HomeMy WebLinkAbout05.14.25 Art Commission Packet
Port Townsend Art Commission Special Session Meeting Agenda
May 14, | 3:00 p.m. | In-person and Remote Meeting
nd
The meeting will be held in Council Chambers on the 2floor of the Historic City Hall.
The entrance is the first door on Madison Street, which opens to the elevator.
Attend in person or virtually via computer or tablet at
https://zoom.us/j/98925253431?pwd=Npd9zmvb2wR4qnSIbcKgpPKxIb1K9h.1
Webinar ID # 989 2525 3431
Join by phone, please use number 253-215-8782, and meeting id number
98925253431#
Submit public comment emails to be included in the meeting record to:
https://publiccomment.fillout.com/cityofpt
A. Call to Order
B. Roll Call
C. Elections
D. Public Comment (3 minutes per person)
Committee Business
Comp Plan Goals and Policies workgroup
Treasurer Update
Staff Update
Arts & Culture Coordinator Welcome
2025 / 2026 Workplan: Mayor’s Letter to all Advisory Bodies
Poet Laureate
E. Correspondence
F. Set Agenda for Next Meeting: June 5, 2025
G. Adjourn
Americans with Disabilities Act
In compliance with the Americans with Disabilities Act, those requiring accommodation for this meeting
should notify the City Clerk’s Office at least 24 hours prior to the meeting at (360) 379-5083.
City of Port Townsend Arts Commission (PTAC)
2025 Meeting Schedule & Agenda Topics
City of Port Townsend Arts Commission Mission Statement
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Overview
This document is a flexible summary of the annual approach to PTAC meetings in 2025 and the
st
development of the PTAC budget. PTAC meets on 1 Thursdays, from 3:00-5:00PM. The development of
the PTAC budget is part of the development of the City of Port Townsend budget, and resides in the
General Fund, as approved by City Council each year. This process begins nearly six months before the
start of the subsequent year and includes state-mandated statutory milestones and deadlines.
1. January Program Planning Part 1: Grant Criteria and Poet Laureate
Discussion of Arts & Culture in Comprehensive Plan and formation of a workgroup. Discussion of
grant program specifics, including application, criteria, and any marketing or public education
opportunities.
2. February Program Planning Part 2: Annual Arts Awards and Public Art
Discussion of Poet Laureate Program and jury process for 2026-2027. Discussion of Arts Awards
with roles and deadlines. Discussion of agency partners and arts connections, including Creative
District and Arts & Culture Plan, and Public Art maintenance planning and coordination with City
staff. Invitation to Public Works Director to discuss possible 1% eligible projects in 6-year Capital
Facilities Plan. Update on Comp Plan Workgroup.
3. March Grant Funding
4. April Communications and Poet Laureate Jury.
PTAC engages in a discussion of City communications and how to participate in covering funded
events, updating the website, and promoting the work of PTAC. Finalize Poet Laureate jury
selection and RFP for Poet Laureate nominations. Update on Comp Plan Workgroup.
5. May Workplan Strategic Session.
PTAC receives a call from Mayor/City Manager to PTAC (and all City advisory boards) for
workplan items and preliminary budget request. PTAC reviews progress on the 2025 workplan,
strategizes on multi-year initiatives and the 2026 workplan, and considers priorities for next
fiscal year in order to suggest a preliminary PTAC workplan. Finalization of Comp Plan
6. June Grant Funding
7. July Mid Year Review and Budget Strategic Session
PTAC discusses all 2025 programs and makes mid-year assessments. Discussion on budget to
pair with workplan and submits a recommendation to staff and City Council in advance of a
decision on the preliminary City budget. (City Council may choose to approve/incorporate or
may send the recommendation back to PTAC for further discussion). Poet Laureate jury process
and selection occurs in this time frame.
8. August TBD
9. September Grant Funding
10. October TBD
11. November TBD
12. December Annual Review. PTAC reviews the 2025 workplan, reviews 2025 granting data and
budget expenditures, plans annual meeting schedule and 2026 grant deadlines, and ties up
loose ends in discussion.
Port Townsend Arts & Culture Plan
Staff Review/Send to Planning
IdentifierTextProgressALEXISSIMON
Commission?
g. Create and maintain a part-time professional Port
Priority for workgroup, may be too detailed
2.Gposition and encourage applications from working Green1for comprehensive plan. For discussion
artists/artisans. \[Potential hosts: City of Port Townsend, EDC\] with PTAC and Planning Commission.
1
Also see 4.a.
Priority for workgroup, supporting
i. Identify and promote short-term as well as permanent
positions for creatives within the City's
positions in the public and private sector suitable for being
2.IYellow1work would be appropriate for planning.
filled by creatives, and encourage applications from creatives
Discuss with PTAC and Planning
in the community.
2
Commission.
Priority for workgroup. City does not have
j. Work with the City of Port Townsend and other entities to
jurisdiction over private businesses.
2.Jestablish targeted minimum hourly compensation rates for Yellow1
Discuss with PTAC and Planning
creatives hired for project/gig work in Port Townsend.
Commission.
3
Goal 3. Expand and coordinate communication and
marketing to build awareness and access for creatives and Priority for workgroup. City would have
audiences in three dimensions: (A) creative-to-creative jurisdiction to share some of this
Goal 3Green1
information sharing, (B) creative-to-marketplace information through public notices. For
opportunities, and (C) arts marketplace opportunities discussion.
4
reaching residents and visitor audiences.
organize workshops and networking events, send out a
Supported by workgroup but more specific
monthly or quarterly consolidated Port Townsend-relevant
than is appropriate for the comprehensive
4.A1
plan. Address through a more general
writing, residency applications, etc. \[Potential hosts: EDC,
goal.
Northwind, City of Port Townsend\] \[Potential support from
Creative District, Foundations, City/County/State funds\] Also
see 2.g.
5
b. Host workshops and trainings, as well as networking
events, for creatives, with selected programs focused on
younger and BIPOC artists in the community. Invite small Supported by workgroup but more specific
business lenders to networking events. \[RESOURCES: EDC, than is appropriate for the comprehensive
4.B1
Northwind Art, Artist Trust, Artists Thrive, Whipsmart, plan. Address through a more general
Intersection for the Arts, Lacey Makerspace; Business Impact goal.
leads/partners: EDC, Creative District, City of Port Townsend\]
6
c. Expand and promote the Port Townsend Library lending
service to include more durable supplies (tables, tents,
lighting, chairs, etc.) to lower barriers to participation at fairs, Very specific but may be appropriate for
4.Cfestivals, and sales events by artists/artisans in the 1community services action items in the
community. Partner with the Port Townsend Public Library to comprehensive plan. For discussion.
increase access across the city. \[RESOURCES: San Mateo
County\] \[Lead: Port Townsend Library\]
7
e. Develop a pilot mentorship program linking established and
For discussion, may be outside the city's
emerging creatives, paying mentors for their time.
4.E1
jurisdiction.
\[RESOURCES: Artists Up, NW Arts Alliance Emerging Artist
8
Program\]
b. Hold an annual convening of leadership of existing festivals
and fairs to strengthen communication among festivals and
fairs, explore ways to amplify support of local artists, consider
ways other creative disciplines may enhance existing festivals Priority for workgroup. ICC may be better
5.B1
and fairs, and identify gaps and new possibilities, such as an host than city. For discussion.
improved communication and awareness efforts.
\[RESOURCE: Methow Arts Alliance Arts Partners\]
9
e. Consider a new large and inclusive Port Townsend-wide
arts event that bridges disciplines, building off Soundcheck
Priority for workgroup. For discussion if
5.EArts Festival and other festivals. \[RESOURCE: Tacoma Office 1
the City is the correct host.
of Arts and Cultural Vitality Arts at the Armory; Tacoma Arts
Month & Arts at the Armory\]
10
a. Activate more public and private spaces during Art Walks by
Priority for workgroup. City can participate
encouraging and programming art disciplines in addition to
in activating public spaces but cannot
6.Avisual arts, creating connections and opportunities for 1
require the use of private spaces. Staff
experiencing performing, literary, maker, and culinary arts.
supports this but it needs discussion.
11
Also see 5.a.
e. Develop and carry out a two-year pilot project offering use
The use of vacant storefronts is controled
of temporary vacant and/or untenanted storefronts/spaces in
by owners, not City. Open spaces, or city-
the Creative District, with an articulated BIPOC creatives
6.E1provided incentives for these property
component. Document and archive projects on the Creative
owners, are within the City's abilities. For
discussion.
program; Storefront Studio at UW, Artscapes Tacoma\]
12
Edmonds Land Use
Staff Review/Send to Planning
GOALS / POLICIES
ALEXISSIMON
Commission?
Policy LU-1.6: Implement appropriate development regulations to create opportunities
for housing and jobs consistent with state and regional goals and targets for the planning
1Similar policies already in place
period ending in 2044, as shown in Table 2.1.
13
Policy LU-1.7: Foster vibrant retail, office, and entertainment spaces supported by local
residents and the broader Edmonds community in activity, neighborhood centers, and
12Similar policies already in place
hubs.
14
Port Townsend regulates historic
preservation, critical areas, shoreline,
public nuisances, and the scale of
12buildings. Are additional regulations on
visual quality.
appearance of Port Townsend needed?
Are they implementable given new state
restrictions on design review?
15
Goal LU-2: Maintain and grow a welcoming environment for residents, visitors, and
1Similar policies already in place
businesses.
16
Policy LU-2.2: Continue to support pedestrian-scale development through appropriate
1Similar policies already in place
17
land use regulations and design guidelines.
Policy LU-2.4: As opportunities arise, seek to de-pave underutilized or undefined
The Streets Circulation Plan and
impervious areas through landscaping, high-quality furnishings, permeable surfaces,
1transportation goals and policies are
and tree canopy while incorporating green infrastructure.
working to achieve this
18
Goal LU-3: Promote development within the centers and hubs as the focus for growth in a
1Similar policies already in place
way that enhances a sense of place and provides a good quality of life for all residents.
19
Policy LU-3.1: Encourage multi-family residential development alongside a diverse mix of
retail and commercial spaces within centers and hubs to enable efficient land utilization
1Similar policies already in place
and strengthen community cohesion.
20
jobs, housing with mobility options, and recreational opportunities. Collaborate with
1Similar policies already in place
organizations and agencies to support local businesses at risk of displacement, helping
them have the resources to thrive.
21
Policy LU-3.4: Coordinate with Community Transit to enable last-mile connections to
1Similar policies already in place
support transit use.
22
Policy LU-3.5: Manage the transition between the core of neighborhood centers to the
surrounding community with stepped-down densities and heights, and retail uses that
1Similar policies already in place
are more neighborhood-serving and associated with less traffic demand.
23
Policy LU-4.2: Adopt regulations that reduce barriers for mixed-use, multifamily
1Similar policies already in place
developments while providing for context-appropriate design.
24
Policy LU-4.3: Continue the transition of overhead wires and poles to underground
1Similar policies already in place
facilities.
25
Policy LU-4.4: Promote pedestrian-friendly ground-level activities and street-facing
storefronts and commercial spaces that create opportunities for community
1Similar policies already in place
engagement in all mixed-use areas.
26
Policy LU-4.5: Encourage neighborhood-oriented commercial uses, including ground-
1Similar policies already in place
floor retail, in neighborhood hubs and centers.
27
Goal LU-5: Foster healthy and thriving community places.
28
1Similar policies already in place
Policy LU-5.1: Support active transportation (e.g., walking and bicycling) access to public
facilities, schools, parks and open space, employment centers, and other amenities and
1Similar policies already in place
resources.
29
Policy LU-5.6: Find opportunities to integrate small open spaces such as pocket parks,
For comparison with and possible
expanded outdoor café seating areas, and intimate plazas appropriate for small
1addition to the Parks, Recreation, and
community gatherings and impromptu meetings between neighbors.
Open Space Plan
30
Policy LU-15.2: Encourage and monitor the shift from single-family dominant residential
For discussion with Planning
zoning to low-density and medium-density residential zones to provide a wide variety of
1
Commission. Existing policy is similar.
housing types and sizes, while keeping the quality of living a priority.
31
Policy LU-16.2: Commercial developments should be designed to minimize the impacts
1For discussion with Planning Commission
of traffic and noise.
32
For discussion with Planning Commission
Policy LU-16.3: Discourage poorly connected strip commercial areas along Edmonds
1and possibly the Active Transportation
streets and highways.
33
Workgroup
Edmonds Housing Element
Goal/PolicStaff Review/Send to Planning
Text
ALEXISSIMON
yCommission?
Promote middle housing types to create greater equity and diversity, while
Discuss phrasing with Planning
Policy H-
meeting community standards, such as for setbacks, lot coverage, and tree
1Commission to best support middle
1.2
canopy, consistent with requirements of HB 1110.
34
hosuing
Edmonds Capital Facilities
Staff Review/Send to Planning
Text
ALEXISSIMON
Commission?
Policy CF2.1 Identify opportunities to improve public facilities serving existing
Review with staff to update existing
development, based on adopted LOS guidelines and other relevant considerations.
capital facilities policies with this
1
Prioritize addressing existing deficiencies where vulnerable and underserved
language, discuss with Planning
communities are located.35
Commission
Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on
Review with staff to update existing
capital facilities policies with this
1
comprehensive plan. Periodically review the criteria and resources to help address these
language, discuss with Planning
needs.
Commission
36
Port Townsend Arts & Culture Plan
Staff Review/Send to Planning
IdentifierTextProgressALEXISSIMON
Commission?
Strengthen the role and voice of the creative sector
Priority of workgroup, within City's
"Strengthen the role and voice of the creative sector in the
jurisdiction, can be supported by
Goal 1:City of Port Townsend and Jefferson County public and private 1
comprehensive plan. Yes, include in goals
sectors to achieve community goals and ensure Port
and policies element
1
Advocate for and participate in the inclusion of arts, culture,
Not rated by the workgroup, within City's
and the creative sector in the development of the 2025 Port
jurisdiction, related to the comprehensive
1.BTownsend Comprehensive Plan, emphasizing the importance In progress
plan. Yes, add to goals and policies
element
economy, and quality of life.
2
Not rated by workgroup, within City's
Evaluate Port Townsend city codes, policies, and procedures
jurisdiction, similar to existing
to identify ways to enhance and encourage creative sector
1.DIn progresscomprehensive plan goals and policies,
activities and initiatives (temporary and permanent) within
appropriate to comprehensive plan. Yes,
the Creative District and throughout Port Townsend.
add to plan.
3
Advocate for artist live/work housing opportunities and
Priority for workgroup, related to existing
projects, and inclusion of creatives-focused dimensions to
1.E1housing and land use elements. Yes, add
affordable housing initiatives in Port Townsend and Jefferson
to plan.
4
County.
Goal 4. Provide creatives with exemplary resources to help Priority for workgroup, goal is similar to
Goal 4them thrive professionally and enrich the Creative District 1some existing comprehensive plan goals.
5
and Port Townsend community.Include in goals and policies.
a. Reimagine and amplify the existing Art Walk to create a
more vibrant regular event that animates the Creative District
with multiple arts disciplines and artist opportunities. 1 include
5.AYes, include in goals and policies element
\[Possible players include Creative District, Main Street music!
Program, Northwind Art, restaurants/bars, Key City Public
Theatre, etc.\] Also see 6.a.
6
Goal 6. Encourage and incentivize use of physical space in the
Creative District for creative endeavors, expanding
GOAL 61Yes, include in goals and policies element
opportunities for artists and artisans and increasing access
7
for audiences.
f. Conduct a survey of potential spaces for temporary and/or
permanent murals and graffiti walls, including developing
partnerships with entities serving youth and emerging artists,
6.Fand developing multiple possible scenarios for action within 1Yes, include as action item.
and beyond the Creative District. \[RESOURCES: Urban
ArtWorks and Sawhorse Revolution on creating opportunities
and engagement with creatives and youth.\]
8
Edmonds Land Use
Staff Review/Send to Planning
GOALS / POLICIES
ALEXISSIMON
Commission?
Policy LU-1.3 Support and maintain significant public investments, including government
Public art can be added to existing
and cultural facilities, landscaping, street furnishings, public art, and civic features that
11policies about supporting and maintaining
enhance the pedestrian experience and foster community
Port Townsend's investments.
9
Could include in Capital Facilities
Policy LU-1.5: Prioritize capital facility improvements, including for open space and
Element's goals and policies, which is
11
community gathering places, in historically underserved areas.
currently focused on transportation
10
facilities
Policy LU-1.9: Find opportunities in creative placemaking to celebrate the Edmonds arts
Could include in Land Use goals and
12
policies
11
Policy LU-2.1: Avoid racially disparate impacts on historically marginalized communities
Can update similar goals and policies with
1
when considering City investments, programs, and regulations.
this language
12
Policy LU-2.4: As opportunities arise, seek to de-pave underutilized or undefined
The Streets Circulation Plan and
impervious areas through landscaping, high-quality furnishings, permeable surfaces,
1transportation goals and policies are
and tree canopy while incorporating green infrastructure.
working to achieve this
13
Policy LU-3.3: Incentivize development that provides signature pedestrian facilities and
Could include in Land Use's policies on
1
public space, supports local businesses, and incorporates affordable housing.
mixed-use centers
14
Policy LU-5.2: Support increased green space, tree canopy, and integration of nature
Review similar policies to compare
1
within urban settings.
phrasing
15
Policy LU-5.3: Ensure open space is equitably distributed throughout the city, promoting
Review similar policies to compare
active and passive recreation, fostering social interactions, and encouraging community
1
phrasing
engagement.
16
Policy LU-8.1: Strengthen meaningful connections and representation of indigenous
For review with and addition to existing
11
culture, both past and present.
policies17
Policy LU-8.2: Provide flexibility for creative uses, including retail, small-scale production
For review with and addition to existing
12
spaces, and live-work uses.
18
policies
Policy LU-8.3: Explore programs that support interim, transitional, or temporary creative
For review with and addition to existing
12
uses that can transform underutilized spaces with temporary arts.
policies19
Policy LU-8.4: Continue to explore strategies to nurture the working arts, such as through
For review with and addition to existing
12
access to supportive facilities, including working spaces and venues.
policies
20
Policy LU-9.3: Encourage gathering spaces for cultural festivals, music, and seasonal
For review with and addition to existing
1
events to foster community interaction and cultural appreciation.
policies
21
Policy LU-15.1: Apply contextually appropriate standards and regulations in updating the
For review with and addition to existing
development code to enable walkability, a vibrant public realm, and urban character
1
policies
between different land use areas.
22
Policy LU-15.4: Encourage middle housing typologies of different sizes and affordability
levels to make housing available for individuals and families of all sizes, in compliance
1Add to housing goals and policies
with state legislation.
23
Policy LU-15.5: In low- and medium-density residential areas, encourage walkability, a
For review with and addition to existing
1
vibrant public realm, and appropriate city neighborhood character.24
policies
Edmonds Housing Element
Goal/PolicStaff Review/Send to Planning
Text
ALEXISSIMON
yCommission?
Promote middle housing types to create greater equity and diversity, while
Discuss phrasing with Planning
Policy H-
meeting community standards, such as for setbacks, lot coverage, and tree
1Commission to best support middle
1.2
canopy, consistent with requirements of HB 1110.25
hosuing
Edmonds Capital Facilities
Staff Review/Send to Planning
Text
ALEXISSIMON
Commission?
Policy CF2.1 Identify opportunities to improve public facilities serving existing
Review with staff to update existing
development, based on adopted LOS guidelines and other relevant considerations.
capital facilities policies with this
1
Prioritize addressing existing deficiencies where vulnerable and underserved
language, discuss with Planning
26
communities are located.
Commission
Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on
Review with staff to update existing
capital facilities policies with this
1
comprehensive plan. Periodically review the criteria and resources to help address these
language, discuss with Planning
needs.
Commission
27
Port Townsend Arts & Culture Plan
Staff Review/Send to Planning
IdentifierTextProgressALEXISSIMON
Commission?
Strengthen the role and voice of the creative sector
Priority of workgroup, within City's
"Strengthen the role and voice of the creative sector in the
jurisdiction, can be supported by
Goal 1:City of Port Townsend and Jefferson County public and private 1
comprehensive plan. Yes, include in goals
sectors to achieve community goals and ensure Port
and policies element
1
Collaborate on a set of three to six convenings over 12 to 18
months to explore an alliance of public and private entities to
strengthen and coordinate future actions that benefit the Priority of workgroup, not within City's
creative sector and the larger community, including (i) jurisdiction, more detailed than
1.Aclarifying a sustainable organizational structure such as 1appropriate for the comprehensive plan.
creation/designation of a local arts agency, or similar No, don't add to goals and policies
collaborative body, (ii) an administrative home for the element
Creative District starting in 2025, (iii) consideration of a
creative sector economic impact study
2
Advocate for and participate in the inclusion of arts, culture,
Not rated by the workgroup, within City's
and the creative sector in the development of the 2025 Port
jurisdiction, related to the comprehensive
1.BTownsend Comprehensive Plan, emphasizing the importance In progress
plan. Yes, add to goals and policies
element
economy, and quality of life.
3
Not rated by the workgroup, within City's
jurisdiction, more detailed than
Advocate for a City of Port Townsend arts/culture/creative
1.CIn progressappropriate for the comprehensive plan.
sector manager staff position
No, don't add to goals and policies
4
element
Not rated by workgroup, within City's
Evaluate Port Townsend city codes, policies, and procedures
jurisdiction, similar to existing
to identify ways to enhance and encourage creative sector
1.DIn progresscomprehensive plan goals and policies,
activities and initiatives (temporary and permanent) within
appropriate to comprehensive plan. Yes,
the Creative District and throughout Port Townsend.
add to plan.
5
Advocate for artist live/work housing opportunities and
Priority for workgroup, related to existing
projects, and inclusion of creatives-focused dimensions to
1.E1housing and land use elements. Yes, add
affordable housing initiatives in Port Townsend and Jefferson
to plan.
6
County.
Support jobs, paid project work, and workforce training
opportunities that reinforce key Creative District Arts and Low priority for workgroup, do not add at
Goal 2:2
Culture Plan goals and build a stronger future as an arts this time.
7
community.
in motion selected near-term strategies identified in the plan,
2.ADoneComplete, do not add to plan.
including fundraising, and to lead a process of defining the
future infrastructure for the Creative District, while based in
the Port Townsend Main Street Program for 2024.
8
b. Convene with the City of Port Townsend, Chamber of
Commerce, and EDC to explore and identify current and
Low priority for workgroup, do not add at
2.Bpotential positions and roles within their agencies and 2
this time.
organizations to actively engage and support arts and creative
9
industries, using this plan as a tool.
c. Identify staff and volunteer leadership, responsibility, and
budget for the Creative District Artist Directory and the
2.CDoneComplete, do not add to plan.
Cultural Asset Inventory to further develop these efforts and
to manage updating, expansion/recruitment, and promotion.
10
d. Create a social media curator/manager role for the
Creative District, working in coordination with other arts-
2.DDoneComplete, do not add to plan.
related calendar and promotions media, including updating
11
e. Create a coordinator position for creative mentorships and
Low priority for workgroup, do not add at
creative workforce training programs for youth and emerging
2.EGreen
this time.
creatives. \[Possible players: City of Port Townsend, School
12
District, and/or EDC\]
f. Support the creation of a City of Port Townsend staff
similar) to intersect and amplify Creative District efforts and Low priority for workgroup, do not add at
2.FDone
to coordinate approaches and the success of creative sector this time.
initiatives, including public art, heritage, and the work of
related City commissions and bodies. Also see 1.c.
13
g. Create and maintain a part-time professional Port
Priority for workgroup, may be too detailed
2.Gposition and encourage applications from working Green1for comprehensive plan. For discussion
artists/artisans. \[Potential hosts: City of Port Townsend, EDC\] with PTAC and Planning Commission.
14
Also see 4.a.
h. Create an annual Creative District Event Production
internship cohort for ages 17-23, working across three or
Low priority for workgroup, do not add at
2.Hmore different Creative District festivals or fairs each year, Green2
this time.
stipended as possible. \[RESOURCES: Bumbershoot
Workforce Development Program; KEXP Internship Program\]
15
Priority for workgroup, supporting
i. Identify and promote short-term as well as permanent
positions for creatives within the City's
positions in the public and private sector suitable for being
2.IYellow1work would be appropriate for planning.
filled by creatives, and encourage applications from creatives
Discuss with PTAC and Planning
in the community.
16
Commission.
Priority for workgroup. City does not have
j. Work with the City of Port Townsend and other entities to
jurisdiction over private businesses.
2.Jestablish targeted minimum hourly compensation rates for Yellow1
Discuss with PTAC and Planning
creatives hired for project/gig work in Port Townsend.
Commission.
17
Goal 3. Expand and coordinate communication and
marketing to build awareness and access for creatives and Priority for workgroup. City would have
audiences in three dimensions: (A) creative-to-creative jurisdiction to share some of this
Goal 3Green1
information sharing, (B) creative-to-marketplace information through public notices. For
opportunities, and (C) arts marketplace opportunities discussion.
reaching residents and visitor audiences.
18
A. Actively recruit creatives in all disciplines to be included in
Done &
3.Athe Artist Directory and encourage them to update their Complete, do not add to plan.
Ongoing
19
listings regularly. (A)
selecting a listed individual creative or collective monthly, Done &
3.BComplete, do not add to plan.
rotating randomly between five Creative District disciplines of Ongoing
those with listings. (B) Also see 6.b.
20
c. Promote the Artist Directory for tourism and resident
Not priority for workgroup, do not include
3.Caudiences by expanding consistent social media presence on In progress
at this time.
21
multiple platforms. (C)
Priority for workgroup, but more specific
d. Create a creative-to-creative digital bulletin board or than appropriate for comprehensive plan.
3.Dsimilar feature within the Artist Directory site and promote Green1Could be covered by more general
and manage its use. (A)"support and implement the Arts and
Culture Plan" type goal.
22
Priority for workgroup, but more specific
than appropriate for comprehensive plan.
e. Develop a coordinated and consistent presence in print,
Could be covered by more general
online, and social media tourism tools, and at key physical
3.EGreen1"support and implement the Arts and
locations (such as ferries, cruise ships, and hotels), including
Culture Plan" or "publicize local creatives
QR codes. (C) Also see 2.c.
in accordance with the Arts and Culture
Plan" type goal.
23
f. Create a component of the Artist Directory that focuses on
regional marketplace opportunities for creatives (for selling,
Not priority for workgroup, do not include
3.Fcommission, gig work, etc.) and collaborate with marketplace Yellow2
at this time.
entities to utilize and regularly update it. (B) \[RESOURCE: Best
24
of the NW\]
Priority for workgroup, but more specific
than appropriate for comprehensive plan.
Could be covered by more general
3.GPromote the videos on various online platforms, make them Yellow1"support and implement the Arts and
widely available for use, and maintain an archive of the videos Culture Plan" or "publicize local creatives
on the Artist Directory. (B) \[RESOURCE: NW Arts Alliance\]in accordance with the Arts and Culture
Plan" type goal.
25
Priority for workgroup, but more specific
than appropriate for comprehensive plan.
h. Create and maintain multiple social media channels
Could be covered by more general
relevant to artists and marketplace entities for sharing
3.HYellow1"support and implement the Arts and
information and opportunities, and establish an
Culture Plan" or "publicize local creatives
artist/artisan/arts market listserv or similar platform. (B)
in accordance with the Arts and Culture
Plan" type goal.
26
i. Develop and maintain a public-facing calendar function
within the Artist Directory, linking to other relevant calendars Not priority for workgroup, do not include
3.IYellow2
in the region to create a comprehensive arts and culture at this time.
calendar. (C) \[RESOURCE: Methow Arts Alliance\]
27
j. Coordinate and expand listservs, such as the existing
Not priority for workgroup, do not include
3.JYellow3
at this time.
serve residents, with visitor features sortable by dates or in
28
calendar format. (C)
k. Explore the potential for one or more public physical kiosks
within the Creative District to showcase the Artist Directory, a
Not priority for workgroup, do not include
3.Khigh-quality calendar for current and upcoming arts events, Yellow3
at this time.
and curated ways to explore the Creative District and the
29
Goal 4. Provide creatives with exemplary resources to help Priority for workgroup, goal is similar to
Goal 4them thrive professionally and enrich the Creative District 1some existing comprehensive plan goals.
30
and Port Townsend community.Include in goals and policies.
organize workshops and networking events, send out a
Supported by workgroup but more specific
monthly or quarterly consolidated Port Townsend-relevant
than is appropriate for the comprehensive
4.A1
plan. Address through a more general
writing, residency applications, etc. \[Potential hosts: EDC,
goal.
Northwind, City of Port Townsend\] \[Potential support from
Creative District, Foundations, City/County/State funds\] Also
see 2.g.
31
b. Host workshops and trainings, as well as networking
events, for creatives, with selected programs focused on
younger and BIPOC artists in the community. Invite small Supported by workgroup but more specific
business lenders to networking events. \[RESOURCES: EDC, than is appropriate for the comprehensive
4.B1
Northwind Art, Artist Trust, Artists Thrive, Whipsmart, plan. Address through a more general
Intersection for the Arts, Lacey Makerspace; Business Impact goal.
leads/partners: EDC, Creative District, City of Port Townsend\]
32
c. Expand and promote the Port Townsend Library lending
service to include more durable supplies (tables, tents,
lighting, chairs, etc.) to lower barriers to participation at fairs, Very specific but may be appropriate for
4.Cfestivals, and sales events by artists/artisans in the 1community services action items in the
community. Partner with the Port Townsend Public Library to comprehensive plan.
increase access across the city. \[RESOURCES: San Mateo
County\] \[Lead: Port Townsend Library\]
33
d. Convene a group of creatives and community leaders to
explore and identify new or expanded models to incubate or
Not priority for workgroup, do not include
4.Daccelerate the growth of local creative businesses, including 3
at this time.
scaling of fabrication/production. \[RESOURCES: Spaceworks,
Mighty Tieton, Motor City Match, La Cocina\]
34
e. Develop a pilot mentorship program linking established and
For discussion, may be outside the city's
emerging creatives, paying mentors for their time.
4.E1
jurisdiction.
\[RESOURCES: Artists Up, NW Arts Alliance Emerging Artist
35
Program\]
f. Explore options for the Creative District to provide short-
Not priority for workgroup, do not include
4.Fterm insurance coverage for artists/artisans participating in 3
at this time.
36
events within the Creative District.
g. Develop a pilot initiative to establish a fund for creatives,
raising and distributing direct financial support to them, with a
focus on creatives earning below median income and building Not priority for workgroup, do not include
4.G2
a career in Port Townsend. \[RESOURCES: Springboard for the at this time.
Arts Guaranteed Income project; Local Sound Collaborative
Artists Grants\]
37
h. Collaborate on creative incubator or accelerator efforts in
Not priority for workgroup, do not include
4.HPort Townsend and Jefferson County, related to near-term 2
at this time.
38
strategy b. above.
physical spaces for creating and presenting creative work, Not priority for workgroup, do not include
4.I2
including short-term and ongoing needs. \[RESOURCE: at this time.
Cultural Space Agency PDA\] Also
39
Goal 5. Link together existing arts and cultural events and
Not priority for workgroup, do not include
GOAL 5activities in the Creative District, and experiment with new 2
at this time.
endeavors to amplify impact for artists and audiences.
40
a. Reimagine and amplify the existing Art Walk to create a
more vibrant regular event that animates the Creative District
with multiple arts disciplines and artist opportunities. 1 include
5.AYes, include in goals and policies element
\[Possible players include Creative District, Main Street music!
Program, Northwind Art, restaurants/bars, Key City Public
Theatre, etc.\] Also see 6.a.
41
b. Hold an annual convening of leadership of existing festivals
and fairs to strengthen communication among festivals and
fairs, explore ways to amplify support of local artists, consider
ways other creative disciplines may enhance existing festivals Priority for workgroup. ICC may be better
5.B1
and fairs, and identify gaps and new possibilities, such as an host than city. For discussion.
improved communication and awareness efforts.
\[RESOURCE: Methow Arts Alliance Arts Partners\]
42
c. Convene a Studio Tour Working Group so that interested
parties can energize and enhance this annual event and
Not priority for workgroup, do not include
5.Cinclude a consistent Creative District 2
at this time.
component/connection. \[Potential players: Main Street,
43
Creative District, Northwind Art, others\]
d. Build on the fledgling Port Townsend Poet Laureate
Program by expanding the program to name annual or
biennial civic artists/artisans in additional Creative District
disciplines. Consider nominations and a selection process
from the community and provide an honorarium and support
Not priority for workgroup, do not include
5.Dfor related public programs in the Creative District. 2
at this time.
\[RESOURCES: Seattle Public Library Artist in Residence;
Seattle OAC Civic Poet\] \[Potential players: Port Townsend
Library, Creative District, City of Port Townsend, Chamber,
Leader, KPTZ, private individual support for specific discipline
honorarium and/or programming\]
44
e. Consider a new large and inclusive Port Townsend-wide
arts event that bridges disciplines, building off Soundcheck
Priority for workgroup. For discussion if
5.EArts Festival and other festivals. \[RESOURCE: Tacoma Office 1
the City is the correct host.
of Arts and Cultural Vitality Arts at the Armory; Tacoma Arts
Month & Arts at the Armory\]
45
Goal 6. Encourage and incentivize use of physical space in the
Creative District for creative endeavors, expanding
GOAL 61Yes, include in goals and policies element
opportunities for artists and artisans and increasing access
46
for audiences.
a. Activate more public and private spaces during Art Walks by
Priority for workgroup. City can participate
encouraging and programming art disciplines in addition to
in activating public spaces but cannot
6.Avisual arts, creating connections and opportunities for 1
require the use of private spaces. Staff
experiencing performing, literary, maker, and culinary arts.
supports this but it needs discussion.
47
Also see 5.a.
b. Host a Creative District-designated tent at the Farmers
Not priority for workgroup, do not include
6.B2
monthly Artists Directory spotlight, and promoting the various at this time.
programs and projects of the Creative District. Also see 3.c.
48
c. Assist restaurants, hotels, realtors, and other commercial
businesses to show art and maker products by providing
guidelines, and feature periodic matchmaking events. Add a
component to support arts and artisan presentations and/or
Not priority for workgroup, do not include
6.Cculinary artist highlights in public and nonprofit settings. 2
at this time.
Consider marketing incentives to encourage new and/or
4Culture Art Advisory Program\]
49
physical space for creating and presenting creative work, Not priority for workgroup, do not include
6.D3
including short-term and ongoing needs. \[RESOURCE: at this time.
Cultural Space Agency PDA.\] Also see 4.i. & 6.d.
50
e. Develop and carry out a two-year pilot project offering use
The use of vacant storefronts is controled
of temporary vacant and/or untenanted storefronts/spaces in
by owners, not City. Open spaces, or city-
the Creative District, with an articulated BIPOC creatives
6.E1provided incentives for these property
component. Document and archive projects on the Creative
owners, are within the City's abilities. For
discussion.
program; Storefront Studio at UW, Artscapes Tacoma\]
51
f. Conduct a survey of potential spaces for temporary and/or
permanent murals and graffiti walls, including developing
partnerships with entities serving youth and emerging artists,
6.Fand developing multiple possible scenarios for action within 1Yes, include as action item.
and beyond the Creative District. \[RESOURCES: Urban
ArtWorks and Sawhorse Revolution on creating opportunities
and engagement with creatives and youth.\]
52
Edmonds Land Use
Staff Review/Send to Planning
GOALS / POLICIES
ALEXISSIMON
Commission?
Policy LU-1.3 Support and maintain significant public investments, including government
Public art can be added to existing
and cultural facilities, landscaping, street furnishings, public art, and civic features that
11policies about supporting and maintaining
enhance the pedestrian experience and foster community
Port Townsend's investments.
53
Could include in Capital Facilities
Policy LU-1.5: Prioritize capital facility improvements, including for open space and
Element's goals and policies, which is
11
community gathering places, in historically underserved areas.
currently focused on transportation
54
facilities
Policy LU-1.6: Implement appropriate development regulations to create opportunities
for housing and jobs consistent with state and regional goals and targets for the planning
1Similar policies already in place
period ending in 2044, as shown in Table 2.1.
55
Policy LU-1.7: Foster vibrant retail, office, and entertainment spaces supported by local
residents and the broader Edmonds community in activity, neighborhood centers, and
12Similar policies already in place
hubs.
56
Port Townsend regulates historic
preservation, critical areas, shoreline,
public nuisances, and the scale of
12buildings. Are additional regulations on
visual quality.
appearance of Port Townsend needed?
Are they implementable given new state
restrictions on design review?
57
Policy LU-1.9: Find opportunities in creative placemaking to celebrate the Edmonds arts
Could include in Land Use goals and
12
policies
58
Policy LU-1.10: The City Council may consider a proposal affecting its Municipal Urban
Growth Area (MUGA) boundary after receiving adequate information to determine
should include whether any other jurisdiction affected by the proposed MUGA boundary
change is willing to approve or consider approving the change; an engineering analysis of
how the infrastructure of the proposed MUGA expansion area meets or does not meet
Not priority for workgroup, do not include
3
at this time.
(including any downstream capacity-related improvements) and their cost as estimated
may consider the resulting information, along with any other relevant factors, and
identify whether additional information should be obtained and/or potential tools, such
as an LID process to achieve the infrastructure improvements deemed necessary, be
required as part of a City decision to pursue a MUGA boundary change.
59
Policy LU-1.13: Use the Snohomish County Tomorrow process as needed to provide for
Not priority for workgroup, do not include
3
the siting of essential public facilities.
at this time.
60
Goal LU-2: Maintain and grow a welcoming environment for residents, visitors, and
1Similar policies already in place
businesses.
61
Policy LU-2.1: Avoid racially disparate impacts on historically marginalized communities
Can update similar goals and policies with
1
when considering City investments, programs, and regulations.
this language
62
Policy LU-2.2: Continue to support pedestrian-scale development through appropriate
1Similar policies already in place
63
land use regulations and design guidelines.
Policy LU-2.3: Encourage opportunities for public views of Puget Sound and other natural
Not priority for workgroup, do not include
3
settings in the city.
at this time.
64
Policy LU-2.4: As opportunities arise, seek to de-pave underutilized or undefined
The Streets Circulation Plan and
impervious areas through landscaping, high-quality furnishings, permeable surfaces,
1transportation goals and policies are
and tree canopy while incorporating green infrastructure.
working to achieve this
65
Goal LU-3: Promote development within the centers and hubs as the focus for growth in a
1Similar policies already in place
way that enhances a sense of place and provides a good quality of life for all residents.
66
Policy LU-3.1: Encourage multi-family residential development alongside a diverse mix of
retail and commercial spaces within centers and hubs to enable efficient land utilization
1Similar policies already in place
and strengthen community cohesion.
67
jobs, housing with mobility options, and recreational opportunities. Collaborate with
1Similar policies already in place
organizations and agencies to support local businesses at risk of displacement, helping
them have the resources to thrive.
68
Policy LU-3.3: Incentivize development that provides signature pedestrian facilities and
Could include in Land Use's policies on
1
public space, supports local businesses, and incorporates affordable housing.
mixed-use centers
69
Policy LU-3.4: Coordinate with Community Transit to enable last-mile connections to
1Similar policies already in place
support transit use.
70
Policy LU-3.5: Manage the transition between the core of neighborhood centers to the
surrounding community with stepped-down densities and heights, and retail uses that
1Similar policies already in place
are more neighborhood-serving and associated with less traffic demand.
71
Goal LU-4: Enable mixed-use areas to be distinct, human-scale environments that foster
Not priority for workgroup, do not include
2
placemaking opportunities.
at this time.
72
Policy LU-4.1: Support satellite civic uses and capital investments, where practical, to
Not priority for workgroup, do not include
3
serve as anchors in centers and hubs.
at this time.
73
Policy LU-4.2: Adopt regulations that reduce barriers for mixed-use, multifamily
1Similar policies already in place
developments while providing for context-appropriate design.
74
Policy LU-4.3: Continue the transition of overhead wires and poles to underground
1Similar policies already in place
facilities.
75
Policy LU-4.4: Promote pedestrian-friendly ground-level activities and street-facing
storefronts and commercial spaces that create opportunities for community
1Similar policies already in place
engagement in all mixed-use areas.
76
Policy LU-4.5: Encourage neighborhood-oriented commercial uses, including ground-
1Similar policies already in place
floor retail, in neighborhood hubs and centers.
77
Goal LU-5: Foster healthy and thriving community places.
78
1Similar policies already in place
Policy LU-5.1: Support active transportation (e.g., walking and bicycling) access to public
facilities, schools, parks and open space, employment centers, and other amenities and
1Similar policies already in place
resources.
79
Policy LU-5.2: Support increased green space, tree canopy, and integration of nature
Review similar policies to compare
1
within urban settings.
phrasing
80
Policy LU-5.3: Ensure open space is equitably distributed throughout the city, promoting
Review similar policies to compare
active and passive recreation, fostering social interactions, and encouraging community
1
phrasing
engagement.
81
Policy LU-5.4: Facilitate partnerships between the city, neighborhoods, businesses, and
Not priority for workgroup, do not include
property owners/developers to reduce or share costs associated with neighborhood
2
at this time.
improvements.
82
Policy LU-5.5: Encourage space sharing between properties to serve neighborhood
Not priority for workgroup, do not include
3
businesses for staging garbage, recycling, and compost.
at this time.
83
Policy LU-5.6: Find opportunities to integrate small open spaces such as pocket parks,
For comparison with and possible
expanded outdoor café seating areas, and intimate plazas appropriate for small
1addition to the Parks, Recreation, and
community gatherings and impromptu meetings between neighbors.
Open Space Plan
84
Not priority for workgroup, do not include
Goal LU-6: Support efficient parking management strategies.
2
85
at this time.
Policy LU-6.1: Foster shared parking arrangements between different land uses (e.g.,
Not priority for workgroup, do not include
2
office and residential) to optimize the use of existing parking spaces.
at this time.
86
Policy LU-6.2: Encourage adaptable building design for parking garages to have flat
Not priority for workgroup, do not include
3
floors, which will allow for future use conversion.
at this time.
87
Policy LU-6.3: Consider opportunities to reflect changing parking demand as single-
Not priority for workgroup, do not include
3
occupancy vehicle uses evolve and where transit or other alternatives become available.
at this time.
88
Current policies identify and protect
Goal LU-7: Strengthen the unique identity of Downtown, including its low-scale
1Downtown's historic character, including
building heights and pedestrian-friendly environment.
taller buildings and pedestrian amenities.
89
Policy LU-7.1: Encourage the adaptive reuse of historic structures by facilitating seismic
Not priority for workgroup, do not include
3
retrofits, accessibility, and code upgrades.90
at this time.
Not priority for workgroup, do not include
supporting various retail, public uses, and pedestrian activities.
at this time.
91
Goal LU-8: Strengthen and expand the creative identity of Edmonds Downtown
Not priority for workgroup, do not include
Creative District.
at this time.
92
Policy LU-8.1: Strengthen meaningful connections and representation of indigenous
For review with and addition to existing
11
culture, both past and present.
policies93
Policy LU-8.2: Provide flexibility for creative uses, including retail, small-scale production
For review with and addition to existing
12
spaces, and live-work uses.
94
policies
Policy LU-8.3: Explore programs that support interim, transitional, or temporary creative
For review with and addition to existing
12
uses that can transform underutilized spaces with temporary arts.
policies95
Policy LU-8.4: Continue to explore strategies to nurture the working arts, such as through
For review with and addition to existing
12
access to supportive facilities, including working spaces and venues.
policies
96
Goal LU-9: Promote Edmonds waterfront as a destination with enhanced pedestrian
Not priority for workgroup, do not include
2
97
experiences and vibrant public realm.
at this time.
Policy LU-9.1: Maintain existing parks as high-quality, safe places and consider
Not priority for workgroup, do not include
opportunities to create new public spaces and plazas through partnerships and capital
2
at this time.
investments.
98
Policy LU-9.2: Enhance pedestrian safety and walkability along the waterfront, with
Not priority for workgroup, do not include
3
improved infrastructure, signalized intersections, and new pedestrian connections.
at this time.
99
Policy LU-9.3: Encourage gathering spaces for cultural festivals, music, and seasonal
For review with and addition to existing
1
events to foster community interaction and cultural appreciation.
policies
100
Not priority for workgroup, do not include
3
heritage.
at this time.
101
Goal LU-10: Enhance ecological functionality and promote the restoration of natural
Not priority for workgroup, do not include
habitats, supporting community education, recreation, and natural habitat
2
at this time.
sustainability.
102
Policy LU-10.1: Restore and reclaim Edmonds Marsh as a vital ecological, educational,
Not priority for workgroup, do not include
and recreational area.103
at this time.
Not priority for workgroup, do not include
Policy LU-10.2: Prioritize salmon restoration in ecological planning and development.
2
104
at this time.
Policy LU-10.3: Remove or modify barriers, such as culverts, to improve fish passage
Not priority for workgroup, do not include
and, at the property known as the Unocal property, provide an open channel that will
2
at this time.
allow fish passage to Puget Sound.
105
Not priority for workgroup, do not include
element of the Comprehensive Plan and continue to be in effect.106
at this time.
Goal LU-11: Encourage economic vitality, public safety, and recreational and cultural
Not priority for workgroup, do not include
3
activities.107
at this time.
Policy LU-11.1: Support opportunities for businesses and services to operate or expand
Not priority for workgroup, do not include
3
in appropriate locations.108
at this time.
Not priority for workgroup, do not include
Policy LU-11.2: Include economic considerations in planning for the waterfront.
3
109
at this time.
Policy LU-11.3: Seek and implement improvements, as feasible, to ensure emergency
Not priority for workgroup, do not include
3
services to the waterfront.
at this time.
110
Policy LU-11.4: Maintain and enhance the connection of parks and public spaces
Not priority for workgroup, do not include
2
between the waterfront and downtown.
at this time. 111
LU12-14 are regional specific
112
Not applicable
Goal LU-15: Ensure the availability of quality housing to all sections of the community,
1Similar policies already in place
accommodating the spectrum of housing needs and preferences.113
Policy LU-15.1: Apply contextually appropriate standards and regulations in updating the
For review with and addition to existing
development code to enable walkability, a vibrant public realm, and urban character
1
policies
between different land use areas.
114
Policy LU-15.2: Encourage and monitor the shift from single-family dominant residential
For discussion with Planning
zoning to low-density and medium-density residential zones to provide a wide variety of
1
Commission. Existing policy is similar.
housing types and sizes, while keeping the quality of living a priority.
115
Policy LU-15.3: Adjust development standards and regulations that act as barriers to the
Not priority for workgroup, do not include
3
possibility of middle housing in residential zones.
116
at this time.
Policy LU-15.4: Encourage middle housing typologies of different sizes and affordability
levels to make housing available for individuals and families of all sizes, in compliance
1Add to housing goals and policies
with state legislation.
117
Policy LU-15.5: In low- and medium-density residential areas, encourage walkability, a
For review with and addition to existing
1
vibrant public realm, and appropriate city neighborhood character.118
policies
Goal LU-16: Locate commercial development in Edmonds to take advantage of its
Not priority for workgroup, do not include
unique economic opportunities while being compatible with the surrounding
3
at this time.
neighborhood.
119
Policy LU-16.1: The design and location of commercial sites should provide for
Not priority for workgroup, do not include
3
convenient and safe access for customers, employees, and suppliers.120
at this time.
Policy LU-16.2: Commercial developments should be designed to minimize the impacts
1For discussion with Planning Commission
of traffic and noise.
121
For discussion with Planning Commission
Policy LU-16.3: Discourage poorly connected strip commercial areas along Edmonds
1and possibly the Active Transportation
streets and highways.
122
Workgroup
Policy LU-16.4: Encourage location of vehicular parking behind buildings to promote a
Not priority for workgroup, do not include
2
pedestrian-friendly street frontage.123
at this time.
Policy LU-16.5: Minimize curb cuts where possible, especially along streets with
Not priority for workgroup, do not include
2
pedestrian traffic.
at this time.
124
Policy LU-16.6: Promote inclusion of public amenities such as pocket parks, plazas, and
Not priority for workgroup, do not include
3
community spaces in commercial developments.
at this time.
125
Goal LU-17: Ensure that any new industrial development in Edmonds contributes to
Not priority for workgroup, do not include
economic growth and stability while preserving the quality of life and protecting the
2
at this time.
environment.
126
Policy LU-17.1: Light industrial uses should be given preference over heavy industrial
Not priority for workgroup, do not include
2
at this time.
127
environment.
Policy LU-17.2: Adequate buffers for landscaping, compatible transitional land uses, and
open space should be utilized to protect surrounding land areas from the adverse effects
Not priority for workgroup, do not include
2
of industrial land use. Particular attention should be given to protecting residential areas,
at this time.
parks, and other public-institutional land uses.
128
Policy LU-17.3: All industrial areas should be located where direct access can be
Not priority for workgroup, do not include
provided to regional ground transportation systems, such as major state highways and/or
3
at this time.
railroad lines.129
Goal LU-18: Expand and enhance open space in the community, where needed, to
1Similar policies already in place
130
improve environmental quality and overall community well-being.
Policy LU-18.1: Evaluate the suitability of undeveloped public and private properties to
Not priority for workgroup, do not include
2
serve as open space.
at this time.
131
public uses have been considered by administration and council, and the cost-benefit of
1Similar policies already in place
all uses favors it.
132
Policy LU-18.3: Seek opportunities to increase open spaces, especially: Natural and
green belt areas adjacent to highways and arterials.
Areas that have steep slopes or are in major stream drainage ways.
1Similar policies already in place
Wetlands.
Land that can serve as buffers between high noise environments and sensitive uses.
Lands that would have unique suitability for future passive or active recreational use.
133
Not priority for workgroup, do not include
Plan.
at this time.
134
Policy LU-19.1: Provide an interconnected park system that offers a wide variety of year-
Not priority for workgroup, do not include
2
at this time.
cultural identity and the natural environment.
135
Policy LU-19.2: Preserve and pursue opportunities to expand public access and
Not priority for workgroup, do not include
2
enjoyment of Edmonds open space and recreational facilities.
at this time.
136
Policy LU-19.3: Conserve and provide access to natural resource lands for habitat
Not priority for workgroup, do not include
2
conservation, recreation, and environmental education.
at this time.
137
Policy LU-19.4: The adopted Parks Recreation and Open Space (PROS) plan is an
Not priority for workgroup, do not include
2
element of the Comprehensive Plan and its policies continue to be in effect.
at this time.
138
Not priority for workgroup, do not include
heritage.
at this time.
139
Policy LU-25.1: Through partnerships and coordination, seek to provide education and
1Similar policies already in place
recreational programs and activities for all age levels.
140
Policy LU-25.2: Encourage public educational displays that identify some of the more
Not priority for workgroup, do not include
common plants and animals and their ecosystems and habitats, including at streams,
2
at this time.
beaches, and marshes.
141
Edmonds Housing Element
Goal/PolicStaff Review/Send to Planning
Text
ALEXISSIMON
yCommission?
Enable and promote diverse housing types for people of all economic and
Goal H-11Similar policies adopted in existing plan
demographic backgrounds.
142
Housing developments within the neighborhood centers and hubs should
Policy H-
promote diverse housing. Provide a mix of housing types and densities
1Similar policies adopted in existing plan
1.1
shaped through integrated place-making strategies.
143
Promote middle housing types to create greater equity and diversity, while
Discuss phrasing with Planning
Policy H-
meeting community standards, such as for setbacks, lot coverage, and tree
1Commission to best support middle
1.2
canopy, consistent with requirements of HB 1110.
144
hosuing
Encourage infill developments supporting neighborhood life and businesses
Policy H-
1Similar policies adopted in existing plan
in centers and hubs.
145
1.3
Enable and promote live-work developments in areas that already allow
Policy H-Not priority for workgroup, do not include
commercial, and retail uses to accommodate living and employment within
2
1.4at this time.
the same premises.146
Establish partnerships with employers, local businesses, developers,
nonprofits to promote housing projects affordable and accessible to the
local workforce with focus on employees in critical sectors such as
Policy H-Not priority for workgroup, do not include
2
healthcare, retail, education, and hospitality. In a co-housing community,
1.5at this time.
residents typically have their own private living spaces, such as individual
apartments or houses, and share some common facilities and amenities.
147
Explore funding opportunities and grants to support the development of
Policy H-Not priority for workgroup, do not include
2
diverse housing typologies.
148
1.6at this time.
Identify and remove existing regulatory barriers and provide opportunities to
Policy H-Not priority for workgroup, do not include
2
support co-housing.
149
1.7at this time.
Edmonds Capital Facilities
Staff Review/Send to Planning
Text
ALEXISSIMON
Commission?
CF-1. Establish level of service standards for city-provided services to provide public
1Similar policies adopted in existing plan
life.
150
Not priority for workgroup, do not include
Policy CF 1.1 Level of service (LOS) standards.
3
151
at this time.
Goal CF-2. Develop and expand capital facilities to effectively meet the needs of a
Not priority for workgroup, do not include
2
growing city.
at this time.
152
Policy CF2.1 Identify opportunities to improve public facilities serving existing
Review with staff to update existing
development, based on adopted LOS guidelines and other relevant considerations.
capital facilities policies with this
1
Prioritize addressing existing deficiencies where vulnerable and underserved
language, discuss with Planning
153
communities are located.
Commission
Policy CF2.2 Prioritize funding and the preservation of existing capital facilities to ensure
Not priority for workgroup, do not include
2
their continued reliability, safety, and efficiency.154
at this time.
Policy CF2.3 Identify new or improved capacity of existing capital facilities needed to
Not priority for workgroup, do not include
2
support the location and intensity of housing and employment growth anticipated in the
155
at this time.
Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on
Review with staff to update existing
capital facilities policies with this
1
comprehensive plan. Periodically review the criteria and resources to help address these
language, discuss with Planning
needs.
Commission
156
Policy CF2.5 Seek to provide community facilities and services that are appropriate for
1Similar policies adopted in existing plan
the size and composition of the population they serve.
157
Policy CF2.6 Ensure essential public facilities are not precluded, consistent with state
Not priority for workgroup, do not include
law, and are sited in an equitable manner and with appropriate mitigation that balances
3
at this time.
local and regional objectives.
158
Goal CF-3. Maintain at least a 6-year plan to finance needed City capital facilities within
Not priority for workgroup, do not include
2
projected funding capacities and ensure adequate levels of service across the city.
at this time.
159
Policy CF3.1 Identify sources of funds for capital facilities in the finance plan and update
Not priority for workgroup, do not include
2
the plan bi-annually (once in two years).
160
at this time.
Policy CF3.2 If probable funding falls short of meeting existing capital facility needs, the
land use element and any other relevant information shall be reassessed to ensure the
Not priority for workgroup, do not include
3
land use element, capital facilities element, and financing plan within the capital
at this time.
161
facilities element are consistent.
Policy CF3.3 Evaluate and coordinate the provision of capital facility improvements with
both budgeting and long-term financial planning. Ensure 20-year projected growth, levels
Not priority for workgroup, do not include
2
of service, and funding projections are also considered in functional plans for
at this time.
transportation, parks, and utilities.
162
Policy CF3.4 Utilize a coordinated range of mechanisms and revenue sources to fund
Not priority for workgroup, do not include
2
needed capital facilities.163
at this time.
Policy CF3.5 Develop or adjust, as needed, impact fees, utility facility charges, and utility
Not priority for workgroup, do not include
2
user rates, as part of the financing for public facilities.
at this time.
164
Not priority for workgroup, do not include
Goal CF-4. Optimize government operations for efficiency and effectiveness.
2
165
at this time.
Policy CF4.1 Continue to analyze city operations and strategize to achieve efficient
performance of city government functions. Strategies may include outsourcing part of
Not priority for workgroup, do not include
2
services when they can be more efficiently provided by the private sector or other
at this time.
166
governmental entities.
Not priority for workgroup, do not include
encouraging multi-use facilities, shared services, or re-location. Multiple approaches
2
at this time.
may be explored for operational feasibility, such as:
167
Not priority for workgroup, do not include
2
services etc.
at this time. 168
Not priority for workgroup, do not include
3
from emergency operations.169
at this time.
Not priority for workgroup, do not include
rebuild or sell off, based on cost-benefit analysis, functional efficacy and the Edmonds
3
at this time.
170
Facility Condition Index.
Not priority for workgroup, do not include
2
considering both operational efficiency and physical assessment.
at this time.
171
Policy CF4.4 Review programming for projects currently underway and/or committed and
Not priority for workgroup, do not include
3
seek to incorporate these projects.
172
at this time.
Goal CF-5. Coordinate with other governmental entities to align capital planning efforts
Not priority for workgroup, do not include
and leverage shared resources. This collaboration can lead to cost savings and
3
at this time.
enhanced service delivery across jurisdictions.
173
Policy CF5.1 Explore opportunities to streamline service provision within the city by
Not priority for workgroup, do not include
3
outsourcing government services to neighboring jurisdictions.174
at this time.
Policy CF5.2 Explore opportunities to utilize existing infrastructure by offering paid
Not priority for workgroup, do not include
services to neighboring jurisdictions, such as fleet maintenance, to generate additional
2
at this time.
funds for facility upgrades.
175
Policy CF5.3 Foster a productive and supportive relationship with Edmonds School
District to facilitate sharing of resources and facilities; to collaborate in long-term
Not priority for workgroup, do not include
2
planning to anticipate future needs and challenges and ensuring that city policies and
at this time.
initiatives are aligned with educational goals and priorities set by the school district.
176
Policy CF5.4 Emphasize continued cooperation through interlocal agreements with
Not priority for workgroup, do not include
neighboring fire districts and law enforcement agencies of adjacent jurisdictions as well
3
at this time.
177
as other public safety service providers.
Sustainability goals for Capital facility projects The capital facility projects should be
Not priority for workgroup, do not include
178
at this time.
Goal CF-6. The City of Edmonds aims to achieve resiliency, sustainability, and high levels
Not priority for workgroup, do not include
of environmental performance in all public facilities and Capital facility projects.
at this time.
179
Policy CF6.1 Investigate compliance with State Clean Building Act to include buildings of
Not priority for workgroup, do not include
appropriate sizes and new lower Energy Use Intensity requirements.
at this time. 180
Policy CF6.2 Develop capital facilities and services that protect and minimize their
Not priority for workgroup, do not include
impact on the natural environment, particularly to critical areas.
at this time.
181
Adopted policy LU8.8.1 states "Consider
projected climate change impacts and
adaptation strategies when investing in
1
public projects and updating disaster
continue to exist and function as intended over their planned life cycle.
preparedness plans, land use plans, and
regulations."
182
Not priority for workgroup, do not include
wastewater treatment plant.
183
at this time.
Policy CF6.5 Continue to promote energy-efficiency programs sponsored by the utilities
Not priority for workgroup, do not include
and energy companies, including water conservation.
at this time. 184
Not priority for workgroup, do not include
at this time.
185
April 24, 2025
To: City of Port Townsend Advisory Board Chairs
From: Mayor David Faber
CC: City Council, City Manager John Mauro
RE: Invitation for Advisory Board Input on High-Level 2026 Workplan Priorities
Dear City of Port Townsend Advisory Board Chairs:
As we continue to work together to deliver on our 2025 workplan, I write to you to solicit your
Manager and City Department Directors are holding an all-day workplan workshop on July 14,
2025, to begin our conversation about those priorities, and, later in the year, to craft and
decide on an accompanying 2026 budget.
As a valued community leader and volunteer, I and my City Council colleagues are eager to
understand your perspectives and to ensure they are measured as part of the workplan
development process.
We are not seeking deep details; instead, we wish to learn what 2-3 priorities you and your
board believe are most important to consider as part of the overall City workplan and that are
related to your purpose and role as an advisory body. Of course, we are also happy to hear
additional reflections you may have on what you believe has gone well, what has not, and other
things we should be considering as we draw together our approach for 2026.
The City staff liaison to your board will work with you to place this item on an upcoming board
agenda as a starting point, with an aim to have something back to my colleagues and me by
June 27. Please feel free to reach out to them with any questions between now and then.
For a current overview and status update on the 2025 workplan, please visit:
https://cityofpt.granicus.com/MetaViewer.php?view_id=4&clip_id=3483&meta_id=241411.
For a brief summary of Council Committee, Advisory Body, and external agency board work,
please visit: https://cityofpt.granicus.com/MetaViewer.php?view_id=4&clip_id=3483&meta_id=241416.
Thank you for providing information that helped inform this summary and for passing along
your current 2025 workplan.
Further, you may wish to review our recently-launched 2024 annual report, available here:
https://cityofpt.us/administration/page/annual-report.
and your committees for the work you do to add lasting value to
our community. I appreciate your service, dedication, and care for our community and for the
essential role you play in helping to steward productive, civil public engagement and dialogue. I
and my Council colleagues appreciate you and look forward to our continued work together.
Sincerely,
David J. Faber, Mayor
2025 Workplan – Port Townsend Arts Commission
The Arts Commission facilitates public arts programs that enhance the
cultural life of community residents.
- Analyze the efficacy of our 1% for Art program and City code, so that this mechanism can
be truly effective in funding public art projects year over year, establishing PT as a city
where public art thrives and can be enjoyed by all.
- Protect Port Townsend’s investment in community-enriching public art now and into the
future. This requires close communication and cooperation with City staff who have the
tools and resources to care for the City’s art collection, alongside PTAC’s guidance and
expertise in best practices.
- Continue the Poet Laureate Program including planning for 2026-2027.
- Continue the Arts Awards Program and grow awareness of and participation in the
program.
- Continue the PTAC arts grantsprogram so that it:
o Has a measurable impact on an artist’s ability to do their work and the public
celebrates and has access to that work;
o Enables underrepresented artists and disciplines to thrive in our city;
o Is seen as an investment of the City’s General Fund and community tax dollars
impacting the social and cultural infrastructure of the city, equally as important to
the future of our community as built infrastructure;
o Connects strategically with other arts organizations initiatives and strategies, so
that artists can leverage funding across multiple opportunities, giving our dollars
greater impact.
- Utilize strategy, data, and partnerships, especially the Creative District and the Arts &
Culture Plan, to set a baseline for our impact and make measurable progress toward our
goals that are bigger than what PTAC can do alone.
City PTAC Budget 2025 Apr 2025
ItemBudgetActualNOTES
REVENUE
Allocation$ 36,500.00 $ 33,500.00 General Fund Approved by City Council Dec 2 '24
Grants$ - $ -
EXPENSES
Programs
$9,000 for four rounds
Grants to Artists $ 30,000.00 $ 27,000.00
Stipend for year 2, receives support from Friends of
Poet Laureate $ 1,200.00 $ 1,500.00
the Library for Library programs
$100 pp jury for years 3-4 PL program
$ 600.00 $ 300.00
TBD
Public Art $ -
TBD
1% for Public Art $ -
Food, artist-made awards, ad design
Mayor's Arts Awards $ 1,500.00 $ 1,500.00
TBD
$ 1,200.00 $ 1,200.00
Marketing
TBD
$ 1,000.00 $ 900.00
Print / Web Publication
Creative Assets
Building assets for program representation for 2025
Photo/Video $ 1,000.00 $ 1,000.00 website refresh
Application Software$ 100.00Fillout
TOTAL$ 36,500.00 $ 33,500.00
REMAINING$ - $ -
Port Townsend Poet Laureate
A program of the Port Townsend Arts Commission (PTAC)
in partnership with the Port Townsend Public Library
Program Background
The City of Port Townsend established the Poet Laureate program in 2023, in collaboration with
the Port Townsend Arts Commission (PTAC) and the Port Townsend Public Library. The
inaugural Poet Laureate, Conner Bouchard-Roberts, serves a term starting in January 2024
through December 2026.
Program Goals and Objectives
The City seeks to name a Poet Laureate to serve every two-years in an honorary position as
ambassador of poetry in Port Townsend, honoring the vibrant literary arts community,
promoting the commitment to the arts and alongside the Public Library, celebrating the
written word.
The objectives of the program include:
Enhance the creation and appreciation of poetry and the literary arts;
Demonstrate the commitment to the arts and welcome artists into civic discourse;
Create a focal point and an official voice for the expression of Port Townsends arts culture
through the literary arts;
Contribute to the growth of the individual Poet Laureate;
Raise awareness of the power of poetry, written word, and the spoken word;
Inspire an emerging generation of critical thinkers, writers, and storytellers;
Provide a forum for cross pollination of art forms;
Celebrate local cultural heritage, the spirit of the community, and the unique qualities of our
region;
1
Updated April 2025
Create a unique program that will inspire other communities to celebrate poetry;
Collect new literary works that celebrate the diversity and vibrancy of Port Townsend and East
Jefferson County for a growing Library collection that commemorates the life of our region.
Poet Laureate Eligibility
The poet must:
Be at least 18 years of age at the time of application;
Have been a Port Townsend (or East Jefferson County) resident for at least one year prior to
the application/nomination deadline and remain a resident throughout the two-year term;
Be committed to bringing poetry to a wide range of places and people;
Be able and available to reach East Jefferson County audiences through travel and other
means;
Provide evidence of achievement in the art of poetry (substantial publications in literary
journals, a book published, and/or other significant literary achievements);
Have demonstrated a previous commitment to promoting awareness of poetry;
Be prepared to undertake the public role required of the Laureate.
Review Process
The Port Townsend Poet Laureate Selection Panel, as nominated by PTAC, will be a three to five
person team who are compensated for their time with a small stipend at the discretion of PTAC
during the prior year budget process. The selection panel will have a combined knowledge about
creative writing, public programs, and the City of Port Townsend, and will include a member of
PTAC and the current PTAC Council Liaison. The Port Townsend Poet Laureate Selection Panel
will review and discuss the applications and recommend the Poet Laureate to the Mayor.
The selection process is coordinated by PTAC and the PTAC Council and Staff Liaisons, along
with the City Clerk and Mayor of Port Townsend. Guiding principles for selecting a Poet
Laureate are as follows:
PTAC will do an open call for poets, widely shared and advertised;
Applicants for the position of Poet Laureate will reside in Port Townsend or East Jefferson
County and must apply by the stated deadline;
Page 2 of 6
A three-part review process will be enacted:
Stage One: open submissions will be reviewed by the Selection Panel. All eligible
submissions will be considered. Applicants will submit the following:
Full curriculum vitae or resume;
Short biographical statement;
Four to six recent poems (from the last three years);
Short narrative (no more than 2 pages) articulating how they will fulfill the scope of
work of the position;
Stage Two: three to five finalists will be interviewed by the Port Townsend Poet Laureate
Selection Panel
Stage Three: the selected Poet Laureates name & statements from the Panel supporting
their selection will be submitted to the PTAC Staff Liaison, City Clerk, and then the
Mayor for approval.
Appointment
The Mayor will appoint the Port Townsend Poet Laureate in the calendar year prior to the start of
the appointment (2025 for a 2026-2027 appointment), and the appointment will be announced at
the Annual Arts Awards held each fall. The beginning of the Poet Laureates term is January of
the two year term.
Poet Laureate Honorarium & Payment
The Port Townsend Poet Laureate will be contracted by the City of Port Townsend and the Port
Townsend Arts Commission and receive a yearly honorarium of $1,500 from the PTAC budget,
provided after the first program or event of each Poet Laureates year. The Poet Laureate will
need to invoice the City of Port Townsend via the Staff Liaison and include a W-9 with the
payment request.
Port Townsend Poet Laureate Panel
A Selection Panel of three to five national, regional, and/or local people engaged in literary arts
will each receive a small honorarium for their service in support of interviewing and vetting
application submissions for the Port Townsend Poet Laureate, with the amount determined by
PTAC as part of the annual budget process. The City Council representative and an Arts
Page 3 of 6
Commission representative will be included in the selection panel, but will not receive
honorariums.
Scope of Work for Term
The Poet Laureate will fulfill their scope of work during the two appointed calendar years. The
scope of work is three-fold: ceremonial, educational, and inspirational. As the Poet Laureate, the
poet will embody the literary voice of the City, bring poetry to the people, and act as a civic poet.
The scope might include, but is not limited to:
Events, projects, workshops, presentations, teaching, etc.
City Council Meeting Poetry Readings
Public Art Dedications
Public Building Dedications
Poetry Readings at City Events, including the Annual Arts Awards
Contribute Poetry to City Publications, like the City newsletter or magazine
Write one or more commemorative poem(s) each year of term relating to an
integral theme to East Jefferson County to be included in a potential anthology or
a library of poetry for public installations.
Engage East Jefferson County residents, visitors, civic and elected leaders, youth,
seniors, and students of all ages about the value of poetry, creative writing,
narrative expression through two or more self-coordinated, community partnered
activities that are reviewed and approved by the PTAC.
A special project that:
Nourishes the poets own poetic growth and interests;
Inspires community around literary arts, poetry, and literacy;
Creatively engages the community in poetry;
Offers a unique legacy for both poetry and the Poet Laureate in the city;
Ideas for the Poet special project include:
Poetry on transit busses or the ferry system;
Poems found in unique or surprising places, like sidewalks;
A series of readings at unique sites;
A series of workshops at unique sites;
A collaboration with a community organization;
A library of poetry by residents via an open call to all regional poets.
Page 4 of 6
Review Criteria
All submissions in the review process will be reviewed as follows within the discretion of the
Selection Panel:
The prior experience on their resume and/or website;
The quality of poetry submitted;
The quality of the proposal.
Submission Materials
Each applicant shall prepare to provide the following via an online form:
Full name
Confirmation that the applicant is an East Jefferson County Resident (checkbox)
Contact phone number
Contact email address
Website and/or relevant social media
Biographical statement (7-10 sentences)
Materials (upload pdf or doc):
Four - six poems from the last three years
Brief narrative (1-2 pages) outlining your intent within the scope of work
Curriculum vitae
Please curate your resume to highlight your literary accomplishments and service to
the poetry field
Page 5 of 6
Proposed Poet Laureate Program Details
Specific to 2025-2026
Timeline
May PTAC Meetingagree on panelists, finalize program document, discuss marketing
strategy, Chair appoints a Poet Laureate Representative from the Arts Commission to reach out
to panelists and see the program through as a panelist (the panel consists of council liaison,
PTAC rep, and three literary artists or administrators)
June Application announced in City publications / social media
th
June 16applications open
th
September 14 Deadline for applications to be received
th
September 253pm-5pm Poet Laureate Panel meets to select Poet Laureate
End of SeptemberPoet Laureate recommendations submitted to the Mayors Office and Poet
Laureate notified, acceptance.
October PTAC meeting announcement of Poet Laureate to PTAC, press release to community
with invitation to Arts Awards
October Angel of the Arts Awards2025 Poet Laureate passes the laurel to the future 2026-
2027 Poet Laureate
November-December PTAC meets and plans with Poet Laureate to discuss plans
Page 6 of 6
Cover letter from current administrative entity requesting recertification
Melody Sky Weaver, Community Services Director
(Parks, Library, Facilities, Arts & Culture)
City of Port Townsend
1220 Lawrence St., Port Townsend, WA 98368
Mweaver@cityofpt.us
Office 360-340-3054 Mobile 360-531-4085
Dear Aaron Semer and the ArtsWA,
recertification. This opportunity comes at a pivotal time for the Port Townsend Creative
District as after five years the Port Townsend Creative District has officially moved to the
City of Port Townsend from the Port Townsend Main Street Program. Port Townsend Main
Street Program successfully incubated and launched the Port Townsend Creative District
in 2020 and has had many successes, lessons learned, and opportunities to support the
growth of a thriving year-round creative economy and most importantly connecting artists
with audiences and volunteers.
The Port Townsend Main Street Program has led Creative District efforts since 2019. It has
been exciting and rewarding work to coordinate these projects which benefit our
community. We have had great partners and collaborators on this project. Funding has
largely been through grants from the City of Port Townsend Lodging Tax Advisory
Committee, ArtsWA, the ArtsFund, the Port Townsend Main Street Program, many event
and project sponsors, in-kind support from the City of Port Townsend and the Port
Townsend Main Street Program.
The transition of the Creative District to the City of Port Townsend will provide more
sustainability and support for the Creative District. We are excited about this transition,
and we look forward to seeing the Creative District grow in new ways under the new
Community Services Department in the City of Port Townsend.
The Port Townsend Creative District was launched by a sub-committee of community
leaders in the arts, business, and government. This subcommittee has mostly maintained
the core group of founders committed to seeing Port Townsend truly be a Victorian Seaport
1
and Arts Community. The goal of the creative district: Work to connect artists with
audiences to sustain a vibrant year-round arts economy. Visit the current Creative District
website at https://ptcreativedistrict.org,
website.
We learned so much in our first five years and were able to share those lessons when Port
Townsend hosted the first in person Creative District Convening since the pandemic. Our
wayfinding project of abstract art markers presented challenges and opportunities.
We have accomplished so much from completing a wayfinding project during the
pandemic, creating a festival called Soundcheck that has employed over 100 artists,
developing an artist registry, hosting the a Creative District Convening, creating a
community driven and supported Arts & Culture plan, and finally finding a long term home
for the Creative District at the City of Port Townsend and hiring a fulltime Arts & Culture
Coordinator.
Initially, the Port Townsend Creative District created a focus on five sectors of artists to be
inclusive of our creative community: visual, performing, literary, culinary, and makers. In
th
2024 based on our artists feedback, we recognized a 6 sector of arts.
media
community.
Thank you for your careful consideration of the Port Townsend Creative District
recertification request. Please let us know if you have questions or need further
information. I will be on vacation from April 17-May 8 so any of the other
subcommittee/transition task force members can assist.
Warm Regards,
Melody Sky Weaver
Community Services Director, City of Port Townsend
2
Full contact information of administrator and steering committee
Administrator:
City of Port Townsend under the Community Services Department
Melody Sky Weaver, Community Services Director
(Parks, Library, Facilities, Arts & Culture)
City of Port Townsend
1220 Lawrence St.
Port Townsend, WA 98368
Mweaver@cityofpt.us
Office 360-340-3054 Mobile 360-531-4085
Steering Subcommittee/Transition Committee Contact Information
Mari Mullen, Executive Director
Port Townsend Main Street Program
(360) 385-7911
director@ptmainstreet.org
Eryn Smith, Marketing & Communications Coordinator
Port Townsend Main Street Program
(360) 385-7911
marketing@ptmainstreet.org
Kris Nelson, Restaurateur
Sirens Pub, The Old Whiskey Mill, The In-Between
360-379-1100
kris@sirenspub.com
Denise Winter, Executive Artistic Director
Key City Public Theatre
(360) 385-5278
denise@keycitypublictheatre.org
Owen Rowe, City Council Member
City of Port Townsend
(360) 379-2980
Orowe@cityofpt.us
Natalie Maitland, Owner
Keen Bee Consulting
(360) 524-4134
ƉĻĻƓĬĻĻĭƚƓƭǒƌƷźƓŭθŭƒğźƌ͵ĭƚƒ
3
Recap of major accomplishments from previous 5-year workplan
subcommittee coordinating the Creative District committee work and a separate volunteer
team coordinating the Soundcheck arts festival since 2022.
Highlighted accomplishments from 2021-2025 include:
Creative District website and social media accounts
o https://ptcreativedistrict.org/
Monthly Creative District eNewsletter
Wayfinding/Art Markers Project (art markers created by Jonah Trople) 2021
Hosting the Creative District Convening 2023- the first in person since the
pandemic
Creative District Artists Directory by Harmonic Northwest
o https://ptcreativedistrict.org/artists/
Tyler Street Lighting Project 2024
Promoting, rebranding and reinvigorating the monthly Saturyda Art Walk
Soundcheck Arts Festival in August 2022, 2023, 2024
Creation of award winning Arts & Culture Plan 2023-2024 with input of artists and
community process led by AdvisArts Consultants
o The plan won the
2024 Washington State Main Street Conference.
Hiring a part-time temporary Creative District Manager 2024
Nexus monthly meetups for artists in 2024 at different locations in Port Townsend
coordinated by former Creative District Manager Mitzi Gordon- to continue in 2025
Transition from the Port Townsend Main Street Program to City of Port Townsend
under the Community Services Department 2024-2025
o Featured in an MRSC blog MRSC - Using Arts and Culture to Revitalize
Downtowns
Hiring fulltime Arts & Culture Coordinator at the City of Port Townsend 2025
Highway Creative District Signs grant: the signs are currently being installed 2025
4
Lessons learned from the first 5 years
Wayfinding/Art Marker Project
o Graffiti, vandalism, public outcry during social unrest during the COVID-19
pandemic and the murder of George Floyd created tension around these
pieces
o Did some public education like press releases and a perspective in the local
paper about the role of public art and abstract art especially in the public
sphere- but it was not enough or did not resonate enough at the time
o Not enough of a public process. Even though we did have the subcommittee
include a member of the Port Townsend Arts Commission, later criticism is
that the process did not involve the public. Had it not been the height of the
pandemic in 2020/2021 we would have been able to host open houses. We
learned a valuable lesson and the next time there is a call for public art there
will be more robust public engagement opportunities.
Arts & Culture Plan
o Much more public process with lots of community input from works artists
and arts professionals demonstrating how we have learned from the
Wayfinding project
o Public unveiling to build support and interest for plan
Home of the Creative District
o The subcommittee knew that Port Townsend Main Street Program was
helping to foster the creation and success of the Creative District on a
temporary basis. It was not ever meant to be permanent.
o Many long-term sustainable options for a permanent home were considered
such as making a new 501 C3 nonprofit organization going under the
umbrella of another existing arts nonprofit or moving to the City of Port
Townsend.
5
o The process of development of the Arts & Culture Plan helped to establish
that the City of Port Townsend could provide a long-term and stable home for
the Creative District to support a thriving arts economy in Port Townsend.
6
Next 5-year workplan
The Next 5-year workplan will come straight from the six goals and short-term and
long-term strategies as identified in the Arts & Culture Plan.
See the full 42-page Arts & Culture Plan here:
https://drive.google.com/file/d/1ILvOzzG3dpPfjJVbPhNlfZlv1vXND7AJ/view?pli=1
7
Goals from the Arts & Culture Plan shown above. Each goal has short and long-term
strategies for successful implementation.
Goal 1. Strengthen the role and voice of the creative sector in City of Port Townsend and
Jefferson County public and private sectors to achieve community goals and ensure
Goal 2. Support jobs, paid project work, and work force training opportunities that
reinforce key Creative District Arts and Culture Plan goals and build a stronger future as an
arts community.
Goal 3. Expand and coordinate communication and marketing to build awareness and
access for creatives and audiences in three dimensions:
(A.) creative to creative information sharing,
(B.) creative to marketplace opportunities, and
(C.) arts marketplace opportunities reaching residents and visitor audiences.
Goal 4. Provide creatives with exemplary resources to help them thrive professionally and
enrich the Creative District and Port Townsend community.
Goal 5. Link together existing arts and cultural events and activities in the Creative District,
and experiment with new endeavors to amplify impact for artists and audiences.
Goal 6. Encourage and incentivize use of physical space in the Creative District for creative
endeavors, expanding opportunities for artists and artisans and increasing access for
audiences.
8
Summary of upcoming work plan tasks, by year
Port Townsend Creative District Workplan Tasks 2025
This year is a year of great transition for the Port Townsend Creative District as it transfers
from the excellent stewardship of the Port Townsend Main Street Program to its new home
in the City of Port Townsend under the new Community Services Department. Hiring the
lishing how
the Creative District will flourish in a government setting and support a creative economy
sectors.
First Quarter
Complete legal transfer of the Port Townsend Creative District from the Port
Townsend Main Street Program to the City of Port Townsend
Hire fulltime Arts and Culture Coordinator
Set regular meetings of the Port Townsend Creative District Subcommittee to now
meet at the Transition Team for the first six months or so
Work with the Planning and Community Development Department to have arts
elements in the Comprehensive Plan Update
Second Quarter
Submit the five-year recertification as a Creative District to ArtsWa.
Onboard and train new Arts & Culture Coordinator
Fully transfer files, assets, website, social media, and newsletter from Port
Townsend Main Street Program to the City of Port Townsend
Develop implementation strategies for the short and long term goals of Arts &
Culture Plan
Establish municipal arts fund
Meet with the Transition Team monthly
Ensure Port Townsend Arts Commission is kept in regular communication with the
Creative District
Work with the Planning and Community Development Department to have arts
elements in the Comprehensive Plan Update
Bring back monthly Nexus Meetings
Send out monthly Creative District E-Newsletter
Support monthly Art Walk
9
Plan artist lectures and classes and or work with a local community group to
amplify those types of programs like Artist Trust and the Jefferson County Economic
Development Council.
Plan for Soundcheck to occur in the fourth quarter including engaging volunteer
support and fundraising
Third Quarter
Establish new Creative District Workgroup to support the Arts & Culture
Coordinator and the implementation of the Arts & Culture Plan
Send out monthly Creative District E-Newsletter
Support monthly Arts Walk
Plan artist lectures and classes and or work with a local community group to
amplify those types of programs like Artist Trust and the Jefferson County Economic
Development Council.
Continue monthly Nexus meetings
Plan for Soundcheck to occur in the fourth quarter including engaging volunteer
support and fundraising
Fourth quarter
Meet with the new Creative District Workgroup monthly
Send out monthly Creative District E-Newsletter
Support monthly Art Walk
Start offering artist lectures and classes and or work with a local community group
to amplify those types of programs like Artist Trust and the Jefferson County
Economic Development Council.
Continue monthly Nexus meetings
Host 2025 Soundcheck Festival
2026
This will be an exciting year to grow the Creative District after a year of transition to city
government under the City of Port Townsend. The Creative District will continue to build on
successful programs and communications such as the monthly Nexus meetings and the
monthly newsletter. Continuing to build on off-season festivals like Soundcheck will be
important as well. The implementation of the six goals of the Arts & Culture Plan will
continue.
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Add additional elements from the five-year workplan for the Arts & Culture Plan
from
Continue to implement the Arts & Culture Plan with the Creative District Work
Group and community support
Explore additional support for artists such as microgrants
Continue monthly Nexus meetings, send monthly eNewsletter
Explore potential avenues for event sponsorship to support the creative community
Write grants and fundraise for a new wayfinding project
After June 2026 relocate the five Art Markers by Jonah Trople to be moved together
to site identified for public art in the City
Offering artist lectures and classes and or work with a local community group to
amplify those types of programs like Artist Trust and the Jefferson County Economic
Development Council.
Offer a small public arts project such a mural or graffiti wall type project
Plan and produce Soundcheck
2027
This will be an exciting year to start implementing greater support for artists and arts
organizations working in collaboration with the Lodging Tax Advisory Committee and the
Port Townsend Arts Commission. 2027, will be a year for the Creative District to have its
first big public art project since 2020 that will involve robust public engagement
Establish additional support for artists such as microgrants
Establish sponsorship program for arts events.
Continue to implement the Arts & Culture Plan with the Creative District Work
Group and community
Continue offering artist lectures and classes and or work with a local community
group to amplify those types of programs like Artist Trust and the Jefferson County
Economic Development Council.
Continue monthly Nexus meetings, send monthly eNewsletter
Write grants and fundraise for future public art projects
Plan and produce Soundcheck
Plan a call for artists and public process for the new wayfinding public art project
with a goal to implement the project in 2027/2028
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Explore with the City Council the Washington State Cultural Access Program, which
allows cities and counties to enact a 0.1% sales tax to support arts, culture,
heritage, and science organizations.
2028
This will be a year to continue to build of the support established in 2027 for artists and arts
organizations working in collaboration with the Lodging Tax Advisory Committee and the
Port Townsend Arts Commission.
Continue additional support for artists such as microgrants
Continue sponsorship program for arts events.
Continue to implement the Arts & Culture Plan with the Creative District Work
Group
Continue offering artist lectures and classes and or work with a local community
group to amplify those types of programs like Artist Trust and the Jefferson County
Economic Development Council.
Continue monthly Nexus meetings, send monthly eNewsletter
Write grants and fundraise for a new public artists projects
Offer support for artists to understand how to apply for public arts projects
Offer at least one public arts project
Plan and produce Soundcheck
Provided that City Council is supportive, see if implementation is possible this year
for the Washington State Cultural Access Program
2029
This will be a year to continue to build of the support established in 2027 and 2028 for
artists and arts organizations working in collaboration with the Lodging Tax Advisory
Committee and the Port Townsend Arts Commission. This year will continue to see more
support and implementation for City lead public arts projects. It will also be time to either
update the exisitng Arts & Culture Plan or start the creation of a new plan after evaluation
Continue additional support for artists such as microgrants
Continue sponsorship program for arts events.
12
Continue to implement the Arts & Culture Plan with the Creative District Work
Group and community
Continue offering artist lectures and classes and or work with a local community
group to amplify those types of programs like Artist Trust and the Jefferson County
Economic Development Council.
Continue monthly Nexus meetings, send monthly eNewsletter
Write grants and fundraise for a new public artist projects
Implement continued public arts project integrating public arts into City public
works projects
Plan and produce Soundcheck
Evaluate last five years of the Arts & Culture plan
Start planning the process for an Arts & Culture plan update or a new plan
depending on how much progress has been made in the last five years.
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Next fiscal year program budget
City of Port Townsend Creative District Programming Budget 2025
(funded by the City of Port Townsend and the Lodging Tax and Advisory Committee)
Nexus Monthly Meetings June-December $500
Promotion of Monthly Art Walk $1,000
th
Soundcheck Festival 4 Quarter $10,000
Art Marker Care $500
Marketing $1,000
Artist Lecture/Educational Programs $2,000
WSDOT/ArtsWa Highway Signs Grant $5,000
Project
Total $20,000
PROJECTED
City of Port Townsend Creative District Programming Budget 2026
Nexus Monthly Meetings June-December $500
Promotion of Monthly Art Walk $1,000
th
Soundcheck Festival 4 Quarter $10,000
Art Marker Care $500
Art Marker Relocation $2,500
Marketing $1,000
Artist Lecture/Educational Programs $2,000
Potential Public Arts Project $5,000
Total $22,500
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3 5 photos of major accomplishments or activities within district, in
JPEG format ONLY (hi-resolution images preferred)
Wayfinding/ Art Markers Project 2021
Grant and community-funded project to support a local artist building wayfinding
sculptures to define the Creative District areas of Downtown, Uptown, and Fort Worden
State Park. Art by then local artist Jonah Trople. Pictured here is one of five wayfinding art
markers in front of the historic Port Townsend Public Library.
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Soundcheck Festival2022(running 2019, 2022, 2023, 2024)
A hyper local festival, inspired by the Thing Festival, to showcase local artists and
musicians before the Thing Festival. The festival continued after Thing moved to Carnation
from being in Port Townsend. Soundcheck has employed around 100 artists annually for a
multiday, multimedia, and multigenerational festival. This photo also shows the overhead
lighting project completed at Tyler Plaza as part of the ArtsWA infrastructure grant project
in 2022.
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Creative District Convening 2023 Host in Port Townsend, WA
The Port Townsend Creative District was proud to welcome ArtsWa and Creative Districts
throughout the state to Port Townsend for the first in person Convening since the
pandemic.
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The Subcommittee worked to create a short-term and long-term plan to foster a thriving
year-round creative sector in Port Townsend. This plan involved robust public engagement.
Members of the Subcommittee and the first Creative District Manager are pcitured at the
public unveiling event that was well attended.
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