as a need for
more night time acitvities for the youth of Port Townsend.
19th Street Safety Project
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 HSIP Grant (Federal)763,000$ 113,000 650,000 763,000
1 Transportation Improvements Funded (TBD)75,000$ 25,000 50,000 75,000
-
-
-
-
-
Total Revenue 838,000$ - - - - 138,000 700,000 838,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Consultant 113,000$ 113,000 113,000
-
-
-
-
Subtotal 113,000$ -
Construction
Construction Contract 587,000$ 587,000 587,000
CN Engineering 88,000$ 88,000 88,000
-
-
-
Subtotal 675,000$ -
Project Management
Eng Interfund 50,000$ 25,000 25,000 50,000
-
-
-
Subtotal 50,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
-
Total Expense 838,000$ - - - - 138,000 700,000 838,000
19th Street is a main corridor fo pedestrians, bicyclists, and motorists. The corridor connects the Mountain
View Campus, Golf Course, Salish Coast School as well as crosses the valley separating Castle Hill from
Uptown. The existing rodaway configuration is a large open street which induces high vehicle speeds. About
half of the corridor has sidewalks. This project will enahnce pedestrian safety by installing sidewalks between
Landes and the existing sidewalk near San Juan. It will also include traffic claming and enhanced crossings.
This project is funded through the State Highway Safety Improvement Program and reflects improvements
needed in the City's Local Road Safety Plan.
2022 Banked Capacity - 1000.1 (Pacific Avenue), 1000.2 (9th Street Sidewalk), 1000.3 (ADA Ramps)
Project Description
Revenue Project Budget Project Budget
10/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Banked Capacity 414,000$ 404,000$ 110,000 304,000 414,000
4 Water SDC (495)75,000$ -$ -
4 Sewer SDC (495)60,000$ -$ -
4 Stormwater (412)40,000$ 40,000$ 40,000 40,000
-
-
-
Total Revenue 589,000$ 444,000$ 110,000 - - 304,000 40,000 - 454,000
Expense Prior Year
Expenditures
2024 Actual
to Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 9th, Blaine 50,000$ 50,000$ 18,353 12,118 50,000 25,000 6,647 50,000
Design Pacific -
-
-
-
Subtotal 50,000$ 50,000$ - -
Construction -
B 9th St, and Blaine 293,309$ 282,000$ - 275,264 282,000 282,000
Pacific 60,000$ 60,000$ - 30,000 60,000 60,000
49,000$ -$ - 49,000 -
31,000$ -$ - 31,000 -
-
Subtotal 433,309$ 342,000$ - -
Project Management -
C 9th St, and Blaine 32,000$ 32,000$ 3,126 4,627 17,000 10,000 18,874 32,000
Pacific 15,000$ 20,000$ 7,702 3,222 5,000 7,298 20,000
11,000$ -$ 6,000 -
9,000$ -$ 8,000 -
Subtotal 67,000$ 52,000$ -
D Project Contingency 38,691$ 38,691 -
-
Eligible for 1% for the Arts -
Banked Capacity Agreement Does not allow for art contributionNo -
-
Total Expense 589,000$ 444,000$ 29,180 16,745 508,177 40,000 374,820 - 444,000
The City Council authorized expenditure of 2022 banked capacity (property tax) revenue for parks and streets projects. The Street projects in this
budget include construction of sidewalks on 9th Street between Hancock and McPherson, ADA improvements at Mountain View on Blaine Street, ADA
improvements at the intersection of Lawrence and Tyler Street, and paving of Milo Street, a portion of the Valley Trail.
2023 Banked Capacity Street Repair Projects - 1000.4
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual To
date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Banked Capacity 868,000$ 868,000 868,000
4 Stormwater 251,970$ 34,128 19,320 125,985 65,000 152,842 251,970
-
-
-
-
-
Total Revenue 1,119,970$ 902,128 19,320 125,985 65,000 152,842 - 1,119,970
Expense Prior Year
Expenditures
2024 Actual To
date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A In-house engineering Street - -
Storm - -
-
-
-
Subtotal -$ - -
Construction -
B Street 819,702$ 142,839 737,800 125,000$ 551,862 819,702
Storm 107,075$ 36,438 188,977 50,000 57,075 107,075
Water -
-
-
Subtotal 926,777$ - - -
Project Management -
C Street (25%)48,298$ 5,534 130,200 5,000 37,764 48,298
Storm (75%)144,895$ 16,603 62,993 15,000 113,292 144,895
-
-
Subtotal 193,193$ 11,398 - -
D Project Contingency -
-
Eligible for 1% for the Arts -
Banked Capacity does not allow for art contribution -
-
Total Expense 1,119,970$ 164,976 47,836 1,119,970 195,000 759,994 - 1,119,970
The City proposes to invest up to 868,000 of banked capacity (property tax) into repair of streets. This project will include a number of stormwater
management improvements prior to applying repair treatment to the street.
2025 Active Transportation Project (Traffic Calming and Sidwalks)
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 TIF - Traffic Calming 111 25,000$ 25,000 25,000
4 TIF - Pedestrian Safety - Sidewalks 111 50,000$ 50,000 50,000
4 Fee in lieu for Sidewalk Construction 111 25,000$ 25,000 25,000
-
-
-
-
Total Revenue 100,000$ - - 100,000 - 100,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
In house traffic calming Engineering 5,000$ 5,000 5,000
In house Sidewalk Design Engineering 15,000$ 15,000 15,000
-
-
-
Subtotal 20,000$ -
Construction
Traffic calming Infrastructure 15,000$ 15,000 15,000
Sidewalk Construction 50,000$ 50,000 50,000
-
-
-
Subtotal 65,000$ -
Project Management
Traffic Calming Guide Book 10,000$ 10,000 10,000
Admin 5,000$ 5,000 5,000
-
-
Subtotal 15,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
N/A given funding is from TBD and fee in lieu -
Total Expense 100,000$ - - 100,000 - 100,000
The voter enacted Transportation Benefit District sales tax of 0.3% funding includes approximately $25,000 for traffic calming and approximately $50,000 for pedestrian safety. Additionally,
the City fee in lieu collections for sidewalk are lumped into this project with the goal of connecting the city's sidewalk network and providing improved comfort for non-motorized users.
2025 Chip Seal Project
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Transportation Improvement Funded (TBD)170,000$ 170,000 170,000
- -
- -
1 TIB APP Grant Application - Chip Seal 264,618$ 264,618 264,618
- -
- -
- -
Total Revenue 434,618$ - - - - 434,618 - 434,618
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
In-house Engineering - TIB Grant 15,000$ 15,000 15,000
- -
- -
- -
- -
Subtotal 15,000$ -
Construction
Contract - TIB Grant 264,618$ 264,618 264,618
Match 140,000$ 140,000 140,000
- -
-
- -
Subtotal 404,618$
Project Management
Administration - TIB Grant 15,000$ 15,000 15,000
- -
- -
-
Subtotal 15,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -$ -
-
-
Total Expense 434,618$ - - - - 434,618 - 434,618
Every other year, funds from the Transportation Benefit District will go to pavement preservation in order to extend the life of the City streets. Pavement preservation usually consists of Chip Seal or
Overlays along with spot repairs. 2025 will be the first year of a implementing a pavement preservation project since the beginning of the Transportation Benefit District in 2024. The City received a TIB
grant to support this effort in 2024.
Discovery Road
Project Description
Revenue Project Budget Revised Project
Budget 7/23
Revised Project
Budget 9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Transportation Improvement Board - State Grant (UAP)2,629,618$ 2,493,288$ 2,709,868$ 477,909 1,252,128 2,065,077 2,003,515 228,444 2,709,868
1 Washington State Department Of Transportation 1,442,082$ 1,442,082$ 1,442,082$ 38,420 1,328,120 1,367,082 1,403,662 1,442,082
1 Federal Grant Funds STP 621,515$ 621,515$ 621,515$ 617,190 617,190
4 Local - Street Funds 270,000$ 363,693$ 363,693$ 101,538 11,439 68,693 262,155 363,693
1 Transportation Infrastructure Funded (TBD 111)-$ -$ 202,000$ 138,000 64,000 202,000
4 Water (495)240,000$ 234,263$ 241,202$ 47,047 94,213 100,649 194,155 241,202
4 Sewer (495)115,000$ 75,831$ 85,702$ 19,460 38,449 (6,555) 66,242 85,702
4 Storm (412)250,000$ 342,680$ 402,680$ 302,625 777 342,680 100,055 402,680
6 Misc.2,413 2,413
Total Revenue 5,568,215$ 5,573,352$ 6,068,742$ 1,606,602 2,725,126 3,937,626 4,167,784 292,444 - 6,066,830
Expense
Project Budget
Revised Project
Budget 7/23
Revised Project
Budget 9/24 Prior Year Expenditures
Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
A Street 755,854$ 608,387$ 613,387$ 678,581$ 441 (43,992) - - 678,581
Water 34,216$ 30,792$ 30,629$ - - - -
Sewer 13,217$ 7,926$ 8,228$ - - - -
Misc 26,337$ - - -
Subtotal 803,287$ 647,105$ 678,581$ -
Construction
-
B Street 3,322,829$ 3,888,122$ 4,487,806$ 336,492$ 3,979,256 3,738,122 4,101,314 50,000 4,487,806
Water 190,937$ 190,537$ 189,455$ 140,537 189,455 - 189,455
Sewer 92,877$ 63,588$ 70,077$ 13,588 70,077 - 70,077
Storm 250,000$ 342,680$ 342,680 - - -
Subtotal 3,856,643$ 4,484,927$ 4,747,338$ -
Project Management
-
C Street 197,810$ 417,498$ 622,873$ 203,871$ 35,634 404,938 14,064 622,873
Water 12,833$ 10,769$ 14,831$ 8,344 14,831 14,831
Sewer 6,242$ 3,593$ 5,174$ 2,070$ 5,174$ 5,174
Subtotal 216,885$ 431,860$ 642,878$ 103,235 -
D Project Contingency 9,460$ -$ 9,460 -
D -
Eligible for 1% for the Arts No -$ -$ -
Grant funding not eligible and Staff Administration -
Total Expense 4,876,815$ 5,563,892$ 6,068,797$ 1,218,944$ 4,082,932$ 4,246,444$ 4,785,789$ 64,064$ -$ 6,068,797$
The Discovery Road Project includes constructing a bicycle way, sidewalks, and curb ramps between the roundabout at Rainier Street and McClellan Street near Salish Coast Elementary
School. The project will completely rebuild the failing pavement as well. The City received several grants to fund this large project. Discovery Road is an important arterial street
connecting SR20 to Fort Worden. The City and stakeholders evaluated options for this project in the spring of 2021. City Council approved the concept design on May 17, 2021.
Construction was completed in 2024 with only wetland mitigation work remaining in 2025.
Discovery Road/Sheridan/19th Street Intersection Safety Improvements
Project Description
Revenue Project Budget Revised Project
Budget 10/24
Prior Year
Revenues
2024 Year to
Date 7/1/24
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Federal Grant Funds (HSIP)233,000$ 233,000$ 3,899 228,000 23,000 210,000 233,000
4 Real Estate Excise Tax 15,000$ 35,000$ 2,645 5,415 10,000 10,000 22,355 35,000
1 Additional Federal Funds (Anticipated)50,000$ 50,000 50,000
-
-
-
-
Total Revenue 248,000$ 318,000$ 2,645 9,314 238,000 33,000 282,355 - 318,000
Expense Prior Year
Expenditures
2024 Year to
Date Sept 24
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 22,000$ 40,000$ 298 22,000 23,000 16,702 40,000
-
-
-
-
Subtotal 22,000$ 40,000$ - -
Construction -
B Construction Contract 170,850$ 170,850$ 170,850 170,850 170,850
B CN Engineering 30,150$ 30,150$ 30,150 30,150 30,150
-
-
-
Subtotal 201,000$ 201,000$ - -
Project Management -
C Staff administration non-eligible grant costs 15,000$ 25,000$ 8,181 542 10,000 15,000 1,819 25,000
C Staff administration eligible grant costs 10,000$ 5,000 10,000 10,000
-
-
Subtotal 15,000$ 35,000$ -
D Project Contingency -
10,000$ 42,000$ 42,000$ 42,000
Eligible for 1% for the Arts -$ -$ -
N/A REET Used for staff administration - -
Total Expense 248,000$ 318,000$ 8,479 542 238,000 38,000 271,521 - 318,000
The City secured a second grant to improve the remaining portion of Discovery Road between the Salish Coast Elementary
School and the Sheridan intersection. The grant also makes improvements to the intersection for pedestrian and Bicycle safety.
Federal HSIP funding is intended for City's to make safety improvements according to the Local Road Safety Plan.
Lawrence St Improvements - 1140.0
Project Description
Revenue Project Budget Revised Budget 10/24 Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Transportation Benefit District 75,000$ 319,000$ 300,000 19,000 319,000
6 ACAC 35,000$ -$ -
6 Jefferson Transit -$ 40,000$ 40,000 40,000
4 Banked Capacity 10,000$ 10,000$ 10,000 10,000
1 Public Infrastructure Funding (PIF)-$ 160,592$ 160,592 160,592
4 Stormwater Fund 10,000$ 35,000$ 35,000 35,000
1 Transportation Improvement Board 493,500$ 565,525$ 565,525 565,525
-
-
Total Revenue 623,500$ 1,130,117$ 10,000 - - 940,525 179,592 - 1,130,117
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A PE 33,257$ 55,187$ 55,187 55,187 55,187
-
-
-
-
Subtotal 33,257$ 55,187$ - -
Construction -
B Construction -
B Street 496,694$ 849,849$ 849,849 849,849
B Storm 10,000$ -
CN Engineering - SCJ 28,000$ 28,000 28,000
Inspection - Vanir 37,000$ 37,000 37,000
Subtotal 506,694$ 914,849$ - -
Project Management -
C City Staff 42,615$ 60,000$ 9,727 40,000 20,000 60,000
-
-
-
Subtotal 42,615$ 60,000$ -
D Project Contingency 100,000$ 50,000$ 50,000$ 100,000
D -
Eligible for 1% for the Arts -
E Estimate on budget for REET and not grants -
Total Expense 582,566$ 1,130,036$ - 64,915 - 1,060,036 70,000 - 1,130,036
Lawrence Street is a main pedestrian route. Disability Awareness Starts Here (DASH) has identified Lawrence Street as a key route that needs
accessibility updates. Creating good pedestrian connections between the Library and Aldrich’s would improve accessibility to the Uptown core as well as
the Library. Adding bike lanes and narrowing the lanes will improve mobility for all in terms of traffic calming and providing space for bicycles.
Construction was completed in 2024 with only project paperwork finalization occuring in 2025.
Multimodal Arterial Cohesive Investment Strategy
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Transportation Alternatives Grant (Federal)180,000$ 35,000 145,000 180,000
4 Transportation Benefit District 35,000$ 10,000 25,000 35,000
-
-
-
-
-
Total Revenue 215,000$ - - - 45,000 170,000 - 215,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Consultant for Planning Study 133,000$ 20,000 113,000 - 133,000
-
-
-
-
Subtotal 133,000$ -
Construction
-
-
-
-
-
Subtotal -$ -
Project Management
Adminstration 80,000$ 25,000 55,000 - 80,000
WSDOT Adminstration 2,000$ - 2,000 - 2,000
-
-
Subtotal 82,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
-
Total Expense 215,000$ - - - 45,000 170,000 - 215,000
This project evaluates approximately 15 of the City's arterial streets in an effort to determine the appropriate non-motorized facilites that are needed. The project will provide an opportunity for public
outreach as part of the evaluation. Additionally, the project will provide grant level cost estimates to balance project feasibility and prepare for future grant applications.
Olympic Discovery Trail - Larry Scott to Fort Worden Connection
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 RAISE Grant (Federal)250,000$ 110,000 115,000 225,000
4 REET 50,000$ 10,000 15,000 25,000
-
-
-
-
-
Total Revenue 300,000$ - - 120,000 130,000 250,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Consultant 200,000$ 100,000 100,000 200,000
-
-
-
-
Subtotal 200,000$ -
Construction
-
-
-
-
-
Subtotal -$ -
Project Management
Admin Grant Eligible 25,000$ 10,000 15,000 25,000
Admin Grant Ineligible 25,000$ 10,000 15,000 25,000
-
-
Subtotal 50,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
N/A given funding is from TBD and fee in lieu -
Total Expense 250,000$ - - 120,000 130,000 250,000
The City received a RAISE grant to develop a plan for connecting the Larry Scott Trail head to Fort Worden. This RAISE grant is part of the Puget Sound to Pacific (PS2P) Federal Grant.
Sims Way and Boatyard Expansion Project
Project Description
Revenue Project Budget Revised Project
Budget 9/24
Prior Year
Revenues
2024 Actual To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 ARPA 100,000$ 100,000$ 100,000 100,000 - 100,000
4 In Kind Match - North Side - $50,000 -$ -
1 PIF 185,000$ 500,000$ 185,000 - 500,000 500,000
4 City Admin Costs - PW Admin.5,000$ 2,981 2,019 5,000
-
-
-
Total Revenue 285,000$ 605,000$ - - 285,000 102,981 502,019 - 605,000
Expense Prior Year
Expenditures
2024 Actual To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant - Port 30,000$ 100,000$ 100,000 100,000 100,000
-
-
-
-
Subtotal 30,000$ 100,000$ - -
Construction -
B Pass thru ot the Port for Construction Contract 190,000$ 500,000$ 170,000 500,000 500,000
-
-
-
-
Subtotal 190,000$ 500,000$ - -
Project Management -
C Engineering Administration 15,000$ 5,000$ 1,981 12,642 1,000 2,019 5,000
-
-
-
Subtotal 15,000$ 5,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
-
-
Total Expense 235,000$ 605,000$ 1,981 - 282,642 101,000 502,019 - 605,000
The Sims Way and Boatyard Expansion project was approved by the City Council, Port of Port Townsend, and Jefferson County
PUD on 9/12/22. The construction of the south side of the project will be led by the Port with the City doing work overtime on
the north side. The project involves removal of the existing Poplar trees, expanding the boatyard, and planting new trees on the
south side. The project involves selective removal over time on the Kah Tai side by the City. The Port of Port Townsend is
leading design and construction effort for this project. Susbsequent funding through PIF was added to the project to cover
inflationary costs as well as the results of hte public process that yielded a final design concept of a parkway with a path.
Comprehensive Safety Action Plan (Safe Streets for All)
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Safe Streets for All Grant (Federal)164,000$ 164,000 164,000
4 Transportation Infrastructure Funded (TBD)111 41,000$ 41,000 41,000
6 Jefferson County 20,500$ 20,500 20,500
-
-
-
-
Total Revenue 225,500$ - - 225,500 - 225,500
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Planning Study City - Comprehensive Safety Action Plan 82,000$ 82,000 82,000
Planning Study County - Comprehensive Safety Action Plan 82,000$ 82,000 82,000
-
-
-
Subtotal 164,000$ -
Construction
N/A -
-
-
-
-
Subtotal -$ -
Project Management
City Ineligible Engineering Admin 20,500$ 41,000 41,000
City Grant Match 20,500$ 20,500 20,500
County Grant Match 20,500$ -
-
Subtotal 61,500$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
-
Total Expense 225,500$ - - 225,500 - 225,500
The city was awarded a grant in 2023 in partnership with Jefferson County to develop the subject action plan.
This action plan will evaluate the entire street system of the City and County. Additionally, this project provides an
opportunity for the City and County to plan together for projects that span city county lines such as the Hastings
Avenue and Mill Road Roundabout.
Tyler St Overlay
Project Description
Revenue Project Budget
Adopted 2024
Project Budget
Proposed 2025
Prior Year
Revenues
2024 Actual
Actuals to Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Transportation Improvement Board (TIB) Grant 379,354$ 379,354$ 320,987 379,354 379,354
4 Real Estate Excise Tax 75,000$ 75,000$ 6,979 11,748.82$ 64,700 68,021 75,000
1 Transportation Improvements Funded (TBD)145,000$ 68,000 77,000 145,000
4 Storm - Operation Urban Forestry 13,500$ 13,500 13,500
4 Storm - Operations 15,000$ 15,000 15,000
-
-
-
Total Revenue 454,354$ 627,854$ 6,979 11,749 385,687 151,021 469,854 - 627,854
Expense Prior Year
Expenditures
2024 Actual
Actuals to Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 37,182$ 65,000$ 47,678 16,986 48,000 17,000 65,000
-
-
-
-
Subtotal -$ 65,000$ - -
Construction -
B Construction Contract 284,516$ 284,516$ 284,516 284,516 284,516
B Pavement Repair Ahead of Overlay (FDR)40,000$ 60,000$ - - 60,000 60,000
B CN Engineering Consultant 28,452$ 65,000$ 28,452 65,000 65,000
Sidewalk Repair 75,000$ 75,000 75,000
Street Crew Storm 15,000$ 15,000 15,000
Street Tree Replacment 13,500$ 13,500 13,500
-
Subtotal 352,967$ 513,016$ - -
Project Management -
C Grant ineligible staff time 35,000$ 49,250$ 7,641 14,428 26,530 20,000 21,609 49,250
-
Subtotal 35,000$ 49,250$ -
D Project Contingency -
D 28,455$ -$ - 28,455 -
Eligible for 1% for the Arts -
E Not eligible - Grants and Design only 750$ 750$ 750 750 750
Total Expense 387,967$ 628,016$ 7,641 62,107 385,688 158,000 462,375 - 628,016
The City secured a grant from the Transportation Improvement Board under the pavement preservation program. This project seeks to preserve
the existing roadway and make ADA improvements along Tyler Street where the Farmers Market operates on Saturdays. The Street condition is
deteriorating rapidly. This grant will help preserve the life of the pavement and improve accessibility for this important location in Uptown.
Washington/Walker Sidewalk Project
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Year to
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 TIB 198,600$ 15,000 183,600 198,600
4 TBD -$ -
4 REET 75,000$ 15,000 60,000 75,000
-
-
-
-
Total Revenue 273,600$ - - - 30,000 243,600 - 273,600
Expense Prior Year
Expenditures
2024 Year to
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
Design 28,050$ - 15,000 13,050 28,050
-
-
-
Subtotal 28,050$ -
Construction
Construction Contract 187,000$ 187,000 187,000
CN Engineering 18,550$ 18,550 18,550
-
-
-
Subtotal 205,550$ -
Project Management
-
In eligible Costs for admin 40,000$ -
15,000 25,000 40,000
-
Subtotal 40,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
REET -
-
Total Expense 273,600$ - - - 30,000 243,600 - 273,600
The City received a Transportation Improvement Board Grant in 2023 to construct sidewalk on Washington Street and Walker
Street to connect Sims Way with the Courthouse with an accessible route.
1MG Standpipe Reservoir Steel Coating
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual to
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water SDC (495)-
4 Water Capital Surcharge (430)-
4 Water Operating (411)850,000$ 4,654 110,000 10,000 840,000 850,000
-
-
-
-
Total Revenue 850,000$ - 4,654 110,000 10,000 840,000 - 850,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Consultant 100,000$ 90,000 100,000 100,000
-
-
-
-
Subtotal 100,000$ - -
Construction -
B Contractor 710,000$ - 710,000 710,000
- -
-
-
-
Subtotal 710,000$ - -
Project Management -
C 40,000$ 1,198 4,654 20,000 10,000 28,803 40,000
-
-
-
Subtotal 40,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 850,000$ 1,198 4,654 110,000 10,000 838,803 - 850,000
The 1-million gallon steel standpipe needs periodic repainting to preserve the structure. The tank has not been recoated since it
was constructed in 1995. Engineering and design for painting and corrosion protection is scheduled for 2025. The project will
require taking the standpipe offline for approximately 2 months to sandblast and recoat the tank.
Big Quilcene Main Control Valve Building Replacement - 6404.4
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water - Olympic Gravity Water System Fund (417)125,000$ - 125,000 1,500 123,500 125,000
-
-
-
-
-
-
Total Revenue 125,000$ - - 125,000 1,500 123,500 - 125,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 15,000$ 15,000 15,000 15,000
-
-
-
-
Subtotal 15,000$ - -
Construction -
B Construction Contract 100,000$ 100,000 - 100,000 100,000
-
-
-
-
Subtotal 100,000$ - -
Project Management -
C Staff Admin 10,000$ 1,199 10,000 1,500 8,500 10,000
-
-
-
Subtotal 10,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 125,000$ - 1,199 125,000 1,500 123,500 - 125,000
As part of the water supply agreement, a capital spending plan was developed to address system long term reliability.
Investments in the diversions are anticipated in the long-term plan. The main control valve building at the Big Quilcene Diversion
has experienced significant rot and needs replacing at the request of the operating crew.
Cathodic Protection - 1928 OGWS Pipeline - 6404.3
Project Description
Revenue Project Budget Revised Project
Budget 10/24
Prior Year
Revenues
2024 Actual YTD
Q1,Q2
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water - Olympic Gravity Water System Fund (417)154,000$ 245,000$ 142,000 45,000 149,000 194,000
-
-
-
-
-
-
Total Revenue 154,000$ 245,000$ - - 142,000 45,000 149,000 - 194,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A 40,000$ 40,000 40,000
-
-
-
-
Subtotal -$ 40,000$ - -
Construction -
B 130,000$ 181,000$ 130,000 130,000 130,000
-
-
-
-
Subtotal 130,000$ 181,000$ - -
Project Management -
C Administration 24,000$ 24,000$ 693 12,000 5,000 19,000 24,000
-
-
-
Subtotal 24,000$ 24,000$ -
Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 154,000$ 245,000$ - 693 142,000 45,000 149,000 - 194,000
As part of the water supply agreement, a capital spending plan was developed to address system long term reliability. Cathodic protection is a key
feature in the system needed to extend the life of the pipeline. Cathodic protection is missing in the area between the Master meters and south past
Otto Street. This project will install a new cathodic system for this section of the pipeline.
Eaglemount Property Purchase - 6404.1
Project Description
Revenue Project Budget Revised Project
Budget 10/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water Operations (411) Timber Management Harvest500,000$ -$ 490,000 - -
4 Water Operations (411) Land Sales 80,000$ 80,000$ 299 3,641.56$ 80,000 9,701 40,000 30,000 80,000
1 WA State Community Facilities Project Grant 750,000$ 750,000$ 750,000 750,000 750,000
1 RAISE Grant - Jefferson County 250,000$ 250,000 250,000
-
-
-
Total Revenue 1,330,000$ 1,080,000$ 299 3,642 1,320,000 9,701 290,000 780,000 1,080,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Appraisals 20,000$ 20,000 - -
A Cultural Resources Survey 20,000$ 20,000 - -
A Land Survey and Lot line Adjustment 20,000$ 20,000 - -
RAISE Grant - includes Pre-design and ROW 250,000$ 250,000 - 250,000
-
Subtotal 60,000$ 250,000$ - -
Construction -
B Land Purchase 951,000$ -$ 951,000 - -
Easement/ROW 750,000$ 750,000 750,000
-
-
-
Subtotal 951,000$ 750,000$ - -
Project Management -
C Staff Time Administration 47,550$ 80,000$ 299 4,219 37,550 9,701 40,000 30,000 80,000
-
-
-
Subtotal 47,550$ 80,000$ -
D Project Contingency 271,450$ -
271,450$ -
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 1,330,000$ 1,080,000$ 299 4,219 1,320,000 9,701 290,000 780,000 1,080,000
The City secured funding to purchase an easement between Anderson Lake Road and City Lake property for the purpose of future pipeline
and co-located Olympic Discovery Trail. City received a direct allocation (Community Facilities Project) grant in 2023 to assist with
purchase. Additionally, this project is funded through the RAISE grant which includes preliminary design and environmental review.
Lords Lake - Pipeline Improvements
Project Description
Revenue Project Budget
2025
Prior Year
Revenues
2024 Year To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Olympic Gravity Water System Fund (417)2,750,000$ 200,000 2,550,000 2,750,000
-
-
-
-
-
-
Total Revenue 2,750,000$ - - - - 200,000 2,550,000 2,750,000
Expense Prior Year
Expenditures
2024 Year To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A -
Pre-Design Engineering / Permitting 200,000$ 175,000 175,000
Final Design 100,000$ 100,000 100,000
-
-
Subtotal 300,000$ - -
Construction -
Pipeline Improvements Contract 2,325,000$ 2,350,000 2,350,000
-
-
-
-
Subtotal 2,325,000$ - -
Project Management -
C Design Project Management 25,000$ 25,000 25,000
Construction Project Management 100,000$ 100,000 100,000
-
-
Subtotal 125,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 2,750,000$ - - - - 200,000 2,550,000 2,750,000
The Water Supply Agreement includes a pipeline modification project to improve water storage efficiency that would need to be
built at the same time as any improvements ot the Lords Lake Dam. This year's budget includes design which is coincident
with the design work of the Lords Lake Dam stablization project.
Lords Lake - 6403
Project Description
Revenue Project Budget
2024
Project Budget
2025
Prior Year
Revenues
2024 Year To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Olympic Gravity Water System Fund (417)88,100$ 2,293,281$ 17,898 58,430 73,100 130,383 400,000 1,745,000 2,293,281
1 FEMA Grant - Hazard Mitigation Grant 86,900$ -$ -
-
-
-
-
-
Total Revenue 175,000$ 2,293,281$ 17,898 58,430 73,100 130,383 400,000 1,745,000 2,293,281
Expense Prior Year
Expenditures
2024 Year To
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Stability Assessment 150,000$ 144,000$ 16,773 72,925 135,000 127,227 144,000
Design Engineering / Permitting -$ 350,000$ 350,000 350,000
-
-
-
Subtotal 150,000$ 494,000$ - -
Construction -
Repair - Buttress Alternative (2026) 1,700,000$ 1,700,000 1,700,000
-
-
-
-
Subtotal -$ 1,700,000$ - -
Project Management -
C Administration 25,000$ 100,000$ 1,843 173 10,000 2,438 50,000 45,000 99,281
-
-
-
Subtotal 25,000$ 100,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No No -
Utilities not included -
Total Expense 175,000$ 2,294,000$ 18,616 73,098 145,000 129,665 400,000 1,745,000 2,293,281
Phase 1 - Stability Assessment
The City is required to retain an engineering consultant to develop alternatives for improving East Dam stability during possible seismic events. The
alternatives will also examine minimizing earthquake-induced embankment deformations which can lead to uncontrolled release of reservoir
contents.
Phase 2 - Design Engineering / Permitting
The City will be required to retain an engineering consultant for design engineering and permitting of the approved selected East Dam repair
alternative.
Water Meter Replacement
Project Description
Revenue Project Budget
2024
Project Budget
2025
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water Capital Surcharge (430)1,729,337$ -
4 Water Operating (411)2,130,000$ 200,000 100,000 407,000 1,623,000 2,130,000
4 Water SDC (495)-
-
-
-
-
Total Revenue 1,729,337$ 2,130,000$ - - 200,000 100,000 407,000 1,623,000 2,130,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
-
-
-
-
Subtotal -$ -$ - -
Construction -
B 1,729,337$ 2,125,000$ 200,000 99,000 405,000 1,621,000 2,125,000
-
-
-
-
Subtotal 1,729,337$ 2,125,000$ - -
Project Management -
5,000$ 1,000 2,000 2,000 5,000
-
-
-
Subtotal -$ 5,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included -
Total Expense 1,729,337$ 2,130,000$ - - 200,000 100,000 407,000 1,623,000 2,130,000
The majority of the City water meters are over 20 years old and are in need of replacement. Meters either start leaking or start missing volume of
water in the reads causing the city to lose revenue. Additionally, the meters need to be replaced with an automatic read system to reduce labor
costs for reading of meters from approximately 15 person days to 3 person days per month. The meters will be installed in phases over a 3-5 year
period. The rate model has meter replacement beginning in 2025.
Pipeline Condition Assessment - 6404.2
Project Description
Revenue Project Budget Revised Budget
September 24
Prior Year
Revenues
2024 Actual YTD
Q1,Q2
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Olympic Gravity Water System Fund (417)550,000$ 700,000$ 540,000 180,000 520,000 700,000
-
-
-
-
-
-
Total Revenue 550,000$ 700,000$ - - 540,000 180,000 520,000 - 700,000
Expense Prior Year
Expenditures
2024 Actual YTD
to Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 425,000$ 550,000$ - 30,129 425,000 150,000 400,000 550,000
-
-
-
-
Subtotal 425,000$ 550,000$ - -
Construction -
n/a -
-
-
-
-
Subtotal -$ - -
Project Management -
C Staff Administration 125,000$ 150,000$ 4,375 115,000 30,000 120,000 150,000
-
-
-
Subtotal 125,000$ 150,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No -
Utilities not included - -
-
Total Expense 550,000$ 700,000$ - 34,504 540,000 180,000 520,000 - 700,000
As part of the water supply agreement, a capital spending plan was developed to address system long term reliability. Evaluation of the 1928 section
of the pipeline is included in the plan to accurately assess the remaining useful life. This study will guide replacement strategies to ensure water
delivery is sustained.
OGWS - Snow Creek Ranch Break Restoration
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Olympic Gravity Water System Fund (417)250,000$ 16,500 233,500 250,000
-
-
-
-
-
-
Total Revenue 250,000$ - - - 16,500 233,500 - 250,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Design Consultant - Assessment 11,500$ 11,500 11,500
Design placeholder 73,500$ 73,500 73,500
-
-
-
Subtotal 85,000$ -
Construction
Repairs - Place holder estimate 150,000$ 150,000 150,000
-
-
Subtotal 150,000$ -
Project Management
Staff Administration 15,000$ 5,000 10,000 15,000
-
Subtotal 15,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 250,000$ - - - 16,500 233,500 - 250,000
The OGWS 1928 Steel pipe experienced a leak in a remote location near Snow Creek Ranch. The leak caused siginficant damage
to the hillside in steep terrain. Staff is currently in the process of evaluating restoration needs as well as pipeline stability
strategies. A budget amendment for this project is anticipated once additional information is obtained from professional
consulting support. The OGWS fund includes a $2 million reserve balance to address unanticipated repairs.
2025 General Water Capital Replacement, Improvements, and Repairs
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Water Operating (411)100,000$ 100,000 - 100,000 100,000
4 Water SDC (495)100,000$ 100,000 - 100,000 100,000
-
-
-
-
-
Total Revenue 200,000$ - - 200,000 - 200,000 - 200,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
-
-
-
-
Subtotal -$ - -
Construction -
B 180,000$ 180,000 180,000 180,000
water main break -
Golf course well -
Misc.-
-
Subtotal 180,000$ - -
Project Management -
C Admin and Design 20,000$ 20,000 20,000 20,000
-
-
-
Subtotal 20,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts No No
Utilities not included -
Total Expense 200,000$ - - 200,000 - 200,000 - 200,000
Miscellaneous capital repairs and replacement work comes up most years. The rate analysis includes $200,000 per
year of miscellaneous and unforeseen capital improvements. These funds also support removal and replacement of
several thousand feet of spaghetti lines (4" or smaller pipes) which are a sources of leaks and system service failures.
The city has started replacing 20 year old water meters as well.
ARC Flash study
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Rates 411 98,000$ 98,000 98,000
-
-
-
-
-
-
Total Revenue 98,000$ - - 98,000 - 98,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
-
-
-
-
-
Subtotal -$ -
Construction/Study
Small Works Contract or In-house 89,000$ 89,000 89,000
-
-
-
-
Subtotal 89,000$ -
Project Management
Staff Adminstration - Facilities and Engineering Admin 9,000$ 9,000 9,000
-
-
-
Subtotal 9,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 98,000$ - - 98,000 - 98,000
The Wastewater Treatment Plant needs to have an evaluation of the and lift stations to identify hazards from
ARC flash in our electrical systems for equipment protection and personnel safety. This is project number
M1 in the General Sewer Plan.
New office and workshop building for Compost Facility
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Rates 411 327,000$ 60,000 267,000 327,000
-
-
-
-
-
-
Total Revenue 327,000$ - - 60,000 267,000 327,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Assume deisign build level of architectural 50,000$ 50,000 50,000
-
-
-
-
Subtotal 50,000$ -
Construction
Metal building office and shop 247,000$ 247,000 247,000
-
-
-
-
Subtotal 247,000$ -
Project Management
Staff administration 30,000$ 10,000 20,000 30,000
-
-
-
Subtotal 30,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 327,000$ - - 60,000 267,000 327,000
The current compost facility office is an old trailer and the storage area is a connex container. This project
construct a new office building for Compost Facility so they have a seperate lunch room from their work
spaces. Also a new bathroom facility and storage area. This project is C8 in the General Sewer Plan.
2025 General Sewer Capital Replacement, Improvements, and Repairs
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Operation 382,200$ 382,200 382,200
-
-
-
-
-
Total Revenue 382,200$ - - - - 382,200 - 382,200
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Design Engineering / Permitting 45,000$ 45,000 45,000
-
-
-
-
Subtotal 45,000$ - -
Construction -
B 287,200$ 287,200 287,200
-
-
-
-
Subtotal 287,200$ - -
Project Management -
C Admin 50,000$ 50,000 50,000
-
-
-
Subtotal 50,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities not included - -
-
Total Expense 382,200$ - - - - 382,200 - 382,200
Miscellaneous capital repairs and replacement work comes up most years. The rate analysis includes $350,000 per year of
miscellaneous and unforeseen capital improvements. These funds support pipe replacement, and rehabilitation such as CIPP or
slip lining.
Holcomb and Wilson Sewer Upsizing Project
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer SDC 1,341,500$ 58 10,000 1,331,500 1,341,500
-
-
-
-
-
-
Total Revenue 1,341,500$ - 58 - 10,000 1,331,500 - 1,341,500
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
150,000$ 150,000 150,000
-
-
-
-
Subtotal 150,000$ -
Construction
1,116,500$ 1,116,500 1,116,500
-
-
-
-
Subtotal 1,116,500$ -
Project Management
75,000$ -
-
-
-
Subtotal 75,000$ 75,000$ 75,000
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 1,341,500$ - - - - 1,341,500 - 1,341,500
The sewer trunk line leading from the Rainier Subarea to the sewer interceptor behind Safeway needs
upsizing. The first segment to address is a Sims Way crossing in the vicinity of Wilson Street and Holcomb
Streets. This is project SM1 in the General Sewer Plan.
Influent Wetwell
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Operations (411)2,302,440$ 300,000 67,000 301,000 1,934,440 2,302,440
-
-
-
-
-
-
Total Revenue 2,302,440$ - - 300,000 67,000 301,000 1,934,440 2,302,440
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant (15%)318,000$ 250,000 50,000 268,000 318,000
-
-
-
-
Subtotal 318,000$ - -
Construction -
B Construction Contract 1,560,440$ 1,560,440 1,560,440
B Construction Engineering (10%)212,000$ 212,000 212,000
-
-
-
Subtotal 1,772,440$ - -
Project Management -
C Staff Administration (10%)212,000$ 3,711 50,000 17,000 33,000 162,000 212,000
-
-
-
Subtotal 212,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities not included -
Total Expense 2,302,440$ - 3,711 300,000 67,000 301,000 1,934,440 2,302,440
The Wastewater Treatment Plant Influent wetwell is where all sewage collected from the City first enters the treatment plant.
This important portion of the plant has experience significant concrete corrosion and electrical failures. This project was
identified in a Jacobs Engineering Study as a priority project and has been re-affirmed as a priority project in the General Sewer
Plan as project number F1. The project will involve rehabilitating the influent wetwell concrete as well as replacing all plumbing
and electrical equipment.
Kuhn Street land purchase
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Rates 2,180,000$ 75,000 2,105,000 2,180,000
-
-
-
-
-
-
Total Revenue 2,180,000$ - - 75,000 2,105,000 2,180,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Appraisal and Negotiation Services 75,000$ 50,000 50,000
-
-
-
-
Subtotal 75,000$ -
Construction
-
-
-
-
-
Subtotal -$ -
Project Management
Land Purchase 2,105,000$ 25,000 2,105,000 2,130,000
-
-
-
Subtotal 2,105,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 2,180,000$ - - 75,000 2,105,000 2,180,000
Due to the need for future expansion of the WWTP on Kuhn Street we need to look at the
acquasition of the property that is SW of the current treatment facility between 51st and
53rd streets. Land purchase is included in the rate model and General Sewer Plan.
Lawrence Street Combined Stormwater Sewer System Separation
Project Description
Revenue Project Budget
5/23
Project Budget
9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Operations (411)-
4 Sewer Capital Surcharge (430)50,000$ 50,000 -
4 Sewer SDC (495)1,425,000$ 15,000 21,250 1,388,750 1,425,000
4 Stormwater Operations (412)50,000$ 1,425,000$ 10,000 21,250 1,403,750 1,425,000
4 Streets (Paving)-
1 PWB Pre-construction Loan - Secured 264,310$ 50,000 214,310 264,310
1 Loan/Grant (Unsecured)2,850,000$ 2,850,000 2,850,000
-
Total Revenue 100,000$ 5,964,310$ - - 60,000 65,000 256,810 5,642,500 5,964,310
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A -
A Design Consultant 50,000$ 500,310$ 7,394 50,000 50,000 171,810 278,500 500,310
A -
A -
A -
Subtotal 50,000$ 500,310$ - -
Construction -
B Construction Contract 5,263,690$ 5,264,000 5,264,000
B Construction Engineering -
B -
B -
B -
Subtotal -$ 5,263,690$ - -
Project Management -
C -
C Staff Administration and research - Loan eligible 50,000$ 100,000$ 7,423 10,000 42,500 50,000 92,500
C Staff Admin - non-eligible 100,000$ 15,000 42,500 50,000 107,500
C -
Subtotal 50,000$ 200,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities not included -
Total Expense 100,000$ 5,964,000$ - 14,817 60,000 65,000 256,810 5,642,500 5,964,310
The Lawrence Street stormwater system is connected to the sewer system for a section of Lawrence Street in Uptown between the Library and Tyler
Street. Separation of this system from the sewer system is a benefit to the Monroe Street sewer lift station as well as the Wastewater Treatment
Plant. The cost of the project and scoping needs to be evaluated based on the road condition. Additionally, staff desires to secure grant resources.
This project is the first phase to establish a pre-design for competitive grant applications. The sewer plan estimates the project at $5.6 million.
Funding was secured in 2024 for design, thus this project budget has been increased to represent the best information available at this time.
Mill Road Lift Station
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Federal Grant for Sewer (EPA)2,500,000$ 1,670,000 830,000 2,500,000
1 State Utility Grant (CHIP) for Sewer 1,700,000$ 1,700,000 1,700,000
4 Sewer SDC 150,000$ 8,023 41,977 50,000 50,000 150,000
4 Sewer Operations (Local Facilities Charge)2,000,000$ 2,000,000 2,000,000
Jefferson County - Caswell Brown -$ -
-
-
Total Revenue 6,350,000$ 8,023 - - 41,977 3,420,000 2,880,000 6,350,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
Consultant 600,000$ 30,000 570,000 600,000
Land Purchase 500,000$ 500,000 500,000
Misc.714 -
-
-
Subtotal 1,100,000$ -
Construction
Contruction Contract 4,600,000$ 2,300,000 2,300,000 4,600,000
Construction Engineering 500,000$ 500,000 500,000
-
-
-
Subtotal 5,100,000$ -
Project Management
City Aministration 150,000$ 10,059 29,210 39,941 50,000 50,000 150,000
-
-
-
Subtotal 150,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 6,350,000$ 10,059 29,924 - 69,941 3,420,000 2,850,000 6,350,000
The Mill Road Lift Station has been funded through housing grants to support the development of the Evans Vista project. This project has perviously been shown in
the General Capital projects and now is shown in sewer to appropriately represent the fund the work will be accounted within. The Lift Station also has the potential of
serving Caswell Brown subject to UGA expansion.
Sewer Outfall
Project Description
Revenue Project Budget Project Budget
Revised 7/23
Project Budget
Revised 10/24
Prior Year
Revenues
2024 Actual to
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
1 Department of Ecology (ECY) Loan/Grant 3,330,000$ 1,070,000$ 850,000$ 9,757 500,000 50,000 400,000 390,243 850,000
4 Sewer System Development Charge (495)200,000$ 200,000$ 7,932 63,481 50,000 78,587 200,000
4 Sewer (411)170,000$ 10,000$ 10,000$ 3,879 3,151 3,151 2,970 10,000
1 Future Loan/Grant 3,413,700$ 3,413,700 3,413,700
-
-
-
Total Revenue 3,700,000.00$ 1,080,000$ 4,473,700$ 21,568 3,151 500,000 116,632 450,000 3,885,499 4,473,700
Expense Project Budget Project Budget
Revised 7/23
Project Budget
Revised 9/24
Prior Year
Expenditures
2024 Actual to
Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Consultant Permitting and Eng. Report 805,000$ 770,000$ 850,000$ 17,925 8,227 400,000 50,000 400,000 382,075 850,000
Consultant Engineering (Design and Bidding)450,000$ 450,000 450,000
-
-
-
Subtotal 805,000$ 770,000$ 1,300,000$ - -
Construction -
B Contractor 2,710,000$ -$ 2,863,700$ - - 2,863,700 2,863,700
-
-
-
-
Subtotal 2,710,000$ -$ 2,863,700$ - -
Project Management -
C Admin 403,000$ 310,000$ 310,000$ 29,485 27,785 100,000 40,000 50,000 189,724 309,209
Misc 791 5,291 791
-
-
Subtotal 403,000$ 310,000$ 310,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities not included -
Total Expense 3,918,000$ 1,080,000$ 4,473,700$ 48,201 41,304 500,000 90,000 450,000 3,885,499 4,473,700
This project includes permitting, design and construction to replace or rehabilitate the off-shore portion of the existing wastewater
treatment plant outfall system with a new outfall and diffuser. The City has secured Department of Ecology loans to help construct this
project. In 2023, Department of Ecology and City Staff worked collaboratively to reduce the loan amount based on timelines. The City
will have to re-apply for additional loan money in the future. The current budget shows no construction costs. These costs will be
determined with approved permits.
Oxidation Ditches - Near Term Upgrades
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate Year
End
2025 Budget Future Years Total Revenues
4 Sewer Rates 790,000$ 110,000 680,000 790,000
1 Future Sewer Bond or State Loans/Grants 3,100,000$ 3,100,000 3,100,000
-
-
-
-
-
Total Revenue 3,890,000$ - - 110,000 3,780,000 3,890,000
Expense Prior Year
Expenditures
2024 Estimate Year
End
2025 Budget Future Years Total Expenditures
Design Engineering / Permitting
Pre-design and Engineering Report 99,000$ 99,000 99,000
Consultant Services and Permitting 646,000$ 646,000 646,000
-
-
-
Subtotal 745,000$ -
Construction
Construction Contract 2,945,000$ 2,945,000 2,945,000
-
-
-
-
Subtotal 2,945,000$ -
Project Management
Staff Administration Engineering Report 11,000$ 11,000 11,000
Staff Administration Design 34,000$ 34,000 34,000
Staff Administration Construction 155,000$ 155,000 155,000
-
Subtotal 200,000$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 3,890,000$ - - 110,000 3,780,000 3,890,000
In the coming years the wastewater treatment plant will be too small to handle all of the
sewage that the City produces. When this happens expansion is required to comply with
the City's NPDES permit. The first step in this expansion will be to build new aeration
ditches and demolish the existing ones to make room for additional clarifiers. This is
number F8 in the Sewer Plan. In the near term there may be some changes to the current
ditches to help with nutrient removal, that will need to be made.
SCADA Update
Project Description
Revenue Project Budget Revised Budget
9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Operations (411)1,140,000$ 1,289,000$ 150,000 164,000 1,125,000 1,289,000
-
-
-
-
-
-
Total Revenue 1,140,000$ 1,289,000$ - - 150,000 - 164,000 1,125,000 1,289,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant (10%)100,000$ 139,000$ 100,000 139,000 139,000
-
-
-
-
Subtotal 100,000$ 139,000$ -
Construction
B Construction Contract 940,000$ 1,015,000$ 1,015,000 1,015,000
B Construction Engineering (10%)-
-
-
-
Subtotal 940,000$ 1,015,000$ -
Project Management
C Staff Administration Design 100,000$ 25,000$ 50,000 25,000 25,000
Staff Administration Construction 110,000$ 110,000 110,000
-
-
Subtotal 100,000$ 135,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 1,140,000$ 1,289,000$ - - 150,000 - 164,000 1,125,000 1,289,000
The Wastewater Treatment Plant was constructed and put into service in 1994. The Supervisory Control and Data Acquisition (SCADA) system has
not been upgraded since this time and is outdated. This technical system runs the plant with operator controls. This technical system is a key
component of plant operation and needs to be replaced. Currently parts are no longer being produced, thus this project needs to be addressed soon.
This project is included in the General Sewer Plan as project number F6.
Washington Street Collapsed Sewer Replacement
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer Operations - WW Collections 436,000$ 436,000 436,000
-
-
-
-
-
-
Total Revenue 436,000$ - - 436,000 - 436,000
Expense Prior Year
Expenditures
2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
In house engineering support 75,000$ 75,000 75,000
-
-
-
-
Subtotal 75,000$ -
Construction
-
Dig Out and Replace Failed Pipe 100,000$ 100,000 100,000
Slip Lining 217,400$ 217,400 217,400
-
-
Subtotal 317,400$ -
Project Management
Admin 43,600$ 43,600 43,600
-
-
-
Subtotal 43,600$ -
Project Contingency -
-
Eligible for 1% for the Arts -
-
Total Expense 436,000$ - - 436,000 - 436,000
A section of pipe on Washington Street between Taylor and Filmore has suitcased and it at
risk of total failure. The General Sewer Plan includes specifically includes this project
number SM10 as a result of the 2022 camera inspections of AC pipe.
Water St. Sewer Main Replacement
Project Description
Revenue Project Budget Project Budget
Revised 10/24
Prior Year
Revenues
2024 Actual Year
to Date
2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
4 Sewer SDC (495)35,000$ 138,200$ 182,295 14,496.22$ (137,295) 93,200 138,200
1 Public Works Trust Fund Loan/Grant 2,700,000$ 2,700,000$ 2,374,000 730,000 1,970,000 2,700,000
-
-
-
-
-
Total Revenue 2,735,000$ 2,838,200$ 182,295 14,496 2,374,000 592,705 2,063,200 - 2,838,200
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A Design Consultant 461,197$ 461,200$ 152,918 155,031 126,197 308,282 - 461,200
-
-
-
-
Subtotal 461,197$ 461,200$ - -
Construction -
B Construction Contract 1,997,060$ 2,100,000$ 1,059 1,997,060 250,000 1,850,000 2,100,000
B Construction Engineering 40,000$ 40,000$ 88,803 - 40,000 40,000
-
-
-
Subtotal 2,037,060$ 2,140,000$ -
Project Management -
C Staff Administration 52,000$ 52,000$ 19,252 25,550 26,000 32,748 - 52,000
Staff Construction Admin 48,803$ 49,000$ 49,000 49,000
-
-
Subtotal 100,803$ 101,000$ -
D Project Contingency 135,940$ 136,000$ 135,940 136,000$ 136,000
-
Eligible for 1% for the Arts -
-
Total Expense 2,735,000$ 2,838,200$ 172,170 181,640 2,374,000 591,030 2,075,000 - 2,838,200
After a section of asbestos concrete pipe collapsed during the December 27, 2022 King Tide event, the City evaluated the entire section of pipe between
the Gaines Street Lift Station and the Ferry Terminal and determined that replacement is necessary. This trunk pipeline serves all of Downtown and most
of Uptown and thus is critical sewer infrastructure. The City obtained a low interest loan in the amount of $2.7 million from the Public Works Board
Emergency Storm Repairs 2024
Project Description
Revenue Project Budget
9/24
Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
-
4 Stormwater Operations (412)300,000$ 36,118 260,000 40,000 300,000
-
-
-
-
-
Total Revenue 300,000$ - 36,118 - 260,000 40,000 - 300,000
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A -
A RH2ENGIN 50,000$ 36,468 50,000 50,000
A -
A -
A -
Subtotal 50,000$ - -
Construction -
B Kanu Dr 90,000$ 90,000 90,000
B Logan 100,000$ 100,000 100,000
B SR20 35,000$ 35,000 35,000
B -
B -
Subtotal 225,000$ - -
Project Management -
C City Administration 25,000$ 7,389 20,000 5,000 25,000
C -
C -
C -
Subtotal 25,000$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities - not eligible -
Total Expense 300,000$ - 43,857 - 260,000 40,000 - 300,000
A large rain storm in the spring of 2024 excentuated a problem at Logan Street, cause a pipe failure on the bluff near Kanu Drive,
and washed out a bank along SR20. An emergency declaration was passed by the City Council on April 15, 2024 to allow for
design build solutions to expedite the process of addressing these three locations. The estimate at the Council meeting was a
cost of at least $200,000 for this challenging work. The rate model for storm included $100,000 for Logan Street. This budget
illustrates a need of an additional $200,000. This project includes the previous budgets as well as the other two locations. The
Stormwater rate model includes $50,000 per year for misc. storm improvements as a contingency. This means that stormwater
reserves will be dipped into in order to address this cost.
General Stormwater Capital Replacement, Improvements, and Repairs
Project Description
Revenue Project Budget Prior Year
Revenues
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total Revenues
-
4 Stormwater Operations (412)50,000$ 48,575 50,000 50,000 98,575
-
-
-
-
-
Total Revenue 50,000$ 48,575 - 50,000 - 50,000 - 98,575
Expense Prior Year
Expenditures
2024 Actual 2024 Budget 2024 Estimate
Year End
2025 Budget Future Years Total
Expenditures
Design Engineering / Permitting
A -
A -
A -
A -
A -
Subtotal -$ - -
Construction -
B -
B 50,000$ 50,000 50,000 50,000
B -
B -
B -
Subtotal 50,000$ - -
Project Management -
C 70 -
C -
C -
C -
Subtotal -$ -
D Project Contingency -
-
Eligible for 1% for the Arts -
Utilities - not eligible -
-
Total Expense 50,000$ - 70 50,000 - 50,000 50,000
Miscellaneous capital repairs and replacement work comes up most years. The rate analysis includes $50,000 per year of
miscellaneous and unforeseen capital improvements.
Six Year Transportation Improvement Program (2025 - 2030)County Name Jefferson County
City of Port Townesend MPO/RTPO:NON/PEN
Adopted:Resolution 24-025 June 17, 2024
Co. No.:16
City No.:1005
Fund Source Information Expenditure Schedule
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Multi-modal Arterial Street Cohesive Investment Strategy PE 2025 S TA 180,000 - 180,000 CE N
from: City wide to: City Wide -
15 Arterial Streets are to be studied to idenfity appropriate multimodal
facilities including developing planning level cost estimates. Concepts will be
vetted by the public in preparation for grant applications and to ensure
equity in particpation and investment distribution.
Washington/Walker Sidewalk Project All 2024 S TIB 158,950 39,738 198,688 CE N
from: Sims Way to: Courthouse
15 Arterial Streets are to be studied to idenfity appropriate multimodal
facilities including developing planning level cost estimates. Concepts will be
vetted by the public in preparation for grant applications.
Discovery Road Bicycle and Pedestrian Safety PE 2024 S HSIP 32,000 15,000 47,000 CE N
from: McClellan St to: Sheridan St CN 2025 201,000 201,000
Pedestrian, bicycle, and intersection improvements
SR 20 Pedestrian Walkway 0.14 ALL 2028 P HSIP 724,000 25,000 749,000 CE N
from: Logan Street to: Hancock Street
Construct 765 linear feet of sidewalk along the south side of SR20 with ADA
ramps
Olympic Discovery Trail - Planning RAISE Grant 1.7 PE 2027 S RAISE 250,000 - 250,000 CE N
from: Boat Haven to: Fort Worden
10% Design for Trail Segments
Olympic Discovery Trail - Planning RAISE Grant 2 0.7 PE 2026 S RAISE 250,000 250,000 CE N
from: Boat Haven to: Park and Ride
10% Design for new trail spur around west end of boatyard
Olympic Discovery Trail - Planning RAISE Grant 1.0 PE 2025 S RAISE 300,000 300,000
from: Boat Haven to: Ferry Terminal
10% Design for Waterwalk Trail Segment
Olympic Discovery Trail - Planning RAISE Grant 3.4 PE 2029 S RAISE 300,000 300,000 CE N
from: Anderson Lk Rd to: Eaglemount
10% Design for Trail Segments
Sims Way Improvements II.A - Port 0.26 All 2024 S 285,000 285,000 1,000,000 CE N DELETE?
from: Benedict Street to: Haines
Boatyard expansion includes tree replacement and bike/pedestrian facilities
on Boatyard side
9th Street Sidewalks 0.30 ALL 2024 S 225,000 225,000 CE N
from: Hancock to: McPherson
Funded in 2022 through Banked Capacity. Continuation of sidewalk
SS4A - Safety Plan Develompent ALL 2025 S SS4A 164,000 164,000 CE N
from: to:
Develop a Safety Plan under the SS4A program.
2023 Banked Capacity Projects ALL 2025 S 300,000 300,000 CE N
from: to:
Funded in 2023 to repair streets. Total funding $868,000
Safe Routes to School and Neighbohood Connectivity Plan ALL 2028 P Safe Route 350,000 350,000 CE N
from: to:
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Note: Title VI compliance and equity in participation are an important element of the City's transportation planning. The City of PT has
a population of 10,000 and small geographic area. The following TIP represents projects that serve the entire community.
8/13/2024 1 of 5
Six Year Transportation Improvement Program (2025 - 2030)County Name Jefferson County
City of Port Townesend MPO/RTPO:NON/PEN
Adopted:Resolution 24-025 June 17, 2024
Co. No.:16
City No.:1005
Fund Source Information Expenditure Schedule
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Note: Title VI compliance and equity in participation are an important element of the City's transportation planning. The City of PT has
a population of 10,000 and small geographic area. The following TIP represents projects that serve the entire community.
Develop a safe routes plan working with the School District for infrastructure
improving neighbohood connectivity around each of the three public schools.
Bank Capacity - Various projects ALL 2026 P 2,270,000 454,000 454,000 454,000 454,000 454,000 CE N
from: to:
Per Res 18-062, Non-fed aid and Non motorized plan are only eligible
projects
Mill Road Intersection Improvements 0.03 ALL 2028 P WSDOT 10,000,000 10,000,000 CE Y
from: Discovery Rd to SR20/Jacob Miller
Intersection improvements including Jacob Miller. Partnership with the
County
Admiralty - San Juan Improvements 0.26 ALL 2030 P OTHER 1,520,000 380,000 1,900,000 CE N
from: 49th Street to: Spruce Street
Shoulder improvements, sidewalk, bike lanes, drainage
Local Safety Plan/HSIP Projects - Various Locations ALL 2028 P HSIP 600,000 300,000 300,000 CE N
from: to:
See Local Road Safety Plan - Traffic calming, intersection improvements,
sidewalks, separated bike facilities, signing, striping, crosswalks
19th - Blaine 0.90 ALL 2030 P 5,200,000 1,300,000 6,500,000 CE N
from: Sheridan to: Walker
Traffic calming, intersection improvements, sidewalks, separated bike
facilities
Discovery Road Improvements III 0.80 ALL 2030 P Safe Route 2,250,000 3,500,000 CE N
from: San Juan Avenue to: 19th Street TIB Urban 1,000,000 250,000
Rebuild roadway, shoulder improvements, bike lanes, sidewalks, drainage,
intersection improvements
Sims Way Improvements I 0.73 ALL 2030 P WSDOT 800,000 200,000 1,000,000 CE N
from: SR 20 Ferry Terminal to: Benedict
Turn lanes, shoulder improvements, intersection improvements, bike lanes,
enhanced transit stops, sidewalks, mitigation of ferry traffic impacts
Sims Way Improvements II.B 0.26 All 2030 P WSDOT 1,000,000 1,000,000 CE N
from: Benedict Street to: Haines
enhanced transit stops and crossings and interesection safety improvements
Sims Way Improvements III 0.59 ALL 2030 P WSDOT 1,770,000 1,770,000 CE N
from: Haines Street to: Sheridan St
Turn lanes, shoulder improvements, intersection improvements, bike lanes,
enhanced transit stops , sidewalks
Sims Way Improvements IV 0.36 ALL 2030 P WSDOT 4,000,000 1,000,000 5,000,000 CE Y
from: Sheridan St Street to: Logan St
Turn lanes, shoulder improvements, intersection improvements, bike lanes,
enhanced transit stops , sidewalks
Washington Street 0.30 All 2030 P OTHER 1,880,000 470,000 350,000 CE N
from: Monroe Street to: Taylor Street 2,000,000
Streetscape improvements; new curb, gutter, pavement, sidewalk repair and
replacement
Discovery Road II 0.74 All 2030 P OTHER 3,040,000 760,000 500,000 CE N
from: City Limits to: Rainier Street OTHER 3,300,000
Rebuild roadway, bike lanes, sidewalks, pathway, drainage, intersection
improvements
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Six Year Transportation Improvement Program (2025 - 2030)County Name Jefferson County
City of Port Townesend MPO/RTPO:NON/PEN
Adopted:Resolution 24-025 June 17, 2024
Co. No.:16
City No.:1005
Fund Source Information Expenditure Schedule
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Note: Title VI compliance and equity in participation are an important element of the City's transportation planning. The City of PT has
a population of 10,000 and small geographic area. The following TIP represents projects that serve the entire community.
San Juan Improvements 0.75 ALL 2030 P OTHER 1,360,000 340,000 1,700,000 CE N
from: Lopez & San Juan to: 49th & Jackman
Grind and install new road surface. Replace utility lines. Sidewalk and bike
lanes.
Jackson / Walnut Improvements 0.45 ALL 2030 P OTHER 800,000 200,000 1,000,000 CE N
from: Reed Street to: W Street
Shoulder improvements, overlay, drainage improvements, sidewalks
Lawrence Street Improvements 0.50 ALL 2030 P OTHER 4,000,000 1,000,000 5,000,000 CE N
from: Kearney Street to: Harrison Street
Grind, base upgrade, repave, sidewalks, shoulder improvements, ADA
upgrades
Monroe Street Improvements 0.22 ALL 2030 P 1,200,000 300,000 1,500,000 CE N
from: Washington Street to: Lawrence Street
Address road settlement, re-do subgrade, repave, sidewalk
McPherson Street Improvements 0.57 ALL 2030 P OTHER 3,000,000 1,000,000 4,000,000 CE N
from: Sims Way SR 20 to: Discovery Road
Roadway rebuild, sidewalks, bike lanes
Blaine Street Improvements 0.50 ALL 2030 P 800,000 200,000 1,000,000 CE N
from: Walker Street to: Tyler Street
Sidewalk, shoulder improvements, drainage, curb and gutter
Non-Motorized Multi Modal Loop Trail 1.94 ALL 2030 P OTHER 500,000 200,000 700,000 CE N
from: Kearney Street to: Discovery Rd
Loop trail as identified in Non-Motorized Transportation Plan
10th Street 0.33 ALL 2030 P OTHER 3,000,000 1,000,000 4,000,000 CE N
from: SR 20 to: Sheridan
Shift street, Sidewalks, bike lanes, drainage, shoulders
12th Street 0.38 ALL 2030 P 1,500,000 500,000 2,000,000 CE N
from: Landes to: Sheridan
Sidewalks, shoulders, drainage improvements, bike lanes
14th Street 0.82 ALL 2030 P 4,000,000 1,000,000 5,000,000 CE N
from: Landes to: McPherson
Sidewalks, shoulders, drainage improvements, bike lanes
Cherry / Redwood Improvements 0.80 ALL 2030 P OTHER 1,200,000 300,000 1,500,000 CE N
from: F St to: W St
Shoulder improvements, overlay, drainage improvements
49th Street / Cook Ave Improvements 2.00 ALL 2030 P 2,400,000 600,000 3,000,000 CE N
from: Jackman Avenue to: City Limits
Shoulder widening, drainage improvements, pavement overlay, bike and
pedestrian accommodations
W Street Improvements 0.70 ALL 2030 P OTHER 1,200,000 300,000 1,500,000 CE N
from: Walnut Street to: Admiralty Avenue
Shoulder widening, overlay, drainage improvements, sidewalks
Lawrence Street 0.46 PE 2025 S OTHER 700,000 700,000.00 700,000 CE N
from: Monroe to: Harrison CN 2028 P 2,800,000 2,800,000 2,800,000
Road rebuild roadway, drainage, sidewalks, bikeways
Couple work with CSO removal and new stormwater pipe.
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8/13/2024 3 of 5
Six Year Transportation Improvement Program (2025 - 2030)County Name Jefferson County
City of Port Townesend MPO/RTPO:NON/PEN
Adopted:Resolution 24-025 June 17, 2024
Co. No.:16
City No.:1005
Fund Source Information Expenditure Schedule
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Note: Title VI compliance and equity in participation are an important element of the City's transportation planning. The City of PT has
a population of 10,000 and small geographic area. The following TIP represents projects that serve the entire community.
Washington II 0.64 ALL 2030 P 4,400,000 1,100,000 5,500,000 CE N
from: Taylor to: Sims Way
Pavement preservation, traffic calming, sidewalks
Monroe II 0.30 ALL 2030 P 3,600,000 900,000 4,500,000 CE N
from: Roosevelt to: Reed
Road rebuild
Sheridan Street 0.25 ALL 2030 P 560,000 140,000 700,000 CE N
from: 10th St to: 15th St
Sidewalks, bike lanes
Water Street 0.12 2030 P 1,200,000 300,000 1,500,000 CE N
from: Taylor St to: Quincy St
Road improvements, ADA ramps, drainage improvements
Washington Street 0.30 2030 P 1,600,000 400,000 2,000,000 CE N
from: Sims Way to: Benedict
Sidewalks, pavement preservation
Water Street II 0.11 2030 P 640,000 160,000 800,000 CE N
from: Sims Way to: Gaines St
Sidewalks, pavement preservation
City Wide Sidewalks/ADA/Multi Use Trail ALL 2025 S 300,000 50,000 50,000 50,000 50,000 50,000 50,000 CE N
from: to:
City wide sidewalks/ADA/enhanced crossings/multi-use trail
Pavement restoratoin preservation City Wide ALL 2025 S 3,000,000 500,000 500,000 500,000 500,000 500,000 500,000 CE N
from: to: ALL 2028 P TIB 600,000 300,000 300,000
See Comprehensive Streets Program
Neighborhood Traffic Calming ALL 2025 S 150,000 25,000 25,000 25,000 25,000 25,000 25,000 CE N
from: to:
See Comprehensive Streets Program
Non-Motorized Plan Update ALL 2025 S 100,000 100,000 CE N
from: to:
City wide sidewalks/ADA/enhanced crossings/multi-use trail. Includes ADA
Plan update includes ADA Transtion Plan update
Downtown Parking Plan ALL 2026 S 100,000 100,000 CE N
from: to:
Develop Parking Management Strategy
47th Street Improvements 0.10 ALL 2030 P 600,000 150,000 750,000 CE N
from: San Juan Ave to: Pettygrove Street
Non-motorized improvements connecting to the Fairgrounds
Hastings Avenue Improvements 1.60 ALL 2030 P OTHER 9,200,000 2,300,000 11,500,000 CE N
from: Discovery Road to: City Limits
Shoulder widening, bike lanes, pavement overlay, drainage improvements,
sidewalks or shared use pathway
Hastings Avenue Bike Shoulder Improvements 0.30 ALL 2030 P OTHER 118,800 118,800 CE N
from: Spring Street to: Thomas Street
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8/13/2024 4 of 5
Six Year Transportation Improvement Program (2025 - 2030)County Name Jefferson County
City of Port Townesend MPO/RTPO:NON/PEN
Adopted:Resolution 24-025 June 17, 2024
Co. No.:16
City No.:1005
Fund Source Information Expenditure Schedule
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Note: Title VI compliance and equity in participation are an important element of the City's transportation planning. The City of PT has
a population of 10,000 and small geographic area. The following TIP represents projects that serve the entire community.
Shoulder widening for bike lane and bike safety going up hill
Rainier Street Extension III 0.10 ALL 2030 P 640,000 160,000 800,000 CE N
from: Water Treatment Facility to: 20th Street
New street extension through water plant
Total Federal Total State Total Local
3,001,000 83,768,950 24,538,538
Total of All Funds 111,308,488
SR 20/Kearney??see 2024
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8/13/2024 5 of 5
