HomeMy WebLinkAbout100625 City Council Business Meeting PacketPORT TOWNSEND CITY COUNCIL AGENDA
CITY HALL COUNCIL CHAMBERS, 540 WATER STREET
Business Meeting 6:00 p.m. October 6, 2025
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I. Call to Order
II. Roll Call
III. Changes to the Agenda
IV. Proclamation(s) or Special Presentation(s)
A. Oath of Office- Police Officer
B. Friends of the Library Week Proclamation
C. Indigenous Peoples' Day Proclamation
D. Port Townsend Golf Park Presentation
V. City Manager's Report
VI. Comments from the Public (re consent agenda items and items not on the agenda)
(Each person has 3 min. to comment- City Clerk will signal at 2 min. 30 sec.)
A. Public comment
B. Staff or Council response, as needed
VI I. Executive Session — Pursuant to RCW 42.30.110(1)(i) Discussion with legal counsel
about current or potential litigation (Approximately 20 minutes)
VIIL Consent Agenda
Action: Move to adopt the consent agenda andlor request to remove any
individual item from the consent agenda.
A. Approval of Bills, Claims and Warrants
B. Approval of Minutes: February 18, 2025 (Updated), August 18, 2025,
September 2, 2025
IX. Old Business
A. Ordinance 3354 Adopting 2025 Supplemental Budget Appropriations
Proposed Action: Move to approve Ordinance 3354 Adopting 2025 Supplemental
Budget Appropriations
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
B. Ordinance 3353 Relating to Bonds for City Officers and Employees; Adopting a
New Chapter 2.09 and New Section 2.09.010, Official Bonds, in the Port
Townsend Municipal Code (PTMC); and Adopting a New Section in 2.10.050 in
the PTMC
Proposed Action: Move to approve Ordinance 3353 Relating to bonds for city
Officers and Employees; Adopting a New Chapter 2.09 and New Section 2.09.010,
Official Bonds, in the Port Townsend Municipal Code (PTMQ; and Adopting a New
Section in 2.10.050 in the PTMC
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
X. New Business
A. Ordinance 3355 Repealing and Replacing Port Townsend Municipal Code
Chapter 3.50 Relating to the City's Public Arts Program; Providing for
Severability; and Establishing an Effective Date
Proposed Action: Move to approve first reading of Ordinance 3355 Repealing
and Replacing Port Townsend Municipal Code Chapter 3.50 Relating to the City's
Public Art's Program; Providing for Severability; and Establishing an Effective Date
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
XI. Presiding Officer's Report
XII. Suggestions for Future Agendas
XIII. Comments from Council
XIV. Adjourn
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PROCLAMATION
WHEREAS, Port Townsend Library Friends & Foundation raises money that
enables our library to move from good to great —funding programming, book club kits,
support for all -ages summer reading, library capital facilities projects, the annual
Community Read, and special events throughout the year;
WHEREAS, the work of the Friends continually highlights that our library is the
cornerstone of the community, offering opportunities for all to engage in the joy of
lifelong learning and to connect with the thoughts and ideas of others from ages past to
the present;
WHEREAS, the Friends understands the critical importance of well -funded
libraries and advocates for our library to receive the resources it needs to provide a
wide variety of services to all ages, including access to print and electronic materials
and expert assistance in research, advice for readers, and children's services;
WHEREAS, the Friends' gift of time and commitment to the library sets an
example for all in how volunteering leads to positive civic engagement and the
betterment of our community;
NOW, THEREFORE, I, David J. Faber, Mayor of the City of Port Townsend,
proclaim October 19-25, 2025 as
Friends of Libraries Week
in Port Townsend and urge everyone to join the Port Townsend Library Friends and
Foundation and thank them for all they do to make our library and community so much
better.
David J. Faber, Mayor
City part ,.
Townsen
WHEREAS, Indigenous Peoples have lived in the lands that would later become known as the
Americas since time immemorial; and
WHEREAS, Port Townsend is built upon the same land as the S'Klallam principal village of
gatdy, an area where many tribes congregated during their travels; and
WHEREAS, the S'Klallam Chief Chetzemoka understood that working with the early European
settlers would produce better results than making war, he worked to improve relations between
Native and non -Native residents of Port Townsend; and
WHEREAS, the Cicmehan Trail through Port Townsend provides education and tells of this
history at 16 stops throughout the City; and
WHEREAS, Port Townsend has been honored as a landing stop for the annual Tribal Canoe
Journey; and
WHEREAS, the City values and honors these and many other contributions made to our
community through the knowledge and culture of the indigenous peoples of this area; and
WHEREAS, Indigenous Peoples' Day was first proposed in 1977 by a delegation of Indigenous
Nations to the United Nations -sponsored International Conference on Discrimination Against
Indigenous Populations in the Americas; and
WHEREAS, in 2011 the Affiliated Tribes of Northwest Indians, representing 59 Tribes from
Washington, Oregon, Idaho, Northern California, Western Montana and some Alaskan Tribes, passed
a resolution to "Support to Change Columbus Day (2nd Monday of October) to Indigenous Peoples'
Day"; and
NOW, THEREFORE, I, David J. Faber, Mayor of the City of Port Townsend, declare Monday,
October 13, 2025 to be
Indigenous Peoples' Day
in the City of Port Townsend and encourage all citizens to celebrate the foundational role of local
indigenous peoples in our community
David J. Faber, Mayor
City0f
Port
' m�10
Townsen
Agenda Bill AB25-095
Meeting Date: October 6, 2025
Agenda Item: Special Presentation
IV.D
® Regular Business Meeting
❑ Workshop/Study Session
❑ Special Business Meeting
Submitted By: Melody Sky Weaver, Community Services Director and Michael Todd,
Facilities and Parks Manager Date Submitted: October 1, 2025
Departments: Community Services Department Contact Phone: 360-344-3054
SUBJECT: Special Presentation by City Staff and the Friends of the Port Townsend
Golf Park
CATEGORY:
BUDGET IMPACT: $
❑Consent ❑ Resolution Expenditure Amount:
❑xStaff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑x
❑ Contract Approval ❑x Other:
❑ Public Hearing (Legislative, unless otherwise noted)
❑ 3-Year Strategic Plan: N/A
Cost Allocation Fund: Choose an item,
SUMMARY STATEMENT:
The City went through a robust community process to determine the uses and future of
the municipal golf course now known as the Port Townsend Golf Park. The City entered
into a 22-year lease with the Friends of the Port Townsend Golf Park to operate the
nine -hole course and increase access to the general public. When City Council
authorized the lease and throughout the robust community discussion, the property was
called the Port Townsend Golf Course and then was officially renamed by City Council
as the "Port Townsend Golf Park." The Friends decided to do business as (DBA) "The
Camas Prairie Golf Park." This is not the official name but a DBA so the Friends can
create branding and identity.
After nearly two years into the 22-year lease with the Friends of the Port Townsend Golf
Park ("The Friends") to operate the Port Townsend Golf Park, we are meeting to
present on the metrics of the lease due to the lease opener, the evolution of the
partnership between the Friends and the City, and the successful future of an inclusive
municipal golf park to serve all ages in our community and visitors for many generations
to come.
Background
On September 25, 2023, the City Council directed staff to negotiate a lease with the
Friends for operations and public access of the land operating as a golf course.
The Friends is a non-profit organization that negotiated and agreed to a lease to
sustainably support and operate the golf park with enhanced access to this publicly -
owned land.
City Council met on November 6, 2023, and discussed the following principles of the
lease-
1 . Operate the golf park in an environmentally sustainable manner.
2. Operate the golf park in a financially sustainable manner.
3. Improve and operate a 9-hole golf course.
4. Define lease term length.
5. Increase access for the general public.
6. Incorporate trails for a north to south and east to west connection, possible
perimeter trails.
7. Collaborate with the City to install a playground.
8. Explore moving the Recyclery to the golf park.
9. Provide opportunity for permanent affordable housing along Blaine Street,
planning in 2030, breaking ground in 2035.
The attached lease represents all of the above, defining a 2+20-year term lease, with
the City paying for water for the first two years, then sharing the costs, free rent for the
first two years, phased enhancement to public access with metrics in Exhibit G, and
allowing some exploration with the Recyclery. The Friends have completed a business
plan that targets financial sustainability at five years.
The City Council discussed this lease on December 6, 2023. Council sought to add
more metrics and clarify reporting requirements including volunteer hours, include an
evaluation at the two-year mark to extend the lease another 20 years, identify a timeline
to give notice to the Friends when the City is interested in adding housing or other
amenities, and retain City control to add additional amenities if the City decides it is in
the public interest. The City also agreed with the Friends to introduce metrics/outputs to
measure the amount of public access. These concerns have all been addressed in the
signed lease, including adding an Exhibit H that demonstrates where any future housing
may be located, if proposed. At the December 11, 2023, business meeting, City Council
authorized the City Manager to sign the lease with Friends for the operations of the Port
Townsend Golf Park.
2024-Present
Since January 2024 when the Friends took the responsibility of operations, City staff,
Friends board members, and staff have met one to two times monthly to discuss
operations, the lease, the metrics, financial reporting, and business plan requirements.
Some of the lessons learned are around how we worked together to learn and correct
issues around the pond maintenance, permitting, and required certifications.
Lease Phasing and Milestones
W
Phase I: 2024-2025
2-Year Study Period Business
Improvement
Accomplishments
Met:
Planning and Initial Public
Needed/Made
Yes or No
Access Actions & Metric
Park Operations Goals
Initial
Yes
Initial renovations and
improvements have
improvements are completed;
been made and
maintenance operations are
new equipment
underway; needed equipment is
secured
secured; train operations staff &
volunteers
Financial Planning &
Submitted thorough
Yes
Governance
and timely reports
Data collection and tracking of
by each deadline
operations; prepare business and
including the
capital investment plan; develop
business plan
marketing & fundraising plans; 2-
year milestones are reached and a
20-year commitment in place
Metric: Produce a business plan
that projects financial sustainability
on an achievable timeline and lays
out the metrics for subsequent
phases
Community Access
Trail heads are clearly
Community access
Yes
Improve community access
marked but could be
has been
through near term successes;
more defined by
significantly
evaluate trial course play closure
markers once you
increased through
times; install E/W trail; verify trail
enter the park.
partnerships,
plan locations. Utilize the driving
regular events,
range and welcome center building
First Sundays,
to hold seasonal concerts and
trails have been
events. The City, in collaboration
started and are
with the Friends, reserves the right
open to the public
to continue to explore and select
an available location for other
municipal purposes, provided that
it will not interfere with the area set
aside for possible future housing,
other recreational opportunities
planned for the Golf Park nor
hinder the Friends' ability to
operate a successful business
model for the golf course
operations.
Metric: E/W trail will be installed
and open to the public; signage for
the trail will be installed; a plan for
the layout of the N/S trail and
subsequent trails will be produced;
the golf course will be closed to
play for at least the equivalent of 6
full days a year for public access;
at least 4 community events will be
held a year during first 2 years;
produce a plan that sets
thresholds for increasing
community usage for metrics in
subsequentphases
Expand Recreation Uses Design
Disc golf is
Yes
and fund miniature golf; continue
installed, First
and expand the cross-country
Sundays offer
team and other uses; school and
programming,
family programs defined; disc and
funds secured for a
foot golf are integrated into
future miniature
operations
golf setup
Metric: Disc and foot golf targets
are installed to allow for rounds of
golf by these user groups; plans
for additional programming will be
produced
Build Partnerships Develop uses
Partnerships and
Yes
and agreements with service
committees
clubs, tribes, schools, Native Plant
established and
Society, and other community
exceeds the
groups; convene technical
minimum metric
advisory committee; continue the
practice of holding fundraising
tournaments to benefit local
organizations
Metric: Invitations will be sent to
as many local groups as possible
with the goal of a minimum of 4
groups to be in partnership with
the Golf Park
Facilities Improvements Main
Making sure to obtain
The club house has
Yes
buildings cleaned and updated:
necessary permits and
been renovated
welcoming entry, pro shop, first
submit letter to City
with a pro shop,
floor and basement improvements;
before beginning site
successful
expand meeting and community
improvements
rebranding, and a
uses; maintenance buildings
new restaurant that
cleaned and in full use
is open to the
public.
Metric: The existing "clubhouse"
will be refurbished & rebranded as
a welcome center; it will be
publicly advertised that it is
available for rent for community
use by organizations & private
individuals
Grounds and Turf
Superintendent
Grounds and turf
Yes
Initial irrigation upgrades; initial
needed to obtain an
are great improved
tee and greens improvements, per
applicators license
and well
David Hein Report
before using
maintained
chemicals. The
Metric: Improved condition of the
Superintendent did
golf course; updated irrigation
eventually obtain the
installed; native areas will be
license and let the
enhanced by 10% per year; turf
Parks & Facilities
management plan will be produced
Manager know when
by the superintendent which will
chemicals are applied
determine the metrics in
and posts signage.
subsequentphases
Environmental Stewardship
The wetland area
Working close with
Yes
Identify and expand native and
where the pond is
the native plant
prairie planting areas; adopt
located was over
groups.
sustainable turf management
mowed. The Friends
Superintendent
practices; wildlife plan for course
are aware of oversight
using more
wide enhancements
and are letting the
sustainable
vegetation regrow.
practice. Creation
Metric: turf & grounds
Part of the master
of the
management plan produced by the
planning of the park
Environmental
superintendent to include details
includes identifying
Stewardship
on transition to sustainable
buffer delineation lines
Committee.
practices
to help guide us in
future maintenance of
the pond.
Technical Advances
Obtained donation
Yes
New electronic controls for
to upgrade electric
sprinklers; transition to electric
carts to solar power
equipment and carts
Other Capital Improvements
RCO grant award
Yes
Friends to work collaboratively with
for a small inclusive
the City on locating and applying
playground
fora grant for a nature playground
Affordable Housinq
Maintain an ongoing
The City is
Yes
Evaluate golf course design and
partnership as the City
currently
operations in collaboration with
assesses long-term
addressing housing
City housing initiatives and site
housing needs across
as part of the
planning, if underway.
the City.
Comprehensive
Planning Process
City's Responsibilities:
The City agrees to the following maintenance and repair responsibilities
Responsibilities
Improvement
Accomplishments
Met:
Needed/Made
Yes or No
The City will maintain
Friends did have to
City has done annual
Yes
the structural aspects
remind staff to give 24
maintenance, yearly
and systems of the
hours' notice to
annual inspections.
clubhouse and other
inspecting or working
City/Friends of Port
on the property. Staff
Townsend Golf Park
have been giving
2024-2046 existing
proper notification of at
buildings, including the
least 24-hour notice.
two sheds (for example,
the roof, foundation,
and exterior walls, and
heating, electrical, and
plumbing systems),
except that the Friends
shall be responsible for
incidental maintenance
and repairs (for
example, replacement
of faucet washers, etc.),
and damage caused by
the Friends or the
Friends's customers
(for example, damage
to carpet from golf
shoes)
The City will maintain
Yes, this has been
Yes
the native plant
done as part of routine
preserve signs, Chief
parks maintenance.
Chetzemoka statue,
and cicmahan Trail
signs and features.
The City will be
The City will provide
Water well is being
Yes
responsible for
regular updates about
maintained, City
reasonable capital
water usage to improve
provides up to 9 million
improvements and
our communication.
gallons of water for
maintenance to the
irrigation annually.
driveway and parking
area (but not incidental
cleanup which is the
Friends's
responsibility.) The City
will be responsible for
and maintain the water
well. The City will be
responsible to maintain
the playground, if
constructed, and any
other facilities
constructed by the City
that are not a part of
the Friend's leasehold
interests.
The City shall not be
No issues encountered
Yes
responsible for any
interruption or
disturbance of the
Friends's business or
occupancy because of
City's maintenance or
repair of any items or
for any damage, injury,
or loss for failure to
maintain or repair of
any items.
The City, in
No exploration at this
Yes
collaboration with the
time
Friends, reserves the
right to continue to
explore and select an
available location for
other limited municipal
purposes, provided that
any such location will
not be within the area
set aside for future
housing (Exhibit H); will
not inhibit other public
recreational
opportunities planned
for the Golf Park by the
Friends; will not impact
the golf course
operations; and will not
restrict or hinder the
Friends' ability to
operate a successful
business model for the
golf course operations
nor any other facilities
operated by the Friends
The City and Friends have been in frequent communication having worked through and
continue to work through the challenges of the care and maintenance of nearly 59 acres
of public open space. The City has provided financial support for capital improvements
to the clubhouse, covered hazardous waste removal left by the previous operators, and
provided assistance from Parks and Facilities staff, including help with electrical issues
in the clubhouse and annual mowing of the Camas Prairie. The Community Services
Department had their first annual all staff training and team building at the golf park as
well to learn about the history, vision, native plants, and experience the recreational
opportunities there.
The City and Friends are excited to celebrate the recent announcement of a successful
Washington State Recreation and Conservation Office (RCO) grant for the City's first
small inclusive playground for $350,000. The total project cost is nearly $500,000 with
the City providing the required match of $150,000. This small inclusive playground will
be located on the golf park. The City and Friends are also in discussions to master plan
all elements of the golf park property together with the City as the project lead and
property owner. Master planning together will be an exciting way to make the outcomes
and aims of the lease agreement, and the full potential of this municipal open space
come alive - while ensuring the resources and partnership is well coordinated.
Next Steps
7
Based on the terms of the lease and staff assessment of the metrics, staff have
determined continuation for the full 20-year term. As per the lease staff will write a letter
to the Friends before October 31, 2025, confirming that the lease will continue for the
Friends to operate the golf park another 20 years. The City and Friends will discuss the
process to initiate a City led master planning process. The City and Friends will continue
to follow the existing lease agreement.
Appreciation
The City of Port Townsend staff expresses appreciation and gratitude to the Friends for
their hard work to transform the golf course into an inclusive multiple use municipal golf
park. This journey together has been challenging and rewarding, and City staff looks
forward to another 20 years of successfully working together in partnership to best
serve our residents and visitors.
ATTACHMENTS:
• Friends of the Port Townsend Golf Park Business Plan
• Signed Lease
CITY COUNCIL COMMITTEE RECOMMENDATION: N/A
RECOMMENDED ACTION: No action
ALTERNATIVES:
❑ Take No Action ❑ Refer to Committee ❑x Refer to Staff ❑ Postpone Action
❑ Remove from Consent Agenda ❑ Waive Council Rules and
approve Ordinance ❑ Other:
Business and Capital
Introduction
This Business and Capital Investment Plan (Plan) builds on the century -old heritage of the Port
Townsend Municipal Golf Park (now branded as Camas Prairie Park), with a recent change to
nonprofit management and stewardship by the Friends of the Port Townsend Golf Park.
The Plan weaves together historical context, market insights, operational tactics, and investment
priorities --ensuring the plan is both richly detailed and action -oriented over the next 5 years and
lays out a 20-year blueprint for future growth and development.
Executive Summary
Port Townsend Golf Park has stood on its original 1904 site for more than 120 years, earning
recognition as Washington's oldest continuously operating golf course on its original site. On
October 24, 2023, Friends of Port Townsend Golf Park formed as a nonprofit to enter into a 22-
year municipal lease, assuming management on January 1, 2024.
This Plan articulates how Friends of Port Townsend Golf Park will steward a historic public
asset into a vibrant, sustainable community and ecological hub for the next 20-years. It combines
detailed operational strategies, market insights, financial projections, and capital investment
priorities with a narrative that connects Port Townsend's rich golfing and cultural heritage to its
future as Camas Prairie Park.
Our mission is to preserve (and steward) this 58-acre open space, offer affordable golf and multi-
use recreation, increase public access, achieve environmental sustainability, and ensure long-
term financial sustainability. To accomplish this mission, over our first 18 months, we
• Invested in course improvements,
• Launched new programs,
2
• Significantly increased public access opportunities.
• Expanded native prairie and natural areas.
• Increased rounds of golf played by nearly 25%, driving
revenue up by 35%.
• Cultivated driving range use and saw revenue increase by
27%.
• Established an 18-basket disc golf course
• Increased youth and family activities and programs
The financial section of the Plan (Section 8) summarizes our detailed 5-year financial analysis
which projects that Friends will reach a `break even' point in revenue versus operating expenses
within 3 to 4 years, assuming a base level of donation support. The growth we have experienced
in just our first 18 months of operation, along with our review of golf industry trends and market
conditions in chapter 5, supports our conclusion that we are a `financially sustainable' operation.
The Key Performance Indicators (KPIs) - established and described in Section 8 - are how we
will track our progress toward our goal of financial sustainability. With our large corps of
volunteers, our extensive donor support base, and our widening national connections in the
industry, we are confident that we will create a destination facility and will be financially
successful, while at the same time increasing public access and programs and environmental
stewardship.
Notably, our financial projections are based on the financial reality that we have come to better
understand in the last 18 months: the golf course must remain `a competitive 9-hole course' in
order for us to reach the revenue necessary to sustain our operations and to achieve financial
sustainability. In other words, we cannot lose holes 5 and 6. This assessment, and the due
diligence and consultation with golf course experts that have led to us reaching this conclusion,
are summarized in this plan.
Additionally, in conducting our due diligence, Friends reviewed and analyzed the deed
restrictions associated with golf park properties, that included a legal opinion we obtained from
legal counsel. As further described within this Plan, the findings are that the majority of golf
park properties along Blaine Street are also deed restricted "for municipal purposes only," which
in 1927 did not include housing.
The inclusion in the Lease to allow housing creates a significant roadblock to further
development and operation of the golf park, and as further explained in this Plan, it is requested
that this provision be removed from the Lease.
3
A Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis embedded in this Plan
(See Section 9) highlights internal and external factors affecting park success. The Plan lays out
a five-year direction to grow golf rounds by 10-15% annually, diversify non -golf offerings, and
secure critical private philanthropic support. It also outlines goals and capital plans spanning the
next two decades, restoring infrastructure, developing new amenities, and pioneering ecological
stewardship. Importantly, per Section 2 of our lease, the submission of this Plan to Staff and the
attached 2-year metric summary in Appendix E, provides documentation that Friends have
accomplished our initial two-year lease metrics and can achieve financial sustainability, which
culminates in a lease extension in late 2025 and setting in motion a robust, future 20-year
collaborative partnership with the City of Port Townsend.
As a further highlight, Friends is building a close relationship with the National Links Trust of
Washington D.C. The NLT is a like-minded non-profit overseeing the operation of 3 golf
courses for the National Park Service with similar goals of broader public access and
environmental protection. Their mission includes leveraging what they have learned in their DC
operations to help guide the efforts of other municipal golf courses across the country. In August
we hosted a golf course designer and Founder of the National Links Trust who will be preparing
a master plan for our Golf Park and continue to explore partnership strategies.
Finally, and significantly, Friends recently received confirmation from the IRS of the approval of
our application as a 501(C)(3) tax-exempt non-profit charity, which means donations to Friends
qualify as tax deductible charitable contributions (see page 10 for details), as well as
contributions from donor retirement accounts. Also, Friends can now receive grants from
foundations that contribute to charitable organizations. Friends qualify as a charitable
organization for the IRS under the following purposes that were stated in our application:
1. For lessening of the burdens of government.
2. Youth Sports
3. Sports Education
4. Public Parks Support
5. The Prairie Reserve protection and enhancement
Building on our momentum, in late July we received a $250,000 grant from a major
philanthropic organization to design and construct a natural putt -putt (miniature) golf course,
targeted to serve youth and families.
0
Table of Contents
1.
Historical Legacy and Cultural Context
p.5
2.
Recent Background and Planning Context
p.7
3.
Nonprofit Organization Overview
p.8
4.
Our First 18 Months of Operation —
What We Have Accomplished and What We Have Learned
p.12
5.
Golf Industry Trends and External Influences
p.22
6.
Marketing Strategy for Camas Prairie Park
p.27
7.
Operational Plan
p•32
8.
Financial Plan
p.35
9.
Capital Investment Plan (CIP)
p.40
10. Metrics
p.46
11. Conclusions
p•47
12. Appendices
p.49
6.",
1. Historic Legacy and Cultural Context
While golf has existed at the present site since 1904, the Port Townsend Golf Club was formally
established in 1927 and the course constructed in its current configuration. The course at 1948
Blaine St. has welcomed generations of golfers to its 9-hole layout providing sweeping views of
the Olympic Mountains. The property's pastoral fairways sit within one of the
last coastal prairie remnants the Kali Tai Prairie Reserve — whose camas bulbs
once provided food and habitat for local tribes. The western edge of the property
served as part of the portage route used by the indigenous cultures.
Camas Prairie Park's land carries millennia of Indigenous stewardship, once
managed for camas bulb cultivation. Port Townsend Golf Park traces its origins
to 1904, when a group of local golf enthusiasts led by Clarence Ide crafted an
informal course on the vacant lands along San Juan Avenue, sparking a tradition that endures
today. A portion of the current Golf Park property boundary was deeded to the City by the
Hastings Company in 1906. The majority of the property that comprises the Golf Park was
deeded to the City in 1927 in land transactions organized by George Welch and other community
members, specifically for the construction of a golf course. Mr.
Welch served as the first president of the newly formed Port
Townsend Golf Club
course.
The first golf course lease was signed with the Port Townsend Golf Club on June 27, 1927,
embedding both civic purpose and recognition of limited municipal resources. The original lease
clarified the `municipal purpose' restriction listed on the deed:
"Whereas the City, has acquired title to the real property hereinafter described, for golf
links, athletic, recreation, aviation and other like municipal uses and purposes."
The original 1927 lease also established the reality that the City did not have the resources to
operate the course, and that the Port Townsend Golf Club would raise the funds to do so and
would welcome the general public to the course. To quote from the lease:
"Whereas, the City is unable to raise by taxation, or by other methods, sufficient money,
to commence the development and improvement of such lands within any reasonable
0
definite time in the future so that the same may or could be put in a condition, as to be
used by the citizens of said city and its visitors for any of the purposes for which such
lands have been acquired by the City,"
Thus began a continuous, nearly 100-year tradition of community golf and partnership with the
City on this property. Initially privately operated from 1904, it became a public facility in 1927
with the new lease arrangement and city ownership of the land; the 1927 lease states that the
course is "to be used by the citizens of said city and its visitors."
The Port Townsend Municipal Golf Course offers players a classic 9-hole golf experience.
Originally a links style course — open with few trees separating fairways -it has been marked by
Lombardy poplars lining the fairways since 1932. Numerous trees were planted in the 1980's to
define and separate the fairways. This tree planting changed the course from its link's origins,
but at the same time added new challenges in playing the course. The course can be played as an
18-hole course by re -looping the 9-holes using a second set of tees on each hole, serving as an
attraction for golfers seeking either a 9-hole or 18-hole experience.
In 1967, the Elks Lodge attempted to acquire part of the property, but a 4-3 City Council vote
kept the land in public hands, demonstrating early community commitment to preserving the
course.
The park's rebranding by the Friends to Camas
Prairie Park in 2024 reflects its dual role as a
recreation facility and steward of the land, including
the Kali Tai Prairie Reserve, one of the last remnants
of coastal camas prairie that sustained indigenous
tribes.
VI
2. Recent Background and Manning Context
The golf course condition and its operations were assessed in recent history by Southwick
Associates in 2004. Mr. Southwick's extensive report inventoried the condition of the facilities,
mapped the property deeds within the course boundary, outlined its potential, and identified
clubhouse redesign and other modifications that would improve its financial success. At that
time the golf park was operating under a lease with Mike Early.
In response to declining physical condition and limited market support, the National Golf
Foundation (NGF) was retained by the City to assess the current condition of its municipal golf
course. The NGF estimated in 2019 that $935,000 to $1.2M in capital improvements would be
needed to modernize irrigation, clubhouse, and course amenities, a recommendation the City
deferred due to budget constraints. Instead, in 2020 the Council pursued a two -pronged strategy:
issuing an RFP for three-year golf operations while exploring alternative uses, a process that
included extensive community engagement through PROS Plan surveys and stakeholder
meetings from October 2020 to September 2022.
The "Envision Port Townsend Golf Course and Mountain View Commons" framework was
launched in June 2022, which was guided by a 20 some -member volunteer stakeholder
committee and the PROS Advisory Board. After 12 stakeholder meetings and multiple public
events, feedback coalesced around three options: continue golf with park enhancements, convert
to a central park, or adopt a hybrid model combining golf elements with new recreational and
ecological features.
In September 2023, the City Council directed the development of a modified hybrid concept,
which included nonprofit operational proposals led by the Friends of Port Townsend Golf Park,
culminating in a Council authorization of the lease with Friends on December 15, 2023.
765
.
M
3. Nonprofit Organization Overview
Friends of Port Townsend Golf Park
Facing deferred maintenance and waning use at the Golf Park, dedicated local community
leaders formed Friends of Port Townsend Golf Park, which was incorporated as a Washington
non-profit on October 24, 2023. Their goal: combine historic course preservation with expanded
public amenities and public access and environmental stewardship. Following City Council
approval on December 11 and lease signing on December 15, Friends launched operations
January 1, 2024. Subsequently, in its first year of operation, the Friends reenvisioned a new
brand of the municipal golf park as a golf course within a park. From this, the Friends branded
the Golf Park as the Camas Prairie Park and the Camas Prairie Golf Course at Camas Prairie
Park. With this branding, the nonprofit united golfing and other outdoor recreation,
environmental protection, and community gathering under one mission.
Mission Statement
The Friends of Port Townsend Golf Park seek to develop, manage, and operate a comprehensive
public Golf Park that:
• Provides affordable, inclusive golf and recreation for all ages
• Serves as a vibrant gathering place, integrating trails, events, and cultural programming
• Upholds environmental stewardship, protecting and expanding the Kah Tai Prairie
Preserve and local native plant and wildlife habitats
• Achieves financial sustainability through user fees, philanthropy, and partnerships,
thereby reducing the City's fiscal burden for maintaining the property.
Guiding Principles
To achieve this mission, the following guiding principles were established:
• To ensure the Golf Park will be financially self-sustaining.
• To prioritize ongoing protection and expansion of the Kali Tai Prairie Reserve ("camas
prairie") and enhancement of other native habitat areas.
• To transition grounds maintenance to the use of sustainable turf management methods.
• To continue the tradition of affordable and accessible golf for the public
• To provide affordable activities for youth, families and non -golfers.
• To expand community access, wayfinding, and pedestrian trail connections through the Golf
Park.
• To implement technological conservation enhancements such as electric vehicles, solar
power and solar lighting
• To increase tourist and visitor use by partnering with visitor promotion organizations.
• To incorporate education, heritage, and cultural opportunities.
• To collaborate with the City to incorporate new community activities and uses.
0
Vision
The vision that Friends hold is to:
• operate a premier, historic 9-hole municipal golf course;
• be a provider of broader outdoor recreational opportunities for families in the
community;
• be a welcoming community gathering space;
• and be caretakers and stewards of the land to preserve the critical habitats of this
58-acre open space.
To achieve this vision, our 5-to-10-year strategic objectives include:
• Within 5 years we envision that the golf course will be more fully upgraded (tees, greens,
fairways, bunkers, turf management) so that residents and visitors alike will be drawn to
this historic, competitive 9-hole course and that many residents will join the ranks of new
golfers that will take up the sport.
• Within 5 years, with further improvements and enhancements, the course will draw out-
of-town visitors from across the country who will seek it out for its unique layout and
playability, historic character, and its competitive rates
• We envision continuing active and supportive youth camps and women's programming
• Within 2 to 4 years, we envision that a new `natural design' mini golf will be providing
families with a new recreational enjoyment.
• Within 2 years we envision that disc golf and other similar activities, while already
functioning well, will be more fully integrated.
• Within 2 to 5 years, depending on grant or donation funding, we envision that at least one
golf simulator and other technology will be added to the driving range.
• Within 10 years, depending on grant or donation funding, we envision that a covered
driving range will be constructed with modern electronic simulators, tracking and
feedback systems
• Within 3 to 5 years, we envision that the restaurant and clubhouse will be a hub of
community gatherings for regular socializing as well as for special events and community
organizations.
• Within 5 years we envision that a walking trail will encircle the park and connect
north/south to the City's extensive trails system, in addition to the new east/west
connection
• Within 10 years we envision that environmental, historical, and Tribal education facilities
and features will be developed and integrated, with special programming added that
highlights the history and ecology of Camas Prairie Park.
10
Key responsibilities of Friends
Friends' principal activities include:
• Lease management and operations of golf course, driving range, and clubhouse
• Programming, marketing, and membership services
• Capital maintenance and ecologically sensitive improvements
• Community outreach and partnerships for inclusive recreational offerings
• Stewardship of Kali Tai Prairie and natural areas
Organizational Structure
An independent nine -member Board of Directors, including golf and disc enthusiasts,
community leaders, business experts, and environmental stewards, provides strategic oversight
of all Camas Prairie Park operations and activities. Day-to-day operations are managed by the
executive committee of the board, who work with the general manager and course superintendent
who are then supported by staff and volunteers in golf operations, marketing, nonprofit
development, and ecological management. A committee structure has been developed that
reports to the executive committee and to the board and consists of fundraising and marketing,
finance, events and all things golf, volunteer coordination, LTAC coordination, and
environmental stewardship. The organization and staff are supported by an active corps of
volunteers: hospitality, grounds maintenance, marketing, fund raising, technology integration
and many more areas of unique experience and specialty (See Appendix A)
As the park marked its 120th anniversary on May 4, 2024, Friends hosted a Birthday and
Opening Day celebration that drew over 600 people in rainy weather to see the unveiling of the
new name and logo for the golf course —Camas Prairie Golf Park. The Golf Park bridges past
and present - offering a living connection to the town's golf architecture and a testament to the
community's resolve in preserving its open space and park area.
Non -Profit Tax -Exempt Status
Friends very recently received notice from the IRS that our application for 501(C)(3) tax-exempt
status was approved (Approval Date: June 30, 2025). Significantly, donations to the Friends are
now tax deductible for the contributor (and retroactive to our formation on October 18, 2023)
and donations from retirement accounts are also eligible for contributions. In addition,
significant new funding sources are now available to Friends such as grants from charitable
foundations and IRA rollovers. Friends qualified as a charitable organization under the
501(C)(3) rules for the charitable purposes of:
1. Lessening of the burdens of government. To qualify:
a. an organization's activities must be activities that a governmental unit considers
to be its burdens, and
b. the activities of the organization must lessen such governmental burdens.
2. Youth Sports - the organization is formed to teach children a specific sport.
11
3. Education -is organized and operated to teach a particular sport to children by holding
clinics conducted by qualified instructors in schools, playgrounds, and parks, and by
providing free instruction, equipment, and facilities
4. Public Parks - a nonprofit organization formed to help preserve, beautify, and maintain a
public park located in the City and whose support is derived from membership dues and
contributions from the general public
5. The Prairie Reserve, currently protected land by easement, will be maintained, enhanced
and expanded. Further, the land is ecologically significant, undeveloped, and public
access will be provided on walking trails and through limited engagement within
protected areas
As described later in this Plan (See page 15 Non -Profit Operations and Tax -Exempt Status),
Friends is one of the very few non-profit organizations that operate a municipal golf course.
12
4. OJ ur First 18 Months of Operation —what We have
Accomplished and What We Have Learned
Financial Performance
In the first half of 2025 versus the same period in 2024, rounds played increased by nearly 25%,
golf -rounds revenue rose by 33%, and total top -line revenue grew by 30%. These financial gains
directly correlate with targeted investments in course improvements, staffmg, and guest
experience.
Programmatic and Recreational Expansion
In our first 18 months, in addition to our course improvements, we focused on new programs:
Introduced disc golf and further completed an 18-basket Disc Golf course within our 9-
11 golf
Launched youth golf initiatives for Sundays at the park at the driving range, engaging a
new generation of players
13
Held youth golf summer camps
• Hosted the high school golf team
• Held evening women's golf clinics
• Secured funding to design and build a mini -golf course, further diversifying active
outdoor recreation
• Constructed the East-West Trail through the Golf Park for recreational use
• Began and continued "First Sundays in the Park" that have offered recreational activities
such as Corn Hole, Croquet, youth recreational activities, and fun mini golf games
• The Disc Golf community has provided instructional sessions for young and old on how
to play and improve at Disc Golf
Skilled golfers provide golf instruction to beginners as well as more experienced golfers
14
• Other non -profits and businesses have included fun runs, golf tournaments, and Disc Golf
tournaments
Community Engagement and Outreach
Our commitment to increase community connection to the park is evidenced by:
"First Sunday" events welcomed over 3,000 visitors in 2024, giving the community
Logged more than 12,000 volunteer hours in Year 1, reflecting deep local enthusiasm and
ownership
Attracted nearly 200 private donors contributing $250,000 to support ongoing operations
outside of capital campaigns
Created a website, social media announcements, sent out Newsletters, and created an
email list to provide specific announcements to those on our email list
15
Sponsored the Rhody Parade Float unveiling as the culmination of a fund-raising golf
tournament
Community Access
We have worked to change the culture at the golf park from one that discourages non -golfers to
one that welcomes them to enjoy their 58-acre park. It is not easy to change a culture and
mindset, but we are firm in our commitment to do so.
• Trails are being established to make connections through the park, and the East-West
Trail was just recently made available to users
• Visitors are frequently seen walking the cicmohan trail and visiting the cicmohan statue
and gatay prairie
• Visitors relax in the areas outside the restaurant and enjoy the sweeping views.
• Walkers walk the course with a careful eye on the coexisting recreational activities
• The new restaurant and dining area have been completed, and a new food and beverage
service is up and going, and patrons are coming and using our new facilities
• A local corn hole group has used our facilities as a competitive opportunity
• A local theater group is using our facilities for an improv session
• First Sundays opening of the Park have significantly increased community access
• YMCA, Swan School, Salish Coast elementary golf and disc golf sessions have been held
for children
Ecological Stewardship
Our land stewardship model has been initiated with:
• Expanded native prairie and naturalized areas, while also designating significant turf to
be un-mowed occasionally mowed for managed
naturalized areas
• Demonstrated a coexistence between a competitive golf
course and prairie restoration, reinforcing our
ecological mission
• Chemical usage is minimal, and our Superintendent has
obtained his applicators license
• Working with the City, many chemicals left over from
the last operator were removed and appropriately
disposed of
• Created an Environmental Stewardship Committee
including a wide variety of interests and expertise to
advise the Friends on environmental decisions and
concerns (Trees, chemical usage, turf management,
wildlife, and other natural functions of Golf Park
• A High School Student working with the Rainshadow
Bird Alliance built and installed bird houses along the
16
pond to encourage native bird nesting for her senior project
A current UW intern is preparing a Cap Stone report and recommendations on
environmentally sustainable golf course management practices for our use
Operational Capacity and Infrastructure
Friends have invested in our future:
Hired grounds maintenance staff and invested nearly
$100,000 in grounds and building improvements and
equipment to ensure professional maintenance and
volunteer coordination, significantly improving the course
conditions
Fully remodeled the on -site restaurant into a welcoming
community center RIEWININNUMONEW
Rebranded as Camas Prairie Park with guidance from a nationally recognized consultant
to reflect the site's unique historical and ecological character
Strategic Partnerships and Expertise
Many local, as well as national, strategic partnerships have been explored and developed, which
provide many opportunities for the Friends to gain insights and information on operations,
programs, and successes of others in the field, and for us to coordinate and work cooperatively
with many other local non -profits, organizations, agencies, and businesses
Coordinated with the caretakers of the Kali Tai Prairie Reserve (Washington Native
Plant Society) and local native plant society, including first Sunday tours
17
• Coordinate with the Native Connections Work Group and Rainshadow Bird Alliance,
including coordinating the installation of birdhouses adjacent to Hastings Pond as a High
School Student's senior project
• Coordinated with our two local School Districts offering free use of the Golf Park for
High School Golf team (In 2025 12 boys and 9 girls, one girl who went to State. Note,
HS Golf Team members not only use the course for free, but use range balls for free and
can play for free all season long at not team times) and Cross -Country team
• Tours with the YMCA and local schools
• Established contacts with the Rotary, Tuesday Morning Club, Saltfire Theater Group
• Applied for and received LTAC grant funds to promote tourist visitation and usage of the
Golf Park, including Stay and Play opportunities through local tourist accommodations
• Cemented a partnership with National Links Trust, sharing best practices in historic golf
course restoration under nonprofit management
• Engaged a University of Washington student intern to research and implement
environmentally sustainable maintenance practices for her Capstone project
• Collaborated with internationally recognized golf course designers to refine our
operations and course layout plan
• Created opportunities for people in our community with Intellectual Developmental
Disabilities — such as volunteer community supported driving range ball pick up, job
training interns, and golf learning opportunities
• Worked with numerous other Golf Courses within the Region for advice, expertise,
assistance, purchase of used equipment, and communication of shared concerns and
approaches of operations
Year -Over -Year Performance (Jan —,dune 2024 vs. 2025)
Our year -over -year performance from the first half of 2024 to the first half of 2025 brings us a
sense of optimism that our efforts are paying off and that financial sustainability is an achievable
goal. By the numbers:
Metric Jan —Tun 2024 Jan —Jun 2025 % Change
Annual passes sold
34
58
+70%
Rounds by annual -pass holders (9-hole eq.)
1,259
1,597
+27%
Rounds by annual -pass holders (18 holes)
406
385
—5%
Daily greens -fee rounds (9-hole)
1,705
2,206
+30%
Daily greens -fee rounds (18-hole)
183
195
+7%
Total rounds
3,553
4383
+24%
Youth rounds (ages 12-18)
165
Disc golf rounds
100
400
+300%
Revenue
Annual pass sales
$40,000
$58,000
+45%
Greens -fee revenue (incl punch cards)
$35,000
$44,000
+27%
M.*
Metric
Disc golf revenue
Driving range income
Electric cart rentals
Total Golf Revenue
Jan —Jun 2024 Jan —Jun 2025 % Change
$0
$1,700
$11,000
$14,000
$5,000
$10,000
$91,000
$127,700
Total Revenue 125,000 162,000
Gross Profit (before expenses and after COGS) 104,000 147,000
+27%
+100%
+40%
+30%
+42%
(Golf revenue does not include pro shop or Food and Beverage sales, Data on youth and disc
golf rounds reflects our tracking of broadened offerings)
Non -Profit Operations and Our Tax -Exempt Status
Nationally there are approximately 3000 publicly owned golf courses (less than 20% of all golf
courses). Of these publicly owned golf courses, only a rare few -- perhaps half dozen to our
knowledge -- are operated directly by a non-profit corporation. The Friends' undertaking -- as
reflected in our Articles of Incorporation and Mission -- is therefore highly unique in. golf course
management. Our tax-exempt non-profit status allows Friends to receive tax-deductible
charitable donations and thus, significantly reduce the City's financial burden of maintaining the
park. Our 501(C)(3) non-profit also allows charitable foundations to donate to Friends (a huge
funding opportunity for us) and for IRA pass-throughs, as well as other tax benefits for some
donors. We are now uniquely set up to provide affordable and accessible golf to all, as well as
other attractions and forms of recreation for non -golfers.
Most golf courses are operated by the government entity itself, or by a golf course management
firm under contract to the public agency. Friends is a unique operation as a 501(C)(3) tax exempt
non-profit golf park operator. We are excited as well with our newly developed partnership with
the National Links Trust in Washington D.C., who has a similar and broader mission of restoring
historic golf courses through non-profit enterprises and, in addition, to opening these parks for
the broader benefit of the communities they serve.
National Links Trust:
Recently, Friends established a critical partnership that promises to strengthen
our organization's ability to attract donations, provide cost-effective design
N 1r11 A- improvements and continue the local legacy of public golf. National Links Trust,
a 501(C)(3) non-profit, advocates for municipal golf in the U.S. and operates
three golf courses for the National Park Service, including Rock Creek Park in Washington DC.
The founders of this Trust are designers from nationally recognized golf course design firms.
They have designed improvements and new putting courses for the DC courses. And they have
agreed to assist the Friends in our operations and in the design of a mini golf course as well as to
prepare a Master Use Plan to guide our future (See Chapter 9).
Impacts of the City's Blaine Street 1-lousing Proposal
19
To address the lease requirement in Section I Oa Housing, Friends engaged von Hegge, Smelek &
Baril (VHSB) as independent consultants to evaluate two scenarios:
Relocating holes 5 and 6 onto the driving -range footprint thus eliminating the driving
range entirely
Reducing the course to an executive or par-3 layout
VHSB's report concluded that neither option could preserve a commercially viable, standard -
length `competitive' nine -hole course within the 58-acre site. It also concluded that reducing the
course below a full-length nine -hole layout would have a severe financial impact and would:
Slash revenue by at least 35%, according to our projections, while expenses (staff,
utilities, maintenance) remain fixed
Undermine our ability to achieve the 18,000 nine -hole rounds per year needed for break-
even performance.
Result in loss of the driving range that provides 10 to 12% of current golf revenue, (and
the potential for significant future increases with driving range enhancements). The
driving range plays a critical role in:
• Growing the game —introducing youth and adult beginners to golf fundamentals
• Generating energy —creating a social and family -friendly gathering spot that spills
over into on -course play
■ Growing our revenue — providing opportunities to significantly increase revenue from
the range
Supporting events —serving as a flexible venue for concerts, community fundraisers,
and "First Sunday" activities
In addition, the City's own consultant David Hein in his Reported dated May 24, 2023, (A
Report commissioned by the City during the City's visioning process), underscores this point:
".... If the golf course is to remain in any form that would provide the city with a
revenue stream, it would need to continue as a 9-hole golf course. Reduction to an
executive or par-3 golf course would dramatically limit the revenue potential needed
to cover the basic costs of the city."
Based on both the David Hein and VHSB reports, Friends have determined that a full-length,
competitive nine -hole course must be preserved to sustain financial viability. Furthermore,
driving -range operations are indispensable to our revenue model and mission of growing the
game, youth programs, and access for all. Covered range and technology enhancements are a
growing market trend in the US and will significantly increase the number of users and revenue
from the driving range in the future. Accordingly, our studies conclude that housing plans for
the Blaine Street parcel would have to be designed outside the core golf footprint —retaining the
existing course configuration and range — in order for us to maintain a financially -viable,
competitive 9-hole golf course.
�7
The Friends' own first-hand experience in its first phase (I8-months)of operation confirms the
VHSB and David Hein conclusion. The `market trends described in Chapter 5 further accentuate
how critically important it is to preserve this current layout to meet the needs and demands of the
golfing community and attract golfers to play this historic course.
Analysis of the deeds on the Leased Golf Park Property
In the Fall of 2023, Friends were actively engaged in developing our proposal to the City to
operate the Golf Park, reviewing and negotiating the lease, developing our non-profit charter,
assembling a Board and other critical activities. Before January 1, 2024, Friends needed to hire
staff, purchase equipment, restaurant appliances, and a point -of -sale system, set up a pricing
sheet, and be prepared to open our doors on January V.
With such limited time Friends did not have the time nor the expertise to consider all of the
ramifications that meant that the City included the ability to establish housing on the
southernmost Golf Park parcel. And it was indicated that housing would be 8 to 10 years into
the future. Nor did we undertake a background review of the underlying deeds.
Since that time and in order for the Friends to consider whether a `competitive 9-Hole Golf
Course could exist in losing hole #5 and likely Hole #6, in addition to consulting professional
golf course designers described above, Friends obtained deed and lease documents for the
property under lease. Friends reviewed and analyzed the deeds and early lease history from
when the deeds were transferred to the City in 1927 and subsequently hired an attorney to
provide us with a legal opinion on the validity of these deeds and whether housing is a
'municipal purpose' on the southern -most parcel of the Golf Park. The Friends have provided
our research and legal opinion to the City.
The legal opinion and information we researched indicates there is a deed restriction on most of
the lots in the Estate Addition blocks along Blaine Street, and it is the same restriction that
applies to the large parcel Tax 63. Most of the lots in the blocks along Blaine Street were
transferred to the City in the same deed as Tax 63 (deed 2211) and the restriction on the deed
applies to all of these lots as well, that being, ".... all the foregoing property is deeded for
municipal purposes only." (See page 5 for a detailed description of the beginnings of the golf
course and the concurrent deed transfers)
In 1927, at the time when the deeds were transferred to the City, municipal purposes were stated
in the first lease with the Port Townsend Golf Club as "for golf links, athletic, recreation,
aviation and other like municipal uses and purposes." Further, the first Lease in 1927 for
operating the Golf Course included language that the City did not have the financial resources to
operate the golf course and that the golf course Lease was for ".... The necessary purpose of
developing and improving the same for a municipal golf course and links thereon."
The legal opinion we obtained confirms that a large part (25 of 32 lots) of the parcel along Blaine
Street that is referenced in Section 1 of our lease as 949818301 is also restricted "to municipal
purposes only" and that housing would not have been considered a municipal purpose at the time
of the deed transfer in 1927.
21
Key Insights and Takeaways from the First 18 Months
The following are some of the key learnings and insights from our first 18 months of operation
that guide the development of the financial projections and marketing strategies that are outlined
in this Plan.
• Maintaining a competitive 9-hole golf course — the course as currently configured —
is essential for revenue generation to reach a goal of financial sustainability
• A hybrid model —combining current core golf operations with diversified outdoor
recreation —drives both financial stability and broader community appeal
• Private donations are essential to underwrite day-to-day operations for the next 3 —
4 years and for future major equipment purchases and capital improvements,
• Our own 501(C)(3) tax-exempt status and our partnership with National Links
Trust cements the opportunity for sustained philanthropic support, which in the
future can be more directed to programming that can continue to serve a broader
community of interests
22
5. Golf Industry Trends and External Influences
To assist in evaluating financial viability, developing a marketing plan and preparing a 5-year
financial projection, we completed research into current market trends. The following are key
findings of note that feed our optimism for the future of Camas Prairie Park and guide our
marketing focus:
• More and more golfers are playing 9-holes versus 18 holes
• Participation in the game of golf is growing, particularly with women and minorities
• Golfers can now post scores from 9-hole rounds to receive a handicap (GHIN) rating
• More and more recreational golfers are choosing to post scores and obtain a handicap
• Historic course from the 1880's through 1920's — the golden Era — have a special
attraction for golfers — a marketing opportunity for Port Townsend
• The USGA and the golf industry are addressing the need for golf courses to be more
accessible and fun and environmentally sustainable
• Golfing is becoming more popular, especially after Covid, for young people.
Emerging Industry Trends
Recent information gleaned from the United States Golf Association (USGA) 2024 Annual
Report (available online at USGA website: Qoll.Jo wl,a L)$QA includes:
• "Unprecedented interest in golf across all demographic groups has driven several key
metrics to historic highs accelerating the momentum the game has enjoyed..." (page 4)
• A record 14.1 million 9-hole scores were posted for handicaps, a 40% increase over 2020
(page 9) (This matches the trend Friends have see our own data for past 18 months)
• 95% of postings for handicap are recreational golfers, dispelling the myth that a handicap
index is only for high level competitors. (page 9)
• There has been a 57% increase in golf participants on and off the course in the 10 years
since 2014. (page 5)
In an interview with Sports Business Journal on April 8, 2024, Mike Whan, CEO of the USGA
discussed the growth in golf and the growth in diversity of golfers:
"The game of golf is 40% bigger than it was five years ago. We've added 13 million
more participants... The juniors are up 36%, females are up 25%, nonwhites are up 27%.
That's pretty amazing."
23
In a May 29, 2024, interview on the Golf Channel at the 2024 U.S. Women's Open, Mike Whan
reported on what he described as an "explosion" in golf participation and in participation by
women. To quote from the interview
w "The explosion in participation in golf in
the last 10 years is higher than any other
sport" "And 60% of that increase is
being driven by women."
"When 100 new people tee it up (ref
those who play for the first time), 42 of
them are women"
e "1000 new girls high school golf teams
added in the last 10 years. There are
almost as many girl's golf programs as
there are girl's soccer programs."
In his March 4, presentation on the Future of Golf, the President of the USGA reported:
Diversity Gains: Youth, women, and golfers of color saw a more than 40 percent growth
since 2019, with women accounting for 60 percent of that growth
Financial Health: With the increase in golfers coming to the game, golf courses have
experienced better financial footing.
o Only 4 percent of public courses report poor financial health, much improved
from 25 percent reporting poor financial health in 2014.
0 70% percent of public courses now say they are in good or excellent financial
health, well up from only 23 percent 10 years ago.
Well -Being and Lifestyle Drivers
Golf s appeal increasingly rests on mental and social benefits — especially among younger
players seeking wellness and connections. Lightspeed, a golf course point of sale provider,
reports on the following trends in younger golfers (as reported by Golf Business Technology
February 10, 2025 Now E ra..Q f.Goit Shaping.,
h ping..11.� Next
Q r� r�,,q.f ,ci of �f .r :.1 i ��_1_ pe. _ r..Sbo _.I Q �f' �a.sines 1 ���� 1)
M 51 percent of Gen Z cite mental health as their primary reason for playing golf
Solo golf rounds are on the rise as a personal refuge and stress relief
Flexible membership and pass options resonate with Millennials and Gen Z as cost-
effective value drivers
Value is at the front of decision -making for younger golfers
Facilities that emphasize their natural beauty and setting and foster a sense of community
with unique events and experiences position themselves as local destinations for more
than just a place to play golf
24
Municipal Golf Course Challenges and Opportunities
Even though a small percentage of municipal golf courses currently report financial hardship, the
financial pressures remain — particularly in small market size like Jefferson County — to provide
crucial affordable recreation. Rising costs for water, labor, turf management, and equipment
strain already tight local government budgets. Many cities debate whether subsidizing
underperforming public facilities remains defensible amid broader fiscal shortfalls. Of note, the
National Golf Foundation (ngf.org) reported on March 28, 2024:
• There has been a net gain of 5% since 2006 in the number of municipal courses in
operation, while the number of private courses has dropped in the same time -period. At
that time of reporting, 2939 municipal courses were in operation, representing 18% of all
golf courses.
• "Close to 75% of all public -agency golf courses collect enough revenue to cover on -site
labor and maintenance expenses" and "almost three-quarters of municipal facilities
indicate they are in `good' or `excellent' health, a proportion that's up in recent years."
• Making a profit isn't necessarily the primary motivation. In many situations a course is
subsidized just like public parks, the county pool, local senior center, tennis complex or
basketball facilities
Municipal golf facilities "are often where golfers play for the first time and where golf is most
affordable and accessible." Chances are you'll find a customer base that looks like a divers cross
section of local residents of all ages. The Friends business model with our non-profit, tax-
exempt status, our large core of volunteers and our widespread community support therefore
offers a unique opportunity for success with an historic community course, where others
struggle.
Private Funding and Nonprofit Interventions
Adam Schupak, in an article in "Links Magazine" titled The Future of Municipal Golf (available
online), states that municipal golf is the lifeblood of the industry. They are an oasis of open
space. To that end, a grassroots movement has emerged to rescue historic municipal courses
through private philanthropy and nonprofit partnerships. Some of golf s most respected
architects have offered pro-bono renovation support, signaling broad industry commitment to
public -sector courses.
National Links Trust advocates for golf affordability and accessibility to all. (An
association has been established with Friends and the NLT board of golf course
designers).
• Some of the game's most prominent architects (s (Ben Crenshaw, Gil Hanse, Tom Doak,
Tiger Woods) have agreed to waive or reduce their fees to help restore classic municipal
course architecture.
• Public -private collaborations are saving courses from neglect and reinforcing municipal
golf s role as community open space.
25
National case studies on the restoration of municipal courses include: Bethpage State
Park (NY); Harding Park (CA); Jackson Park (Chicago); and Weequahic Park (Newark,
NJ) and Winter Park (Florida).
In his article, Mr. Schupak further quotes Ed Brockner, executive director of First Tee (a national
organization "empowering kids and teens through the game of golf') based on their participation
in renovation of a public course in Newark:
« While the facility has undergone some restoration work, the investment in
maintenance infrastructure has been the most important thing. ...irrigation and
drainage are what allow courses to produce quality conditions, use less resources,
and open up more quickly after a storm. This allows these courses to be
financially sustainable while maintaining affordability"
"As urban space becomes more scarce, these mums prove their value. Combined with
education/community programs like the First Tee and historic preservation/improvement
efforts, munis can make this case as being an important, inclusive open space to all"
Classic Historic ;Municipal Golf Courses are a Unique Market Draw
The Port Townsend Golf Course has a marketable niche in the golf world in that golfers travel to
play the classic courses from the late 1880's and early 1900. The 1920's were a golden era of
golf course construction with courses that create historic interest with their classic design, most
notably in selecting sites and creating a layout conforming with the natural landscape, before
modern earth moving equipment was available to reshape the landscape. There are over 25
courses from that era in Washington State; however, the Port Townsend course stands out as the
oldest golf course in the state that is operating on its original site (from 1904) and as a 9-hole
course — one of the few public courses from that era and as the only one operated by a non-profit
corporation.
+w Recently the author of the blog "Fore Stories' traveled to Port Townsend to play our
historic course. Mr. Sickles travels from California in his spare time away from his day
job to visit a half dozen historic courses a year, mostly on the east coast where there are
courses from the late 1800's. With no courses that old in the Northwest, he traveled to
our course in July due to its 1904 beginnings and recognition as the oldest course in
Washington. He and his partner stayed for two days in hotels, played our course with us
and was impressed that the condition of the course was as good as it is. He stated that the
Camas Prairie Park was his best tour location so far, largely with the welcoming spirit
and sense of volunteerism.
Other Trends with Golf Course Facilities :Beyond Just Golf
Camas Prairie Park has many other features and future plans that address social and market
trends and provide a source of future income:
26
Many golf courses, with their restaurants, banquet space and outdoor areas rent out their
facilities to host weddings and other private events,
o Our facility with a restaurant upgrade and work on our downstairs meeting space,
as well as improvements to the immediate areas outside of the restaurant has a
large upside potential to generate significant revenue from hosting events and
renting space as well as providing space for our community partnerships
o Mini golf courses — which we expect to have operating within a year — rent their
facilities for private parties and events
In surveys performed for parks and recreation, walking trails always rank near the top of
the list of desired features
o The Golf Park is providing, and will be providing, more connections to the city's
extensive trail system — as well as a destination and rest stop for walking with its
expanding restaurant and outdoor community areas. We will be working with our
National Links Trust partners through preparation of a Master Plan on improving
the ability to walk the surroundings while golf is underway, with the open
Scotland courses, the home of golf, as a model.
Market size and Market demographics for Golf
While Jefferson County, with a population of 34,000 and three golf courses, and the surrounding
region with several courses, would at first appear too small of a region to operate a financially
successful golf park, there are several factors that argue for renewed interest and financial
success for our course, including:
• A growing interest in playing a 9-hole course
• The fact we are a working person's Golf Course, with the lowest rates around and a
welcoming approach for families with working parents
• We have discovered a young population (Gen Z, X, ...) exists in the area who are drawn
to the flexible rates and possibilities for social connection
• Our summer youth golf camps outsell our capacity
• Our large corps of volunteers — 1000 plus hours per month — who's hours help support us
financially and keep our labor costs down
• The additional social amenities that we are adding such as the restaurant, miniature golf
putting green, disc golf, events and First Sundays, as well as other opportunities for social
connection.
27
Marketing Strategy for Cameras Prairie :Park
Market Context: The Rise of Public Golf
Public golf in the U.S. is experiencing a remarkable resurgence. Over the past five years, overall
participation has increased by 23%, with 9-hole handicap postings up 40% since 2020. This
growth isn't limited to traditional demographics —women, youth, and players of color now
account for 60% of new entrants. The momentum reflects shifting recreational preferences,
demand for inclusive pricing, and interest in shorter, more flexible play formats.
These trends match our own data that we have been collecting: total 9-hole rounds of golf played
increased by approximately 25% in the first half of 2025 versus 2024, while growth of 18-hole
rounds remained flat. Driving range revenue increased 27% over the same January to June
period, even with our half-price driving range offer in January and February (These trends
indicate that golfers just want to spend an hour on the course, not the 5 hours it takes for 18
holes). And while we have no specific age use data, our observation is that a good percentage of
our 25% growth in course usage has been in the 20-to-50-year age bracket, in youth, and in
adults bringing children to the course and to the driving range.
Against this backdrop, Camas Prairie Park emerges as a model municipal golf facility —blending
affordability, ecological stewardship, and community -driven programming within the center of
Port Townsend's bustling and growing town of 10,400 people and a growing County of 34,000.
Based on the emerging trends, an important focus for our marketing strategy includes:
• Lower annual pass rates (18% lower) for those under 45 years old
• After -work leagues and social events
• Driving range enhancements to accommodate the "one -hour" trip to the course and to
encourage family use (Top Golf model)
o We observe groups of young adults who come to the range not only to `hit balls"
but also to socialize
• Expanded youth and youth camp offerings
• Weekly clinics in the summer introducing women to golf and creating a supportive social
network
• Financial assistance to those who cannot access golf due to financial hardship
Positioning Camas Prairie: A Municipal Model for the 21St Century
Situated a short drive and a 15-minute walk from downtown Port Townsend's shops, galleries,
and waterfront, Camas Prairie Park leverages cultural heritage and civic engagement in equal
measures. Its historic nine -hole layout invites precise, short -form play and flexible
programming --contrasting sharply with the other trend in golf toward destination resorts. In a
golf market with a high percentage of courses being private and resort courses, the 3000
municipal golf courses in this country and, more importantly, Camas Prairie Park's mission of
m
affordability, inclusivity, and land stewardship, presents a compelling alternative and a story of
`golf, and so much more'.
Regional Landscape & Course Comparison
To gauge Camas Prairie Park's positioning, we analyzed private and municipal courses within 50
miles —focusing on those within a 25-mile radius for direct competitive context. Port
Townsend's primary strengths are its low 9-hole fee ($24), friendly community spirit and
management, and integrated recreation offerings. In addition, the investments we are making in
improving the course conditions — particularly our focus on the restoration of the greens for our
first two years and our revised, more natural mowing patterns— are drawing golfers from other
courses to play at Camas Prairie.
Another key competitive advantage is related to the course geology. We recently received a
report that the soils throughout much of our course — in addition to the 2-acre camas prairie
preserve — are soils that support the growth of the camas bulb. These are well draining soils that
do not become saturated with heavy rainfall. Therefore, our course is playable throughout the
winter and spring when our closest competitor — Discovery Bay — experiences `soggy' playing
conditions that contribute to difficulty in mowing course play areas.
Key Differentiator Camas Prairie Park Advantage
Ownership & Municipal land: operated by nonprofit with local engagement focus and
Stewardship many hours of volunteer support
Our community -supported mission inspires our committed maintenance
Improvement in staff and volunteers to `go the extra mile' to improve our course
course condition
conditions
Accessibility & Our course is easy to access by car and is a destination with a15-minute
Proximity walk to downtown shops, lodging, waterfront, and eateries
Restored and expanding prairie, electric carts, new mowing patterns that
Ecological Integrity leave natural areas, native plantings, carbon sequestration, reduced
chemical usage
Multi -Use Amenities Disc golf, mini golf (funded and in planning stage), trails, events, driving
range,
Historic Significance Washington's oldest original -location 9-hole course
Our Prairie Soils Our well -drained soils allow year-round play when other courses have
fairways that become too wet to play
Camas Prairie now offers improved golf conditions over its competitors. In addition, Camas
Prairie does not just offer golf — it offers a value -driven alternative that appeals to evolving
recreational and lifestyle needs.
29
Competitive Landscape: Standing Out in a Crowded Field
With several golf and disc golf courses within 30 miles, the regional golf market is competitive.
However, Camas Prairie commands strategic advantages across pricing, condition of the course,
programming, and brand identity. Regional courses that are open to the public and are within 25
miles and a 40-minute drive and that are our main competition are listed below. Also included is
Cedars at Dungeness which is 38 miles and nearly an hour's drive:
Course
Camas Prairie
Park
Discovery Bay
GC
Distance from
PT
0.5 mi
9 mi
Port Ludlow GC 22 mi
Cedars at 38 mi
Dungeness
Rates — Prime Amenities
9(18) hole
$24 ($36) Driving range, disc golf, mini golf,
events, restaurant
$28 ($43) Limited driving range
$40 ($80) Lodge, marina, restaurant
$39 ($75) Restaurant, pro shop
Audience Segmentation: leaching Diverse Visitors
Our marketing strategies are being developed to reach a diverse audience:.
• New and Returning Golfers: 9-hole rounds and value -driven rates along with the driving
range to develop skills and provide for a short golf encounter and social event
• Women and Youth: Clinics, junior programs, tailored tee locations
• Tech -savvy Gen X/Z: Simulator nights, booking apps, flexible annual passes and rate
options
• Heritage Golfers: Historical tours, interpretive signage, legacy events, destination
• Disc Golfers & Foot Golf Fans: Weekly tournaments, low-cost programming
• Families & Walkers: Trails, mini golf, restaurant offerings, events, concerts, family days
• Tourists & Corporate Groups: Stay -and -play packages, event hosting
• Environmental Enthusiasts: Native restoration exhibits, prairie tours
Strategic Marketing & Sales Strategy
Our strategies to reach these audiences include:
Digital Outreach: Geo-targeted ads, CRM-driven email campaigns, SEO-tuned website
updates, weekly Constant Contact newsletters
Local Partnerships: Collaborations with hotels, restaurants, LTAC, and visitor bureaus;
co -marketing with downtown businesses
Event Programming: Flagship tournaments, quarterly charity events, simulator socials,
"First Sunday" community mixers
30
Annual Pass/Membership Innovation: Tiered packages, referral bonuses, twilight leagues,
discounts for under-45s
Venue Activation: Influencer tastings, meeting/event showcases, weddings, and banquets
Sales Optimization: Bundled golf -dining packages, early -bird incentives, pro shop demo
tie-ins, streamlined booking systems
Disc Golf & Multi -Use Integration
Disc golf continues to surge, with 18 million off -course participants nationwide in 2023. Camas
Prairie hosts 18 baskets and weekly doubles, with the upcoming 2025 disc golf tournaments
poised to attract serious attention. With minimal overhead and high usage, disc golf and other
multi -use amenities (Foot Golf - In planning stage, Golf, restaurant offerings, concerts, trails)
offer vital revenue, visibility and branding opportunities - especially during the off-season when
traditional golf play dips.
Tourism Integration & Regional Appeal
Camas Prairie Park anchors a growing recreational corridor. Our proximity to downtown and
natural assets makes us ideal for tourism bundling:
• Stay -and -Play Packages with hotels, B&Bs, and inns
o We are already reaching visitors who come for overnight stay and to play the
oldest course in Washington State
• Tour Itineraries combining golf, dining, local history, and waterfront activities
• Festival & Event Co -Promotion with LTAC, city staff, local nonprofits, and cultural
organizations
Strategic Marketing Focus
By embracing modern marketing tools, curating high -impact visitor experiences, and doubling
down on what makes the Golf Park exceptional, we can grow revenue and reinforce the park's
status as a regional destination for recreation, nature, and community events. We will activate
multiple channels to drive awareness, participation, and financial sustainability.
Core Revenue Objectives that drive marketing focus:
Target Area
Golf Round Growth
Annual Pass Growth
Annual Pass Ages 20-45
Clubhouse/F&B Revenue
Goal (Next 24 Months)
+15% annually
10-15% annually
+25% increase
+20% YOY increase
Tournaments Hosted Expanded charity/corporate
events
Visitor Rounds from Outside Area 1,000 rounds per year
By weaving its historic
charm, ecological
mission, and inclusive
ethos into every aspect
of operations, Camas
Prairie Park positions
itself not only as a
public golf course but as
a multi -dimensional
community asset. In a
31
regional landscape dominated by private and resort -style golf course operations, the Park's
stewardship model and pricing strategy resonates with locals, attracts heritage tourists, and
garners strong civic support --ensuring resilience and relevance in the 21 st-century recreation
market.
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7. Operational Plan
Staffing Structure
Based on what we have learned to date, and to stay within our `means' as reflected in our
revenue projections, the financial plan outlined in the next chapter allows for a staffing level of
3.25 FTE. (not including food and beverage operations) The following roles comprise the core
team responsible for daily operations and long-term maintenance:
• General Manager: Oversees park operations, budget, and strategic planning; is staff and
advisor to the Friends Board (0.75 FTE)
• Pro Shop Manager: Manages retail sales, tee -time bookings, and customer service;
coordinates pro -shop volunteers and covers when volunteers are unavailable (0.75 FTE)
• Grounds Superintendent: Leads turf care, course setup, and course maintenance priorities
(1.0 FTE)
• Part -Time Grounds Crew: report to the superintendent and supports mowing, clean up,
irrigation checks, and basic maintenance and repairs (0.75 FTE)
• Volunteers: 50+ active volunteers contribute over 1,000 hours monthly (including board
members) in areas such as turf maintenance, event planning and support, pro -shop staff,
marketing and fund raising, software and technology integration, data input and analysis,
and administration and staff oversight
Maintenance Staff Training and Support
An important aspect of golf course grounds maintenance is keeping up with current standards of
practice. This starts with information available at the national level from the USGA as a source
for emerging trends in sustainable management, but more importantly at the state and local level.
Our superintendent has established relationships with superintendents at other courses in the area
and with the superintendent's association. Following the current best management practices for
golf courses attracts golfers to our course. This is accomplished through:
• Membership in the Western Washington Golf Course Superintendents Association
• Attending biannual meetings with other superintendents
• Mentorship with other experienced superintendents who we can call for questions and
support
• Training toward golf course superintendent certification
• Consultation with our professional golf design consultant from von Hagge, Smelek and
Baril
Connection with the National Links Trust
Equipment Requirements
Reliable equipment is essential for maintaining 58 acres of mixed turf, native prairie, and
wetlands. In addition to staff costs, a big financial hurdle for Friends is the cost to purchase and
maintain equipment to maintain the park land. We have found that purchasing used equipment is
33
cost-effective for our initial entry into operations; however, used equipment requires a higher
amount of maintenance, parts, and staff time — taking time from the activities of our maintenance
crew. New equipment is a large capital investment. Our large initial round of start-up donations
allowed the purchase of an essential core set of used equipment. Long term, more reliable
equipment is desirable.
Going forward, a capital investment of $50,000 per year is a desirable goal to secure the assets
listed below. A well -maintained course using proper equipment is essential to attract golfers to
meet our growth projections. Reliable equipment allows us to keep up on maintenance with
fewer FTE employee hours. Based on our financial forecast, this equipment must be purchased
with donated funds outside of our regular revenue sources and the projected minimum donation
levels and break-even operating costs. That is, this equipment is purchased through additional
targeted donations or can be added only in the event our future revenue stream and yearly
donations exceed our projections. Future equipment needs include these categories:
* Equipment to mow the park grounds — Rough and fairway mowers
o Including mowers that allow us to properly manage `natural areas'
* Greens mowers —
o Improvements to the condition of the greens is the primary focus that attracts
golfers to play our course. New walking mowers reduce the maintenance costs of
our used mowers; riding mowers reduce staff hours to mow greens. The fringe
along the greens requires a different mower from the greens themselves.
* Improving greens and turf conditions also requires use of an aerator, top -dressed and
broadcast spreader
* Root pruning — we have learned that roots growing into greens and fairways can consume
large amounts of our irrigation water and impact turf quality. Our professional golf
designer has recommended that Friends purchase or lease root pruning equipment and
tractors to allow us to cut roots extending into our turf management areas and thereby
reduce and be more efficient in our irrigation water usage
* A front-end loader and utility vehicles allow us to better maintain trails, pick up tree
limbs and debris from the course, and handle other typical parkland maintenance
requirements
Course Maintenance and Turf Management Trends
To enhance sustainability and playability, Camas Prairie Park has prepared and will periodically
update a turf management plan. The Park will follow leading turf -management practices
recommended by USGA agronomists and others, such as:
Turf Reduction: Identify turf areas to remove irrigation to conserve water and create
visual variety. Infrequently mowed natural area zones enrich the landscape and reduce
maintenance costs. They also provide a colorful visual contrast and natural beauty to the
park grounds and a `links style course' appeal.
Reduced Overseeding: Limit winter overseeding to only high -traffic areas. This approach
saves water while preserving green playing surfaces for off-season golfers.
34
Alternative Grass Varieties: Consider durable species such as zoysia grass for its year-
round color and resilience. Though initial establishment can be costlier, these grasses
reduce winter overseeding needs.
The Superintendent has consulted with turf specialists that have taken soil measurements
that provide important information related to soil moisture, chemical balance of the soil,
and other information that makes our turf management more scientific and
environmentally friendly.
Technology Investments
Over the next few years, as part of our sustainable turf management efforts, we will be
investigating:
• Drone imagery for real-time aerial assessments
• Soil moisture sensors to guide precise irrigation
• Subsurface drip irrigation on tees to cut water use by up to 80%
Golfers and other Users — Engagement and Stewardship
A collaborative relationship between the superintendent and the golfing community,
environmental interests, and citizens interested in the flora and fauna of the Golf Park is vital for
long-term resource conservation:
• Open Communication: Host quarterly "meet the superintendent" sessions to explain
maintenance plans and gather feedback
• Shared Responsibility: Educate golfers and other interests on the benefits of reduced
mowing, seeding and conservation practices we are undertaking and explain "brown -
course play" and tall grass areas.
• Conservation Advocacy: Highlight course sustainability efforts in newsletters and on -
course signage, inviting players to champion these practices
• Provide appropriate notice when chemicals are used on the Park, which right now is very
limited and only conducted by our certified Superintendent
35
8. Financial Plan
Prior to Friends' operation of the Golf Park, little reliable data was available on customer base,
market/demographics served, or even the basic metric of golf rounds played. As David Hein
stated in the May 2023 "Analysis of the Port Townsend Golf Course":
It has proven difficult to evaluate financial results from both the lessee and lesser because
of the very limited data on the daily, monthly and annual revenue and expenses as well as
missing numbers of actual rounds played.
From its first day of operation, Friends set in place a Point of Sale (POS) system and tee sheet
ledger for pro -shop staff and volunteers to input all revenue and all golf rounds, range use and
other data that is vital to assess financial performance.
Through our first year and a half of operations, Friends has collected detailed financial data,
evaluated our competition, assessed our market strengths and have learned what it takes to
ensure a financially successful golf park operation. We have gained this knowledge from the
collection of our own operating data and as well as from our contacts with other courses and
experts in the field. The collection of data and information from our first year and one half forms
the basis for the development of the financial projections in this Plan.
The Financial Goal for the Friends for the operation of the Golf Park:
The operation of the Golf Park must be financially sustainable from user fees and must be
successful in attracting capital investment and annual financial support.
Now in the second year of operations, the Friends are seeing the benefits of the investments we
have made in the course and turf conditions with significant increases in year -over -year usage
and revenue. For the year 2024:
• Approximately 8500 equivalent 9-hole rounds of golf were played (18 holes = 2
rounds) versus the David Hein report from 2023 estimating 3711 rounds
played
• 1450 unique customers visited and paid for services at the Park, with 6900 total
return visits
• Nearly 250 customers visited more than 10 times in the year
• Approximately 200 Rounds of golf were played by youth 12-18
• It is clear that the driving range is an important revenue source and training
ground but also an attraction that brings golfers to play golf and importantly,
to socialize
36
Recent performance
To evaluate `how we are doing" and to assess our potential for growth, we have compared use
and revenue between our first 6 months of operation in 2024 and our January to June figures in
2025 (see Appendix Q. As outlined in Section 5, this 6-month year -over -year comparison
shows the following:
• Rounds played increased nearly 25%
• Golf rounds revenue rose 33%
• We saw a 45% jump in annual pass sales
• Disc golf grew from 100 to 400 rounds, generating enthusiasm and new income
streams
Financial conclusions from Friends first 18 months
We have reached several important conclusions from usage and financial data that lead to
developing our key performance indicators and that are necessary to reach our financial
sustainability goals
1. Rounds of golf must increase to somewhere between 15,000 to 18,000 9-hole rounds per
year in order to be financially viable in the long term. Continued private donations will
be required to meet our day-to-day operations until that threshold is reached.
2. The rounds of golf played can only be increased if the Friends continue to invest in
improving the physical condition of the course — which had been neglected for many
years — to attract golfers to play on our course versus the other available courses in the
area.
3. Friends must actively engage in the marketing and promotional activities described above
to increase revenue and to address the market trends in the industry.
4. The Friends must invest in revenue -generating facilities and items such as electric golf
carts and covered driving range areas with ball tracking and technology
5. The course must remain `a competitive 9-hole course' in order to achieve financial
sustainability.
6. The driving range is a significant source of the revenue for the Friends with the potential
to grow revenue at a faster rate than the greens fees. More importantly it is, and in the
future will be more so, a large part of the golfing experience and social network for
young and novice golfers
7. The Course must differentiate itself from the competition though superior customer
service, well -maintained course conditions, below market greens fees, as well as (and not
any less import) attracting non -golfers who support the values of the land ethic that the
Friends embrace to preserve the environmental features of the 58-acres of land and to
steward the land wisely
8. It is critical that Friends expands the activities at the Golf Park to a full range of ages and
abilities, and draw patrons with new items like disc golf, mini golf, foot golf, fling golf,
37
events, movies, other sports, the views, trails, and importantly the food and beverage
service. These additions, some of which have already been implemented or in the
planning stage, will create much greater public use and in many cases more revenue that
will greatly increase our financial viability.
5-year financial projection
The detailed usage and financial information allow us to confidently develop a 5-year financial
forecast, including consideration of the market trends and other factors noted in previous
chapters of the Plan.
Given the above, our 5-year financial projections are based on the following Key Performance
Indicators that we track now and will continue to monitor to establish if we are on target. We
believe these are very achievable KPI targets; should we exceed these targets, our financial
position will be even better than we project.
On the revenue side, our financial KPI's for the next 5 years are:
Revenue Category
2025
2026
2027
2029
2029
Rounds of golf played — daily
Base
+15%
+15%
+10%
+10
+10%
greens fees and punch cards
year
Number of Annual Passes Sold
+15%
+10%
+10%
+5%
+5%
Green Fee Rate Increase (while
+10%
+5%
+5%
+5%
+5%
remaining well below the
prevailin market rates
Drivin Range Use
+15%
+15%
.....
+10%
+10%
+1P.........
_..Cart
Rentals . . . ..... . . .
. ....
+15%
+15%
+10%+10%+1........
:
On the Expense ledger:
• Staffing will include 3.25 FTE with salary and benefit costs increasing 6% per year
• General operating and maintenance expenses will increase at an inflation -driven rate of
4% per year
If we meet these very reachable KPI's, we will reach the break-even point in revenue versus
operating expenses within 3 to 4 years, after which our net operating income grows to a
projected $50,000 in 2030. However, in addition to the operating revenue that the course
generates:
• The operation of the property will require continuing private donor support at a minimum
of $50,000 to $70,000 per year for the next 3 to 5 years to maintain operations, outside of
major capital investments, and to build up reserves
Private donations beyond the level of $70,000 per year will be dedicated to first building
cash reserves and then to investing in our major equipment and capital expenditure needs,
RN
and additional staffing. These future capital investments will also have a revenue benefit.
Donations beyond basic operating needs will also be directed to programming and to
financial assistance.
Revenue Model and Projections
Our detailed 5-year financial projection model, using the above KPI's, is included in Appendix
D. The results of that projection are highlighted below:
Rev. Cate ory
2025
2026 _
2027
2029
2029
2030
Annual passes
65,000
78,000
89,700
98,670
108,537
113,964
Greens Fees
96 509
122,084
147,417 _._
170,266
196,657
_
227,139
Driving Ran e
31,250_
35,938
41,328
45,461
50,007
55,008
Disc Golf
4,000
4,800
5,520
6,072
6,679
7,347
...
s _
Electric Carts
20,000
23,000
450
26,�
29,095
32,005
___.........
35 205
Total Golf
216,759
263,822
310,415
349,564
393,885
438,663
Total Sales rev
295,759
347,172
404 040
453,647
509,465
562,438
Gross Profit
265,759
332,272
388,195
436,809
491,585
543,465
Donations
............... _. .-..�.........
��....
113,000
-_
70,000
._
50,000
....... ...
50,000
50,000
50,000
Operating Costs, Personnel Costs and Net Operating Income
Cate o
2025
2026 ......
2027
2028
2029
2030
Personnel
Personas
210,000
230,000
243,800
258,428
273,934
290,370
Other
151,000
160,390
168,372
183,694
192,027
200,778
Ex enses
Rent to Cites
13,887
16,162
18,146
202379
22,498
Net
-95,241
-72,515
-40,138
-23,459
5,246
29,820
operating
income/loss
Likely
break-even
.............
_.
ear �.
39
Financial Summary
Break Even Analysis: Achieving our KPI targets will secure break-even operations by Year 4
and full self-sufficiency by Year 5, enabling expanded capital programs.
Sensitivity Analysis: A reduction in growth rate of 10% below our year 5 projection increases
the break-even year to Year 5, underscoring the importance of flexible membership models and
diversified revenue and of following the marketing and other strategies outlined in other chapters
of this Plan.
N
9. Capital Investment Plan (CIP")
Business Plan Findings & Recommendations
Reflecting on our first 18 months of operations under nonprofit management, we distilled
operational insights and identified strategic revenue sources that underpin our capital
investment needs. We have identified general capital projects that will improve our
operations and maintenance and increase our revenue position. Capital cost estimates are
only order -of -magnitude at this level of planning. Preparation of a Capital Improvement
Plan will refine these estimates. This Plan will be a targeted, data -driven capital
improvement roadmap for the next 5 years and for the 20-year horizon. Our Phase 2
operation of the Golf Park beginning January 2026 will include the preparation of the
detailed Capital Improvement Plan. The second half of Phase 2 and continuing into Phase 3
will be the Major Capital Investment stage.
SWOT Analysis
The Board and staff conducted a SWOT analysis to help guide our governance, operations,
marketing, and capital investment plan priorities.
Strengths
- Unique transformation from municipal
golf course to community -driven park
- Strong leadership with strategic, legal,
and financial expertise
- Robust volunteer and partnership
network
- Ecological restoration as a core value
and differentiator
- Inclusive, multi -use programming for
all ages
- Community support and municipal
alignment
Opportunities
- Strategic partnerships with local
businesses and civic groups
- Master Use Golf Plan to guide capital
investment and improvement
- Expanded events (golf, disc golf,
weddings, retreats) for regional draw
- Integrated city/hotel marketing
campaigns
Weaknesses
- Deferred maintenance across core infrastructure
- Limited internal capacity to manage growing
operational demands
- Reliance on seasonal revenue and event -based
income
- Limited marketing budget and regional brand
awareness
- Complexity of balancing golf and non -golf
audiences
- Resource constraints in staff, time, and capital
Threats
- City rezone for housing development threatens
financial viability and core facilities and green
space
- Volunteer burnout in a resource -constrained
environment
- Financial sustainability risks without major
capital influx; dependence on fundraising success
- Changing recreational trends and providing for
those new needs
41
- Positioning as a hub for ecological - National economic uncertainty
education and civic engagement
Key Findings that impact the Capital Improvement Plan
Key findings from our first 18 months of operation and as discussed within this Business and
Capital Improvement Plan that specifically relate to the development of our Capital
Improvement Plan over the next two years are described below.
Rezoning any or a portion of the golf park property for future housing development — and
thereby reducing the size of the course from "a competitive 9-hole course" - would
significantly reduce our revenue stream and revenue growth and seriously limit our ability to
be financially sustainable. Therefore, a Capital Improvement Plan project will assume that
the full historic course is protected, and improvements made to this course (irrigation,
mowing and maintenance equipment, and overall course improvements that will attract
golfers — such as greens, tee boxes, bunkers, fairways, focused irrigation areas, items to
maintain naturalized areas) will be made to the existing 9 holes. Any other configuration
would seriously reduce our ability to draw golfers to play our historic course — which is our
base income source -and therefore would have no payback potential for the investments
made in the course.
The Capital Improvement Plan must assume the driving range is available for major
investment and programming. There are huge programmatic opportunities for the driving
range that are discussed above under `golf trends.' The technology for swing assessment
and opportunity to play other courses on Al monitored technology is a huge market potential
and learning opportunity (ref. Top Golf, Inc.). Our golf course consultant studies concluded
that reducing the golf course layout would eliminate reduce revenue -generating
opportunities. and the trends toward 9-hole golf. Investment in course improvements and
facilities will be directed to 9-hole golfers, to hold competitive tournaments, attract
corporate sponsors of those tournaments, as well as youth and young adults who are the core
of our marketing and our market growth.
The Park's transition to nonprofit management yielded stronger branding, website and
digital booking improvements, and volunteer engagement —but revealed a sizable deferred -
maintenance backlog across park irrigation, buildings, and grounds which must be addressed
by our project development assessment and Capital Improvement Plan.
Continued City capital budgeting is critical to eliminating significantly deferred capital
investments to the buildings and facilities at the golf park. This City funding is one part of
the capital investment funding that the Friends anticipate needing.
Planning logically and prioritizing our high impact investments in key purchases of critical
maintenance equipment will bring high value-added economic return on donor investments.
42
Sequential planning for capital improvements will ensure that we don't build new amenities
atop failing infrastructure.
Initial operating data show promising revenue and usage increases from events, the mini -
golf course, and further improvements to the restaurant and the lower -level meeting space.
We will be translating these signals into dedicated capital lines —like the mini -golf
expansion and restaurant remodel —that amplify proven revenue streams.
To finance these projects our recent IRS designation as a charitable organization greatly
assists us in these efforts. The Capital Improvement Plan will identify funding sources for
proposed improvements. Beyond local donors, it will assess grant funding opportunities
from government agencies and foundations.
It is clear that revenue sources such as donations and grants (e.g., $250K for mini -golf)
create excitement for new initiatives, and that our projections show that earned revenue from
golf course operations might eventually cover operating costs; however, it is likely that
operational revenues will not adequately cover capital projects for necessary course
improvements and equipment(e.g., irrigation improvements, new tractor(s) and other park
equipment). The Capital Improvement Plan development must consider cash -flow
uncertainty.
The Friends understand that a major focus is to develop and maintain a strong donor and
grant program in order to enact a viable capital investment program. That finding drives our
push for diversified funding targeted grants, phased fundraising, corporate sponsorships,
and earned -revenue enhancements —so capital budgets rest on multiple stable pillars.
Additionally, City capital investment responsibilities, as detailed in the Lease, will be
necessary to implement a capital investment program.
These findings and insights lead directly to our recommendation:
To prepare a Capital Improvement Plan within 2 to 3 years —so that roles,
accountabilities, and capital needs align with the park's ambitions, which will define
more clearly future year metrics and projects.
Business Plan Conclusion Regarding Capital Projects and
Investment
The findings above, reinforced by our SWOT assessment, underscore the imperative to
move forward in Phase 2 toward a structured, long-term capital investment and financial
return -on -investment planning process. By rooting capital investments in measurable
financial outcomes, community benefits and stakeholder engagement, we seek to ensure that
every dollar earned or raised advances our mission, mitigates risk, provides the necessary
financial return and amplifies community value. With these findings, every capital
recommendation in future phases traces its origin back to concrete evidence, community
feedback, and operational learnings.
43
Phase 1 of our operation has been initial startup, initial equipment investment, collecting
data and learning the details of key success factors for our operations. These are all outlined
in the Plan and conclude with our financial sustainability model. It is only from the
knowledge and experience gained from our 18 months of operation that we have information
and tools to move to Phase 2 of our operation (and our metrics): our Capital Investment
Planning Phase. Our outline for entering into Phase 2 is as follows:
Capital Improvement Plan
Port Townsend Golf Park (2026-2030)
Introduction
For Phase 2 we will undertake a refined, data -driven strategy to develop a clear picture of
capital needs, returns and any needed modification to the metrics. This plan targets with a
shared 20-year vision co -created through the CIP
Our objectives and timeline for a Capital Investment Plan
1. Launch a Two -Year Capital Investment Planning process to engage our
stakeholders and City staff and deliver a plan by December 31, 2028.
2. Align Capital Investments to Business Objectives: Concentrate Phase 2 (2026-2030)
investments on revenue drivers, deferred -maintenance remediation, and community
programs, informed by initial 18-month data.
3. Institute SMART (Specific, measurable, achievable, relevant and time -bound)
capital projects: Define clear targets in Capital Investment Plan and include updates in
Lease required annual reports to the city.
4. Diversify Funding & Partnerships Combine targeted grants, thematic community
fundraising, and public/private sponsorships to stabilize capital project funding.
This 20-year strategic CIP will deliver:
• A visionary, community -aligned roadmap for phased capital investments.
• Robust financial modeling tied to verifiable revenues, grants, and philanthropy.
CIP Strategic Objectives
The process of creating a CIP will be based on the following strategic objectives:
1. Stabilize Financial Foundations
2. Rehabilitate and Activate Assets
3. Amplify Community Value
4. Strengthen Political & Community Support
5. Modernize for Resilience & Sustainability
The planning process will research other similar facilities and operations at other courses
(e.g. NLT), funding sources, and specific implementation timelines.
Master planning and identified capital projects will include:
acklc : Deferred irrigation, aging facilities, trail work, continued course upgrades and
aging infrastructure electrical, buildings, etc.)
FrontM-Loadi revenue Generating Projects: Restaurant, meeting room, and outside seating
area upgrades, paired with targeted marketing to shore up cash flow.
Elevating Community New gathering spaces, event infrastructure, and youth
programs transform the Golf Park into a year-round hub. Local hotels and retailers benefit
from tournaments that generate out-of-town visitors, including overnight stays (Stay and
Play).
Modemizing for resilience & Sustainabili Electric cart fleets, solar canopy installations,
and native habitat expansions showcase stewardship —unlocking sustainability grants and in -
kind partnerships.
20-Year Draft Capital Plan Summary
We have begun a 20-year capital plan that will serve as the initial capital investment plan
draft that will be further fleshed out and developed during the CIP planning process
The following table is our initial outline of capital improvements to be programmed in this
20-year CIP
Phase Years
Key Investments
Sprinkler system; maintenance equipment; clubhouse & restaurant
2024—
1
upgrades; branding; E/W trail; mini -golf planning, professional golf course
2025
designer evaluation of course with recommendations
Irrigation upgrades; restaurant remodel; N/S trail; putt -putt construction;
2026—
2
terrace & stage; driving range prep; solar & cart shed; parking & signage;
2030
sustainability & marketing plans
2031—
Covered driving range (Top Tracer); park lighting & safety; wayfinding;
3
2035
event enhancements
2036—
TBD—refined after I0-year review and CIP guidance. Opportunities
4
2046
include outdoor and environmental education, enhanced event space
The following Table's primary focus is for Phase 2 (2026-2030) and contains detailed
strategic priorities:
Strategic Priority Key Investments
Infrastructure Repair • Irrigation upgrades & drainage, Trail surfacing
45
Clubhouse & Community . Welcome Center remodel, Restaurant & kitchen upgrades
Hub
Recreation • 18-hole mini -golf completion, Expanded Disc & Fling Golf
Diversification offerings
Digital Services • Website overhaul, Targeted promotional campaigns
Sustainability Initiatives • EV cart fleet completion, Solar canopy installation, Native
prairie planting expansion
Volunteer Support « Stipend programs, Equipment grants, Training workshops
Sequencing these strategic priorities should reduce financial risks and deliver visible
progress. For example, concurrent clubhouse and restaurant enhancements catalyze event
revenue. Partnerships with the City and LTAC amplify marketing reach. Recreation
diversification and digital upgrades deepen engagement and boost ROI. Volunteer support
structures prevent burnout and sustain momentum.
Overall, we expect this Golf Park Capital Improvement Plan will be prepared and submitted
to the City be December 31.2028 and will outline the capital projects, anticipated funding
sources and timelines. Included will be updated site plan maps, concept designs and
financial analysis.
1 O.Metrics
The City — Friends Lease includes a table that lines out metrics over four phases
• Phase 1: January 1, 2024
— December 31, 2025
• Phase 2: January 1, 2026
— December 31, 2030
• Phase 3: January 1, 2031
—December 31, 2035
• Phase 4: January 1, 2036
— December 31, 2046
Included in Appendix E is a Table of the metrics for Phase 1 and details how the Friends
have met those Metrics. While as of July 31", the metrics are met, efforts will continue in
this Phase 1 period to further add achievements to these metrics.
Included in Appendix F is a recommended metric table for Phases 2, 3, and 4 that makes
changes to the metric table found in the Lease. These changes are based on our experience
operating the Golf Park over the last 18-months and are intended to continue our
implementation and improvements for public access and benefit, environmental
sustainability, partnerships, accountability, and financial sustainability.
47
. Conclusion
Friends of Camas Prairie Park have demonstrated the capacity to run a thriving, fiscally
responsible municipal golf park operation that deepens community bonds and honors ecological
values. We respectfully request the City's formal endorsement of this unified plan, confirming
our conclusion of financial sustainability, and enabling us to secure grants, engage contractors,
and finalize partnerships. Together, we will ensure that Camas Prairie Park remains a
sustainable, inclusive community resource for generations to come, and that it is a major
achievement and success for the City, the Friends, and most importantly, for the Community, and
a success that lessens the costs the citizens of Port Townsend would otherwise bear without the
operation of the Camas Prairie Park by the Friends non-profit.
In addition, we respectfully request the City remove the Blaine Street housing development
proposal from our Lease and from any rezone or Comprehensive Plan amendment —for now and
into our 20-year operation and management lease. As we have discussed throughout the Plan, it
is a financial necessity for Friends to remain a competitive 9-hole golf course if we are to
continue on our forward path to financial sustainability, with a win -win asset and ground-
breaking long-term partnership with the city. Our financial analysis indicates that we achieve a
`break-even' financial point in 3 to 4 years with marketing of our unique and historic course.
Further, as we are now moving into Phase 2, we recognize the need for a more thorough
assessment of future capital project's needs, the cost and the timing and phasing of these
improvements based on all that we have learned in our Phase 1 operations. Over the next two to
three years we will prepare a Capital Improvement Plan in concert with Michael McCartin, a golf
course architect and one of the Founders of the National Links Trust, that will include site
planning, will define capital improvement needs, address public access, may potentially propose
revised metrics, and will align Friends, City staff, Council, and the public around data -driven
capital improvements for the future. Front -loaded capital improvements that provide revenue
enhancements, proactive projects that enhance maintenance and environmental sustainability,
and robust governance will optimize investments and cash flow and reduce risk for the
investments —for us all. Simultaneously, a newly remodeled restaurant, new gathering spaces,
expanded recreational activities, youth programs, accessible trails, and green infrastructure will
elevate community support, pride and park ecological stewardship.
The goal for both Friends' and the City is to provide public benefit by the use of the Camas
Prairie Park and provide public access so that the 10,000 plus City resident owners of the park
have use of and enjoyment of the park, rather than a very small contingent of golfers. Great
progress has been made in the year and one-half of the Friends' operation, and with the approach
lined out in this Business Plan and our proposed phase 2 capital assessment and investment
plans, the Friends believe the potential of Camas Prairie Park is vast.
Our efficient operations, dedicated employees, well-credentialed and enthusiastic volunteer
corps, and investment in a welcoming environment for the community, along with our proposals
for the future, including the CIP process presents a compelling roadmap to transform Port
Townsend Golf Park into a nationally recognized model of municipal park recreational,
ecological, and financial sustainability.
We conclude with a quote from Section 5 Trends on lifestyle drivers:
"Facilities that emphasize their natural beauty and setting and foster a sense of
community with unique events and experiences position themselves as local destinations
for more than just a place to play golf. "
Camas Prairie Park clearly provides and seeks to enhance all of those attributes for our
community.
We look forward to co -creating this 20-year PT Golf Park vision with the City of Port Townsend
and our community partners.
Prepared by: Friends of Camas Prairie Park Port Townsend, Washington
Appendices
Appendix —supporting documents:
A. Friends of Port Townsend Golf Park Organization
B. Year over year P&L comparison: Jan — June 2024 vs Jan — June 2025
C. Statement of Activity October 2023 — December 2024
D. 5-year financial projection pro forma -
E. Metrics Compliance — Phase 1, the First Two Years
F. Updated 20-year metrics table 2026-2046 FY
Restaurant
Manager
City of Port Townsend
General Manager
Pro Shop
Manager
Restaurant Staff NjI ProShop Staff
Appendix B
Friends of Port Townsend Golf Park
Statement of Activity Comparison
January - June, 2025
Total
Jan -Jun, 2024
Jan - Jun, 2025
(Pl)
% Change
Revenue
Annual Pass - Membership
57,916.59
39,502.73
46,61 %
Cart Rentals
10,499.24
5,159.45
103.50%
Cart Storage
3,524.98
4,225.00
-16.57%
Club House Rentals
899.36
Club Membership Dues
3,522.00
-100.00%
Driving Range
14,435.53
11,413.34
26.48%
Events- Public & Clinics
115.00
-100.00%
Interest Income
5.21
Pro Shop Sales
15,961.68
10,823.13
47.48%
Restaurant Sales
6,464,70
9,714.86
-33.46%
Rounds
46,219.63
34,662.86
33.34%
Square / Deposit Adjustment
-2,254.57
100.00%
Square Deposits
0.00
0.00
Tournaments
6,488.24
8,117.91
-20.07%
Total Revenue
$
162,415.16
$
125,001.71
29.93%
Cost of Goods Sold
Event Expense
3,091.97
450.00
587.10%
Pro Shop Costs
7,744.24
12,772.44
-39.37%
Restaurant Cost of Goods
2,441.43
7,854.00
-68.91 %
Tournament Costs
1,983.29
Total Cost of Goods Sold
$
15,260.93
$
21,076.44
-27.59%
Gross Profit
$
147,154.23
$
103,925.27
41.60%
Expenditures
Grounds
49,613.52
37,810.98
31.21%
Operations
39,721.26
31,302.55
26.89%
Staffing & Payroll Taxes
108,381.22
49,990.54
116.80%
Total Expenditures
$
197,716.00
$
119,104.07
66.00%
Net Operating Revenue
60,561.77
b
15,178.80
-233.11%
Other Revenue
Public Support
36,078.19
98,194.96
-63.26%
Special Event Sponsor
10,250.00
-100.00%
Total Other Revenue
$
36,078.19
$
108,444.96
-66.73%
Other Expenditures
Building Repair
5,730.82
Restaurant Equipment Buyout
7,000.00
Restaurant/Remodel Costs
34,253.19
2,274.06
1406.26%
Special Event Expense
11,449.00
-100.00%
Total Other Expenditures
$
46,984.01
$
13,723.06
242.37%
Net Other Revenue
10,905.82
$
943721.90
-111.51%
Net Revenue
$
61,467.59
$
79,543.10
-177.28%
Appendix C
Friends of Port Townsend Golf Park
Statement of Activity
October 2023 - December 2024
Total
Revenue
Annual Pass - Membership
51,895.03
Cart Rentals
14,224.38
Cart Storage
4,825.00
Club Membership Dues
3,522.00
Driving Range
24,859.73
Events- Public & Clinics
1,325.00
Pro Shop Sales
21,719.76
Restaurant Sales
24,678.85
Rounds
82,065.12
Square / Deposit Adjustment
84.99
Square Deposits
0.00
Tournaments
15,744.76
Total Revenue
$
244,944.62
Cost of Goods Sold
Event Expense
4,725.00
Pro Shop Costs
25,420.06
Restaurant Cost of Goods
12,970.26
Total Cost of Goods Sold
$
43,115.32
Gross Profit
$
201,829.30
Expenditures
Grounds
75,462.00
Operations
69,400.32
Staffing & Payroll Taxes
132,073.91
Total Expenditures
$
276,936.23
Net Operating Revenue
,$
75,106.93
Other Revenue
Public Support
282,630.72
Special Event Sponsor
10,250.00
Total Other Revenue
$
292,880.72
Other Expenditures
Restaurant/Remodel Costs
2,766.03
Special Event Expense
12,949.00
Total Other Expenditures
$
15,715.03
Net Other Revenue
$
277,165.69
Net Revenue
$
202,058.76
Appendix C
Friends of Port Townsend Golf Park
Statement of Activity
October 2023 - December 2024
Total
Revenue
Annual Pass - Membership
51,895.03
Cart Rentals
14,224.38
Cart Storage
4,825.00
Club Membership Dues
3,522.00
Driving Range
24,859.73
Events- Public & Clinics
1,325.00
Pro Shop Sales
21,719.76
Restaurant Sales
24,678.85
Rounds
82,065.12
Square / Deposit Adjustment
84.99
Square Deposits
0.00
Toumaments
15,744.76
Total Revenue
$
244,944.62
Cost of Goods Sold
Event Expense
4,725.00
Pro Shop Costs
25,420.06
Restaurant Cost of Goods
12,970.26
Total Cost of Goods Sold
$
43,115.32
Gross Profit
$
201,829.30
Expenditures
Grounds
75,462.00
Operations
69,400.32
Staffing & Payroll Taxes
132,073.91
Total Expenditures
$
276,936.23
Net Operating Revenue
-$
75,106.93
Other Revenue
Public Support
282,630.72
Special Event Sponsor
10,250.00
Total Other Revenue
$
292,880.72
Other Expenditures
Restaurant/Remodel Costs
2,766.03
Special Event Expense
12,949.00
Total Other Expenditures
$
15,715.03
Net Other Revenue
$
277,165.69
Net Revenue
$
202,058.76
Appendix D
Friends of Port Townsend Golf Park oct'23
Financial Projection - 5 Year
to dec '24
2024
2025
Actuats
Estimate
Rounds of Golf (Note: 9-hole equivalent)
Number of Annual Pass Holders
30
60
Number of Annual Pass Holder Rounds
4200
5040 +20%
Paid Rounds of Golf
4300
5332 +24%
2026 2027 2028 2029 2030
69 15% 76 10% 83 10% 88 5% 92
5796 15% 6376 10% 7013 10% 7364 5% 7732
6132 15% 7052 15% 7757 10% 8532 10% 9386
TOTAL #ROUNDS
8,500
10,372
11,928
13,427
14,770
15,896
17,118
Rates
Annual Pass
1,200
$1,260.00
5%
$1,323.00
5%
$1,389.15
5%
$1,458.61
5%
$1,531.54
9-Hole Fee (Summer)
$22.00
$24.00
$ 26.40
10%
$27.72
5%
$29.11
5%
$30.56
5%
$32.09
Average Per Round Fee
$17.70
$18.10
$ 19.91
10%
$20.91
5%
$21.95
5%
$23.05
5%
$24.20
Revenue/Sales
Golf Rounds (green fees + punch cards)
$79,808
$96,509
21% $122,084
$147,417
$170,266
$196,657
$227,139
Annual Pass
$55,417
$65,000
17% $78,000
20%
$89,700
15%
$98,670
10%
$108,537
10%
$113.964
Cart Rental
$14,224
$20,000
41% $23.000
15%
$26,450
15%
$29,095
10%
$32,005
10%
$35,205
Driving range
$24,859
$31,250
26% $35,938
15%
$41,328
15%
$45,461
10%
$50,007
10%
$55,008
Tournaments
$15,745
$20,000
$20,600
3%
$21,218
3%
$21,855
3%
$22,510
3%
$23,185
DISC Golf
$2,257
$4,000
$4,800
20%
$5,520
15%
$6,072
10%
$6,679
10%
$7,347
Clinics & Lessons
$1,325
$2,000
$2,400
20%
$2,640
10%
$2,772
5%
$2,911
5%
$3,056
Pro Shop Sales- Golf Items
$6,220
$10,000
$10,500
5%
$11,025
5%
$11,576
5%
$12,155
5%
$12,763
Pro Shop - Merchandise
$10,554
$12,000
$12,600
5%
$13,230
5%
$13,892
5%
$14,586
5%
$15,315
Pro Shop Food & Drink
$4,945
$5,000
$5,250
5%
$5,513
5%
$5,788
5%
$6,078
5%
$6,381
Beverage - B/W
$24,679
$30,000
F&B Service Net (see separate FB fin plan)
$0
$30,000
$36,000
20%
$43,200
20%
$51,840
20%
$57,024
over/under
$85
Events/Club house rentals - net
$2,000
$4,000
$5,000
$5,500
10%
$6,050
Gross Sales
$ 240,118
$ 295,759
$ 347,172
$ 404,040
$ 453,647
$ 509,465
$ 562,438
Cost of Goods Sold
Pro Shop - golf related
$7,383
$7,000
$7,350
5%
$7,718
5%
$8,103
5%
$8,509
5%
$8,934
Merchandise Cost
$16,277
$8,000
$8,400
5%
$8,820
5%
$9,261
5%
$9,724
5%
$10,210
Food/drink - pro shop
$1,761
$3,000
$3,150
5%
$3,308
5%
$3,473
5%
$3,647
5%
$3,829
Beverage - B/W
$12,970
$16,000
Eventexpense
$4,725
Total COGS
$ 43.116
$ 34,000
$ 18,900
$ 191845
$ 20,837
$ 21.879
$ 22,973
Net Operating Inc
$197,002
$ 261,759
$ 328,272
$ 384,195
$ 432,809
$ 487,585
$ 539,465
Cart Storage - Rentals
$4,827
$4,000
$4,000
$4.000
$4,000
$4,000
$4,000
Gross Profit
$201,829
$265,759
$332,272
$388,195
$436,809
$491,685
$543,465
25%
4% City Rent based on Gross Sales
$
$ 13,887
$ 16,162
$ 18,146
$ 20,379
$ 22,498
Gross profit after Rent Paid to City
$ 265,769
$ 318,385
$ 372,034
$ 418,663
$ 471,207
$ 520,968
Expenses
Staffing -salary+indirect
$132,074
$210,000
Business Manager.75 FTE
$60,000
$63,600
6%
$67,416
6%
$71,461
6%
$75,749
Course Superintendent 1.0 FTE
$80,000
6%
$84,800
6%
$89,888
6%
$95,281
6%
$100,998
Pro Shop Manager .75 FTE
$45,000
6%
$47,700
6%
$50,562
6%
$53,596
6%
$56,811
Grounds Crew .75 FTE
$45,000
6%
$47,700
6%
$50,562
6%
$53,596
6%
$56,811
TOTAL Staff Expense
$230,000
$243,800
$258,428
$273,934
$290,370
Grounds
Equipment
$5,346
$8,000
$10,000
$10,400
4%
$10,816
4%
$11,249
4%
$11,699
Small Tools, Equipment
$2,556
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Turf/greens Supplies
$3,700
$6,000
$6,240
4%
$6,490
4%
$6,749
4%
$7,019
4%
$7,300
Irrigation Supplies
$12,763
$10,000
$10,400
4%
$10,816
4%
$11,249
4%
$11,699
4%
$12,167
Fertilizer, Chemicals
$5,083
$5,000
$5,200
4%
$5,408
4%
$5,624
4%
$5,849
4%
$6,083
Maintenance, Repairs, Supplies
$8,125
$10,000
$10,400
4%
$10,816
4%
$11,249
4%
$11,699
4%
$12,167
Fuel
$4,136
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Tree Removal Services
$1,909
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Other Grounds Expense
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1.170
4%
$1,217
Water use - well water $1.5/1000 gal)
$7,500
$8,000
4%
$16,000
4%
$16,640
4%
$17,306
Signage, Amenities
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Golf Cart Costs
$4,177
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Driving Range Expense
$3,153
$8,000
$5,000
4%
$5,200
4%
$5,408
4%
$5.624
4%
$5,849
Utilities & Water
$11,281
$15,000
$15,600
4%
$16,224
4%
$16,873
4%
$17,548
4%
$18,250
Insurance
$11,948
$14,000
$15,400
10%
$16,324
6%
$17,303
6%
$18,342
6%
$19,442
Other Course Expenses
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1,170
4%
$1,217
Excise to City
$1,284
Operations
Accounting
$1,644
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Legal
$3,506
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Website & Email Accounts
$3,653
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Marketing
$2,450
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Advertising
$8,076
$8,000
$8,320
4%
$8,653
4%
$8,999
4%
$9,359
4%
$9,733
Memberships & Dues
$3,522
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1,170
4%
$1,217
Bank Charges & Fees
$4,910
$8,000
$8,800
10%
$9,680
10%
$10,648
10%
$11,713
10%
$12,884
Postage
$169
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1,170
4%
$1,217
Office Expense & Supplies
$1,425
$1,500
$1,560
4%
$1,622
4%
$1,687
4%
$1,755
4%
$1,825
Computers, Hardware, Printers
$884
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Software
$1,811
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Printing
$4,429
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1,170
4%
$1,217
Business Taxes
$2,321
$1,000
$1,040
4%
$1,082
4%
$1,125
4%
$1,170
4%
$1,217
Other Op Costs
$918
$1,500
$1,560
4%
$1,622
4%
$1,687
4%
$1,755
4%
$1,825
Contract help
$12,356
$3,000
$3,120
4%
$3,245
4%
$3,375
4%
$3,510
4%
$3,650
Restaurant Equipment
$14,000
$8,000
$5,000
4%
$5,200
4%
$5,408
4%
$5.624
4%
$5,849
Building Furnishings
$1,500
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Trails & Sitework
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Filingfees, Permits
$1,517
$2,000
$2,080
4%
$2,163
4%
$2,250
4%
$2,340
4%
$2,433
Fundraising Exp./vol. recog.
$1,308
$4,000
$4,160
4%
$4,326
4%
$4,499
4%
$4,679
4%
$4,867
Total Expenses w/o payroll
$276,934
361,000
$160,900
$168,372
$183,694
$192,027
$200,778
Total Expenses including payroll
$390,900
$412,172
$442,122
$465,961
$4919147
Operating Net Income/Loss
-$75,105
-95,241
0-$72,515
$0
-$40,138
$0
-$23,459
$0
$5,246
$0
$29,820
Capital Expenses
Grounds Maintenance Euipment
$45,000
25,000
Golf Carts
$25,000
Restaurant - Equipment
$15,000
Restaurant, Clubhouse
$12,000
$40,000
Total Capital Expenses
$82,000
$80,000
Net Inc. for year including capital exp.
-$157,105-$175,241-$72,515-$40,138-$23,459 $5,246 $29,820
Donations - non -directed
$230,651
$25,000
Events
$10,250
pass through
$1,980
Donations - directed to specific items
$25,000
$18,000
Yearly donation target- unreceived
$70,000 $70,000 $50,000 $50,000 $50,000 $50,000
Fund Balance - including donations
$110,776
$48,535 $46,020 $55,882 $82,423 $137,669 $217,490
Directed donations unspent
$25,000
Appendix E — Metrics Compliance — First Two Years
Metrics
The Following table demonstrates that the Friends have met their metrics through our Phase 1 of
operations. We note that these metrics have been reported to the City Quarterly as per the terms
of the lease. The following is the compilation and status of our Phase 1 metrics.
_.............
Appendix
.......
Phase 1: 2024-2025
Business Planning and Initial Public Access
Actions
_.....
Lease Metrics to me_...
et in Phase 1
-
Report on meeting Lease Metrics
Park craations Goals
.... ............ ........ .........
All of these goals have been met as demonstrated by the
Initial renovations and improvements are
increase in usage (25% more golf rounds); basic maintenance
completed; maintenance operations are
equipment has been purchased and is being operated to
underway; needed equipment is secured; train
maintain the grounds; the paid staff and volunteers are
operations staff & volunteers
running a positive organization.
There are no specific metrics for this Goal
_.
_...� � ..
F"in anci l Pl�anniaa c. Governance
Fri.._..
'ends financial and operating data is being collected
Data collection and tracking of operations;
through point of sale (POS) software;
prepare business and capital investment plan;
develop marketing & fund-raising plans; 2-
year ear milestones are reached and a 20-year
commitment in place
Metric: Produce a business plan that projects
Metric: Business and Capital Investment Plan is submitted by
financial sustainability on an achievable
August 1. It lays out the Key Performance Indicators for
timeline and lays out the metrics for
financial sustainability and projects that operations can be
subsequent phases
self-sustaining within a minimum of 4 to 5 years. A metrics
table for future phases is contained in Appendix F.
Coma unity c ces.y
Improve community access through near term
successes; evaluate trial course play closure
times; install E/W trail; verify trail plan
locations. Utilize the driving range and
welcome center building to hold seasonal
concerts and events. The City, in
collaboration with the Friends, reserves the
right to continue to explore and select an
available location for other municipal
purposes, provided that it will not interfere
with the area set aside for possible future
housing, other recreational opportunities
planned for the Golf Park nor hinder the
Friends' ability to operate a successful
business model for the golf course operations.
Metric: E/W trail will be installed and open
to the public; signage for the trail will be
installed; a plan for the layout of the N/S trail
and subsequent trails will be produced; golf
course will be closed to play for at least the
equivalent of 6 full days a year for public
access; at least 4 community events will be
held a year during first 2 years; produce a
plan that sets thresholds for increasing
community usage for metrics in subsequent
phases
Friends have significantly increased public access, as much
through our inviting atmosphere as through any physical or
programming improvements.
Significantly, Friends has instituted First Sundays in the park
and promoted events for the public.
Metrics: The E/W trail alignment is established and signage is
installed. The N/S trail alignment has been planned and will
be constructed in the next few years.
The course is closed for half days on the First Sunday of each
month — for the equivalent of 6 full days per year.
• Many community events have been held over the last
18 months, in addition to the music concerts and
programming for the First Sundays, including; Grand
opening May 5, 2024
• Annual `birthday' on May 4, 2025
• Kids corners
• Kid golf instruction
• Disc Golf demonstrations
• Open walking (w/ dog if desired) throughout Park
• Fun competitions
• Food and Beverage service
• Variety of music offerings
• Community booths
• Nature and Prairie tours
&12and R creation Use,
Design and fund miniature golf; continue and
expand cross country team and other uses;
school and family programs defined; disc and
foot golf are integrated into operations
Metric: Disc and foot golf targets are installed Metric: Disc golf targets have been installed. Foot golf
to allow for rounds of golf by these user course being planned, possibly incorporated into Disc Golf
groups; plans for additional programming will basket poles.
be produced
Initial funding commitment of $250,000 has been received for
mini golf.
High School Co -Ed Golf Team (no cost to Districts or Team
Members, including off hours free golf during season), Cross
Country Team
Women's and Elementary School Golf and Disc Golf Clinics
Local Corn Hole Tournaments
Build Parinenyhip
Develop uses and agreements with service
clubs, tribes, schools, Native Plant Society,
and other community groups; convene
technical advisory committee; continue
practice of holding fundraising tournaments to
benefit local organizations
Metric: partnerships have been established with
Metric: Invitations will be sent to as many
a Intellectual Developmental Disabilities (IDD) Group
local groups as possible with the goal of a
meeting including visitors from as far away as Seattle
minimum of 4 groups to be in partnership
• IDD Job Training
with the Golf Park
9 School Districts
• Native Connections Work Group
0 First Federal Bank
• Saltfire use of facility for Improv
o WA Native Plant Society Work Parties
PT Disc Golf tournaments
o Jefferson Land Trust field course
• Rhody Festival Reveal
o Tournaments for PT Paper, Rhody Festival, PTHS
Alumni, Hilltop
Hickory Club Challenge
Beasts and Children Fun Run Benefit
Ricilities inn r vement
Main buildings cleaned and updated:
welcoming entry, pro shop, first floor and
basement improvements; expand meeting and
community uses; maintenance buildings
cleaned and in full use
Metric: Existing "clubhouse" will be
Metric: The clubhouse restaurant has been fully remodeled
refurbished & rebranded as a welcome center;
and upgraded. Rebranding of the Golf Park to Camas Prairie
it will be publicly advertised that it is
Park is completed with logo. Clubhouse has been rebranded
available for rent for community use by
"Coyote and Crow." Basement space is now usable, though
organizations & private individuals
efforts are still needed for larger events. A major advertising
campaign will kick off for August 3rd 1" Sunday for use of
................................. ........
facility, restaurant and beverage service
....
Grounds and Tur
Initial irrigation upgrades; initial tee and
greens improvements, per David Hein Report
Metric: Improved condition of the golf
course; updated irrigation installed; native
areas will be enhanced by 10% per year; turf
management plan will be produced by the
superintendent which will determine the
metrics in subsequent phases
Metrics: Maintenance staff spent countless hours in our first
18 months of operation locating and mapping existing buried
sprinkler heads and the irrigation system. Over $10,000 in
new efficient sprinkler heads were installed in our first year
focused on the greens, with $10,000 budgeted for 2025, all
resulting in a marked improvement in efficiency of watering.
Rave reviews are coming on the improved condition of the
greens. Golf course conditions significantly improved based
on visual and customer feedback.
Improvement to tee boxes is next.
Turf management: Mowing patterns have been revised for a
more efficient use of machinery time. Minimal mowing areas
allow for the introduction of natural areas typical of a links
course.
Native area enhancement: Friends are working with Forrest
Shomer to extend the camas prairie below the tee box at hole
no. 7. Nearly an acre has been added and is being left un-
mowed for re-establishment of Camas Prairie in that area,
well over the 20% increase in the metrics.
Environmental
S tewa�r Maid.
Identify and expand native and prairie
planting areas; adopt sustainable turf
management practices; wildlife plan for
course -wide enhancements
Metric: turf & grounds management plan Metric: a draft turf management plan has been prepared and
produced by superintendent to include details will be submitted by fall 2025.
on transition to sustainable practices
Environmental Stewardship Committee has been established
to advise the Friends about environmental issues, trees,
vegetation, sustainable practices.
Friends authorized a UW Capstone Project, approved through
student's professor, to develop a sustainability plan for the
Park.
Superintendent certified for chemical applications, though
such applications are very minimal right now.
Native areas have been significantly expanded. A reduction
to minimal mowing has been implemented in many areas of
the park. These areas enhance the wildlife habitat of the park.
These practices will continue as we learn more about these
sustainable practices
Technical Advances
New electronic controls for sprinklers;
transition to electric equipment and carts
Metrics: 4 electric golf carts were purchased and 1 gas cart
converted to electric.
Sprinkler controls have been all been located and are repaired
and operational. Optimal timing is being established.
Upgrades to the irrigation system will be ongoing yearly.
Soil samples have been taken to better determine soil
moisture and soil conditions.
Note: In discussions with other courses, use of electric
mowers and heavier equipment not functional at this point.
We are evaluating electric equipment feasibility for potential
............
long-term use.
............
. _
Other (7a aital in r ovements
Friends to work collaboratively with the City
on locating and applying for a grant for nature
playground
Metric: Friends actively worked with the City and a Work
Group on choosing a playground consultant. A public meeting
was held at the golf park. An RCO grant was submitted by the
City, but City application not funded so potential playground
awaits next funding cycle from RCO. .......__.....m..
...
ter clahle � oigirr _...
A ' °
Friends has completed.._._...
ourphase 1 due diligence for the
Evaluate golf course design and operations in
`housing plan' clause outlined in Section 10.a. of our lease by
collaboration with City housing initiates and
engaging a course designer von Hegge, Smelek and Baril to
site planning, if underway.
evaluate the impact of housing along Blaine Street on our
ability "to preserve a competitive 9-hole golf course." The
firm also evaluated course design issues related to relocating
fairways and greens.
Friends also conducted due diligence on deed history and
restrictions. Legal opinion by attorney submitted separately to
City.
Appendix F
Lease Metrics Phasing and Milestones — 2026 - 2046
p years, 2026— 2046).
' future ears
Note: Friends has included this Proposed Metrics Table or r
Phase 2: 2026- Phase 2: 2026- Phase 3: 2031- �` Phase 4: 2036- Phase 4: 2036-
2030 2030 Proposed 2035 ��� 2046 2046
Revised Proposed
Revised
5-year milestones 5-year 5-year 10- ear 10-Year
Investment and milestones milestones milestones milestones
Full Capital Major Capital Operation of Operation of
Implementation Investment Investments Model Links Model Golf
Phase with Public Planning - with Phase Golf Park and Park and
Programs Public Public Access Public Access
Underway Programs Programs Programs
Underway
WPark crcrParkG ertions Park eration�
Par 0wrations "q eralions
.
Goals Goals sGoals Goals Goals
Undertake capital Prepare a Park Continue targeted _ Links course Course becomes
improvements based Master Plan and investment in r becomes a a statewide
on business and Capital course ,�� statewide model of model of the 9-
investment plans and in1 rovement improvements ) the 9-hole course hole course with
h
phasing plans; Plan by dec 2028. such that the the unique
operations team is Begin course is operated business model
fully in place; implementation as a destination 1 �� of operation by
volunteer programs of capital links course �p� � a non-profit
underway projects;' corporation.
operations team
and volunteer
l�programs �1 ,
underwa ��1, , .,,,,,,.,,
Financial i 1anning&t
Governance
Implement marketing
plan; new board
members replace
interim board;
ongoing fundraising;
capital campaign is
completed to fund
phased improvements
Metric: To be
determined by the
business plan
submitted in Phase
I Study Period
Financial
Planning &
Governance
Implement the
marketing
strategies in the
Business Plan;
implement
fundraising
strategies to meet
the revenue needs
identified in the
Business Plan
and Capital
Improvement
Plan.
Metric:
Implement the
marketing and
fundraising
campaigns to
fund operations
and capital
improvements.
Prepare a Master
Plan and Capital
Improvement
Plan
Financial
Planning
Governance
Marketing
partnerships are
fully developed
and utilized;
visitor packages
with hotels in
place; annual
financial
sponsorships are
secured; annual
charity events are
fully scheduled
and underway
Metric: To be
determined by a
business plan
submitted in Phase
1 Study Period
Financial
Planning &
Governance
NP generates
funds to contribute
to other
community causes
Metric: To be
determined by a
business plan
submitted in Phase
1 Study Period
Financial
Planning &
Governance
NP is self-
sustaining and
assists other
community
groups in their
efforts.
Metric: Update
the Business
Plan, and
Capital
Improvement
Plan and
implement
recommendation
s from the Plan.
Community Access
Trail installation
continues; N/S trail
completed;
wayfinding design is
completed; regular
course closure times
established; year-
round event and
concert programming
is underway
Metric: the N/S trail
will be completed
and open to the
public; the
wayfinding plan will
be submitted to the
City for approval;
additional community
events will be
scheduled per year
per threshold
established after 2-
year Study Period;
full programming of
community and
visitor use (meetings,
weddings, etc.)
Community
Access
Trail installation
continues; N/S
trail completed;
wayfinding
design is
completed;
regular course
closure times
established; year-
round event and
concert
programming is
underway
Metric: the N/S
trail will be
completed and
open to the
public; the
wayfmding plan
will be submitted;
additional
community
events will be
scheduled each
year; full
progr#imning of
community and
visitor use
(meetings,
weddings, etc.)
Community
Access
Continue trail
improvements;
install wayfinding,
signage, and
lighting; public
access modes are
well-defined and
used
Metric:
Wayfinding and
trail beacons (as
approved) will be
installed; new
trails will be
installed and open
to the public per
the plan generated
in the Phase 1
Study Period
Community Access
Golf park grounds
are a well -
established
community
treasure
Metric: To be
determined in
future
collaboration with
City Staff
Community
Access
Golf park
grounds are a
well -established
community
treasure
Metric: To be
determined in
future
collaboration
with City Staff
. gLl(,!Recreation
Uses
Install miniature golf,
ongoing
programming
connections with
youth and family
Metric: Miniature
golf operations are
fully underway;
additional metrics are
to be determined by
the plan produced in
Phase 1 Study Period
Boil L)gttrier-slag
Continue work,
programs, &
fundraisers with
community groups;
consult regularly with
the technical advisory
committee
Metric: Continue to
invite additional
groups with the goal
of adding at least 2
new partnership
groups that will
access the golf park
per year; host at least
6 annual fundraising
events for community
groups and/or
charities each year
Expand
Recreation Uses
Install miniature
golf, ongoing
programming
connections with
youth and family 1
and the school
district
Metric: Miniature
golf operations
are fully
underway; Youth 1
programs are
established with
the school
districts; further
recreational
opportunities are
evaluated and
implemented
based on study of
success, cost,
fees, likelihood
Partnerships
Continue work,
programs, &
fundraisers with
community
groups; consult'
regularly with
Parks,
Recreation, Tree
and Trails
Advisory Board
Metric: Continue
to invite
additional groups
with the goal of
adding at least 2
new partnership
groups that will
access the golf
park per year;
host'a minimum
of 6 annual
fundraising
events for
community
groups and
charities.
Expand
Recreation Uses
Connections with
school programs
are fully
underway; family -
friendly
programming is
well -established
Metric: To be
determined by
plans produced in
Phase 1
Build
Partnerships
Continue to
identify
compatible
associations and
resources
Metric: Continue
practice of
invitations to
groups; increase
annual fundraising
events in
number/amount
raised
Expand
Recreation Uses
Maintain existing
established
programs and
continue to
explore new ones
Metric: To be
determined in
future
collaboration with
City Staff
Build,Partner:shi
Continue ongoing
outreach efforts to
groups in the
community
Metric: Maintain
the practice of
regularly inviting
groups to utilize
the facilities;
continue to
increase annual
fundraising events
in number/amount
raised
Expand
Recreation Uses,
Maintain
existing
established
programs and
continue to
explore new
ones
Metric: To be
determined in
future
collaboration
with City Staff,
school district
and community
groups
Build
Partnerships
Continue
ongoing
outreach efforts
to groups in the
community
Metric:
Continue
ongoing
partnerships;
continue to
invite groups to
utilize the
facilities;
continue to host
fundraising
events for
community
groups and
charities.
_Facilities
Improvements
Plan for welcome
center renovation
complete; capital
campaign initiated
and completed;
revised food and
beverage services
Metric: The plan for
remodel/expansion of
the welcome center
facilities will be
completed, as part of
the Capital
Improvement Plan, as
well as a funding
plan.
Grounds and Turf
Expanded irrigation
system upgrades;
continue upgrade of
tees, greens
Metric: Turf
management plan
produced by the
superintendent fully
implemented; native
plantings established
Facilities;
Improvements
Complete the
plan for complete
restaurant
renovation;
capital campaign
initiated and
underway;
revised food and
beverage services
Metric: The plan
for remodel of
the restaurant and
event space will
be completed.
Fund raising for
the remodel will
be underway
Prepare a capital
improvements
Plan
Continue
irrigation system
upgrades;
continue upgrade
of tees, greens,
and other turf
management
areas
Metric: Turf
management plan
produced by the
superintendent
fully
implemented;
native plantings
Facilities
Improvements
Undertake
remodel and
expansion of
welcome center
facilities;
expanded food
and beverage
services
Metric: Work
completed on
remodel/expansio
n of the welcome
center facilities
and/or restaurant
per plan produced
in Phase 2
Grounds and Turf
Native plantings
are well integrated
into the links
course; low water
use irrigation fully
implemented
Metric: Reduction
in irrigation water
consumption
Facilities
Improvements
Continue facilities
improvements as
planned in Phase 2
Metric: Work
completed on
remodel/expansion
of the welcome
center facilities
and/or restaurant
per plan produced
in Phase 2
Grounds and Turf
Continue to
maintain and
improve the
grounds
Metric: A revised
and updated turf
management plan
will be produced
Facilities
Improvements
Continue
facilities
improvements
as planned in
Phase 2
Metric:
The two floors
of the restaurant
and event space
are in active use.
Grounds and
Tur
Continue to
maintain and
improve the
grounds
Metric: A
revised and
updated turf
management
plan will be
produced
Environmental
Stewardship
Continue expansion
of prairie and native
plantings; implement
sustainable turf
management
practices; seek
certifications
Metric: turf &
grounds management
with sustainable
practices to be
implemented
Technical Advances
Target full fleet of
electric equipment
and carts; apply for a
solar grant
Other Capital
Improvements
City installs
playground;
temporary
amphitheater in use;
explore permanent
amphitheater and
driving range
construction options
Environmental
Stewardship
Continue
expansion of
prairie and native
plantings;
implement
sustainable turf
management
practices; seek
certifications
Metric:
Implement Turf
& grounds
sustainable
management
practices
Technical
Advances
Use of Electric
carts and other
electric
equipment as
practical and
proven through
National golf
course
experiences. Use
solar panel
donation to install
solar panels for
golf cart charging
as well as other
electronic
equipment as
determined.
Improvements
A Park Master
Plan and Capital
Improvement
Program will be
prepared by year
end 2028 that
will guide Park
capital
improvements,
investment needs
and revenue
sources
Environmental
Stewardship
Continue native
plantings; utilize
model sustainable
turf management
practices
Metric: Continue
turf & grounds
management with
sustainable
practices. Revise
management plan
if needed.
....Technical
Advances
All electric
equipment; install
solar array if the
grant is received;
solar trail lighting
Other Capital
Improvements
Construct
amphitheater and
driving range
facilities per plan
(dependent on the
future of the
driving range)
Environmental
Stewardship
Links course and
associated
plantings are well
established;
Continue with
sustainable,
organic, turf
management
practices
Metric: Continue
turf & grounds
management with
sustainable
practices.
Technical
Advances
Continued
technical
innovations and
upgrades
Other Capital
Improvements
To be determined
in future
collaboration with
City staff
Environmental
Stewardship
Links course
and associated
plantings are
well established;
Continue with
sustainable,
organic, turf
management
practices
Metric:
Continue turf &
grounds
management
with sustainable
practices.
Technical„
Advances
Continued
technical
innovations and
upgrades
Other Capital
Improvements
Update the CIP
and business
plan and identify
future capital
projects
°ordable Housing
If/when the City
proceeds with
exploring housing on
the Blaine St. parcel
(timing not tied to
this phasing
schedule), City- and
Friends will
collaborate on the
best site design for
the course and
housing and the
connection between
them
4&rdabl
ffm-uft
Friends have
conducted our
due diligence in
assessing the
impacts of
housing on
maintaining a
competitive 9-
Hole Course and
our financial
sustainability.
Our assessment is
included in the
Business Plan
fordable
Housin
As funding is
available, The
City and Friends
continue to work
collaboratively on
the
implementation
and potential
installation of
course changes
and housing site
planning per the
terms of the lease.
rl ord ale
Housing
Once city housing
is funded and
moving forward,
the leased
Premises will be
amended to reflect
the new
boundaries for
housing on the
Blaine Street
parcel.
A ordable
Housing
A decision on
housing will be
made during
previous phases.
LEASE
(PORT TOWNSEND MUNICIPAL GOLF PARK)
Between the City of Port Townsend and the Friends of the Port
Townsend Golf Park
January 1, 2024, to December 31, 2046
THIS LEASE is entered into by and between the City of Port Townsend, a Washington
municipal corporation ("City"), as lessor, and Friends of the Port Townsend Golf Park, a
Washington nonprofit organization ("Friends"), as lessee. This Lease is intended to define the
rights and responsibilities of the parties regarding the Golf Park leasehold interests and
associated personal and public property.
AGREEMENT
1. Lease. Subject to the terms of this Lease, the City hereby leases to Friends all of
the lands and premises comprising the nine -hole Golf Park ("Golf Park"), the area
marked "effective Golf Park boundary" on the map attached as Exhibit A ("Leased
Premises"); provided that when housing is established on the southern -most parcel
(949818301) of the premises, the boundaries of the `Premises' for the lessee shall be
adjusted and that portion on which housing is located will be removed from the Friends
Premises by an amendment to this lease. (ref Exhibit H)
2. � I This Lease shall commence on January 1, 2024, and shall extend
through and expire on December 31, 2025. During this initial 2-year period, the Friends
will prepare a Business and Capital Investment Plan for long-term operations including a
report on the completion of the Phase 1 milestones and metrics (Exhibit G) The report will
be provided to city staff by August 1, 2025. The Friends and city staff will review this
report and consider additions or modifications to the metrics. Upon successful completion
of the phase one metrics and review and analysis by the city staff that the Business Plan
demonstrates the golf course will be a financially sustainable operation, the Friends shall
have the right to a written notification from the City before October 31, 2025, to extend this
lease for an additional twenty-year term. Should the Friends fail to meet the phase one
metrics, the City may terminate the lease effective on December 31, 2025.
3. . In consideration of the many public benefits that the Friends will provide throughout the
term of this lease, and with the understanding that the Friends as a non-profit organization will work
in collaboration with the City to improve the Golf Park property, enhance native plantings, expand
recreational opportunities, and increase public access to the Golf Park property, there will be no rent
paid to the City for the initial two-year term of this lease. Beginning in year 3 and continuing
throughout the Phase 3 period of milestones as defined in Exhibit G, the rent due to the City shall be
4% of gross receipts. (The Phase 3 milestones include a period of significant capital investment in
the Golf Park by the Friends.) Beginning with Phase 4 in 2036, and assuming gross annual receipts
reach $500,000 (in 2024 dollars) by 2036, the rent shall increase to 6% of gross receipts for the
remainder of the lease, provided however, that should the Friends reach $1,000,000 in gross receipts
(in 2024 dollars) at any time after 2036, the rent (Section 3 of the Agreement) shall be reopened to
Page I of 21 City/Friends of Port Townsend
Golf Park 2024-2046
negotiation for increased rent for the subsequent years of the lease based on the financial model and
forecast submitted by the Friends and with the intent of providing for the continued successful
operation of the Golf Park property, as well as for sharing of any significant net revenue generated.
a. Gross Operating Receipts. The Friends shall receive all rent, payments, donations, and revenue
generated from all activities and any sub -leases within the premises. "Gross Operating Receipts"
for purposes of calculating rent payments shall mean total income generated from the operation of
the Friends' facilities within the Golf Park including daily annual course and user fees, driving
range and cart rentals, subleases, concession agreements, facility rentals, direct food and beverage
sales completed by Friends (third party sales will be based on the rent charged to the third party),
and the sale of other goods and services from or on the Premises. Gross Operating Receipts shall
exclude, without limitation, donations, public and philanthropic grants, sponsorships, in -kind gifts,
and Lodging Tax allocations or other public funding.
b. Leasehold Excise Tax: The parties recognize that Washington State law may require that the
Friends pay leasehold excise tax on the fair market value of the lease which the parties agree
is $10,000 per year for the initial two-year term in which no rent is paid. The Friends will pay
leasehold excise tax as if the rent were $10,000 per year unless they receive documentation
from the Washington State Department of Revenue that the Friends are exempt from property
tax.
Capital Reserve Fund. Rent paid to the City will be placed into a segregated Golf Park
capital reserve fund dedicated to fund capital improvement, including deferred
maintenance projects and leasehold improvements, within the Golf Park Premises. The
purpose of the Golf Park Capital Reserve Fund is to have resources available to plan and
implement capital improvements to enhance the Premises for the public and for course
users, and to help fund the obligations of the City as lessor and the Friends as lessee for
their respective responsibilities in Exhibit F of the Agreement. Allowed uses of the funds
include but are not limited to the following:
a. Contracts for planning, architectural, engineering, legal, or similar services in support of the
development of capital improvements for the Premises.
b. Funds specifically allocated to deferred capital improvements including deferred
maintenance and leasehold improvements.
c. Expenses necessary to solicit and evaluate potential development proposals for the Premises.
d. Matching funds for grants related to the development and/or improvement of the Premises.
e. Other similar projects that improve the Premises for public uses
d. Capital Investment Plan. The Parties shall be responsible for funding their respective shares of
capital improvements, subject to the available funding of each party. The purpose of the Capital
Reserve Fund is to supplement that funding. By August 1 of each year, representatives from
Friends and the City shall meet to review the fund balance and capital investment priorities and
will recommend which capital projects or deferred maintenance needs should be funded for the
following year from the Capital Reserve Fund. Every five years the Parties shall prepare a
Capital Investment Plan for the next ensuing five (5) years of the Lease Term with
recommendations for capital priorities and funding to be submitted to the City Council.
Page 2 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
4. Accounting Procedures.
a. Accounting method. The Friends shall install and maintain a system of records and
account of fees, gross revenues, expenditures, and other financial aspects of the Golf Park so
that the accounts of fees and gross revenues can be readily ascertained. Accounting
established for the Golf Course operation shall be maintained separately from the accounting
system used for any other business operated by The Friends.
b. Lns ection of records Upon reasonable notice, the City or its authorized auditors and
representatives shall have the right at any time to audit, inspect and reproduce any of the
Friends's accounts and all other business and payroll records related to the Golf Park and
facilities. The Friends shall maintain and preserve all such records for at least six (6)
years after the termination of this Lease.
C. a g The Friends shall maintain adequate and complete records showing the
total gross revenues from all sources of revenue from the Golf Park operation and shall
deliver to the City Finance Director a quarterly report of such gross revenues on a form
acceptable, together with the Friends's B&O Tax Report to the State of Washington
Department of Revenue. The quarterly report shall also include the following:
• Number of rounds sold
• Number of rounds played
• Number of season passes sold
• Number of tournaments and participants
• Number of fundraisers/events and participants
• Public benefits provided, as reported on the metrics in Exhibit G
• Hours of public access
• Where possible, the number of people using public access
• Number of volunteer hours
The quarterly report shall be submitted to the City by the last day of the nextmonth
following the end of the quarter, showing the accounting of gross revenues for the
previous quarter.
d. A1L)L)LL The Friends shall submit to the City an annual profit and loss statement for
the entire operation of the leased facilities by March 30th of each year related to the
preceding calendar year, commencing March 30, 2025.
i. Public Benefits. A central element of this Lease is the identification of and the
Friends' commitment to the ongoing provision of certain public benefits as described
herein. The Public Benefits generally include, but are not limited to, the following:
operation of the property as a Golf Park open and accessible to the public including
trail access; provision of services and programs consistent with use as a 9-hole golf
course; provision of new park facilities and programs (e.g., putt -putt, disc and foot
golf) conducive to public enjoyment of the property; community events and
Page 3 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
programming; restoration of the native prairie and other native areas; turf and grounds
enhancements; and contributions to capital projects to better serve the public as
provided herein; as well as provision of ancillary benefits to the Port Townsend
community resulting from such operation of the Golf Park. The Parties acknowledge
that the scope and nature of Public Benefits may change as the Golf Park matures. A
Public Benefits Report outlining the progress of specified metrics identified in the
Milestones and Phasing Plan (Exhibit G) shall be included as a part of the Annual
Report from Friends to the City.
5. City IkUrgagglalivExcept for the financial reporting obligations and auditing procedures
as provided herein, the City representative shall be the Facilities and Parks Manager who
shall be generally responsible for administering and monitoring this Lease and ensuring
compliance with its terms. The Friends shall first address all concerns to the Facilities and
Parks Manager. For this Lease, all references to the Facilities and Parks Manager shall also
include his or her designee. For all financial reporting obligations and auditing procedures,
the City representative shall be the City's Finance Director or designee.
6. Gencral Duties and Responsibilities of the Friends. The Friends agree to:
a. Provide all services consistent with federal, state, and local law and not discriminate
based on any protected class.
b. Increase access to the golf parkland to the general public by Friends' phasing plan (see
Exhibit G).
c. Have knowledge and understanding of the principles and practices of Golf Park
management and implement and utilize such principles and practices in the
operation of the leased course and facilities.
d. Cooperate with the Facilities and Parks Manager or his or her designee.
e. Furnish the personnel, material, supplies, equipment, services, supervision,
and administration necessary to:
f. Operate the Golf Park and driving range including collecting all fees, scheduling
tournaments, arranging reservations, sending golfers to the tee, starting golfers in
proper intervals, renting golf carts, and any other activities necessary for the Golf
Park operation.
g. Open the Golf Park and facilities daily as necessary to adequately serve the public
using the Golf Park. The specific hours of operation may vary with the season and
weather conditions.
h. Regulate the play and conduct of all persons who are accessing and using the golf
facilities on the Golf Park during the hours the Golf Park is open for golf play.
Page 4 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
i. Maintain a safe environment (by standard protocols for golf courses) at the Golf Park
facility to prevent injury to workers, Golf Park users, and the Golf Park and
restaurant patrons.
j. Collect all fees and record all transactions for green fees and other fees.
k. Provide competent personnel necessary for the operation and maintenance of the Golf
Park and facilities, supervise their work and pay for their services at the Friends's sole
expense.
1. Maintain the course itself and facilities in the same or better condition existing at the
commencement of this Lease.
m. The Friends will be responsible for the repair and maintenance of the irrigation system.
n„ Not commit, permit, or allow any nuisance, waste, or injury in or upon the
Golf Park, facilities, or any portion thereof, nor permit use of the Golf Park for
any illegal or immoral purpose.
Pro shop operation. The Friends shall be responsible for the operation of the pro shop.
p. Restaurant/food service. The Friends will be responsible for the reasonable operation,
management, and supervision of food and beverage services in the restaurant and/or clubhouse
either directly or through a third -party contract. The Friends may provide food and beverage
services at other locations throughout the Golf Park, by the allowances of the food service and
state liquor licenses held either by the Friends or through a third -party contractor.
q. The Friends shall use and maintain the premises, buildings, and other improvements solely to
operate, manage, maintaining, and preserving a municipally owned Golf Park facility
consistent with the Friends's goals and phasing plan; of operating the 9-hole golf
course and ancillary facilities; and for increasing access to the parkland, including
events and activities, and no other purpose without the City's written permission.
r„ The Premises shall be operated by Friends under the identifying name of Port Townsend
Golf Park, provided that Friends shall be entitled to use or operate under such names,
brands, or graphic logos Friends deems in the best interest of its marketing and
promotion of the premises, provided any signs to the property indicate the name of the
property remains Port Townsend Golf Park.
s, The Friends will meet with City staff every quarter to coordinate operations and will
provide an annual report to the City Council.
t. The Friends are responsible for the operation and maintenance of any capital
improvements made by the Friends.
7. ' >, kManagrement ' act"factoi-v CgrtifioliM. The Friends agree to
Page 5 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
operate and maintain the Golf Park and facilities by industry best management practices.
8. Maintemince.
a. The Friends recognize that the Golf Park is surrounded by residential neighborhoods
and homes and agree that the City's noise ordinance will be followed when
performing all activities.
b. That a full-time experienced Certified Golf Course Superintendent or equivalent be on
staff and overseeing operations, or that progress toward attaining certification by the
course superintendent be underway.
c. ., " F rk greeils, e., ., . ,w l d
(1) The City acknowledges that the Friends will minimize mowing and
incorporate natural lawn practices as much as feasible to keep the greens,
tees, fairways, and roughs playable.
(2) The Friends shall make applications of fertilizer as required for the
fairways, tees, greens, and roughs. The Friends will test the soil for fertility
no less frequently than annually. The Friends shall notify the City of the
soil test results and follow any recommendations in the test reports.
Fertilizer shall be applied at agronomic rates.
(3) The Friends shall apply a top -dressing material to all greens during the
annual golfing season.
(4) All greens shall be verticut as needed during the annual golf season. All
greens shall be aerified and sanded once or twice during the annual golfing
season.
(5) The cups and tee markers shall be repositioned twice weekly during the
annual golfing season or as play and weather conditions dictate.
(6) Each sand trap shall be edged or trimmed no less than two (2) times during
the annual golfing season. Adequate sand depth will be maintained in the
sand traps.
(7) The Friends shall mow, fertilize, and maintain in good appearance all
grounds and plantings around the clubhouse.
d. Herbicides. f� tf t�gicidcs,. p�e� ic.ldcs, and cliemical.s othermthan fertilizers.. For
all applications, the Friends shall:
(1) Provide to the Facilities and Parks Manager a list of applications including
EPA registration numbers, material safety data sheets, and the name(s) and
address(es) of the person(s) who make(s) the application. All fungicides,
Page 6 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
pesticides, and chemicals shall be applied by a person with a certified
applicator's license with proper public notification and at minimal feasible
levels.
(2) Provide notification to the Facilities and Parks Manager in advance of all
applications.
(3) Post the Golf Park with signs approved by the Facilities and Parks
Manager in advance of the application and for 24 hours after the
application or for as long as the chemicals remain active, at the entrance to
the Golf Park.
(4) Be responsible for appropriate and safe storage of all herbicides,
fungicides, pesticides, and chemicals by local, state, and federal laws.
(5) Apply all applications by all applicable standards and by a certified
applicator as required.
(6) Assure that no herbicides, fungicides, pesticides or other chemicals
discharge directly or indirectly into the Golf Park pond and its buffer as
shown on the map in Exhibit D, and the native plant preserve.
e. Applicator Cq liance; The City shall have the option of checking applicator
compliance through the State Department of Agriculture Pesticide Management
Division or any other State division with jurisdiction over pesticide control and
management.
f. l_ liniiii atiori/r diictic)n ill (11cuse of"cheinicals. The parties acknowledge that there
is a strong public interest in, and support for, reducing and eliminating the need for
the use of fertilizers, herbicides, fungicides, and all other noxious chemicals and
that the City desires to work toward such reduction and elimination. The Friends
agree to work with the City in good faith and become knowledgeable in
alternative, environmentally preferable methods of maintaining the Golf Park.
g. Other maintenance tasks. The Friends shall also be responsible for the
following maintenance tasks:
(1) Incidental parking lot and driveway cleanup.
(2) Routine maintenance and janitorial services for the clubhouse pro shop
and any and all food service operations and keeping the same in a clean
and satisfactory condition at all times.
(3) Repair/replacement of all lights.
(4) General garbage/trash pickup.
Page 7 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
(5) Cleaning/maintenance of restroom facilities.
(6) Maintenance of any buildings, sheds, and cooking equipment and
facilities.
(7) Maintenance of all equipment associated with or used by the Golf
Park operations.
(8) Maintenance, monitoring, and repair of all service lines, main
lines, and sprinkler heads for the water irrigation system. This
includes providing new or replacement parts.
(9) General landscaping maintenance. The Friends may perform
selective pruning and removal of trees subject to permits, to improve
the course of play and safety of the golf course and to ensure the health
of greens and tees, as well as removal to facilitate the transition to a
`Links' style course as the course was originally configured. The
Friends will not remove any tree over 12-inch caliper at breast height
without the prior written approval of the Facilities and Parks
Manager, which shall not be unreasonably withheld. The Friends
will replace any removed trees that with at least two healthy trees.
Replacement tree size and type must be approved by the Facilities
and Parks Manager. Tree replacement may be at other locations
around the golf park, and replacement trees can be banked for credit
for future removed trees. The Friends will be subject to any tree code
or permits needed. As part of the business and management plan that
will be prepared during the first two years of operation, the Friends
will address tree removal and new landscaping necessary to realize the
objectives of improved maintenance and the transition to a Links style
course.
h. The Friends, at its sole cost and expense, shall provide all equipment and
supplies necessary for the proper maintenance of the Golf Park and facilities,
except as set forth in this Lease.
. The Friends shall notify City of any hazardous conditions that become
apparent to the Friends or its employees.
Attached as Exhibit F - Table of Assets and Responsibility is a list of assets and a table
showing responsibility for their capital and routine maintenance. The table is illustrative only,
and in the event of a conflict between the table and this Lease, the terms of this Lease control.
9. Citv Reswnsibilitim The City agrees to the following maintenance and repair
responsibilities:
a. The City will maintain the structural aspects and systems of the clubhouse and other
Page 8 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
existing buildings, including the two sheds (for example, the roof, foundation, and
exterior walls, and heating, electrical, and plumbing systems), except that the Friends
shall be responsible for incidental maintenance and repairs (for example, replacement
of faucet washers, etc.), and damage caused by the Friends or the Friends's customers
(for example, damage to carpet from golf shoes). The City shall be responsible for
periodically replacing the carpet (see Exhibit F -Table of Assets and
Responsibility). In the event of damage to the clubhouse or other buildings from fire or
casualty, then the same shall be repaired by the City to the extent of insurance
proceeds payable to the City, and the City shall promptly repair, restore, and rebuild
the clubhouse or other buildings in the same condition as it was immediately prior to the
damage or destruction. Nothing prevents the City at its cost from upgrading the
clubhouse in such a situation, as determined in the sole discretion of the City.
b. The City will maintain the native plant preserve signs, Chief Chetzemoka statue, and
cicmohan Trail signs and features.
c. The City will be responsible for reasonable capital improvements and maintenance to the
driveway and parking area (but not incidental cleanup which is the Friends's responsibility.)
The City will be responsible for and maintain the water well. The City will be responsible to
maintain the playground, if constructed, and any other facilities constructed by the City that
are not a part of the Friend's leasehold interests.
d. The City shall not be responsible for any interruption or disturbance of the
Friends's business or occupancy because of City's maintenance or repair of any items or for
any damage, injury, or loss for failure to maintain or repair of any items.
e. The City, in collaboration with the Friends, reserves the right to continue to explore
and select an available location for other limited municipal purposes, provided that any such location
will not be within the area set aside for future housing (Exhibit H); will not inhibit other public
recreational opportunities planned for the Golf Park by the Friends; will not impact the golf course
operations; and will not restrict or hinder the Friends' ability to operate a successful business model
for the golf course operations nor any other facilities operated by the Friends.
City responsibilities are subject to availability of funds as determined by the City.
10. '" In addition to the above, the City has the right to make
whatever capital improvements it deems necessary or desirable at any time without expense to
the Friends, in accordance with and to enhance the uses described in the 22-year Phasing Plan for
the Golf Park. Before making any such improvements, the City shall meet with the Friends to
discuss the effect of the improvement and the making of such improvement upon the Friends's
operation of the Leased Premises. The Friends shall make itself available for such discussions.
The City shall make reasonable efforts to minimize and limit any adverse effect of any such
improvement or the making of such improvement upon the Friends's operation of the Leased
Premises. However, even if reasonable inconveniences or interruptions of the Friends's
operation of the Golf Park occur because of the City's making any capital improvement, the
Friends shall not be relieved of any of its obligations under this Lease. The City shall not be
liable to the Friends for any reasonable interruptions of, or costs or damages to, the Friends's
Page 9 of 21 City/Friends of Pori Townsend
Golf Park 2024-2046
operation that may result from the City's making any capital improvements, whether the capital
improvements are made directly to, on, or about the Leased Premises.
a.11ousing Ilan for the southern parcel 949818301 . The Parties acknowledge that
the City desires to plan for and construct housing on the southern -most parcel of the
Premises as conceptually illustrated in Exhibit I. The City reserves the right to use
that area for future housing as part of the lease. It is also recognized that there are
funding, sequencing and timing considerations for the Friends that the housing
construction triggers as it involves realigning the course layout, reestablishing turf
and greens, and construction of alternative driving range facilities. The Parties agree
that it is in the interest of both parties to develop a project design, sequencing and
funding solution that addresses the needs of both parties. To that end, the Friends and
City agree to work cooperatively with the Friends' course designer and the City's
housing and site plan designer to develop a conceptual site plan that incorporates
housing within the boundaries of said parcel and also develops a course layout option
that preserves a competitive 9-hole golf course site plan. The City shall be
responsible for the funding of any and all housing site and development plans.
Following, or in conjunction with, the conceptual site plan, the parties will work
cooperatively to prepare a Capital Improvement and Funding Plan for the relocation
and installation of these Golf Park facilities or improvements to be in alignment with
the plan. The funding for any Golf Park or course modifications shall be eligible for
funds from the capital reserve fund established in section 3.0 above. Once the City
has initiated a site development plan, the City and Friends shall mutually develop a
sequencing and implementation plan, which will provide the Friends with a minimum
of two years to make course changes while at the same time keeping the course
operational and open to the public during that period.
11. Ifflorovenlent&
a. " Nv1igr4 : " pDuring and after the term of the Lease, the City shall retain
underlying fee title, interests and ownership of the Golf Park premises and all
existing facilities and any facilities constructed in the future. All improvements
upon the premises, and all improvements made and buildings and structures
constructed shall become the property of the City immediately and shall be
surrendered to the City upon termination from whatever cause or upon cancellation
of the Lease, in good condition (reasonable wear and tear excepted).
Notice. During the term of this Lease, the Friends shall give written notice to the
Facilities and Parks Manager in advance of any proposed improvements, including
capital improvements, to the premises, grounds, buildings or structures covered by this
Lease, or of any proposed new buildings and facilities. No such improvement may be
made before the written consent of the Facilities and Parks Manager, who may
require plans and specifications depending on the extent of improvements, and may
require approval of the City Council. The City shall not unreasonably withhold
consent for such improvements that conform to the phasing plan and upon the Friends's
Page 10 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
compliance with the provisions of this Lease regarding contracting for work and
services, including, as necessary, permitting, public bidding, and prevailing wage
requirements. The Friends may, at its own cost and expense, make interior alterations
and capital improvements to the buildings in an amount not to exceed $50,000 per
building without the consent of the City for such things as partitions, doors, cabinetry,
and appliance installation, and may make golf course improvements such as moving and
rebuilding tee boxes, greens and other improvements to the grounds. Any alteration that
requires structural components of the buildings require advance written approval from
the City.
c. Permits. It shall be the Friend's responsibility to prepare design plans as needed and to
obtain any permits, as applicable, for any such improvements and/or capital
construction,
12. Fundraising. The Friends recognize its distinct status as the official nonprofit for the Golf Park
property. Accordingly, Friends reaffirms its responsibilities to raise funds for underwriting general
operations and programs and for capital improvement projects within the Premises. The parties
acknowledge that it is in their mutual interest to develop a cooperative fundraising strategy.
The City and Friends shall meet annually with the City representative in advance of the City's
budget planning process and before grant application deadlines, to assess if any projects or
programs being considered on the leased premises could be eligible for public funding and
whether or not a project or program may be submitted for its funding consideration and how
the parties may work cooperatively on grant applications that benefit either party. The City
may apply for other grants that the Friends may not be eligible for and the parties can mutually
agree on the type and amount of local matching funds to be provided by the Friends.
13. . g oLralljlThe City has the right to design and construct mitigation and storm
drainage facilities in the general area of the Golf Park pond. The City retains the right to use
the Leased Premises during the construction and maintenance of such facilities and will not be
held responsible for any disruption of operations.
The Friends shall not encroach on the pond or its associated buffers, as shown on the attached
Exhibit D, in any manner unless authorized by the City and the State Department of Fish &
Wildlife, except that The Friends are authorized and required to pick up and remove trash
from the pond and pond area with no damage to the area. The Friends shall comply with all
applicable state, federal or local statutes, regulations, and ordinances, including the State
Department of Fish & Wildlife rules and regulations. To the extent that the State modifies or
changes the buffers described in Exhibit D, the parties agree that the state identification of
the appropriate buffers shall control.
The Friends are allowed to trim vegetation in the wetlands buffer area as a continued
maintenance practice to maintain proper sight lines for safe play. Vegetation shall be cut using
an arm -riding lawn mower or by hand to a height no less than 3 feet. The Friends can request the
City to trim vegetation in the wetland buffer area if the Friend's efforts to maintain site lines are not
successful, but no more than once per year. The allowed area for vegetation trimming is
identified in Exhibit E.
Page 11 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
14. ]Ngjjjg 1111atit ErLsg,pX. The native plant areas as legally described in Exhibits C-1 and C- 2
attached to this Lease are understood to be preserved areas of native prairie plants and foliage.
The Friends agree concerning such areas as follows.
a. The public shall generally have access to these areas, so long as they do not interfere
with or obstruct the operation of the Golf Park and the use of the Golf Park for
playing golf.
b. The Friends shall not in any way or manner disturb the areas..
c. The Friends shall not do or perform any maintenance in or upon these areas
without the written consent or direction of the Facilities and Parks Manager. The
City shall be responsible for clearing trash from these areas.
d. The Friends shall not plant any trees or tall shrubs or do any other act, which would
shade the areas from the south.
e. The Friends shall not directly apply in or upon the areas any herbicides,
pesticides, or fertilizers, or water the areas.
f. It is understood and agreed that the reserve areas shall be maintained and under the
exclusive control of the City, or its employees, contractors, or other parties under the
direction of the City, and shall be available for viewing by members of the public, as
outlined in this section.
g. The Friends will collaborate with the Native Plant Society, which contractually
maintains this land, to recognize, preserve, and expand the native prairie as is feasible.
15. Utilities,
a. Wgter scrvige.
(1) Proyisipn_gf,watcr, The City has installed a water well at the golf course to
provide an alternative source of water supply in the event of an emergency that
results in the loss of water from the City's main source of supply as well as to
serve as the source of supply for irrigation water for the golf park property.
This non -potable well irrigation water reduces the need to use city -treated
drinking water for irrigation purposes. The City agrees to provide irrigation
water to the Golf Park via the water well at the golf course as a primary
supply; except, that the City reserves the right to restrict and/or eliminate
water service whenever the City, through its Public Works Director, deems
it necessary for the public health, safety and welfare in the City's role as
water purveyor. Notwithstanding this right to restrict or eliminate water
service, the City acknowledges the implications of eliminating water
service at dry times of the year and directs the Facilities and Parks
Manager to work with the Friends and make all reasonable efforts to
avoid permanent damage to the greens; however, in no event shall the
City be liable for any such damage.
Page 12 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
(2) Ljg r r;� J ) i. The Friends agree to work towards water conservation or
reuse to the greatest extent possible.
(3) Wgter Char es. The city will provide a maximum of 9,000,000 gallons of
water annually and pay for the electricity to run the well at no charge to the
Friends for the first two years of the lease, in consideration of the public
benefits provided by the Friends and in the establishment of plantings.
Beginning after the two years, the Friends and the City will split the cost of
water 50/50 for the next five years. Following these five years, the Friends
will pay for all irrigation water use at the irrigation well rate of up to
9,000,000 gallons and the utility costs to run the pump. The City will
provide the Friends monthly water consumption reports so the Friends may
monitor use. The Friends agree that once 7,000,000 gallons of irrigation
water have been consumed in a calendar year, irrigation may be reduced to
tees and greens only to mitigate water use. If water consumption for
irrigation is projected to exceed 9,000,000 gallons per calendar year the
Friends will notify the Facilities and Parks Manager to negotiate how best
to accommodate the additional use and cost. If the Friends and the
Facilities and Parks Manager cannot agree, the decision will be made by a
mutually agreed arbitrator, which decision shall be final. The parties further
agree to revisit that maximum amount as necessary and revise it if the City
deems it necessary due to its obligations as water purveyor. The Friends
shall pay for all water utility services to the clubhouse at the current
commercial rates.
b. titilitl s. The Friends shall pay all other utility charges, including
electricity, telephone service, gas, sewer, storm drainage, potable water, and
trash collection.
16. luw2cglWn, w . The City shall have the right to enter and inspect the premises
during the duration of this Lease during normal hours of operation. The Friends shall provide a
copy of the key to the Leased Premises to the Facilities and Parks Manager and shall not change
the locks without prior notice to the City. Absent emergencies the City shall provide the
Friends with 24 hours' advance notice of visits to non-public areas of the Golf Park premises
and facilities.
17. a The parties agree and acknowledge that The Friends is a non-
profit corporation in the State of Washington and not an agent or employee of the City and that no
liability shall attach to the City because of the acts or omissions of the Friends, its employee's
agents, or assigns. The Friends shall have no authority to execute agreements or to make
commitments on behalf of the City, and nothing contained in this Lease shall be deemed to
create the relationship of employer and employee or principal and agent between the City and
the Friends.
18. The Friends agree to be responsible for the standards of performance of
Page 13 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
any subcontractor. The Friends agree to assure that the work or services performed by any
subcontractor shall satisfy the terms of this Lease. The Friends agree that no subcontractor
shall relieve the Friends of any obligation under this Lease. All subcontractors shall first be
approved by the Public Works Director or as provided in Paragraph 23 (Assignments and
Encumbrances).
19. .; i � Q. As an independent contractor, the Friends acknowledge that it is
responsible for payment of any local, state, or federal taxes or fees concerning the Friends'
agents and employees, any taxes or licenses applicable to the Friends's business activity at the
Golf Park and facilities, and all taxes levied upon the leasehold interest in the lease premises or
the structures, improvements or other property on the premises. The Friends shall pay all
license or permit fees required by local ordinances or state or federal law.
20. N2 J'artnembip, It is understood and agreed that nothing contained within this Lease
shall be construed as creating or constituting a partnership or joint venture between the parties.
21. CgingliapEg witbLaws, The Friends shall promptly comply with all laws, orders, and
regulations of federal, state, and local laws, ordinances, and codes and shall save the City
harmless concerning any damages arising from any tort done in performing any of the
operations embraced by this Lease. The Friends shall at all times comply with all provisions
of the rules and regulations issued thereunder and shall save and hold the city harmless from
any claims, actions, demands, or expenses arising out of such legislation, rules, and
regulations.
The Friends covenants and agrees that it has not used any chemical, including but not limited to
herbicides, pesticides, and fertilizers, that is not approved for such use by local, state, and federal
regulations and that those chemicals have been applied and/or disposed of in the manner required
by such regulation and in compliance with the manufacturer's specifications and
recommendations.
22. Indemnifigati2n. The Friends shall defend, indemnify, and hold harmless the City, its
officers, officials, employees, and volunteers from and against any claims, suits, actions, or
liabilities for injury or death of any person, or for loss or damage to property, which arises out of
the Friends' use of Premises, or from the conduct of the Friends' business, or from any activity,
work or thing done, permitted, or suffered by the Friends in or about the Premises, except only
such injury or damage as shall have been occasioned by the sole negligence of the City.
The City shall defend, indemnify, and hold harmless the Friends, its officers, officials, employees,
and volunteers from and against any claims, suits, actions, or liabilities for injury or death of any
person, or for loss or damage to property, which arises out of the City's negligence, including uses of
the Premises by activities on the property that are not the Friend's direct activities. Items that are
examples of non -Friend's activities will be any community garden, play structure, walking trail corridors,
or other businesses or non -profits that are co -located on the Premises.
In the event of liability for damages arising out of bodily injury to persons or damages to property
caused by or resulting from the concurrent negligence of the Friends and the City, its officers,
officials, employees, and volunteers, each party's liability hereunder shall only be to the extent of
Page 14 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
each party's negligence.
The parties agree that the City desires to install additional facilities for the general public at the Golf
Park. The parties agree that when and if the City installs additional facilities, the parties will execute
an addendum to this agreement for the specific roles and responsibilities regarding City -installed
facilities.
23. Insurance. The Friends shall procure and maintain for the duration of the Lease,
insurance against claims for injuries to persons or damage to property which may arise
from or in connection with the Friends's operation and use of the leased premises.
No Limitation. The Friends's maintenance of insurance as required by the Lease
shall not be construed to limit the liability of The Friends to the coverage provided
by such insurance, or otherwise limit the City's recourse to any remedy available at
law or in equity.
b. Minimum or Insurance. The Friends shall obtain insurance of the types described
below:
(1) Commercial General Liability insurance shall be written on the Insurance
Services Office (ISO) occurrence form CG 00 01 and shall cover premises
and contractual liability. The City shall be named as an insured on the
Friends's Commercial General Liability insurance policy using ISO
Additional Insured -Managers or Lessors of Premises Form CG 20 11 or a
substitute endorsement providing equivalent coverage.
(2) Property insurance shall be written on an all-risk basis.
c. Minipjgin Am 'gunts ok"Insurance. The Friends shall maintain the following
insurance limits:
(1) Commercial General Liability insurance shall be written with limits no less
than $2,000,000 for each occurrence, $2,000,000 general aggregate.
(2) Property insurance shall be written covering the full value of The
Friends's property and improvements with no coinsurance
provisions.
d. i a [11-2vi5i2ns, The Friends' Commercial General Liability insurance
policy or policies are to contain or be endorsed to contain, that they shall be
primary insurance concerning the City. Any Insurance self-insurance or insurance
pool coverage maintained by the City shall be more than the Friends' insurance and
shall not contribute to it.
e. AccgULaL)iJjJX ofln5urcEs,Insurance is to be placed with insurers with a current A.M.
Best rating of not less than A: VIL
Page 15 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
f.rilrc tits ) L`�. The Friends shall furnish the City with original certificates
and a copy of the amendatory endorsements, including but not necessarily limited to
the additional insured endorsement, evidencing the insurance requirements of the
Friends.
g. Waiver of sut2rog ItioIt. The Friends and City hereby release and discharge each other
from all claims losses and liabilities arising from or caused by any hazard covered by
property insurance on or in connection with the premises or said building. This
release shall apply only to the extent that such claim, loss, or liability is covered by
insurance.
h. ' ' ' ,. r '. The City shall purchase and maintain during the term of
the Lease all-risk property insurance covering buildings on the Leased Premises for
their full replacement value without any coinsurance provisions.
i. Ng1jgofQ The Friends shall provide the City with written notice of any
policy cancellation within two business days of its receipt of such notice.
afl rg t a Mqitjtain Ins rn r c,. Failure on the part of the Friends to maintain the
insurance as required shall constitute a material breach of this Lease, upon which the
City may, after giving five business days' notice to the Friends to correct the breach,
terminate the Lease or, at its discretion, procure or renew such insurance and pay any
premiums in connection therewith, with any sums so expended to be repaid to the City
on demand.
24. " The parties acknowledge and agree that the Friends
may not assign, transfer, or sublease all or any part of this Lease, or the responsibilities,
operations, or interests under this Lease without the express written consent of the City, as
evidenced by a City Council Resolution and the signature of the City Manager, which consent
shall not be unreasonably withheld. Notwithstanding the foregoing, the Friends may contract
with a third party for food, beverage, and restaurant operations, and various rentals and with a
third party for events held on the premises.
Additionally, it shall not pledge or allow the use of its interests in this Lease or any leasehold
rights as security or collateral for any loans or debts of any kind or suffer to permit any
mechanics' or material man's liens to be filed against the interest of the City. During the term of
this Lease, the Friends shall not incur any debts associated with the operation of the Leased
Premises, except for accounts payable for the ordinary operation of the Golf Park, without the
prior written consent of the Facilities and Parks Manager.
Any unauthorized assignment, sublease, transfer, debts, or attempted or actual use of rights under
this Lease, or any leasehold interest as collateral or security for any loan by the Friends shall be
void and shall constitute a breach of this Lease, entitling the City to exercise all remedies herein
and as outlined in the Lease.
At least sixty (60) days before any proposed assignment, transfer, or sublease, The Friends shall
Page 16 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
notify the City in writing of the proposed assignment, transfer, or sublease, to allow the City to
commence its due diligence and review of the proposed assignment, transfer or sublease. The
Friends shall provide the City with information concerning the proposed assignment, transfer, or
sublease, and in addition, shall provide information requested by the City (which the City shall
endeavor to request within 20 days of the date first notified by the Friends), to allow the City to
conduct is due diligence and review. The City shall use its best efforts to complete its due
diligence and review within 60 days of the date notified by The Friends, unless for good cause
the City needs additional time to complete its due diligence and review. Information the City
will need to conduct its due diligence and review includes Golf Park experience of the assignee,
transferee, and sublessee; ownership of the proposed assignee, transferee, sublessee (including
principals); history of suits and acclaims; the most recent five years' year-end financial
statements prepared and certified by a certified public accountant, including latest balance sheet
and income statement.
25. Default /Termivatiol . Any or all of the following shall be considered events of default
of this Lease:
a. If the Friends fail to perform or default on any of terms of this lease by the City, or in the
observance or performance of any of the covenants, agreements, commitments, or
conditions contained in the Lease, and if any such default continues un-remedied or
agreement to remedy has not been reached, for sixty (60) days after written notice from
the City of the nature of such default or failure to perform has been mailed to the Friends;
or
b. If the Friends make an assignment of its property for the benefit of creditors
or encumbers the property in violation of paragraph 23 herein; or
c. If the Friends petitions any court to be adjudged a bankrupt; or
d. If a petition in bankruptcy is filed in any court against the Friends; or
e. If the Friends is judicially determined to be insolvent; or
f. If the Friends is adjudged bankrupt; or
g. If a receiver or other officer is appointed to take charge of the whole or any part of
the Friends's property or to wind up or liquidate its affairs; or
h. If the Friends seek a reorganization under any of the terms of the Federal
Bankruptcy Code, as amended, or under any insolvency laws; or
i. If the Friends admits, in writing, its inability to pay its debts as they become due; or
J. If any final judgment is rendered against the Friends and remains unsatisfied for thirty
(30) days from the date on which it shall become final; or
k. If the Friends fail to maintain the insurance required herein and/or fail or refuse to
provide the City with certificates of insurance as required herein; or
Page 17 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
1. If the Friends abandon the golfing facilities; or
m. If the Friends fail to provide the City with the required reports per Paragraph 4; or
n. If the Friends fail to implement the phasing plan and meet the metrics in general
accordance with the Friends phasing plan as shown in Exhibit G, provided that written
notice and the ability to cure have been met under item a. above.
26. Liens. Except as authorized and provided for in Section 11 Improvements above, the Friends
shall not allow or authorize improvements to the Leased Premises without the prior written
consent of the City. The Friends agree that it shall pay, or cause to be paid, all costs and
expenses for work done and for materials delivered to the premises and shall keep the premises
and all buildings and improvements free and clear of any mechanic's materialman's and other
liens for work or labor done, services performed, or materials furnished for or in connection with
The Friends's operations under this Lease. The Friends' failure to perform under Paragraph
24 shall constitute a breach and default under the terms of the Lease.
27. Elffiffegnigilt,The parties shall have all remedies available under law and equity in the
event of breach or default of this Lease.
28. rn 'y s' Egg& In the event any action is brought by either party to enforce
the terms of this Lease or for breach of this Lease by the other party, the parties agree that the
non -prevailing party shall pay to the substantially prevailing party reasonable attorneys' fees
(including the reasonable value of services rendered by the City Attorney) and costs and
disbursements incurred by such party.
29. P!l na;l 5 rinair]atittn. During the term of this Lease, neither The Friends nor its agents,
subcontractors, or employees, shall discriminate based on race, creed, color, national origin,
families with children, sex, marital status, sexual orientation, age, honorably discharged veteran
or military status, genetic information, or the presence of any sensory, mental, or physical
disability or the use of a trained dog guide or service animal by a person with a disability in
employment or application for employment or in the administration or delivery of services or any
other benefits under the Lease. The Friends shall comply with all applicable federal, state, or
local laws, executive orders, and regulations.
30. ArInlieable_LOA: Ve1j11e This Lease shall be governed by the laws of Washington
State. The venue for any action under this Lease shall be in Jefferson County, Washington,.
31. fat MLdL_gr. Failure by the City to enforce any condition, requirement, responsibility, or
provision of this Lease shall not be construed as a waiver of the City's right to subsequently
enforce that condition, requirement, responsibility, or provision of this Lease, or to fully enforce
any other condition, requirement, responsibility, or provision.
32. Ei it - ndments. This Lease as amended and its Exhibits represent the
entire and integrated agreement between the City and the Friends. This Lease may be amended
only by a written instrument signed by both the City and the Friends.
Page 18 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
33. 1 J-Dresen tat.i j . ° -. For purposes of administration of this Lease, the representative
of the City and the representative of the Friends are outlined in this section below. Any notice
shall be delivered personally or may be mailed by certified mail, return receipt requested, to the
other party. In the case of notice by mail, notice shall be deemed given on the date of postmark
of the return receipt.
CITY OF PORT TOWNSEND
Facilities and Parks Manager
250 Madison Street, Suite 2R
Port Townsend, WA 98368
Telephone: (360) 379-5096 Fax: (360) 385-7675
THE FRIENDS OF THE PORT
TOWNSEND GOLF PARK
1948 Blaine Street
Port Townsend, WA 98368
Telephone: (360) 385-4547
34. Suggg§sors and A ` » This Lease shall be binding upon the parties, their heirs, personal
representatives, successors, and assigns, however, no assignment, transfer, or sublease is
effective without prior written approval of the City as provided in Paragraph 23 -Assignments
and Encumbrances.
35. Ct uacil._. Yt v-al. Reserved.
36. The parties warrant and represent to each other that they have had
representation by legal counsel or have had the opportunity to be represented by legal counsel
during all stages in the negotiation of this Lease. The parties further agree that they have
participated in the negotiating and drafting of this Lease and stipulate that this Lease shall not be
construed more favorably concerning either party.
37. Each individual executing this Lease on behalf of the corporation
represents and warrants he/she is duly authorized to execute and deliver this Lease on behalf of
the corporation and that the Lease is binding upon the corporation by its terms.
38. Upon termination of this Lease for any reason,
the Friends shall surrender the premises and buildings (together with any alterations or
replacements) in good order and in like condition and repair except for reasonable wear and
tear.
39. tgrformance of Hjull; R a P City's agreement to this Lease is
conditioned upon the Friend's complete performance of all terms and conditions of this Lease. The
Friends stipulate and agree that the City may enter the premises to monitor The Friends' performance
of this Lease and to familiarize the City with the operation of the Golf Park facilities. Absent
In emergencies, the City shall provide The Friends with advance notice of such visits to the non-
public areas of the Golf Park.
Page 19 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
40. Nothing prevents the City, acting in its governmental capacity, from
exercising power of condemnation under law to acquire The Friends's interest in the Lease.
41. ALhitrafion. Any controversy or claim arising out of or related to this Lease or the breach
or alleged breach thereof shall be settled by a panel of three arbitrators one of whom shall be
selected by the City, one by the Friends, and the third selected jointly by the first two
arbitrators- the parties hereto agree that any decision of the arbitrators shall be binding upon both
jurisdiction thereof. Any costs expenses and legal fees incurred in arbitration shall be awarded
as determined in the course of the arbitration and may be awarded to the substantially prevailing
party. The jurisdiction for any arbitration action shall be Jefferson County.
42. . 1 g,. AgreemCUts,, This Lease contains the entire
agreement of the parties hereto concerning the leasing and use and occupancy of the Premises and
use of the Property and no other agreement, statement, promise, representation, or understanding
by any party hereto or any of their respective agents, representatives employees, or principals
that is not contained in this Lease is hereby mutually rescinded and revoked and shall not be
binding or valid.
43. QU Hggriagnialil . Except for the financial reporting obligations and auditing procedures as
provided herein, the City representative shall be the Facilities and Parks Manager.
This Lease supersedes and terminates in its entirety and any other agreements or leases between the
parties.
44. *A » g This Lease shall be effective on January 1, 2024.
45. Other.
a. Statue. This Lease does not include a statue of Chief Chetzemoka located on the
Leased Premises, which the City may remove and relocate if the City determines
it appropriate to do so.
b. Either party may record this Lease, or a memorandum of Lease, at that party's sole
expense.
IN WITNESS WHEREOF, the City and the Friends have executed this Lease as of the date
and year last written below.
Page 20 of 21 Cily/Friends of Port Toivnsend
Golf Park 2024-2046
CITY OF PORT TOWNSEND,
Washiwtgton municipal corporation
I City Manager, John Mauro
Date w
The FRIENDS of Port Townsend Golf Park,
a Washington w wiprofit orgawiization
By its Board of Directors President
Robert L. Wheeler
Approved as to Form: U
City of Port Townsend, City Attorney
Page 21 of 21 City/Friends of Port Townsend
Golf Park 2024-2046
EXHIBITS
A
Map of Leased Premises
1 page
B
Easement portions reserved and retained by City
2 pages
C
Native Plant Area Legal Description Trace "A" & "B"
2 pages
D
Golf Park Pond Area Topography Map
1 page
E
Pond Vegetation Area Allowed to be Trimmed
1 page
F
Table of Assets and Responsibility
2 pages
G.
Timed Phasing for Public Access
3 pages
H.
Permanent Affordable Housing Area
1 page
Page 19 o/21 City/Friends of Port Townsend
Golf Park 2024-2046 Agreement
EXHIBIT A
Effective Golf Park Boundary
EXHIBIT B
The following portions of the premises are reserved for and retained by the City:
'rg rie [)IgLij Arms wo� Legally described as follows:
See Exhibit C "Native Plan Area Legal Description Tract A and Tract B attached]
2. Road An easement, fifteen feet in width, running over the existing
road across the Golf Park from Blaine Street to the Clubhouse, measured seven and a half feet
on each side of the center line thereof. The City may go upon the property to locate stakes or
other markers establishing the same. This easement is for the following purposes:
a. Ingress and egress over, under, upon, and through said street for any
public utilities; for access to the conference center and parking area by the public; for
access to the prairie plant area described above; and for purpose of maintenance, repair,
widening, and all or any other type of work upon said road, together with all slopes, cuts
and fills and related work or improvement thereto; and for the exercise of all other rights
of the City under this Lease.
b. This easement is for the benefit of the City, its employees, contractors,
and assigns, and all or any part of the public generally as determined by the City. The
City may specifically grant utility easements to utility districts or companies.
3. Parhina Lot Eascuient. An easement in, over, under, upon, and through the
entire area of the existing parking lot, for maintenance, repair, improvement or expansion,
access to and maintenance of the well, and for the parking of vehicles in connection with the
use and enjoyment of the conference center and any expansion thereof, and the prairie plant
areas, to be used by the City, its contractors, assigns and all or any part of the public generally
as determined by the City.
4. 13161dirig An easement seventy-five feet in width, encircling
the entire new building to be constructed, as measured seventy-five feet from each outer wall, for
future expansion of the building to be constructed on the premises, in, over, under, and upon the
premises, together with the right to use adjacent areas for all construction, maintenance and
repairs thereof. In the event the City elects to expand the building, including but not limited to,
additional conference/meeting room area or facilities, that portion of the building and land shall
be retained by the City in fee simple, and controlled and operated by it, unless the City and
Lessee renegotiate and agree in writing upon rent and other lease terms for the lease of such
additions to the Lessee. In the event such expansion is made, the easements set forth herein shall
also serve the same for construction, maintenance, repair and the use and enjoyment thereof by
the City, its contractors, assigns, and the public generally.
5. JAility Ejiscnic�. An easement in, over, under, upon, and through the entire
Leased Premises, including but not limited to the pond, for construction, installation,
maintenance, repair, use, and operation of all public utilities, including but not limited to
water,
sewer, electric, telephone, cable television, and stormwater drainage. Utilities shall be installed
and maintained in a manner with minimum interference with the use of the Golf Park. Without
limiting the foregoing, the City retains the right to use the existing pond and any expansion
thereof for stormwater utility purposes, including but not limited to installation construction,
maintenance repair, and use of a stormwater utility system in, over, under, upon and through said
pond, together with all lines, ditches, trenches or culverts to and from the same to connect with
city streets and facilities, and the operation of any pumps, equipment and other facilities
necessary thereto.
6. Land directly north of the clubhouse, or a location near the clubhouse mutually agreed to, to install
a nature play structure for the community.
EXHIBIT C-1
Native Plant Area Legal Description Tract "A"
A portion of the L.B. Hastings Donation Land Claim Number 39 in Section 2, Township 30
North, Range 1 West, Willamette Meridian, is described as follows:
Beginning at the Southwest comer of Section 2 from which the West Quarter comer of Section 2
bears North 2°-02'-07" East, 2640.20 feet distant; thence along said Section line a distance of
486.80 feet; thence North 82°-46'-59" East, a distance of 1011.40 feet to the True Point of
Beginning of Native Plant Area "A"; thence North 82°-47'-00" East, a distance of 83.93 feet;
thence South 64°-07'-54" East, a distance of 129.02 feet; thence South 44°-35'-10" East, a
distance of 89.91 feet; thence South 59°-42'-36" West, a distance of 162.30 feet to a point on the
Northeasterly margin of the access easement to the City of Port Townsend Spring Valley Golf
Park; thence Northwesterly along the arc of the curve, the center of which bears South 54°- 11'-
40" West, having a central angle of 36°-45'-12" and a radius of225.80 feet, a distance of
144.84 feet; thence North 72°-33'-32" West, a distance of 110.43 feet; thence Northwesterly
along the arc of a curve, the center of which bears North 17°-26'-28" East, having a central angle
of 8°-09'-09" and a radius of250.51 feet, a distance of 35.64 feet; thence North 64°-43'-03"
East, a distance of 145.55 feet to the True Point of Beginning of Native Plant Area "A"; said
Native Plant Area "A" having an area of 0.89 acres.
Situated in Jefferson County, Washington.
EXHIBIT C-2
Native Plant Area Legal Description Tract "B"
A portion of the L.B. Hastings Donation Land Claim Number 39 in Section 2, Township 30
North, Range 1 West, Willamette Meridian, is described as follows:
Beginning at the Southwest comer of Section 2 from which the West Quarter comer of Section 2
bears North 2°-02'-07" East, 2640.20 feet distant; thence along said Section line a distance of
368.59; thence North 88°-29'-53" East, a distance of 1071.37 feet to the True Point of Beginning
of Native Plant Area "B"; thence North 71 °-52'-29" West, a distance of 62.45 feet; thence North
66°-48'-43" West, a distance of 63.36 feet; thence North 33°-26'-06" West, a distance of 31.06
feet; thence North 51°-36'-46" West, a distance of 36.91 feet; thence North 64°-01'-20" West, a
distance of 39.54 feet; thence North 26°-47'-26" West, a distance of 45.28 feet to a point on the
Southwesterly margin of the access easement to the City of Port Townsend Spring Valley Golf
Park; thence Southeasterly along the arc of a curve, the center of which bears North 30°-0' - 16"
East, having a central angle of 12°-33'-48" and radius of 265.51 feet, a distance of 58.22 feet;
thence South 72°-33'-32" East, a distance of 110.43 feet; thence Southeasterly along the arc of a
curve, the center of which bears South 17°-26'-27" West, having a central angle of 41°-42'- 02"
and a radius of210.80 feet, a distance of 153.42 feet; thence South 88°-29'-53" West, a distance
of 56.76 feet to the True Point of Beginning of Native Plant Area "B"; said Native Plant Area "B"
having an area of 0.32 acres.
Situated in Jefferson County, Washington.
00
N
EXHIBIT
E
Pond Vegetation Area Allowed to be Trimmed
EXHIBIT F
Table of Assets and Responsibilities
Ownership
Responsibility for
Responsibility
capital expenses
for
routine
maintenance
All are Cities except
All are Cities except as
All are The
as otherwise stated
otherwise stated
Friends
except as
otherwise
stated
Clubhouse
Structural
Ex. Painting
Int. Painting
The Friends
[nterior alterations
Mech., elec., plumbing
From the wall in, Friends
Walk-in cooler
The Friends The Friends
Carpet
Hood vent/Fire Suppression
The Friends
System
Standing Bar
The Friends
New (2004) Gas/Fuel Tanks and
#2- see note
#2- see note
Pumps
Car Shed
The Friends
Maintenance Building
The Friends
Parking Lot
City, #3 - see
note
Irrigation System
The Friends
Service Lines
City, #4 - see
note
Sprinkler Parts
#5 - see note The Friends
Control Boxes
Existing fence
Signage
Landscaping (other than golf
#6 - see note
course greens, tees, fairways and
rough)
Well, pump, pumphouse
l_
The City
The City
The City
Annually, no later than August 15 (to allow time for City budgeting for planned improvements for the
following year), the Friends and the Facilities and Parks Manager, or designees, shall meet to review and
identify items needing structural or routine maintenance, to develop or update a schedule of items for
maintenance and repair in the upcoming calendar year.
For maintenance and repair items that the Friends identify should be accomplished by the City,
The Friends shall notify the City in writing (fax, email, memo) of the item and the expected
repair. The writing is to document the item for the City records and to allow the City to schedule
the repair consistent with other City responsibilities and priorities. The Friends shall provide
notice to the Facilities and Parks Manager. The foregoing written notice requirement does not
apply in an emergency. Before the City response, The Friends shall take responsible steps to
avoid loss or damage (for example, shutting off the water, or barricading the dangerous area).
Notes
#2 - The Friends are responsible for the proper disposal of tanks installed. The Friends are
responsible for lubrication, painting, and routine maintenance of new tanks and pumps.
#3 - The Friends are responsible for routine cleanup of the parking area.
#4 - The Friends are responsible for incidental maintenance of service lines.
#5 - All sprinkler parts, even if purchased by The Friends in the past, are owned by the City;
EXCEPT, parts purchased by The Friends that are not installed as sprinklers or incorporated into
the irrigation system remain The Friends, but are available for use and maintenance and repair.
#6 - Routine maintenance includes regular removal of noxious weeds within the Golf Park area,
including scotch broom, poison hemlock
Exhibit G
Lease Phasing and Milestones
. ...............
Phase 1: 2024-2025 Phase 2: 2026-2030 Phase 3: 2031 - 2035 Phase 4: 2036-2046
. . ........ .....................
2-year Study Period 5-year milestones 5-year milestones 10-year milestones
Business Planning and
Investment and Full
Major Capital
Operation of Model
Initial Public Access
Implementation Phase
Investments Phase
Links Golf Park and
Actions
with Public Programs
Public Access
Underway
Programs
A Goals,
Pqrk 0 erations (Loals
p
. ..........
&1_411- ))eraflons 6ouls
&tC _k (&grc(Cions
Initial renovations and
Undertake capital
Continue targeted
Links course becomes a
improvements are
improvements based on
investment in course
statewide model of the
completed; maintenance
business and investment
improvements such that
9-hole course
operations are underway;
plans and phasing plans;
the course is operated as
needed equipment is
operations team is fully in
a destination links course
secured; train operations
place; volunteer programs
staff & volunteers
underway
'it!m.ane'al Plannin,
...
Firlancial LIanniqg A('-
. . ....... . . . ... ...... . . ......
h7nancial LtqLiq�yW-&
Governance
Governance
Governance
Governance
Data collection and
Implement marketing
Marketing partnerships
NP generates funds to
tracking of operations;
plan; new board members
are fully developed and
contribute to other
prepare business and capital
replace interim board;
utilized; visitor packages
community causes
investment plan; develop
ongoing fundraising;
with hotels in place;
marketing & fundraising
capital campaign is
annual financial
plans; 2-year milestones are
completed to fund phased
sponsorships are secured;
reached and a 20-year
improvements
annual charity events are
commitment in place
fully scheduled and
underway
Metric: Produce a business
plan that projects financial
Metric: To be
Metric: To be determined
Metric: To be
sustainability on an
determined by the
by a business plan
determined by a business
achievable timeline and
business plan submitted in
submitted in Phase I
plan submitted in Phase
lays out the metrics for
Phase
Study Period
I Study Period
subsequent phases. . . ... .
I Study Period
. ........... . . . -.—
i s]PaufJl%TTil r Aec S,"s
C C)M'Ylonulddl�? Aeet"vs
� E" l7cJY YIzl9 N�(.C,4,'
fld'Ylonlft! t" �G '.5ef
Improve community access
Trail installation
Continue trail
Golf park grounds are a
through near term
continues; N/S trail
improvements; install
well -established
successes; evaluate trial
completed; wayfinding
wayfinding, signage, and
community treasure
course play closure times;
design is completed;
lighting; public access
install E/W trail; verify trail
regular course closure
modes are well-defined
plan locations. Utilize the
times established; year-
and used
driving range and welcome
round event and concert
center building to hold
programming is underway
seasonal concerts and
events. The City, in
collaboration with the
Friends, reserves the right
to continue to explore and
select an available location
for other municipal
purposes, provided that it
will not interfere with the
area set aside for possible
future housing, other
recreational opportunities
planned for the Golf Park
nor hinder the Friends'
ability to operate a
successful business model
for the golf course
Metric: the N/S trail will
Metric: Wayfinding and
Metric: To be
operations.
be completed and open to
trail beacons (as
determined in future
the public; the wayfinding
approved) will be
collaboration with City
plan will be submitted to
installed; new trails will
Staff
Metric: E/W trail will be
the City for approval;
be installed and open to
installed and open to the
additional community
the public per the plan
public; signage for the trail
events will be scheduled
generated in the Phase 1
will be installed; a plan for
per year per threshold
Study Period
the layout of the N/S trail
established after 2-year
and subsequent trails will
Study Period; full
be produced; the golf
programming of
course will be closed to
community and visitor use
play for at least the
(meetings, weddings, etc.)
equivalent of 6 full days a
year for public access; at
least 4 community events
will be held a year during
first 2 years; produce a plan
that sets thresholds for
increasing community
usage for metrics in
sa1bse( uent pia�ases
I __
.. _..
..............
Exnand Reervolion Uyc�v
E'xpand Recreation t,Aes,
.................. —
E.Xnand Recreation Uses
E.YJ �1�1 (Ases
Design and fund miniature
Install miniature golf,
Connections with school
Maintain existing
golf-, continue and expand
ongoing programming
programs are fully
established programs
the cross country team and
connections with youth
underway; family-
and continue to explore
other uses; school and
and family
friendly programming is
new ones
family programs defined;
well -established
disc and foot golf are
integrated into operations
Metric: Disc and foot golf
Metric: Miniature golf
Metric: To be determined
Metric: To be
targets are installed to
operations are fully
by plans produced in
determined in future
allow for rounds of golf by
underway; additional
Phase I
collaboration with City
these user groups; plans for
metrics are to be
Staff
additional programming
determined by the plan
will be produced
produced in Phase I Study
Period
Bteikl 1'cxl JneNa iai1
8td11 Ilm-Inerm
Bui(I ParRer°si
BuiN PartneI,
Develop uses and
Continue work, programs,
Continue to identify
Continue ongoing
agreements with service
& fundraisers with
compatible associations
outreach efforts to
clubs, tribes, schools,
community groups;
and resources
groups in the community
Native Plant Society, and
consult regularly with the
other community groups;
technical advisory
convene technical advisory
committee
committee; continue the
practice of holding
fundraising tournaments to
benefit local organizations
Metric: Maintain the
Metric: Invitations will be
Metric: Continue to invite
Metric: Continue practice
practice of regularly
sent to as many local
additional groups with the
of invitations to groups;
inviting groups to utilize
groups as possible with the
goal of adding at least 2
increase annual
the facilities; continue to
goal of a minimum of 4
new partnership groups
fundraising events in
increase annual
groups to be in partnership
that will access the golf
number/amount raised
fundraising events in
with the Golf Park
park per year; host at least
number/amount raised
6 annual fundraising
events for community
groups and/or charities
each
Facilifies Im rot�elnentv
L��(Jcililies Lin
& !CL/4L1(L.V ImLyovelnents
Ci i &�s /inproivnientv
Im
Plan for welcome center
Main buildings cleaned and
Undertake remodel and
Continue facilities
updated: welcoming entry,
renovation complete;
expansion of welcome
improvements as
pro shop, first floor and
capital campaign initiated
center facilities;
planned in Phase 2
basement improvements;
and completed; revised
expanded food and
expand meeting and
food and beverage
beverage services
community uses;
services
maintenance buildings
cleaned and in full use
Metric: The existing
Metric: The plan for
Metric: Work completed
Metric: Work completed
"clubhouse" will be
remodel/expansion of the
on remodel/expansion of
on remodel/expansion of
refurbished & rebranded as
i welcome center facilities
the welcome center
the welcome center
a welcome center; it will be
will be completed, which
facilities and/or
facilities and/or
publicly advertised that it is
will determine the metrics
restaurant per plan
restaurant per plan
available for rent for
in subsequent phases
produced in Phase 2
produced in Phase 2
community use by
organizations & private
individuals
......
Grounds and Turl'
..................
Grounds, and 7' Y-d
Grounds
- Am?
r
Grounds aidlid
Initial irrigation upgrades;
Expanded irrigation
Native plantings are well
Continue to maintain and
initial tee and greens
system upgrades; continue
integrated into the links
improve the grounds
improvements, per David
upgrade of tees, greens
course; low water use
Hein Report
irrigation fully
implemented
Metric: Turf management
Metric: A revised and
Metric: Improved condition
plan produced by the
Metric: Reduction in
updated turf
of the golf course; updated
superintendent fully
irrigation water
management plan will be
irrigation installed; native
implemented; native
consumption
produced
areas will be enhanced by
plantings established
10% per year; turf
management plan will be
produced by the
superintendent which will i
determine the metrics in
subsequent phases
.. . . . ..........
Environmental
Environmental
Environmental
Environmental
Ste �Vurdlikip
Identify and expand native
Continue expansion of
Continue native
Links course and
and prairie planting areas;
prairie and native
plantings; utilize model
associated plantings are
adopt sustainable turf
plantings; implement
sustainable turf
well established;
management practices;
sustainable turf
management practices
Continue with
wildlife plan for course-
management practices;
sustainable, organic, turf
wide enhancements
seek certifications
management practices
Metric: turf & grounds
Metric: turf & grounds
Metric: Continue turf &
Metric: Continue turf &
management plan produced
management with
grounds management
grounds management
by the superintendent to
sustainable practices to be
with sustainable
with sustainable
include details on transition
implemented
practices. Revise
practices.
to sustainable practices
management plan if
needed.
FT—ec' jdvances
Technical Advances
— -----
Technical Advances
Technical Advances
..............
New electronic controls for
Target full fleet of electric
All electric equipment;
Continued technical
sprinklers; transition to
equipment and carts; apply
install solar array if the
innovations and
electric equipment and carts
for a solar grant
grant is received; solar
upgrades
trail .lighting .......
........
f ttl
Other C'anital
()1her C a4
Oter
I .-h— - 12i—led
jtjipix) %Le me n ts
1W Q1M 114"enis
jL -
hnnrovemen is.
nts
Friends to work
City installs playground;
Construct amphitheater
To be determined in
collaboratively with the
temporary amphitheater in
and driving range
future collaboration with
City on locating and
use; explore permanent
facilities per plan
City staff
applying for a grant for a
amphitheater and driving
(dependent on the future
nature
range construction options
of the drivin range)
_pkground
A 6jrdable Housin
jjfordable llmes i . n X
AffL)rd-611541-HQY."Vin I
Evaluate golf course design
If/when the City proceeds
As funding is available,
Once city housing is
and operations in
with exploring housing on
The City and Friends
funded and moving
collaboration with City
the Blaine St. parcel
continue to work
forward, the leased
housing initiates and site
(timing not tied to this
collaboratively on the
Premises will be
planning, if underway.
phasing schedule), City-
implementation and
amended to reflect the
and Friends will
potential installation of
new boundaries for
collaborate on the best site
course changes and
housing on the Blaine
design for the course and
housing site planning per
Street parcel.
housing and the
the terms of the lease.
connection between them
City0f
Port
' m�10
Townsen
Submitted By: Alyssa Rodrigues
Department: City Clerk
Agenda Bill 25-089
Meeting Date: October 6, 2025
Agenda Item: Consent VIII.B
® Regular Business Meeting
❑ Workshop/Study Session
❑ Special Business Meeting
Date Submitted: October 2, 2025
Contact Phone: 360-379-5078
SUBJECT: Updated Minutes- February 18, 2025
CATEGORY: BUDGET IMPACT:
❑x Consent ❑ Resolution Expenditure Amount: $
❑ Staff Report ❑ Ordinance Included in Budget? Yes ❑ No ❑x
❑ Contract Approval ❑ Other: Discussion Item
❑ Public Hearing (Legislative, unless otherwise noted)
❑ 3-Year Strategic Plan: N/A
Cost Allocation Fund: 010-011 GF - Mayor & Council
SUMMARY STATEMENT: In reviewing previous minutes for a project. I noticed a vote
had not been captured in the February 18, 2025 minutes. After reviewing the recording,
the vote had happened. These minutes were previously approved. They will need to be
approved again with change. Please see the update below.
Motion: David Faber moved to task Culture and Society with reviewing the City of Port
Townsend's public engagement processes and delegating power to Culture and Society
to task the Equity, Access, and Rights Advisory board with parts of that process. Ben
Thomas seconded.
Discussion ensued around getting more engagement at Culture and Society and
general lack of attendance at Committee meetings.
Vote: motion carried unanimously, 6-0 by voice vote.
ATTACHMENTS:
1. February 18, 2025 updated minutes
CITY COUNCIL COMMITTEE RECOMMENDATION: None
RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action
is needed; this effectively represents approval of the February 18, 2025 updated
minutes.
ALTERNATIVES:
❑ Take No Action ❑ Refer to Committee ❑ Refer to Staff ❑ Postpone Action
❑x Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance
❑ Other:
DRAFT
CITY OF PORT TOWNSEND
MINUTES OF THE CITY COUNCIL BUSINESS MEETING OF FEBRUARY 18, 2025
CALL TO ORDER
The City Council met in a Regular Session on the 18th day of February 2025 in Council
Chambers at 540 Water Street, Port Townsend, WA 98368. Mayor Faber called the
meeting to order at 6:00pm.
ROLL CALL
Councilmembers present at roll call were David Faber, Amy Howard, Neil Nelson, Owen
Rowe, Ben Thomas, and Libby Wennstrom with Monica MickHager excused.
Staff members present were Public Works Director Steve King , Marketing and
Communications Director Shelly Leavens, Project Manager Tyler Johnson , Finance and
Technology Services Director Jodi Adams, and City Clerk Alyssa Rodrigues.
CHANGES TO THE AGENDA
Mayor Faber suggested adding Item C. regarding new Media Guidelines and Item D.
regarding downtown paid parking program.
PROCLAMATION(S) OR SPECIAL PRESENTATION(S) (NONE)
There were no Proclamations or Special Presentations.
CITY MANAGER'S REPORT
Mayor Faber stated the City Manager's Report was attached to the packet.
COMMENTS FROM THE PUBLIC
Public comment
Staff or Council response, as needed
There was no public comment.
Discussion ensued around moving new Item C and D up in the agenda.
February 18, 2025 City Council Business Meeting Page 1 of 6
DRAFT
CONSENT AGENDA
Approval of Bills, Claims and Warrants
Approval of Minutes: January 27, 2025
Equipment Purchases
Interlocal Agreement by and between Jefferson County and the City of Port
Townsend for Law Enforcement Services
Council member Nelson mentioned he was present for the January 27, 2025 meeting.
Motion: Owen Rowe moved to approve the consent agenda with correction to roll call in
minutes. Libby Wennstrom seconded.
Vote: motion carried unanimously, 6-0 by voice vote.
NEW BUSINESS
Media Guidelines (Added During Changes to the Agenda)
Public Works Director Steve King and Marketing and Communications Director
Shelly Leavens presented on the Media Guidelines which included Media
Guidelines, timeline, discussion with media counterparts, poor timing, updated
guidelines, misinformation, help from local press, trusted source for local media,
internal coordination, implementation of Personnel Policy, Communications
Department, guidelines are not a policy, does not apply to City Council, public
records, mutual respect, emails, improved guidelines, relationship with press, FAQ's,
responsive to media, accurate reporting, City communications, systems and
guideline development, central point of contact being standard, media guidelines
internal and external, pressure of local reporters deadlines, and it being productive
to meet with media.
In response to Council's clarifying questions staff explained communications
guidelines timeline, expedience of information, and coordination of responses.
Public comment:
Jason Victor Serinus spoke about deadlines and perception with media.
Reneene Robertson spoke about residential parking zones.
Discussion ensued around how Council can support guidelines, misunderstandings,
public records requests, searchable archive page, adversarial relationship with
media, organizational, URL's not working on website, community consultation, and
Agendas/Minutes/Videos search tool.
February 18, 2025 City Council Business Meeting Page 2 of 6
DRAFT
Downtown Paid Parking Program (Added During Changes to the Agenda)
Mayor Faber and Steve King presented the Downtown Paid Parking Program which
included the Mayor's City Newsletter and social media piece regarding downtown
paid parking program, FAQ, parking study, pilot program, and permit systems.
In response to Council's clarifying questions staff explained size of pilot.
Public comment:
Reneene Robertson spoke about Admiralty Apartments, City of Seattle residential
parking permit, and cameras on van access slots.
Scott Walker spoke about starting smaller, Taylor St, attention on topic, timing of day,
dynamic fees, parking garage, and Hood River.
Discussion ensued around going too far, getting to right size, Jefferson Transit, pilot
program, ways to pay, permits, information gap, free parking will fill up, private paid
parking, challenging solutions, park and go on ferry, parking surveys wanted a
definitive action, lot near downtown, Park and Ride, impact, negative side effects,
increase function of business district, alternatives to driving, large pilot size, bring
back smaller pilot size, tourist season, some solution isn't any solution, business
community, streateries, enforcement, residential permits, employee parking, next
steps, scope of pilot, parking fine amount, Seattle policies, Hood River,
Leavenworth, public information, strategies, and revenue.
Resolution 25-006 Declaring an Emergency, Waiving Public Bidding
Requirements, and Ratifying the City Manager's Approval of all Applicable
Documents to Allow for the Immediate Repair of Damage to the OGWS
Transmission Pipeline Near Fuller Road at the Andrews Creek Crossing
Project Manager Tyler Johnson and Steve King presented Resolution 25-006
Declaring an Emergency, Waiving Public Bidding Requirements, and Ratifying the
City Manager's Approval of all Applicable Documents to Allow for the Immediate
Repair of Damage to the OGWS Transmission Pipeline Near Fuller Road at the
Andrews Creek Crossing which included February 6, 2025 call, project, water break,
19.5 Miles of Pipeline to Search, Fuller Road crossing of Andrews Creek, oldest
pipe, highest pressure, 1/2 million gallons of water spilled, Emergency Declaration,
Nordland Construction Northwest, Hutchins Metal Work, IDGAF, City Lake concerns,
Emergency Hydraulic permit, Fish and Wildlife, Critical Areas permit, amount for
project, native vegetation, and Thanks to All Who Helped to Repair the Pipeline.
In response to Council's clarifying questions staff explained age of pipe, turning off
flow of water, trigger, drones, and drainage.
Public comment:
There was no public comment.
February 18, 2025 City Council Business Meeting Page 3 of 6
DRAFT
Discussion ensued around pictures, urgency to build capital funding for replacement
of pipe, bureaucratic slowdown, and Emergency Declaration.
Motion: Owen Rowe moved to approve Resolution 25-006 Declaring an Emergency,
Waiving Public Bidding Requirements, and Ratifying the City Manager's Approval of all
Applicable Documents to Allow for the Immediate Repair of Damage to the OGWS
Transmission Pipeline Near Fuller Road at the Andrews Creek Crossing. Ben Thomas
seconded.
Discussion ensued around appreciation for the staff and contractors.
Vote: motion carried unanimously, 6-0 by voice vote.
Council member Thomas announced there was someone needing to make an
emergent comment. Mayor Faber allowed the public comment.
Public Comment:
Maggie stated the toilets are malfunctioning at 209 Monroe St Shelter, asked if Cotton
Building restrooms will be open, and people are sick and too close together.
Discussion ensued around Cotton Building restrooms and having a conversation with
Bayside.
Task the Equity, Access, and Rights Advisory Board with Reviewing their Scope
of Work within Resolution 23-027 and Providing Edits, Suggestions, and
Updates.
Deputy Mayor Howard presented Tasking the Equity, Access, and Rights Advisory
Board with Reviewing their Scope of Work within Resolution 23-027 and Providing
Edits, Suggestion and Updates which included reviewing their enabling resolution,
"as tasked by City Council" review, board seated since May and tasked with two
items.
Public comment:
There was no public comment.
Discussion ensued around engaging with co-chair of Equity, Access, and Rights
Advisory Board, uncomfortable with request, new board, concern around timeliness,
Advisory to Council, don't want to remove guardrail yet, "as tasked by Council"
concerns, activist organization, concerns around effect on staff, additional powers,
review, implies broad tasking, Listening Sessions, understand perspective, share
concerns from Council, need more information, need more clarification, tasked with
preparing presentation, reviewing Scope of Work, want to move faster with emergent
issues, right sizing the work, suggestions for Scope of Work, and sharing concern
from Council to board.
February 18, 2025 City Council Business Meeting Page 4 of 6
DRAFT
Motion: Ben Thomas moved to task the Equity, Access, and Rights Advisory Board
with reviewing their Scope of Work within Resolution 23-027 and suggesting edits,
other suggestions, and updates. Owen Rowe seconded.
Vote: motion carried unanimously, 6-0 by voice vote.
PRESIDING OFFICER'S REPORT
Mayor Faber stated he did not have a Presiding Officer's Report.
SUGGESTIONS FOR FUTURE AGENDAS
Council member Thomas suggested having the Culture and Society Committee look at
public engagement.
Discussion ensued around WA-CELI trainings, Culture and Society schedule, and
appropriate to look at in future.
Motion: David Faber moved to task Culture and Society with reviewing the City of Port
Townsend's public engagement processes. Ben Thomas seconded.
Discussion ensued around engaging Equity, Access, and Rights Advisory Board in work.
Mayor Faber withdrew his motion.
Motion: David Faber moved to task Culture and Society with reviewing the City of Port
Townsend's public engagement processes and delegating power to Culture and Society
to task the Equity, Access, and Rights Advisory board with parts of that process. Ben
Thomas seconded.
Discussion ensued around getting more engagement at Culture and Society and general
lack of attendance at Committee meetings.
Mayor Faber mentioned concerns from a community member about animal abuse and
leaving dogs outside overnight.
Discussion ensued around putting this topic on the suggestion board and where the
suggestion board lives.
COMMENTS FROM COUNCIL
Deputy Mayor Howard stated an upcoming Intergovernmental Collaborative Group
conflict.
Discussion ensued around having a quorum for the Intergovernmental Collaborative
Group meeting.
February 18, 2025 City Council Business Meeting Page 5 of 6
ADJOURN
DRAFT
There being no further business, the meeting adjourned at 8:11 pm.
Attest:
Alyssa Rodrigues
City Clerk
February 18, 2025 City Council Business Meeting Page 6 of 6
DRAFT
CITY OF PORT TOWNSEND
MINUTES OF THE CITY COUNCIL BUSINESS MEETING OF AUGUST 18, 2025
CALL TO ORDER
The City Council met in a regular session on the 18th of August 2025 in Council
Chambers at 540 Water Street, Port Townsend, WA 98368. Deputy Mayor Howard called
the meeting to order at 6:00pm.
ROLL CALL
Councilmembers present at roll call were David Faber, Amy Howard, Monica MickHager,
Neil Nelson, Owen Rowe, Ben Thomas, and Libby Wennstrom.
Staff members present were City Manager John Mauro, Public Works Director Steve
King, Planning and Community Development Director Emma Bolin, Housing Grants
Coordinator Renata Munfrada, Water Resources Operations Manager Michael Spears,
Finance and Technology Services Director Jodi Adams, and City Clerk Alyssa Rodrigues
CHANGES TO THE AGENDA
Discussion ensued around switching New Business items.
New Business Items A and B were switched.
PROCLAMATION(S) OR SPECIAL PRESENTATION(S)
Oath of Office- Police Officer
Chief of Police Tom Olson provided the Oath of Office to Police Officer Darian Hall.
CITY MANAGER'S REPORT
City Manager John Mauro provided the City Manager's Report which included SEPA
Appeal for hotel project, water supply, pool closure, Farmers Market engagement, chip
seal, and Budget Roadshow.
COMMENTS FROM THE PUBLIC
Public comment
August 18, 2025 City Council Business Meeting Page 1 of 5
DRAFT
Staff or Council response, as needed
There was no public comment.
Discussion ensued around written public comment regarding paid parking signage.
CONSENT AGENDA
Approval of Bills, Claims and Warrants
Approval of Minutes: May 22, 2025, July 7, 2025
Staff Appointments to External Board and Committees
2025 Second Quarter Financial Update
Motion: Monica MickHager moved to approve the consent agenda. Libby Wennstrom
seconded.
Vote: motion carried unanimously, 7-0 by voice vote.
PUBLIC HEARING
Resolution 25-025 Adopting the City of Port Townsend Water Use Efficiency Goal
for the Period 2026-2031 and Incorporating the Goal into the City's Water Use
Efficiency Program
Deputy Mayor Howard opened the Public Hearing and reviewed the Public Hearing
Rules of Procedure.
Public Works Director Steve King and Water Resources Operations Manager
Michael Spears presented Resolution 25-025 Adopting the City of Port Townsend
Water Use Efficiency Goal for the Period 2026-2031 and Incorporating the Goal into
the City's Water Use Efficiency Program which included mandates, basic elements
of program, demand and supply goals, Paper Mill consumption, and gallons per day
being low.
Written materials were submitted in the packet.
Public comment:
Gretchen Brewer spoke about Paper Mill water consumption, more housing units,
and threat of drought.
Peter Guererro spoke about the Sierra Club, encouraging Paper Mill to meter water,
law definition, Paper Mill water consumption, and climate change.
August 18, 2025 City Council Business Meeting Page 2 of 5
Kim Duddy spoke about Paper Mill water consumption, food growing considers
and longevity.
In response to public comment staff explained growth, metering, Paper Mill water
efficiency, and raw water reporting.
In response to Council's clarifying questions staff explained volume of water lost for
transmission loss, Water Supply documents, irrigation meter, data from per capital
gallon usage, encouraging Paper Mill to lower water usage, equivalent water usage
regulations around Aquaphor, groundwater potential concerns, and prioritizing
human consumption over industrial use.
Deputy Mayor Howard closed the Public Testimony portion of the Hearing.
Discussion ensued around well thought out plan, importance of reducing
consumption, per capita minus irrigation number, unoccupied homes, data of
drinking water consumption over years, cutting down per capita usage in the future,
agriculture for food production, and additional storage.
Motion: Ben Thomas moved to approve Resolution 25-025 Adopting the City of Port
Townsend Water Use Efficiency Goal for the Period 2026-2031 and Incorporating the
Goal into the City's Water Use Efficiency Program Monica MickHager seconded.
Vote: motion carried unanimously, 7-0 by voice vote.
OLD BUSINESS (NONE)
NEW BUSINESS
Ordinance 3351 Related to Business License Exemption and Amending Port
Townsend Municipal Code Chapter 5.08
Finance and Technology Services Director Jodi Adams presented Ordinance 3351
Related to Business License Exemption and Amending Port Townsend Municipal
Code Chapter 5.08 which included state mandated update to business license code
and the main changes to the Business License threshold.
In response to Council's clarifying questions staff explained any other anticipated
changes from legislature, endorsement fee, City revenue from license fees, and
possible pushback.
Public comment:
There was no public comment.
August 18, 2025 City Council Business Meeting Page 3 of 5
Discussion ensued around topic coming before Finance and Budget CommitteaFlAfib
waiving Council Rules.
Motion: David Faber moved waive Council Rules and approve first reading of
Ordinance 3351 Related to Business License Exemption and Amending Port
Townsend Municipal Code Chapter 5.08 Owen Rowe seconded.
Discussion ensued around needing to adopt due to state law, community benefit, and
waiving Council Rules.
Vote: motion carried unanimously, 7-0 by voice vote.
Evans Vista: A Vision for Sustainable Community Housing
Planning and Community Development Director Emma Bolin and Housing Grants
Coordinator Renata Munfrada provided the Evans Vista Neighborhood: A Vision for
Sustainable Community Housing presentation which included Presentation Outline,
Community Housing Grants Coordinator Introduction, Evans Vista Neighborhood, A
Vision for Sustainable Housing, Planning for Evans Vista, Council 2025 Workplan,
Growth Management Act, Comprehensive Plan: Housing Element, 2025 Housing
Needs Assessment, Key Findings, White Paper: Exploration of Strategies for
Supporting Infill &Affordable Housing, Broken Housing Ladder, Homeless
Encampments at DSHS, Housing is a Homelessness Problem, Economic
Development, Economics & Timing of Development, Grant Funding & Regulatory
Responsibilities, Mill Road Lift Station, Roadmap, Roadmap Actions, Identifying
Resources & Obstacles, PT's Preferred Design: Honoring Community Input,
Developer Roundtable, Request for Proposals (RFP), Attachment A PIF Grant
Application: Evans Vista Phase 1 Mixed Use Workforce Housing Streets, and
Connecting Housing to Infrastructure Program.
In response to Council's clarifying question staff explained permanently affordable
housing, 2023 design, developer timeline, DSHS homeless encampment, CHIP
grant funding, air quality testing, type of CHIP funding, giving funding back, and
match for State CHIP.
Public comment:
Derek Firenze spoke about the Evans Vista and air quality health risks around the
Paper Mill.
Gretchen Brewer spoke about open space, ownership model, and community
workspace.
In response to public comment staff explained Mill contract, community workspace,
and ownership model.
Discussion ensued around cooperative ownership, condo, developer participation,
supporting staff recommendation, homeless encampment, air quality issue, local
August 18, 2025 City Council Business Meeting Page 4 of 5
builders supporting large scale developer, timeline, monitoring air quality, seekwdFT
regulatory controls on Paper Mill emissions, proceeding with project, projects under
public scrutiny, PIT count in January, need to fix housing ladder, City not the
developer, need the money, appreciation for Renata, outside the box solution to
concerns of air quality, and appreciation for all information being in one place.
Motion: Owen Rowe moved endorse staff pursuing additional grant funding in support
of the Evans Vista Neighborhood Master Development Monica MickHager seconded.
Vote: motion carried unanimously, 7-0 by voice vote.
PRESIDING OFFICER'S REPORT
Mayor Faber provided the Presiding Officers' Report which included the County
Community Conversation event and Port Travel Lift launching event.
SUGGESTIONS FOR FUTURE AGENDAS
There were no suggestions for future agendas.
COMMENTS FROM COUNCIL
There were no comments from Council.
ADJOURN
There being no further business, the meeting adjourned at 8:27pm.
Attest:
Alyssa Rodrigues
City Clerk
August 18, 2025 City Council Business Meeting Page 5 of 5
DRAFT
CITY OF PORT TOWNSEND
MINUTES OF THE CITY COUNCIL BUSINESS MEETING OF SEPTEMBER 2, 2025
CALL TO ORDER
The City Council met in a regular session on the 2nd of September 2025 in Council
Chambers at 540 Water Street, Port Townsend, WA 98368. Mayor Faber called the
meeting to order at 6:00pm.
ROLL CALL
Councilmembers present at roll call were David Faber, Amy Howard, Monica MickHager,
Neil Nelson, Owen Rowe, and Ben Thomas with Libby Wennstrom excused.
Staff members present were John Mauro City Manager, Public Works Director Steve
King, Long Range Planner Adrian Smith, Planning Manager Jacob Gates, Community
Services Director Melody Sky Weaver, Project Manager Andre Harper, Wastewater
Treatment/Compost Facility Operations Manager Bliss Morris, and City Clerk Alyssa
Rodrigues.
CHANGES TO THE AGENDA
Mayor Faber stated they will add an Executive Session after Public Comment and before
Consent Agenda regarding discussion with legal counsel for current or potential litigation
to take approximately 10 minutes with no action.
PROCLAMATION(S) OR SPECIAL PRESENTATION(S) (NONE)
There were no Proclamations or Special Presentations.
CITY MANAGER'S REPORT
City Manager John Mauro provided the City Manager's Report which included water
supply, YMCA pool closure, Jefferson Healthcare Certificate of Occupancy, Place Based
Learning Collaboration with PT School District, and Budget Roadshow.
COMMENTS FROM THE PUBLIC
Public comment
Faith spoke about concerns around blinking light near Admiralty apartments.
September 2, 2025 City Council Business Meeting Page 1 of 6
DRAFT
Staff or Council response, as needed
In response to public comment staff explained the red blinking light in relation to traffic
safety standpoint.
Discussion ensued around putting up signage for drivers and orange flags.
Executive Session — Pursuant to RCW 42.30.110(1)(i) Discussion with legal counsel about
current or potential litigation (Approximately 10 minutes) (Added During Changes to the
Agenda)
Mayor Faber stated the Council will go into Executive Session pursuant to RCW
42.30.110(1)(i) discussion with legal counsel about current or potential litigation for
approximately 10 minutes. No action to follow.
Council went into Executive Session at 6:15pm
Council came out of Executive Session at 6:25pm. No action was taken.
CONSENT AGENDA
Approval of Bills, Claims and Warrants
Approval of Minutes: July 14, 2025, July 21, 2025, August 4, 2025
Council Committee Assignment- Port Townsend School District's Facility
Advisory Board
Motion: Monica MickHager moved to approve the consent agenda. Owen Rowe
seconded.
Vote: motion carried unanimously, 6-0 by voice vote.
PUBLIC HEARING
Ordinance 3352 An Interim Ordinance of the City of Port Townsend Amending
Port Townsend Municipal Code Chapter 17.72 Relating to Interim Parking
Regulations and Providing that the Interim Regulations, Unless Extended, will
Sunset on the Earlier of Six (6) Months from the Date of Adoption of this
Ordinance or the Adoption of Regulations that Superseded this Ordinance.
Mayor Faber opened the Public Hearing and reviewed the Public Hearing Rules of
Procedure.
Long Range PlannerAdrian Smith presented Ordinance 3352 An Interim Ordinance
of the City of Port Townsend Amending Port Townsend Municipal Code Chapter
17.72 Relating to Interim Parking Regulations and Providing that the Interim
September 2, 2025 City Council Business Meeting Page 2 of 6
Regulations, Unless Extended, will Sunset on the Earlier of Six (6) Months froffiw6T
Date of Adoption of this Ordinance or the Adoption of Regulations that Superseded
this Ordinance which included March 4, 2024 Ordinance 3333, purpose for
recommended vs. required, Ordinance extensions, 3rd extension of interim
Ordinance, and reason for extension instead of adoption.
There were no written materials submitted.
Public comment:
There was no public comment.
In response to Council's clarifying questions staff explained no changes from last
time, separating residential and commercial, if ordinance has impacted projects, and
there being no projects proposed downtown being affected by ordinance.
Mayor Faber closed the Public Testimony portion of the Hearing.
Discussion ensued around projects and utilizing the Ordinance, Madrona Ridge,
ADU's and parking, projects taking a long-time to plan, flexibility, knowledge is out
there, reason for waiving Council Rules, and expiring Ordinance process.
Motion: Ben Thomas moved to approve the findings of fact and move to waive Council
Rules and approve Ordinance 3352 An Interim Ordinance of the City of Port Townsend
Amending Port Townsend Municipal Code Chapter 17.72 Relating to Interim Parking
Regulations and Providing that the Interim Regulations, Unless Extended, will Sunset
on the Earlier of Six (6) Months from the Date of Adoption of this Ordinance or the
Adoption of Regulations that Superseded this Ordinance. Owen Rowe seconded.
Mayor Faber closed the public record and the Public Hearing.
Vote: motion carried unanimously, 6-0 by voice vote.
OLD BUSINESS (NONE)
NEW BUSINESS
Resolution 25-026 Renaming the Triangle I Park as the Minnie Nakano Park
Community Services Director Melody Sky Weaver provided Resolution 25-026
Renaming the Triangle I Park as the Minnie Nakano Park presentation which
included other park renaming's, Triangle I Park history, Parks, Recreation, Trees and
Trails Advisory Board discussion, no current City Park named after a woman, woman
of note information from local historians, Nakano family history, Minnie Nakano
September 2, 2025 City Council Business Meeting Page 3 of 6
history, and staff recommendation.
DRAFT
In response to Council's clarifying question staff explained where family farm was
located and where relatives are currently located.
Public comment:
There was no public comment.
Discussion ensued around conflict -of -interest concern, Parks, Recreation, Trees and
Trails Advisory Board thoughtful discussion, Minnie being a community member that
deserves it, and proud of first park having a women's name.
Motion: Owen Rowe moved to approve Resolution 25-026 Renaming the Triangle I
Park as the Minnie Nakano Park Monica MickHager seconded.
Discussion ensued around where Triangle II Park is located.
Vote: motion carried unanimously, 6-0 by voice vote.
Discussion ensued around upcoming celebration and new signs for the park
renaming.
Resolution 25-027 Authorizing the Application for Loan Funding for Final Design
and Construction of Lawrence Street Combined Sewer Separation Project and
the Wastewater Treatment Plant Outfall Project in an Amount not to Exceed
$6,500,000
Public Works Director Steve King, Project Manager Andre Harper, and Wastewater
Treatment/Compost Facility Operations Manager Bliss Morris provided the
Resolution 25-027 Authorizing the Application for Loan Funding for Final Design and
Construction of Lawrence Street Combined Sewer Separation Project and the
Wastewater Treatment Plant Outfall Project in an Amount not to Exceed $6,500,000
which included Department of Ecology recommendation to include more stormwater
quality treatment, adding pipe in Lawrence St, asking for more authority to apply for
more funding, adding outfall project, Dept of Ecology wants City to apply, sewer
outfall background, engagement, internal inspection of pipeline, findings of
inspection, amended engineers report, dive assessment, locating joint, staff
recommendation, applying for additional funding, prior community pushback,
previous permitting process, new option, replace beach section, green light from
Ecology, forgivable portions of loan, Resolution just replaces last Resolution, and no
kelp/eelgrass will be disturbed.
In response to Council's clarifying questions staff explained reason for Marine
Resource Committee pushback, repayment of loans through Enterprise fund, total of
outfall amount, no eelgrass disturbed, project schedule, what Department of Ecology
is wanting City to do on Lawrence St, what Lawrence St will look like now with
September 2, 2025 City Council Business Meeting Page 4 of 6
bioswales, purpose of bioswales, bioswale used for stormwater, what happensw
treatment plant while work is happening, how long cast iron pipe will last, putting
liner in cast iron pipe, what is going out into the Strait, education kiosk/signage,
Wastewater Treatment Plant awards, rate model, difference in debt type, debt
issuance being a positive, some debt can be forgiven, and community investing in
itself in relation to approving funding.
Public comment:
There was no public comment.
Discussion ensued around big projects being intimidating and previous amount.
Motion: Owen Rowe moved to approve Resolution 25-027 Authorizing the Application
for Loan Funding for Final Design and Construction of Lawrence Street Combined
Sewer Separation Project and the Wastewater Treatment Plant Outfall Project in an
Amount not to Exceed $6, 500, 000 Monica MickHager seconded.
Discussion continued around appreciation for 80/20 principle with projects, comfortable
with what has been learned, State suggesting changes to Lawrence St, Monroe St Lift
Station, and appreciation for Public Works teams.
Vote: motion carried unanimously, 6-0 by voice vote.
PRESIDING OFFICER'S REPORT
Mayor Faber provided the Presiding Officer's Report which included Jefferson County
outreach event, Hospital Ribbon Cutting, Walking Tour on Lawrence St, and NW
Maritime Center local elected event.
Discussion ensued around resident concerns with Lawrence St project.
SUGGESTIONS FOR FUTURE AGENDAS
There were no suggestions for future agendas.
COMMENTS FROM COUNCIL
There were no comments from Council.
ADJOURN
There being no further business, the meeting adjourned at 7:48pm.
September 2, 2025 City Council Business Meeting Page 5 of 6
Attest:
DRAFT
Alyssa Rodrigues
City Clerk
September 2, 2025 City Council Business Meeting Page 6 of 6
PORT TOWNSEND CITY COUNCIL
CONSENT AGENDA
October 6, 2025
A. Approval of Bills, Claims and Warrants:
• Vouchers 177542 through 177542 in the amount of $10.00
• Vouchers 177545 through 177691 in the amount of $1,404,134.74
• Vouchers 177693 through 177793 in the amount of $1,356,228.85
• Electronic Fund Transfers in the amount of $58,407.22
B. Approval of Minutes: February 18, 2025 (Updated), August 18, 2025,
September 2, 2025
Action: Move to adopt the consent agenda or request to remove any individual
item from the consent agenda. (Short statements or easily resolved questions are
appropriate without removing item from the consent agenda).
City0f
Port
' m�10
Townsen
Agenda Bill AB25-092
Meeting Date: Oct 6, 2025
Agenda Item: IX.A
® Regular Business Meeting
❑ Workshop/Study Session
❑ Special Business Meeting
Submitted By: Jodi Adams, Director of Finance & Technology Services
Date Submitted: October 1, 2025
Department: Finance
Contact Phone: 360-379-4403
SUBJECT: Ordinance 3354 Adopting 2025 Supplemental Budget Appropriations -
Second reading
CATEGORY: BUDGET IMPACT:
❑ Consent ❑ Resolution Expenditure Amount:
❑ Staff Report ❑x Ordinance Included in Budget? Yes ❑ No ❑x
❑ Contract Approval ❑ Other:
❑ Public Hearing (Legislative, unless otherwise noted)
❑ 3-Year Strategic Plan: N/A
Cost Allocation Fund: N/A
SUMMARY STATEMENT:
Our second budget supplement for 2025 has been kept to a minimal amount, and only
items that were emergency repairs or had unexpected price increases are included.
There are many reasons why supplemental appropriations are needed.
• Carry forward budget from 2024 for projects that were not completed
• Donations that were made in previous years and not spent.
• Capital Projects that are new or have carry forward money from previous years
• Additional expenditures emerge as new information or activity occurs that was not
previously known or available when compiling the current year's budget.
• Increased costs due to supply chain issues, labor shortages and inflation factors.
• Unforeseen emergencies.
• Obtaining legislative authority for the proper management of funds in the general
ledger.
All expenses must be approved by council prior to being spent, so a budget amendment
includes all unbudgeted expenditures. However, we are not required to reduce or credit
unspent line items or to increase revenue during the supplement process. An increase
in an expenditure line does not necessarily mean an increase in spending. There may
be an offset under another line that is not reflected in the supplement process.
The 2025 Budget Supplement #2 includes
Direct Cost Increases/ New Spending
• General Fund — Unemployment Costs ($35,000)
• Shoreline Master Program Grant — Professional Services ($75,500)
o 100% Offset by a new Commerce Grant
• Street Operations — Chip Seal & Hot Spot Repairs ($217,907)
• Transportation Benefit District — Discovery Road Grant Gap ($228,444)
• Community Services Reserves — City Facilities & Safety Upgrades ($71,000)
• Community Services Reserves — Playground Safety Maintenance ($3,000)
• Community Services Reserves — Mountain View Chlorinator Controller ($8,000)
• Water & Sewer Utilities — Main Street TIP Contribution ($106,250)
o 75% Offset by new State Main Street tax credits
Total: $745,101.00
Note the supplement includes other line items for internal transfers that do not represent
new or additional spending but rather reallocating funds for accounting purposes.
ATTACHMENTS:
1. Ordinance 3354
2. City of Port Townsend 2025 Supplemental #2 Detail
CITY COUNCIL COMMITTEE RECOMMENDATION: At their September 8, 2025
meeting, the Finance and Budget Committee recommended forwarding the
Supplemental Budget #2 request to City Council.
RECOMMENDED ACTION:
Move to approve Ordinance 3354 Adopting 2025 Supplemental Budget Appropriations.
ALTERNATIVES:
❑x Take No Action ❑ Refer to Committee ❑ Refer to Staff ❑x Postpone Action
❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance
❑ Other:
Ordinance 3354
Page 1 of 1
ORDINANCE NO. 3354
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON,
ADOPTING 2025 SUPPLEMENTAL BUDGET APPROPRIATIONS
WHEREAS, the City Council adopted a supplemental budget per Ordinance 3347 on June
2, 2025 and was set forth in the document entitled "City of Port Townsend 2025 Supplemental 41
Detail"; and
WHEREAS, new or unforeseen projects were not identified at the time of compiling the
2025 budget; and
WHEREAS, staff recommends appropriating funds for the new and unforeseen projects
as identified for 2025; and
WHEREAS, the City Council reviewed the supplemental budget on September 15, and
considered the matter further on October 6, 2025;
NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do
ordain as follows:
Section 1. The supplemental budget for the City of Port Townsend, Washington, for the
fiscal year 2025, is adopted as set forth in the document entitled "City of Port Townsend 2025
Supplemental 42 Detail", making revenue and expenditure revisions.
Section 2. This Ordinance shall take effect upon its passage, approval, and publication in
the form and manner provided by law.
ADOPTED by the City Council of the City of Port Townsend, Washington, by a vote of
the majority of the City Council plus one, at a regular business meeting thereof, held this 6th day
of October 2025.
David J. Faber
Mayor
Attest.
Alyssa Rodrigues
City Clerk
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City0f
Port
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Townsen
Submitted By: Jodi Adams
Department: Finance
Agenda Bill AB25-093
Meeting Date: September 15, 2025
Agenda Item: IX.B
® Regular Business Meeting
❑ Workshop/Study Session
❑ Special Business Meeting
Date Submitted: September 5, 2025
Contact Phone: 379-4403
SUBJECT: Ordinance 3353 Relating to Bonds for City Officers and Employees;
Adopting a New Chapter 2.09 and New Section 2.09.010, Official Bonds, In the Port
Townsend Municipal Code (PTMC); and Adopting a New Section in 12.10.050 in the
PTMC.
CATEGORY: BUDGET IMPACT: n/a
❑ Consent ❑ Resolution Expenditure Amount:
❑ Staff Report ❑x Ordinance Included in Budget? Yes ❑ No ❑x
❑ Contract Approval ❑ Other:
❑ Public Hearing (Legislative, unless otherwise noted)
❑ 3-Year Strategic Plan: N/A
Cost Allocation Fund: Choose an item,
SUMMARY STATEMENT: Staff requests City Council to authorize the addition to Port
Townsend Municipal Code 2.10.050 City manager— bond and oath and 2.09.010 official
bonds.
RCW 35A.12.080 and RCW 35A.13.160 Oath and bond of officers requires that by
ordinance or by charter, that code cities organized under a council-manager plan, shall
be required to furnish annually an official bond conditioned on the honest and faithful
performance of their official duties.
The terms and penalty of official bonds shall be approved by the city manager. The
premiums on such bonds shall be paid by the city.
This update will meet the requirements of the RCW and will enable us to obtain such
bonds as required for staff.
ATTACHMENTS:
1. Ordinance 3353
CITY COUNCIL COMMITTEE RECOMMENDATION: N/A
RECOMMENDED ACTION: Move to approve Ordinance 3353 Relating to Bonds for
City Officers and Employees; Adopting a New Chapter 2.09 and New Section 2.09.010,
Official Bonds, In the Port Townsend Municipal Code (PTMC); and Adopting a New
Section in 12.10.050 in the PTMC.
ALTERNATIVES:
❑x Take No Action ❑x Refer to Committee ❑x Refer to Staff ❑x Postpone Action
❑ Remove from Consent Agenda ❑ Waive Council Rules and approve Ordinance
❑ Other:
Ordinance 3353
PERFORMANCE BONDS
Page I of 3
ORDINANCE NO.3353
AN ORDINANCE OF THE CITY OF PORT TOWNSEND RELATING TO BONDS FOR
CITY OFFICERS AND EMPLOYEES; ADOPTING A NEW CHAPTER 2.09 AND NEW
SECTION 2.09.010, OFFICIAL BONDS, IN THE PORT TOWNSEND MUNICIPAL
CODE (PTMC); AND ADOPTING A NEW SECTION IN 2.10.050 IN THE PTMC.
WHEREAS, Washington state law, through sections �35A.12.080 and 35A.13.160 of the
Revised Code of Washington ("RCW") e uires the clerk, treasurer, if any, chief of police and
and
such other officers or employees as may be designated by ordinance or by charter to furnish
annually an official bond conditioned on the honest and faithful performance of their official
duties; and
WHEREAS, RCW 35A.13.070 requires the city manager of a code city to execute and file
with the clerk of the council a bond in favor of the city in such sum as may be fixed by the council
before entering upon the duties of his or her office; and
WHEREAS, the official bonds of officers of a municipality must comply with the
requirements of Chapter 42.08 RCW; and
WHEREAS, the premiums for bonds for appointive officers and City staff must be paid
by the City per RCW 48.28.040; and
WHEREAS, the State of Washington Auditors office recommends bond coverage should
be provided for all employees, under a blanket bond.
NOW THEREFORE, the City Council of the City of Port Townsend does ordain as
follows:
Section 1. A new section 2.10.050, City manager — Bond and oath, is hereby created in
Port Townsend Municipal Code Chapter 2.10 (City Manager) as follows:
2.10.050 City manager —Bond and oath.
Before entering upon the duties of his or her office the city manager
shall take an oath or affirmation for the faithful performance of his
or her duties and shall execute and file with the clerk of the council
a bond in favor of the city consistent with the provisions of PTMC
2.09.010.
Section 2. A new Chapter 2.09 titled "Official bonds." A new Section 2.09.010 "Official
bonds," is hereby adopted in Chapter 2.09 of the PTMC titled "Official bonds" in the Port
Townsend Municipal Code to read as follows:
Ordinance 3353
PERFORMANCE BONDS
Page 2 of 3
2.09.010 Official bonds.
In accordance with RCW %5A.1 %.4)74) and %5A.1'% 1.64), the
employees of the city listed in this section shall each, before entering
upon the performance of their respective duties, furnish to the city
an official bond conditioned upon the honest and faithful
performance and discharge of their official duties, and for the proper
application of all money or property received by them by virtue of
their position or employment. All such official bonds shall be
approved by the city manager, except that the bond of the city
manager shall be approved by the city attorney. Such bonds shall
run in favor of the city and be executed by a fidelity or surety
company authorized to transact such business within the state. The
form shall be approved by the city attorney and must meet the
requirements of any proper department of the state supervising the
same. The premiums on said bonds shall be paid by the city.
A. The director of finance and technology services who serves as
the city treasurer shall qualify by furnishing a faithful performance
bond at the expense of the city in the sum of not less than $100,000.
B. The city clerk and all persons authorized by the city to sign
checks or warrants shall be covered by a blanket faithful
performance bond in the sum of not less than $75,000.
C. The city manager shall be covered by a blanket faithful
performance bond in the sum of not less than $100,000.
D. The chief of police shall be covered by a blanket faithful
performance bond in the sum of not less than $100,000.1
E. All other city officers and employees shall be covered by a
blanket faithful performance bond in the sum of not less than
$50,000.
All amounts provided in this section may be increased to a greater
amount as may be specified by state law as hereafter amended.
Section 3. Severability. If any sentence, clause or phrase of this Ordinance should be held
to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or
unconstitutionality shall not affect the validity or constitutionality of any other section, sentence,
clause, or phrase or work of this Ordinance.
Section 4. Effective Date. This Ordinance shall take effect and be in force five days
following its publication in the manner provided by law.
Ordinance 3353
PERFORMANCE BONDS
Page 3 of 3
Adopted by the City Council of the City of Port Townsend, Washington, at a regular
meeting thereof, held this 6th day of October, 2025.
David Faber, Mayor
Attest:
Alyssa Rodrigues, City Clerk
City0f
Port
' m�10
Townsen
Submitted By: Katy Goodman
Department: Community Services
Agenda Bill AB25-094
Meeting Date: October 6, 2025
Agenda Item: X.A
® Regular Business Meeting
❑ Workshop/Study Session
❑ Special Business Meeting
Date Submitted: October 2, 2025
Contact Phone: (360) 774 2362
SUBJECT: Ordinance 3355 Repealing and Replacing Port Townsend Municipal Code
Chapter 3.50 Relating to the City's Public Arts Program; Providing for Severability; and
Establishing an Effective Date
CATEGORY:
❑ Consent ❑ Resolution
El
❑x
Staff Report ❑x Ordinance
Contract Approval ❑ Other:
BUDGET IMPACT:
Expenditure Amount: $
Included in Budget? Yes ❑ No ❑
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: 1 - Build small town quality of life
Cost Allocation Fund: Choose an item,
SUMMARY STATEMENT:
The City of Port Townsend has a deep and abiding commitment to art and culture, as
articulated in the Community Direction Statement from the Comprehensive Plan: "A
regional center of culture and learning, Port Townsend provides its citizens with
quality elementary and secondary instruction, as well as career training and college
education needed for success and personal enrichment. The City offers world -class
arts and entertainment and continually celebrates its cultural and historical assets
by hosting many exciting festivals and events. Anywhere in town, we are only a
convenient bike ride or walk from work, classes, dining, entertainment, and home.
This closeness reinforces the tie between Port Townsend's economy, culture and a
large residential community. People live here because they enjoy being in the midst
of the natural beauty and cultural amenities of Port Townsend."
In 2004, Port Townsend adopted PTMC Chapter 3.50, establishing a 1% for the Arts
Program to fund uphold this commitment by funding the creation of artwork through City
capital projects; the last public art project created through this program occurred in
2015.
With extensive input from the Port Townsend Art Commission and the Public Art
Committee, as well as the Public Works, Finance, Community Services Departments,
the original code has been carefully examined to find out why it has not funded new art
in a decade. It was determined that the current code excluded --or left room to exclude --
many kinds of capital projects and costs, including utility projects, which means very
little to no funding is flowing to the 1 % for the Arts Program, against the spirit of the
original resolution.
After months of research into similar programs across the state, it was determined that
a new Municipal Code would best ensure that the intention of the 1% for the Arts
program could be fulfilled by the City. Using examples from successful programs in
other small Washington cities, the new code aligns with the values of promoting cultural
enrichment and artistic expression within our community and reflects contemporary best
practices.
This process, begun by the Arts Commission in 2024, has been supported by the
Council's adoption of the 2025 Public Art Plan in June of 2025, which sets up a strong
path for the development and care of the City's Public Art Collection. It is also
strengthened by the hiring of staff to oversee and support the City's role in our
community's arts and culture sector.
The Port Townsend Arts Commission recommended the new PTMC code for adoption
by City Council at their October 2nd, 2025 meeting.
ATTACHMENTS:
1. Ordinance 3355
2. Exhibit A, 2025 Public Art Plan
CITY COUNCIL COMMITTEE RECOMMENDATION: N/A
RECOMMENDED ACTION: Move to approve first reading of Ordinance 3355
Repealing and Replacing Port Townsend Municipal Code Chapter 3.50 Relating to the
City's Public Arts Program; Providing for Severability; and Establishing an Effective
Date
ALTERNATIVES:
❑x Take No Action ❑x Refer to Committee ❑x Refer to Staff ❑ Postpone Action
❑ Remove from Consent Agenda ❑x Waive Council Rules and approve Ordinance
❑ Other:
Ordinance 3355
Page 1 of 1
Ordinance No. 3355
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON,
REPEALING AND REPLACING PORT TOWNSEND MUNICIPAL CODE CHAPTER
3.50 RELATING TO THE CITY'S PUBLIC ARTS PROGRAM; PROVIDING FOR
SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE
WHEREAS, the City Council of the City of Port Townsend desires to repeal and replace
Port Townsend Municipal Code ("PTMC") Chapter 3.50 relating to the City's Public Arts
Program; and
WHEREAS, the new Municipal Code better reflects the City of Port Townsend's
commitment to expanding public experience by advancing awareness of, and interest in, the arts,
in connection with the artistic and cultural development of the city; and
WHEREAS, the arts enhance the built environment and social fabric of the community
and are a fundamental part of Port Townsend's identity; and
WHEREAS, it is the intention of the City of Port Townsend to ensure the continued
support of public art through 1 % for the Arts funding;
NOW THEREFORE, the City Council of the City of Port Townsend do ordain as follows:
Section 1. PTMC Chapter 3.50, Public Arts Program, Repealed and Replaced. Port
Townsend Municipal Code Chapter 3.50 (Public Arts Program) is hereby repealed and now
replaced as set forth in Exhibit A attached hereto and by this reference fully incorporated herein.
Section 2. Severabilily. If any sentence, clause or phrase of this Ordinance should be held
to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or
unconstitutionality shall not affect the validity or constitutionality of any other section, sentence,
clause, or phrase or work of this ordinance.
Section 3. Effective Date. This Ordinance shall take effect and be in force five days
following its publication in the manner provided by law.
ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular
business meeting thereof, held this 6th day of October 2025.
David J. Faber
Mayor
Attest.
Alyssa Rodrigues
City Clerk
EXHIBIT A
3.50.10 Purpose and policy Section.
The city of Port Townsend is committed to expanding public experience by advancing awareness
of. and interest in. the arts. in connection with the artistic and cultural development of the city.
A. In alignment with this policy, the city encourages artwork to be incorporated into city capital
projects, as defined herein, and that a portion of the project's cost be allocated for the acquisition
of public art, the upkeep of public art owned by the City, the replacement of public art at the end
of its useful life, or the promotion and implementation of art programming.
3.50.020 Definitions.
A. "Commission" means the Port Townsend arts commission.
B. A "capital project" is defined as any project paid for wholly or in part by the City of Port
Townsend to construct or remodel any building, structure, park, street, sidewalk, parking
facility, or utility, or any portion thereof, including permanent fixtures to any building within
the jurisdiction of the City of Port Townsend. However, the purchase of land, local
improvement district projects including the City's participation in any such district,
maintenance, repair, and operation, and the purchase of equipment are not considered capital
prof ects.
3.50.030 Source of funds for municipal construction projects.
A. All monies required by this section shall be deposited into the Municipal Arts Fund from which
the Arts Commission shall create an annual budget to present to the City Council to review
and recommend for incorporation into the City's annual bud _get approval process. All City
departments shall deposit into the Municipal Arts Fund, out of any monies appropriated for
any capital project an amount equal to one percent (1%) of the appropriation for the
administration of the Public Art Program, excluding any funds from state or federal sources
which are ineligible to be used in conjunction with Public Art Fund programs. One percent
(1%) of the funds from multiple City capital projects may be accumulated in the Public Art
Fund for the purposes as defined by separate resolution of the City Council.
B. Only those capital projects exceeding the sum of seventy-five thousand dollars ($75,000) will
be subject to the provisions of this section. At such time as the total capital project expenditure
of any individual project exceeds seventy-five thousand dollars ($75,000), the one percent
(I%)provided herein of all such monies expended for that capital project shall be paid into the
Public Art Fund as follows: one percent (1%) of the construction contract award, excluding
funds from restricted sources including the Transportation Benefit District and Olympic
Gravity Water System Fund, and excluding any funds from state or federal sources which are
ineligible to be used in conjunction with public art fund programs, including additive change
orders or other alterations to the contract, will be placed into the fund. Washington State sales
tax, design fees, furnishings, and administrative expenditures will not be included as part of
the capital project expenditure.
3.50.040 General revenues to the municipal arts fund.
In addition to funds as may be appropriated for municipal construction projects, the city council
shall allocate an appropriation to the Municipal Arts Fund or other arts programs for the purposes
enumerated in this chapter.
3.50.050 Arts commission responsibilities — Process.
The Port Townsend Arts Commission shall follow any policies related to public art to make
decisions re a rding what types of visual public art shall be purchased, what types of artists shall
be eligible for contracts, and processes for accessioning, maintaining, and de -accessioning public
visual art. The Port Townsend Arts Commission shall also adhere to any policies related to the
promotion of and encouragement for public art programming.
3.50.060 Public arts projects — City council approval.
Public Art Fund monies shall not be expended without the prior approval of the City Council.
Nothing in this section shall limit the amount of money the City Port Townsend may expend for
art, art programming, and administration of arts initiatives.
3.50.070 Municipal arts fund created.
There is hereby created a special fund entitled the "municipal arts fund" into which all funds shall
be paid that are received by the city from whatever source for the purpose of providing for the
advancement of local cultural and artistic programs and services within the city, including federal,
state or other funds to which the city may be entitled now or in the future, other funds as the city
MU from time to time transfer into said fund, and revenues from performances or projects
sponsored by the arts commission. Funds earmarked for funding public art for construction
projects need not be placed in the municipal arts fund, but may remain part of the project
construction budget.
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