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Home My WebLink About081125 City Council Workshop with PC Meeting PacketPORT TOWNSEND CITY COUNCIL AGENDA CITY HALL COUNCIL CHAMBERS, 540 WATER STREET Workshop Meeting with Planning Commission 6:00 p.m. August 11, 2025 • Attend in person or virtually via computer or tablet at 1j:q1as.//zoom.us/�/98187633367 enter the Webinar ID 98187633367 • Phone only (muted - listen -only mode) United States: Local Dial In — 1(253)215- 8782„981876333674 Submit public comment to be included in the meeting record to: ljq as.//pubIicconi nn ent. fill out. cone /citya t * If you are experiencing technical difficulties, please attempt all methods listed above before reporting any issues to: cle1hs.. pa ort cry o L Call to Order/ Roll Call IL General Public Comment (regarding items not on the agenda) III. Discussion Items A. Comprehensive Plan Update- Transportation a. Staff Presentation b. Public Comment c. Council and Planning Commission Discussion IV. Adjourn Americans with Disabilities Act In compliance with the Americans with Disabilities Act, those requiring accommodation for this meeting should notes the City Clerk's Office at least 24 hours prior to the meeting at (360) 379-5083. fi!!|A. 7 §§ �§\ { z» a \ E j \\o � )\§ )}\ ( [`!: �o \\\ � \/o \ \{ {/ I E )o o kk( o {\�{ ( 7 o ƒ\j[ mu §J!t _o -o ) \\§{ ! / )\){ =E:: {) _ Z/9/ §o ) 2 ` / G/. - _ § E o o ) / \ / \ 0� z o o f wl o / ) Id { o o _ �o \� /\�{ ƒ !k \ml §jK)�/(\. § \}! - - - !§ { \ {§!m )j�\\\\\\)\ \)(/ �a±,t; /k� \\\ \\\ o - !!\ƒ/ ;$§g|$6£|§: oo oo )\§2) )o\})j(\ }/ }/ <k� .2 )\\\ o )o f/ ;3 \\j\)\(\\\ N O O¢ No o r o o o c N m O O Q N U > z > - 0 0o Q o° ° o o ° - v o o ao y E o a o r o w Oo N ° ,. 3 ._ o o c 3 E - E E- O o E - $ o o o Z' E o 0 o in 3°= ° ,. o v E E 'w ° O n 10 a E o w n y r°n -moo o ° 0 r o o - _ _ o o m n v o o co 0 0 0 0 �- _ o o E= _ 0 ° 0- o= w U- o c = _ o of o E o ° o-- n o m o - 3E o r o Q o E n E oo E n o = .o o �° o - = E oo m N m �y 'o o _ o m m_ o U 'o tO E; E w v U m p y O F a o m .O o N O N T p - E lo o -S (j o o o o c o U o o a 3 v oo ° v w o 5 E L r v v - m o o a u u o Q w -o _ 3 .N o o ° 3 o. t o 0 y' w o E x 0 �' o vOi ¢ 0 o o ), m_ o - a' o o o - uo v o o u um- y c r o 0 mo w E m E E E E w oo = N o o m _ 3 E oo O _ u - _ _ o 0 E o ° E n '3 o ° o o °c E - o m m.o O 0 0 0 ._ e $mm omo= o 0 5 v " o m o L w m N E r 3- u b0 0 - o n N - o - E E - m E N m 0 0 o- o o o v v o c ° O o' vlo m U v -E .0 .c L uo ^o ° - o -o o u V '-T o _ o o v°i E o o 6'° o" o ° w m E o o r� E °�_° u Q L $ - m u c E a m E u c E o a °_' ° m 2 _ c o- c m L r u a E c o 3 0 ,. o ,. o w m f E'o ° 3 E y r° o o c inE f u = o o 1. 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CATEGORY: BUDGET IMPACT: ❑ Consent ❑ Resolution Expenditure Amount: N/A ❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑ ❑ Contract Approval ❑x Other: Discussion Item ❑ Public Hearing (Legislative, unless otherwise noted) ❑x 3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities Cost Allocation Fund: 010-021 GF - Planning SUMMARY STATEMENT: While conducting the 2025 Periodic Review of the Comprehensive Plan, City staff have identified limitations with the currently adopted Transportation Element, particularly maps of the Functional Classification of Existing Streets, Walkway System Inventory, and Bikeway System Inventory. Connectivity of transportation routes was one of the most consistent and strongly desired updates that the public requested during Comprehensive Plan outreach. The existing Transportation Element does not provide the desired connectivity. Over the past year, numerous presentation at City Council, Planning Commission, and the Parks Recreation Trees and Trails Advisory Board have been centered on how to plan for greater connectivity. Starting with a clear understanding of where streets need to be located to serve the existing lots of the City and then melding non -motorized connectivity provides the best opportunity for a sustainable future in terms of transportation. Both of these efforts are the product of analysis and public engagement and will be presented at this meeting under the headings of the PT Sustainable Streets Plan and the Active Transportation Plan. Staff has also drafted updates to the Transportation Element, Utilities Element, Capital Facilities Element, and enacting goals, policies, and implementation actions. The PT Sustainable Streets Plan is a 100 — year circulation plan with a 20-year focus that considers plated land in Port Townsend, critical areas, geographic constraints, open space, and existing development. The PT Sustainable Streets Plan ensures access to platted lots, creates greater clarity and predictability for street development, and safeguards non -street public uses of platted rights of way, particularly for open space and trails. This plan will replace the Functional Classification of Existing Streets that is in the 2016 Comprehensive Plan's Transportation Element. The Active Transportation Plan builds on the Non -Motorized Transportation Plan, first adopted in 1998, to establish safe, consistent ways for people to move around Port Townsend without a motor vehicle. The Active Transportation Plan sets clearer standards for classifying streets and trails. It will replace the 2016 Comprehensive Plan's Walkway System Inventory and Bikeway System Inventory Following a review of how studies and public engagement contributed to these drafts, workshop participants will discuss next steps for including the PT Sustainable Streets Plan and Active Transportation Plan in the 2025 Comprehensive Plan. Participants will also discuss the draft elements to suggest edits. ATTACHMENTS: • PT Sustainable Streets Presentation • PT Sustainable Streets Plan Quadrant Maps • Active Transportation Quadrant Maps • Active Transportation Presentation • Draft Transportation Element • Draft Utilities Element • Draft Capital Facilities Element STAFF RECOMMENDATION: Review and discuss the draft PT Sustainable Streets Plan, Active Transportation Plan, and Transportation Element. Consider them in conjunction with the draft Capital Facilities and Utilities Elements. Direct staff on suggested edits to the draft elements. RECOMMENDED ACTION: No action as this is a workshop ALTERNATIVES: ❑x Take No Action ❑ Refer to Committee ❑x Refer to Staff ❑ Postpone Action ❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance ❑ Other: 0 4-j 0 -a CL 4- 0 0 4-j 4- CL 4-j 0 E o 4-j Ln 0 .4-j _0 4- -0 _0 CL C: E -0 ai 4-j > 0 L- 0 V) Ln (D 4- 0 >- cr 0 bn (D E CU 0 V) 0 a- CL _0 4-j E 0 0 0 CL u L- L- bn ai m CL '.2 Ln CL aj 0 > aj 0 0 -0 CL -0 CL aj 0-0 CL aj Ln �,- M > aj 4- CL GJ aj In aj Ln aj aj mm I I C: bD -atn' C: �o (1)(I)o 0 0 4� 0 E E :3 u L- bD C: E 0 :3 (n 212 - uj La >04- 0 0 0 cn ury 0 M-0 0 4_ m 4� cti•C: 0 0 _0 0.- L- 0 CL 'I) Cca CL UO 0 C: 4� UO C: m 0 LA M CL > 4- C: CL W 0 0 0 4� --c Q) 4� 20 > W-0 CL a- 0 0 C: m -a > 4� a) 0 E w V) m u 0 0 L- V) 6- ai 0 CL E Z E w m tom 0 :3 0 uuL- C: C: C: u -r- b.0 E V) -a,-' -&00-2 -ao u a) w a) +, > -0 Q- u V),P F-- o F-- o >. 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Ak it � s s KAK,E I\ IIIIIIIIIIIIIIIIIIIII C m I 0 Wi CL CL N N .�..wr-- - - - - w..... �- - aa,._� sy CL } OL GJ CJ'a /�� n 4 7 7 01 6 { IVpiV�l� 01 M 4Nf V` �f rvBft1 Ir'�d • LL 4-J bb (3) 4(fJ) CL Ul) m 4-J CU 4-J v) L� (3) 0 C) 0 z V) 40 - 0) C: 6 ci (A E 4-J 0 0 = kY LLJ " TA' A I IN IN M 11 'a M WITI ` I f, I cx�f PC)[r I C)wn �Nnd.. rrins;Ccxrr iTicrn L...f rif;N 7 aM1� �1 � " p�'� V o00 �� III m n The Transportation Element provides strategic direction fort he development and maintenance oft he City's transportation system to align with Port Townsend's land use vision and anticipated growth. This Element guides transportation within Port Townsend city limits and ensures connectivity to areas outside the city, supporting safe transportation for residents, workers, and visitors. This direction acknowledges Port Townsend's role as an attractive residential community, economic hub, and vibrant visitor destination, highlighting the diverse transportation needs associated with these roles with a focus on active transportation and connectivity. The City's current transportation network is highly impacted by the pre -platted nature of the City dating back to the late 1800s. Boom and bust economic cycles also shaped the transportation network, as street rights of way were planned but not developed or maintained. Most streets were not constructed at the time of platting but instead built as the city developed over a long period of time. This was more haphazard than the initial plans. The 200 ft by 200 ft grided block pattern was platted with a large city in mind. Instead, partially due to economic challenges, Port Townsend developed in rural fashion with many long dead-end roads generally on an as needed basis. The result is poor quality rural roads instead of city streets and many undeveloped right of ways. This form has resulted in narrow streets, poor quality surfacing, lack of sidewalks, lack of drainage facilities, and relatively poor connectivity with a very high maintenance cost tax burden on a per resident basis. This transportation reality has resulted in opportunities to focus on active transportation, narrow and slow streets, open space, and an extensive trail network that utilize the historic platted grid to favor non -motorized connections overthe typical city streets. Aligned with Washington State's Growth Management Act (GMA) requirements, this Transportation Element explicitly addresses multimodal transportation, level of service (LOS) standards —including transit —and assesses traffic growth projections consistent with the City's anticipated population increase. The Transportation Element also incorporates guidance from the active transportation planning process, emphasizing pedestrian and rolling safety, complete streets, multimodal connectivity, and reducing dependency on single -occupant vehicles. Moreover, resiliency and sustainability are integrated into the planning and design of infrastructure to ensure adaptability in the face of climate change and other evolving conditions. Through these integrated efforts, the Transportation Element strives for infrastructure maintenance and improvements geared toward adequately addressing current challenges and meeting future mobility needs for all modes and users. on,l,.e, This Transportation Element is guided by comprehensive state, regional, and local plans, policies, and frameworks, ensuring consistency and coordination across multiple levels ofgovernance. The primary documents and frameworks informing this element include: • The Growth Management Act (GMA), which mandates that cities integrate land use and transportation planning closely to ensure efficiency and sustainable growth. mre f,IrY of P 0 [ r 1 0 W n �Pnd.. I rrun 0 [ r r10n L...f rif;N 3 "'4"�1 p1 Commented [AS1]: Commissioner Sonntag recommends making this shorter. It is worth considering making the references to GMA and CWPP shorter, but we still need to demonstrate compliance. • The Washington State Transportation Plan, which provides overarching policies, strategies, and priorities to guide statewide transportation decisions and investments. • The Peninsula Regional Transportation Planning Organization (PRTPO) Regional Transportation Plan, establishing regional goals and policies applicable to Kitsap, Mason, Clallam, and Jefferson Counties, that focus on regional mobility, connectivity, and multimodal systems. • Jefferson County Countywide Planning Policies (CWPP), which emphasize coordinated transportation planning across the county, including transit, roadway standards, airport facilities, level of service (LOS) standards, concurrency management, and Transportation Demand Management (TDM) strategies. • WSDOT Olympic Region periodic update guidelines, which provide specific expectations for addressing state transportation facilities, including highways and ferry systems. In alignment with the GMA, this Transportation Element addresses required elements such as multimodal considerations, updated LOS standards, traffic volume forecasts, strategic infrastructure improvements, funding strategies, and sustainability and resiliency measures. "I l'f�"f % If �'i"3;111"vrf'f P,t�'f �"f"vf �ifY"vrlf'°Y1,1S Port Townsend's Transportation Element has been prepared in accordance with the Washington State Growth Management Act (GMA), codified in RCW 36.70A.070(6). The GMA requires that transportation planning be coordinated with land use to promote efficient growth patterns, reduce vehicle miles traveled, and ensure that necessary infrastructure is provided concurrently with development. The Growth Management Act outlines key requirements and overarching goals to integrate land use and transportation effectively: GMA Goal 3 —Transportation: Encourage efficient multimodal transportation systems that will reduce greenhouse gas emissions and per capita vehicle miles traveled, and are based on regional priorities and coordinated with county and city comprehensive plans. GMA Goal 12 — Public Facilities and Services: Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards. Specifically, the GMA requires that Transportation Elements include the following: • Inventory of transportation facilities and services, including arterial and transit routes; • Level of service (LOS) standards to gauge performance and plan improvements; • Traffic forecasts based on projected land use assumptions; • Identification of system needs to meet current and future demand; • Financing plan, including funding sources for proposed improvements and a discussion of any existing shortfalls; • Demand management strategies such as transportation demand management (TDM) policies; • Concurrency provisions, ensuring that improvements or strategies are in place to accommodate new development without degrading service below adopted standards; • Multimodal planning, including facilities and strategies for non -motorized travel and transit. mre f,IT,V of f'nrt 1 0 W n Nnd.. ra 0rr 10n L...f p1^�� The GM also requires cities to coordinate transportation planning with regional and state agencies to ensure consistency, particularly when major regional corridors like State Route 20 orferry services are involved. Recent updates to the GMA (e.g., through HB 1181) also elevate the importance of climate mitigation and adaptation, requiring communities to considerthe environmental impact of transportation infrastructure and integrate resiliency into long-range planning. This Transportation Element meets these requirements by providing clear policies, system assessments, project priorities, and funding considerations aligned with both local values and state mandates. It also supports the City's broader goals around equity, climate resilience, economic development, and community livability. 1,1ty "/VT "J,1,:f1,':r'I',A/('(">) Jefferson County's Countywide Planning Policies (CWPP), adopted pursuant to the Washington State Growth Management Act, provide a coordinated framework for our local jurisdictions to guide growth, development, and infrastructure planning. These policies support alignment between the County and its cities, including Port Townsend, and promote consistency across comprehensive plan elements —particularly those related to land use, capital facilities, and transportation. The CWPPs help ensure that transportation systems are integrated, multimodal, and aligned with regional growth strategies. Key CWPPs relevant to this Transportation Element include: • CWPP 3 & 5 — Multimodal and Regional Coordination: Emphasize the development of efficient, multimodal transportation systems that reduce reliance on single -occupant vehicles and promote connectivity across jurisdictions. These policies encourage coordination among cities, the County, Jefferson Transit Authority (JTA), and the Peninsula Regional Transportation Planning Organization (PRTPO). • CWPP 2, 3 & 4 — Capital Facility and Infrastructure Siting: Guide the location and timing of public capital facilities, including transportation infrastructure, to occur primarily within Urban Growth Areas (UGAs), ensuring alignment with growth and land use patterns. • CWPP 5 — Interjurisdictional Collaboration: Promotes cooperative planning between the County and cities for transportation systems that serve both local and regional needs. How Port Townsend's Transportation Element Supports the CWPPs: • Prioritizes multimodal transportation and reduced vehicle dependency through complete streets, transit integration, and active transportation investments (see Sections 3.1-3.3). • Coordinates with Jefferson County, JTA, and PRTPO to ensure regional connectivity, consistent planning assumptions, and infrastructure compatibility (see Sections 2 and 3.7). • Aligns capital improvement planning with CWPP guidance by focusing transportation investments within UGAs, using locally adopted design standards and land use forecasts. • Addresses CWPP goals for fiscal responsibility and concurrency by including strategies for funding, maintenance, and system performance tied to projected growth and development (see Sections 1.1 and 3.6). my Y cx�f Pnrt icxwn Nnd.. Through this alignment, the Transportation Element ensures that Port Townsend's mobility strategies contribute to a cohesive countywide vision, supporting sustainable growth, equitable access, and long-term infrastructure resilience in partnership with other jurisdictions. The overall vision for Port Townsend's Transportation Element is to foster a safe, efficient, resilient, and equitable multimodal transportation network that supports community vitality, economic vibrancy, environmental sustainability, and future growth. The policies and strategies set forth in this element are a result of thirty years of planning coupled with more recent changes in transportation philosophies at a State and National level. This forms the foundation for implementing and updating development standards, maintenance investments, regulations, and capital investments in a number of planning documents shown below: F�Iain • 2009 Transportation Functional Plan, focusing on arterial streets and traffic level of service • 2025 Active Transportation Plan, formerly called the Non -motorized Plan, updating the Non -Motorized Transportation Plan developed in 1998. • Six -Year Transportation Improvement Program, adopted annually • Comprehensive Streets Program (approved 2023), outlining a balance of investment strategies based on needs and desires of the community. Prepared for Transportation Benefit District Tax passed by voters in 2023. • ADA Transition Plan (2023), a plan for making transportation facilities ADA accessible and compliant • Local Road Safety Plan (updated every 2 years) lnnpllennenthnq RegWa on • Port Townsend Municipal Code, Chapter 12 including rights of way rules and regulations, development requirements, complete streets, concurrency, and urban forestry. • Port Townsend Municipal Code, Chapter 17, Zoning • Engineering Design Standards, outlining street development standards S y s t e n,fi, t o II y The culmination of various city plans provides a comprehensive inventory of Port Townsend's transportation system, describing the type, location, and condition ofthe transportation system's various components. Provided here is a synopsis of the system and the features influencing this plan's policy development. mre f,Iry of fort I OW �Nnd..., rani 0 r r10n The following table outlines an inventory of City streets as reported in the 2023 Comprehensive Streets Program. 93.37 Excludes Fort Worden nor the Port 84.09 9.28 77.89 The City maintains 81 miles of streets and roads. 3.44 The City also has 31 miles of trails under the management of the City Parks Department. 6.20 0.25 5.60 26.80 23.95 The only official freight corridor is State Route 20 of which Washington State Ferries connects Whidbey Island to Port Townsend via this route. SR20 is a T-3 freight route. Non -motorized facilities include the sidewalk system, bike facilities, and connected routes outlined in the updated Active Transportation Plan. A large trail network in Port Townsend is also available for transportation use, although it does not meet all the standards of the Americans with Disabilities Act. These trails are part of the City's recreational system. The Active Transportation Plan prioritizes connected routes to improve transportation connections and accessibility to clarify the difference between recreational trails and transportation facilities. Transit services are provided by Jefferson Transit Authority (JTA) including paratransit, rural transit connections to Clallam County and Kitsap County as well as local city routes. JTA maintains a current route map and periodically updates to provide the best service possible. r4f-1;1"Ire";, Marine transportation includes the Washington State Ferry connection to Coupeville from Downtown Port Townsend, the Puget Sound Express connection from Point Hudson to Friday Harbor, and other private boating opportunities made possible by the existence of two marinas operated by the Port of Port Townsend. Presently, small cruise ships dock at Union Wharf bolstering the City's tourism industry and providing important sales tax. Boat access is desirable compared to automobile, which strains the highway, ferry, and street system and creates mre f,IT,V cx�f f'nrt 10Wn Nnd.. rrins;Ccxrr iTicrn L...f "4y�) � p��'� more greenhouse gas emissions. Improving boat access to Port Townsend has been a focus oft he marine trades and tourism industry. The closest airport is Jefferson County International Airport located approximately 10 miles from the City limits. Other airports used by residents include Seattle Tacoma International Airport, Everett International Airport, and Bellingham. Airport access to town to serve people flying to the area has been a topic of discussion given that commercial rideshare services, such as Uber, are not available in Port Townsend. f, l 11 rl 1 ; % " �� .,,, � 1,' �II S e r % C e The Transportation and Capital Facilities Elements include a detailed description of the City's transportation level of service targets and explanation of how they were determined and applied. The Level of Service (LOS) thresholds are used to assess how well a transportation facility is meeting the demand placed on it and to determine if the physical and operational capacity is adequate to serve current and future transportation needs. Traffic Level of Service has historically been measured using an A-to-F rating scale based on a volume -to -capacity ratio. Since GMA requires concurrency, the City historically adopted a LOS standard of D to promote automobile capacity within the arterial street network. This methodology generally results in larger arterial streets, adding more lanes to manage increased traffic volume . The 2025 Periodic Update changes the focus of level of service from traffic mobility to active transportation.. Shifting away from traditional traffic volume based LOS D is supported by the overall lack of increase, or in many cases a reduction, in traffic volumes on City arterial streets. Previous functional plans and traffic studies, such as the 2009 Transportation Functional Plan (see Table 4-7), have not identified failure points in the City from a traffic volume standpoint except for intersections along Sims Way. The reduction in traffic volumes on city arterial streets may be a result of fewer workforce members living within Port Townsend, as shown by an increasing average age and documented housing affordability challenges. As more workforce members and families with school -aged children move to outlying areas, the commute patterns shift from people driving on arterial streets within Port Townsend to driving in and out of Port Townsend using State Route 19/20 (Sims Way). This is supported by large increases in traffic volumes on SR19/20 (Sims Way). Given projected traffic volumes have not increased on City arterial streets according to the 2026 projections in the 2009 plan, it is counterproductive to invest limited resources on street improvements that would accommodate greatertraffic volumes. Prioritizing greater traffic volumes is a planning practice based in highway capacity strategies that are not applicable within Port Townsend. The city's transportation needs are better supported by maintaining key routes and prioritizing transit and active transportation. More detail on updated LOS is in the Policy Initiatives section. To address concerns on Sims Way, this Periodic Update still supports collaborative efforts to make safety improvements and address the traffic volumes on Sims Way. The City does not have an existing level of service standard for Active Transportation (non -motorized). The current update of the Active Transportation Plan recognizes the proactive work of the City dating back to 1998 to facilitate a focus on development of non -motorized facilities. The current plant also recognizes based on public feedback that the city is largely disconnected from an active transportation standpoint and thus shifts its focus on creating connected routes resulting in the need to develop an Active Transportation Level or Service. mre f, IT, V o f f or t I o W nN nd..., ra 0rr 10 nh..f rif;N p1^�� c h, r r l l en, g 1" s & t „1111 P0,111 If,,« !!.'l1 ] 11 !! e The City of Port Townsend faces significant transportation -related challenges and opportunities as it prepares for the next 20 years of growth. Key considerations include accommodating anticipated population growth while fain �iry wg-,irk, ,ICs ,c PortTownsend's distinctive 5iroaR tewiFr-clkawact irfcr,irirn enhancing climate resilience and sustainability, improving multimodal transportation options, and improving transportation within funding constraints. Addressing these needs requires balancing durability, affordability, livability, walkability, accessibility, and safety with infrastructure improvements that align with community values and expectations. CIli�llllenges Port Townsend's street network reflects its historic development pattern —narrow streets, irregular topography, and a mix of urban and rural characteristics. Many streets were built during earlier eras of lowertraffic volumes and with minimal investment, resulting in a network that is unique and rural in nature compared to most urban areas. As a result, lack of connectivity, limited pedestrian infrastructure, and substandard pavement conditions can impede access and safety, particularly for non -motorized users and those with mobility challenges. � "v"J" ,fl i LI;1:',f ,1rf"1 (,;,i,l� "_ Ilf'il"1 str 1Y'' The City of Port Townsend aims to enhance pedestrian and bicycle infrastructure to improve connectivity, safety, and accessibility throughout the community. While progress has been made in developing a comprehensive pedestrian and bicycle networkcreated in the 1998 Non -motorized plan, significant gaps remain, particularly along existing arterial and collector streets. These gaps restrict safe, continuous travel between key local and regional destinations, limiting active transportation options. The City of Port Townsend recognizes the importance of collaborating with Jefferson Transit Authority (JTA) to enhance transit services and connectivity. Given JTA's role as a rural transit provider serving the broader Jefferson County region, the City faces challenges related to limited bus routes, route frequency, and coverage within the community. Expanding transit service, particularly in terms of frequency and route coverage, is essential for better serving key local destinations such as Fort Worden State Park, employment centers, and commercial hubs. The City of Port Townsend continues to experience perceived significant pressure on its street parking infrastructure, particularly within the Downtown and adjacent Uptown residential areas. The historic nature of these districts has resulted in many buildings lacking dedicated parking spaces for employees or visitors, contributing to reliance on limited on -street parking and scarce public parking facilities. This scarcity concern is further intensified during peak visitation, leading to periods of congestion, neighborhood parking spillover, and accessibility challenges. The City developed a 2004 parking management plan which has largely been implemented, excluding charging parking fees. Parking management in the commercial areas continues to be a challenging topic with many competing and often opposing perspectives. mre f,IT,Vcx �f f'nrt IC)WnNnd.. On -street parking in residential areas is currently supported by interim regulations eliminating off-street parking requirements. Challenges to be addressed include creating permanent regulations for off-street parking requirements and developing a sustainable street standard to accommodate increased on -street parking demand in residential areas from a fiscal impact on maintenance in balance with development regulations. The City of Port Townsend faces significant challenges in maintaining and preserving its existing roadway infrastructure. Many streets, constructed in earlier decades, are well beyond their useful life., resulting in the urgent need for ongoing maintenance, rehabilitation, and upgrades. Historically, streets were often constructed without adequate structural and surfacing support, resulting in rapid deterioration and frequent maintenance issues. Even recently re -constructed streets require consistent upkeep to protect against future deterioration. Given these conditions, proactive maintenance and strategic infrastructure investments are critical. However, despite the recent formation of a transportation benefit district and 79% voter approval of a three tenths of one percent increase in sales tax dedicated to transportation infrastructure, current revenue streams have been insufficient to address the growing backlog of roadway maintenance and necessary improvements. Port Townsend is integrally linked to the broader regional transportation network through key facilities, including State Route 20, the ferry system, and regional transit services provided by Jefferson Transit Authority (JTA). Maintaining and enhancing regional connectivity presents challenges, particularly given the City's geographic constraints with limited direct access routes. This is particularly problematic as much of Port Townsend's workforce lives outside city limits. Connectivity is a central concern in emergency planning. Limited direct access routes out of Port Townsend are dangerous in the event of evacuation, as there are very few routes to drive out of the city. r f p p o 1 1a,(' Il is f i e � °,` Acknowledging the shortcomings of the existing street network the need to strategically improve aging infrastructure is imperative to financial, environmental, and social sustainability ofthe City. With an eye toward connectivity and coupled with land use goals, opportunities exist to enhance the network through: • Implementation of Complete Streets principles, • Implementation of a PT Sustainable Streets plan (circulation map) to create efficient lot access and reduce the amount of streets constructed to preserve open space. • Upgrades to stormwater infrastructure in conjunction with street maintenance and improvements, • Gap closures in the sidewalk and bicycle network to create connectivity for all ages and abilities, • Traffic calming to enhance safety in residential areas. mre f,IT,V of Pnrt IoWn�Pnd.. r in0[rir10n I Page 10 "'4"�1f� p1^�� This Comprehensive Plan builds on the multitude of past and current planning efforts by reinforcing the City's commitment to a multimodal, accessible, and resilient street network. It recognizes the need to prioritize limited funding toward projects that yield the greatest public benefit, reduce long-term maintenance costs, and advance climate, equity, and livability goals. Future improvements will balance local context, community preferences, and funding availability to ensure transportation infrastructure evolves in a way that supports both current and future mobility needs. To address gaps that limit active transportation options, the City will prioritize the completion of missing sidewalk segments and bikeway connections to key locations throughout the City, with a strategic focus on arterials, collector streets, ADA priority routes and connected routes between neighborhoods. Additional efforts will focus on installing enhanced pedestrian safety improvements, particularly along State Route 20, where high traffic volumes create substantial safety challenges and limit comfortable pedestrian movement. Limited funding and the high cost of improvements needed to complete the network will take many years. To manage these improvements on a sustainable budget, the City will strive to implement low cost interim step to create connected routes, utilizing shared streets and improved trails available to most users. The City will continue working closely with Jefferson Transit Authority to advocate for increased transit service frequency, expanded route coverage, and improved multimodal connections to transit facilities. The City will also include JTA in planning and review of large-scale developments. Special emphasis will be placed on integrating pedestrian and bicycle networks with transit stops to facilitate safe, convenient, and reliable access. Efforts will also include strategies to increase transit usage among residents, employees, and visitors through improved amenities, outreach programs, and information dissemination. These strategies will collectively enhance mobility, reduce dependence on single -occupant vehicle travel, and align with regional and local sustainability and resiliency goals. Addressing perceived commercial area parking pressure requires a balanced approach given many different perspectives on the topic ranging from developing parking garages on one end to removal of street parking or creating pedestrian streets on the other end. Looking forward, the opportunity to address commercial area parking is to develop a comprehensive parking management strategy to build upon the 2004 parking management plan. Given that building parking garages is generally not affordable without a business parking improvement area district funding, efforts should include evaluating opportunities to optimize existing public parking facilities, improving parking management practices, and enhancing pedestrian, bicycle, and transit connectivity to encourage alternative transportation modes. These strategies align with Growth Management Act requirements by supporting efficient multimodal transportation networks, reducing single -occupant vehicle reliance, and improving overall mobility and accessibility within Port Townsend. It also aligns with Jefferson Transit Authority's Comprehensive Plan and current services, which include free parking at the Haines Place Park & Ride, fare -free buses, and service to Downtown and Uptown every 20 minutes. Residential area parking opportunities include development of street standards that accommodate on -street parking in lieu of off-street parking requirements of the past. Maintaining narrow streets is challenging when on- mre f,IT,V cx�f f'nrt 10Wn �Nnd.. street parking is allowed, and thus single lane streets with parking on both sides and appropriate paving is the opportunity for Port Townsend given the existing streets were not designed for on -street parking. "I'i E ist'JIoJ, ~I;dl,lrz The Comprehensive Streets Program was developed in 2023 to create a plan to improve the condition of City streets with a sustainable maintenance program over a period of time depending on funding levels With the voter approval of the Transportation Benefit District tax along with leveraging grant resources, the City is in a position to make progress on street conditions and improvements over a 30-year period. The opportunity to prioritize investments in street repair, pavement preservation, and active transportation can be founded in the PT Sustainable Streets Plan (circulation map) resulting in improved connectivity for active transportation, vehicle accessibility, emergency response, and transportation based services. Additionally, application of unique pavement repair techniques will help stretch the scarce resources. Such techniques include drainage control, street base stabilization, shoulder repair, and a pavement preservation focus. ":'=�'fI It As regional growth continues, Port Townsend must proactively address increasing demands on these critical connections to ensure seamless mobility, safety, and accessibility. The City will collaborate closely with regional partners, such as the Peninsula Regional Transportation Planning Organization (PRTPO), Jefferson County, Washington State Department of Transportation (WSDOT), and private sector stakeholders, to improve multimodal linkages and infrastructure. Opportunities to build on the Larry Scott Trail and the Olympic Discovery Trail connections both locally and regionally will be a focal point of the City. Connections on the Quimper Peninsula can help reduce dependency on vehicles and improve health through active commuting between communities such as Hadlock (Tri-area), Cape George, and Kala Point. In addition, regional connectivity is important to the north on Whidby Island as housing challenges increase the level of commuting via the ferry. Opportunities to improve the ability to walk on the ferries improve accessibility for commuters and visitors alike. Enhancing connectivity will involve coordinated investments in transportation facilities, prioritization of multimodal corridors, addressing congestion points, and improving transit and active transportation infrastructure to better accommodate anticipated regional growth. These efforts align with Growth Management Act guidelines by promoting efficient multimodal connectivity, supporting anticipated regional population and economic growth, and ensuring the transportation system remains resilient, safe, and responsive to future needs. mre f,i'tV of Pnrt 10wn �Nnd.. r in �,C� cxr�r it cxn Paf;N 12""'4")�1' � i2� The overall vision for Port Townsend's Transportation Element is to develop and maintain a safe, integrated, efficient, and resilient multimodal transportation system. The transportation policies and strategies outlined in this section will serve as a framework for understanding, prioritizing, measuring, and improving a comprehensive transportation network aligned with the City's broader community vision in balance with other needs ofthe City. The Growth Management Act underscores the essential connection between land use and transportation planning. The design and implementation of transportation infrastructure must align not only with federal, state, and local requirements but also reflect and support the community's vision, character, and preferences. The effectiveness and quality ofthe transportation system directly influence community livability, accessibility, and overall health, particularly through support for pedestrians, bicyclists, transit users, and motorists alike. To effectively implement Port Townsend's Comprehensive Plan, transportation infrastructure must integrate seamlessly with the City's existing and planned land use patterns, enhance the overall quality of life, and encourage active, healthy lifestyles. A key focus of coordination is planning network connectivity to facilitate access to existing lots. The PT Sustainable Streets Plan (circulation map) and the Active Transportation Plan map emphasizing connectivity for active modes is fundamentally necessary for ensuring the existing platted lots have reasonable access while minimizing the amount of street infrastructure to be developed and maintained. A, I" t IC.'t,i wt,'f"il, 1r1�1. J "it��'1,I .fig r:df y t Y.r1. (Jc,,it"l"k, The city street system forms the backbone of Port Townsend's transportation network, facilitating circulation between neighborhoods, employment centers, schools, and regional connections. The system is comprised of arterial streets (main routes with highest volumes), collectors (routes connecting neighborhoods to arterials), and local streets (neighborhood streets). This Periodic Update implements policies of past Comprehensive Plans to develop a city-wide plan for where streets need to be located to access lots and accomplish the following objectives: • Provide existing lot access to honorthe historic plats • Eliminate the creation of redundant or unnecessary streets orthe haphazard development pattern ofthe past. • Minimize the miles of streets and preserve as many rights of ways for open space and trail corridors as possible • Create predictability for existing and future residents and allow the real-estate market to adjust accordingly • Create connectivity for emergency services (secondary access) while honoring slow and narrow streets and a broken grid principle • Prioritize investments of limited resources in streets consistent with the plan • Protect critical areas such as steep slopes and wetlands. • Recognize the difference between Federally classified arterial streets and non -classified streets to guide decision making for leveraging grant resources. mre f,IT,V of P 0 [ r 1 0 W n �Pnd.. r in 0 [ r ar10n I Page 13 "�"1'4")�I 11 p,�'� To accomplish these objectives, the PT Sustainable Streets Plan (circulation map) sets a forward -thinking plan on a 100-year period. Without this plan, haphazard street development will continue, with most if not all rights of ways ultimately having streets. The development of most rights of way would be continue the past pattern adding to a unsustainable street network. The timeline is set to 100 years to reflect that development will not happen overnight and things change with existing developed parcels over a much longer period of time than the 20 year planning horizon. Application of this plan is for development predictability, city investment, development of street standards, trail planning, active transportation planning, and emergency services response. This plan is used as a guide and deviation from this plan should only be made when the above objectives are satisfied. mre f, I V cx �f P n r t i cx wn� Nnd.. IF I � A ire )(.)( 111 S Alma !Tina a lb 11 e Stirs e ts 111 a in 111111 uA s t ira d Ing A ir I ir 111 a in d Lo c:a 11 S t iree t Loca do in mre I y C) f PC)rCXr Y,I C) w n �, P n Rguire : I )(.)(. Eirneirgeincy Ac:c:ess Roualmc,m my I ry C) f Po [ r I ow n �,p n n 5 p 0 [ r ") r 10 n Port Townsend is committed to expanding its active transportation network to support healthy lifestyles, reduce carbon emissions, and promote equitable access to destinations. The majority of public feedback during the Active Transportation Plan update process was to create connected routes. This Periodic Update focuses on completing connected routes. This objective builds on the original 1998 Non -motorized plan which established the framework for an active transportation system. Investments should prioritize closing network gaps, enhance crossings, and improve accessibility for users of all ages and abilities. Bicycle and pedestrian infrastructure will be prioritized in high -need areas and along key corridors. For improved safety, where feasible, pedestrian, bicycle, and vehicle traffic will be physically separated as has been done already on Discovery Road and Rainier Street. The updated Active Transportation Plan sets forth implementation ofthe following connectivity policy objectives: • Develop an ADA priority routes plan to connect key locations throughout the city such as parks, public buildings, and services. The ADA priority routes is a critical element ofthe required ADA Transition Plan. In addition, it supports making 20-25%of all housing units and all commercial buildings directly connected to ADA compliant street facilities/accessible routes. • Develop a connected routes plan to use shared streets and reasonably accessible for most users as a lower cost interim step to completion ofthe priority network. • Coordinate Connected Routes with the Chetzemoka Trail, Creative District Trails, Olympic Discovery Trail, and other future focus routes. • Use the Active Transportation Plan to develop a plan for active transportation treatments for grant programs. The following Active Transportation Plan Map is a high level representation of ADA priority routes (aka sidewalks) and connected routes. This map is a guidance tool to inform development review, investment prioritization, updates to the ADA transition plan, level of service for active transportation studies and implementation, and arterial network planning. mre �. I (X �f PCXr Y, xwn�Nnd.� Townsend It A School Tmumr ,$hppphhhhhhhhhhhti Goxxeq Poft AlM Prionvy Rokoes Cormwoe'd I rv, skye 20% og Grm�elr Pobbc Nckls Parvand %�fjands FlIguire )(.)( Active Prainspoirtation I 11111hAstiratfing, AIDA IPlr oirifty and Coinin(mted I my iry of Pm r I own'�,Pnd I [ a n'�, p 0 [ r a r 10 n I P a gp 18 "'4" r.l'( a" " The 2025 Periodic Update changes the traffic LOS standard from D to F to de-emphasize development of large streets and expensive infrastructure focused on motor vehicles. This change is substantiated by the existing levels of service review as described in this element in which intersections otherthan Sims Way are not experiencing significant delays. More detail on Level of Service is provided in the Capital Facilities Element. Adopting LOS F means that traffic delays could average over 80 seconds per vehicle for signalized intersections and over 50 seconds per vehicle on unsignalized intersections. By allowing LOS F, people are more likely to choose to take differing modes of transportation. LOS F also aligns with density and infill that support walkable neighborhoods with less dependency on automobiles. Adopting LOS F for vehicle traffic does not eliminate the focus on safety and traffic congestion on Sims Way. Addressing traffic congestion and safety on Sims Way is a community and regional challenge independent of transportation concurrency applied to development mitigation within the City. In addition, a LOS standard for active modes (non -motorized) is included to shift the investment focus from traffic capacity improvements to active transportation investments. Implementing a new Active Transportation LOS supports the connected routes identified in the Active Transportation Plan. These routes should be prioritized based on ADA priority routes (generally along arterials) as well as connected routes that may be shared streets, trail connections, and regional trail systems. The current fee in lieu system for sidewalk may be transitioned to an active transportation impact fee to create equitable and proportional to help build out the connected network. This will require a fee analysis study and update of the City's concurrency ordinance. Public rights -of -way serve a wide range of functions, from transportation to utilities and public space. Port Townsend will manage its rights -of -way to prioritize safety, accessibility, and flexibility for multiple users. Past plans and city codes asserts public interest in public rights or way deeming all rights of way opened. While some rights of way are not developed, they have been opened to public interest. This is an important clarification from a legal perspective when addressing unauthorized use of rights of way, vacation requests, and statutory vacation claims. Rights of way opened to the public interest include: 1. Transportation, including streets (publicly and privately maintained), trails, driveways, emergency access, and connected routes 2. Public and Franchise utilities 3. Lot access including public and private access routes. Private access does not negate public interest. 4. Public Open Space including inaccessible areas such as critical areas 5. Recreational Trails 6. Stormwater mitigation areas whether developed or not such as key and critical drainage corridors 7. Urban Forestry including preservation and enhancement oftree canopy particularly in undeveloped rights of way. City codes require preservation of large trees even though they are owned by the abutting property owner. The City and public have joint responsibilities for management of rights of way because a right of way is a public access easement for the above public assertions while the underlying real property is often owned by the abutting property owner. The following policy initiatives are specific to the City's responsibility. mre f,iry of Pnrt Iown�Pnd.. r in�pmririon Paf;N 1" p1^�� The City is responsible for management of street parking as part of a broader mobility strategy. This includes supporting access to commercial and historic areas while reducing reliance on single -occupancy vehicles. Parking policies will consider pricing, park and ride opportunities, time limits, climate impacts, shared street uses, shared parking, and demand -based strategies to improve availability and reduce conflicts, especially in Downtown and Uptown areas. Often enacted by parking regulations, Transportation Demand Management (TDM) strategies help reduce congestion and reliance on single -occupant vehicles by promoting alternatives like walking, biking, transit, carpooling, and telework. Port Townsend will incorporate TDM measures into development review, employer outreach, and capital projects to encourage behavior change and support sustainability. Parking policies will also address residential on -street parking needs according to land use policies related to off- street parking. Policy initiatives include development of street standards to accompany the elimination of off- street parking through a formal parking ordinance. nun u..r c nnfin,. Traffic calming measures will be used to reduce vehicle speeds, improve safety, and enhance livability in residential and pedestrian -oriented areas. The City will strive to develop and implement context -sensitive tools such as curb extensions, raised crosswalks, signage, and roundabouts where appropriate, with strong community input informing the selection and placement of these improvements. Adoption of a traffic calming guide and procedures to apply traffic calming equitably throughout the city is encouraged. Rgh[Sof Way MaVntenancel (Commented [SK2]:Added this section since itishuge Il. The abutting property owner has responsibility under City codes and state laws to maintain elements of rights of topci for active transportation and urban for,stry. way while the City has the responsibility of management of rights of way. Clarifying this division of responsibilities through a combination of public education and code enforcement is recommended as a policy initiative to maximize the public benefit of rights of way and public access. For example, the Active Transportation plan update recognized that many of City sidewalks are not accessible given overgrown vegetation. Ensuring abutting property owners understand their responsibility for vegetation management and sidewalk maintenance up to the street edge improves accessibility for all. Sri'f":';I-Jif1fS"J"'ff"iPi.�l.� rf "i"alfll.p Transportation challenges often cross jurisdictional boundaries. Port Townsend will continue to coordinate closely with Jefferson County, the Peninsula Regional Transportation Planning Organization (PRTPO), Jefferson Transit Authority, Jefferson County, and WSDOTto ensure consistent planning, project prioritization, and funding strategies. Strong partnerships will ensurethat transportation improvements support regional mobility, economic development, and environmental goals. Jefferson County Jefferson County and the City work closely together. Jefferson County administers the Surface Transportation Federal funding allocation which helps fund city projects. In addition, coordinating interjurisdiction vehicle and multimodal route success relies on coordination. A top priority resulting from public engagement in the past as mre f,IT,V cx�f i'nrt I C)Wn �Pnd.. r in �,i� cxr�r iricxn Paf;N 20 "'4"�1 p�r'� well as this Active Transportation Plan is to improve Hasting Avenue in and out ofthe City. Multi modaI routes between areas such as the Tri-Area, Cape George, the Airport, Glen Cove, and Kala Point all involve interagency coordination. T'ransJt ServJces Port Townsend will work with Jefferson Transit Authority to improve transit access, reliability, and coverage. Policies will support the integration of transit facilities with pedestrian and bicycle infrastructure, pursue enhanced connections to key destinations, and promote transit use as a viable alternative to driving for residents and visitors alike. In particular, park and ride facilities and shuttles within the City are important elements to facilitate concerns around parking congestion. Supportring park and ride facilities and transit routes to inter- urban area service helps those who cannot afford to live within the City while the City makes improvements to improve housing accessibility. The vision for well coordinated transit is high frequency within the and nearby locations to minimize single vehicle occupancy trips. Supporting transit also plays an important role for people experiencing mobility challenges. Finally, supporting development around the Haines Place transit hub is an opportunity to encourage transit -oriented development in a small community. ZIM As a critical connection to the broader region, ferry services play a major role in Port Townsend's transportation system. The City will collaborate with WSDOT through the Ferry Advisory Committee and local stakeholders to improve multimodal access to the ferry terminal, reduce queuing impacts, and ensure that land use and transportation decisions near the terminal reflect long-term needs and community goals. In particular, improving system reliability and frequency is a high priority while encouraging the development of park and ride facilities and transit service at both ends of the Coupeville — PT route. In alignment with Ferry Advisory recommendations to WSDOT, level of service maybe accomplished through single larger boat with improvements at both terminals or resuming multiple smaller boats. The implementation ofthe parking reservation system has negated the need for expanding parking lots and queuing lanes on Water Street and Sims Way. Continued support ofthe reservation system addresses major ferry traffic concerns ofthe past. The Larry Scott Trail is an integral portion ofthe Olympic Discovery Trail. The coordination of multiple agencies has been demonstrated through the recent RAISE grant success. Completing the trail serves many purposes include positive economic impact and local recreational opportunities. The policy initiative forthis update is to plan for connecting the trail to the Fort and the Ferry Terminal in concert with the City's Active Transportation plan and connected routes. This coordination locally involves working with the Peninsula Trails Coalition, Jefferson County, and the Port of Port Townsend. n ....un inportatuoin If uinndin,.g Sustainable funding is essential for maintaining and improving transportation infrastructure. The City will pursue diverse funding sources —including grants, impact fees, and partnerships, to implement capital improvements and ensure maintenance needs are met. Financing strategies will emphasize cost-effectiveness, equity, and alignment with long-term goals. The Comprehensive Streets Program, approved in 2023, identified a local funding need of approximately $1.5 million annually to invest in and make progress in street maintenance and improvements. Presently, the transportation benefit district is yielding approximately $1.1 million annually. The mre f, IT, V cx �f P n r t I C) W n� Nnd.. rin �, C�cx r�r iricxn Paf;N21 "'4"�1�" i2� deficiency in funding will continue to grow with inflation and thus continued pursuit of local funding options is a policy priority. mre f, I cx�f Pnrt 10Wn �Nnd.. r in �,C� cxr�r iricxn Paf;N 27 ""1'4"�I "I ��P� ,J1 III eln �i� en, t at, o�1�� Effective implementation requires alignment between policies, plans, regulations, and capital programming. Port Townsend will maintain clear linkages between this Transportation Element, the Transportation System Master Plan, the Six -Year Transportation Improvement Program, and development regulations. Regular performance monitoring and community engagement will guide adaptive improvements and ensure progress toward the City's long-range transportation vision. mre f,Iy C)f Pnrt ICxwn �Nnd.. r in �, C�C Cx r�r iriCxn Paf;N 23 "'4"�1 � I", CapitalFacilities ...................................................................................................................... 3 Contex-----------------------------------------------4 Growth Management Act Requirements ..................................................................................... County -Wide Planning Policy (CVVPP)......................................................................................... 4 Capital improvements Plan .......................................................................................................... 5 Documents incorporated byReference ....................................................................................... 5 inventory........................................................................................................................................ b Challenges and Opportunities ................................... ...................................................................... 9 Challenges.................................... ................................................... ----...... ---- ..... ---9 Opportunities.............................................................. .................................................................. g Policy initiatives- integrated Planning and Growth Management ........... .............................................................. 2 Efficient Use ufR*mnurceo...... ..................... ............................................................................. 2 Service Equity and Access ......... .................................... ........................................................... 2 Financial Feasibility and Accountability ..................................................................................... 2 | rite rgovemmema|Coordination ............... ........................ ........................................................ 3 Meeting Level ofService Standards ........................................................................................... 3 investmentPriority ....................................................................................................................... 4 FinancingPlan .............................................................................................................................. 4 |mp|omontadon------------------------------------------]5 City urPort Townsend cunuu/ ruci/u/eo I naoeo ThoCmPita | Fad |kiesElement identifies mndcoo i'dinmtemimprovements mset mndfuIf iUpo|icy direction, accommodate orderly growth, and ensure capital improvements are provided when they are needed. "I"'he community expects quality services, and this element ensures their Capital facilities are the ccrimimunNy's infrastructure, integral to providing services for the comimunNy's aindcilp�ed 1polpt.dadoin and eimploymeW. "I"'his element works in unison with the 1p|am's odheire|einems.Tlha�e|emneWimo|adeoprivate and public enterprises which supply Poil "Fownsend with streets, water, sanitary sewer, solid waste management, storm drainage, parks, city facilities, economic development and funding for housing suppoil, electricity, telecommunications, and cable television. "I"'his element is focused mostly on the type, timing, and scale of public investment necessary to provide public services for anticipated demand through to the year 2045. incorporated into this element is the bi-annual update to the Capital Facilities Plan as required by the Growth Management Act. "I"'he Capital Facilities Plan is adolp�edaaamnemdmneWtotheComprehensive P|mnand idend-fieoimde�ai|dheChy'sCalpNa| Facilities investments needs and funding over mb'y*mrperiod. "I"'his element contains the overall policies and strategies for the provision of adequate public facilities and services. it includes policy direction for funding and ongoing budgeting, a selection process, and maintenance ofcapital facilities for economic development. Thim element also contains an inventory of existing and proposed capital facilities and identifies deficiencies in capital facilities and the actions necessary to eliminate such clef iciencies. The CalpNa|Fao|hdeoFIirogiraim.aadeooirilbedatdheemdofflhee|eimemtiindadeoflheChy's6-y*mr Capital improvement Program and annual budget, as well as the functional plans for various capital facilities and departments that are incorporated by reference into this element. City urPort Townsend cunuu/ ruci/u/eonaoes Port Townemdwas founded before many other cities inWashington, meaning the infrastructure imolder and ingreater need ofreplacement. Many ofits facilities (fromVictorian- era pub|icbui|dingmmowntury-o|dwaomrpipo|ines)mquimmignificmntminvestmont.Atthommmo time, ilheohy'slax base iama|airve|y|imnhed.which oomaliraimafumdimgfor oalpila|piroecis.|m recent years, city leadership has taken a holistic, long-term approach to financial sustainability, recognizing that simply deferring mminiemmnoeoamlead toa"fiscal o|il wheireimfiraaliucmma failure would force costly reactive spending. instead, Port "Fownsend has embarked on pmmotiv*p|mnning:mmWngmmidontmmboutmomicopriorkiom.mppoindngtmmkforcom.mnd developing strategic financial blueprints toguide future investments. Proactively planning capital facilities iseaaen ialto provide necessary city -level services and infrastructure. it is particularly importan'tto accomplish 'the affordable housing objectives described inthe Housing Element andthe Goals, Policies, and implementation Element. infrastructure is a significant initial cost when developing housing, making it a hurdle for affordable housing development. This element andthe Capital improvement Program will both play a key role in directing investments in capital facilities and related infrastructurethat supports housing inPort Townsend. �� "�� . `��J�u�� Management Act "I"'he Growth Management Act (GMA) requires that corril"nUnities adopt comprehensive plans that are designed to guide orderly development and growth over the next 20 years. "I"'he GMA requires fully -planning cities to adopt a Capital Facilities Plan element, addressing: � Aninventory ofexisting facilities � Forecasts offuture needs � Proposed locations and capacities ofnew orexpanded facilities � Atleast msix-year plan for financing identified projects � Apolicy toreassess land use iffunding iminadequate. Port "Fownsend has historically rnet this requirement through a biennial Capital improvement P|mn(C|P)mdoptedinooNunctionwkhthobudgotwhichout|inomfundodpvojoctsov*rmmix- y*mrpohod. ThoCapital Facilities Element ofthe Plan must boconsistent with the County -Wide Planning Po|ioyforJeffersonCounty(Po|ioy#2,^PmmotionofCondguoummndOrdor|yDev*|opmontmnd the Provision of Urban Services to such Development"). "I"'he relevant sections of that Policy are summarized below: � Thofull mngoofurban governmental momicomouthomdopted|ov* ofservice standards wiUbop|mnnodformndpmvidodwkhinurbmngmwthmmmm(UGAs).inc|udingwaom[ sanitary sewer, piped fire flow, and stormwater systerns. City urPort Townsend cunuu/ ruci/u/eo Page Commented [ASI]:Added per Planning Commission's u/reomonmreference memmp/noElement and Capital | Improvement Program, re: affordable xvupmm | � New development must meet the adopted level of service standards established for UGAs as a condition of project approval. Standards must include interim provisions for urban facilities identified in the capital facilities plan. New development will be required to contribute its proportionate share towards provision of urban facilities identified in the capital facilities plan. � Urban services and facilities will not be extended beyond UGA boundaries unless needed to protect the public health or welfare or to protect an area of environmental sensitivity. � "I"'he minimurn design capacity for all planned capital facilities will be based upon the total population projected for the service area at the end of the 20-year planning period. Capital Improvements Plan "I"'he Capital improvements Plan is the main tool to enact the Capital Facilities Element and meet GMA requirements. "I"'he plan references level of service standards, revenue sources and pmvidommdetai|oddomohptionofpvojoctsmndmmmocimomd,mocumdmndpommib|ofunding.Tho Capital Facilities Plan is a wholistic view of all the work identified in the fUrICtiOlIal plans and associated initiatives of the City, In 2022, the City expanded this approach by adopting a more comprehensive Capital Facilities Plan that, for the first firrie, included unfunded long-term needs and narrative context for each category of infrastrUCtUre. "I"'he 2025-2030 Capital Facilities Plan, adopted in December 2024, builds on this format, updating project lists with the latest information, removing projects completed by 2024, and highlighting new priorities. "I"'his plan is incorporated by reference into the Comprehensive Plan, It draws from several specialized city plans, including the Water 3ymtemPlan, General Sewer Plan, 3tormwaerProgram, Parks and Open Space Plan,'Fransportation FUnctional Plan, and Six -Year "Fransportation improvement Program (FIP), which provide detailed inventories and analyses. By consolidating all these inpu1a.thoCap8o|Fmoi|kieoE|omon1uffersaconoimoov*miewofPurtTowmaemd'a infraotruotueneeds and aspirations Functional plans are major components of this Capital Facilities Element. "I"'he following functional plans are incorporated by reference and may be consulted for more detailed information regarding existing and planned facilities, service standards, and facility development: � Six -Year Capital improvement Plan (2025�O30—adopted yearly � City ofPort TownmondParks, Recreation and Open Space Functional Plan (2O25) � City ofPort TownmondActive TmnmpoumdonPlan (2O25) � City ofPort TownmondTmnmpoumdonFunctional Plan (20Og) � Comprehensive Streets Program (2023) � City ofPort TownmondWater 3ym*mPlan (2Olg) � General Sewer Plan (2024) � City ofPort Townmond3mrmwat*rManagement Plan (2Olg) � Gateway Development Plan � Rainier Subarea Plan � Public Art Plan City urPort Townsend Capital Facilities Page "I"'his section provides a surnmary of existing publicly owned capital facilities and services that are needed by the residents and businesses of the City. "I"'he descriptions are intentionally brief given a robust Capital Facilities Plain aloing with the City functional plains provides a comprehensive inventory ofCity owned and operated infrastructure. Domestic Water PomTowmaemd'smnamicipa|wa�eiraya�eimiairolb�.mtand umique,sourcing high -quality surface water from the Olympic Mountains and delivering it through a pipe 30 miles by gravity to the city. Water imthen filtered mttheChy's wa�eirtmaa�imeiM p|amtoomatmuoedim2O77.QisVilbugomof treated water throughout the City and portions of the County is accomplished through a network of distribution pipes providing both domestic water and fire protection. Please refer to the latest version oftheChy'sVVateirSyat*mPlain for further detail. Sanitary Sewer "I"'he City is responsible for an extensive wastewater utility systern throughout the Urban Growth Area, Thosystem includes anetwork ufooUootionepipes,|htmtmduns,mVVmmtewmomrTreatment Plant and Compost facility. For more inforimalion, please referto the West version of the C�y's General Sewer Plan, Stormwater and Surface Water PomTowmaemd's stommwateiraya�emconsists nfpipes, ditches, and maums|drainage l that collect, manage, and convey runoff with the goal ofprotecting water quality inthe coastal community, For moire informalion, please referto dhe West version of dhe City's Stoirirnwaueir Management Plain. ,rransportation Port "Fownsend's transportation systern includes roads, sidewalks, bilke/pedestrian facilities, pub|ictmnmit,mndstaomf*rry|inkmUdomignodmpmvidomukimodm|mocommthmughouttho community. For additional information, please ref rtotheChy'sCmmpmahemaiveSt-eea 1:::Iirogiraim.dhe2OOgFiramapomaUomFumdioma|P|ain,and dheChy'smnmgmaoem Six Year Trmnmpoumdonimprovement Program. Fire and Emergency Medical Response Fire and Emergency Services are provided byJefferson County Fire Protection District No. l. oommon|ymfnedmmmEmmtJeffersonFimmndR*mouo(EJFR).EJFRpmvidomfimmnd *morgoncymodicm|momicom(EM3)tothoCkyofPortTownmond.mmw*Ummthounincorpormt*d Jefferson County communities of Cape George, Chimmoum. |mndm|e, Ka|m Point. Mmrrowmtono island, Port Hadlock, Paradise Bay, Shine, Bridgelhaven, Mats Mats, Swainsoinville, Beaver Valley, South Point and Port Lud|ov^Washington. About 74%ofEJFRcalls are for medical situations. City urPort Townsend cunuu/ ruci/u/eoPage EJFR has a total of nine stations, five of which are staffed 24/7. EJFR is equipped with One L.adder, two Utility, mnAntique Engine (lg4l Chevrolet Pumpor).mnAin3uppo¢four Tmckfive T*ndo[mnAntique Engine (lg55Ford, six Drum)Battalion ll.l2,l3&l4,seven T*ndo[seven Medic, seven Rescue, seven Brush, seven Marine, an investigation "Fask Force "Finick, eight Engine, and eight Aid. Police ThoPort Townm*ndPolice Department (PTPD)provides community policing through problem solving, crime prevention, and law enforcement in the City, and backup for surrounding Juriadicboma.The Po|ioeQelpartrnem'aolperaUomoeiMeria|oca�edimthesouth wing ofthe Mountain View Classroom Building, a multi-tise facility leased from the school district. "I"'his space contains a property and evidence roorn, a classroom, a physical fitness training roorn, a citizen police volunteer roorn, a squad roorn, and administrative space. Despite the facility's age, it meets basic needs. "I"'he location offers ample parking, an impound lot, and secure spaces for officers, The department maintains a small fleet of police vehicles, including patrol SUVs arid command cars, and titilizes shared city resources for vehicle maintenance. in 2022, aCOUStiC treaumnemtawere addedtothe atatium'a|olblbyand work areaatoenhance thefumotiommlily ofthe open -office layout, Amof2O25, P"I"'PDis staffed bylbcommissioned officers (including the Chief, Deputy Chief, 2 Sergeants, and about l2officers) plus four civilian support personnel, The department provides 24/7 patrol coverage, investigations, a school resource officer (in partnership with the school dimtricV.and community policing programs. Officers respond toapproximately 8.00O calls for service annually, ranging from traffic enforcement and property crimes to assisting fire/EMS crews onmedical calls. Theservice level goal iotomnaimtaima iralpidresponse wid-fimtheuNy'a compact 9-sqUare-mile area, typically achieving response times Of Under 5 mintites in the central city, The police also coordinate with the Jefferson C 0UrIty Sheriff for backup arid with neighboring law enforcement for major incidents. General Government PomTowmaemd'sgeneral govemnmnemtfaci|ideofindadedheadmnimiaVave, 1pt.d|ioservice, and maintenance buildings that support city operations, many of which are historically significant. Thocenterpiece imCity Hall, comprised oftwo connected structures indowntown, the Historic City Hall (54OWater Street) and the City Hall Annex (25OMadison 3tr**t).Beyond City Hall, Port Townmondowns and maintains several other general facilities. Thomofacilities are part ofthe Ciy'sCalpita|Faoi|iieoP|am(2O25-2O3O)mndmuppou*mmondm|mowioominf|o*t.fmoi|ky maintenance, community programming, senior housing, office operations, and marine/shoreline activity. Please refer to the latest version of the Capital Facilities Plan for more information. Parks and Recreation "I"'he City of Port"Fownsend, along with other entities in City limits, manages extensive parks space, including about '189.2 acres of parkland and 26 properties rainging from street end retreats mlarge parks, along with over 3l miles oftmi|m.ThoParks department imalso City urPort Townsend cunuu/ ruci/u/eo Page responsible for right-of-way landscaping maintenance and the extensive trail system. Please refer to the latest version of the Parks Recreation and Open Space plan as well as the Capital Facilities Plan for more information. Public Education Port "Fownsend School District No. 50 services about 58 square miles and provides the city's K. l2public school needs using mnetwork ofmohoo|fmoi|kiomwhiohhmv*undorgon000nmidomb|o modernization in recent history. T'he district enrolls approximately 'lj 70 students in three main school sites: Salish Coast Elementary, Blue Heron Middle School, and Port "Fownsend High 3choo|.mmweUmminthom|t*mmtiv*pmgmm(OCEAN)mndinmmmmUoo-oppmmohooiTho district facilities are school centers and also community facilities, frequently used for events, performances, and recreation. Essential Public Facilities TheGmwth Management Act (GMA)mandates the inclusion incomprehensive p|onoufo 1pmzoedumatoidentify and |nca�e "esaenia|lpub|iofaci|itieo~(WAC365-1g��40). "1::.::saen1ia| 1pub|infaoi|itieo~(EPFm)denot*m|mrge-scm|oorr*gionoUymignificmn1infrmmtructur*whiohim usually hard to locate as it faces opposition frorn the pUblic. Such examples may comprise landfills, prisons, airports, or inpatient behavioral bealth facilities. The GMA provides the local juhodictionmwkhtheoptiun0odeoignmommnd|m:ate*moentim|pub|ictaci|Nes(EPFm)thmughm pmueammmponmhem|oco|needo,ThoCoumy-midoP|anningPo|iciee((3NPP)ofJefferson County, in particular CWPP 41, establish a list of hard-to-ste facilities to inform decision - makers, service providers, developers, and the [.)Ublic The list is not definitive but is provided as museful reference, Facilities deemed essential public facilities consist of � Local waste handling and treatment facilities (e.g,landfills, dmp'boxsites, m*wogo treatnontp|mnts) � Airports � State educational facilities � Essential state public facilities � Regional transportation and mtormwmt*rdrainage infrastructure � Utility facilities � State and local correctional facilities � inpatient facilities (*.g,mental health orsubstance mbumotreatment centers) GMA also mandates that EPFs be located in such a manner as to reconcile the public need with neighborhood compatibility. T'he County -Wide Planning Policies lay down eleven parameters for considering sites to be used as EPFs. T'he parameters consider matters such as the iterns relating to the compatibility with surrounding uses, availability of infrastructure and modes of transport, environmental limitations, availability of substitute sites, public protection, and distributive equity. T'he Comprehensive Plan sets policies to guarantee that critical public facilities are evaluated through an intentional, criteria -driven process and are compatible with close orsurrounding land uses. City urPort Townsend cunuu/ ruci/u/eoPage ax:iid, Oppo Forecasting demand and matching public services and investment to keep pace with both gmvmhmndmmimenmnowimmporpotum|ohmUongofor|ocm|jurimdictionm.Thimmection summarizes significant challenges for meeting these needs, and opportunities for providing effective capital facilities. More detail onboth improvided inthe Capital Facilities Plan Capital Facilities are essential toFIowTown emd's heahhand vitality. Planning, for, providing, and maintaining these facilities requires careful examination of tradeoffs, particularly with limited resources. Much ofthis work imaccomplished through the Capital Facilities Plan. Key challenges identified in the 6-year Capital Facilities Plan include the following topics. Siting Essential Public Facilities While these facilities aire "essential," they aire not always easy to locate in a conriml.inity. Regional cooperation is key to locating these facilities where they can adequately meet the coirnmunides'needs. Port'Fownsend and Jefferson COLIfIty recognize they are also generally of a regional nature, and the two jurisdictions have agreed to cooperate on a joint process to identify potential sites and then to work together — with the commUnity to decide on the most appropriate, preferred location, This can be bot1h OPPOrtUnity and challenge, ensuring adequate fmoi|0om are in place while also addressing oommunityconcerns about how potential negative impacts can boanticipated and mitigated. Funding Limitations "I"'he City developed a financial stistainability initiative in 2023 to recognize the continual inability fortax reventies to keep up with inflation. The current tax systern relies on growth for governmental fiscal stistainability. "I"'he Comprehensive Plan guides appropriate growth strategies. "Fax burden and titility rate burden are key considerations because they increase the cost of living in the city. "I"'hese tax and titility rates must be balanced with desired level of service by the community. Grant resources vary throughout economic and political cycles at the State and Federal Levels and should be purstied whenever possible to help address capital facility needs. For more information, please refer tothe latest version ofthe Capital Fmoi|idom Opportunities Quality of Life Participants in the Port "Fownsend 2025 process defined several objectives as important to the quality of life in Port"Fownsend. "I"'hese objectives are described within the Community Direction Statement contained in the introduction of this Plan, which states "Our vision is that Port "Fownsend in 2045 is a healthy, affordable and caring community valued for: the natural beatity of its surrounding seas, forests and mountains City urPort Townsend cunuu/ ruci/u/eo Page � the integrity of its ecological functions and its stewardship of the environment" � its cultural resources, historic architecture and its pace and scale oflife inmsmall ouK � thommrinotmdos,|ocmUy+omedbuminommommndmmmi|iont*oonom� � mouningfu|workfmmi|ywagojobs,mndmffordmb|ohoumingohoiows, � multi -generational neighborhoods of differing income levels and life experiences, and its creativity, resourcefulness and strong community spirit.' All these aspects of community development are dependent upon the provision of adequate capital facilities and titilities. Toserve new growth and development, the GMArequires that certain facilities and services &y pmvidodooncurmntwkhnewdev*|opmont.|nthocmmooftmnmpoumdonimpmv*monts,m financial commitment to provide thern within six years must be made. Facilities that are subject mcuncunenoyinthe City are transportation, water, wastewater, and sturmwat*r,The Capital Facilities Plan details funding sources and the investment needed to provide this conCUrrency, describing current and upcoming projects. Essential Public Facilities ANhumghmNngessentim|pub|iofaci|itiomcmnbadhmUonging,thomefacj|Neaymm|momn important opportunity for commUnity discussion, partnership, and provision of services, Port Townaondand Jeff rmonCountymcogniz*EPFegonora||yhmv*amgionm|nmture,mndthemvo juriodictionmhmveoQm*d1u000p*rateonmjoin1pruceoo0oidondfypot*ndm|mk*mmnd1honto worktogothor—withthooummunity —todecidoontho most appropriate, preferred location. "I"'his ensures adequate facilities are in place while also addressing community concerns about how potential negative impacts can beanticipated and mitigated. Species Listings Capital Facilities protect the environment through both regulation and treating potential sources of Pollution. "I"'he Washington Department of Fish and Wildlife "I"'hireatened and Endangered Species List identifies surnmer churn originating from Flood Canal and the Strait of Juan de Fuca as a threatened species. As of 2025, National Oceanic and Atmospheric Administration (NOAA) Fisheries listed 6 species in the Puget Sound and Flood Canal as threatened or endangered. Port "Fownsend has no salmon strearns within its City limits, but is surrounded on three sides by a sensitive marine habitat and draws its water from rivers that are significant spawning grounds. ThoU3Forest Service and the City signed m2O-y*mrrenewal ofthree special use permits for the operation and maintenance of the municipal water diversions and transmission lines in 2009. One of the new permit conditions includes a requirement to maintain a 27 cubic feet per second (cfs) instrearn flow in the Big Quilcene River below the municipal water diversion. "I"'he minimurn instrearn flow for the Little Quilcene River is 6 cfs through the diversion. City urPort Townsend Capital Facilities naoem Endangered species listings could have profound importanowoncmpkm|fmci|kiemp|mnning,mnd necessitates the City's commitment to talke titmost care of our natural systerns. "I"'he City has already taken important steps, including: � Caliplitall Facillitlies - "I"'he development of a wastewater treatment facility with secondary treatment, the creation ofthe 3mrmwmomrUtility preserving and enhancing natural drainage systerns, reducing the rate of increase of toxic ninoff related to automobile use through development of a non. -motorized transportation systern, and management of the drinking water mymtemwith the needs offish inmind. � Regullatlion - Passage of environmentally sensitive areas regulations, regulation of activities through the Shoreline Master Program, implementation of best management practices for development under the Engineering Design Standards Manual, and adherence mthe controlled growth principles ofthe GM& in the future, the City will participate actively with otherjurisdictions in the development and implementation of regional management plans for protection of the listed species, will continue to improve the protection offered by our regulations, and will implement the capital facilities projects called for in this element of the Plan to irnprove the wastewater, water, and stormwater mystemmotthe City. City urPort Townsend Capital Facilities Page I ��m�1,��~~� �� "I"'he policy initiatives in the Capital Facilities Element reaffirm the City's long-term commitment to delivering timely, efficient, and cost-effective infrastructure and public services to support current and future demands. "I"'he policies and goals encompass facility planning, growth planning, infrastructure finance, service levels, and intergovernmental coordination. While several of these principles have long been a part of policy direction, the revised Element adds new priority to service coordination and integration, climate. -responsive infrastructure planning and design, and equity in facility and service accessibility. "I"'he major initiative areas are listed Capital facility planning has a close connection to land use and projected growth, providing adeqUate infrastructure to SUPPOrt new development, Policies direct the City to coordinate capital investment with planned development areas, phase improvements to el'ICOLirage orderly development, and integrate facilities with levels of service adopted, This Periodic update replaces previous tiering policies, which were largely riot implemented because the City lacked r*muuncom.Thimp|onpmvidemmor*pvediotmb|oondfocumodp|mnningforinfrmmtructure.which supports L.and Use and HOUsing goals for density, infill, and mixed Uses. Providing the infrastructure where and when needed is a shared responsibility of the City and developers. "I"'he Element facilitates the cost-effective utilization of public investment through shared facilities, conservation measures, arid alternative technologies. Emphasis is placed on maximizing the capacity of current systems before adding or building anything new. The design considerations also favor facilities that are adaptable, energy --efficient, and resilient to evolving dommndm. Policies dernand infrastructure that's responsive to, safe for, and accessible to all residents. "I"'he goal is to no longer have underserved neighborhoods. Guidance promotes the equal siting of necessary public facilities and services in accordance with the community's needs. "I"'he design of public facilities must contribute to a sense of place and community character. Capital planning must be financially realistic. "I"'he Element requires that identifiable revenue sources support projects and that new development pays a proportionate share of the infrastructure it needs. L.ong-term operations and maintenance are considered during planning to avoid future funding gaps. "I"'he City also commits to regular plan updates and fiscal reassessment to ensure consistency with funding availability and population trends. City urPort Townsend Capital Facilities naoe1z "I"'he policy framework reinforces collaboration with Jefferson County, service providers, and regional entities to ensure consistency across jurisdictional boundaries. Urban services are concentrated within the UGA, while rural areas remain low -intensity and appropriately serviced. "I"'he City participates in cooperative efforts to plan for essential regional facilities. A Level of Service (LOS) standard for capital facilities defines the acceptable performance of, quality of a public facility. These standards are used to determine if a facility adequately serves exisling and inew develolpimeinl. The Cily's Calpilal F::acililies F:11an adopts Level of Service standards that must be met for these facilities. TalbIle X.1 Water and Wastewater ILevcN of SerAce Standards Raw Water Suploy SufficieracaltiaciLy to fully serve customer dernands Raw Water S'tor age A Minimum of 60 days of storage for City cusLoi Tier (:peril a rids Water System A flow volurne that meets peak dernand and fire flows. A level that allows collection and ueauneraof peak wastewater flows and WasLewaLei SysLern meets Ulf pL. of Ecology cifteiia and coinjoiance with the NPDES dischalge fiefri-iftaL Lhe WasLewaLei lieaLmera Plara and Lhe SLaLe WasLe Dischaige Pefri-ift at the Compost Facility. Table X-2 Transpoirtadon Level) of SerAce Standards Lhban Conidor F Wier Roads w/in Lhban Growth Area (LJGA) F Access to a Connected Route within1/8 of mile (3 city blocks) Active lianspoitaLion Direct Access to an ADA firioifty iouLe for 20% of housing units City of Port Townsend of "fe pl Capital Facilities I Paoe 13 Table X-3 Public Facillity Levell of Service Standards �-aci�i��ies LhaL aie safe, rneeL applicable codes, and aie fully accessible flexible Lo evolve Lo rneeL fuLuie changing demands Fire & Erneigency Seivices Ave[age festionse Lime 8 minuLes, 90% of Lhe Lime foi fire and medical calls (Provided by Jefleison Fire and Rescue) in Lhe CiLy FuncLional Plan Sl.oirnwal.ei and Suilace WaLei A level of conveyance, dei.eraion, and ueal.mei-A LlraL meets as defined in Lhe Policy directs the City toconsider the strategic influence ofits infrastructure investmonts. prioritizing water, sewer, and streets improvements in locations and in a sequence to facilitate infill housing construction, development of its mixed -use neighborhood centers, arid efficient um*ufinfmmtruCtuvewhidhinm|modyinthogmund.Pvojectmwhiohdonotmdvmncoth*oemp priorities other than those to address public safety, respond to statutory mandate, or talke advantage of available funding opportunity - will occur later in the planning cycle. Financing Affording the capital facilities to serve the population is a fundamental planning consideration. Policy guidance directs the City to act in a fiscally sustainable manner, investing to meet current ormntioipmt*ddommndmnd*xp|oringoptionmforeffioiontmowicompmvimion.ThoCkywiUmwiew its capital programming annually as part of the local budgeting process arid adjust capital investment to fit within fiscal constraint. "I"'he City will also update the Capital Facilities Plan bi. annually as required by GMA. Please refertotho|mommtv*rsionofthoCapkm|Fmoi|kiomP|mnfor more information on planned improvements arid associated schedules as well as revenue sources. Given the condition, design, arid schedule of planned improvements as outlined in the Chy'svairioaafumotioma|lp|mns, llheireiaaufficiemtfinancial maooairceomai|alb|etoaappowlp|ammed capital improvements. City urPort Townsend Capital Facilities naoew f lie Capital Facilhties I . lennent provides guidance for the City's annual update to its calpftal iniprovennent IpTogTatn and vanspoTtation ir-ripTover-rent piogTarn, ensuring the IpTojects appeaTing on those lists confoTm to policy, cor-m-nuility IpTioTity, and funding constraints. This is an existing, TecuTTing ir-ripler-nentation activity, and theTe aTe othem, too, identified in ChalpteT 10, Goals, Policies, and ir-ripler-nentation. City of Port Townsend ............ .. .. Capital Facilities I Page 15 Utilities...................................................................................................................................... 3 PlanningContext ............................................................................................................................... 3 ExistingUtilities ............................................................................................................................. 5 ChmUongommndOppouunkiem----------------------------------JO ChmUongom-------------------------------------------JO OppouunNom------------------------------------------]l PolicyInitiatives .............................................................................................................................. 12 Wility Element implementation ........ ........................... ................................................................. 14 City urPort Townsend 64, _____ Utilities Page ii "I"'he Utilities Element ensures that adequate utility services will be available to support existing and future development in the City. "I"'he Utilities Element goals and policies included in Clhalp�eir77's 1po|ioyfiramnework—promote efficient, cost-effective utility service mmeet community needs and protect both existing neighborhoods and the natural environment. "I"'he City of Port"Fownsend provides water, wastewater, and stormwater utility services to Port "Fownsend residents, as well as water service to some areas outside the City limits. "I"'he City contracts with mprivate company for solid waste and recycling collection. Other public and privmt*uti|idomopormt*withinPortTownmond.pmviding*|ootrickymndt*|000mmunicmdonm services (cable television, wired telephone/data services, and internet and cellular services). Under the Growth Management Act (GMA), adequate levels ofutility services must support planned land use patterns and growth. "I"'he Utilities Element ensures adequate services are available to serve planned growth and land uses consistent with this Comprehensive Plan. "I"'he City and some of the utility providers prepare functional plans for their utility systems, based on and consistent with planned growth intheir respective service areas. "Fable XY lists the various utility providers in Port"Fownsend, the date of their last functional plan ifapplicable, and any notes regarding type ofservice. City urPort Townsend umu/eopuoes `�2�' � "Fable X.X Utility Providers MIRY PiroAdeir Notes Water City of Pont Townsend Functional Iglan adopted 2019 Wastewater Functional Ilnlan adopted 2024 Stoirirnwateir Functional Iglan adopted 2019 ,Jefferson County Public Utility District —lPoweir Natuirall Gas XlpTess Natuml Gas Sewes only Pout Townsend PalpeT lMill Sofid Waste ,Jefferson C City conVacts with Olyunjpic Disposal for' Collections Tellelphone I w-nen Calblle'TV Wave/Astound Wfirelless ATU 4G/5G T-Mobile 4G/5G VeTizon 2G/4G/5G Internet Internet I w-nen Cable/DSI NoaNet Cable/Fiber AT&T 5G Internet Viasat Satellite T-Module 5G Intemet Astound by Wave Cable/FibeT HughesNet Saterllite VeTizon 5G Intemet SpectruM CaNe Starfink Satellite City of Port Townsend Utilities Page 4 Existing . �� Utilities "I"'he Port "Fownsend water systern is a publicly owned and operated by the City of Port Townmondmmmself -supporting enterprise utility. Port Townm*nd'swater mymtemrelies exclusively on surface water as its source. "I"'he watershed lies generally to the south, with water piped from the Big Quilcene River and L.ittle Quilcene River diversions via the nearly 30 mile Olympic Gravity Water 3ymt*m(OGVV3). Most land within the municipal watershed immanaged by the United States Forest Service (IJSFS), necessitating an interagency agreement in which bothpmrtiomout|inothoirr*mponmibi|idominthoCoopomdv*VVmt*rmhodProt*otionProgrmm.Tho OGWS systern provides raw untreated surface water to the Paper Mill and the City water filtration plant, which recently was constructed in 2017 to meet drinking water standards for future anticipated needs. "I"'he Paper Mill uses approximately 90% of the water and both the City and the Paper Mill pay for raw water on per gallon basis. investments into the systern for long termnamataimabi|ityiaparamount for the CNy'awater supply. The cost nfrehabilitation nfthis system is beyond the CNy's capacity wiflhotA revenue from flhe largest custorner, the Paper Mill. As such, a water supply agreement was negotiated with the Paper Mill in 2021 to address mum1oinmbi|ityofthe mymt*m, The w�er service area includes all of F:Iort Townsend's city limNs, as well as laind to flhe west and south, extending beyond the city limits to serve the mill, the Glen Cove area, and several platted and developed properties nearby. "I"'he City stores its water in Lords L.ake and City Lake. Lords Lake can store up to 652 million gallons, and City Lake can store upto 140 million gallons.These reservoirs are served by the OGWSpipo|ine, which can carry uptnZOmillion gallons per day. The OGVV3do|iv*rs water to dhe City's water VeaUmerft facilMy and to flhe Port Townsend Paper Company, and water destined for municipal use imconveyed via the water treatment facility to its two water storage reservoirs. "I"'he City maintains approximately 110 miles of distribution systern pipeline, serving mppmximmom|y4,9OO oummmoroonnectionm. ThoCuy also maintains the Morgan Hill Booster "I"'he 2024 Water Systern Plan Update, aclopted by reference into this comprehensive plan, pmvidommddkionm|detai|onthomymtem.kmdomign.mndinvestmontpriorkiommmmodimommny clef iciencies, enhance existing service, and expand capacity to serve plan ned growth. Wastewater "I"'he Port "Fownsend sewer systern is a publicly owned and operated by the City of Port Townmondmmmself -supporting enterprise utility. Operations and mym *m planning are guided by the City ofPort Townmond Gonom| Sewer Plan (2024). ThoCity collects wastewater from m service area of approximately seven square miles. Primary collection of wastewater is achieved through gravity sewer lines, though the City maintains a series of lift stations and force mains to overcome changes in topography. Collected wastewater is discharged to wastewater facilities City urPort Townsend umu/eopuoes � for treatment. Discharge of treated water occurs via an outfall into the Strait of Juan de Fuca. Solids frorn the treatment plant are cornposted in combination with yard waste at flhe CNy's compost facility. Compost is Class A and is sold to the public to complete the cycle of returning nutrients mthe soils inJefferson County. Sorne portions of the City are not yet served by municipal sewer. in locations where extension of City sewer is impractical, installation of septic systerns is permitted provided they are designed and installed to rneet Jefferson County Public Health standards. "I"'he �oundaries of the City's sewer service area have expanded beyondthe city I imitsto include County -owned properties including Caswell -Brown Village. Any further extensions outside ofthe revised Urban Growth Area are subjectto interlocal agreement and GMA constraints such as limitationsto service only withinthe Glen Cove light industrial Local Area of More intense Rural Development (LAPIRD). The GMA allows UGA swaps or expansions, which may be considered inthe future..1 Sewer systern capacity is dependent on a number of factors, including adequately sized pipes to collect wastewater, properly sloped pipes to allow adequate gravity flow, the capacity of downstrearn treatment facilities to accept wastewater, and the level of inflow arid infiltration into the mymt*m,Art updated hydirau|incomnpateirmodel oftheCiy's wastewater ayatemnwas completed in 2024, and the City updates and uses this model to evaluate the effects of changes to the sewer system resulting frorn new development on systern capacity. Hydraulic modeling does nW show any ct.irrent capacity deficiencies in dhe City's collection system; however, capacity may become an issue at various locations as the City develops and population increases. VunNofPowTowmoemd'sedobmgsewer imfraamucb.�madates from the 7g4Oaand 7g5Oa.Sewer infrastructure in the Historic District is even older, much of it dating frorn the 'I 920s arid 1 930s. "I"'hese facilities have reached the end of their useful life, and many are in need of replacement. in addition to the collection systern irnprovernents, the wastewater treatment plant is projected to reach capacity approximately in 2037. Furthermore, the '1993 plant has exceeded its design life. "I"'he majority of sewer systern investments are within the plant. "I"'he General Sewer Plan identifies a number of investments to extend the life of the plant, comply with the new Nutrient Permit, and prepare for large scale upgrades. Planning for the large scale upgrades will likely begin inthe approximately the year 2O3O. "I"'he City also operates a compost facility located at the Jefferson County transfer station. ThoGeneral Sewer Plan establishes mlist ofrecommended cmpkm|improvementsmthomew* systern, ranked in priority order, which includes wastewater treatment and compostfacility rehabilitation and upgrades, extensive replacement of wastewater collection pipes, replacement of lift stations, and rehabilitation or improvement of aging interceptor lines. A complete list of pmpomodcmpkm|impmv*montmiminc|udodinChmp«*rlOofthoGonom|3ew*rP|mn. City urPort Townsend umu/eopuoe» � PomTowmaemd'sauirfaoewa�eirayaeinoomaiataofwedamdaand ooma0uoedayaeinaflha� manage drainage, provide flood protection, and water quality treatment. Surface water management is important to meet social, economic, and ecological needs including flood protection, erosion control, water supply, groundwater recharge, fish and wildlife habitat, and impervious surfaces in an urban, growing community such as Port "Fownsend can affect surface and groundwater quality through mmrmwaomrmnoffcontaining pollutants from roads and parking lots and landscaping. impervious surfaces can also decrease groundwater recharge and increase the quantity of pealk flows of ninoff. Stormwater is managed according to Port Towmaemd's2O7gStommwa�eir ViammgeineWP|am.the 2OO5Western Washington 3mrmwaomr Management Manual, and the most recent best available science identified in the 2024 Western Washington Sturmwmt*rManagement Manual. TheCity population ioslightly over 1O.00O ponp|e,buttheQepmum*n1ofEoo|ngyhmmdot*rminedthmtthoCityimnotdomignmt*daoan NPDES Phase il permittee given only a portion of the City area drains directly to a surface water. it is highly likely that the City will become an NPDES Phase il permittee in the next cycle in 2029. "I"'he addition of these permit requirements will drive the creation of a stormwater management pormitoomp|imnoediviminnufpub|icworkmtoopeoificaUyoomp|yw8hpermitoondkiono,Ev*n thOUgh the city is riot currently a permittee, stormwater management arid water quality stewardship is a priority of the City and best management practices are applied as if the City was permitted underthophase Ugeneral permit. "I"'he existing SUrface water drainage systern is comprised of mostly roadside ditches. Drainage capacity is problematic in most areas of the city, especially in large storms. Problems include flooding and pending caused by inadequately sized pipes, ditches, and detention facilities. Furthermore, maintenance of the city ditch systern has been deferred over the years causing failure of pavements. "I"'he City has transitioned to maintenance of ditches coupled with street repairs. Ditching in an urban environment poses great challenges for density and infill with street parking given ditches talke up valuable area within the public right of way. Rain gardens are also mkey feature tohelp address mtormwmt*rrunoff. PomTowmaemd's s�ommwa�eirub|dymnamageoommmwa�eirand aai-faoewa�eirimflheCdy|imnNa. "I"'he stormwater utility is the framework for policies, planning, development design standards, and oalpha|imnpmmeinemtpmojedstomnaimtaimand ireo�omatheqaa|hyofPomTowmaemd's surrounding waters, improve drainage for the protection of both public and private infrastructure, and reduce flooding. "I"'he utility also provides the resources to operate a storm systern maintenance program that includes cleaning catch basins, pipes, ditching, and other facilities, along with mstreet vmouumsweeping program. As the City develops, greater dernand is placed on the storm systern maintenance program to pmvidop|mnning.mgu|mtoryov*rsightcmpkm|pvojectimp|omomadon.mndmmimenmnow City urPort Townsend umu/eopuoer � services it provides today. "I"'his will be specifically a focus area associated with densification as impervious area increases. Electricity Electricity is distributed in Port "Fownsend by Public Utility District No. 'I of Jefferson County (PUD). "I"'he PUD maintains a variety of transmission lines, distribution lines, and substations in the area for provision ofpow*rmlocal customers. Solid Waste While solid waste collection is managed by the City as pail of the requirement of addressing sanitation public health and safety, Jefferson County imresponsible for disposal ofcollected solid waste. "I"'his means that the City is included within the Jefferson County Comprehensive So|idWas�e ViammgeirnemtP|am.PomTowmaemd'sSolid Was�e0d|hyadmnimis�emsdheChy'ssolid waste, recycling, and yard waste collection for all residents and businesses through mcontract with a private service provider on behalf of the City. The Ci�'s Solid Waste Utility also develops and manages Port Townsend's recycling prograim, waste redi.idion, hazairdm.is waste educadoin, and special collection events. Solid waste and recycling are collected every other week with yard waste collected on the opposing week so that each mmoorio| is collected every other week, The collected waste in bl'OUght to Jefferson County's Transfer StaUoin located near Jacob Miller Road. Residents of unincorporated Jefferson County, as well as City residents, are allowed to use this facility for self-hau|dimpome|, All solid waste produced inPort Towna*ndiobrought mthe Klicleo1atCounty Roosevelt Regional Landfill. All mcydmb|omcollected from aing|e~fami|8dup|e4and mukHami|yresidents are brought tnJefferson CommuyaRecycling Center off ofJaoob Miller Road, while yard waste from ming|*famni|yand dalp|eureoidemtaiatalkemtotheCity'aComnlpoatFaoi|itylocated omJefferson Coamtyaai�e. At this dme,the capacities of the Jefferson County TmnsferStation, the Roosevelt Landfill, JeffersomCoamy's Recycling Cemeir,and FIowTownaemd'sComnlpoatFmzi|dyare sufficient m meet current and future City needs. ,relecommunications "Felecommunications in Port "Fownsend include both wired and wireless telephone services, cable and satellite television, and high. -speed broadband technologies. As telecommunications technologies have evolved, convergence of these technologies has occurred, resulting in multiple communication services migrating into consolidated networks. Conventional telephone service in Port "Fownsend is provided by Lurnein. "Felephoine facilities consist oftransmission lines and switching facilities. Lumen currently uses both copper and fiboroptic cable mprovide telephone service and dmtm/int*motservice. City urPort Townsend umu/eopuoeu � Cable services are provided byAmmund/Wmv* Cable facilities consist ofmmicrowave relay site and a branching trunk systern of overhead and buried cable. Astound/Wave currently operates bothooppormndfiborop«iccmb|ompmvidocmb|ot*|evimion.phonomowiowvimvoiowov*r int*motprotocol (VO|P).and dmtm/imemotservice. Northwest Open Access Network (NoaNet) pmvidom high. -speed broadband infrastructure in Port Toxmmond.NomN*timmnon'pmf wholesale telecommunications provider currently operating mfiber optic network mwnodbyPub|icUti|uyDimtrictNo.l ofJefferson County. Other |nt*motpmvidorshmv**nt*mdtho|ocm|mmdketmmweU.wkhmomicesoffemdvimwim|omm5G networks or satellite uplinks. Cellular phone service isprovided bymnumber ofdifferent providers. Cellular facilities consist of switching stations and antennas or towers that transmit and receive racho signals. Currently there are nine antennas located throughout the City. City urPort Townsend umu/eopuoeo � ax:iid, Oppo:,irti��~�� T'he Implementation of Housing and L.and Use goals and policies depend on flhe CNy's albi|dyto provide and maiWaiin uiMies. 1:::Ioirt Townsend's plats and Inconsistent development make this challenging, but also offer options for organized, predictable development and preservation. Challenges Major challenges related to the provision of titility services Include the following: changing chmate A ThoCity faces the challenge ofresponding mclimate change both indesigning facilities for changing sea levels and In adapting to changing weather patterns that Impact water supply and qua|dyand thehydrology offlheChy's wet|mndaand maume|drainage ways. While the Storrnwater Management Plan has Identified relatively neutral effects from climate change, it is still worthwhile to pirelpaire fair changes and 1pirevent degiradaUoin of the City's hydrology. For example, changes In hydrologic conditions such as seasonality will cause Impact wetlands, rain gardens, and vegetation that Interacts with our stu,mwat*rsystem, ThoCity has mvery uniquo stormwater and wetland relationship that other cities do not have, This is the result of pmoewmdonofeuiotingwet|mndaowerdmo.th*pem*nceofhmrdponmndmoi|mthmtor*ate porchedw*tmmmo.andtheroinohadow.Dev*bpmontufatmdkiono|pipeddminmgomyot*m that takes water away frorn wetlands could caUse a wetland to d1'Y LIP. This unique relationship will require special effort and potentially specific development standards to Port "Fownsend that address the Interface of the stormwater systern and wetlands. T'he Increased densities and lot coverage allowed under the 2025 Comprehensive Plan will necessitate an update to the Storrnwater Management fUrICtiOrIal plan and the developrnent of new strategies to address mtonnwatermmnmgomont. Climate change Impacts are considered In all titility upgrades given mt.ich of dhe CNy's uiMy imhraatmucmmahas adeoigmlife er�emdimgbeyond thep|ammimgpeirod.The Chy'smaoem sea level rise risk analysis report prepared In cooperation with the North Olympic Peninsula Development Council, Illustrates Impacts to both public and private Infrastructure. A significant backlog of overdue maintenance Some ofdheChy's water, sewer, and streets utility Infrastructure imnearing the end ofits useful life. Stormwater conveyance and flood capacity require ongoing maintenance. Additionally, many of the city water distribution pipes are substandard 1 .2 inch "spagheffi' lines flha� ineed replacing and upsizing to provide reliable water supply and fire flow In neighborhoods. A high priority of the City is to Improve upon the operations and Investment Into the OGWS water supply systern through the recent Water Supply Agreement with the Port "Fownsend Paper Mill. in general, the systern has received relatively low Investment over the past 60 plus years and the Infrastructure's age 1poaeoreliability concerns. City urPort Townsend _____ Utilities Pa( A pressing need for modernization With rapidly changing technology and the desire for universal access to the internet and other services, the City faces the challenge of working with providers to extend the latest technologies and services mthis community. �Pmvidorsinc|udingtheFILM are increasing system redundancytoincrease resiliency following out difficult in a geographically isolated location. However, it is important, making this both a challenge and mnopportunity. Changes in the regulatory environment Since the 2016 periodic review, new regulations such as the NPIDES Nutrient General Permit require Port "Fownsend to update its codes for wastewater treatment, water quality, and stormwater discharge. Complying with these regulations may require cost increases for ratepayers to help offset costs. While cost increases are problematic, these regulations are also mnopportunkytoimprove water treatment and discharge inthe City, Opportunities F:Ilmmmimgfor and providing mi|ideoalso offers Ikeyoptions for PomTowmaemd'sfumma. Planning for growth and fluctuations in demand Although extending utility service into unserved areas is generally the responsibility of new development, the City must ensure that utilities are adeqUately sized and the overall systern coordinated. Thephmming ufwater and wastewater inhootructuve,together with improvements to the local access street network, will also influence when, where, and to what intensity development may occur. While theCity's 1paetoygemnofcreating otiering mymt*mwas progressive, the application over the past 20+ years has been ineffective due to unavailable funding from the City. instead of utilizing a tiering malp, this comprehensive plan recognizes that density is desired through all zones and utilities must be sized accordingly. Future updates to the functional plans will use these new donmidom in combination with the visioning mmpthmt identifies nodes and focal areas for housing to plan for infrastructure. Since lack of resources is likely to be a continual challenge for the City, strategies such as the creation of a revolving fund orother funding mechanisms tosupport housing infiUare necessary. Seasonal MaoU.adomain flheChy's 1polp�.i|mdomcontinue mpresent mchallenge mutility infrastructure and rate planning. As a result, the city rate systern has a high base fee to account for seasonally vacant houses. Thimbase fee imrequired msustain operations. Utility infrastructure such as a wastewater treatment plant has high fixed costs. "I"'hus, even an empty house must pay their far, share ofthese costs for fiscal mustainmbi|uy. Community support "I"'he City may seek funding mechanisms to assist in utility extensions or upgrades to support Comprehensive Plan goals such as promoting affordable housing, shaping neighborhood mixed -use centers, and enhancing economic development. Much ofthis will rely onstrong community support msustain mhon�modium�and long-term action. City urPort Townsend _____ Utilities Pa( ��m�1,��~~� �� Ud|Nomsmi|mbi|kyisvita | for developers whondeciding where, whein,mrid whether mbur |d.Safe mrid m|imb|outi|uymomice imimportant, too, forthomowho |iv*mrid work inPort Townmond.Uti|uy policies and availability must also support the Comprehensive P|mn's odheir 1po|ioyaodom. leveraging public investment to achieve community objectives. Policy initiatives address multiple utility topics and, as illustrated in Chapter 11, often work in oomoewwhh 1po|ioydimadiomexpressed imdhialp|ain's odheire|erneWa.These imNiadveoalso are consistent with the policy direction, systern design, and investment priorities where expressed imtheCNyaapp|ioalb|efumotioma|lp|ama.Some oftheutiMieo-oriont*dpolicies inthis plain Public Safety "I"'he comprehensive plain sets policy related to utilities and public safety, tOUChing on the water ayatem'sability toaulplpmeaafires, provide safe drinking water, effectively dispose of wastewater, offer sanitation services for public health, and the application of best available science in planning, designing, and managing uti|8ymyotomm. Utilities Investment "I"'he plain recognizes the potent inflUence utility investment has on shaping growth and development patterns, prioritizing development in areas already served by water and wastewater utilities, and facilitating development and construction ofhighoir-donmuyhoumingm address theoomnmamhy'sNnaaimgneed. |talso |imlksimfiraamucmxeimveo�imeiMtoeconomic development initiatives and continuing the partnership with the Porl:-Fowinseind Paper Company. Services A-vailedbility and IlDevelopment Coin oamemoyisagirowd mmnmgerneW ireqaireimemtand flhelp|mn's policies call for flheChyto anticipate future demand and invest as appropriate to ensure utilities are in p|moo in dmom mow*kmndmohiev*mdopted|me|mofmowiow(LO3).Thop|mnm|momdoptsthovmrioumuti|uy functional plains, calling for compliance with those plains, with various utility domignstandards, and with any regulatory requirements in p|mow now and imposed inthe future. Tho p|mn *mphmmizem000rdinmdonwkhpmunorjurimdiotions,pmrticu|mr|ywkhmmpootmjointmgionm| water planning via the Coordinated VVmomr3ymtem P|mn (CWSP) and mthe potential limited extension of water and wastewater services beyond city limits. Resource Preservation The 1plain recognizes dhe importance of preserving and conserving flhe commi.iinNy's inaU.Iiral resources, calling on stormwater management practices to maintain ruinoff and ground water quality, initiating water conservation programs, adopting innovative and effective approaches to wastewater treatment, coordinating regionally through watershed planning efforts, and protecting the source, transmission, treatment, and storage of its dornestic water. City urPort Townsend _____ Utilities Pa( Low. -Impact Development Acknowledging the importance of L.ow4rnpact Development (LID) best practices, the City will strive to balance housing goals with LID practices for new streets, parking areas, and private development to incorporate techniques such as permeable pavements, green roofs, rain gardens, and bio-swales to maintain stormwater ninoff at or below pre -development levels. in addition to managing ninoff, LAD strategies promote the preservation of native and appropriate non.-inative vegetation, encourage clustered development to minimize site disturbance, and support the use ofdrought-tolerant landscaping and energy -efficient mk*domign.Thop|mnm|mo supports broader practices, including green building materials, passive solar orientation, rainwater harvesting, greywater reuse, and compact development patterns. Education, incentives, and demonstration projects will boused mpromote community -wide adoption ofLAD principles mreduce ecological impacts and enhance long-term resilience. Energy Conservation, and Resilience TheCity ouppurtsutility strategies that reduce overall energy demand, lower greenhouse gas emissions, and enhance systern resilience. "I"'his includes expanding weatherization and energy efficiency programs, supporting building renovations that reduce energy use, and *ncnunaging the development of distribUted and renewable energy sources, such as solar and microgrids. Utility infrastructure should be designed with climate adaptation in mind, anticipating long-term changes intemperature, precipitation, and sea level. Proactive energy planning strengthens the City's albilMytomaintain essential services dmrimgexmamneweatherevents oirotheirdiamup*ioma. while advancing the COMMUnNY'S climale and SUstainability goals. The Climate Resilience Element and implementation Element detail goals and policies to SUpport energy conservation and climate resilience. Cost Effectiveness and Equity ThoCity iscommitted mensuring that utility services are delivered inmmanner that is both financially sustainable and equitable mall users. Policies call for mfair, transparent rate structure that reflects the true cost ofservice, while mo*Wng to minimize financial burdens on low-income households. Capital investments will boevaluated for their return oninvestment (RO).|ong-�emmolpeiraUoma|savings, and a|igmmneW whflh dheoomnmnamhy'sva|aeo.The City will also explore fair -share contributions from new development to ensure that utility expansions are shared by new development and by existing ratepayers. in particular, new development and the addition of new rate payers to the systern result in distribution of fixed costs across more people, thereby lowering the rate burden on all. "I"'his is especially true for infill development and higher density housing such as multifamily because more users are served with fewer linear feet of utilities. "I"'he City rate models seek to find a balance between impacts of new development and the cost burdon on rate payers resulting from the existing low -density rural development pattern ofthe City. City urPort Townsend _____ Utilities Pa( ��yl�1,en�� Toemaamaflha�FIowTowmaemd'sub|hyaya�emnaaalplpowflheoomnmnamhy'sgirowdh, resilience, and mumtminmbi|uy goals, this Element identifies both near -term and long-term actions the City can take. implementing this plan will require sustained investment, cross -departmental coordination, and strategic partnerships to maintain service levels, plan for future needs, and adapt mevolving technologies and climate realities. Thoimplementation table inChapter ll outlines specific steps the City will tmk*malign infrastructure investments with land use goals, improve systern efficiency, and proactively plan for future growth in a fiscally responsible and equitable manner. A surnmary of the main policies, organized by timeline, is below: Shoirt-Teinn: 'The City will update the utility planning frameworks to align with the Comprehensive F:Ilain's growflh aValegythmughperiodic functional plan updates, subarea planning, and updates to the engineering standards and development codes.. Water, sewer, and mtonnwmterinfrastructure assessments will guide investment priorities, particularly in areas targeted for infiU or redevelopment, Interagency coordination will be strengthened tomupportutility planning, while the City will improve tracking ofayatemcapacity and service gaps. Mid-Teinm: To support housing and *oonumicdevelopment goals, the City will prioritize ud|8y extensions and upgrades in identified growth areas, including neighborhood nodes and corridors. it will begin evaluating city -owned infrastructure and facilities for opportunities mintegrate green building practices, energy efficiency improvements, and renewable energy systerns. "I"'he City will also define and evaluate service boundaries for unincorporated areas where future urban growth may occur, ensuring that infrastructure expansion aligns with long-term land use planning. Capital project funding will increasingly seek leverage through grants, partnerships, and cost -sha ring mechanisms to enhance financial stistainability. "I"'he City will plan for the long-term upgrades necessary toimplement this Comprehensive Plan. Long -Tenn: "I"'he City will continue to monitor and adapt its titility systern planning based on updated population forecasts, climate risks, and emerging technologies. This includes periodic updates mmystemplans for water, sewer, and mmrmwaomrutilities, mmwell mm enhancements to mmmot management tools that guide long-term maintenance and replacement. Emphasis will boplaced onlife-cycle cost management, water conservation, and climate resilience to ensure systerns remain efficient, sustainable, and responsive to evolving community needs. "I"'he City will also undertake a comprehensive assessment ofuti|kyfee schedules and revenue sources toensure long-term financial stability and alignment with equity and mumtminmbi|ky goals. 3pooifiomUy. efforts to City urPort Townsend _____ Utilities Pa( minimize the financial impacts on future generations by deferring investments will help affordability ofliving inPort Townmondover the long term. By advancing these implementation steps, the City will ensure its utility systerns continue to meet the needs of residents and businesses while supporting broader community values. 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