HomeMy WebLinkAbout050426 City Council Business Meeting Packet
PORT TOWNSEND CITY COUNCIL AGENDA
CITY HALL COUNCIL CHAMBERS, 540 WATER STREET
Business Meeting 6:00 p.m. May 4, 2026
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I.Call to Order
II.Roll Call
III.Changes to the Agenda
IV.Proclamation(s) or Special Presentation(s)
A. Rhody Week Proclamation and Presentation
V. City Manager’s Report
VI. Comments from the Public (re consent agenda items and items not on the agenda)
(Each person has 3 min. to comment- City Clerk will signal at 2 min. 30 sec.)
A. Public comment
B. Staff or Council response, as needed
VII. Consent Agenda
Action: Move to adopt the consent agenda and/or request to remove any
individual item from the consent agenda.
A. Approval of Bills, Claims and Warrants
B. Approval of Minutes: February 17, 2026, March 2, 2026
C. Appointments/Reappointments: Arts Commission, Library Advisory Board,
Historic Preservation Committee
D. Updating the City’s Personnel Policy Manual to Comply with Current Rules,
Regulations, and Practices
E. Authorizing the City Manager to sign grant and loan agreements with the
Washington State Department of Ecology (Ecology) and Department of
Commerce, Public Works Board (PWB) for the Wastewater Treatment Plant
(WWTP) Outfall Replacement and Lawrence Street CSO Separation
projects and execute all necessary contracts and agreements to complete the
work.
VIII. Old Business (None)
IX. New Business
A. Resolution 26-007 Supporting the Jefferson County Farmers Market for their
Port Townsend Farmers Market Infrastructure Planning Project
Proposed Action:Move to approve Resolution 26-007 Supporting the Jeferson
County Farmers Market for their Port Townsend Farmers Market Infrastructure
Planning Project
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
B. Ordinance 3364 Adopting 2026 Supplemental Budget Appropriations
Proposed Action: Move to approve first reading of Ordinance 3364 Adopting 2026
Supplemental Budget Appropriations
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
C. Authorization to Begin Debt Issuance Preparation and Consultant Selection for
Anticipated Utility Financing
Proposed Action: Move to authorize the City Manager to negotiate and execute
contracts for professional services to support issuance of utility revenue bonds and
refinancing existing debt
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
D. Resolution 26-008 Authorizing Jefferson County to Include the City of Port
Townsend in an Amendment of the Jefferson County Comprehensive Solid
Waste Management Plan
Proposed Action: Move to approve Resolution 26-008 Authorizing Jefferson
County to Include the City of Port Townsend in an Amendment of the Jefferson
County Comprehensive Solid Waste Management Plan
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
X. Presiding Officer’s Report
XI. Suggestions for Future Agendas
XII. Comments from Council
XIII.Executive Session –Pursuant to RCW 42.30.110 (1)(g) Performance of a public
employee (Approximately 45 minutes) Potential Action following executive session
XIV.Adjourn
P R O C L A M A T I O N
WHEREAS, the Jefferson County Rhododendron Festival has been a cherished
tradition in our community for over 90 years, celebrating the natural beauty, civic pride,
and cultural heritage of The City of Port Townsend and Jefferson County; and
WHEREAS, the festival highlights the rhododendron as the official state flower
of Washington, showcasing the region’s unique environment and commitment to
preserving its natural landscapes; and
WHEREAS, this annual event brings together residents, local businesses, and
visitors through parades, community events, and cultural activities that strengthen
community bonds and support the local economy; and
WHEREAS, the festival is made possible through the dedication and hard work
of volunteers, organizers, sponsors, and community partners who contribute countless
hours to its success; and
WHEREAS, the Jefferson County Rhododendron Festival promotes tourism and
highlights the charm and hospitality of the City of Port Townsend;
NOW, THEREFORE, I, Amy Howard, Mayor of the City of Port Townsend, do
thth
hereby proclaim the week of May 10 through 17as
Rhododendron Festival Week
in the City of Port Townsend and encourage all residents to recognize, celebrate, and
participate in Jefferson County Rhododendron Festival. On behalf of the City, let’s all
enjoy a wonderful Rhody Week.
____________________________________
Amy Howard, Mayor
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Agenda Bill: AB26-047
Meeting Date: May 4, 2026
Agenda Item: Consent VII. C
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Mayor Howard Date Submitted: April 30, 2026
Department: Mayor Contact Phone: 379-2980
SUBJECT:
Reappointment of Diana Grunow (Position #6, Term Expires May 1, 2029) to the
Library Advisory Board
Reappointment of Simon Lynge(Position #1, Term Expires May 1, 2029) to the
Arts Commission
Reappointment of Melanie Muszynski (Position #3, Term Expires May 1, 2029) to
the Arts Commission
Appointment of Dana Nelson (Position #2, Term Expires May 1, 2029) to the Arts
Commission
Reappointment of Kathleen Knoblock (Position #1, Term Expires May 1, 2029) to
Historic Preservation Committee
CATEGORY: BUDGET IMPACT: n/a
Consent Resolution Expenditure Amount: $
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: N/A
Cost Allocation Fund: 010-011 GF - Mayor & Council
SUMMARY STATEMENT:
The Mayor is recommending the following appointments:
Reappointment of Diana Grunow (Position #6, Term Expires May 1, 2029) to the
Library Advisory Board
Reappointment of Simon Lynge (Position #1, Term Expires May 1, 2029) to the
Arts Commission
Reappointment of Melanie Muszynski(Position #3, Term Expires May 1, 2029) to
the Arts Commission
Appointment of Dana Nelson (Position #2, Term Expires May 1, 2029) to the Arts
Commission
Reappointment of Kathleen Knoblock (Position #1, Term Expires May 1, 2029) to
Historic Preservation Committee
ATTACHMENTS: Citizen Advisory Boards, Commissions, Task Forces, Committees &
Subcommittees Current Rosters
CITY COUNCIL COMMITTEE RECOMMENDATION:N/A
RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action
is needed; this represents unanimous approval of the appointments.
ALTERNATIVES:
Take No ActionRefer to CommitteeRefer to StaffPostpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
PARKS, REC, TREES & TRAILS ADVISORY BOARD (5-7)HISTORIC PRESERVATION COMMITTEE (5-7)
Council Liaison: Monica MickHagerCouncil Liaison: Monica MickHager
Meets Bi-monthly 4:30pm 4th Tuesday at City Hall Meets 3:00pm 1st Tuesday at City Hall
Pos.Name & ExperienceExp.Pos.NameExp.
Matt Miner5/1/28Kathleen Knoblock5/1/26
11
VACANT5/1/26Michael D'Alessandro5/1/26
22
Richard Hefley 5/1/27VACANT 5/1/26
33
4 Pamela Adams5/1/28Walt Galitzki5/1/27
4
Rebecca Kimball5/1/28Zhenya Lavy5/1/28
55
VACANT5/1/27Craig Britton, Chair 5/1/28
66
Deborah Jahnke, Chair5/1/27Dave Pitkethly5/1/28
77
Nicole Karn5/1/28
8
Jeffrey Taylor 5/1/28
9
LODGING TAX ADVISORY COMMITTEE (11 voting)ARTS COMMISSION (9 max.)
Council Liaison: NoneCouncil Liaison: Libby Wennstrom
Meets 3:00pm quarterly 2nd Tuesday at City HallMeets 3:00pm 1st Wednesday at City Hall
Pos.Name & RoleExp.Pos.NameExp.
Owen Rowe, Chair (Elected Official)N/ASimon Lynge5/1/26
11
Sarah Copley (At Large Position)5/1/29VACANT 5/1/26
2
2
Cindy Finnie (At Large Position)5/1/285/1/26
Melanie Muszynski
33
VACANT (Recipient)5/1/25Heidi Tullman 5/1/27
44
VACANT (Recipient)5/1/27Joshua Saunders5/1/28
55
Danielle McClelland (Recipient)5/1/28 6 Sheena Uritz5/1/28
6
Denise Winter (Recipient)5/1/28Chrstine WalshRogers5/1/27
77
VACANT (Collector)5/1/22Dan Groussman5/1/28
88
Kate Philbrick (Collector)5/1/28Doug Caskey 5/1/27
99
VACANT (Collector)5/1/26
10
VACANT (Collector)5/1/24 LIBRARY ADVISORY BOARD (5-7)
11
Council Liaison: David Faber
Main Street Designee (Nonvoting)5/1/27
12
Jefferson Transit Authority Kelly Olson (Nonvoting)5/1/29
13
Meets Bi-monthly 1:00pm 2nd Tuesday at the LLC
Pos.NameExp.
14
VACANT (Nonvoting)5/1/20
1
Pamela Adams 5/1/28
FINANCIAL SUSTAINABILITY TASK FORCE
Kathleen Hawn5/1/27
2
Council Liaison: None3 Susan Ferentinos5/1/27
TBD
VACANT 5/1/26
4
Pos.NameExp.
VACANT 5/1/26
5
Catharine RobinsonN/ADiana Grunow 5/1/26
16
Earll MurmanN/A 7 David Tolmie5/1/28
2
John NowakN/A
3
Richard JahnkeN/A
4
VACANTN/A
5
VACANTN/A
6
VACANTN/A
7
VACANTN/A
8
PEG ACCESS COORDINATING COMMITTEE (8)PLANNING COMMISSION (7)
Meets 3:30pm 2nd Tuesday at the Gael Stuart BuildingMeets 6:30pm 2nd & 4th Thursday at City Hall
Pos.NameExp.
Name
_______, City Council (Chair)Samantha Bair Jones, Chair 12/31/27
1
Joanna Sanders, City ClerkStephen Mader 12/31/26
2
Melody Eisler, Library DirectorRick Jahnke12/31/27
3
John Polm, School District SuperintendentViki Sonntag12/31/26
4
________, School District Video InstructorCorrina Coorrsen12/31/28
5
Richard Durr, School District RepresentativeDylan Quarles12/31/28
6
VACANT, Video ProfessionalAndreas Andreadis12/31/27
7
_____________, Citizen Representative
CIVIL SERVICE COMMISSION (3)
VACANT, Student Representative
VACANT Producers Group Representative (Optional)Meets as needed
Pos.NameExp.
VACANT Education Group Representative (Optional)
Darryl Elmore 12/31/28
1
CLIMATE ACTION COMMITTEE (15)
David Ehnebuske12/31/27
2
Meets bi-monthly 3:00 p.m. on 2nd TuesdayRichard Sussman 12/31/27
3
Exp.
Pos.Name
N/A FORT WORDEN PDA (9-11)
1 Jefferson County BoCC (Heather Dudley-Nollette)
Council Liaison: Libby Wennstrom
N/A
2 City Council (Owen Rowe)
Meets at Fort Worden Commons B
N/A
3 JeffPUD (Jeff Randall)
Pos.NameExp.
N/A
Jefferson County Public Health (Laura Tucker)
4
N/ABrad Mace10/24/25
5 Jefferson Healthcare (Kees Kolff)1
N/ATracy Garrett 10/24/25
6 Jeff. Transit (Nicole Gauthier/Amy Hall)2
N/ADavid King10/24/26
7 Port of PT ( Carol Hasse/Eric Toews)3
N/AVACANT10/24/26
8 PT Paper Corp. (Michael Clea)4
12/31/26John Begley10/24/24
9 Cindy Jayne - Chair - At Large 5
12/31/28Steve Dowdell 10/24/24
10 Crystie Kisler - At Large 6
`
12/31/28VACANT 10/24/24
11 David Wilkinson- At Large 7
12/31/27
12 Jaime Duyck- At Large 8 VACANT10/24/22
12/31/2610/24/25
13 VACANT - At Large 9
12/31/2710/24/25
14 VACANT- At Large 10
Dave Seabrook- At Large
12/31/2710/24/25
1511
EQUITY, ACCESS, AND RIGHTS ADVISORY BOARD
Council Liaison: Amy Howard
Meets 2nd Thursday at 12:30 at Council Chambers
Pos.NameExp.
VACANT 5/1/25
1
VACANT 5/1/26
2
Julia Cochrane5/1/27
3
Amber Kent 5/1/28
4
Aimee Krouskop5/1/26
5
6
Rachael Nutting5/1/27
VACANT 5/1/25
7
5/1/26
VACANT
8
Francisca Ramirez Aquino5/1/27
9
Agenda Bill AB26-048
Meeting Date: May 4, 2026
Agenda Item: Consent VII.D
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Cynthia Shaffer Date Submitted: April 29, 2026
Department: People and Performance Contact Phone: 379-5045
SUBJECT:Updating the City’s Personnel Policy Manual to Comply with current rules,
regulations, and practices.
CATEGORY: BUDGET IMPACT:
Consent Resolution Expenditure Amount:$0
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: N/A
Cost Allocation Fund: 010-015 GF - Human Resources - General
SUMMARY STATEMENT: Attached are proposed updates to the Personnel Policies
Manual. These updates are intended to align the Manual with current laws,
organizational structure, legal requirements, and operational practices. The proposed
updates have been reviewed by all department directors prior to consideration by
Council.
The majority of the revisions are administrative in nature. All policies remain subject to
applicable collective bargaining agreements and federal and state law.
The revised Personnel Policies manual can be found in Attachment A, while a summary
of the proposed revisions can be found in Attachment B.
ATTACHMENTS:
1. Attachment A (Revised Personnel Policies Manual May 2026)
2. Attachment B Summary Table of Revisions – PPM Summary of Changes May
2026
CITY COUNCIL COMMITTEE RECOMMENDATION:
RECOMMENDED ACTION: If adopted as part of the Consent Agenda, no further action
is needed; this represents unanimous approval of the update of the City’s Personnel
Policy Manual to Comply with current rules, regulations and practices.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ___
Personnel Policies Manual
Table of Contents
SECTION PAGE
CHAPTER 1 PURPOSE AND SCOPE ........................................................................... 1
1.1 INTRODUCTION ....................................................................................... 1
1.2 INTENT OF POLICIES .............................................................................. 1
1.3 SCOPE OF POLICIES ............................................................................... 2
1.4 CHANGING THE POLICIES ...................................................................... 2
1.5 DEFINITIONS ............................................................................................ 2
CHAPTER 2 GENERAL POLICIES, PRACTICES AND EMPLOYEE CONDUCT ......... 6
2.1 GENERAL CODE OF CONDUCT ............................................................. 6
2.2 EQUAL EMPLOYMENT OPPORTUNITY .................................................. 7
2.4 DISABILITY DISCRIMINATION PROHIBITED .......................................... 8
2.5 LIFE-THREATENING/COMMUNICABLE DISEASES ............................... 8
2.6 ANTI-HARASSMENT ................................................................................. 8
2.7 SEXUAL HARASSMENT PROHIBITED .................................................... 9
2.8 DISCRIMINATION/HARASSMENT COMPLAINT PROCEDURE ............ 10
2.9 ANTI-RETALIATION ................................................................................ 13
2.10 EMPLOYEE PERSONNEL RECORDS ...................................................13
2.11 EMPLOYMENT REFERENCES AND VERIFICATION OF EMPLOYMENT
................................................................................................................. 14
2.12 EMPLOYEE APPEARANCE AND BEHAVIOR ........................................14
2.13 EMPLOYEE ISSUES ............................................................................... 15
2.14 EMPLOYEE SAFETY, RECOGNITION, AND WELLNESS PROGRAMS;
SERVICE AWARDS ................................................................................ 15
2.15 BREASTFEEDING POLICY .................................................................... 17
CHAPTER 3 RECRUITMENT, APPLICATIONS, AND SELECTION ...........................20
3.1 RECRUITMENT ....................................................................................... 20
3.2 NEW HIRE SELECTION .......................................................................... 21
3.3 TEMPORARY EMPLOYEES ................................................................... 24
3.4 TRIAL PERIOD ........................................................................................ 25
3.5 GENERAL PROVISIONS FOR APPOINTMENT .....................................26
3.6 EMPLOYMENT OF RELATIVES (NEPOTISM) .......................................27
3.7 PROMOTIONS ........................................................................................ 27
CHAPTER 4 HOURS AND ATTENDANCE .................................................................29
4.1 WORK DAYS AND WORK WEEK ........................................................... 29
4.2 HOURS OF WORK AND OVERTIME ...................................................... 29
4.3 COMPENSATORY TIME FOR NON-EXEMPT EMPLOYEES ................ 32
4.4 ALTERNATIVE REGULAR SCHEDULE .................................................. 32
4.6 ATTENDANCE ........................................................................................ 37
4.7 EMERGENCY CONDITIONS .................................................................. 38
4.8 BREAKS AND MEAL PERIODS .............................................................. 38
4.9 CALL BACK ............................................................................................. 39
4.10 PAYROLL RECORDS ............................................................................. 39
CHAPTER 5 COMPENSATION ................................................................................... 40
5.1 PURPOSE ............................................................................................... 40
5.2 COMPENSATION PHILOSOPHY ........................................................... 40
5.3 COMPENSATION GOALS ...................................................................... 40
5.4 MARKET DEFINITION ............................................................................. 41
5.5 MARKET COMPETITIVENESS ............................................................... 41
5.6 SALARY CLASSIFICATION AND GRADES ............................................41
5.7 JOB DESCRIPTIONS AND CLASSIFICATION .......................................41
5.8 PAY RATES ............................................................................................. 42
5.9 MARKET ANALYSIS; EMPLOYEE BENEFITS AND RECOGNITION
COMMITTEE ........................................................................................... 44
5.10 PAYDAYS ................................................................................................ 46
5.11 DEDUCTIONS ......................................................................................... 46
5.12 REPORTING COMPENSATION ISSUES ...............................................46
5.13 TRAVEL EXPENSE REIMBURSEMENT ................................................. 47
5.14 COMPENSATION FOR TRAVEL TIME ................................................... 49
5.15 COMPENSATION UPON SEPARATION ................................................50
CHAPTER 6 PERFORMANCE ASSESSMENTS AND TRAINING ..............................51
6.1 PERFORMANCE ASSESSMENTS ......................................................... 51
6.2 TRAINING ................................................................................................ 52
6.3 TUITION REIMBURSEMENT .................................................................. 52
6.4 EMPLOYEE TRAINING AND TUITION OBLIGATIONS ..........................53
CHAPTER 7 BENEFITS ............................................................................................... 54
7.1RETIREMENT BENEFITS.......................................................................54
7.2 DISABILITY BENEFITS AND WORKERS’ COMPENSATION ................54
7.3RETURN TO WORK –LIMITED DUTY ASSIGNMENTS........................55
7.4 INSURANCE BENEFITS ......................................................................... 58
7.5CONTINUATION OF INSURANCE COVERAGE....................................59
7.6 UNEMPLOYMENT COMPENSATION .....................................................59
7.7 EMPLOYEE ASSISTANCE PROGRAM .................................................. 59
7.8 FLEXIBLE SPENDING ACCOUNTS .......................................................60
CHAPTER 8 LEAVES .................................................................................................. 62
8.1 VACATION LEAVE .................................................................................. 62
8.2 SICK LEAVE ............................................................................................ 64
8.3 BEREAVEMENT LEAVE......................................................................... 67
8.4 LEAVE OF ABSENCE WITHOUT PAY ................................................... 67
8.5 JURY AND WITNESS DUTY LEAVE ...................................................... 69
8.6 ADMINISTRATIVE LEAVE ...................................................................... 69
8.7 MILITARY LEAVE .................................................................................... 69
8.8 FAMILY LEAVE (FEDERAL) ................................................................... 71
8.9 WASHINGTON STATE PAID FAMILY AND MEDICAL LEAVE ..............75
8.10 DOMESTIC VIOLENCE LEAVE .............................................................. 77
8.11 HOLIDAYS ............................................................................................... 79
8.12 RELIGIOUS HOLIDAYS .......................................................................... 80
8.13 PROFESSIONAL LEAVE ........................................................................ 81
CHAPTER 9 EMPLOYEE RESPONSIBILITIES ........................................................... 83
9.1OUTSIDE EMPLOYMENT AND CONFLICTS OF INTEREST................83
9.2 ANTI-DISRUPTION POLICY ................................................................... 83
9.3 POLITICAL ACTIVITIES .......................................................................... 84
9.4 NO SMOKING POLICY ........................................................................... 85
9.5 NO USE OF OTHER TOBACCO OR TOBACCO-LIKE PRODUCTS ......86
9.6 CITY PROPERTY/ PERSONAL POSSESSIONS / PRIVACY LIMITATIONS
................................................................................................................. 86
9.7 ELECTRONIC MEDIA POLICY ............................................................... 87
9.8 SOCIAL MEDIA POLICY. ........................................................................ 93
9.10 USE OF PERSONAL COMPUTER OR COMMUNICATION DEVICES
FOR CITY BUSINESS: ............................................................................ 93
9.11 AUTOMOBILE USAGE ........................................................................... 93
9.12 DRIVER'S LICENSE REQUIREMENTS .................................................. 96
9.13 ACCIDENT PREVENTION AND SAFETY ............................................... 96
9.14 SAFE WORKPLACE................................................................................ 98
9.15 FIREARMS AND DANGEROUS WEAPONS ..........................................99
9.16 SUBSTANCE ABUSE ............................................................................ 101
9.17 NOTICES TO EMPLOYEES .................................................................. 104
9.18 CONTACT WITH THE NEWS MEDIA; LOBBYING EFFORTS ............. 105
105
9.19 SOLICITATIONS ................................................................................... 105
9.20 LEGAL LIABILITY .................................................................................. 106
CHAPTER 10 DISCIPLINE AND TERMINATIONS ....................................................107
10.1 ACTIONS SUBJECT TO DISCIPLINARY ACTION ................................ 107
10.2 POSSIBLE DISCIPLINARY ACTIONS .................................................. 110
10.3 PRE-DISCIPLINARY HEARING ............................................................ 110
10.4 LAYOFF AND TERMINATION ............................................................... 111
10.5 RESIGNATION ...................................................................................... 112
CHAPTER 11 COMPLAINT PROCEDURES ............................................................. 113
11.1 COMPLAINT PROCEDURES ................................................................ 113
11.2 REPORTING IMPROPER GOVERNMENTAL ACTION ........................ 114
CHAPTER 1
PURPOSE AND SCOPE
1.1 INTRODUCTION
The City of Port Townsend places the highest value on its employees. We wish to
see satisfied workers, with the support necessary to achieve the objectives of each
position. The City believes that clear, consistent personnel policies contribute to
greater job satisfaction. All employees and new hires are required to be familiar
with these policies. If questions arise, please begin with a discussion with your
manager or department director. Employees are encouraged to offer ideas or
suggestions for improvement of these policies.
These personnel policies serve as a general guide to the City of Port Townsend's
current employment practices and procedures. As such, we hope they will help
employees better understand how the City operates, what is expected of an
employee, and what the employee can expect in return. These policies also
describe the compensation, benefits, and other support provided by the City.
City employees are expected to follow all policies established by the City (such as
purchasing policies, password policies, or public records policies) even if not
contained within or attached to this Personnel Policies Manual, and failure to do
so may result in disciplinary action.
1.2 INTENT OF POLICIES
These policies are not intended to be a contract, expressed or implied, or
any type of promise or guarantee of specific treatment upon which an
employee may rely, or a guarantee of employment for any specific duration.
Although the City desires long-term employment relationships, it is recognized this
may not always occur and either the employer or employee may decide to
terminate employment. Unless specific rights are granted in employment
contracts, civil service rules or elsewhere, all employees of the City are
considered at-will employees and may be terminated from City employment
at any time, with or without cause and with or without notice. No manager,
department director,or representative of the City, other than the City Manager, has
authority to enter into any agreement with an employee for employment for any
specified period or duration, or to make any written or verbal commitments to the
contrary. Any agreements for employment for any specified period or duration
must be in writing signed by the City Manager. It is the City’s intent that these
policies be interpreted as providing a reasonable approach to specific problems
and situations; they should be considered as a total set of working procedures
rather than interpreting each section, subsection, sentence or phrase separately
and out of context.
City of Port Townsend Personnel Policies Manual Page 1
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
1.3SCOPE OF POLICIES
These personnel policies apply to all City of Port Townsend employees. In
cases where these policies conflict with any Civil Service rules and regulations,
provisions of a collective bargaining agreement, City ordinance, or state or federal
law, the terms of that law, rule, or agreement prevail. In all other cases, these
policies apply. In the event of the amendment of any ordinance, rule, or law
incorporated in this document or upon which these provisions rely, these personnel
policies shall be deemed amended in conformance with those changes.
1.4 CHANGING THE POLICIES
As the need arises, the City Council may modify and supplement these policies
and, through the budget process, may enact changes to compensation or benefit
levels. As the need arises, the City Manager may modify, supplement, clarify, or
rescind these policies, except for policies that are inconsistent with the City’s
adopted budget, which may only be modified by the City Council. The City
Manager may deviate from these policies in particular situations, especially in an
emergency, to achieve the primary mission of serving the City's residents.
Employees may request specific changes to these policies by submitting
suggestions to their department director or the City Manager.
1.5 DEFINITIONS
Appointing Authority: The person empowered with authority to appoint and/or
remove employees from City positions, or person(s) delegated to by such
appointing authority to perform duties that may be legally delegated. The City of
Port Townsend appointing authority is the City Manager.
At-will Employee: Unless specific rights are granted to an employee in a collective
bargaining agreement, civil service rules, or written employment agreement, an
employee of the City may be terminated at any time, with or without cause and
with or without notice.
City: The City of Port Townsend.
City Business: Includes work or job duties arising out of a work assignment or
work duties for the City.
City Facility: Any real property that is owned or leased by the City. This includes
buildings and parking lots owned or leased by the City. Except as otherwise
provided , this term does not include City parks, City parking lots open to the public,
sidewalks, rights-of-way, or streets.
Class/Classification: Systematic arrangement of job titles into categories
according to positions sharing similar job functions and/or responsibilities.
City of Port Townsend Personnel Policies Manual Page 2
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
COBRA Rights: Federal law thatpermits employees who are separating from City
employment to continue eligible group medical coverage at their personal expense
for a specified period of time determined by federal law.
Confidential Employee: An employee exempted from the bargaining unit
because of confidential duties as described in RCW 41.80.005(4).
Days: References to “days” in these policies shall mean calendar days unless
otherwise stated.
Department Director:An employee responsible for directing one or more City
departments.
Domestic Partner: Individual who meets the current domestic partner criteria for
the employee’s insurance coverage whether or not the domestic partner is enrolled
in the employee’s insurance plan. State registered domestic partnerships under
RCW 26.60.030 are also included in this definition consistent with RCW 49.46.210.
Emergency: A circumstance that, if not immediately addressed, may cause injury
or damage to persons or property.
Employee Assistance Program: A program designed to assist City employees
and their family members to solve problems through professional counseling and
other resources.
Exempt Employee:An employee who does not receive overtime pay for all hours
worked in excess of 40 hours per week as provided in the Fair Labor Standards
Act (FLSA), because the employee works in a bona fide executive, administrative,
professional, or other exempt capacity covered by the FLSA and Washington
Minimum Wage Act.
General Notification: Notification on employee bulletin boards or through an
employee newsletter, email, or similar form of notification.
Harassment:Harassment is defined as verbal or physical conduct that demeans
or shows hostility or aversion toward other employees or members of the public.
Harassment includes harassment based upon a legally protected status, for
example, sex, color, age, disability, etc. (see Section 2.6), but is not limited to
harassment based upon a legally protected status (see, for example, Section
10.1(21).
Immediate Family: Includes the following: spouse, domestic partner, parent,
child, stepchild, brother or sister, mother- or father-in-law, son- or daughter-in-law,
grandparent, grandchild, step-parents, or any relative who regularly resides in the
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employee's homeand for whom there is an expectation of care by the employee.
An individual is considered a relative whether related by blood, marriage, or
adoption.
Limited-hour Regular Part-time Employee: An employee hired intoa budgeted,
authorized position, who has successfully completed a trial period as defined in
these policies and who regularly works less than twenty (20) hours a week on a
regular year-round schedule, unless provided otherwise in a bargaining
agreement.
Non-exempt Employee: An employee who receives overtime pay for hours
worked beyond 40 hours in a standard work week in accordance with the Fair
Labor Standards Act (FLSA) and Washington Minimum Wage Act. The amount of
overtime pay is one and one-half times the regular rate of pay for actual hours
worked, unless provided otherwise in a bargaining agreement.
Non-public Area of a City Facility: An area that has been declared by the City
Manager or department director in charge of the facility as not being open on a
regular basis to members of the public.
Non-represented Employee: An at-will employee who is not a member of a
bargaining unit and is not represented by a bargaining agent in matters of wages,
benefits, and working conditions.
People and Performance: People and Performance as used in this Manual
means a member of the People and Performance Department (formerly Human
Resources or HR), including the Director of People and Performance and any other
staff assigned to the department.
Prorated Basis: The ratio between the number of hours in an employee’s normal
work schedule and forty (40) hours per week, as it applies to leaves and benefits.
Regular Employee: Regular Employee means a Regular Full-Time Employee or
a Regular Part-Time Employee.
Regular Full-Time Employee: An employee hired into a budgeted, authorized
position, who has successfully completed a trial period as defined in these policies
and who regularly works a minimum of forty (40) hours a week on a regular year-
round schedule.
Regular Part-Time Employee:An employee hired into a budgeted, authorized
position, who has successfully completed a trial period as defined in these policies
and who regularly works less than forty (40) but at least twenty (20) hours a week
on a regular year-round schedule, unless provided otherwise in a bargaining
agreement.
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Represented Employee:An employee who is a member of a bargaining unit and
represented by a bargaining agent in matters of wages, benefits, and working
conditions.
Substitute: A part-time employee who regularly averages less than 20 work hours
per week and does not have a set schedule. Substitutes work year-round on an
on-call basis, do not include temporary or seasonal employees, and are paid a flat
rate.
Temporary Employee: An employee hired to work a fixed or flexible schedule of
hours for a specified period of time, or an employee who is hired on an intermittent,
seasonal or as-needed basis, as provided in Section 3.3.
Term-limited Employee: A fulltime, exempt employee who is hired for a set period
of time (generally one to two years) to work on a specific project.
Trial Employee: An employee who has not yet completed a trial period in a regular
position and who has not been granted regular employment status. Unless
otherwise specified, when regular employees are referred to in these policies, the
reference includes trial employees.
Weapon: Any object, instrument or incendiary device that is: (1) designed in such
a manner to inflict harm or injury to another person; or (2) used in a manner
threatening harm or injury to another person. This shall include, but not be limited
to: firearms, knives (not including pocket knives with blades less than 3 inches in
length), chako sticks, and blackjacks. See Section 9.14 for further definitions.
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CHAPTER 2
GENERAL POLICIES, PRACTICES AND EMPLOYEE
CONDUCT
2.1 GENERAL CODE OF CONDUCT
All City employees are expected to represent the City of Port Townsend to the
public in a professional manner that is courteous, efficient and helpful. Employees
must maintain a clean and neat appearance appropriate to their work assignment,
as determined by the position and department director or City Manager.
Since the proper working relationship between employees and the City of Port
Townsend depends on each employee's on-going job performance, professional
conduct, and behavior, the City has established certain minimum standards of
personal conduct. Among the City's expectations are tact, courtesy and respect
toward the public and fellow employees; adherence to City policies, procedures,
safety rules, and safe work practices; compliance with directions from managers;
preserving and protecting the City's equipment, grounds, facilities, and resources;
and providing orderly and cost-efficient services to its residents.
The City of Port Townsend is a small workforce and, to function efficiently,
employees may be asked to perform duties outside regular assignments. This
arrangement is necessary in many small cities. To make the most efficient use of
personnel, the City also reserves the right to change work conditions and duties
originally assigned. If these changes in arrangements become necessary, the City
expects employee cooperation.
As to any issue of employee discipline, the City retains complete discretion as to
when a situation calls for discipline or correction and what form and level of
discipline are appropriate. City management believes in appropriate discipline in
appropriate circumstances. Normally, if the problems are performance related,
corrective action may call for coaching or counseling initially, with discipline to
follow if the performance deficiencies are not corrected. If problems arise from
misconduct or an intentional disregard for directives or these policies, such
conduct may warrant more serious discipline (such as written reprimands,
disciplinary probations, suspension, demotion, or termination). Performance
problems may also warrant more serious discipline, if the City determines the
situation has not improved or has worsened. However, management will review
each situation independently and make a decision on what it deems to be
appropriate discipline, up to and including termination for the first offense. A
decision to use progressive-type discipline in a given case is an attempt to improve
the performance or behavior but does not change the at-willnature of the
employment relationship. For represented employees, the City will adhere to
procedures set forth in the applicable labor agreement.
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Some examples of conduct thatmay lead to discipline, up to and including
termination include insubordination; unauthorized release of City, customer, or
coworkerinformation; swearing or verbal abuse; falsification of any work,
personnel, or other City records; unauthorized taking or removal of City funds or
property; use of City vehicles/equipment or property for non-business purposes;
dishonesty; lying; discrimination against or harassment of coworkers or others;
possession, consumption, or being under the influence of alcohol or a controlled
substance at work or on City property; bringing a weapon to the workplace;
assaulting, fighting or threatening to fight with another employee or member of the
public; misconduct of any kind; poor performance; excessive absenteeism or
tardiness or failure to report in when absent or tardy; failure to comply with safety
or security rules and procedures; and violation of City policy.
These examples are not all-inclusive; other negative behavior may also be grounds
for discipline or termination. See Chapter 10 for further examples of negative
behavior.
2.2 EQUAL EMPLOYMENT OPPORTUNITY
The City of Port Townsend encourages and expects its workforce to reflect the
diversity of its residents. The City of Port Townsend is an equal employment
opportunity employer. The City employs, retains, promotes, disciplines and
otherwise treats all employees and job applicants strictly on the basis of job-related
qualifications and competence. These policies and all employment practices shall
be applied without regard to any individual's sex, race, color, creed, religion,
national origin, sexual orientation (including gender identity), pregnancy, age,
marital status, military status, disability, genetic information, or any other
characteristic protected by law.
2.3 DIVERSITY, EQUITY, AND INCLUSION
The City of Port Townsend is committed to and accountable for advancing
diversity, equity, and inclusion in all its forms. We embrace individual uniqueness
and foster a culture of inclusion that supports both broad and specific diversity. We
value inclusion as a core strength and an essential element of our public service
mission. The City of Port Townsend commits to:
Attracting and welcoming residents and visitors from diverse backgrounds.
Seeking out and eliminating institutional and unconscious bias in our
municipal code and City plans while supporting state and federal
nondiscrimination laws regarding daily life in our community.
Fostering and maintaining a safe environment of respect and inclusion for
all residents, employees, and visitors to our community.
Providing creative programs and environments that reflect the diversity of
our community and elevate cultural awareness.
Ensuring fair and inclusive access to our facilities, programs, resources, and
services.
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Ensuring that all our plans, policies, and practices are inclusive and
equitable for all our residents and visitors in our delivery of services.
Attracting, retaining, and developing talented employees and staff from
diverse backgrounds and underrepresented communities, and fostering a
culture that allows employees to bring their best, unique selves to the City.
Ensuring equal access to justice and fair treatment for all residents and
visitors.
Partnering with tribal, local, state, and federal governments and
nongovernmental organizations to ensure equitable access to programs,
resources, and services.
2.4 DISABILITY DISCRIMINATION PROHIBITED
The City of Port Townsend will not discriminate against qualified applicants or
employees with a sensory, physical, or mental disability. Applicants and
employees with a disability must be able to perform the essential functions of the
job with reasonable accommodation. Employees whose disabilities require
workplace accommodation are asked to seek the assistance of the City’s People
and Performance Department to initiate a mutual discussion of the employee’s and
City’s needs.
2.5 LIFE-THREATENING/COMMUNICABLE DISEASES
Employees with life-threatening illnesses or communicable diseases are treated
the same as all other employees. They are permitted to continue working as long
as they maintain an acceptable level of performance and medical evidence shows
they are not a threat to themselves, their coworkers, or the public. The City will
work to preserve the safety of all its employees and reserves the right, to the extent
allowed by law, to reassign employees or take other job actions, including
termination, when a substantial and unusual safety risk to fellow City employees
or the public may exist.
2.6 ANTI-HARASSMENT
It is the City of Port Townsend's policy to foster and maintain a work environment
free from discrimination, harassment, and intimidation. Toward this end, the City
will not tolerate harassment of any kind by an employee toward any coworker or
member of the public. Employees are expected to show respect for each other
and the public at all times, despite individual differences.
Harassment is defined as verbal or physical conduct that demeans or shows
hostility or aversion toward other employees or members of the public.
Harassment consists of unwelcome conduct, whether verbal, physical, or visual.
This Section 2.6 specifically prohibits harassment that is based upon a legally
protected status. Separately, other policies prohibit harassment (and coercion,
rudeness, and the like) even if not based on upon a legally protected status. See,
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for example, Section 10.1(21), which prohibits harassment, intimidation, coercion,
or lack of courtesy.
Harassment based upon a person’s protected status includes harassment based
on sex, sexual orientation, gender identity, color, race, ancestry, religion, national
origin, age, disability, marital status, veteran status, citizenship status, genetic
information, or other protected group status. The City will not tolerate harassing
conduct that affects tangible job benefits, that interferes unreasonably with an
individual’s work performance, or that creates an intimidating, hostile, or offensive
working environment.
Any harassment of a fellow employee or member of the public will be cause for
disciplinary action, up to and including termination of employment.
Examples of Harassment. Each individual must exercise their own good judgment
to avoid engaging in conduct that may be perceived by others as harassment.
Forms of unlawful harassment include but are not limited to:
Verbal: repeated sexual innuendoes, racial or sexual epithets, derogatory
slurs, off-color jokes, propositions, threats, or suggestive or insulting
sounds;
Visual/Non-verbal: derogatory posters, cartoons, drawings, or emails;
suggestive objects or pictures; graphic commentaries; leering; or obscene
gestures;
Physical: unwanted physical contact including touching, interference with
an individual’s normal work movement, or assault; and
Other: making or threatening reprisals as a result of a negative response to
harassment.
See Discrimination/Harassment Complaint Procedure, Policy 2.7, for guidance on
what to do if you or a coworker experience or witness potential harassment.
2.7 SEXUAL HARASSMENT PROHIBITED
Sexual harassment is a form of discrimination, is illegal, and violates federal and
state law and the City’s policies. Sexual harassment is also inappropriate and
offensive and will not be tolerated by the City of Port Townsend. The City considers
sexual harassment a serious offense, and an employee who harasses another
employee or member of the public will be disciplined as in any other case of serious
employee misconduct.
Sexual harassment is generally defined as:
Unwelcome sexual advances, requests for sexual favors, and other physical,
verbal, or visual conduct based on sex when (1) submission to the conduct is an
explicit or implicit term or condition of employment, (2) submission to or rejection
of the conduct is used as the basis for an employment decision, or (3) the conduct
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has the purpose or effect of unreasonably interfering with an individual’s work
performance or creating an intimidating, hostile, or offensive working environment.
Sexual harassment does not refer to casual conversation or compliments of a
socially acceptable nature. It refers to behavior that is not welcome and that is
personally offensive, interfering with an employee’s effectiveness or creating
discomfort on the job.
Written examples of sexual harassment include suggestive or obscene letters,
emails, notes, and invitations. Verbal examples include derogatory comments,
slurs, unwanted sexual comments, suggestions, jokes, or pressure for sexual
favors. Physical examples include assault, pats, squeezes, repeated brushing
against someone’s body, touching, or impeding or blocking movements. Visual
examples include leering, sexually-oriented gestures, or display of sexually
suggestive or derogatory objects, pictures, cartoons, or posters. Other examples
include the threat or insinuation that lack of sexual favors will result in reprisal,
such as withholding support for job appointment, promotion or transfer; rejection
on trial period; punitive actions; change of assignments; or a poor performance
report.
For example, unwelcome sexual advances, requests for sexual favors, and other
verbal or physical conduct constitute sexual harassment when:
It is part of a manager's decision to recommend hiring or firing;
It is used to make other employment decisions like pay, promotion or job
assignments, or discipline; or
It creates an intimidating, hostile or offensive work environment.
It is the policy of the City of Port Townsend to prevent and/or eliminate sexual
harassment in the workplace, as well as to alleviate any effects sexual harassment
may have on the working conditions or work environment of an employee. In
response to reports of sexual harassment, the City will seek to protect all parties
involved from retaliation, false accusations, or future harassment and, where
appropriate, will take prompt and adequate remedial measures.
Employees engaging in harassment are subject to discipline, up to and including
termination. (See Discrimination/Harassment Complaint Procedure below for
guidance on what to do if you or a coworker experience sexual harassment.)
2.8 DISCRIMINATION/HARASSMENT COMPLAINT PROCEDURE
Each employee is responsible for creating an atmosphere free of discrimination
and harassment in any form. Each employee is responsible for respecting the
rights of coworkers and others, including the residents we serve. If you believe you
have been subject to discrimination or harassment or if you become aware of such
conduct being directed at someone else, you should promptly report it. The City
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encourages employees to use this harassment reporting policy without worrying
about whether the conduct involved would be considered harassment in a legal
sense. If you think it might be harassment, report it. This applies to harassment or
discrimination caused by anyone with whom an employee comes into contact as
part of an employee’s job, including coworkers, contractors, vendors, suppliers,
members of the public, or any other third party.
The procedure an employee is to follow: The following procedure outlines the
steps an employee should follow if the employee believes theyare experiencing
harassment or discrimination in the workplace or are aware of someone else who
may be experiencing harassment or discrimination in the workplace:
1) If comfortable doing so, identify the offensive behavior to the harasser and
request that it stop. If such informal direct communication is impractical or
the offensive behavior does not immediately cease:
2) Report the incident(s) to the immediate non-involved manager within the
department, department director, Director of People and Performance, City
Attorney, or the City Manager.
Where possible, this should include the specific allegation, date of the
occurrence, the individuals involved, and the names of any witnesses. A
non-involved manager is defined as the first manager in an employee’s
department who is not the object of the complaint and is not otherwise
involved in the harassing behavior. In the event that there is no non-
involved manager and the behavior involves the department director or the
Director of People and Performance, the employee should report the
incident to the City Attorney or City Manager.
No employee will be retaliated against by the City for good faith voicing of concerns
or cooperating in an investigation under this policy. For more information on anti-
retaliation, see Section 2.9. Any employee involved in reporting a concern or who
participates in an investigation may request that their identity be kept confidential.
City officials and those involved in the investigation will honor this request to the
extent possible under law, business necessity, and the needs of the investigation.
Confidentiality, however, cannot be guaranteed.
The procedure a manager or department director is to follow: Managerswho
are aware of situations involving discrimination or harassment must respond to
such situations regardless of whether a complaint is received. Managers who
receive complaints or become aware of such incidents must:
1) Promptly notify the appropriate department director and the Director of
People and Performance of the allegations, including all information known
to or received by the manager.
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2)Work with the department director, the Director of People andPerformance
and the City Manager to take prompt action to ensure the behavior is not
repeated.
Managers shall be required to take the above steps and may be disciplined if they
do not. In the event the situation or complaint involves the department director,
Director of People and Performance, and/or City Manager, the manager should
report the incident to the City Attorney. If the situation or complaint involves the
foregoing individuals, report the situation or complaint to a non-involved
department director.
Department directors who are aware of situations involving discrimination or
harassment must respond to such situations regardless of whether a complaint is
received. Department directors who receive complaints or become aware of such
incidents must promptly notify the City Manager and Director of People and
Performance. In the event the situation or complaint involves the Director of People
and Performance or City Manager, the employee should report the incident to the
City Attorney.
The investigation process: Employees are prohibited from interfering in any
investigation or retaliating against anyone who in good faith has filed a complaint
or participated in an investigation of such a complaint.
Under some circumstances, the City Manager, Director of People and
Performance, or City Attorney will assign or direct an investigation into the
concerns, which may include an outside investigator. The City will begin an
investigation within a reasonable period of time after the report of alleged
harassment is received.
The results of each investigation shall be written and a finding made regardless of
whether there is reasonable cause for disciplinary action. Employees found to have
violated this policy and engaged in prohibited harassment will be subject to
discipline up to and including termination. Nothing shall limit the authority of the
City to modify policies or practices to correct any appearance of harassment
without finding cause for disciplinary action or taking any disciplinary action.
Employees participating in an investigation shall refrain from discussing the
investigation process, interviews, or issues under investigation to prevent harmful
gossip and to prevent the possibility of tainting the investigation.
It is also the right of all employees to seek redress from the Washington State
Human Rights Commission, from the Equal Employment Opportunity Commission,
or through the courts. However, employees are encouraged to exhaust the
administrative remedies outlined by this policy before outside agencies are
consulted.
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Responsibility for Implementation:The People andPerformanceDepartment
shall be responsible for disseminating information on this policy against
harassment, for developing training programs and guidelines for preventing sexual
or other forms of harassment, and for investigating and resolving allegations of
harassment.
All directors, and managers are assigned responsibility for implementing this
policy, ensuring compliance with and knowledge of its terms, and for taking
immediate and appropriate corrective action if they witness inappropriate behavior
or receive a complaint. Managers must open and maintain channels of
communication to permit employees to raise concerns of sexual or other workplace
harassment without fear of retaliation, stop any observed harassment, and treat
harassment matters with sensitivity, confidentiality, and objectivity. A manager’s
failure to carry out these responsibilities may result in disciplinary action up to and
including termination.
2.9 ANTI-RETALIATION
No employee will suffer retaliation for reporting a good faith concern. It is a serious
violation of our policy for any employee to take any retaliatory action against any
person who reports a violation of policy or who participates in an investigation. All
employees are required to comply with this anti-retaliation policy at all times.
Employees are encouraged to take all action(s) necessary to correct a workplace
problem or harassment, so problems can be identified and corrected. They should
not refrain from taking these steps due to a fear of retaliation. If retaliation occurs,
employees should promptly report such conduct in the same manner as outlined
in Section 2.8. Upon receiving a complaint of harassment or discrimination, the
City will promptly investigate the concerns and take all appropriate steps to correct
a problem of harassment, discrimination, or retaliation in the workplace and will
assist the affected employee if further problems arise. Employees are encouraged
to utilize the procedures in Section 2.8 to resolve concerns about workplace
discrimination before they allow such conduct to interfere with their performance
or such conduct affects their satisfaction with the workplace.
2.10 EMPLOYEE PERSONNEL RECORDS
A personnel file is maintained for each employee in a secured manner by the
People and Performance Department under the supervision of the Director of
People and Performance. An employee's personnel file contains work-related
information such as the employee's name, title and/or position held, job
description, department to which the employee is assigned, job application
records, changes in employment status, performance assessments, non-active or
closed discipline records, leave and accommodation records, employment
agreements, and other pertinent information. Medical information about
employees is contained in a separate confidential file.
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Pay and benefits-related information for each employee is maintained by the
Finance Department. Employees are required to keep personalinformation up to
date by notifying the Payroll and Benefits Administrator of changes in name,
address, or telephone number, as well as changes in marital status or dependents,
if relevant to insurance plans or income tax withholding.
Employees have the right to review their own personnel files. An employee may
request, through the Director of People and Performance, removal from their
personnel file of information the employee believes to be irrelevant or erroneous.
If the Director of People and Performance denies an employee's request to remove
information, the employee may file a written rebuttal statement to be placed in their
file. A former employee shall retain this right of rebuttal for two years after the last
day of City employment.
Personnel files are kept confidential to the extent permitted by law (e.g. Chapter
42.56 RCW and RCW 42.56.230). An employee’s position title, job location,
compensation, and dates of employment are public information. Except as
required by law or business necessity, access will be limited to the employee,
employee's manageror department director, People and Performance staff, City
Attorney, City Manager, and City Manager’s designee. If an employee engages in
misconduct, such information may become available to the public under current
interpretations of the public disclosure laws.
2.11 EMPLOYMENT REFERENCES AND VERIFICATION OF EMPLOYMENT
References: Only the City Manager or department directors will provide
employment references on current or former City employees. Other employees
shall refer requests for references to the appropriate department director or the
People and Performance Department. References will be factual in nature and job
related. All written references need to be filed with the People and Performance
Department.
Verification of Employment: The Payroll and Benefits Administrator may
respond to requests from persons or entities seeking confirmation/verification of
employment (including compensation, dates of employment, and position title.)
2.12 EMPLOYEE APPEARANCE AND BEHAVIOR
Members of the public judge a community not only by service, but also by the
appearance of its personnel, equipment, and facilities. Good public relations
cannot be guaranteed by merely doing a good job; the public must be convinced
the service is good through appearance, behavior, and personal demeanor.
While on the job, the personal appearance of all employees, especially those who
come into contact with the public, is important and should conform to professional
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community standards. Dress should be appropriate to the division/area in which
an employee works. This may include required uniforms or safety attire. All
employees should, to the extent reasonable for their job duties, be neat and clean
in dress and personal appearance and convey a professional appearance while
engaged in City business. The City Manager or department directors may establish
reasonable standards of appearance and clothing thatare appropriate for the job
assignment. These standards may be verbal or in writing. Any accommodations
must comply with safety requirements and overall professional appearance
standards.
Those employees provided uniforms by the City of Port Townsend must maintain
the uniforms in good condition and must wear the uniforms. The appearance of
uniformed personnel is one of particular importance, since the public is more apt
to recognize these employees as City personnel. Uniforms should be clean,
pressed, and mended properly. The appearance of the uniform depends on the
way it is worn, as well as its condition.
The behavior and appearance of all personnel is an important factor in the
formulation of public opinion. Individuals coming into government offices should
perceive a positive work environment with inclusive, cooperative attitudes. All City
employees are expected to represent the City of Port Townsend in a professional
manner that is courteous, efficient, and helpful. Employees are also expected to
use appropriate language for a professional workplace. Profanity and other
potentially offensive behaviors are prohibited.
2.13 EMPLOYEE ISSUES
Employees are encouraged to make recommendations or suggestions for the
improvement of City services and internal operations. Represented and non-
represented employees may raise questions thataffect salary and benefits and
working conditions.
Employees should address such questions to their manager and, if a satisfactory
response is not received, may ask for a meeting with the appropriate department
director to discuss the issue. In the event the issue is not resolved at the
department level, non-represented staff may bring the issue to the Director of
People and Performance. If the issue remains unresolved, it may be brought to
the City Manager for their review and decision, which shall be final. Represented
staff may bring the issue to their shop steward or union representative. If the issue
remains unresolved, it will be determined in accordance with the collective
bargaining agreement.
2.14 EMPLOYEE SAFETY, RECOGNITION, AND WELLNESS PROGRAMS;
SERVICE AWARDS
The City Manager is authorized to administer the following programs and to
establish other employee programs. The City Manager may curtail or terminate
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these programs at theirsole discretion.These programs and awards are not an
employee entitlement.
A. Safety Recognition Programs: The Safety Committee is authorized to develop
and establish Safety Award Programs with incentive awards, subject to the
approval of the City Manager. Award recipients shall be designated by the
department directors and the City Manager. The goal of each safety program will
be to reduce workplace injuriesand time loss and to improve work practices.
B. Employee Recognition Program: The City may award an employee or group
of employees for performance above and beyond the normal expectations of the
City or the employee’s peers. This could include Employee of the Quarter and/or
years of service awards (subsection E below).
Award recipients for safety and performance programs may (as determined by the
City Manager) receive awards not to exceed one hundred ($100.00) in value.
C. Wellness Program: The Wellness Program is established in recognition that:
1) Healthy productive employees are critical to the provisions of high quality
and efficient local government services.
2) The health and wellbeing of employees has a direct effect on the cost of
government services.
3) Active workplace health promotion programs and activities can result in
better morale, reduced absenteeism, enhanced productivity and
performance, and can be a prudent strategy to control healthcare
expenditure.
An employee Wellness Committee assists with the planning, oversight,
management, promotion, and execution of the program activities. Any participation
in the programs and activities of the Wellness Program is on a voluntary basis.
The Committee is authorized to develop and establish Wellness Award Programs
with incentive awards within the budget, subject to the approval of the City
Manager.
D. Recognizing Employee Retirement
The City values the contributions, knowledge and experience of long-term
employees. In appreciation of the dedicated performance of employees with 10 or
more years of service, reasonable cost of food items such as cake and beverages
for employee retirement parties are allowable expenses, not to exceed $100.00,
provided that such expenses have been allocated in the appropriate budget and
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pre-approved by the department director.Requests exceeding $100.00 require
pre-approval of the City Manager.
E. Employee Service Awards
The City of Port Townsend values the dedication and contributions of its
employees. To celebrate continued service to the City and the community, the City
presents employee service awards to eligible employees according to the
guidelines below. All regular full-time and regular part-time employees are eligible
to receive a service award upon completion of each designated service milestone.
Service awards are presented upon completion of the following years of
continuous service with the City: 1, 5, 10, 15, 20, 25, 30, 35, and 40 years.
Service Award Structure:
Service Year Award
1 year City-logo item (valued at $15-20)
5 years $50
10 years $100
15 years $150
20 years $200
25 years $250
30 years $300
35 years $350
40 years $400
The People and Performance Department is responsible for identifying employees
who have reached a service milestone and notifying management and
coordinating appropriate announcements. Additionally, the People and
Performance Department will notify the Payroll and Benefits Administrator of the
applicable award amount to ensure it is processed in the employee’s earnings for
the month in which the service milestone occurs. The one-year award consists of
a City-branded item and is not a cash award. The IRS classifies cash awards as
taxable income; therefore, the Payroll and Benefits Administrator will withhold
applicable taxes in accordance with federal and state regulations.
This service award program will be reviewed periodically by the People and
Performance Department to ensure continued alignment with City goals, fiscal
responsibility, and service award practices. The City reserves the right to modify
or terminate this program at any time and for any reason, without notice, including,
but not limited to, the non-appropriation of funds.
2.15 BREASTFEEDING POLICY
For twoyears after the birth of a child, employees who are nursing are entitled to
breaks of reasonable duration each time the employee has a need to express milk.
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If the employee expresses milk during a standard 15-minute rest break,she will be
paid for the time. If the employee is taking an additional break for the purpose of
expressing milk, the time will be unpaid. The City will provide a location, free from
intrusion from coworkers or members of the public, which may be used for this
purpose. Employees will not be retaliated against for exercising their rights under
this policy.
2.16 PET POLICY
The City of Port Townsend is responsible for ensuring the health and safety of all
employees. In keeping with this objective, the City has formulated a policy
balancing these concerns with the desire to promote a positive employment
experience by allowing appropriate pets to visit City facilities on limited occasions
and for limited durations (e.g., before/after an appointment, before/after an
unexpected event, something unexpected at home, in honor of a special national
day – such as national pet day etc.). For the purpose of this Pet Policy, “pet” or
“animal” means a dog or cat.
The privilege of bringing a pet to work is secondary to the health, safety, and
comfort of persons who may encounter animals at City facilities. An animal may
be excluded from the owner’s worksite if it:
causes any person to experience allergic reactions, fear, or any other
physical or psychological discomfort;
distracts any employee from their work; or,
reduces any employee’s productivity or quality of work.
Any individual with a grievance regarding an animal at the owner’s worksite
should bring the matter to the attention of the owner’s manager.
In addition, the following animals may not be brought to the workplace:
animals with fleas or any disease that is communicable to other animals or
to humans;
animals that have not been properly vaccinated or that have internal or
external parasites;
dogs that bark or animals that behave aggressively; or,
animals that foul the inside or outside of the building.
Requirements:
A current (renew annually) veterinary record proving wellness, heartworm
prevention, parasite control and vaccine compliance must be provided to
HR prior to visitation;
Pet must be potty-trained, house broken, or litter-box trained;
Pet must have no history of aggressive behavior or biting and be well
socialized to people and other animals; and
Pet must be controllable and restrained while on City property or when
conducting City business off premises.
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Pets must be accompanied by the employee owner at all times. Pets must not be
allowed to wander unattended, inside or outside. If petsare left alone in
employee work areas, they must be restrained by baby gates, carriers, and/or
crates. Owners are expected to clean up, completely and immediately, after their
animals.
Pets are not allowed in City vehicles.
An employee who brings an animal to the office or City facility is completely and
solely liable for any injuries or any damage to personal property caused by the
animal. Any repair or cleaning/maintenance costs incurred by an animal will be
charged in full to the owner.
The City may, at its discretion, require the animal owner to maintain a liability
insurance policy covering damage or injuries caused by the animal while at the
owner’s worksite. The City may specify minimum coverage amounts under such
a policy and may require the owner to pay for such coverage.
The City shall not be liable for loss of, or injury to, any animal brought to any City
worksite.
A release form for each dog must be completed by the employee, signed by the
employee’s manager and director, and submitted to the People and Performance
Department, along with the supporting current veterinary record, at least five (5)
business days prior to beginning visitation. A release form may be obtained from
the People and Performance Department.
An employee who requires the help of a service animal (defined by 28 CFR §
36.104 as "any dog that is individually trained to do work or perform tasks for the
benefit of an individual with a disability") will be permitted to bring a service
animal to the office, provided that the animal’s presence does not create a
danger to others and does not impose an undue hardship upon the City.
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CHAPTER 3
RECRUITMENT, APPLICATIONS, AND SELECTION
3.1 RECRUITMENT
Recruiting practices are conducted solely on the basis of ability, merit,
qualifications,and competence, without regard to any individual’s sex, race, color,
religion, national origin, sexual orientation, pregnancy, age, marital status, military
status, disability, or any other characteristic protected by law. Public
announcement of vacant positions shall be distributed in a manner thatwill attract
a sufficient number of qualified persons. The vacancy shall be posted at
designated public places for a minimum of five (5) calendar days prior to the closing
date for filing applications, unless an emergency has been declared by the City
Manager.
Each applicant shall complete and sign an application form prior to being
considered for any position. Resumes may supplement, but not replace, the City
of Port Townsend official application. Applications will be accepted only for open
positions and will be considered only for that position. Applications received that
are not in response to an open position will not be retained on file. Applications
must be received by the People and Performance Department consistent with the
published solicitation. A closing date may be extended by the People and
Performance Department. Applications, whether accepted or rejected, will not be
returned. Applications will be maintained in City archives consistent with the
adopted records retention schedule.
The City Manager may at their discretion provide hire-on bonuses and/or
employee-referral bonuses for represented and non-represented positions.
An applicant who changes their address or phone number is responsible for
notifying People and Performance staff of the change. At the discretion of the
People and Performance Department, applications received that are not clear or
complete may not be considered further.
Applicants for municipal employment may be required to provide documentary
evidence of the qualifications listed on their application.
Disciplinary action for fraud: Any applicant who has made a false or misleading
statement or has practiced any deception, willful omission, fraud, or misconduct in
connection with their application will be eliminated from consideration for
employment at the City. Any employee who is discovered to have made a false or
misleading statement or has practiced any deception, willful omission, fraud, or
misconduct in connection with their application is subject to disciplinary action, up
to and including termination.
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Expenses incident to recruitment and hiring:The City Manager has authority
to authorize the expenditure of City funds to cover all or a portion of the actual
expenses incident to employee recruitment, includingbut not limited toactual
moving expenses for newly hired employees. The employee may be required to
execute an agreement obligating the employee to reimburse all or a portion of the
moving expenses paid by the City if the employee fails to remain in the service of
the City for a specified period of time.
3.2 NEW HIRE SELECTION
When a position becomes vacant, and prior to any posting or advertisement of the
vacancy, the department director shall review the position, its job description, and
the need for such a position. The position will be posted and/or advertised only
upon approval of the department director.
The People and Performance Department may establish competitive examination
and/or selection procedures for filling existing and anticipated vacant positions.
The City may contract with any agency or individual to prepare and/or administer
examinations. Selection procedures for regular positions may be open and/or
promotional, as may be determined by the City Manager, depending upon which
approach will best serve the interests of the City with regard to a particular
vacancy.
Positions may not be posted when a new position or opening results from a
reorganization or when an existing employee is already satisfactorily performing
the majority of the job functions. Positions are not required to be posted if the
position was previously posted within the last six months. The position may be re-
opened to allow hiring managers to use the existing applicant pool from the
previous recruitment. In this case, employment applications older than 90 days
will need to be resubmitted for consideration; applications less than 90 days old
will require a confirmation of any changes.
If an open process is utilized, the selection process shall be competitive and
related to the abilities and qualifications required of the position. The City may also
conduct background procedures, to the extent allowed by law. Examples of such
procedures include but are not limited to requiring applicants/employees to show
proof they are authorized to work in the United States and requiring
applicants/employees who have unsupervised access to children or vulnerable
adults to complete a criminal history disclosure statement.
Background Checks: The People and Performance Department may arrange for
or conduct a background investigation including contact of references, prior and
present employers, and a review of the applicant’s listed professional certifications,
education, and work history.
Criminal Background Checks: Offers of employment generally are contingent
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upon theresults of a criminal background check. Criminal background checks will
be conducted after an employment offer is accepted and will include review of
criminal convictions and probation. The City Manager may at their discretionwaive
the criminal background check for a temporary/project employee. Criminal
background checks will only be conducted on current employees who are
promoted into management positions. A criminal history will not automatically
disqualify an applicant from consideration. The City will conduct an individualized
assessment and consider the following factors:
1) The nature and gravity of the crime;
2) The time that has passed since the offense, conduct, and/or completion of
the sentence;
3) The nature of the job held or sought; and,
4) Whether hiring the applicant would pose an unreasonable risk to the City,
its employees, residents, and vendors.
Motor vehicle records may be considered when driving is an essential requirement
of the position.
Employees working in sensitive or high security jobs (for example, police
department employees) must meet any applicable special security clearance
requirement(s) specified for those jobs. These requirements may include more
extensive background checks, fingerprinting, bonding, or other special security
measures. Failure or inability to meet or comply with any special security
requirements is grounds for termination of employment or rejection of an applicant.
In instances where negative or incomplete information is obtained, the appropriate
management staff and People and Performance staff will assess the potential risks
and liabilities related to the job’s requirements and determine whether the
individual should be hired. If a decision to not hire or promote a candidate is made
based on the results of a criminal background check, the People and Performance
Department will comply with any additional Fair Credit Report Act (FCRA)
requirements.
Background check information will be maintained in a separate file from the
employee’s personnel file.
Medical Exams:As a condition of employment, after a conditional offer of
employment has been made and prior to commencement of employment,
successful applicants may be required to undergo a medical examination to
determine their physical and/or mental fitness to perform work in the position to
which appointment is to be made. The purpose of the examination is to determine
whether an individual is physically and mentally capable of performing the job with
or without a reasonable accommodation and to ensure their physical and/or mental
condition will not endanger the health, safety, or wellbeing of other employees or
the public. The offer of employment may be conditioned on the results of the
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examination. Furthermore, an employee, during theirperiod of employment,
including leaves, or a former employee seeking re-employment, may be required
to undergo periodic medical and/or psychological examinations to determine
physical or mental fitness and ability to perform the work of the position in which
they is employed or re-employed, with or without a reasonable accommodation.
CDL: Those applicants being considered for positions thatrequire a Commercial
Driver’s License (CDL) must, after a conditional offer of employment is made,
submit to and pass a pre-employment urine drug screen and, upon employment,
participate in the random selection drug and alcohol screening program. An
applicant who tests positive on a pre-employment test will not be hired but may be
eligible to reapply for employment with the City 12 months from the date of the
positive test. In addition, an applicant who tests positive on any USDOT-mandated
preemployment drug test must provide documentation of their successful
completion of return-to-duty requirements (i.e., an evaluation by a Substance
Abuse Professional, education and/or treatment, and a negative pre-employment
test, all of which meet the requirements of 49 CFR Part 40).
Disqualification: A candidate may be disqualified from consideration if the
candidate:
1) Is found to lack the requirements/qualifications established for the position;
2) Is physically or mentally unable to perform the essential duties of the
position, as determined by a competent medical authority (and the
individual's condition cannot reasonably be accommodated in the
workplace);
3) Refuses to submit to a medical examination or complete medical history
forms;
4) The medical exam reveals current abuse of alcohol and/or illegal use of
controlled substances;
5) Has made a false or misleading statement on the application;
6) Has used or attempted to use political pressure or bribery to secure
advantage in the selection process;
7) Has failed to submit the application correctly or within the prescribed time
limit;
8) Has directly or indirectly obtained information regarding the testing
materials;
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9)Has taken part in the compilation and administration of the selection
process for which they are an applicant; or,
10) Is related to an employee working in the same division as the one in
which the opening occurs and the provisions of this manual would act as a
bar to such employment.
This is a non-exclusive list of reasons a candidate may be disqualified.
3.3 TEMPORARY EMPLOYEES
Department directors may use temporary employees in place of regular employees
on vacation or other leave, to meet peak workload needs, or to temporarily fill a
vacancy due to a leave of absence or until a regular employee is hired. In an
emergency, temporary employees may be hired without competitive recruitment or
examination, although all hiring processes must comply with applicable state and
federal laws and bargaining agreements if applicable.
Temporary employees include, without limitation:
1) Grant-funded projects: These employees will be involved in projects or
activities that are funded by special grants for a specific time or activity.
These grants are not those that are regularly available to, nor is their receipt
predictable, by the City.
2) Miscellaneous or special projects: Other significant and substantial bodies
of work may be appropriate for temporary employees. These bodies of work
should be either non-routine projects for the department or related to the
initiation or cessation of a City function, project, or department.
3) Seasonal positions: Temporary seasonal employees doing bargaining unit
work but not included in the bargaining unit. These employees shall not be
required to join the union and may exceed eighty (80) hours per month.
4) Temporary placement in regular positions: Employees who fill regular
positions due to a regular employee's temporary absence such as extended
leave or during the recruitment and selection process for a regular position.
5) Internships/job training programs: Employees hired to work in a position for
the purpose of gaining practical experience related to their course of study
in an undergraduate or graduate school program or other type of formal job
training program.
Temporary employees are employed on an at-will basis and can be terminated at
any time with or without cause. They are not entitled to any of the procedural
protections contained in this Personnel Policies Manual. Temporary employees
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are paid on an hourly basis and are eligible to receive workers’compensation,
unemployment, and social security benefits; they are not eligible to receive most
City benefits (such as vacation, health insurance, holidays). Temporary employees
pay contributions to the Social Security system, as does the City on their behalf.
Managers shall receive direction on the allowable number of hours for temporary
employees in each category prior to the start of their employment. Hours of work
must be monitored by the department director.
The Director of Finance andTechnology Services and the Director of People and
Performance may advise on PERS eligibility.
It is the intent of the City that temporary employees will be employed to adjust to
changing department needs, for time-limited projects, or to provide assistance
and/or services that are supplemental to regular City positions. When there are
temporary employees doing work similar to work done by regular employees in a
division or department, the manager is expected to annually evaluate regular
staffing levels and to make appropriate recommendations to limit the use of
temporary employees in the future.
Selection of former temporary employees within two years: In the interest of
efficient and economical operation of the City’s various departments, department
directors may address short-term personnel needs through the standard hiring
process for temporary employees. Due to the recruitment and training costs
associated with temporary employees, opportunities for rehire may be pursued
when a former employee is willing to return to employment within two years of their
date of separation, so long as this applicant has performed effectively during
periods of previous employment. This policy is intended to allow departments to
draw on developed expertise and eliminate costs associated with a new employee
selection process. This policy does not preclude the activation of a standard
selection process in the event that either no former employees are available or the
skills and abilities of returning employees do not meet the needs of the affected
department.
Rehiring Plan 2 or Plan 3 Retirees: People and Performance staff are available
to provide assistance with rehiring retirees.
Term-limited employees are not considered temporary employees.
3.4 TRIAL PERIOD
Upon hire, appointment, transfer, or promotion, non-represented employees enter
a six-month trial period that is considered an integral part of the selection and
evaluation process. Trial periods for represented employees and/or civil service
employees are covered under applicable bargaining agreements and/or civil
service rules. The trial period is designed to give the employee time to learn the
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
job and the managertime to evaluate whether the match between the employee
and the job is appropriate.
While the normal trial period is six months from the employee's date of hire, rehire,
or promotion, the City Manager may authorize a department director to extend the
trial period for up to an additional six months. If extended, “trial period” means the
initial six-month trial period and any extension. An extension may be granted due
to circumstances such as an extended illness or a continued need to evaluate an
employee's performance. During the trial period, the employee is not entitled to
any of the procedural protections set forth in this manual, and the appointing
authority may at their discretion terminate or demote the employee without cause
or restore the employee to their former position, if available.
All employees who are promoted, transferred, or demoted from their current
position shall serve a new trial period. Regular employees who have been laid off
and recalled into the same position in the same department are not required to
serve a new trial period. Once the trial period is successfully completed, the
employee may be certified to regular employment status. Satisfactory completion
of the trial period does not create an employment contract or in any way guarantee
continued employment with the City, and unless specific rights are granted in
employment contracts, civil service rules or elsewhere, the employee is considered
an at-will employee and may be terminated from City employment at any time, with
or without cause and with or without notice.
In the event the promoted employee does not successfully complete the trial period
due to unsatisfactory performance, the employee may be transferred back to the
previous position held by the employee, if vacant, or to another position fitting the
employee’s skills and qualifications, within the limits of vacant authorized positions
and subject to the discretion of the City Manager.
Use of Sick Leave/Vacation during Trial Period: Newly hired employees serving
a trial period may use accrued sick and vacation leave from the beginning of
employment.
3.5 GENERAL PROVISIONS FOR APPOINTMENT
The City Manager is the official authorized to appoint all City employees.
Vacancies may be filled by re-employment, trial appointment, original appointment,
promotion, demotion, transfer, recall, or reinstatement. Insofar as practical, each
vacancy should be anticipated sufficiently in advance of the need, to provide the
involved department and the People and Performance Departmentwith ample time
to complete the selection process. The appointing authority shall appoint only from
among those persons who are confirmed by the People and Performance
Department as being eligible for the particular classification or position.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
3.6EMPLOYMENT OF RELATIVES (NEPOTISM)
Business necessity requires the establishment of policies regarding the
employment of immediate family and members of the same household to avoid
conflicts of interest or the perception of favoritism and to assure and maintain
accountability.
The Immediate Family (as defined in Section 1.5 of these policies) or any member
of the same household of current City employees will not be employed by the City
under any of the following circumstances:
1) When one of the parties would have authority or practical power to
supervise, appoint, remove, influence salary or compensation decisions or
discipline the other;
2) When one party would handle confidential material that creates improper or
inappropriate access to that material by the other;
3) When one party would be responsible for auditing the work of the other; or
4) When other circumstances exist that might lead to potential conflict among
the parties or conflict between the interest of one or both parties and the
best interests of the City.
Change in Circumstances: If two employees marry, begin sharing living quarters
with one another, or become related by marriage or adoption and, if in the City's
judgment, the potential problems noted above exist or reasonably could exist, only
one of the employees will be permitted to remain employed by the City, unless
appropriate action can be taken to reduce or eliminate the potential conflict, as
determined by the City Manager. The decision as to which employee will remain
with the City must be made bythe two employees within thirty (30) calendar days
of the date they marry, become related, or begin sharing living quarters with each
other. If no decision is made during this time, the City reserves the right to
terminate either employee. Employees affected by this Policy shall promptly report
the change of circumstances to the department director and/or City Manager.
3.7 PROMOTIONS
The City encourages promotion from within the organization whenever possible.
The City Manager shall determine whether the promotional process for a position
will be competitive or appointive. The City reserves the right to seek qualified
applicants outside of the organization at its discretion.
Before advertising a position to the general public, the City Manager may choose
to circulate a promotional opportunity within the City. Promotional opportunities
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
may be posted on the City bulletin board, website,and/or emailed to City
employees.
After promotion to a new position, a new trial period of six (6) months must be
completed, unless waived or reduced by the City Manager.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 4
HOURS AND ATTENDANCE
4.1 WORK DAYS AND WORK WEEK
The standard work days for most employees are Monday through Friday, with a
one-hour or half-hour unpaid meal period. The City follows the WA State
Department of Labor & Industries’ standards for meal periods. For most City
employees, the designated work week is forty (40) hours within a seven (7) day
work period, from 12:01 a.m. Sunday to midnight the following Saturday. Some
departments or positions may use a different designated workweek if specified in
a union contract or as otherwise determined by the City. Employees should check
with their manager or the People and Performance Department if they have
questions about their designated work week. Due to the nature of the City's
operations, alternative work schedules and longer hours may be required by the
City in some instances.
A normal working schedule for regular, full-time employees consists of forty (40)
hours each work week. Different work schedules may be established by the City
or by bargaining agreements to meet job assignments and provide necessary City
services (e.g. for uniformed police employees). Each employee's department
director will advise the employee regarding their specific working hours. Part-time
and temporary employees will work hours as specified by respective department
directors.
For uniformed fully commissioned police personnel who are members of
Teamsters Local Union No. 589 (or any successor union), designated work periods
are set forth in the collective bargaining agreement.
4.2 HOURS OF WORK AND OVERTIME
Any City employee may be required, as a condition of employment, to work
overtime when necessary as determined by his or her department director. All
overtime must be authorized in advance by the employee's department director.
Working overtime hours without proper authorization may result in employee
discipline, up to and including termination.
Matters involving wages and hours, including but not limited to minimum wage and
overtime compensation, shall conform to applicable requirements of the federal
Fair Labor Standards Act (FLSA) and the Washington Minimum Wage Act,
Chapter 49.46 RCW. All City of Port Townsend positions are designated as either
"exempt" or "non-exempt" according to the FLSA and Washington Minimum Wage
Act (WMWA) regulations. Each employee’s status may be obtained from the
People and Performance Department. Positions identified as “exempt” under the
FLSA and WMWA are not entitled to overtime.
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Recording time by non-exempt employees:Non-exempt employees must
personally record the number of regular and overtime hours they workdaily and
submit the timesheet twice a month in accordance with a schedule from the Payroll
and Benefits Administrator. This includes recording the time taken off and each
request that time off be charged to the employee’s leave bank (vacation, sick
leave, etc.). Accrued leave may only be used when an employee does not work
their regularly scheduled number of hours in a day (for example, an 8/5 employee
who comes in late for a medical appointment but stays late to work a full eight-hour
shift should not report sick leave on their timecard for that day – an employee
cannot use accrued leave to earn overtime or compensatory time in that instance).
Employees are required to report all their time worked to the nearest quarter of an
hour in accordance with Washington State L&I rules. An employee’s signature on
their time sheet, or the submission of hours on an electronic timesheet, constitutes
their verification that the time reported as worked or paid and unpaid leave taken
away from work was in accordance with the policies of the City and that all time
has been recorded accurately. Misrepresenting information on a time sheet,
working without recording time worked, and working overtime without prior
department director approval are strictly prohibited and may result in discipline up
to and including termination.
Recording time by exempt employees: Department directors may require
exempt employees to separately track their time for purposes other than
compensation. These purposes include, but are not limited to, project management
and tracking, productivity assessments, workload assessments, and cost
allocation among departments, account groups, projects, internal or external
customers or partners.
Because exempt employees are compensated to do a job and are not
compensated based on specific time worked and because they are expected to be
available for evening meetings and work outside of regular work hours, including
weekends, exempt employees may have more flexibility in their work schedule.
Nevertheless, exempt employees must maintain good work habits, be accountable
and available to their staff and manager/department director, show demonstrated
accomplishments, and make themselves regularly available during working hours
to allow City business to be accomplished.
FLSA-exempt employees need not use leave banks and are not subject to salary
reduction for an occasional partial day off of 3 hours and 59 minutes or less. A full
day off, or a partial day off of more than 3 hours and 59 minutes requires the use
of eligible leave balances.
An employee (not including department directors) requires their manager’s or
department director’s approval for partial days off of more than 4 hours.
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Department directors should set standards and reporting requirements,which may
include reporting of partial days off of 3 hours and 59 minutes or less, to ensure
proper management and accomplishment of department business.
For example, an exempt employee who visits the dentist for an hour and returns
to work need not use their leave bank and need not obtain department director
approval (absent less than 4 hours) but must conform to department standards
and reporting requirements.
An exempt employee who begins work at 8:00 AM and leaves at 11:00 AM to go
to the dentist for an hour and does not return needs to get department director
approval (absent more 4 hours or more) and would require use of leave balance
for 5 hours (gone more than 3 hours and 59 minutes in a regular work day).
If an exempt employee has an absence of more than 3 hours and 59 minutes
during a regularly scheduled work day, all hours during which the employee is
absent that day must be deducted from an applicable leave bank (vacation, sick
leave, etc.). Exempt employees are required to accurately report all time off that
should be charged to the employee’s leave bank (vacation, sick leave, etc.). If an
exempt employee has exhausted their leave banks, the employee’s salary will be
reduced for partial day absences of 4 hours or more. An employee’s signature on
their time sheet, or the submission of hours on an electronic timesheet, constitutes
their verification that the days reported as worked or paid and unpaid leave taken
away from work was in accordance with the policies of the City and has been
recorded accurately. Misrepresentation of time worked or leave taken on time
sheets or other time tracking reports is grounds for discipline up to and including
termination.
Overtime pay and compensatory time off for non-exempt employees: Non-
exempt employees are entitled to additional compensation, either in cash or
compensatory time off as determined by the City, when they work more than the
maximum number of hours during a work period under applicable requirements of
FLSA. For most employees, this is forty hours of work during a work week.
Overtime pay is calculated at one and one-half times the employee's regular rate
of pay for all time worked beyond the 40 hours of work in a workweek or the
applicable overtime threshold. When computing overtime, work performed by
regular employees, who are not subject to collective bargaining unit agreement,
will be compensated at the overtime rate for hours in excess of forty (40) hours per
week. An employee should record their time to the nearest quarter hour. When
computing overtime, time paid for but not worked (e.g., holidays, sick leave, and
vacation time) is not counted as hours worked and therefore does not count
towards overtime.
Exempt employees: Exempt employees are not covered by the FLSA or
Washington Minimum Wage Act overtime provisions and do not receive either
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overtime pay or compensatory time. An exempt employee is paid to perform a job,
which may not necessarily be completed in a normal work week.
4.3 COMPENSATORY TIME FOR NON-EXEMPT EMPLOYEES
A regular full-time or regular part-time non-exempt employee may request
compensatory time off ("comp time") in lieu of overtime pay. This is approved on
a case-by-case basis by the employee's department director. The City is not
required to grant comp time instead of overtime pay. If the comp time option is
requested and approved, the employee is credited with one and one-half times the
hours worked beyond forty hours in a workweek. All earned and used comp time
must be accounted for on the employee’s time sheet. Maximum accruals of
compensatory time shall be limited to one hundred twenty (120) hours, unless
otherwise provided by a collective bargaining unit agreement. After maximum
accrual, overtime compensation shall be paid.
Employees are encouraged to use comp time accrued within ninety (90) days of
earning it, unless, in the opinion of the department director, City operations would
be unduly disrupted. Comp time should be used as mutually agreed to by the
employee and their manager.
Employee comp time balances may be reviewed periodically as part of the City's
financial process. The City retains the right to periodically cash out an employee’s
accrued comp time or any portion thereof.
Employees will be paid for unused compensatory time on the last working day of
the month upon written request received by the Director of Finance and
Technology Services prior to September 30 of each year or termination from
employment. No conversions are permitted during the period of October 1 through
December 31.
4.4 ALTERNATIVE REGULAR SCHEDULE
Consistent with the operational needs of the City and upon approval of the City
Manager, a department director may authorize alternative work schedules to allow
non-represented employees to work other than the standard work day, subject to
standards and conditions determined by the City Manager. Alternative work
schedules may be considered within an established period of work hours and may
be implemented provided there is no appreciable disruption to department
operations or service to the public during the established hours when City facilities
are open to the public. The City Manager may terminate the alternative work
schedule program by department or on an individual basis at any time.
Accruing and using sick and vacation leave and holiday pay: Sick and
vacation leave will continue to accrue at the regular rate when an employee is on
an approved alternative work schedule. When an employee takes a full day of sick
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or vacation leave, the time charged will be equivalent to the full number of hours
the employee was scheduled to work. For example, employees working a four/ten
schedule will be charged ten hours for full-day absence. This compensates for
actual time absent for regularly scheduled work hours.
Paid holiday falling on regularly scheduled work day: When a paid holiday falls
on an employee’s regularly scheduled work day, the employee will be paid eight
(8) hours of holiday pay (or prorated if part-time) regardless of the assigned work
schedule unless otherwise provided by a collective bargaining unit agreement.
Paid holiday falling on regularly scheduled day off: When a paid holiday falls
on an employee’s regularly scheduled day off, the employee will be paid eight (8)
hours of holiday pay (or prorated amount if part-time) regardless of the assigned
work schedule unless otherwise provided by a collective bargaining unit
agreement.
Meal periods and breaks: Employees on alternative schedules are required to
take an unpaid lunch break of at least 30 minutes per work day for work days of
less than 11 hours. For work days of 11 hours or more, employees are required to
take at least 1 hour of unpaid meal break per work day. Employees are entitled to
a paid 15-minute break for every four (4) hours of working time; this break should
be taken near the midpoint of each work period. Where the nature of the work
permits, intermittent rest periods equivalent to fifteen minutes every four hours may
be taken in lieu of schedule rest periods. Breaks may neither be accrued nor added
to lunch periods or start or end of work days.
4.5 TELECOMMUTING
The City of Port Townsend considers remote work to be a viable work option when
both the employee and the job are suited for such an arrangement. Remote work
may be appropriate and approved for some employees or job situations but not for
others. When appropriately applied, telecommuting may allow a more effective use
of workspace, improve productivity for certain jobs/employees, and aid in reducing
stress on employees in a variety of ways, including a reduction in commuting trips
to and from work.
This policy does not replace nor supersede employee rights in American
Disabilities Act (ADA) or Family Medical Leave Act (FMLA)-related circumstances
or other federal and state laws. This policy is in addition to any telework
arrangements as part of the City’s response to a proclamation of emergency or
disaster due to a pandemic.
The City may request or direct an employee to telecommute for reasons
including, but not limited to, emergency conditions and workspace constraints.
When possible, the City will seek for the telecommuting arrangement to be by
mutual agreement. In this case, no special action is required by the employee.
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Remote work is not a City-wide benefit and in no way changes the terms and
conditions of employment with the City of Port Townsend.
Eligibility: Telecommuting can be informal, such as working from home for a
short-term project or on the road during business travel, or a formal set schedule
of working away from the office as described below. Either an employee or a
manager can suggest telecommuting as a possible work arrangement.
Before entering into any telecommuting agreement, the employee and manager,
with the assistance of the People and Performance Department, will evaluate the
suitability of such an arrangement, reviewing the following areas:
Job responsibilities. The employee and manager will discuss the job
responsibilities and determine if the job is appropriate for a telecommuting
arrangement.
Equipment needs, workspace design considerations, and scheduling
issues. The employee and manager will review the physical workspace
needs and the appropriate location for the telework.
To be eligible, an employee must:
Have job duties that are not required to be performed at City’s facilities.
Not have been subject to a Performance Improvement Plan, employment
investigation that resulted in disciplinary action, or any other disciplinary
action involving a written reprimand or greater, either currently or in the
previous nine (9)-month period prior to the telecommuting request.
Any telecommuting arrangement made will be on a trial basis for the first three
months and may be discontinued at will and at any time at the request of either the
telecommuter or the City. Every effort will be made to provide 15 days' notice of
such change to accommodate commuting and other issues that may arise from
the termination of a telecommuting arrangement. There may be instances,
however, when no notice is possible.
Process: Any employee requesting to work remotely on an ongoing basis will need
to complete a telecommuting request form. It is strongly recommended that the
employee confer with their manager before proceeding with a telecommuting
request, so the appropriate criteria may be established and provided as part of the
formal request. The requesting employee’s manager will aim to respond to the
employee’s request to telecommute withing five (5) working days of the request by
either advancing the request to the next level or discussing with the employee the
reasons why the request is not approved. If the employee and manager agree, and
the People and Performance Department concurs, a draft telecommuting
agreement will be prepared and signed by all parties, and a three-month trial period
will commence. If an employee has previously demonstrated their ability to
effectively work from home, the three-month probation period can and should be
waived productively and effectively.
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When telecommuting is requested by the employee, the City will consider the
request utilizing the following criteria and factors:
The needs of the position, department, and the City;
The employee’s past and present levels of performance, including
dependability, self-initiative, self-sufficiency, and the ability to work
unsupervised;
Whether the employee’s department will be adequately staffed to meet
minimum customer service demands;
Whether the employee can participate (even through remote means) in
necessary meetings and communications, including email, during regular
City hours;and
Whether the performance of the employee’s duties is dependent upon the
location of their workplace.
The City Manager or designee reserves and retains the discretion to waive or
modify eligibility criteria and factors depending on individual circumstances.
Expectations: The telecommuting work schedule will be determined between the
employee and manager. In general, the regular schedule will include a minimum
of two days per week working at the City onsite work location. Requirements for
in-person attendance and/or events or any emergent business needs can override
telecommuting schedules at the manager’s direction.
In addition, telecommuters are expected to:
Give extra attention to reasonable accessibility. Regular check-ins could be
determined in coordination with manager;
Provide satisfactory and timely work products;
Accurately report time;
Maintain a safe and comfortable telecommute workspace, including
provision of reliable network access; and
Take breaks and meal periods as authorized.
An appropriate level of communication between the telecommuter and manager
will be agreed to as part of the discussion process and might be more formal during
the trial period. After conclusion of the trial period, the manager and telecommuter
will communicate at a level consistent with employees working at the office or in a
manner and frequency that is appropriate for the job and the individuals involved.
Equipment: The City will not be responsible for costs associated with the setup of
a remote office, such as remodeling, furniture, lighting, repairs, or modifications.
Employees are to use City-issued devices for remote work; in the event of
equipment failure or service interruption, the employees must notify their manager
immediately to discuss alternate assignments or other options.
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On a case-by-case basis, the City will determine, with information supplied by the
employee and the manager, the appropriate equipment needs (including
hardware, software, modems, phone and data lines and other office equipment)
for each telecommuting arrangement. Equipment supplied by the City will be
maintained by the City. The City accepts no responsibility for damage or repairs to
employee-owned equipment. Equipment supplied by the City is to be used for
business purposes only. Upon termination of employment, all City property will be
returned to the City, unless other arrangements have been made.
The City will supply the employee with appropriate office supplies (pens, paper,
etc.) as deemed necessary.
Security: Remote work employees are expected to ensure the protection of
property and records consistent with the City’s expectations of information security
for employees working at the office. Such safeguards include the use of locked file
cabinets and desks, regular password maintenance, and any other measures
appropriate for the job and the environment. Employees must immediately notify
their manager if they suspect a breach in physical or informational security.
Safety: Employees are expected to maintain their remote workspace in a safe
manner, free from safety hazards. Telecommuters injured during the course and
scope of performing their official duties during the agreed-upon work hours are
covered under the state's workers' compensation laws. Telecommuters are
required to notify their manager immediately and complete the necessary forms if
injured while telecommuting. The employee is liable for any injuries sustained by
visitors to their home worksite.
Time worked: Telecommuting employees will be required to accurately record all
hours worked. For non-exempt employees, hours worked more than those
scheduled per day and per workweek require the advance approval of the
telecommuter’s manager. Failure to comply with this requirement may result in the
immediate termination of the telecommuting agreement.
Ad hoc telecommuting: Temporary telecommuting arrangements may be
approved for circumstances such as inclement weather, special projects, or
business travel. These arrangements are approved on an as-needed basis only,
with no expectation of ongoing continuance.
Other informal, short-term arrangements may be made for employees on family or
medical leave to the extent practical for the employee and the City and with the
consent of the employee’s health care provider, if appropriate.
All informal telecommuting arrangements are made on a case-by-case basis,
focusing first on the business needs of the City.
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4.6ATTENDANCE
Punctual and consistent attendance is a condition of employment and is
considered an essential function of the job for all City employees. All employees
are expected to report to work as scheduled and perform productive work for the
City during their scheduled work shifts. Each employee is responsible for
maintaining an accurate record of their attendance.
Employees unable to work or unable to report for work on time are to notify their
manager before the employee is scheduled to start work. Absent extraordinary
circumstances, other employees are not allowed to handle this responsibility for
them and should not be asked to do so. Employees must also notify and obtain
permission from their manager for any early departures or absences during the
work day. If an absence continues beyond one day, the employee is responsible
for reporting in each day, unless other arrangements have been approved in
advance by the employee’s manager or the People andPerformance Department.
If the manager is unavailable, the employee may leave a message with the
department director or their designated representative, stating the reason for being
late or unable to report for work.
An employee who is absent without authorization or notification on a scheduled
work day is subject to disciplinary action, including possible termination.
Employees may also be disciplined up to and including termination for failing to
report to work without notice or with insufficient notice, for excessive absenteeism
or tardiness, or for other attendance and tardiness problems. An employee who is
absent without notification or authorization for two (2) consecutive scheduled work
days shall be considered as having abandoned their job and will be viewed as
voluntarily resigning their employment and will be terminated. Exigent
circumstances (e.g., incarceration or hospitalization) will be evaluated on a case-
by-case basis.
Other than as required by law, leave without pay is subject to attendance rules and
is not protected leave.
If an employee’s regular attendance is impacted by a medical condition, the
affected employee is expected to notify their manager or department director and
to contact the People and PerformanceDepartmentto discuss reasonable
accommodations, such as a leave or temporary change in work schedule, which
may enable the employee to perform the essential functions of their position,
including providing regular attendance. Failure to do so may constitute reasonable
grounds for disciplinary action based on violation of these attendance
requirements. Attendance is considered an essential element of the job.
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4.7EMERGENCY CONDITIONS
Reporting to work: It is the intent of the City that all City offices shall be open and
in operation during established working hours. Because many City services are of
primary importance during emergency or extreme weather conditions, employees
should make a reasonable effort to report to work on a timely basis. Should
conditions exist thatprevent City employees from reporting to work due to an
emergency or extreme weather conditions, it will be the employee's responsibility
to contact their manager to indicate anticipated absence from work or late arrival
to work.
During times of inclement weather, natural or man-made disaster, or other
emergencies, it is essential the City continue to provide vital public services.
Therefore, unless the City notifies employees otherwise, employees are expected
to make every reasonable effort to report to work and/or remain at work without
endangering their personal safety or the safety of others. Managers may approve
telecommuting work for employees who cannot travel safely to work and are able
to work remotely.
Any regular full-time or regular part-time employee unable to report to work as a
result of emergency or extreme weather conditions will be given the option of using
any form of accrued leave (excluding sick leave)or taking time off without pay for
time missed if all other leaves are exhausted. The employee shall promptly advise
their manager, as in any other case of late arrival or absence. Unauthorized
absences may be subject to discipline. Under exceptional circumstances, with the
approval of the department director and City Manager, a request to make up the
lost time within the same workweek may be granted.
Workplace Closures: The City may close any, or all, City offices and facilities
and cease operationson any regular work day or portion of a work day, on account
of extreme weather conditions, natural and man-made disasters, emergencies that
threaten employees' welfare or safety, failure or defect in the supply of power or
other utilities, civil disturbance, acts of civil or military authorities, budgetary
shortfall, or for any other reason, whether similar or dissimilar to the above, or for
a force majeure. Any regular full-time or regular part-time employee who does not
work their regularly scheduled hours due to such closure will be compensated for
their regular shift without any overtime or premium pay, unless the employee is
required to work remotely by their manager.
Employees are subject to call-back during disasters and other emergencies. See
Section 4.9 below.
4.8 BREAKS AND MEAL PERIODS
Employees will take one (1) fifteen-minute break, near the midpoint of each work
period, for every four (4) hours worked. Where the nature of the work permits
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intermittent rest periodsequivalent to fifteen minutes every four hoursmay be
taken in lieu of scheduled rest periods. All breaks shall be arranged so they do not
interfere with City business or service to the public and must be coordinated with
other employees. Breaks may not be used to justify either a late arrival or an early
departure from work.
Employees who work for more than five (5) consecutive hours are allowed an
unpaid meal period of at least 30 minutes that begins no less than two (2) hours
or more than five (5) hours from the beginning of the shift. Meal periods shall be
scheduled by the employee's manager. The scheduling of meal periods may vary
depending on department workload. Meal periods are unpaid and are usually one
hour in length. Employees are generally not permitted to work through their meal
period in order to leave work early but may do so occasionally to meet operational
demands and when approved by the manager. In the rare instances when an
employee works through their meal period, the employee is paid for the meal
period.
4.9 CALL BACK
All employees are subject to call-back in emergencies or as needed by the City to
provide necessary services to the public. A refusal to respond to a call-back is
grounds for disciplinary action, including possible termination. Employees called
back to duty will be compensated at their appropriate rate of pay for hours worked,
including overtime if applicable. Represented employees should refer to the
applicable collective bargaining agreement for call-back compensation terms.
4.10 PAYROLL RECORDS
The official payroll records are kept by the Finance Department. Each employee
shall turn in to his or her manager twice a month (in accordance with a process
and schedule from the Payroll and Benefits Administrator), a work record, noting
hours worked, leave taken, and overtime worked. Exempt employees will report
and submit leave taken during the pay period. An employee’s submission of their
work record constitutes their verification that the time reported as worked or paid
and unpaid leave taken away from work was in accordance with the policies of the
City and that all time has been recorded accurately. All employee time must be
reviewed and approved by the manager. The City Manager or their designee shall
approve work records for department directors.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 5
COMPENSATION
5.1 PURPOSE
The City is committed to maintaining a compensation program that strives to
ensure fairness, pay equity, and external competitiveness to attract and retain
talented and engaged employees. The purpose of this policy is to provide guidance
regarding City compensation and benefit goals, subject to collective bargaining
agreements and fiscal constraints. All compensation and benefit decisions will be
made without regard to race, gender and/or gender identity, sexual orientation,
age, or any other protected class identified by the federal or Washington State
government.
5.2 COMPENSATION PHILOSOPHY
The City’s compensation program should be designed to attract and retain
dedicated, diverse, hardworking, and talented employees who effectively support
the mission of the City. The total compensation program is made up of both pay
and benefits. Therefore, the City’s compensation philosophy shall be competitive
in the relative market(s), considering all appropriate factors. Those factors include
but are not limited to compensation provided by comparable cities, pay equity,
internal equity, total cost of compensation provided by comparable cities, reality of
recruiting in certain market conditions, and fiscal resources available to the City.
The guiding principles set forth in this policy are expressed as general goals, with
a full understanding that wages and benefits are mandatory subjects of bargaining
for represented employees. This policy applies to non-represented City
employees. It may also serve as a guideline for the City Manager and City Council
in labor negotiations.
5.3 COMPENSATION GOALS
The City’s compensation philosophy provides the framework to achieve the
following compensation goals:
A. To attract and retain dedicated, diverse, hardworking, and talented
employees who are well-qualified to perform their duties in an ever-evolving
municipal government environment;
B. To pay employees fairly and to strive for both internal and external pay
equity;
C. To be consistent, transparent, and fair when compensating employees;
D. To be externally competitive by providing compensation and benefits
commensurate with the labor market;
E. To be fiscally responsible;
F. To be legally defensible.
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5.4MARKET DEFINITION
The comparable labor market will be defined as cities in Washington State based
on geographic location, population size, revenue base, and attributes similar to
Port Townsend. When establishing comparable cities, those located in Jefferson,
Clallam, and Kitsap counties or those areas within commuting distance may be
given priority. Other local government agencies and private employers may be
taken into consideration when they are determined to be a relevant factor in the
proximate labor market. The relevant labor market will be defined in a manner that
reflects the primary industries or organizations where labor talent is found,
recruited from, or lost to.
5.5 MARKET COMPETITIVENESS
To maintain pay and benefits that are competitive with the compensation of
employers offering similar employment and competing in the same labor market,
the City sets compensation in relation to the comparable labor market. However,
the City recognizes that there are situations where exceptions and flexibility may
be necessary, including but not limited to:
Recruiting the desired type of talent in certain jobs is a sustained problem
and results in negative impacts on the City and the public;
Retention problems including succession and turnover;
City priorities;
Internal anomalies in alignment, disparities, or inconsistencies;
Significant changes in the economy or marketplace;
Limitations on available financial resources.
5.6 SALARY CLASSIFICATION AND GRADES
Each job title within the City of Port Townsend is structured into a salary
classification system. Each position is designated a particular salary grade and
pay range as shown on the City's salary and wage schedules. The salary and wage
schedule for non-represented positions is approved annually by the City Council
through the annual budget process. The wage schedules for represented positions
are covered by bargaining agreements and are approved by the City Council for
the contractual period of the respective agreement. All wages are included in the
City’s annual budget. The City Manager, within the total amount approved for
salary and wages in the annual budget, may set employee compensation and
provide for raises or decreases in employee compensation based on performance,
merit, longevity, relevant professional certifications, additional responsibility, and
any other factors considered relevant by the City Manager.
5.7 JOB DESCRIPTIONS AND CLASSIFICATION
Job descriptions are the official description of the representative duties,
responsibilities, and supervisory relationships of a classification. The job
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description sets forth the following information for each position: title; summary of
nature of work; essential duties and responsibilities; minimum requirements; and
qualifications, including the knowledge, skills and abilities essential for satisfactory
performance in the position. The descriptions may also include a summary of the
physical demands, work environment, and key relationships an employee may
encounter while performing the essential functions of the position. The People and
Performance Department maintains a master set of all job descriptions.
The content of any job description is intended to be descriptive rather than
restrictive and shall not to be construed to limit or modify the authority of the City
Manager to take from, add to, eliminate entirely, or otherwise change the job
content of any position. To make the most efficient use of personnel, the City
reserves the right to change an employee’s work conditions and duties as originally
assigned either on a temporary or permanent basis. If these arrangements become
necessary, the City expects the employee’s best cooperation.
When a new position is created and consistent with the approved budget, the City
Manager shall classify the position into the City’s approved salary schedule. The
Director of People and Performance, in consultation with the department director,
shall make a recommendation to the City Manager on the classification of the
position within the City’s approved salary schedule that shall be based on the
position’s duties and required skills, abilities, and experience. The position
classification and pay range shall be included in the following budget year’s
position classification and pay range matrix, subject to modification by the City
Council during the annual budget process.
5.8 PAY RATES
Initial employment:Employees shall be paid within the limits of the pay range to
which their position is assigned. Usually, a new employee will begin employment
at the minimum pay rate for the respective classification. However, the City
Manager may authorize a new employee to be started at a higher rate than Step
1 when the employee's experience, education, training, or proven capability
warrant or when conditions require a higher starting rate, within the limits of the
established pay range and considering internal equity.Additionally, the City
Manager may negotiate and authorize leave accrual rates and balances for a new
employee above the entry-level rate.
Salary Range Progression and Anniversary Date: After an employee has been
certified as having successfully completed the applicable trial period, their
anniversary date of employment will be retroactive to the date of hire into a regular
full or part-time position. For employees who transferred from a represented to a
non-represented position, the anniversary date for the purpose of step increases
shall be the date the employee started in a non-represented position. Employees
will receive a step increase on their first anniversary date and every subsequent
anniversary date until they reach the maximum of their pay range, as long as they
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are satisfactorily performing their job. This is defined by an annual performance
review. If an employee’s performance is unsatisfactory, no step increase will be
given if they are working on a formal Performance Improvement Plan (PIP) or a
disciplinary action has been issued (written warning or a suspension), unless a
different process is provided in the employee’s bargaining agreement. A
department director may request that the City Manager approve an additional step
increase on an employee’s anniversary date if the employee has demonstrated
exceptional performance of the position’s duties. A department director may
request a step increase be approved by the City Manager at the end of a trial
period within the first year of occupying a position or upon the assumption of
substantially increased duties and/or responsibilities. Step increases are subject
to the availability of budgeted funds.
Non-Represented Employees Annual Salary Adjustments: The City Manager
will recommend a salary schedule and any adjustments for non-represented
employees to the City Council for approval as part of the budget process. In
addition, the City will attempt to mitigate compression issues as they arise. The
City Manager will make appropriate and timely recommendations to the City
Council to maintain internal equity, prevent compression, and consider the
immediate and anticipated long-term financial resources of the organization.
Promotion: Any employee promoted to a position in a higher classification and
salary range after competing for an existing vacancy will normally receive the next
highest available pay step in the new range. Promotions are typically competed for
by employees. The City Manager may authorize the advancement of additional
steps if the next highest step increase results in a raise less than 5% above the
employee’s pay prior to the promotion.
Reclassification: Any employee who transitions to a higher classification and
salary range based on demonstrated skills, knowledge, and abilities will normally
receive the next highest available pay step in the new range. The City Manager
may authorize the advancement of additional steps if the next highest step
increase results in a raise less than 2% above the employee’s pay prior to the
reclassification. These reclassifications are generally restricted to situations where
an employee is already successfully performing the essential duties of the position
and no vacancy exists. The department director may request the reclassification
of an employee through the People and Performance Department with the ultimate
determination to be made by the City Manager, depending on budget and internal
equity factors.
Lateral Transfer: Any employee who transfers to a position in the same pay range
or grade as their prior position will remain at the same step and pay rate.
Transition to Former Position: When an employee transitions to a former
position following a temporary assignment, promotion, or transfer, the employee
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will usually return to the salary step held prior to the temporary assignment,
promotion, or transfer.
Position Reinstatement: When an employee who has been laid off returns to the
same classification occupied immediately prior to lay-off, the employee will usually
return to the same salary step held at the time of lay-off.
Position Adjustment: Department directors may address the possible pay range
adjustment of positions by making a request to the Director of People and
Performance, who will review the request and make a recommendation to the City
Manager. When the City Council has delegated authority to the City Manager to
make pay range adjustments within the approved budget, the City Manager may
approve or deny a request for a position adjustment to a pay range within two
classifications/grades above or below the current pay range of that position,
consistent with internal equity and the approved budget. The City Manager’s
decision is final and not subject to review or appeal. When a position being
adjusted is currently filled, the incumbent will be placed in the step closest to their
pre-adjustment pay rate without a reduction in pay. Placing an employee within a
new range may result in being placed at a lower step number within the position’s
range but not reflect a lower salary or hourly rate.
Interim Temporary Assignments: An employee approved for temporary
assignment by the City Manager for an interim period lasting in excess of twenty
(20) workdays to perform the position of a higher classification may have their
salary raised to the next higher rate (of employee’s current wage rate) within the
new assignment classification. However, when an employee assumes only a
portion of the duties of a higher position and/or shares them with another employee
(such as when two managers serve as Acting Director), the City Manager may
authorize 5% out-of-class pay. Any salary change as a result of a temporary
assignment is subject to the approval of the City Manager. Temporary assignments
will not usually exceed six (6) months in duration. Compensation for interim
temporary assignments shall not result in a classification change.
Payroll Change Notices: An employee scheduled to receive an increase in pay
during any pay period will receive the increased pay on the effective date of the
change, provided however, a personnel action form with appropriate signatures
must be received and processed by the Payroll and Benefits Administrator before
a pay increase will take effect.
5.9 MARKET ANALYSIS; EMPLOYEE BENEFITS AND RECOGNITION
COMMITTEE
The People and Performance Department will conduct a market analysis of
positions during the collective bargaining process, as needed for represented
employees.
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The People andPerformanceDepartment will endeavor to conduct compensation
surveys for non-represented positions every three years. The People and
PerformanceDepartment will create and coordinate a benefits committee,
comprised of non-represented employees throughout the City. The purpose of this
ongoing benefits committee is to review and make recommendations to the City
Manager for sustainable and competitive benefit programs. Based on the survey
data, the City Manager will recommend salary ranges, market adjustments, and
benefit adjustments for non-represented positions to the City Council. The City
Manager will consider the following goals in developing recommendations:
1) Establish salary ranges using the midpoint averages of salary ranges for
Port Townsend’s comparable agencies. The salary ranges will be
consistent with best practices and established at ranges that are 24% from
minimum to maximum with 9 steps. Incremental increases between steps
shall represent 1/8 of the total salary range. Each non-represented position
will be placed within a pay grade based on market comparisons.
2) Assign pay grades and salary ranges to positions based on the market
data. There may be some positions that are unique to Port Townsend and
do not have enough market comparisons to provide relevant data. In this
case, the City will collect data on positions that are common in the
marketplace and use these for benchmarks and will use internal
comparisons and similar positions to place these positions in a salary
grade that most closely reflects the responsibilities of the position.
3) Apply annual cost of living increases uniformly to all pay grades based on
Council direction during the budget process.
4) Address any issues of compression between non-represented supervisory
positions and their direct reports.
5) Place individual employees at a step in the applicable salary grade that is
closest to their current pay rate and represents an increase in pay if
market analysis shows a need to change a position's salary
grade. Placing employees within new ranges may result in being placed
at a lower step number within the position’s range but not reflect a lower
salary. Step increases each year are intended to help an employee be on
par with the comparison markets within a few years upon being placed in
a new pay grade.
6) For any employee whose current salary falls below the newly adopted pay
range minimum, place them in the newly adopted pay range at the
minimum step.
7) Freeze the salary of any employee whose actual salary exceeds the top of
a new approved salary range (i.e., the employee will not receive step or
cost-of-living increases) until such time as the salary range for that
position catches up to the compensation of the employee.
8) Give employees a step increase on their anniversary date if they are
satisfactorily performing their job and are not on a formal Performance
Improvement Plan or subject to a disciplinary action that has been issued
(written warning or a suspension) until they reach the top step of the
range.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
5.10 PAYDAYS
The City will pay employees at least twice monthly. If a designated payday falls on
a Saturday, Sunday, or holiday, the paycheck for that payday will be ready for each
employee on the preceding business day.
Any errors in any employee’s pay shall be reported by the employee to their
manager and payroll at least five (5) business days prior to issuance of the next
check. This reporting deadline is designed to allow processing time for the City to
correct the error. Failure to meet the reporting deadline will not result in forfeiture
of an employee’s right to claim an adjustment at a later date. In some situations,
additional time may be needed to investigate and verify the error. The City reserves
the right to correct errors in pay at any time.
5.11 DEDUCTIONS
Some regular deductions from the employee's earnings are required by law; other
regular deductions are specifically authorized by the employee. The City will
withhold from the employee's paycheck those deductions required by law and any
voluntary regular deductions authorized by the employee, applicable union
contract, or statute. The City will deduct other contributions and/or payments upon
written employee authorization, subject to approval by the City Manager and the
capabilities of the City’s computer accounting system.
City employees will be required to sign an agreement authorizing payroll
deductions for any personal expenses incurred through the use of programs such
as employee cell phones or City purchasing cards, prior to the initial use of such
City instruments. The authorization will apply to any amounts the employee fails to
pay on a timely basis, including any payments due prior to or coming due after
issuance of the employee’s final paycheck at the end of the pay period.
5.12 REPORTING COMPENSATION ISSUES
It is the City’s policy to comply with the requirements of the FLSA and Washington
Minimum Wage Act and any other laws regarding compensation and deductions.
If an employee believes that an improper deduction has been made to his or her
paycheckor believes that his or her pay has been calculated improperly, the
employee should immediately report this information to their direct manager and
the Payroll and Benefits Administrator.
Reports of improper deductions or improper payment will be promptly investigated.
If the City determines that an improper deduction has occurred, the employee will
be reimbursed for any improper deduction made or any correction in pay needed
to remain consistent with the wage and hour provisions, or any governing provision
of a union contract or other legal obligation. Similarly, improper payments to
City of Port Townsend Personnel Policies Manual Page 46
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
employees will also be subject to reimbursement by the employee. In the event of
an overpayment or overpayments in the total amount of $500.00 or more, the
employee, with the approval of the City Manager, may be allowed to enter into an
agreement with the City to reimburse the City in a series of deductions or payments
over a specified period of time until the City is fully repaid.
5.13 TRAVEL EXPENSE REIMBURSEMENT
City employees and officials will be reimbursed for reasonable and customary
expenses incurred in the conduct of their business for the City (“business travel”),
including food, lodging and travel expenses while away, but excluding any
expenses for personal entertainment and alcoholic beverages.
Reimbursement for such expenses will be made subject to conformance with the
following:
These policies,
Chapter 42.24 RCW, Payment of Claims for Expenses, Material,
Purchases—Advancements; and,
Chapter 10 – Travel of The State of Washington Administrative &
Accounting Manual Issued by the Office of Financial Management (“OFM
Travel Manual”) (including amendments, as applicable). The City Manager
determines applicability and interpretation of the OFM Travel Manual.
Terminology references in the OFM Manual are changed as follows:
Where OFM Change to -
Manual uses -
State City
Agency Department
Travel Expense City form
Voucher providing
equivalent
information
State Charge City purchasing
Card System card
Travel City form
Authorization providing
equivalent
information
StatuteOrdinance or
Resolution
Director of City Manager
OFM
The OFM Travel manual is available online at http://access.wa.gov/, then type
“OFM Travel” into the search feature.
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A specific provision in these policies governs over any conflicting provision in the
OFM Manual.
Managers must approve any employee business travel in advance. Employees
should provide their manager with a copy of their itinerary before leaving on
business travel.
Under normal circumstances, employees should use the most appropriate form of
transportation available, book the least expensive fares, and stay in and eat at
moderately priced establishments.
Employees may use either actual expenses or per diem allowance to seek
reimbursement, provided the department director may designate that
reimbursement is limited to actual expenses. Whichever method is used to account
for expenses, the maximum the City can reimburse is limited to the per diem
amounts in the OFM Travel Manual. Only the City Manager may approve higher
travel costs on a case-by-case basis.
Employees who know or anticipate that they will have a special request for travel
expense reimbursement should ask for approval from their manager before
incurring the expense. Request for a travel advance must be submitted 10 days
prior to departure by submitting the appropriate form to the Finance Department.
Any travel expenses considered unreasonable under the circumstances will not be
paid or reimbursed and are the employee’s personal responsibility.
An employee will not be reimbursed for the travel (including lodging and meals)
and transportation expenses of their spouse, domestic partner, or other non-
employee(s) who may accompany the employee.
A City-issued credit may be used to cover expenses incident to authorized travel.
If an employee with a City-issued credit card uses the credit card for any meal
expense, the reimbursement for that meal is limited to the actual expense of the
meal up to the maximum amount allowed. The employee must provide receipts
documenting any travel expense for which reimbursement is sought.
It is prohibited to use a City-issued credit for personal use or purchases. For
example, if a City employee is traveling with a spouse and uses a credit card to
pay for a ferry ticket, the card must only be used for the employee’s ticket and not
the spouse’s ticket.
Travel during the employee’s regularly scheduled hours of work is considered work
time (with some exceptions – contact Finance Department for information). Work
time applies whether the employee is driving or not. Employees are encouraged
to carpool to conferences.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
Requests for reimbursement must be submitted within 30 days of the date
expenses are incurred.
Meal Reimbursement - No Overnight Stay:Consistent with the OFM Travel
Manual, the City may authorize the reimbursement of meal expenses incurred
during authorized trips that do not involve an overnight stay subject to the following
two criteria:
1) Three Hour Rule: A traveler may be reimbursed for meal expenses only
after the traveler is in travel status for three hours beyond the traveler’s
regularly scheduled working hours for any one day. The three hours may
consist of hours occurring before, after, or a combination of both before and
after the traveler’s regular scheduled working hours for the day. Example: if
the traveler is an 8-hour day employee, they would need to be in travel
status for 12 hours (8 hours + 1 hour for lunch + 3-hour rule.)
2) In Travel Status During the Entire Meal Period: Travelers must be in
travel status during the entire agency-determined meal period(s) in order to
qualify to receive reimbursement for meal(s) (except as provided in the OFM
Travel Manual). The traveler may not stop for a meal just to meet the three-
hour rule.
If meals qualify under the above criteria, the City may authorize reimbursement.
When this occurs, the reimbursement will be added to the employee’s regular
paycheck, as the IRS has determined that such reimbursement is subject to federal
taxation.
5.14 COMPENSATION FOR TRAVEL TIME
Exempt Employees: Employees who are exempt from the Fair Labor Standards
Act (FLSA) are not compensated for travel time.
Non-Exempt Employees: Employees working in positions that are not exempt
from the Fair Labor Standards Act (FLSA) may be on paid time for all or part of the
time traveling on City business based upon the circumstances. Paid time for travel
shall be clearly resolved in accordance with FLSA guidelines in advance of
authorizing travel. The following guidelines will resolve the question in most cases.
Managers are required to evaluate and resolve whether and to what extent travel
time is paid in each situation. Cost to the City should be a key factor in authorizing
travel for City business. Managers should consult with the City Manager or City
Attorney to resolve any questions before authorizing travel.
Travel during the employee’s regularly scheduled hours of work: Travel for
City business during the employee’s regularly scheduled hours of work is
considered work time.
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Same day travel and return outside the regularly scheduled hours of work:
An employee traveling and returning in the same day is considered to be working
while engaged in approved travel on City business as necessary to meet the
assignment (example: driving to another city for a training session). However,
those components of the travel time that could be regarded as ordinary commute
time between home and work are excluded (for example, traveling from home to
Port Hadlock might take about the same time as driving to and from work).
Overnight travel: On overnight business trips, the time an employee spends
traveling is considered work time whether the travel occurs on a normal workday
or a day off if it takes place during the employee’s regularly scheduled hours of
work. However in some instances not all of the time traveling may be
compensated. For example, if an employee travels to Spokane on business and
chooses to stay an extra night to drive home rather than flying, only the time it
would have taken to fly home would be compensated. In addition, if the cost of
mileage is more than the cost of an average flight, compensation will be limited to
the cost of a flight.
Managers must approve in writing the mode of travel and amount of anticipated
travel compensation time prior to the trip. Any expenses above and beyond those
amounts agreed to are the responsibility of the employee.
5.15 COMPENSATION UPON SEPARATION
When employment with the City of Port Townsend is terminated, the employee will
receive the following compensation on the next regularly scheduled payday:
1) Regular wages for all hours worked up to the time of separation that have
not already been paid;
2) Any accrued overtime or holiday pay;
3) Accrued and unused vacation leave and compensatory time unless
disallowed by Policy 10.5; accruals in the final pay period will be prorated
based on separation date;
4) Less any authorized deductions for any unpaid personal expenses or for
any expenses due to the failure to return City property as required prior to
the date of separation.
Following the last day worked, employees may elect to use up to a maximum of
three weeks of accrued vacation time as their final weeks of service with the
remainder of vacation accrual being paid out as a cash payment.
In case of an employee’s death, payment shall be made in accordance with the
provisions of RCW 49.48.120 pertaining to payment on employee’s death.
City of Port Townsend Personnel Policies Manual Page 50
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 6
PERFORMANCE ASSESSMENTS AND TRAINING
6.1 PERFORMANCE ASSESSMENTS
To achieve the City’s goal to train, promote,and retain the best qualified employee
for every job, the City conducts periodic performance assessments for all regular
full- and part-time positions. Employee assessments are normally conducted by
department directors or direct managers prior to completion of a trial period and
usually once every twelve (12) months thereafter on or around the employee’s
anniversary date. Annual performance assessments shall be completed no later
than one month after the employee’s anniversary date and by the conclusion of
the new-hire or new-position probationary period. The assessment function is a
communication tool to provide an opportunity for managers and employees to
discuss, in a structured way, what each can do to make the workplace more
productive.
The assessment is part of an employee's personnel record and may be a factor in
determining whether the employee has successfully completed their trial period,
receives a wage increase, or is promoted, transferred, disciplined, demoted, laid
off, or terminated. In the event an employee is not performing up to the City’s and
the manager’s standards, the manager may establish a time frame for
improvement and identify the tools needed for improvement. If the employee fails
to improve in the time frame specified, the employee may be subject to discipline,
including but not limited to demotion or termination. Assessments may also be
used during periods when additional information or training is being used to
increase an employee’s ability and performance.
Managers and employees are encouraged to meet regularly to discuss
performance, whether in a formal or informal setting. Communication on
performance will regularly occur informally. Annual performance assessments help
employees understand the nature and quality of their performance. These
meetings provide a plan for improvement, the motivation to improve performance,
if needed, and the development of goals for future performance. Employees
assuming duties in a new position will normally be assessed within six (6) months
of assuming the new duties.
Within five (5) working days of the receipt of a copy of a performance assessment,
the employee may express agreement or disagreement with the assessment by
writing in the comment section of the assessment form and/or attaching an
additional page. The employee's response will be reviewed by the employee's
manager and department director and may result in changes to the assessment.
The employee's written response will be attached to the assessment form and
included in the personnel file.
Employee performance assessments are not subject to grievance procedures.
City of Port Townsend Personnel Policies Manual Page 51
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
Trial Employee: A completed employee performance assessment with an
appropriate recommendation shall be submitted to the People andPerformance
Department by the end of a trial period. The standard trial period shall be six
months, but may be extended by the City Manager, for one or more additional six-
month periods.
6.2 TRAINING
The City encourages continued education to enhance and develop the potential of
each employee. The City seeks, within the limits of available resources, to offer
training to increase an employee's skill, knowledge,and abilities directly related to
City employment, to obtain or maintain required licenses and certifications, and to
develop staff resources. Opportunities may include but are not limited to on-the-
job training, in-house workshops, and seminars sponsored by other agencies or
organizations.
In cooperation with the City Manager, the department director may establish
training program standards, recommend fiscal policies for training expenditures,
and evaluate training methods and results. City-sponsored training that is required
for the performance of an employee's job duties shall be arranged whenever
possible during regularly scheduled work hours. A department director may
change the standard work hours to accommodate required attendance at training
activities during normally off-duty hours. Schedules may also be adjusted to allow
employees to attend non-required training, provided the training activity is
designed to increase the knowledge, skills, and abilities of an employee for the
position they presently occupy. Pre-approved training attendance is considered
time worked except where the training is voluntary, occurs outside regular
business hours, is not directly related to the employee’s job, and/or the employee
performs no work during the training. Absences due to training must have prior
approval by the employee’s department director.
6.3 TUITION REIMBURSEMENT
Upon the approval of the City Manager, reimbursement may be granted for a
formal study course from an accredited school, college, or university provided the
course is related to the employee's work and will increase the employee’s
knowledge, skills, and abilities to perform the work. Time spent in attendance at
these courses shall be considered the employee's personal time. If approved by
the City Manager, the affected employee's work schedule may be altered so the
course does not occur during regularly scheduled working hours. Partial or full
reimbursement of the cost of tuition may be made upon approval of the City
Manager. Books and supplies will be at the expense of the employee, unless the
City Manager agrees otherwise. Employees may be eligible for tuition refunds by
meeting the following conditions or such other conditions as approved by the City
Manager:
City of Port Townsend Personnel Policies Manual Page 52
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
1) The employee must be a regular full-time or regular part-time employee of
the City of Port Townsend;
2) Prior to enrollment, the City Manager and the department director must
have approved the employee's course choice and educational institution;
3) Application for tuition reimbursement must be made within sixty (60) days
following the completion of the course of study;
4) Employee must complete the course with a minimum grade of "C" or
equivalent; and
5) Funds to reimburse the employee for tuition must be available through
appropriations in the current department budget.
The City will reimburse at the agreed-upon percentage or amount up to $5,250 per
year (or current ceiling the federal government allows for exempted tuition benefit
expenditures)if approved by the City Manager and approved in the budget. There
is a lifetime benefit cap of $20,000.
6.4 EMPLOYEE TRAINING AND TUITION OBLIGATIONS
The City of Port Townsend may require an employee to submit a signed statement
agreeing to remain for a specified time in the service of the City as a condition of
reimbursement for tuition or training expenses. Employees who fail to remain
employed by the City for the specified time period shall reimburse the City on a
prorated basis for the monies given them based on that agreement.
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Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 7
BENEFITS
7.1 RETIREMENT BENEFITS
The City of Port Townsend makes contributions on behalf of all eligible employees
to the Social Security System, in addition to those contributions made by the
employee through FICA payroll deductions.
All regular uniformed employees in the police departments are covered by the Law
Enforcement Officers’ and Firefighters’ Retirement System (LEOFF). All regular
full-time and eligible part-time non-uniformed employees are covered under the
Public Employees Retirement System (PERS). Eligibility, benefit levels, and
contribution rates for each system are determined by the State of Washington.
Employees intending to retire are asked to notify the department director of their
intent at least three months prior to the date of the planned retirement.
7.2 DISABILITY BENEFITS AND WORKERS’ COMPENSATION
All employees are covered by Washington State Workers' Compensation
Insurance. This insurance covers employees in case of on-the-job injuries or job-
related illnesses. For qualifying cases, Washington State Worker’s Compensation
Insurance will pay the employee for work days lost and related injury or illness
medical costs. All job-related accidents and injuries must be reported immediately
to the employee’s manager. The manager shall direct the injured employee to seek
immediate medical treatment if necessary and shall be responsible for ensuring,
as soon as physically possible, that the injured employee completes the City’s
Employee Incident Report form. The manager is required to complete the
Supervisor’s Incident Investigation Report.
Unless otherwise required by State law, the procedure for workers’ compensation
time loss payment/reimbursement will be as follows:
If the job-related injury or illness requires the employee to be absent from work for
more than three (3) consecutive days, the City will grant eligible employees Family
Medical Leave, which is further discussed in Section 8.8. While on Family Medical
Leave, the employee will be paid available and accrued sick leave. When and if
their sick leave is exhausted, compensatory time or accrued vacation leave must
be used.
If the job-related injury or illness requires the employee to be absent from work for
more than three (3) consecutive days, Washington State Workers' Compensation
Insurance will begin to pay time loss compensation for hours not compensated
through Family Medical Leave, as referenced above, as long as the employee is
City of Port Townsend Personnel Policies Manual Page 54
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
th
still off work on the seventh (7) day after the injury. This compensation varies
according to a set formula based on marital status and number of dependents.
Employees cannot use accrued leave, such as sick or vacation), and receive
workers’ compensation at the same time, because this results in a "double
payment." Typically, a double payment occurs if the employee has applied for
workers’ compensation but is receiving full pay through accrued leave while waiting
for state benefits to be approved. If a double payment occurs, employees must use
the time loss money from workers’ compensation to "buy back" the sick leave or
paid vacation previously deducted from their accruals. Compensatory time cannot
be bought back. Since workers’ compensation only pays a percentage of full
wages, an employee can only "buy back" a percentage of the leave their buy back
sum represents. Generally, the employee will not suffer an income loss while
receiving workers’ compensation benefits so long as the employee has a paid
leave balance available to supplement the difference between state benefits and
compensation for normal working hours.
If an employee uses sick leave or paid vacation to cover a work-related injury or
illness and later receives a workers’ compensation time loss check, that employee
must repay the City for the excess sick or vacation leave used. Failure or refusal
to re-pay the City for any duplication of benefits as required by this policy will be
considered fraudulent and may subject the employee to discipline, including
termination. Based upon the employee's hourly rate and the amount of workers’
compensation time loss received, payroll will determine the amount of leave to be
bought back. On a case-by-case basis, an employee may be allowed to sign over
a timeloss check to the City in lieu of writing a check to buy back leave, if allowable
by the banks involved.
Payroll will notify an employee when all available sick leave and/or vacation leave
has been used. Once sick leave or other forms of accrued leave are exhausted,
an employee who remains on workers’ compensation will keep additional worker's
compensation time loss payments until the employee is able to return to work or
the employee’s condition can no longer be accommodated through medical leave
or light duty options. If an employee’s condition appears to have lasting or
potentially permanent effects on the employee’s ability to perform essential
functions of their job, they may request information on job openings within the City
they are otherwise qualified to perform. Job retraining programs are also available
through the WA Department of Labor & Industries. When it appears the employee
will be medically unable to return to workand no options for reasonable
accommodation or other job opportunities have been found, an employee who can
no longer perform the essential functions of their position will be subject to medical
termination.
7.3 RETURN TO WORK – LIMITED DUTY ASSIGNMENTS
A. Return to Work
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Before being allowed to return to work, an employee who has been away from
work due to an injury or illness will be required to provide documentation from their
medical provider certifying, based on the essential duties described in the
employee’s job description, that the employee is able to resume their job duties or
specifying limitations on their ability to perform any of these duties, as well as a
time frame during which these limitations will apply. If restrictions or limitations are
placed on the employee’s ability to perform the job, the City, in cooperation with
the employee and any medical personnel, will determine if there are any
reasonable accommodations that it can make to enable the employee to return to
work and perform the essential functions of their job. The City may require a
medical examination at City expense, performed by a physician or physicians of
its choice, to determine when the employee can return to work and if they are
capable of performing the duties of the position. This requirement applies to all
employees who have been unable to perform their duties for an extended period
of time (more than 4 weeks), whether or not their injury was initially work-related
B. Limited Duty Assignments
1. General
Employees who are temporarily unable to perform the essential functions of their
regularly assigned duties may, at the City’s discretion, be assigned to a limited
duty (LD) assignment. LD assignments are intended to help bring employees back
to work as soon as possible and to reduce workers’ compensation and other costs.
This policy is intended to establish consistent practices for all City departments. It
does not guarantee that any specific employee will be assigned to an LD
assignment. The availability of LD assignments shall be determined by the
department director based on the needs of the department. The suitability of a
specific employee for an LD assignment will be based on the medical restrictions
imposed by the employee’s medical provider.
2. Duration
Limited duty assignments shall generally be offered for 90 days after the
employee’s medical provider states in writing that the employee may return to
work. The LD assignment may be extended for up to 180 days if: a) the department
director, after consulting with the People and Performance Department, agrees
that there is sufficient work to be performed in the LD assignment; and b) the
employee’s medical provider certifies that there is a reasonable medical certainty
that such an extension will allow the employee to return to her or his assigned
position and to perform all of the essential functions of the position. Probationary
employees who are assigned to LD may have their probation extended by a period
of time equal to the LD assignment time.
3. Application for LD Assignment
An employee who wishes to be considered for anLD assignment shall provide the
People and Performance Department with the following:
City of Port Townsend Personnel Policies Manual Page 56
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
a) a request for LD assignment, specifying the expected duration of the
assignment; and
b) a completed certification from their medical provider specifyingthe
specifying limitations on their ability to perform any of the essential job duties.
4. Evaluation of LD Assignment Request
a) The department director shall determine whether a LD assignment is
available and shall set out with specificity the tasks that will be assigned to the
employee. If applicable, those tasks will be reviewed with the appropriate
bargaining unit to ensure the employee is not asked to perform work belonging to
another bargaining unit.
b) The People and Performance Department will determine whether the
employee’s medical restrictions allow the employee to perform the tasks
associated with the LD assignment. the People and Performance Department, in
coordination with the department director may, but is not required to, add or
subtract tasks from the LD assignment.
5. LD Assignment Agreement
If there is an LD assignment available and if People and Performance determines
that the employee’s medical restrictions allow the employee to fill that assignment,
the People and Performance Department may provide the employee an LD
assignment agreement that outlines the duties, length of assignment, and job
restrictions. Employees on LD assignment shall receive their regular rate of pay.
6. Right to Discontinue
The City reserves the right to discontinue an LD assignment at any time due to a
change in operational needs or requirements, receipt of information that the
employee is no longer disabled or limited in a way that prevents performance of
their regular duties, or if the employee has shown an inability to satisfactorily
perform the duties of the assignment.
7. Rotation of LD Assignments
The City reserves the right to rotate limited duty assignments should the need
present itself where there are more employees eligible for light duty than positions
available. If LD assignments are no longer available, the City will work with the
employee to determine whether the employee is still capable of performing the
essential functions of the employee’s position.
8. Availability of LD Assignments
Department directors and managers will keep the People and Performance
Department informed of projects or work backlogs that can be performed on a
temporary basis and, therefore, be considered when making light duty
assignments.
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9.Employee’s responsibilitieswhile on LD assignment
a) Coordinate medical appointments in advance with their manager and
accurately account for sick leave taken;
b) Following each medical appointment, but at least once every 90 days,
update the People and Performance Department on any change in
restrictions or limitations. Such changes must be substantiated on the
medical provider’s letterhead on a form acceptable to the City;
c) Ensure their physical activity while on LD assignments within the
guidelines prescribed by their medical provider;
d) Communicate any problem with the LD assignment that requires
accommodation based on their medical condition to the manager or the
People and Performance Department; and
e) If required by the City, undergo an independent medical examination at
the City’s expense to help determine whether the employee will be able
to return to full duty and to perform the essential function of the
employee’s job.
10. Manager’s responsibilities
a) Notify the People and Performance Department and the Payroll and
Benefits Administrator when an employee begins and ends an LD
assignment;
b) Monitor the employee to ensure their physical activity while on LD stays
within the guidelines prescribed by their medical provider;
c) Communicate with the employee to ensure that any problem with the LD
assignment that requires accommodation based on the employee’s
medical condition is brought to the attention of the department director
and the People and Performance Department; and
d) Secure the privacy of employee medical condition information in the
workplace by keeping all documentation in the People and Performance
medical file and not on shared network.
7.4 INSURANCE BENEFITS
Regular full-time and regular part-time employees are eligible for life, medical,
dental, vision, and income protection insurance as provided by applicable
insurance contracts that are maintained by the City. The City contributes toward
the cost of premiums in the amounts authorized by the City Council. The remainder
of the premiums, if any, shall be paid by the employee through payroll deduction.
The City reserves the right to make changes in the carriers and provisions of these
contracts when it deems necessary or advisable and shall provide notice as soon
as practical to employees.
Temporary employees are not eligible for insurance coverage, unless required by
law or otherwise provided by authority of the City Manager. When the City is
required to offer medical insurance to a temporary employee pursuant to the
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Affordable Care Act or other law, the City will also offer dental and vision insurance
to the employee.
7.5 CONTINUATION OF INSURANCE COVERAGE
Insurance after employee separation: Unless otherwise indicated in a
bargaining unit contract or health insurance carrier/trust rules, eligible employees
who separate from employment or are on an approved leave of absence, the City
will pay the premium for the month following the last month during which
employment occurred, provided the employee is on paid status for at least eighty
(80) hours of that month.
Workers compensation leave:An employee receiving workers’ compensation
time loss benefits who continues to be in a pay status will accrue vacation leave
and sick leave according to applicable policy and bargaining unit contracts. The
City also continues to pay the employer's portion of health insurance premiums
while the employee is in a pay status for the required hours to qualify for health
insurance per insurance carrier and bargaining unit contracts, provided the
employee continues to pay the employee’s share of premiums, if any. The
employee may continue health care benefits by self-paying insurance premiums
for the remainder of the time they receive workers’ compensation benefits, unless
that time frame exceeds the period provided under COBRA.
COBRA rights: Upon an employee's separation from City employment or upon
commencement of an unpaid leave of absence, at the employee's option and
expense, the employee may be eligible to continue City health insurance benefits
to the extent provided under the federal COBRA regulations. An administrative
handling fee may be charged to the employee or theirdependents who elect to
exercise their COBRA continuation rights.
7.6 UNEMPLOYMENT COMPENSATION
City employees may qualify for State Unemployment Compensation after
separation from City of Port Townsend employment depending on the reason for
separation and if certain qualifications are met. Employees who voluntarily quit are
often not eligible for these benefits, but some exceptions exist, such as the
geographic relocation of the employee’s spouse. Gross misconduct is also
grounds for denying these benefits. Check with the WA State Employment Security
Department for additional information.
7.7 EMPLOYEE ASSISTANCE PROGRAM
Recognizing the value of its employees, the City of Port Townsend has contracted
with an agency to provide support for employees who may experience problems
that affect the physical, mental, and/or spiritual well-being of the employee or
employee’s family. The purpose of the Employee Assistance Program (EAP) is to
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provide an opportunity for employees or their family members to confidentially
discuss problems and concerns affecting employees’ lives. EAP staff provide
assistance in addressing problems involving family and/or personal relationships
or relationship problems at work, legal and financial issues, or problems involving
alcohol or other types of substance abuse. The program is paid for by the City and
provides meetings with a counselor (number of meetings determined by the EAP
provider) to assess an employee’s needs, develop a plan of action, and/or provide
the employee with problem-solving referrals. The cost of any referral to another
resource is the responsibility of the employee or family dependent, although these
costs may be covered by the employee’s health insurance. Employees’ use of the
EAP is confidential to the extent Washington State law allows, unless the
employee or family member signs a release specifically authorizing the sharing of
information.
When work performance problems are identified and cannot be corrected by the
employee’s manager or department director through normal corrective action, an
EAP referral may be made by the City. Compliance with such referrals is generally
voluntary, however employees are strongly encouraged to follow them. If the
performance problems in question continue, whether or not the employee has used
the recommended EAP, the City may take other action including possible
termination. The existence of non-work-related personal problems does not
release the employee from the responsibility to perform their job responsibility
satisfactorily. Participation in the EAP will not jeopardize an employee’s
professional status, job security, or promotional status. Utilization of the EAP
agency during normal working hours will be subject to the use of sick leave. If sick
leave has been exhausted, the employee may use accrued vacation leave, comp
time, or floating holidays if eligible for their use or may request unpaid leave
pursuant to Section 8.4.
The employee and their family may choose to use the agency’s services
independently without a referral by the City. The self-initiated contact between the
employee, their family, and the agency will be confidential, and records are not
accessible to the City. Coordination of medical benefits for counseling or referral
assistance by EAP, beyond those services provided under the City’s contract with
the EAP agency, is determined by the medical plan covering the individual
employee. Questions concerning insurance coverage may be referred to the
Payroll and Benefits Administrator.
7.8 FLEXIBLE SPENDING ACCOUNTS
The City has established programs related to dependent care and health care
savings accounts (together “flexible spending accounts”) pursuant to the Internal
Revenue Code, 26 U.S.C. Sections 125 and 129, and as they may be hereafter
amended. Salary reduction agreements shall be implemented, monitored and
administered in accordance with policies and procedures developed, approved
and communicated by the Finance and Technology Services Director and/or
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Director of People and Performance.
The City Manager or the City Manager’s designee shall be the principal supervising
official authorized by the City Council to adopt plans, or amendments to plans, for
such flexible spending accounts. The City Manager or the City Manager’s designee
is further authorized to execute and deliver to the administrator of a flexible
spending account plan adopted by the City one or more counterparts of such plan.
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CHAPTER 8
LEAVES
8.1 VACATION LEAVE
Annual vacation time will be accrued for eligible, regular full-time non-represented
employees on the following basis:
Continuous years of Monthly Monthly vacation Monthly vacation
service vacation hours hours accrued for hours accrued for
accrued managersdepartment directors
First 12 months 8 10 13
nd
Starting the 2 year 10 13 15
th
Starting the 6 year 12 15 18
th
Starting the 10 year 14 18 21
th
Starting the 15 year 16 20 22
th
Starting the 20 year 18
th
Starting the 25 year 20
th
Starting the 30 year 22
“Managers” includes only those employees whose position is specifically
designated as the manager (i.e., listed in the “reports to” box) on at least one other
employee’s job description and who is currently assigned by their director to be
responsible for overseeing at least one other employee. “Manager” includes
Deputy Directors.
“Department Directors” includes only those employees specifically designated by
the City Manager as the head of a City department and/or to serve on the City’s
executive leadership team.
Vacation leave accrues at the end of each pay period and may not be used before
it accrues.
In accordance with Section 5.8, the City Manager may authorize vacation leave
accruals for a new employee above entry-level rates.
Regular part-time employees and limited-hour regular part-time employees will
receive vacation on a prorated basis, according to the regular number of hours
they are scheduled each week. Temporary employees and substitutes are not
eligible for vacation leave. Employees do not accrue vacation or sick leave benefits
during a leave of absence without pay. Employees on a temporary reduced
schedule, such as using PFML or unpaid FMLA intermittently, will accrue prorated
vacation based on the difference between their usual hours per week and the
temporary reduced schedule.
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The City Manager,based upon a recommendation from the Director of People and
Performance, may adjust vacation leave accruals for existing employees to ensure
consistency among employees. This shall not result in a reduction of vacation
accruals for existing employees. For example, the City Manager may adjust
vacation accruals for a set of employees if they were hired during a period when
the City was not negotiating higher vacation leave accruals for new employees,
but the City had previously negotiated higher vacation leave accruals for similarly
situated new employees. This should result in consistent and fair vacation accruals
for similarly situated employees.
Scheduling of vacation time: Each department is responsible for scheduling its
employees' vacations without undue disruption of department operations. Leave
requests should normally be submitted a minimum of two weeks prior to taking
vacation leave. A manager may deny a request for vacation usage because of lack
of notice, work demands, or other relevant factors or may cancel a vacation leave
in case of an emergency. Any disputes in vacation usage may be informally taken
to the department director, and their determination shall be final.
Limitation on Vacation Accruals: Employees shall be limited to 240 hours
accrual of vacation leave for regular full-time employees, except the maximum
accrual for department directors is 360 hours. Additional carryover of vacation
requires written approval of the City Manager. Vacation accrual for regular part-
time employees will be prorated.
Vacation Accrual Cash Out: Alternately, if an employee is unable to take vacation
time due to circumstances dictated by special needs of the City, the City Manager
may authorize the cash-out or carryover of any portion of an employee’s accrued
vacation in excess of the maximum allowable accrued vacation hours identified in
this Manual.
Vacation Cash Out at Termination: Eligible employees whose employment is
terminated by reduction in force, resignation, dismissal, or retirement and who
have accrued vacation leave shall be paid for unused vacation leave as
established in this Manual. In the event of an employee’s death, payment shall be
made in accordance with the provisions of RCW 49.48.120 pertaining to payment
on employee’s death.
Lapse of Service: Unless prohibited by law, a lapse of service of a regular
employee for a period longer than thirty (30) working days for reasons other than
a reduction in force shall eliminate the accumulated length of service of such
employee for vacation accrual purposes; provided however, the City Manager is
authorized to rehire an employee at their prior leave accrual rate. Such an
employee re-entering the service of the City of Port Townsend shall be considered
a new employee and must undergo a new trial period, after which time the rehire
date shall be considered the employee’s anniversary date for accrual purposes.
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8.2SICK LEAVE
Sick leave is provided as an employee benefit to aid employees. Its use is
restricted to qualifying situations. Employees are encouraged to accumulate sick
leave to carry them through unforeseen injuries or illnesses. Sick leave abuse will
result in counseling and/or disciplinary action, up to and including termination. The
ability to work regularly is a requirement for continued employment.
Regular full-time employees accrue sick leave benefits at the rate of eight (8) hours
for each calendar month of continuous employment; their sick leave accrues at the
end of each pay period. Regular part-time and limited-hour regular part-time
employees accrue prorated sick leave benefits based on their regular scheduled
hours. All other employees, including temporary, seasonal, and substitute
employees, will accrue one (1) hour of paid sick leave for every forty (40) hours
worked.
Employees do not accrue sick leave benefits during a leave without pay.
Employees on intermittent unpaid leave, such as FMLA or PFML, will accrue
prorated sick leave hours, with a minimum of 1 hour for every 40 hours worked.
Accrued sick leave shall be reported on the employee's regular payroll statement
of earnings in hours and/or fractions of an hour to the nearest 15-minute increment.
It is the responsibility of the employee to report any discrepancy to the Payroll and
Benefits Administrator. Sick leave may not be used before it accrues.
Whenever an employee on paid vacation leave is actually disabled or becomes ill
during that leave, such illness may be charged to their sick leave account by
sending prompt notice of illness to their department director. Remaining vacation
shall then be deferred on the terms and conditions set forth in this policy.
Unless otherwise required by law, regular full-time employees shall be limited to a
maximum accrual of 1,440 hours of accumulated sick leave. For regular part-time
and limited-hour regular part-time employees, maximum accrual shall be prorated.
Employees will not be paid for any unused sick leave upon separating from City
service for any reason and the accrued sick leave balance shall be eliminated.
However, if an employee separates from work and is rehired within 12 months, any
previously unused paid sick leave shall be reinstated.
Allowable Uses of Sick Leave and Other Accrued Leave: Accrued sick leave
shall be paid at the employee's regular straight time hourly/salary rate of pay and
may be taken consistent with RCW 49.46.210:
1) An absence resulting from an employee's mental or physical illness, injury,
or health condition; to accommodate the employee's need for medical
diagnosis, care, or treatment of a mental or physical illness, injury, or health
condition; or an employee's need for preventive medical care;
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2) To allow the employee to provide care for a family member with a mental or
physical illness, injury, or health condition; care of a family member who
needs medical diagnosis, care, or treatment of a mental or physical illness,
injury, or health condition; or care for a family member who needs
preventive medical care. “Family member” means a child, grandchild,
grandparent, parent, sibling, or spouse of an employee and also includes
any individual who regularly resides in the employee's home or where the
relationship creates an expectation that the employee care for the person,
and that individual depends on the employee for care. "Family member"
includes any individual who regularly resides in the employee's home,
except that it does not include an individual who simply resides in the same
home with no expectation that the employee care for the individual in
accordance with the Family Care Act (WAC 296-130) and Paid Sick Leave
(RCW 49.46.210). The City Manager may authorize use of sick leave in the
case of appointments for the care of the employee’s other family members
on a case-by-case basis. The employee’s attendance at or chauffeuring
to/from such appointments and care must be reasonably necessary;
3) Care for employee’s dependent child with health condition requiring
supervision or treatment, or preventative care. (Dependent child, in this
instance, includes all children living with the employee and dependent on
the employee for continuous care. Children over the age of 18 but unable
to care for themselves due to a disability are included in the definition of
dependent children.); sick leave may also be used if an employee’s child’s
school or place of care has been closed by a public health official for any
health-related reason or after the declaration of an emergency by a local or
state government or agency, or by the federal government;
4) Exposure to a contagious disease where on-the-job presence of the
employee would jeopardize the health of others;
5) When the employee’s place of business has been closed by order of a
public official for any health-related reason or after the declaration of an
emergency by a local or state government or agency, or by the federal
government;
6) To allow the employee to prepare for, or participate in, any judicial or
administrative immigration proceeding involving the employee or
employee's family member:
7) Use of a prescription drug that impairs job performance or safety;
8) Bereavement leaves as described in Section 8.3; and
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9)Absences that qualify for leave under the State’s Domestic Violence Leave
Act (RCW 49.76).
Unless prohibited by law, sick leave may also be required to be coordinated with
certain FMLA leaves (see Section 8.8, Family Leave). An employee may use other
forms of accrued leave pay (e.g., vacation time or floating holidays) to cover a
period of absence for any of the reasons stated above.
Employees who exhaust their sick leave or other accrued leave and need to be
absent from work for medical reasons or other reasonslisted above and are not in
a FMLA, PFML, or other status (e.g., military leave, bereavement leave, religious
leave, or leave of absence without pay), may be placed in a leave without pay
status at the sole discretion of the City. Employees who are placed in leave without
pay status may be subject to disciplinary actions by the City, including termination.
Employees are expected to monitor and reasonably manage their leave balances,
including sick leave balances, and exhaustion of these balances and absences are
detrimental to the overall functioning of the City and their department.
Notification: In order to qualify for sick leave pay, an employee must report the
reason for their absence to theirmanager, with sufficient information to verify the
leave fits within one of the criteria outlined above, and the anticipated date of return
to work no later than the beginning of the scheduled work day. Disclosure may be
required for FMLA or ADA leave that is running concurrently with sick leave. The
employee shall keep their manager informed of their status daily, unless other
arrangements have been made.
If an employee is medically unable to contact their manager, a family member
should contact the manager as soon as possible before the start of a scheduled
shift. In the event an employee or family member cannot promptly reach their
manager or department director, the employee or family member may contact the
People and Performance Department.
Doctor’s Note: When an employee is absent for a period in excess of three (3)
days, the employee may, at the discretion of the manager or department director,
be asked to submit a health care provider’s statement to the People and
Performance Department. The health care provider’s statement must state that the
reason for the absence fits within the criteria outlined above and confirm the
employee is incapacitated from work during the period of absence, or was needed
to care for a family member, as described above. The City may require additional
health care provider’s statements if the absence persists beyond the time frame
outlined in the health care provider’s initial confirmation.
During an extended sick leave, the health care provider’s statement should be
updated every thirty (30) days and the employee should report at least every two
weeks on the employee’s status and intent to return to work. An employee cannot
return to work without first notifying their manager or department director and the
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People andPerformanceDepartmentof the employee’s scheduled date of return
to work. As with any medical leave, a fitness for duty or release to work certificate
may be required before theemployee can return to work.
Sick Leave Abuse: Employees who abuse sick leave may be subject to
disciplinary action, up to and including termination.(See Chapter 10, Discipline
and Terminations.)
Examples of sick leave abuse include, but are not limited to:
an unjustified number of unpaid absences, tardiness, or early departures
failing to get permission for leaving early or coming in late
failing to give advance notice of an absence when possible
failing to report an absence properly
failing to submit medical certification upon request
using sick leave to perform work for another employer
8.3 BEREAVEMENT LEAVE
The City provides regular full-time and regular part-time employees with paid leave
in the event of the death of a member of an employee's immediate family. In such
an event, an employee may, with the consent of their department director, be
absent from duty with pay for not more than five (5) work days (40 hours if full-time
or prorated if regular part-time). Limited-hour regular part-time employees are
eligible to receive prorated bereavement leave equal to the regular number of
hours they are scheduled to work weekly. The City Manager may authorize use of
sick leave for additional bereavement leave beyond five (5) days. The five-day
allotment is per event/death, may only be used subsequent to the death of the
immediate family member, and must be used within 12 months.
8.4 LEAVE OF ABSENCE WITHOUT PAY
Unless otherwise required by law, a leave of absence without pay (LOAWP), not
to exceed five (5) working days per calendar year, may be requested by an
employee for personal reasons or medical reasons for which the employee is
ineligible for a City or State leave benefit (e.g., City leave, FMLA, or PFML).
LOAWP may be granted to an employee by the department director; leaves of
absence that exceed five (5) working days and are not otherwise covered by the
FMLA or PFML may be granted only upon the recommendation of the department
director and approval of the City Manager. LOAWP shall only be used in
extraordinary circumstances, such as prolonged illness, parenting obligations,
caring for an ill relative, or pursuing an education. These are general examples
only and do not necessarily apply to all situations. Each case will be considered
on the unique circumstances surrounding the reason for the request and the needs
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and obligations of the City. Granting or refusing a leave of absence without pay is
at the sole discretion of the City.
A leave of absence without pay may be granted for a period not to exceed:
1) Thirty (30) days per calendar year for personal reasons that do not cause
inconvenience to the City;
2) Six (6) months per calendar year for education or training that will benefit
the City; or
3) Twelve (12) months for sabbatical leave, which shall mean work, education
or other experience that adds to the skills or understanding of employees
and is related to the employee's present or future City position or
classification.
Unless prohibited by law, an employee requesting a LOAWP must exhaust
accrued leave prior to being eligible for unpaid leave, unless prohibited by law.
This requirement will be waived if the employee is in PFML status. A non-medical
leave of absence is not protected leave.
An employee shall not accrue seniority, vacation, sick leave, longevity, and other
benefits while on LOAWP, unless otherwise required by bargaining union contract,
health insurance carrier/trust rules, or law. See Section 7.5, Continuation of
Insurance Coverage, for COBRA information on continuing health insurance
coverage at the employee’s expense.
LOAWP must be requested in writing at least thirty (30) days prior to the date the
leave is to commence, except when an emergency precludes such notice. The
written request for leave without pay shall state: 1) reason for requesting leave, 2)
date leave is to begin, and, 3) the date of return to work. Additional information
regarding the leave may be required, as in the case of a request for additional
leave as a reasonable accommodation.
Any employee who does not return by the required time within their approved
LOWAP may be terminated by the City for cause. LOWAP may be extended upon
justification determined sufficient by the department director and City Manager,
provided that any extension will not be detrimental to City operations. Justification
may require providing additional documentation such as a new medical
certification. Any extension beyond the date initially provided for return to work
shall require the written approval of the City Manager. As with any medical leave,
a medical release to return to work or fitness-for-duty certificate may be required
for employees on a medical leave of absence.
Revocation of leave without pay: The City Manager may revoke an employee's
leave without pay if the leave was granted under false pretenses or the cause for
such leave has ceased to exist.
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8.5JURY AND WITNESS DUTY LEAVE
Jury duty:The City encourages jury duty and does not discriminate against
employees who take time off for jury duty. The City reserves the right to ask
employees to request a postponement of jury duty on the grounds of hardship
during critical work periods.
In accordance with Chapter 2.36 RCW, employees will be allowed necessary leave
from employment to serve on the jury of a federal, state, or municipal court. In the
case of regular full-time and regular part-time employees, such leave shall be paid
for up to four weeks of jury duty time actually served in a twelve-month period. All
other jury duty leave shall be unpaid. Because RCW 2.36.150 provides that
payments received by jurors from the court for each day’s attendance constitute
“expense payments,” the City does not require employees to remit such payments
to the City, including for periods of paid leave. The employee must give the City
prompt notice of the call for jury duty and, in order to be eligible to receive paid jury
duty leave, the employee must furnish the City a written statement from the court
showing the dates and times of jury duty served.
Witness duty:All employees summoned to testify in court are allowed time off for
the period they serve as witnesses. In general, witness duty leave is unpaid unless
the employee is a witness on behalf of the City in a case involving the City or in
connection with the employee’s official City duties. For exempt employees,
however, salary payment will continue except for absences of more than four hours
caused because the employee is a party in a lawsuit unconnected with the
employee’s official duties.
Any employee who receives a jury summons or summons to testify in court must
discuss the leave requirement and their work schedule with their manager prior to
taking leave.
8.6 ADMINISTRATIVE LEAVE
On a case-by-case basis, the City may place an employee on administrative leave,
with or without pay, for an indefinite period of time. Administrative leave may be
used in the best interests of the City, as determined by the City Manager, pending
an investigation or other administrative proceeding, or for other good cause.
8.7 MILITARY LEAVE
Leave under RCW 38.40.060: Up to twenty-one (21) days of paid leave per year
stth
(from October 1 through September 30) shall be granted to employees for time
spent for military service in the Washington National Guard, reserves or armed
forces, and is to be used on any day an employee cannot report to their regular
job because of military obligations. A “Day”, for purposes of this section, is defined
as a twenty-four hour period beginning and ending at midnight. Military leave must
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be calculated in “days” and cannot be reduced or converted to hours, regardless
of whether or not an employee’s normal shift or work period transpires over the
course of one day or two. Pay is based on the employee’s normal pay. In general,
if military service extends beyond twenty-one (21) working days, the additional
leave will be unpaid. Paid military leave is in addition to any other leave or vacation
benefits. Exempt salaried employees who serve longer than twenty-one (21)
working days should contact the People and Performance Department to discuss
whether further paid leave will be provided. All employees who are not eligible for
paid military leave are provided unpaid leave for the period of their military service.
At the employee’s request, accrued vacation leave may be applied to any unpaid
military leave. Military service includes active military duty and Reserve or National
Guard training. An employee requesting military leave is required to provide their
manager with copies of the military orders as soon as possible after they are
received. Reinstatement upon return from military service will be determined in
accordance with applicable federal and state laws. As soon as practicable,
individuals returning from any military leave of 30 days or more are required to
provide evidence, such as a certified copy of release papers, that they are entitled
to reemployment.
Employees on unpaid military leave do not lose seniority, and continuation of any
health or other benefits will be handled in accordance with the requirements of
military leave laws.
Leave for Spouses of Military Personnel: In accordance with the provisions of
the Washington State Family Military Leave Act, Chapter 49.77 RCW, during a
period of military conflict a regular full-time or regular part-time employee who is
the spouse of a member of the U.S. armed forces, national guard or reserves is
entitled to take up to fifteen (15) days of unpaid leave: while their spouse is on
leave from a deployment; or before and up to deployment once the spouse
receives official notification of an impending call or order to active duty. The
employee must provide their manager with notice of the employee’s intention to
take leave within five business days of receiving official notice: that the employee’s
spouse will be on leave; or of an impending call or order to active duty. The 15
days of unpaid leave is per deployment. The employee may elect to substitute any
form of accrued leave (except sick leave) for any part of the family military leave.
Family military leave is in addition to other leave to which the employee may be
entitled.
Caregiver Leave for an Injured Service Member: In accordance with the
provisions of the federal Family and Medical Leave Act of 1993, as amended by
the National Defense Authorization Act of 2008, an employee who is the spouse,
son, daughter, parent or nearest blood relative, may take up to 26 workweeks of
unpaid leave during a single 12-month period to care for a member of the U.S.
armed forces, national guard or reserves, who is undergoing medical treatment,
recuperation, or therapy, is otherwise in outpatient status, or is otherwise on the
temporary disability retired list, for a serious injury or illness incurred by the service
member in active duty that may render the person medically unfit to perform the
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duties of the member’s office, grade, rank or rating. A covered servicemember
may also be a veteran who was a member of the armed forces any time during the
five years preceding theirneed for medical treatment, recuperation or therapy for
a serious injury or illness, where the injury or illness was incurred or aggravated in
the line of duty. For purposes of this kind of leave, the 12-month period begins
with the first day the employee takes leave. The 26-week cap includes leave taken
by the employee for other FMLA-qualifying reasons. Caregiver leave can be
intermittent. The administration of caregiver leave under the FMLA is subject to
other FMLA procedures as may be appropriate, such as procedures regarding
substitution of paid leave, reasonable notice, certification of the need for leave,
and determining whether or not an employee is eligible to use such leave. (An
“eligible employee” must have worked for the City for at least 12 months, with a
minimum of 1250 hours worked during the past 12 months.) Please see policy 8.8
regarding FMLA procedures and eligibility. As with other forms of FMLA leave, not
all details concerning caregiver leave are covered in this policy. If an employee
needs to take caregiver leave, please see the People and Performance
Department for appropriate forms.
Family Leave Due to a Call to Active Duty: Also in accordance with the
provisions of the 2008 amendments to the federal Family and Medical Leave Act
of 1993, an eligible employee may take up to 12 workweeks (during any 12-month
period) of unpaid FMLA leave for a “qualifying exigency” arising out of the fact that
the employee’s spouse, son, daughter, or parent is a covered military member
(including those in the regular armed forces, the National Guard or the Reserves)
who is on active duty, or has been notified of an impending call to covered active
duty, and who has been or is being deployed to a foreign country. Qualifying
exigencies are generally activities related to the active duty or call to duty, including
attending certain military events, arranging for alternative childcare, addressing
certain financial and legal arrangements, attending certain counseling sessions
and attending post-deployment reintegration briefings. See policy 8.8 regarding
the FMLA eligibility and procedures.
8.8 FAMILY LEAVE (FEDERAL)
In accordance with the federal Family and Medical Leave Act of 1993 (FMLA) and
all applicable state laws related to family and medical leave, including but not
limited to the Washington Family Leave Law, Chapter 49.78 RCW, City employees
may be eligible for an extended leave of absence for certain family or medical
reasons.
Family Leave Eligibility: The FMLA provides up to twelve (12) weeks of unpaid,
job-protected leave every twelve (12) months to eligible employees for certain
family and medical reasons. To be eligible, one must have worked for the City for
at least twelve (12) months with a minimum of 1,250 hours worked during the
previous twelve (12) month period.
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Reasons for Taking Leave:Unpaid FMLA leave is granted for any of the following
reasons:
1) To care for a newborn child, newly adopted child, or foster care child;
2) To care for a spouse, child, or parent who has a serious health condition;
3) An employee’s own serious health condition which leaves the employee
unable to perform the functions of his or her position, or for an employee’s
disability due to pregnancy; or
4) For a “qualifying exigency” due to a call to active duty – see Military Leave
Policy 8.7.
Leave to care for a child following birth or placement for adoption or foster care
must be concluded within 12 months of the birth or placement. Disability due to a
pregnancy may permit the pregnant employee leave for the period of her disability,
as well as up to 12 weeks of unpaid leave to care for the newborn, under
Washington law.
Military Caregiver FMLA entitlement – see Military Leave Policy 8.7, Caregiver
Leave for an Injured Service Member.
Serious Health Condition: A serious health condition is an illness, injury,
impairment or physical or mental condition that involves:
Any period of incapacity or treatment connected with inpatient care (i.e., an
overnight stay) in a hospital, hospice or residential medical care facility;
A period of incapacity of more than three consecutive, full calendar days
from work, school, or other regular daily activities that also involves
continuing treatment by (or under the supervision of) a health care provider;
A period of incapacity due to pregnancy or for prenatal care;
A period of incapacity or treatment due to a chronic serious health condition,
for a permanent or long-term condition for which treatment may not be
effective, or to receive multiple treatments for restorative surgery after an
accident or injury or for a condition that would likely result in an incapacity
of more than three full, consecutive calendar days in the absence of medical
treatment (e.g., chemotherapy for cancer or dialysis for kidney disease).
Unless serious complications arise, the flu, Covid, colds, earaches, upset stomach,
minor ulcers, non-chronic headaches or migraines, routine dental problems, and
periodontal disease are not considered serious health conditions that qualify for
FMLA.
Under some circumstances, FMLA leave may be taken intermittently (that is, taken
in blocks of time or by reducing the normal weekly or daily work schedule), if
medically necessary because of a serious health condition. Eligible employees
may also take FMLA leave on an intermittent or reduced-schedule basis when
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necessary because of a qualifying exigency arising from a family member’s military
service. If FMLA leave is to care for a child after the birth or placement for adoption
or foster care, employees may take their FMLA leave intermittently or on a reduced
work schedule only with the City’s permission. Where intermittent leave or
reduced-schedule leave is needed for planned medical treatment, an employee
must make a reasonable effort to schedule the treatment so as not to unduly
disrupt City operations. Where an employee needs intermittent or reduced-
schedule leave based on planned medical treatment, the City may transfer the
employee to an alternative position with equivalent pay and benefits that can better
accommodate such recurring leave.
Concurrent Running of Leave: FMLA leave is unpaid leave. However, unless
prohibited by law, employees are required to use any accrued paid leave available
to them as part of their 12 weeks of FMLA leave. This requirement will be waived
if the employee is also using Paid Family Medical Leave (PFML).
Advance Notice and Medical Certifications: The City requires employees
provide advance leave notice, with medical certification of the need for a leave
related to a health condition. As with any medical leave, a fitness for duty or release
to work certificate will also be required before the employee can return to work.
Taking leave, or reinstatement after leave, may be denied if these requirements
are not met.
An employee must give the City at least thirty (30) days’ advance notice of a
request for leave. If circumstances do not allow the employee to give the required
notice, notice shall be given as soon as possible once the need for leave becomes
known (which is generally the same day or next business day after the need for
leave becomes known). If thirty (30) days’ advance notice is not given, and the
need for the leave and the approximate date of the leave were clearly foreseeable,
the City may deny the request for leave until thirty (30) days after the date of notice.
When requesting leave, employees must provide sufficient information for the City
to determine whether the leave may be FMLA-qualifying, and the anticipated timing
and duration of requested leave. Employees must also inform the City if the
requested leave is for a reason for which FMLA leave was previously taken or
certified.
When leave is requested in connection with planned medical treatment, the
employee must make a reasonable effort to schedule treatment in order to prevent
disruptions to City operations.
In addition, employees who need leave for their own or a family member’s serious
health condition must provide medical certification from a health care provider of
the serious health condition. The City may require a second or third opinion (at the
City’s expense), periodic recertifications of the serious health condition and, when
the leave is for an employee’s own serious health condition, a certification that the
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employee is fit to return to work. Employees who need leave for a qualifying
exigency arising from a family member’s military leave must provide a certification
confirming the need for leave.
The City may delay leave to employees who do not provide proper advance notice
of the foreseeable need for leave. The City also may delay or deny approval of
leave for lack of proper certification establishing the need for leave.
Please contact the People and Performance Department to obtain further
information and forms relating to FMLA leave requests.
The City will require a medical certification of fitness for duty to return to work after
a medical leave where the employee's own serious health condition made the
employee unable to perform the employee's job, or where the medical condition or
job are such that the City believes there may be a serious risk of injury to the
employee or others if the employee is not fit to return to work.
Periodic Reporting: If an employee takes leave for more than two weeks, the City
requires a report at least every two weeks on the employee’s status and intent to
return to work. The City may also require subsequent re-certification of the need
for continued leave. If an employee discovers after beginning leave that the
circumstances have changed and the amount of leave originally anticipated is no
longer necessary, the employee may return to work earlier but only after providing
the City with reasonable (usually two business days) advance notice of the intent
to return, the reason for the change and any required medical release to work or
fitness for duty certification.
Health Insurance Benefits While on Family and Medical Leave: During all
leave under this family and medical leave policy, the City will continue to pay the
employer’s portion of health insurance premiums, provided that the employee
continues to pay their share of insurance premiums, if any. Failure of the employee
to pay their portion of the premium may result in cancellation of health insurance.
However, the City's payment of the employer-paid portion of the premium is
conditioned upon the employee’s return to work. If the employee is able to return
from FMLA leave, but does not do so, the City is entitled to recover all insurance
premiums it paid to continue the coverage while the employee was on leave,
unless the failure to return was beyond the employee’s control.
Other Insurance Benefits While on Family and Medical Leave:If the employee
is covered by other City insurance plans, such as life or disability insurance, those
coverages will continue during the paid leave on the same basis as during regular
employment. If the employee takes unpaid FMLA leave, that employee will be
responsible during the leave for the premiums normally paid plus the premiums
normally paid by the City.
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Taking anFMLA leave will not cause an employee to lose any employment
benefits that accrued before the start of the leave (e.g., seniority). However, the
employee will notaccrue these benefits during unpaid FMLA leave.
Couples Employed by the City: If a married couple is employed by the City,
FMLA leaves may be restricted to a combined total of twelve (12) weeks in a twelve
(12) month period for the birth or adoption or foster care placement of a child, or
the care of the employee’s parent with a serious health condition. In certain
situations, the City may grant FMLA leave to only one spouse at a time. Employees
should confer with the People and Performance Departmentregarding their leave
rights under FMLA. Each spouse is, however, eligible for the full 12 weeks of leave
in the 12-month leave period to care for a child, spouse, or parent with a serious
health condition, or for either employee’s own serious health condition.
Determining Leave Availability: FMLA leave is allowed for up to twelve (12)
weeks during a twelve (12) month period. For purposes of calculating leave
availability, the "12-month" period is a rolling 12-month period measured
backwards from the date the employee uses any FMLA leave.
Return from Federal Family Leave: Upon returning from a family leave, the
employee will generally be assigned the same position held when the leave
commenced or to a position with equivalent pay, benefits, and other conditions of
employment. If other changes to the position occurred that were not related to the
scheduled leave, the City may opt to process those changes (i.e. a department
reorganization or planned change that was decided on prior to the employee’s
scheduled leave). If an employee is found to have engaged in serious misconduct
occurring prior to or after commencing family leave, which would normally give rise
to discipline or termination, the City may proceed with such discipline. Discipline
would not be based on the employee’s good faith leave request.
Not all details concerning federal family leave are covered in this policy. If an
employee needs to take family leave, the employee should discuss this policy with
the appropriate department director and with the People and Performance
Department. The People and Performance Department may also assist in
completing the required forms.
8.9 WASHINGTON STATE PAID FAMILY AND MEDICAL LEAVE
Overview: Paid Family and Medical Leave (PFML) is a statewide insurance
program that provides eligible employees with paid time off to give or receive
care. This program allows qualifying employees to take up to 12 weeks for:
Bonding after the birth or placement of a child under the age of 18
An employee’s own serious health condition
A family member’s serious health condition. Family member is defined by
the State as spouse, domestic partner, child, parent (or spouse’s parent),
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legal guardian, sibling, grandchild, grandparent(or spouse’s grandparent),
son-or daughter-in-law, or someone who has an expectationto rely on the
employee for care.
Military qualifying exigency as defined under the Family Medical Leave
Act.
Eligible employees who face multiple qualifying events in a year might be eligible
to receive up to 16 weeks, and up to 18 weeks for a serious health condition
during pregnancy that results in incapacity.
Leave may be taken intermittently subject to minimum weekly claim of four (4)
consecutive hours.
Eligibility for Monetary Benefits: An employee must have worked at least 820
hours for any qualifying employer (excluding the Federal government, Tribes and
others not subject to state law) in Washington during the “qualifying period” (the
first four of the last five completed calendar quarters).
Coordination with Other Leave Laws: Unless otherwise expressly permitted
by the City, PFML must be taken concurrently with any leave taken under the
federal Family and Medical Leave Act for employees that are eligible for both
benefits. When allowed by law, all leaves shall run concurrently.
Leave under PFML and FMLA is in addition to any leave for sickness or
temporary disability because of pregnancy or childbirth.
In any week in which an employee is eligible to receive benefits under applicable
federal or state unemployment compensation or industrial insurance the
employee is disqualified from receiving PFML benefits.
Payment of Premiums: The program is funded by premiums paid by both
employees and employers. It is administered by the Employment Security
Department (ESD). The employee portion of the premium is collected through
payroll deductions and remitted to the ESD.
Employee Notice of Leave: The City requires up to 30 days’ advance written
notice before PFML is to begin if the need for the leave is foreseeable, e.g.,
expected birth, planned medical treatment for a serious medical condition of the
employee or family member, etc. Employees must make a reasonable effort to
schedule the treatment so as not to disrupt the operations of the City. When the
need for leave is not foreseeable, written notice should be provided as soon as
practicable.
Applying for PFML: Eligible employees who experience a qualifying event may
apply to ESD to take paid medical leave or paid family leave. The employee must
provide documentation to support the need for leave as required by ESD.
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Partial Wage Replacement: Employees are entitled to partial wage replacement
while on PFML.Employees will receive a portion of their average weekly payas
determined by ESD. The City does not permit supplementation of PFML using
accrued leave.
PFML differs from traditional sick leave in that employees file their claim with
ESD, and their payment will come from ESD rather than the City.
Maintenance of Health and Other Benefits During PFML: The City will
maintain group health insurance coverage for employees on PFML if required by
the federal Family and Medical Leave Act (FMLA), State law, or bargaining unit
contract. If the employee contributes to the cost of their health insurance, they
must continue to pay their portion of the premium cost while on leave.
Job Protection: Employees who return from leave under PFML will be restored
to a same or equivalent job if they meet the requirements of RCW 50A.35.010.
The City will require a medical certification of fitness for duty to return to work after
a medical leave where the employee's own serious health condition made the
employee unable to perform the employee's job, or where the medical condition or
job are such that the City believes there may be a serious risk of injury to the
employee or others if the employee is not fit to return to work.
The City may deny restoration to any salaried employee who is among the
highest paid 10 percent of the employees employed by the City within 75 miles of
the facility at which the employee is employed only if denial is necessary to
prevent “substantial and grievous economic injury” to the operations of the City.
Discrimination and retaliation for requesting or taking Washington State Paid
Family and Medical Leave is prohibited.
8.10 DOMESTIC VIOLENCE LEAVE
In accordance with the Washington Domestic Violence Leave law, Chapter 49.76
RCW, the City will make a reasonable safety accommodation and provide leave
from work, including leave on an intermittent or reduced-schedule basis, for an
employee to:
1) Seek legal or law enforcement assistance or remedies to ensure the health
and safety of the employee or employee's family members including, but
not limited to, preparing for, or participating in, any civil or criminal legal
proceeding related to or derived from domestic violence, sexual assault,
stalking, or hate crime;
2) Seek treatment by a health care provider for physical or mental injuries
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caused by domestic violence, sexual assault, stalking,or hate crimeor to
attend to health care treatment for a victim who is the employee's family
member;
3) Obtain, or assist a family member in obtaining, services from a domestic
violence shelter, rape crisis center, or other social services program for
relief from domestic violence, sexual assault, stalking or hate crime;
4) Obtain, or assist a family member in obtaining mental health counseling
related to an incident of domestic violence, sexual assault, stalking, or hate
crime, in which the employee or the employee's family member was a victim
of domestic violence, sexual assault, stalking, or hate crime; or
5) Participate in safety planning, temporarily or permanently relocate, or take
other actions to increase the safety of the employee or employee's family
members from future domestic violence, sexual assault, stalking, or hate
crime.
The employee may elect to use sick leave, vacation, compensatory time, or other
accrued paid time off, or may take unpaid leave. Domestic violence leave,
including documentation of such leave, will be applied and administered in
accordance with the provisions of the WA State Domestic Violence Leave law,
including, that taking of leave does not result in the loss of any pay or benefits to
the employee that accrued before the date on which the leave commenced and
that upon an employee’s return, the City shall either restore the employee to the
position of employment held by the employee when the leave commenced or
restore the employee to an equivalent position with equivalent employment
benefits, pay, and other terms and conditions of employment.
The City will make a reasonable safety accommodation requested by an individual
who is a victim of domestic violence, sexual assault, stalking, or hate crime, unless
the accommodation imposes an undue hardship. A reasonable safety
accommodation may include, but is not limited to, changing work telephone
number and/or email address, modifying a work schedule or workstation, and
implementing safety procedures.
Nothing in this section shall be construed to provide greater or lesser leave rights
to employees who are victims of domestic violence, sexual assault, stalking or hate
crime than those required by Chapter 49.76 RCW. Employees requesting
Domestic Violence Leave will be required to notify the People and Performance
Department.
Protection Against Retaliation: It is unlawful for a local government to take
retaliatory action because an employee, in good faith, exercised rights under this
policy, filed or communicated to the City an intent to file a complaint regarding this
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policy, or for participating or assisting, as a witness or otherwise, in another
employee’s attempt to exercise rights under this policy.
8.11 HOLIDAYS
The following are recognized as paid holidays for all regular full-time and part-time
employees unless otherwise indicated in bargaining unit contracts:
New Year's Day January 1
Martin Luther King's Birthday 3rd Monday in January
President's Day 3rd Monday in February
Memorial Day Last Monday in May
Juneteenth June 19
Independence Day July 4
Labor Day 1st Monday in September
Veteran’s Day November 11
Thanksgiving Day 4th Thursday in November
Native American Heritage Day Day after Thanksgiving
Christmas Eve December 24
Christmas Day December 25
Floating Holidays 2 days by mutual agreement
Some City divisions, such as the library and pool, may observe paid holidays on
different dates or have additional unpaid closed days if a holiday falls on a weekend
day.
Employees on leave without pay are not eligible for holiday pay when the holiday
occurs during their unpaid leave.
By mutual agreement with management, an eight-hour holiday could alternatively
be taken as time off during another day in lieu of receipt of holiday pay. It shall also
be an option, by mutual agreement with management, to take the time in lieu of
receipt of holiday pay for any holiday which falls on a day off for an employee.
Regular part-time employees and limited-hour regular part-time shall receive
holiday benefits that are prorated based on their regularly scheduled hours per
week.
Unless otherwise noted in a collective bargaining agreement, any holiday falling
on Saturday will be celebrated on the preceding Friday, and any holiday falling on
Sunday will be celebrated on the following Monday. A holiday falling within a
vacation period shall not constitute a vacation day, and a holiday occurring while
an employee is on sick leave shall not count against the employee's sick leave
bank.
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Non-exempt regular full- or part-time employees who are required to work on a
holiday will be paid for the holiday plus one and one-half times the employee’s
regular rate of pay for any time worked on the holiday. Such worked holiday time
must be pre-authorized by the employee’s manager. Employees who work a
holiday without authorization will be subject to discipline up to and including
termination. Holidays are paid at eight (8) hours or less. Employees on alternative
work schedules will need to comply with the alternative regular schedule policy
(Section 4.4).
Temporary employees are not entitled to holiday pay. Temporary employees who
are required or approved to work on a holiday will be paid only for hours actually
worked on the holiday. Generally these will be paid at their regular straight time
rate except where overtime would apply.
Floating Holidays:Non-represented, fulltime employees shall be entitled to two
floating holidays per anniversary year upon completing the initial trial period with
the City. Regular part-time employees and limited-hour regularpart-time
employees will accrue prorated floating holidays based on their regular number of
hours scheduled per week. Non-represented employees who do not qualify for the
manager or director vacation accrual schedules in Section 8.1 will receive three
th
floating holidays starting in their 6 year of continuous employment. Floating
holidays are to be determined by mutual agreement between the employee and
the manager. No employee shall be entitled to use a floating holiday until they have
been employed by the City continuously for at least six months. An unused floating
holiday may not be carried over into the following anniversary year. “Year” is based
on the employee’s anniversary date. Represented staff: refer to the collective
bargaining agreement for floating holiday rules.
8.12 RELIGIOUS HOLIDAYS
If an employee's religious beliefs require observance of a holiday not included in
the basic holiday schedule, the employee may, with their department director's
approval, take the day off using vacation, comp time, or a floating holiday. If the
foregoing leaves are exhausted, an employee may request leave without pay.
Employees are entitled to two unpaid holidays per calendar year for a reason of
faith or conscience or an organized activity conducted under the auspices of a
religious denomination, church, or religious organization.
The employee may select the days to take the two unpaid holidays after
consultation with their manager. If an employee prefers to take the two unpaid
holidays on specific days, then the employee will be allowed to take the unpaid
holidays on the days they have selected unless the absence would unduly
disrupt operations, impose an undue hardship, or the employee is necessary to
maintain public safety. The term “undue hardship” has the meaning contained in
the rule established by the Office of Financial Management (WAC 82-56).
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If possible, an employee should submit a written request for an unpaid holiday
provided for by this section to the employee’s managera minimum of 30 days
prior to the requested day. Approval of the unpaid holiday shall not be deemed
approved unless it has been authorized in writing by the employee’s manager,
who .shall evaluate requests by considering the desires of the employee,
scheduled work, anticipated peak workloads, response to unexpected
emergencies, the availability, if any, of a qualified substitute, and consideration of
the meaning of “undue hardship” developed by rule of the Office of Financial
Management.
The two unpaid holidays allowed by this section must be taken during the
calendar year, if at all; they do not carry over from one year to the next.
8.13 PROFESSIONAL LEAVE
To be more competitive in the marketplace and to acknowledge that there are
some positions that require additional hours beyond the standard 40 per week, the
City Manager may approve non-represented employees who are ineligible for
compensatory time (e.g., certain FLSA exempt positions)to receive up to 24 hours
of Professional Leave per calendar year. Professional Leave will have no cash-out
value and will not be carried over at the end of the calendar year. FLSA-exempt
positions may be eligible for Professional Leave if there is evidence that the
position requires frequent and regular extraordinary hours of work over the course
of a year. Professional leave may also be recommended on a one-time basis for
extraordinary work or time commitment due to a special project or circumstance
but may not necessarily be ongoing for a specific position. Upon recommendation
by the Department Director and the Director of People and Performance, the City
Manager may approve the position to be included on the list of positions eligible
for such leave.
8.14 BENEFITS FOR REGULAR PART-TIME, TEMPORARY, SEASONAL,
SUBSTITUTE, AND TERM-LIMITED EMPLOYEES
Unless noted otherwise in these policies, benefits for regular part-time and
temporary employees are as follows:
Regular Part-Time Employees: All leaves (including holidays) and insurance
premiums are prorated. Prorated means the ratio between the number of hours in
the employee's normal work schedule and forty (40) hours per week.
Temporary, Seasonal and Substitute Employees: Unless mandated by law,
temporary, seasonal and substitute employees are not eligible to receive employee
benefits, or payment for benefits, including but not limited to, paid vacation leave,
paid holidays and health insurance except upon written approval of the City
Manager. Limited-hour regular part-time employees are not eligible to receive
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health insurance.See Section 8.2 for paid sick leave benefitsand Section8.9 for
Washington Paid Family Leave.
Term-Limited Employees: Full-time, exempt employees on a term-limited
assignment are eligible for all benefits available to regular full-time exempt
employees.
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CHAPTER 9
EMPLOYEE RESPONSIBILITIES
9.1 OUTSIDE EMPLOYMENT AND CONFLICTS OF INTEREST
Employees shall not, directly or indirectly, engage in any outside employment or
possess a financial interest which may, in the judgment of the City Manager,
compete with, conflict with, or compromise the City’s interests, or adversely affect
job performance and the ability to fulfill all responsibilities to the City, examples
include, but are not limited to, outside employment which:
1) Prevents the employee from being available for work beyond normal
working hours, such as during emergencies or peak work periods, when
such availability is a regular part of the employee's job;
2) Is conducted during the employee's work hours;
3) Utilizes City telephones, cellular telephones, computers, supplies or any
other City resources, facilities or equipment;
4) Is with a business or agencythat has contracts with or does business with
the City; or
5) May reasonably be perceived by members of the public as creating a
conflict of interest or that otherwise discredits public service.
All City employees shall abide by, and this Section 9.1 shall be interpreted in
accordance with, Chapter 42.23 RCW, the Washington State Code of Ethics for
Municipal Officers, and the City Code of Ethics.
An employee who wishes to have an additional job, contractual commitment or
self-employment, shall first consult with their department director in light of the
above policy prior to making a decision.
Non-exempt City employees cannot be “paid” employees and “nonpaid” volunteers
while performing the same type of work. Non-exempt employees who wish to
provide volunteer service for any City activities are limited to those activities where
the tasks and activities are distinctly different from the employee’s regular and
ordinary tasks and conducted outside regular work hours. In all other
circumstances, such work is considered overtime and requires advance written
approval from the employee’s manager. Approval is within the manager’s sole
discretion.
9.2 ANTI-DISRUPTION POLICY
Any conduct in the workplace or while on City time that is disruptive to the normal
operations of City business or invades the rights of others will not be tolerated.
While on City time, employees are expected to adhere to professional and work-
related matters and to treat each other and the public with respect. This includes
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refraining while on City time from spreading rumors, gossiping or discussing non-
businessrelated information about others. Other disruptive conduct includes but is
not limited to discrimination, harassment, threats, insults, intimidation, ridicule,
profanity, vulgarity, stereotyping, physical or verbal abuse, ignoring the rights of
others, and displaying insensitivity to the beliefs and customs of others.
Conduct outside of the workplace or outside of regular work time can also be
disruptive to the workplace. Examples include making malicious, false,or
derogatory statements that are intended to or could reasonably be expected to
damage the integrity or reputation of the City or its employees, on or off premises.
9.3 POLITICAL ACTIVITIES
City employees may participate in political or partisan activities of their own
choosing provided that City resources and property, including the employee’s City
work time, are not utilized and the activity does not adversely affect the
responsibilities of the employees in their positions. City employees may not
campaign on City time or in a City uniform or while representing the City in any
way. Employees should follow guidelines from the state Public Disclosure
Commission relating to election campaigns.
City employees may not: City employees may not use City facilities, supplies,
equipment or vehicles for any campaign purpose. This includes (but is not limited
to) copiers, fax machines, mail facilities, typewriters, telephones, automobiles,
computers, email, websites, and paper products, or the reimbursement for usage
of these facilities.
City employees may not solicit for a contribution to a political cause or campaign
while on City property or City time or while in City uniform.
City employees may not have a petition available for signature at any City facility
or vehicle.
City employees may not allow others to use City facilities or equipment for political
activities, except in accordance with established City policy for use of public
meeting space when it is the employee’s responsibility to manage the use of that
space.
City employees may not use, or allow others to use, City funds or facilities for
political activities pursuant to RCW 42.17A.555, RCW 29B.50.090.
While at work or while in uniform or wearing clothing with the City’s name or logo
on it, and/or while meeting with members of the public in their position or on behalf
of the City, City employees may not wear or display buttons, badges, stickers, or
clothing, including hats, with political messaging or any other signage relevant to
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any candidate orballot issue. Politicallyneutralitems, such as “Vote!” buttons, are
authorized and may be worn when interacting with the public.
City employees may: City employees may, on their own time and not with the use
of City property or equipment or while representing the City, participate in
campaign-related activities.
City employees may, on their own time and not in a City facility or while
representing the City, gather petition signatures, wear lapel buttons, distribute
material, speak before groups, write letters to the editor, or display political
materials, such as campaign stickers or posters, on their personal car. Private
employee vehicles displaying political materials, such as bumper stickers or
campaign posters, may be parked on public property.
City employees may identify their position with the City in a letter to the editor
(written on their own time), provided that they make it clear they are not expressing
an opinion on behalf of the City.
City employees may, in the course of work, respond to a political inquiry by
providing routine factual information.
City employees may respond to requests for public records even if the records will
be used in support of or in opposition to a measure or candidate, so long as the
record isn’t exempt from disclosure under state law.
City employees may under the direction of the City Manager prepare and distribute
to residents neutral factual information relevant to a ballot proposition, if such
action is part of the normal and regular conduct of the City.
Except as noted in this policy, City employees are otherwise free to fully exercise
their constitutional First Amendment rights.
9.4 NO SMOKING POLICY
Smoking Prohibited in City Vehicles and Facilities: For health and safety
considerations, the City prohibits smoking by employees in all City vehicles and
facilities, including City-owned buildings and offices or other facilities rented or
leased by the City, including individual employee offices and City parking lots
associated with a City building.
Outdoor Smoking Restrictions: Chapter 70.160 RCW significantly restricts the
outdoor areas where individuals may smoke in relation to the location of City
buildings, work areas, and public places. Smoking is prohibited within twenty-five
(25) feet of any entrances, exits, windows that open, and ventilation intakes that
serve an enclosed area where smoking is prohibited. The law also applies to any
“place of employment,” which the law defines, in part, as “work areas” and any
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area which employees are required to pass through during the course of
employment.
This policy does not apply to employees who are not on the job from smoking in
City parks.
9.5 NO USE OF OTHER TOBACCO OR TOBACCO-LIKE PRODUCTS
Use of other tobacco or tobacco-like (for example, electronic cigarettes) products
is also prohibited in City vehicles and facilities. This policy does not prohibit
employees who are not on the job from using tobacco or tobacco-like products in
City parks.
9.6 CITY PROPERTY/ PERSONAL POSSESSIONS / PRIVACY LIMITATIONS
City Property/Privacy Limitations: The City of Port Townsend may furnish
desks, closets, and/or lockers for security of employee coats, purses, and other
personal possessions. The City does not, however, assume responsibility for any
theft or damage to the personal belongings of employees.
No Expectation of Privacy: Employees should have no expectation of privacy
when using any City property. The City regards desks, closets, lockers, work
spaces, computers, file cabinets and files, City vehicles, furniture, and other City
property, as well as data, programs, communications, messages, and other
property created on, acquired by, developed for, or located in any City facility or
equipment, either in printed or digital format, as City property. The City reserves
the right to search the same, including any personal possessions contained in
them when it determines that there is a security, health, or other appropriate
reason to do so. Such reasons may include, without limitation, the following: the
need to locate City property; health or safety concerns; reasonable suspicion of
misconduct; separation of employee; or for other business-related purposes. The
City reserves the right to review the contents of any document or communication
created or stored on a City computer or phone system, including electronic mail,
text messaging, and voicemail. An email sent or received on City equipment is
considered a public record. Employees do not have a reasonable expectation of
privacy in these areas or in any other City work areas or when using City
equipment.
Employees may not use City facilities, supplies or equipment, including vehicles,
for personal, non-City-business purposes. The only exception is certain, incidental,
de minimus personal use of the City’s technology resources. See Policy 9.7
Employee Personal Property: The City recognizes that employees may need or
want to bring personal property to work. The City permits employees to do so but
asks its employees to refrain from bringing unnecessary or inappropriate personal
property to the workplace.
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Any property that is not appropriate for the conduct of normal business, that may
be disruptive to workflow, may pose a safety risk to employees or the public, or
which violates the terms of any City policy may be considered unnecessary or
inappropriate. It will be within the City’s sole discretion to determine whether
certain personal property is unnecessary or inappropriate.
The only personal property that an employee may be asked to use for City
business is their personal vehicle. However, employees may choose to bring and
use personalproperty in the performance of job duties. If personal property is used
to perform job duties, employees must obtain written approval from their manager
prior to its use and the property must comply with City standards.
It is the employee’s responsibility to safeguard personal belongings. The City will
not be liable for lost, damaged or stolen property of its employees and at no time
will the City replace or reimburse an employee for personal property that an
employee brings to the workplace. Employees are encouraged to exercise
reasonable care to safeguard personal items brought to work. For example,
employees should not bring valuables to work and should not leave personal items
where they might be damaged or stolen.
Improper or excessive use of personal property brought onto City property or
worksites or during work hours (for example, the excessive or inappropriate use of
personal cell phones for personal phone calls, text-messaging, imaging or
videotaping) may also result in disciplinary action, up to and including termination.
9.7 ELECTRONIC MEDIA POLICY
It is the policy of the City to maximize the cost-effective use of computer systems
as a means of improving productivity. The City provides communication resources
including computing resources, electronic mail (email), internet access, personal
digital assistants, and other electronic communications devices (collectively
referred to as the City’s Technology Resources) to employees to assist in and
facilitate City business and communications. The primary purpose of the City’s
network and systems is to provide service to the public as part of the City’s
business, in a manner that is consistent with the City’s vision and values. De
minimus, incidental personal use of the City’s Technology Resources by
employees is permitted if accomplished in compliance with the provisions of this
policy, as set forth below.
This policy does not address all required, allowed, or prohibited behaviors by
employees, but covers common examples. In general, the City relies on the good
judgment of its employees to ensure that City Technology Resources are used in
the City’s best interest.
No Expectation of Privacy: By using the City’s Technology Resources,
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employees acknowledge and agree that they have no expectation of privacy or
confidentiality vis-à-vis the City in their use of these systems or in any data that
they create, store, or transmit on or over the systems, including any data created,
stored or transmitted during an employee’s incidental personal use of the
Technology Resources as permitted under this policy. Employees further agree
that they are aware of, understand and will comply with the provisions of this policy,
and that their use of the Technology Resources can and will be monitored and any
data that they create store, or transmit on or over City systems may be inspected
by City management at any time. Employees should understand that certain email
and text messages (even if personal in nature), other electronic communications,
and documents created on City computer systems may be considered a public
record subject to disclosure and/or subject to discovery in the event of litigation.
In addition, employees should recognize that cellular and other wireless
transmissions are not secure; thus, employees should exercise discretion when
relating confidential information during a cellular telephone call.
Standardized Software and Hardware: The City has established standard
software and hardware for commonly used applications. The use of unauthorized,
non-standard software or hardware, including personally owned software or
hardware, on City computer systems without approval of the Director of Finance
and Technology Services is prohibited.
Installation of Software and Hardware: Improper installation of software or
hardware can damage a computer system, cause system malfunction, or conflict
with system configuration. All standardized software and hardware is to be
installed by City IT staff. Specialized software and hardware technologies
exclusive to individual departments may be managed within the appropriate
department, in coordination with IT staff. Any moving, relocating, or rearranging
of computer software or hardware should also be coordinated with IT staff.
Ownership and Confidentiality: All software, programs, applications, templates,
data, data files, and webpages residing on City computer systems or storage
media or developed on City computer systems are the property of the City. The
City retains the right to access, copy, modify, destroy or delete this property. Data
files containing confidential or sensitive data should be treated accordingly and
should not be removed from the workplace without proper authorization.
Copying Software, Programs, Applications, Templates, etc.: Employees must
notify IT staff and receive proper authorization before attempting to copy software,
applications, programs, or templates. In many cases, copyright laws and/or
licenses for commercial software, programs, applications, and templates used by
the City prohibit the making of multiple copies. The City and its employees are
required to abide by the federal copyright laws and to abide by all licensing
agreements.
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Acceptable Uses of City’s Technology Resources:The City’s Technology
Resources are to be used by employees or volunteers for City business.
Employees should create and send only courteous, professional and businesslike
messages and documents that do not contain objectionable offensive or potentially
discriminatory material.
Incidental, de minimus personal use may be permitted where, in the judgment of
the employee’s manager or department director, such use does not interfere with
employee or department productivity, nor distract/take time away from the
employee’sor coworkers’ assigned work. Generally speaking, incidental, de
minimus personal use means:
1) it is occasional and of short duration;
2) it is done on an employee’s personal time, such as on a lunch break;
3) it does not interfere with job responsibilities;
4) it does not result in any expense to the City;
5) it does not solicit for or promote commercial ventures;
6) it does not utilize excessive network resources; and
7) it does not constitute any prohibited use, as discussed below. Long distance
personal use is prohibited.
Any personal use of the City’s computer, internet, and email services must comply
with all applicable laws and City policies, including anti-discrimination policies and
internet usage policy.
While use that results in a cost to the City is prohibited, if such use occurs,
employees must reimburse the City for costs that would not otherwise have been
incurred by the City resulting from the employee’s personal use of such devices.
In order to prevent potential City liability, it is the responsibility of all internet users
to clearly communicate to the recipient when the opinions expressed do not
represent those of the City of Port Townsend.
Prohibited Uses of City’s Technology Resources: Use of the City’s Technology
Resources to engage in any communication that violates federal, state, or local
laws or regulations, or any City policy, is strictly prohibited at all times. In addition,
the following uses of the City’s Technology Resources are inappropriate and are
prohibited at all times, unless specifically exempted below:
Use by non-exempt staff for work purposes outside of their normal work
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schedule without authorization in advance from management. This
includes reviewing, sending and responding to emails or text messages and
responding toor making phone calls. Exceptions apply for on-call/stand by
work.
Personal commercial use (meaning use that benefits an employee’s outside
employment or commercial business);
Accessing, receiving or sending pornographic, sexually explicit or indecent
materials, including materials of an offensive nature (unless as part of a law
enforcement investigation conducted by authorized Police personnel);
Usage for any type of harassment or discrimination, including the
transmission of obscene or harassing messages to any individual or group
because of their sex, race, religion, sexual orientation, national origin, age,
disability, or other protected status;
Gambling;
Usage for recreational purposes including the loading of computer games
or playing online games;
Usage that precludes or hampers City network performance; such as
viewing or listening to streaming audio and/or video (unless for City
business, such as for online training);
Unauthorized copying or downloading of copyrighted material;
Usage that violates software license agreements;
Use of video or audio recording capabilities anywhere in the building or on
City property at anytime, other than where permitted by federal, state or
local law;
Downloading of software programs (unless specifically approved by
applicable Director and coordinated with IT staff);
Usage for political purposes, including partisan campaigning;
Sending anonymous messages and/or misrepresenting an employee’s
name, position, or job description;
Deliberately propagating any virus, worm, trojan horse, malware, spyware,
or other code or file designed to disrupt, disable, impair, or otherwise harm
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either the City’s networks or systems, or those of any other individual or
entity;
Releasing misleading, distorted, untrue, or confidential materials regarding
City business, views, or actions;
Using abusive, profane, threatening, racist, sexist, or otherwise
objectionable language in either public or private messages;
Use of Technology Resources in an excessive manner so as to deprive
others of system use or resources, including the sending of bulk email for
other than official business or forwarding “chain letter” emails of any kind;
Connecting to the City network or any specific software package utilizing
somebody else’s security identification login information to gain alternate
security permissions; gaining unauthorized access to another employee’s
email messages or sending messages using another employee’s password.
Any personal use, even if incidental, that results in expense to the City;
Usage that violates the guidelines set forth in the Standards of Conduct
described in this Manual.
Any employee who violates these policies is subject to disciplinary action, up to
and including termination. In addition, employees may be held personally liable for
damages incurred as a result of copyright and licensing requirements.
Downloading Files from the Internet or Opening Email Attachments:
Downloading files from the internet or opening email attachments from sources
outside the City can lead to spyware and/or virus attacks that can severely damage
or degrade the City’s network and/or data. IT staff have installed anti-virus and
anti-spyware software on all City computers and continuously update signature
definition files. However, that does not guarantee that all spyware is blocked or
that all viruses are caught.
If you are downloading a file and receive a message that a virus or spyware has
been detected, you must call IT staff immediately for assistance. Similarly if you
receive an email with a suspicious attachment or from an unusual source, you
should notify IT staff before opening it. If you notice that your computer is behaving
strangely or you suspect spyware or a virus, notify IT staff.
Use of Handheld Wireless Communication Devices While Driving is
Prohibited: Except as provided below, the use of handheld wireless
communication devices, including but not limited to cellular telephones and smart
phones (including text messaging), is not permitted while operating a car or other
moving vehicle unless a hands-free device is used. If a hands-free device is not
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used, all necessary phone calls must be made before leaving the previous location
or after arriving at the next destination. In the event an employee must make or
receive a call or message while driving, theymust find a safe place to pull over
and stop the vehicle.
Under Washington State law, a person operating a moving motor vehicle while
holding a wireless communications device to their ear is guilty of a traffic infraction
(RCW 46.61.667). Also under State law, a person operating such a vehicle is
prohibited from sending, reading, or writing a text message while driving (RCW
46.61.668). These prohibitions do not apply to an authorized emergency vehicle
or to a person operating a moving motor vehicle using a hand-held wireless
communications device or electronic communications device to report illegal
activity, summon medical or other emergency help, or prevent injury to a person
or property. RCW 46.61.667 does not apply to a person operating a moving motor
vehicle while using a hearing aid.
Text Messaging: The use of text messaging is not authorized on City-owned
phones. Employees who hold positions that require the use of text messaging may
seek approval from their Department Director and the City Manager. The following
addresses the use of text messaging for City business and the retention
requirements for text messages relating to City business that are received or sent
on City-owned or personally-owned cell phones and devices. “City business”
means anything related to the employee’s job or to the operation of the City.
Text messages regarding City business are of two types: (1) transitory texts; and
(2) non-transitory texts. “Transitory texts” are text messages that only document
information of temporary, short-term value, and that is not needed as evidence of
a business transaction, such as requests to set a work meeting, asking of an
employee can come in to work when not scheduled, that the employee is running
late, directions, or that a task has been completed. All other texts are “non-
transitory” texts.
When authorized, employees should use text messaging only for transitory
messages. Transitory texts should be deleted by the user as soon as possible
unless the employee has been notified that there is a pending public records
request.
If text messaging is used for non-transitory purposes, the non-transitory texts may
not be deleted from a cell phone or device until they have been reproduced,
transcribed, or retained in some other manner. Non-transitory messages shall be
reproduced no later than 7 days after the text is sent or received.
An employee is required to reproduce a text message:
When the text message is non-transitory and must be retained;
When a manager orders the employee to reproduce the text message; or
When the text message is maintained on a cell phone or device and the
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employee is notified of the existence of a public records request for the text
message.
Employees will reproduce the text message by any of the following means:
Forwarding the text to a proper City email address;
Taking screen shots of the text and emailing the screen shots to an
appropriate City email address;
Utilizing a pre-approved application on City-owned cell phones and devices
that stores or disseminates the message to City-owned servers or networks.
Text messages may not be used to send policy, contract, formal correspondence,
medical, or personnel-related data. Sensitive information should not be sent by
text message including social security numbers, credit card numbers and
passwords.
9.8 SOCIAL MEDIA POLICY.
The Social Media Policy is set forth in Attachment A.
9.9 ARTIFICIAL INTELLIGENCE (AI) POLICY.
The Artificial Intelligence (AI) Policy is set forth in Attachment B.
9.10 USE OF PERSONAL COMPUTER OR COMMUNICATION DEVICES
FOR CITY BUSINESS:
Employees shall not use personal computers or devices for City business without
first obtaining Director of Finance Technology Services approval. Among
considerations concerning any such use is that records (including electronic
records) or communications relating to City business generated by or sent to or
from personal computers or devices are public documents under the Public
Records Act and are subject to disclosure in response to a public records request
unless an exemption applies.
The City reserves the right to review the contents of any record, document or
communication, created or stored on a personal computer or electronic device,
including electronic mail, text messaging, and voicemail that is created or received
while onduty or engaged in City business. Employees do not have a reasonable
expectation of privacy in use of such devices while on duty or engaged in City
business.
9.11 AUTOMOBILE USAGE
The City provides vehicles to allow employees to drive on Citybusinessand
reimburses employees for business use of personal vehicles according to the
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guidelines below. The term "vehicle" as used in these guidelines includes, but is
not limited to, cars, trucks, backhoes, front-end loaders, and graders. Use of
assigned Port Townsend Police Department vehicles, such as patrol cars,is
subject to specific requirements, and this policy does not apply to the use of those
Police Department vehicles that are subject to internal Police Department policies.
1) Employees may not drive any vehicles for City business without prior
approval of their manager.
2) Employees who need transportation in the course of their normal work may
be assigned a City vehicle for their use.
3) Employees are required to make a reasonable effort to reserve and use a
City-owned fleet vehicle for all work-related travel. When no City vehicle is
available, employees may use a personal vehicle and may claim mileage
reimbursement in accordance with City policy. If an employee elects to use
a personal vehicle when a City-owned vehicle is available, the employee
will not be eligible for mileage reimbursement, unless approved in writing by
their manager prior to travel.
4) Except as authorized by the employee’s manager, employees with an
assigned vehicle may not use it for personal use, other than to purchase
food and beverage for meal and break periods. An employee is not allowed
to take a vehicle home during meal and break periods. If authorized by the
employee’s manager, an employee may take a vehicle home for a special
purpose, for example, if needed to allow the employee to change clothes.
(See below for vehicle use by employees allowed to take a vehicle home
because they are on 24-hour call status.)
5) All City vehicles shall remain on City property while not in service, unless
specifically authorized.
6) Employees who drive a vehicle on City business must exercise due
diligence to drive safely, follow all traffic laws (including the prohibitions on
using cell phones and other similar devices), avoid distractions while
driving, maintain the security of the vehicle and its contents, and maintain a
driving record acceptable to the City’s insurance carrier. Employees who
drive a vehicle on City business shall notify their manager if they have a
moving violation or are involved in an accident for which they receive a
traffic or criminal citation while employed with the City, even if the incident
occurs while not at work. The City may conduct a motor vehicle records
check before allowing an employee to drive a City vehicle if allowable by
Chapter 49.58 RCW Employees are personally responsible for any driving
infractions or fines, including parking tickets, that result from their driving a
City vehicle and must promptly report them to their managers. Employees
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who drive a City vehicle also should ensure that the vehicle is keptclean
and free of litter.
7) As required by Washington State law, anyone operating or riding in City
vehicles or a personal vehicle on City business must wear a seat belt at all
times.
8) Non-business passengers (for example, family and friends) are prohibited
from riding in City vehicles. Non-employees, such as employees of another
government agency, may only ride in City vehicles with advance permission
of the driving employee’s director and the City’s risk manager and after the
non-employee passenger has signed a liability waiver and acknowledged
that they will not receive medical coverage through the City in the event of
an accident. The City does not provide uninsured, underinsured, med pay,
or personal injury protection insurance coverage.
9) Employees who use their personal vehicle for approved business purposes,
as conditioned in subsection 3 above, will receive a mileage allowance
equal to the Internal Revenue Service optional mileage allowance for such
usage. This allowance is to compensate for the cost of gasoline, oil,
depreciation, and insurance. Employees who operate personal vehicles for
City business should obtain auto liability coverage for bodily injury and
property damage with a special endorsement for Business Use, when
necessary as determined by their personal insurance agent.
10) Employees must promptly report any accident, theft, or malicious damage
involving a City vehicle to their manager, regardless of the extent of damage
or lack of injuries. Such reports must be made as soon as possible.
Employees shall not move the vehicle unless directed by police until a
manager is able to inspect the scene. Employees are expected to cooperate
fully with authorities in the event of an accident. However, employees
should make no voluntary statement other than in reply to questions of
investigating officers.
11) Employees who are on call on a 24-hour basis may be authorized under
certain circumstances to take a vehicle home so they can respond as soon
as possible provided that they sign a written acknowledgment that they fully
understand that the vehicle is used only as part of emergency response and
not for personal use (except as allowed by the employee’s manager).
12) Employees are not permitted, under any circumstances, to operate a City
vehicle or a personal vehicle for City business when any physical or mental
impairment causes or may cause the employee to be unable to drive safely.
Additionally, employees shall not operate any City vehicle at any time, or
operate any personal vehicle while on City business, while using or
consuming alcohol, illegal drugs, or prescription medications that may affect
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their ability to drive. These prohibitions include circumstances in which the
employee is temporarily unable to operate a vehicle safely or legally
because of impairment, illness, medication, or intoxication.
13) In most circumstances, time spent by nonexempt employees (those
covered by the minimum wage and overtime provisions of the Fair Labor
Standards Act) in driving a City or personal vehicle on City business is
considered hours worked for pay purposes. However, under most
circumstances, commuting time before the start and after the end of the
workday is not treated as work time for pay purposes even if the employee
is driving a City vehicle.
9.12 DRIVER'S LICENSE REQUIREMENTS
Any employee operating a City vehicle, or using a motor vehicle for City business,
must be at least 18 years of age,have a valid driver’s license, and maintain a
driving record acceptable to the City’s insurance carrier.
As part of the requirements for certain City positions, an employee may be required
to hold a valid Washington State Driver's license and/or hold a valid commercial
driver’s license (CDL) and continue to meet all the requirements for maintaining
such licenses. If such an employee's license is revoked, suspended or lost, or is
in any other way not current, valid and in the employee's possession, the employee
shall promptly notify their department director and immediately suspend driving
duties. The employee may not resume driving until proof of a valid, current license
is provided to their department director. Depending on the duration of license
suspension, revocation, or other inability to drive, an employee may be separated
from employment, as they no longer meet the minimum qualifications and job
responsibilities for their position. An employee’s failure to notify their department
director of such a license suspension, revocation, or other license disqualification
may also result in disciplinary action, up to and including termination.
Periodic checks of employee’s driver’s licenses through visual and/or formal State
Department of Licensing review may be made by department directors, managers
or the People and Performance Department. Employees who do not hold a valid
driver’s license must not operate a City vehicle until such time as a valid license is
obtained.
Employees must authorize evaluation of their WA State motor vehicle driving
records and license status upon the City’s request if allowable under Chapter 49.58
RCW.
9.13 ACCIDENT PREVENTION AND SAFETY
It is the City’s intent to provide safe working conditions for its employees. Every
employee is responsible for maintaining a safe work environment and following the
City of Port Townsend Personnel Policies Manual Page 96
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City's safety rules. Copies of the City’s Accident Prevention Programare available
on the City’s website, at every City facility, and from the People and Performance
Department. Employees shall promptly report all unsafe or potentially hazardous
conditions to their manager, department director, or Safety Committee
representative. The City will make every effort to remedy problems as quickly as
possible.
The City encourages the promotion of accident prevention and safety education at
regular department/division safety meetings. Employees in certain jobs or when
performing certain tasks, operating equipment, or as otherwise instructed are
required to use personal protective equipment provided by the City, such as safety
vests/glasses, hearing protection, gloves and/or hard hats. Employees are
prohibited from removing guards or other protective devices from machinery and
equipment or in any way tampering with or disabling safety measures. Violations
of safety requirements may result in discipline, up to and including termination.
In case of an accident involving personal injury or damage to property regardless
of how minor or if a motor vehicle is involved in a collision of any kind, any involved
employees shall immediately notify their manager or department director or
designee. In any accident that results in serious property loss or bodily injury, if
there is reasonable suspicion that the employee may have been under the
influence, the City may test the employee for drugs or alcohol use. In addition, no
City employee is permitted to engage in conduct after an accident or injury occurs,
that will negatively impact the City’s or law enforcement’s investigation of the
accident.
On the Job Employee Injuries: When an on-the-job injury occurs, employees are
required to report to their manager each injury or illness regardless of the degree
of severity. As soon as possible after an accident or occupational illness is
discovered, the employee must complete the City’s Employee Incident Report form
and submit it to the People and Performance Department within twenty-four (24)
hours of the incident or from when the occupational illness was discovered. The
employee’s manager is required to submit a Supervisor’s Investigation Report to
the People and Performance Department within three days of the accident or
incident. If applicable, the employee is responsible for completing the Washington
State Labor and Industries claim form. Managers are required to complete the
manager portion of the accident report form. Should the injury require attention
beyond basic first aid, the employee should have their treating physician complete
the applicable portion of the Washington State Labor and Industries claim form.
Injured employees must submit physician time loss certification to their department
director or designee and if absent from work for more than seven (7) days, contact
the department director or designee once a week or as otherwise required to keep
the City informed of their condition, progress and intent to return to work. The
injured employee’s department director or designee shall immediately forward the
original completed time loss certification to the People and Performance
Department.
City of Port Townsend Personnel Policies Manual Page 97
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Accidents/Incidents: Employees shall report any work-related accidents
involving athird party, personal injury, and/or damage to public/private property or
equipment, regardless how minor, to their manager or department director, City
Attorney, or designee. Such report shall be made as soon as possible, but in no
event later than one (1) hour following such accident. So that an accident may be
timely reported, the initial report may be given verbally. Accident report forms are
provided in the glove box of City vehicles and are available from managers, the
Legal Department, or the People and Performance Department. A written accident
report shall be completed by the employee as soon as possible, and, unless the
employee is medically unable to, no later than twenty-four (24) hours following the
accident, or sooner if required by the employee’s department director or the City’s
risk manager.
Employees shall compile any reports requested by their manager, department
director, Legal Department, and/or People and Performance Department. In the
case of a vehicular accident, the employee shall immediately notify the law
enforcement agency having jurisdiction, which shall determine whether or not an
accident investigation and/or police incident report is necessary. If required, a
State Motor Vehicle Collision Report shall be completed by the employee.
Bloodborne Pathogens: Since being exposed to a bloodborne pathogen may
lead to sicknesses such as hepatitis, HIV, or malaria, and because the City wishes
to ensure its employees have a safe and healthy work environment, it is the policy
of the City to comply with all statutory obligations for the prevention of exposure to
bloodborne pathogens. Employees should familiarize themselves with the City’s
exposure control plan in its Accident Prevention Program and follow it at all times.
Failure to comply with this plan will result in discipline up to and including
termination.
9.14 SAFE WORKPLACE
The City is committed to providing a safe and secure work environment for
employees, contractors, visitors, and the general public. In an effort to prevent the
possibility of violence in our workplace, the City has implemented this Safe
Workplace policy. The City strictly prohibits threatened or actual workplace
violence. This includes, but is not limited to, the following types of behavior:
Bullying, threatening injury or damage against a person or property;
Fighting or threatening to fight with another person;
Stalking, following, or invading another employee’s personal life;
Violation of Section 9.15 regarding the use or possession of a weapon on
City premises;
City of Port Townsend Personnel Policies Manual Page 98
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
Engaging in shoving, fighting, blocking, impeding another person, even if
done “all in fun”;
Abusing or injuring another person;
Using obscene or abusive language or gestures in a threatening manner;
Raising voices in a threatening manner; and
Any other behavior that causes others to feel unsafe.
Because of the potential for misunderstanding, joking about any of the above
misconduct is also prohibited. Any employee who violates this policy will be subject
to immediate discipline, up to and including termination.
Reporting Procedure: Any employee who reasonably believes that a situation
with an aggressive employee, member of the general public, or other party (e.g.,
any person who uses obscene or abusive language or gestures, makes threats, or
acts in a violent or threatening manner) may or has become violent should
immediately leave the area and call 911. The employee should also immediately
report the situation to their manager and department director. If the manager and
department director are unavailable or are part of the violence, the employee shall
report the situation to the City Manager. Once the situation has been defused, the
manager or department director must contact the City Manager to initiate a full
investigation. The report will be investigated and the appropriate disciplinary or
corrective action will be taken.
Duty to Report Protective Orders: Any employee who is the subject of or
protected by a domestic violence protective order or civil protective order shall
immediately report the existence of the order to their department director or the
Director of People and Performance. The department director shall notify the City
Manager.
Duty to Report Criminal Arrests and Convictions: Any employee who is
arrested or convicted for a felony, gross misdemeanor, or misdemeanor offence
shall immediately report such arrest or conviction to their department director or
City Manager.
City Building Access: Employees may not allow non-employees in non-public
City spaces, such as office or shop areas or behind customer service counters and
doorways, unless personally escorted by the employee the visitor(s) came to meet
or conduct City business with.
9.15 FIREARMS AND DANGEROUS WEAPONS
City of Port Townsend Personnel Policies Manual Page 99
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In order to facilitate a safe work environment, employees are prohibited from
bringing, carrying, exhibiting,or using any dangerous weapon in the workplace or
ina City facility. This includes, but is not limited to, a weapon for which employees
have a valid permit. "City facility" means all areas within the ownership and/or
control of the City, and includes, but is not limited to, offices, buildings, parking lots
associated with a City building, City vehicles, desks, cabinets, lockers, or storage
areas. The term “dangerous weapon” includes, but is not limited to:
Any firearm, rifle, or handgun, whether such person has a license or permit
to carry such firearm or not and whether such firearm is concealed or not.
Any knife, sword, dagger, or other cutting or stabbing instrument, with a
blade of a length of three inches or more, or any razor with an unguarded
blade, whether such weapon or instrument is concealed or not.
Any instrument or weapon of the kind usually known as a slingshot, taser,
throwing star, bow, sand club, blackjack, metal knuckles, or any stick, chain,
metal pipe, bar, club or combination thereof including a device known as
numchuk sticks, or any device having the same or similar components or
parts, whether or not connected by a rope, chain or other device, or any
explosive or poison or injurious gas (excluding those normally used in the
course of one's employment duty), or any other instrument capable of
producing bodily harm, whether such instrument or weapon is concealed or
not.
Carrying, exhibiting, displaying or drawing any firearm, dagger, sword, knife
or any explosive device, cutting or stabbing instrument, club or any other
object capable of producing bodily harm where held or used, in a manner,
under circumstances, and at a time and place that either manifests an intent
to intimidate another or that warrants alarm for the safety of another person
or persons.
This policy does not apply to or affect the following:
Authorized law enforcement officers.
Any person making or assisting in making a lawful arrest for the commission
of a felony.
Any situation where an employee’s job duties require the carrying or use of
explosives, poisons, or other potentially dangerous chemicals or devices,
while in the performance of those duties and only as it relates to those items.
Other exceptions as may be authorized in writing by the City Manager.
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Any employee violating this policy may be subject to disciplinary action, up to and
including termination.
9.16 SUBSTANCE ABUSE
The City recognizes that alcoholism and drug abuse have an adverse effect on job
performance and public safety. The City’s policy on substance abuse reflects its
concern for the well-being of the employee and the safety of other employees and
members of the public.
The City strictly prohibits the use, possession, consumption, sale, distribution, or
being under the influence of alcohol or controlled substances in the workplace or
during work time, including recreational and medical marijuana. Possession of
medical marijuana, or legal amounts of recreational marijuana or its byproducts, or
being under the influence of marijuana while on duty is prohibited and may lead to
disciplinary action (RCW 69.51A.060(4)). Use or possession of products
containing cannabidiol (CBD) is prohibited while on duty, even if the product is
labeled as not containing tetrahydrocannabinol (THC). When employees are on
the job, they are expected to be free from any impairment or substance which could
contribute to an injury, accident, property damage, or interfere with productivity.
They are to be free of illegal drugs or potentially impairing levels of legal
substances. In short, all employees are expected to be “drug- and alcohol-free”
and “fit for work.”
The possession and use of medically prescribed and over-the-counter drugs
during work hours is permissible, provided the prescription drugs are specifically
prescribed by an authorized health care provider for the use of that employee, use
of prescription or over-the-counter drugs complies with the recommended dosage
and usage and use does not result in any impairment. An employee who needs to
use or be under the influence of prescription or over the counter drugs while at
work must immediately inform their manager of such usage if the employee knows,
or the prescribed or over-the-counter drug contains a warning notice, that use
could impair the employee’s ability to perform their job safely and effectively or
could endanger others. Depending on the circumstances, employees may be
reassigned, prohibited from performing certain tasks, or prohibited from working
while using the medication.
Prohibitions:
1) The unauthorized use, sale, distribution, purchase or possession of alcohol
or controlled substances at the work site or during work hours is prohibited
and shall be grounds for discipline up to and including termination.
2) The use of City property or the employee's position within the City to make
or traffic intoxicants, illegal drugs, or controlled substances may be grounds
for discipline, up to and including termination.
City of Port Townsend Personnel Policies Manual Page 101
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
3) Any other use, possession, or trafficking of intoxicants, illegal drugs, or
controlled substances in a manner thatis detrimental to the interest of the
City may be grounds for discipline up to and including termination.
4) Reporting to work (including overtime call-outs) under the influence of
alcohol, drugs, or any substance that impairs an employee's mental or
physical capacity will not be tolerated. Under no circumstances will an
employee be allowed to operate equipment or drive a motor vehicle when it
reasonably appears an employee’s ability to do so is impaired. Any
employee using medication or prescribed drugs that may impair job
performance shall promptly report this fact in writing to their manager.
Availability of Rehabilitation or Treatment: As part of the City’s Employee
Assistance Program (EAP), employees who are concerned about alcohol or drug
use are encouraged to seek counseling, treatment, and rehabilitation. Although the
decision to seek diagnosis and accept treatment is completely voluntary, the City
is committed to assisting employees who voluntarily come forward to overcome
substance abuse problems, on the condition the employee utilizes the EAP before
the performance problems occur. In most cases, the expense of treatment may be
fully or partially covered by the City’s benefit program. In recognition of the
sensitive nature of these matters, all discussions between the employee and the
EAP provider will be kept confidential. Employees who seek advice or treatment
will not be subject to retaliation or discrimination for accessing EAP. Violation of
this policy, poor performance, or failure to successfully complete an assigned
rehabilitation program, however, may be grounds for discipline, up to and including
termination. Also, if a disciplinary course of action has already begun before
employee requests assistance through EAP, the City may continue on that
disciplinary course, and if termination occurs, access to the EAP services may
terminate, unless the employee extends health care coverage through COBRA.
When Job Performance is Affected: The City may discipline or terminate an
employee who possesses, consumes, sells, purchases, distributes or uses alcohol
or controlled substances during work hours. The City may also discipline or
terminate an employee who reports for duty or who works under the influence of,
or is affected by, alcohol or a controlled substance. An employee may be required
to submit to alcohol or controlled substance testing when the City has reasonable
suspicion the employee is under the influence of controlled substances or alcohol.
Employees involved in accidents that require medical attention or result in a non-
trivial amount of property damage may be subject to a drug and/or alcohol screen
if the City has reasonable suspicion the employee is under the influence. Refusal
to submit to City-requested testing will be considered a positive test and subject
the employee to disciplinary action, up to and including termination. Refusal can
include an inability to provide a sufficient urine specimen or breath sample without
a valid medical explanation, as well as a verbal declaration, obstructive behavior,
or physical absence resulting in the inability to conduct the test or any other acts
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constituting refusal under 49 C.F.R. part 40.
Manager Responsibilities: If a manager has reasonable grounds to believe an
employee is under the influence of alcohol and/or drugs when reporting for work
or during the work shift, the manager has an obligation to verify the employee's
condition and relieve the employee of their duties. The manager should seek the
opinion of at least one additional manager or director, if practical.
The possibility of City or manager liability exists if an employee who is under the
influence of alcohol or drugs is allowed to remain working, operate or drive vehicles
or equipment on the job, or drive a private vehicle from the work site. An employee
who is believed to be under the influence of alcohol or drugs should not be allowed
to operate equipment or drive a vehicle, including a private vehicle, until it is
determined the employee possesses the ability to safely operate the equipment or
drive a vehicle. If an employee is impaired, a manager should transport or arrange
transportation of the employee to a medical facility or the employee’s home, as
appropriate.
A manager and/or department director who observes a continuing decline in an
employee’s job performance or attendance is encouraged to refer the employee to
the EAP when usual managerial actions have failed to yield improvement. In cases
where other management methods have failed to improve an employee's job
performance, the department director has the option to mandate an employee's
participation in a structured screening and treatment program as an alternative to
dismissal for unacceptable job performance. Use of the program is confidential and
does not replace normal disciplinary procedures for unsatisfactory job
performance.
Notification Requirement: Employees must notify the People and Performance
Department of any criminal drug conviction for a violation within five (5) days after
the conviction. Failure to report such conviction or any moving violation causing
the loss of driver’s license by state or local law enforcement involving drugs or
alcohol shall result in discipline up to and including termination.
Drug and Alcohol Testing – All Employees: The City may require an employee
to submit to appropriate tests, including urinalysis, to confirm the existence of
alcohol or prohibited drug(s) or substance(s) in theirsystem when the City has a
“reasonable suspicion” the employee may be under the influence of, or affected
by, drugs or alcohol while on duty.
“Reasonable suspicion” must be based on documented objective facts and
circumstances that are consistent with the effects of substance abuse.
Reasonable suspicion referrals must be made by a manager who is trained to
detect the signs and symptoms of drug and alcohol use and who reasonably
concludes that an employee may be adversely affected or impaired in their work
performance due to possible prohibited substance misuse.
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A “negative dilute” result from any drug screen requires retesting as soon as
practical.
Drug and Alcohol Testing –Employees Who Operate Commercial Vehicles-
Department of Transportation Regulations for Drug and Alcohol Testing: The
City of Port Townsend is required by federal regulations (49 CFR Part 40) to
administer a testing program for controlled substance and alcohol use for
employees required to have and maintain a Commercial Driver’s License (CDL)
and for employees in safety sensitive positions, including operators of natural gas
pipeline facilities. City employees who hold CDLs and who operate commercial
motor vehicles while employed by the City, and City employees who perform
specific duties for a natural gas facility are subject to additional rules and
regulations imposed by the federal government. These regulations require drug
and/or alcohol testing in the following circumstances:
1) Pre-employment;
2) Reasonable suspicion;
3) Post-accident;
4) Return to duty;
5) Follow up; and
6) Random (except certain natural gas facilities employees as it pertains to
alcohol).
Covered employees who test positive must be removed from service until released
to work by a Substance Abuse Professional and after successful completion of
return-to-work drug and/or alcohol testing requirements. Employees may be
returned to non-safety sensitive functions if the department director determines
that such work is available. Employees who test positive are subject to discipline,
up to and including termination. CDL holders and natural gas employees should
consult 49 CFR Part 40 for additional details concerning the appropriate rules
applicable to employees covered under the Department of Transportation
regulations.
9.17 NOTICES TO EMPLOYEES
Information of special interest to all employees is posted regularly on City bulletin
boards, City website,and/or sent by email to City employees. Employees may not
post any information on these bulletin boards, on the City’s website or social media
accounts, or by email to all employees without prior authorization of their
department director.
City of Port Townsend Personnel Policies Manual Page 104
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
9.18 CONTACT WITH THE NEWS MEDIA; LOBBYING EFFORTS
The City Manager and the Director of Communications and Marketing or
designees are responsible for all official contacts with the news or social media
(including answering questions from the media) and in connection with the
dissemination of official information concerning City business. The City Manager,
Director of Communications and Marketing, or a department director may
designate specific employees to give out procedural, factual, or historical
information on particular subjects. Other employees should refer questions from
the media to the Director of Communications and Marketing or their director.
An employee is free to voice a position, oral or written, on any issue involving City
business so long as it is made clear that the employee is not speaking as a
representative of the City. However, see Policy 10.1, and in particular 10.1 (19)
prohibiting certain expression that is detrimental to the City.
9.19 SOLICITATIONS
Most forms of selling and solicitations are inappropriate in the workplace. They can
be an intrusion on employees and residents and may present a risk to employee
safety or to the security of City or employee property. The following limitations
apply:
1) Persons not employed by the City may not solicit, survey, petition, or
distribute literature on City premises at any time. This prohibition includes
persons soliciting for charities, salespersons, questionnaire surveyors,
labor union organizers, or any other solicitor or distributor. Individuals who
wish to do business with employees of the City shall be referred to the City
Manager’s office. Exceptions to this rule may be made in special
circumstances if the City Manager determines an exception would serve the
best interests of the organization and its employees. An example of an
exception might be the United Good Neighbor campaign or a similar,
community-based non-profit fundraising effort.
2) Employees may not solicit others for any purpose during work time.
Reasonable forms of solicitation are permitted during non-work time, such
as before or after work or during meal or break periods. Employees who are
on non-work time may not solicit other employees who are on work time.
If and when authorized by the employee’s department director, non-work related
materials (e.g., event posters) will be limited to non-work areas, such as
breakrooms, and must relate to politically neutral community events or charitable
fundraising involving participation by family members (for example, a child’s school
or activity fundraiser).
City of Port Townsend Personnel Policies Manual Page 105
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
9.20LEGAL LIABILITY
Employees shall comply with the laws and regulations that relate to the
performance of their duties and shall perform their duties as reasonable and
prudent persons. In accordance withand to the extent required bythe provisions
of RCW 4.96.041, the City shall provide and pay for the necessary expenses of
legal defense to employees for actions filed against employees for acts or
omissions found by the City to be within the scope of their official City duties.
City of Port Townsend Personnel Policies Manual Page 106
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 10
DISCIPLINE AND TERMINATIONS
10.1 ACTIONS SUBJECT TO DISCIPLINARY ACTION
Success in providing excellent service to City residents and maintaining good
relationships with the community depends on City employees. These policies
provide guidance for conduct that, if engaged in, would be detrimental to the City’s
mission and could lead to disciplinary action up to and including termination. The
following is a non-exclusive list of specified conduct that is considered detrimental
to the workplace, constitutes a violation of expressly stated City policy prohibiting
such conduct, and may lead to disciplinary action by the City. The list contains
examples of misconduct that should be considered illustrative and not
comprehensive. The misconduct refers to conduct in the workplace and also to
conduct outside the workplace where such conduct brings disrepute to the City or
otherwise adversely impacts the City.
1) Making a false or misleading statement of fact or practicing any deception,
fraud or misconduct in connection with securing employment with the City;
2) Illegal or unauthorized use or misuse of any City facilities, property,
supplies, equipment, services, funds or time (including allowing others to
engage in unauthorized use of any City facilities, property, supplies,
equipment, services, or funds);
3) Authorized operation, use or possession of machines, tools, or equipment
to which the employee has not been specifically assigned;
4) Unauthorized use of position with the City for personal gain or advantage
or accepting unlawful gratuities or bribes (also see the City’s Code of
Ethics, PTMC 2.80);
5) Lying;
6) Insubordination;
7) Violation of a lawful duty;
8) Smoking or use of tobacco products in an unauthorized area or creating
fire hazards in any area;
9) Violation of appearance and behavior standards;
City of Port Townsend Personnel Policies Manual Page 107
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
10)Failure to report an occurrence causing damage to, or misuse of, City,
customer, or public property; or failure to properly secure City facilities or
property;
11) Failure to report a condition or situation with a likelihood of causing harm
or damage to life or property in the City (whether the employee is on or off
duty). If an employee sees a dangerous situation, or a dangerous situation
is reported to the employee, the employee should report the matter to the
employee’s manager or call dispatch or 911;
12) Loitering outside of work hours that results in the disruption of the City's
business or the work effort of other employees;
13) Vending, soliciting, or collecting contributions for any purpose whatsoever
during working time without the permission of the manager or in violation
of the non-solicitation policy;
14) Unauthorized recording of another employee's time record (both
employees can be subject to disciplinary action);
15) Intentional falsification of records or paperwork;
16) Habitual tardiness or absences from work;
17) Absences without proper notification to immediate manager, excessive
absenteeism, absenteeism unrelated to an approved leave, or insufficient
reasons for absenteeism;
18) Loitering, goofing off, or failing to assist others in a work situation;
19) Making malicious, false, harassing, discriminatory, defamatory, or
derogatory statements, posts, emails, or texts that are intended to or could
reasonably be expected to damage the integrity or reputation of the City or
its employees, on or off work or the workplace, and whether or not City
resources are used. Employees are reminded that what is written online,
in email, Twitter, tweets, or social media updates is public if City resources
are used and may be public even if they are not and in any event may be
permanent;
20) Disorderly conduct, including fighting on the premises;
21) Rudeness, discrimination, harassment, intimidation, coercion, use of
obscene language or gesture, or lack of courtesy to the public or fellow
employees;
City of Port Townsend Personnel Policies Manual Page 108
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22)Immoral conduct that adversely reflects on the City or the employee’s
ability to perform their job for the City;
23) Inability, inefficiency, or negligent work performance, including a refusal or
failure to perform assigned work;
24) Concealing defective work;
25) Unsatisfactory job performance;
26) Failure to observe safety practices, rules, regulations and instructions;
27) Negligence that results in injury to others;
28) Failure to wear required safety clothing and equipment;
29) Any conduct that impairs job safety or endangers another or the employee;
30) Failure to promptly report an on-the-job injury or accident involving an
employee, equipment, property, or visitor to the employee’s immediate
manager;
31) Dishonesty or willful disregard of the City’s interests, or theft, including
deliberate destruction, damage or removal of the City's or another's
property from City property, facilities or any job site;
32) Possession, use, sale, distribution, or being under the influence of alcohol,
illegal drugs, or other controlled substances in the workplace or while on
City business, including while on standby duty;
33) Arriving on the job under the influence of, or while in possession of, alcohol,
illegal drugs, or other controlled substances;
34) Abuse of non-prescription or prescription drugs on the job;
35) Failure to promptly notify manager of any on-the-job use (including already
being under the influence of) or possession of prescription or over the
counter drugs that could impair the employee’s work efficiency or the safety
of the employee or others;
36) Possession of explosives, firearms, or weapons on the premises or at any
job site, except when required for the job;
37) Conviction of a felony, gross misdemeanor, or misdemeanor involving
moral turpitude, which impacts the employee’s ability to effectively perform
all of the duties of their position or the public’s confidence in the employee
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for the duties the employee carries out; or the filing of criminal charges
against the employee alleging such a felony or gross misdemeanor, which
charges are reasonably believed by the City to be true;
39) Failure to maintain skills, certifications, licenses, or other requirements of
the job; or
40) Violation of the duties or rules imposed by this Manual or any other City
ordinance, resolution, rule, regulation, administrative order, or applicable
state or federal law.
This list is not all-inclusive but only serves as a general guide. The City may
discipline or terminate employees for other reasons not stated above.
10.2 POSSIBLE DISCIPLINARY ACTIONS
The City retains complete discretion as to when a situation calls for discipline or
correction. In addition, the City retains complete discretion as to what form and
level of discipline is appropriate in any given situation, up to and including
termination. In the event discipline is necessary, the types of disciplinary actions
that may be used include, but are not limited to, the following:
1) Verbal Warning;
2) Written Reprimand;
3) Suspension;
4) Demotion; and
5) Termination
The choice of disciplinary action in any particular case is solely the City’s and shall
be made by the department director, except in cases of suspension, demotion or
termination, the decision shall be made by the department director in consultation
with the City Manager.
The actual discipline imposed will depend on the particular situation. Employees
who are exempt from overtime laws will not be suspended without pay for
disciplinary purposes for periods less than a full workweek, unless the infraction
involves violation of safety rules of major significance.
10.3 PRE-DISCIPLINARY HEARING
In the case of possible suspension, demotion or termination (collectively
“discipline”) of an employee, other than trial employees, the City will conduct a pre-
disciplinary hearing. The pre-disciplinary hearing serves as a check against
mistaken decisions and as an opportunity for an employee to furnish additional
facts before a final disciplinary decision is made.
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In the event a department director or City Manager determines to discipline an
employee, the employee shall be provided with a notice of the proposed
disciplinary action. The notice will generally include:
1) identification of the charges or grounds on which the proposed disciplinary
action is based;
2) an explanation of the reasons the City believes misconduct has occurred
and discipline is warranted;
3) the date, time and location of the pre-disciplinary hearing;
4) notice of the employee’s opportunity at the hearing to respond to the
charges, either verbally or in writing, including a chance to explain why the
City should not go ahead with discipline; and
5) notice of the employee’s right to have a representative present at the
hearing.
If the employee fails or refuses to appear, the disciplinary action may proceed to
be imposed. Pre-disciplinary hearings will be presided over by the City Manager
or a designated representative
Although the written notice of the City’s explanation of reasons (as outlined in item
2 above) should be sufficient to inform the employee of the basis for discipline, this
procedure shall not be construed to limit the City at any subsequent hearing or
proceeding from presenting a more detailed and complete case related to the basis
for discipline, including the presentation of witnesses and documents not
introduced at the pre-disciplinary hearing.
If the City Manager decides to proceed with termination or some other disciplinary
action, the City will give the employee written notice of termination or the other
discipline to be imposed.
10.4 LAYOFF AND TERMINATION
The City Manager may layoff or terminate employees for disciplinary reasons, lack
of work, budgetary restrictions, reorganization, elimination of a position or service,
or other changes that have occurred or are expected to take place. The City
Manager may enter into employment separation agreements providing laid off or
terminated employees with agreed-on salary and benefits.
Temporary employees or employees who have not completed a trial period will
usually be laid off before regular employees are affected.
Options such as part-time work schedules, furloughs, job sharing, and voluntary
time and/or pay reductions may also be explored, if, in the opinion of the City
Manager, such options are in the best interests of the City.
City of Port Townsend Personnel Policies Manual Page 111
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
In the event the City determines that layoffs are appropriate, regular employees
will usually be retained on the basis of job performance and the qualifications
required for remaining jobs. This may include consideration of relative
qualifications, experience, past and current job performance assessments,
knowledge, abilities and skills required for the position, the employee’s ability to
perform the remaining work without further training, and other relevant factors as
determined by the City.
For a period of twelve (12) months from the date of layoff, regular employees who
were laid off will be placed on the City’s job announcement mailing list to assist
them in applying for other job vacancies for which they are qualified.
These layoff procedures are guidelines only and shall not create any right of action
in the event of deviation from the guidelines. The City retains at all times the
discretion to select which individuals it will lay off and which employees/positions
it will retain in order to best meet its short and long-term needs.
10.5 RESIGNATION
An employee should provide two (2) weeks’ notice of resignation. This time limit
may be waived by the employee's department director or the City Manager.
An employee shall file with the department director, at least two (2) weeks before
leaving, a resignation letter including the reason for the resignation and the
effective date. A copy of the resignation shall be forwarded by the resigning
employee to the People and Performance Department. Resignations are
automatically accepted and may not be rescinded without authorization of the City
Manager.
Employees are responsible for returning all City property in their possession to
their manager on or before their last day worked. This includes but is not limited
to any City-issued property such as keys, credit cards, cell phones, tools,
uniforms, documents, files, records, information stored on a personal computer
or disk, office supplies, or equipment. Computerized data generated in the
course of employment is considered the property of the City.
City of Port Townsend Personnel Policies Manual Page 112
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
CHAPTER 11
COMPLAINT PROCEDURES
11.1 COMPLAINT PROCEDURES
THIS COMPLAINT PROCEDURE DOES NOT APPLY TO DISCRIMINATION,
RETALIATION OR WHISTLEBLOWER COMPLAINTS. Employees having
complaints about workplace harassment, discrimination or retaliation should follow
the anti-discrimination complaint procedure outlined in Section 2.7. Employees
wishing to complain about improper governmental action or retaliation for filing
such a complaint should follow procedures outlined in Section 11.2.
The City of Port Townsend recognizes that sometimes situations arise in which
employees feel they have not been treated fairly or in accordance with City
policies. For this reason the following procedures for resolving complaints are
provided:
Step 1: Employees should first try to resolve any problem or complaint with their
manager.
Step 2: When normal communication between an employee and their manager is
not successful, or when an employee disagrees with the application of City policies
and procedures, the employee should attempt to resolve the problem with the
department director. The department director will respond to the employee, in
writing, after meeting with them.
Step 3: If the employee is not satisfied with the response from the department
director, they may submit the complaint, in writing, to the People and Performance
Department for review by the City Manager. The written complaint must contain,
at a minimum: a description of the complaint, the specific policy or procedure that
is believed to be violated or misapplied, the date of the circumstances leading to
the complaint or the date when the employee first became aware of the
circumstances, and the remedy sought by the employee to resolve the complaint.
The written complaint must be submitted to the City Manager within thirty (30) days
of the occurrence leading to the complaint or thirty (30) days after the employee
becomes aware of the circumstances, whichever date last occurs.
The City Manager may meet with the parties, either individually or together, and
will usually respond in writing to the aggrieved employee within ten (10) working
days of the meeting. A longer period for response may be required when the
situation warrants. The City Manager's response and decision shall be final and
binding.
City of Port Townsend Personnel Policies Manual Page 113
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
Certain employees may have more than one source of dispute resolution
procedure, i.e., the City's Civil Service Rules, a collective bargaining agreement, if
any, and this complaint process. Employees represented by a bargaining unit or
who are covered under civil service rules must follow grievance procedures set out
in the respective labor contracts or civil service rules, where applicable. Under no
circumstances shall an employee have the right to utilize more than one complaint
or appeal procedure available to employees.
11.2 REPORTING IMPROPER GOVERNMENTAL ACTION
In compliance with the Local Government Employee Whistleblower Protection Act,
Chapter 42.41 RCW, the City of Port Townsend encourages employees to disclose
any improper governmental action taken by City officials or employees without fear
of retaliation. This policy also safeguards legitimate employer interests by
encouraging complaints to be made first to the City, with a process provided for
speedy dispute resolution.
Key Definitions:
Improper Governmental Action: any action by a municipal official or employee
that is:
1) Undertaken in the performance of the official's or employee's official City
duties, whether or not the action is within the scope of the employee's
employment, and
2) Is in violation of any federal, state or local law or rule; an abuse of authority,
of substantial and specific danger to the public health or safety; or a gross
waste of public funds.
"Improper governmental action" does not include personnel actions including
employee grievances, complaints, appointments, promotions, transfers,
assignments, reassignments, reinstatements, restorations, re-employments,
performance evaluations, reductions in pay, dismissals, suspensions, demotions,
violations of collective bargaining or civil service laws, alleged violations of labor
agreements, or reprimands. In addition, employees are not free to disclose matters
that would affect a person's right to legally-protected confidential communications,
such as attorney-client privilege or executive session communications.
Retaliatory Action: Is defined as any material adverse change in the terms and
conditions of an employee’s employment as defined in RCW 42.41.020(3), that is
substantially motivated by the employee's decision to prepare or participate in a
whistleblower complaint.
Emergency: Is defined as a circumstance that if not immediately changed may
cause damage to persons or property.
City of Port Townsend Personnel Policies Manual Page 114
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
Procedure for Reporting Improper Government Action: City employees who
become aware of improper governmental action should follow this procedure:
1) Bring the matter to the attention of their manager, if the manager is not
involved in the matter, in writing, stating in detail the basis for the
employee's belief that an improper action has occurred. This should be
done as soon as the employee becomes aware of the improper action.
2) Where the employee believes the improper action involves their manager,
the employee may raise the issue directly with the City Manager or City
Attorney. Where the employee believes the improper action involves the
City Manager, the employee may raise the issue directly with the City
Attorney. The complaint should be in writing, stating in detail the basis for
the employee's belief that an improper action has occurred.
3) In the case of an emergency, where the employee believes that damage to
persons or property may result if action is not taken immediately, the
employee may report the improper governmental action directly to the
appropriate government agency responsible for investigating the improper
action, or to the Jefferson County Prosecutor.
4) After an investigation is completed (usually within thirty (30) days of the
employee's report), the employee will normally be advised of the results of
the investigation; however, personnel actions taken as a result of the
investigation may be kept confidential.
Employees involved in reporting improper governmental action or participating in
the investigation may request that their identities be kept confidential. City officials
and those involved in the investigation will honor this request to the extent possible
under law, business necessity and the needs of the investigation. Confidentiality,
however, cannot be guaranteed.
An employee who fails to make a good faith effort to follow this policy shall not be
entitled to the protection of this policy against retaliation. “Good faith” includes a
requirement that, except in an emergency, before an employee provides
information of an improper governmental action to a person or an entity who is not
a person listed above, the employee shall submit a written report to the local
government. The employee is also charged with the responsibility to reasonably
ascertain correctness of the information furnished and may be subject to
disciplinary action, including but not limited to termination, for knowingly furnishing
false information as determined by the appointing authority.
Employees may report information about improper governmental action directly to
an outside agency if the employee reasonably believes that an adequate
investigation was not undertaken by the City to determine whether an improper
City of Port Townsend Personnel Policies Manual Page 115
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
government action occurred, or that insufficient action was taken by the City to
address the improper action,or that for other reasons the improper action is likely
to recur. Whistleblower actions can be reported to the Washington State Auditor’s
Office or the Washington State Attorney General’s Office, as well as other state
and federal offices.
Protection Against Retaliation: It is unlawful for a local government to take
retaliatory action because an employee, in good faith, provided information that
improper governmental action occurred. Employees who believe they have been
retaliated against for reporting an improper governmental action should comply
with the following procedures.
Procedure for Seeking Relief Against Retaliation:
1) Employees must provide a written complaint to their manager, the City
Manager, or the City Attorney within thirty (30) days of the occurrence of the
alleged retaliatory action. The written charge shall specify the alleged
retaliatory action and the relief requested.
2) The manager, City Manager, or City Attorney shall investigate the
employee’s written complaint of retaliation. A written response to the charge
of retaliatory action and request for relief shall be provided within thirty (30)
days of receipt of the written charge, unless additional time is needed to
determine the validity of the allegations in the complaint.
3) After receiving the City’s response, the employee may request a hearing
before a state administrative law judge to establish that a retaliatory action
occurred and obtain relief according to law. The employee must deliver the
request for hearing to the City Manager within fifteen (15) days of receipt of
the City’s response to the retaliation charge.
4) Within five (5) working days of receipt of a request for hearing, the City shall
apply to the Office of Administrative Hearings for an adjudicative proceeding
before an administrative law judge, at the following address:
Office of Administrative Hearings
PO Box 42488
Olympia, WA 98504-2488
(360) 664-8721
At the hearing, the employee must prove that retaliation occurred by a
preponderance of the evidence. The administrative law judge will issue a final
decision not later than forty-five (45) days after the date of the request for hearing,
unless an extension is granted.
Violations of the Whistleblower policy and these procedures may result in
City of Port Townsend Personnel Policies Manual Page 116
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
appropriate disciplinary action, up to and including termination. The City will
consider any recommendation provided by the administrative law judge that the
retaliator be suspended, with or without pay, or terminated.
Personnel Policies Manual Revision Dates:
November 8, 2011 (Resolution 11-030)
July 18, 2016 (Resolution 16-032)
November 6, 2017 (Resolution 17-051)
December 2, 2019 (Resolution 19-091)
January 18, 2022 (Ordinance 3284)
November 20, 2023
June 3, 2024
May 4, 2026
City of Port Townsend Personnel Policies Manual Page 117
Nov. 2011; rev. July 2016; Nov.2017, Dec.19, Jan.2022, Nov. 2023, June 2024, May 2026
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56781
Section
Agenda Bill: AB26-052
Meeting Date: May 4, 2026
Agenda Item: Consent VII.E
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: David Dinkuhn, City Engineer Date Submitted: May 1, 2026
Department: Public Works Contact Phone: 360-531-1535
SUBJECT: Authorizing the City Manager to sign grant and loan agreementswith
the Washington State Department of Ecology (Ecology) and Department of Commerce,
Public Works Board (PWB) for the Wastewater Treatment Plant (WWTP) Outfall
Replacement and Lawrence Street CSO Separation projects and execute all necessary
contracts and agreements to complete the work.
CATEGORY: BUDGET IMPACT:
Consent Resolution Expenditure Amount: See below
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities
Cost Allocation Fund: 411 Water Sewer Fund - General
SUMMARY STATEMENT
WWTP Sewer Outfall Partial Replacement
Background
Planning and design for replacement of the City’s WWTP outfall has been ongoing
since 2018.The existing outfallpipe has experienced several nearshore leaks since the
early 2000’s, which the City has repaired. Initial plans for a full outfall replacement were
modified based on a condition assessment and current design is for replacement of the
outfall pipe segment extending from the nearshore upland to just below low tide
elevation. This segment consists of approximately 200 feet of degraded 18-inch
concrete pipe. To date, project design has been completed to an approximately 30
percent complete level using an existing Ecology loan/grant for preliminary design.
Revenue for project funding is programmed in the City’s 2024 General Sewer Plan,
which anticipates a Clean Water State Revolving Fund (CWSRF) loan for up to
$4,500,000. The change in project scope has reduced the overall cost significantly
which will be helpful in the next sewer rates study in 2028. Approval to apply for
Ecology funding for final design and construction funding was provided by Council on
September 2, 2025 by adoption of Resolution 25-027 (see AB25-086). A funding
application was submitted late September 2025 and draft notification of a funding offer
was received in January 2026. A final offer is expected in July 2026 and funding
agreements should be executed by the end of 2026.The draft funding offer contains
the following funding amounts and sources:
Ecology CWSRF Standard Loan -$1,225,000
CWSRF Forgivable Principal -$275,000
TOTAL FUNDING -$1,500,000
Loan repayment requirements are anticipated to be a 20-year loan term at 2.5%
interest.
Budget Summary
The budget summary provided below is clipped from draft 2026 Budget Supplement 2
with updates based on the latest information available.
Lawrence Street CSO Separation and Street Restoration
Background
The Lawrence Street Combined Sewer Separation Project is designed to eliminate
stormwater inflow to the sanitary sewer system along Lawrence Street. Stormwater will
be rerouted via new storm sewer pipe to the City’s existing stormwater conveyance
system. The project includesreconstruction of Lawrence Street from Harrison Street to
Monroe Street. Conceptual alternatives for this work were presented to Council on July
21, 2025 (see AB 25-072). The consensus alternative approved for the work will be
moved forward to final design. This alternative includes cement treatment of subgrade
soils,new pavements, curb extensions, curb ramps, crosswalk striping, and stormwater
treatment using bioretention swales and a proprietary treatment vault. Overall, the new
streetscape will reproduce the look and feel of the Lawrence Street Multimodal
Improvements project - Harrison Street to Walker Street -that will begin construction in
September of 2026.
The sewer separation project is programmed in the City’s 2024 General Sewer Plan,
which anticipated a CWSRF grant for $1,200,000. Reconstruction of Lawrence Street is
included in the City’s 2026-2031 Transportation Improvement Program (STIP), which
envisions funding using a PWB loan. Staff requested approval to apply for the CWSRF
and PWB funding during the August 4, 2025 Council session (see AB 25-077). Approval
was granted by adoption of Resolution 25-024. Funding applications were submitted
August/September 2025.
A draft notification of a funding offer was received from Ecology in January 2026. A final
offer is expected in July 2026 and funding agreements should be executed by the end
of 2026. The Ecology funding offer contains the following funding amounts and sources:
Ecology Clean Water State Revolving Fund (CWSRF) Standard Loan - $1,560,700
CWSRF Forgivable Principal -$205,500
EPA Overflow and Sewer Grant (OSG) -$916,800
Ecology Puget Sound Nutrient Reduction Programs (PSNR) Grant -$350,000
TOTAL FUNDING - $3,033,000
It is anticipated that no local match is required for the grant funding.
Loan repayment requirements are anticipated to be a 20-year loan term at 2.5%
interest. The Ecologyloan payments will be made by estimated breakdown of 50%
sewer fund and 50% storm fund as defined sewer and storm rates models.
The PWB application with a funding request of $2,980,000 was not funded initially.
However, an offer for partial funding was tendered to staff on April 14, 2026 that
awarded funds made available from a cancelled project. A contract for the funding is
pending and should be available for execution in May 2026.The PWB funding offer is
as follows:
PWB loan $1,173,762
PWB grant $1,173,762
TOTAL FUNDING - $2,347,524
It is anticipated that no local match is required for the grant funding.
Loan repayment requirements are a 20-year loan term at 1.06%interest.
Payments will be made by an estimated breakdown of 75%Streets and 25% Storm
funds. Adjustments will be made once final construction costs are known.
Budget Summary
The budget summary provided below is clipped from draft 2026 Budget Supplement 2
with updates based on the latest information available.
ATTACHMENTS: N/A
CITY COUNCIL COMMITTEE RECOMMENDATION:N/A
RECOMMENDED ACTION:
If adopted as part of the Consent Agenda, no further action is needed; this effectively represents
unanimous approval authorizing the City Manager to a uthorize the City Manager to sign
grant and loan agreements with the Washington State Department of Ecology (Ecology) and
Department of Commerce, Public Works Board (PWB) for the Wastewater Treatment Plant
(WWTP) Outfall Replacement and Lawrence Street CSO Separation projects and execute all
necessary contracts and agreements to complete the work.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
PORT TOWNSEND CITY COUNCIL
CONSENT AGENDA
May 4, 2026
A. Approval of Bills, Claims and Warrants:
Vouchers 179214 through 179281 in the amount of $252,863.86
Electronic Fund Transfers in the amount of $203,464.75
B. Approval of Minutes: February 17, 2026 and March 2, 2026
C. Appointments/Reappointments: Arts Commission, Library Advisory Board,
Historic Preservation Committee
D. Updating the City’s Personnel Policy Manual to Comply with Current Rules,
Regulations, and Practices
E. Authorizing the City Manager to sign grant and loan agreements with the
Washington State Department of Ecology (Ecology) and Department of
Commerce, Public Works Board (PWB) for the Wastewater Treatment Plant
(WWTP) Outfall Replacement and Lawrence Street CSO Separation
projects and execute all necessary contracts and agreements to complete the
work.
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).
Agenda Bill AB26-049
Meeting Date: May 4, 2026
Agenda Item: IX.A
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Steve King, PW Director Date Submitted: April 30, 2026
Department: Public Works Contact Phone:
SUBJECT: Resolution 26-007, supporting the Jefferson County Farmers Market
for their Port Townsend Farmers Market Infrastructure Planning Project.
CATEGORY: BUDGET IMPACT:N/A
Consent Resolution Expenditure Amount: $
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities
Cost Allocation Fund: Choose an item.
SUMMARY STATEMENT:
Staff is excited to partner with the Jefferson County Farmers Market (JCFM) in support
of the Port Townsend Farmers Market (PTFM) Infrastructure Planning Project in Uptown
at the location they have operated now for 23 years.
The City has heard through previous and this last Comprehensive Planning process,
from local farmers encouraging support of agriculture. This last year there has been
considerable focus on whether or not further updates to the Comprehensive Plan would
be made.
The City has been a long-time supporter of the PTFM and most recently has allocated
Lodging Tax dollars to the market given the positive impact of the PTFM on the tourism
economy. Additionally, farmers markets and/or open air public markets have been a
staple to thriving cities for centuries for locals and visitors alike.
The JCFM desires to grow the market both in terms of improving current vendor sales
as well as attracting new vendors and recognizes that infrastructure is missing. Some
of the infrastructure needs are basic needs like power sources and restrooms while
other infrastructure is more expansive such as weather protection for those blustery or
rainy days.
Prior to JCFM beginning the planning process, it is important to know whether or not the
City supports continued operation in Tyler Street and generally the Uptown location.
Staff is recommending passing this resolution based on the recent investments the City
made paving of Tyler and ADA accessibility sidewalk improvements on Tyler and
Lawrence Streets as well as goals and policies in the recently adopted 2025
Comprehensive Plan. The Farmers Market is listed six times in the Comprehensive
Plan notably as a climate resiliency and local economy assets among others. The
Comprehensive Plan also supports the development of infrastructure to support
economy on many fronts including local and creative economy as well as tourism.
Like a park, farmers markets are also considered public space for community gathering.
Many highly successful examples exist across the State ranging in scale including
Bellingham, Olympia, Wenatchee, and more.
Staff suggests that the Port Townsend Farmers Market checks many of the boxes as
described above in terms of consistency with community goals and recommends
supporting the JCFM in the development of plans for infrastructure.
ATTACHMENTS: Resolution 26-007
CITY COUNCIL COMMITTEE RECOMMENDATION: N/A
RECOMMENDED ACTION:
Move to approve Resolution 26-007, supporting the Jefferson County Farmers Market
for their Port Townsend Farmers Market Infrastructure Planning Project.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
Resolution No. 26-007
RESOLUTION NO. 26-007
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND
SUPPORTING THE JEFFERSON COUNTY FARMERS MARKET FOR THEIR PORT
TOWNSEND FARMERS MARKET INFRASTRUCTURE PLANNING PROJECT.
WHEREAS, the Jefferson County Farmers Market (JCFM), a non-profit organization,
has operated a Port Townsend Farmers Market (PTFM), a vibrant open-air community market
operating nine months each year, in Uptown Port Townsend for 23 years, currently on Tyler
Street; and
WHEREAS, the PTFM is a cornerstone of the City’s economy, supporting local food
security, small agricultural producers, artisans, prepared food businesses, and the broader rural
economy; and
WHEREAS, each year, the PTFM serves between 80 and 90 small agricultural, food,
and arts businesses; and
WHEREAS in 2025, the PTFM generated $1.67 million in sales for participating small
businesses, sustaining hundreds of local jobs, and helping ensure that farming, food
production, and the arts remain viable components of Jefferson County’s economy; and
WHEREAS, the PTFM provides a community building function by drawing residents
and visitors together to celebrate community and local commerce; and
WHEREAS, the City supports the JCFM through grant assistance and Lodging Tax
Funding,recognizing the economic benefits the market provides locally and for tourism; and
WHEREAS, the City invested in improving sidewalks and pavement on Tyler Street and
Lawrence Street to improve access,including Americans with Disabilities Act compliant
accessibility to the PTFM; and
WHEREAS, the PTFM has outgrown the existing infrastructure at its location on Tyler
Street; and
WHEREAS, the JCFM seeks City partnership on the PTFM Infrastructure Planning
Project, an initiative to define a long-term vision for the PTFM’s physical needs with a focus on
improving the current market location, unless deemed infeasible,in which case another location
would be sought.
NOW, THEREFORE, BE IT RESOLVED that the City of Port Townsend is a partner
and supports the PTFM Infrastructure Planning Project, an initiative to define a long-term vision
for the PTFM’s physical needs. This project will evaluate options for maintaining the market in
its current Uptown location or identifying an alternative central site, while planning for essential
Resolution No. 26-007
permanent infrastructure such as covered vendor and customer space, utilities, weather-protected
facilities, incubator space, and restrooms to support and improve business growth for existing
and future vendors.
ADOPTED by the City Council of the City of Port Townsend at a regular meeting
th
thereof, held this 4 day of May 2026.
______________________________
Amy Howard
Mayor
Attest:
___________________________
Alyssa Rodrigues
City Clerk
Agenda Bill AB26-050
Meeting Date: May 04, 2026
Agenda Item: IX.B
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Jodi Adams, Director of Finance & Technology Services
Date Submitted: April 15, 2026
Department: Finance Contact Phone: 360-379-4403
SUBJECT:Ordinance 3364 Adopting 2026 Supplemental Budget Appropriations
CATEGORY: BUDGET IMPACT:
Consent Resolution Expenditure Amount: $3,571,827
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: N/A
Cost Allocation Fund: 010-041 GF - Finance General
SUMMARY STATEMENT:
This is the first proposed budget supplement for 2026.
Total Expenditure Increase (Including Transfers) $6,743,159
Actual New Spending $3,571,827
Actual New Spending Grant Related vs Non Grant Related
Amount
Grant-related new spending $1,087,348
Non-grant related new spending $2,484,479
Total $3,571,827
All expenses must be approved by Council. The budget supplementincludes all
unbudgeted expenditures. The City is not required to reduce or credit unspent line items
or to increase revenue during the supplement process; therefore, an increase in the
expenditure line item does not necessarily mean an increase in spending as there may
be an offset under another line item that is not reflected in the supplement process.
The 2026 Budget Supplement #1 includes:
General Fund (010):
The Police Department received an additional invoice from JeffCom for annual
maintenance fees related to the software program, Tyler New World. JeffCom has
interlocal agreements with the City, Jefferson County, and PenCom to jointly fund
this operation. This additional invoice is theresult of billing errors on the part of the
vendor and it took longer than expected to resolve.
Human Resources Professional Services – Public Safety Testing line item was
entered as $336 in the 2026 budget when it should have been $3,336. Each
required polygraph for an incoming officer is $420 so an increase is needed to fund
required onboarding tests.
Unemployment Insurance Claims. The City is self-insured for unemployment,
meaning it reimburses Employment Security directly for all unemployment claims.
Historical claim activity is used to project and budget for anticipated costs;
however, budget authority may need to be adjusted if claims exceed initial
estimates. Based on current expectations, several unemployment claims are
anticipated in 2026. Accordingly, staff is requesting additional budget authority to
ensure adequate funding is available to cover these anticipated costs.
1% Arts Fund (160):
Expenditure authority for the awarded Port Townsend Skatepark Mural project,
which is supported by a Creative District grant, the City’s Municipal Arts Fund (1%
for Art), and donations is requested.
Community Services (199):
A Washington State Department of Labor & Industries elevator inspector identified
the need for hydraulic safety inspections for both City Hall elevators. These
inspections are required every five years and were not anticipated during
development of the 2026 budget.
The City Hall fire alarm sprinkler system is required by code to undergo a wet and
dry inspection.
The City entered into a contract with ARCArchitects to establish building
valuations and lifecycle cost estimates for City-owned facilities, in support of the
Facilities Equipment Rental and Revolving (ERR) fund methodology. ARC
previously performed this work for a portion of City structures several years ago;
the remaining work was completed in 2026.
Facilities’ budget included a Parks, Recreation, and Open Space Plan professional
services contract with SCJ Alliancethat wasapproved in 2025. However, SCJ
submitted their invoices in 2026, so the unspent 2025 budget is being carried into
2026.
Pool Repair carryforward for 2025 repair that was billed in 2026.
The Arts Division had Sound Check and Newspaper-related items budgeted in
2025 that were expended in the 2026 budget. This supplement carries forward the
previous council approved expenditure authority into 2026.
Public Works (305,411,412,415,417,500):
Lawrence Street UAP Project $467,803 - additional Water funding is requested
for water-related work added to the capital project. As part of the street and
sidewalk improvements, water meters and related infrastructure will need to be
relocated. The project will also replace main valves and upgrade outdated
service lines to current standards.
Street Sweeper $450,000 - budgeted in 2025 and ordered in May 2025. The
delivery is anticipated in December 2026; therefore, carry forward budget
authority is requested.
Seton Mill Road Project $245,812 - Carryforward budget authority is requested
as the project was budgeted in 2025; however, the invoice was not paid until
February 2026, so the related expenditure authority needs to be carried forward
into 2026.
Transportation Benefit District Funding for 2026 Chipseal (with County) -
replaces $200,000 of Transportation Benefit District funding with REET for
$268,000. Increase due to increase in material costs (Oil and Rock).
Security cameras at the City Shops - split between the divisions that have offices
and store equipment at the shops. This includes Streets, Storm, WWC, Water,
and Fleet.
Information Technology (IT) Operating (520):
State and Local Cybersecurity Grant. IT received this grant from the Washington
Military Department (Federal Emergency Management Agency funded the state
pass through entity) to assist the City with managing and reducing systemic cyber
risk. This grant will allow the City to update firewall hardware and provide a critical
link in maintaining connectivity for the City.
Additional updates in the 2026 First Budget Supplement:
An annual review and update of the City’s Cost Allocation Plan and Equipment Rental
and Revolving (ERR) Fund methodology should be conducted to ensure the continued
accuracy and appropriateness of the underlying assumptions and allocation methods. We
have attached our updated methodology for review.
General Fund Overhead Cost Allocation
The General Fund cost allocation plan methodology was updated to better align overhead
charges with the level of benefit received by each fund and department. Since 2023 when
the last allocation plan was developed,there have been many changes instaffing,
organizational structure, and support responsibilities. The changes to allocation drivers
are intended to improve fairness, consistency, and transparency in how General Fund
administrative and support costs are allocated.
Information Technology (IT) Equipment Rental & Revolving(ERR)Plan
The IT ERR plan was updated with a new methodology to more equitably distribute
costs across benefiting funds. The previous plan allocated operating costs based on
department headcount while the new plan uses a combination of weighted device units
and storage usage to better align charges with the level of ITeffort and resourcesused
by each fund. This updated planis intended to improve fairness and consistency in how
IT operatesand replacement costs are allocated.
Capital Carryforwards
Since the 2026 budget was developed before final 2025 actuals were available, the
original carryforward amounts included in the budget were based on estimates. With
actualexpenditures now available, the budget can now be updated to reflect the true
carryforward amounts for active projects, ensuring the same total expense budget
authority remains availablein the current budgetto complete the projects as originally
authorized.
City of Port Townsend Grants:
ATTACHMENTS:
1.Ordinance3364
2.City of Port Townsend 2026Supplemental #1Detail
3.Attachment A: 2026 General Fund Cost Allocation Plan
4.Attachment B: 2026 IT ER&R Plan and Cost Allocation Methodology
CITY COUNCIL COMMITTEE RECOMMENDATION:At the April13, 2026meeting, the
Finance and Budget Committee recommended forwarding the Supplemental Budget #1
request to City Council.
RECOMMENDED ACTION:
Move to approve the first reading of Ordinance 3364 Adopting 2026 Supplemental
Budget Appropriations.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
Ordinance 3364
Page 1 of 2
ORDINANCE NO. 3364
AN ORDINANCE OF THE CITY OF PORT TOWNSEND, WASHINGTON,
ADOPTING 2026 SUPPLEMENTAL BUDGET APPROPRIATIONS
WHEREAS, the City Council adopted the 2026 Budget under Ordinance 3359 on
November 17, 2025 and was set forth in the document entitled “City of Port Townsend 2026
Budget”; and
WHEREAS, new or unforeseen projects and costs were not identified at the time of the
2026 Budget adoption; and
WHEREAS, for some capital projects, funds appropriated in 2025 were not spent due to
project delays or project changes; and,
WHEREAS, staff recommends appropriating funds for the new and unforeseen projects
and costs as identified for 2026; and
WHEREAS, the City Council reviewed the supplemental budget on April 20, 2026 and
considered the matter further on May 4, 2026;
NOW, THEREFORE, the City Council of the City of Port Townsend, Washington, do
ordain as follows:
Section 1. 2026 Supplemental #1 Budget Adopted. The supplemental budget for the
City of Port Townsend, Washington, for the fiscal year 2026, is adopted as set forth in the
document entitled “City of Port Townsend Budget 2026 Supplemental #1 Detail”, making revenue
and expenditure revisions.
Section 2. Severability. The provisions of this ordinance are declared to be separate and
severable. The invalidity of any clause, sentence, paragraph, subdivision, line item, section,
portion of this ordinance or its attachments,or the invalidity of the application to any person or
circumstance shall not affect the validity of the remainder of the ordinance or the validity of its
application to other persons or circumstances.
Section 3. Effective Date. 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 regularbusiness meeting thereof, held this __thday
of May 2026.
\[SIGNATURES ON FOLLOWING PAGE\]
Ordinance 3364
Page 2 of 2
___________________________________
Amy Howard
Mayor
Attest:
_____________________________
Alyssa Rodrigues
City Clerk
Reason
JeffCom contract - contract updateCorrecting 2026 Budget EntryIncrease for Unemployment Fund
137,766 New estimate for 2026 unemployment disburesements
100,000 Increase for New San Juan EstimateIncrease for MaterialsIncrease spending authority for newly awarded grant 1XCarryforwardCarryforwardInstall security camera's at the
City Shops - split between divisions 237,615 TBD Match for Chipseal 2026Switched
Funding Source From TBD to REETCapital Authorized after Budget: AB25-119Carryforward
108,949 REET Contribution for 2026 Chipseal (With County) 1X
268,000 Part of Grant Match for Skatepark Mural 13,800 City Hall
Elevator required Hydraulic Inspection.Carryforward - Cotton Building vandalism window replacementCarryforwardCarryforwardSCS PROS Plan Update - 2025 Carry ForwardPool RepairsSound
Check/Prof Svcs - 2025 Carry ForwardExpenditure authrority for WA Art Grant 1XExpenditure authrority for WA Art Grant 1X
105,084 Capital Authorized after Budget: AB25-119Aligns 2026 budget to Capital timing; no change to Capital budgetCapital Authorized
after Budget: AB25-119Capital Authorized after Budget: AB25-119 409,599
TBD
REET
TBD & REET
Fund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund Balance
Fund BalanceFund Balance
Fund Balance Fund Balance
Funding Source
TBD & Grant FundsTBD & Grant Funds
TBD & Grant Funds
General Fund Transfer
Existing Capital Funding
Comm Svcs Fund BalanceComm Svcs Fund Balance
Allocated Budget IncreaseAllocated Budget Increase WCIA Risk Reduction Grant Allocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated
Budget IncreaseAllocated Budget Increase
General Fund Fund BalanceGeneral Fund Fund Balance
General Fund Fund Balance
General Fund Fund Balance
Grant & 1% Arts fund MatchGrant & 1% Arts fund Match
-
8,115 4,500 2,000 8,115 8,000 7,900 5,700 5,000 6,889 5,000
44,936 20,000 13,800 13,800 12,000 17,795 11,800 30,000 10,000
521,227 130,000 696,163 125,000 125,000 465,000 268,000 767,615 465,000 105,834 578,949 268,000 268,000 105,084 370,894 143,705 529,599
Total
Supplemental #1 New Budget
3,000 8,115 4,500 2,000 8,115 8,000 7,900 5,700 5,000 6,889 5,000
34,766 68,000 20,000 13,800 12,000 17,795 11,800 30,000 23,70510,000
137,766 100,000 135,000 237,615 195,000 105,834 108,949 268,000 105,084 370,894 409,599
(200,000)
Increase Request
Supplemental #1
100,000 100,000 268,000
13,800
- - - - - - - - - - - - - - - - - - - - - --
41,936 30,000 25,000 25,000
486,461 558,397 330,000 200,000 530,000 270,000 200,000 470,000 120,000 120,000
Item Budget
Adopted 2026
Account Description
Professional ServicesProf Svs-Public Safety TestingOperating Transfer OutUnemployment DisbursementsRoad/Streets MaintenanceRoad/Streets MaintenanceRoad/Streets MaintenanceRoad/Streets
MaintenanceRoad/Streets MaintenanceMachinery & EquipmentOperating Transfer OutOperating Transfer OutOperating Transfer OutOperating Transfer OutTransfer-Out REET2 -Street CIPOperating
Transfer OutProfessional Service-ElevatorRepairs & MaintenanceRepairs & MaintenanceProfessional ServicesProfessional ServicesRepairs & MaintenanceProfessional ServicesArt Grants - SuppliesArt
Grants - Professional ServOther Improvements-SidewalksProfessional ServicesEngineering Interfund ServicesProfessional Services
Item Description
City of Port Townsend 2026 Supplemental #1 Detail
General Fund - Supplemental Appropriations Interlocal Agreement - JeffComPublic Safety Testing - new officersIncrease transfer amount to the Unemployment Fund Total General Fund Supplemental
AppropriationsUnemployment Self-Insurance Fund - Supplemental Appropriations Increase in Unemployment disbursements Total Unemployment Self-Insurance Fund Supplemental Appropriations
Street Operating Fund - Supplemental Appropriations 2026 Street Repair (Incl. hot spot)2026 Chip Seal (Partner with County Crews)WCIA Grant for Washington StRadar Trailer, carry fwd
from 20252025 carry over striping retainageCameras at City Shops Total Street Operating Fund Supplemental Appropriations Transportation Benefit District Fund (TBD) - Supplemental Appropriations
TBD Funding for 2026 Street Repair (Incl. hot spot)TBD Funding for 2026 Chipseal (With County)TBD Funding for Grant funded Capital Chipseal PM 1086-0TBD Funding for Radar Trailer,
carry fwd from 2025 Total Transportation Benefit District Fund Supplemental Appropriations REET - Supplemental Appropriations REET Funding for 2026 Street Repair Hot Spot Total REET
Supplemental Appropriations 1% Arts Fund - Supplemental Appropriations Municipal Arts Fund Match for the Skatepark Mural Total 1% Arts Fund Supplemental Appropriations Community Service
Funds - Supplemental Appropriations TK Elevator RepairsGroves Window Replacement at Cotton BuildingCity Hall 5 Year Wet/Dry InspectionARC Architects - ERR Rate ModelSCJ PROS Plan Update
- 2025Pool RepairsCarryforward Arts Professional Service BudgetSkatepark Mural Art Grant -SuppliesSkatepark Mural Art Grant -Professional Services Total Community Service Funds Supplemental
AppropriationsStreet Capital Fund - Supplemental Appropriations 2026 Chipseal PM 1086-0 ConstructionSR20 Bike-Ped Bishop PM 1075-0 Design2026 Chipseal PM 1086-0 Staff Time2026 Chipseal
PM 1086-0 Design Total Streets Capital Fund Supplemental Appropriations
Increase for New Water Infrastructure Capital WorkAligns 2026 budget to Capital timing; no change to Capital budget
563,803 Jefferson County Community Development Bill
58,154 Carryforward 45,000 Increase for Additional
Work Per AB26-031Repair needed for damaged lift station pumpReplacement needed for Control system backup power
79,000 Increase for Emergency Repairs
100,000 Increase in storm eligible work from 30% Design Budget
254,540 Aligns 2026 budget to Capital timing; no change to Capital budget
90,282 OGWS Transfer for increase in Emergency Repairs 100,000
2,000 Carryforward
450,000 Increase for Cybersecruity Grant Program 1X Increase for Cybersecruity Grant Program - Prof Svcs 1X
62,500
Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance Fund Balance
Fund Balance Fund Balance
Grant Funded Grant Funded
Existing Capital Funding
Allocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated Budget IncreaseAllocated
Budget IncreaseAllocated Budget IncreaseAllocated Budget Increase
Allocated Budget Increase
2,000 2,000 2,000 7,500
65,000 65,000 40,000 24,000 13,000 79,000 90,282 90,282 82,000 82,000 55,000 62,500
467,803 158,367 158,367 160,000 160,000 483,540 485,540 160,000 160,000 450,000 450,000
1,723,000 2,192,803
2,000
58,15445,00079,000 90,282 90,28262,500
563,803 100,000 254,540 100,000 100,000 450,000
467,803 100,000 252,540 450,000
2,000 2,000 2,000 2,000
7,500
94,000 58,154 45,000 40,000
24,000 13,000 55,000
- - - - - - -- - -- -- - -
20,000 20,000 60,000 60,000 60,000 60,000 80,000 80,000
100,213 100,213 231,000 231,000
1,629,000 1,629,000
Operating Trfr - CIP W/SOperating Trfr - CIP W/SMachinery & EquipmentProfessional ServicesMachinery & EquipmentProfessional ServicesRepairs & MaintenanceMachinery & EquipmentMachinery
& EquipmentMiscellaneous OGWSOperating Transfer OutMachinery & EquipmentEngineering Interfund ServicesTransfer Out - OperatingMachinery & EquipmentMachinery & EquipmentMachinery & EquipmentProfessio
nal Services
City of Port Townsend 2026 Supplemental #1 Detail
Water Distributions Fund - Supplemental Appropriations Water Funding for Lawrence St Multimodal & Reconstruction PM 1080Meter Replacement Capital 6000-4Cameras at City Shops Total Water
Distributions Fund Supplemental AppropriationsWater Quality Fund - Supplemental Appropriations HDR's work on Coordinated Water Systems Plan Total Water Distributions Fund Supplemental
AppropriationsWaste Water Treatment Fund - Supplemental Appropriations Non-Potable Pump Replacement Total Waste Water Treatment Fund Supplemental AppropriationsWastewater Collection
Fund - Supplemental Appropriations Sewer Rate Model UpdateGaines st Lift Station Pump RepairControl Computer UPS Replacement (3)Cameras at City Shops Total Wastewater Collection Fund
Supplemental AppropriationsWater Fund (OGWS Operating) - Supplemental Appropriations OGWS Emergency Repairs Total Water Fund (OGWS Operating) Supplemental AppropriationsStormwater Fund
- Supplemental Appropriations Storm Funding for Lawrence St Multimodal & Reconstruction PM 1080Cameras at City Shops Total Stormwater Fund Supplemental AppropriationsWater Sewer Capital
Capital Fund - Supplemental Appropriations Lawrence St Storm & Sewer Separation PM 7102-0 Staff Time Total Water Sewer Capital Fund Supplemental AppropriationsOlympic Gravity Water
System Fund - Supplemental Appropriations OGWS Emergency Repairs Total Olympic Gravity Water System Supplemental AppropriationsFleet Operating Fund - Supplemental Appropriations Cameras
at City Shops Total Fleet Operating Fund Supplemental AppropriationsFleet Replacement Fund - Supplemental Appropriations Street sweeper, carry fwd from 2025 Total Fleet Replacement
Fund Supplemental AppropriationsIt Operating Fund - Supplemental Appropriations Cybersecurity Grant Program - EquipmentCybersecurity Grant Program - Professional Services Total IT Operating
Fund Supplemental Appropriations
Excludes internal reimbursements, cost allocations, and all interfund transfers; does includes prior-year spending carryforwardsIncludes grant match, grant-reimbursed expenditures, and
other related grant costs (No Transfers).
$60,278
$200,154$117,245
$3,248,592$1,790,827$1,326,064$6,743,159$3,571,827$1,087,348$2,484,479$3,571,827
AmountAmount
2026 Supplemental #1 Summary
Total
Description
Capital Carryforwards
Actual New Spending
IT ERR Allocation Update
Grant-related new spending
Non-grant related new spending
General Fund Cost Allocation Plan Update
Capital Funding Carryforwards (Transfers)
Total Expenditure Increase (Including Transfers)
Regular Supplemental Items (Including Transfers)
Public Works Administration Overhead Allocation Update
City of Port Townsend 2026 Supplemental #1 Detail
Actual New Spending Grant Related vs Non Grant Related
245,812 340,862 487,047 227,320 448,649 191,636 236,852 833,982 538,249 299,910 402,406 172,239 175,555 108,682 324,500 100,000 607,443 140,069 348,305 415,344 164,418
2,129,804 1,088,952 1,327,596 1,180,191 1,493,715
14,029,537
New Budget Total
9,344 4,612
99,113 74,575 69,730 63,649 59,476 54,886 41,723 39,982 36,331 24,910 22,406 22,239 21,170 20,682 20,000 17,000 13,286 12,715 11,569 10,109
500,804 245,812 156,841 137,862
1,790,827
Caryforward Total
-
88,000 83,000
932,111 203,000 412,472 157,590 385,000 136,750 195,130 794,000 501,918 275,000 380,000 150,000 154,384 304,500 594,157 128,500 338,195 406,000 159,806
1,629,000 1,228,483 1,120,714 1,481,000
12,238,710
Adopted 2026 Budget
Capital#
PM 6000-4PM 6403-0PM 1086-0PM 7000-2PM 1000-4PM 6043-1PM 1046-0PM 7022-0PM 1038-0PM 6404-3PM 1039-0PM 7102-0PM 1077-0PM 6404-2PM 1075-0PM 0018-0PM 1072-0PM 7043-0PM 1069-0PM 1071-0PM
7024-0PM 1029-0PM 1000-1PM 7049-0PM 2000-1
City of Port Townsend
2026 Supplemental #1 Detail - Capital Capital CarryforwardsCapital Carryforward Summary Total Carryforward Summary
Meter ReplacementMill Road Streets CapitalLords Lake Pipe & DamWashington/Walker SidewalkHolcomb & Wilson SewerStreets 23 Banked CapacitySnow Creek Ranch BreakSRT - NH ConnectionsMill
Road Lift StationArterial Cohesive StrategyCathodic ProtectionHOPE SR20Lawrence St Storm & Sewer SeparationODT Fort Worden ConnectionCondition AssessmentSR20 Bike-Ped BishopPink House19th
Street Safety CapitalNew Compost Facility Building2025 Traffic Calming CapitalDiscovery Rd/Sheridan/19thInfluent WetwellSafety Action Plan (SS4A)Streets 22 Banked CapacityWashington
Street Sewer RepairParks Banked Capacity
74,367 40,000 29,443 75,000 75,000 25,000 49,910
245,812 520,341 232,060 237,614 402,406 232,650 327,000 415,344
2,035,804 1,088,952 1,338,827 1,611,215
9,056,745
New Funding Total
9,344 5,000 4,910
99,179 87,341 74,470 42,688 42,485 40,000 22,406 21,375 20,000 12,715 12,693 12,000 10,000
406,804 245,812 156,841
1,326,064
Funding Increase
- -
31,679 16,750 63,000 65,000 20,000 45,000
932,111 433,000 157,590 195,130 380,000 211,275 307,000 406,000
1,629,000 1,239,648 1,598,500
7,730,681
Adopted 2026 Budget
Source
Water FundingTBD FundingOGWS FundingSewer SDC FundingSewer FundingOGWS FundingREET FundingOGWS FundingStorm FundingOGWS FundingStorm FundingSewer FundingSewer FundingTBD FundingTBD FundingTBD
FundingSewer FundingFee in LieuREET Funding
City of Port Townsend
2026 Supplemental #1 Detail - Capital Capital CarryforwardsFunding Carryforward Summary Total Funding Increases
Meter ReplacementMill Road Streets CapitalLords Lake CapitalHolcomb & WilsonLawrence St UAPSnow Creek Ranch BreakWashington/Walker SidewalkCathodic ProtectionStreets 22 Banked CapacityCondition
AssessmentStreets 23 Banked CapacityNew Compost FacilityInfluent WetwellArterial Cohesive Strategy2025 Traffic CalmingHOPE SR20Washington Street Sewer Repair2025 Traffic CalmingODT
Fort Worden Connection
200,154
Explanation
Utility Billing Department moved to Finance (GF)Excluded from new methodologyExcluded from new methodology
Fund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund Balance
Funding Source
Budget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget ReductionBudget
Reduction
Allocated Budget Increase
- - -
892
9,838 6,530 3,304 9,943
66,305 10,170 54,142 81,157 67,744 50,441 56,896 56,511 27,478
130,979 326,424 113,324 265,654 209,127 158,926 110,594
1,816,376
Direction
Budget Total
Supplemental #1 New
$0$0
892
$892
9,838 6,530 3,304 9,943 3,883
$9,838$6,530$3,304$9,943
(7,448) (5,756) (1,374)
54,142 18,660 86,651
$66,305$10,170$56,511$27,478
(12,983) (75,344) (78,758) (67,797) (65,096) (40,611) (12,794) (13,134) (24,578)
143,336 143,266 125,385 200,154
$130,979$203,042$439,748$372,991$209,127$158,926$110,594
$1,816,376
Increase Request
Supplemental #1
New Budget Total
- - - - - -
$892
1,374
$9,838$6,530$3,304$9,943$3,883
79,288 17,618 65,096 63,235 38,236 13,134 83,742 62,267 52,056 72,275 -$7,448-$5,756-$1,374
$37,629$86,651
206,323 159,915 135,541 183,088 153,935 122,388 106,711 -$12,983-$75,344-$92,414-$13,134-$24,578
$149,132$125,385$200,154
1,616,222
BudgetChange
Adopted 2026 Overhead
$0$0$0$0$0
$1,374
$79,288$17,618$83,742$13,134$62,267$52,056$72,275
$206,323$295,456$376,138$249,840$106,711
$1,616,222
Adopted Budget
Account Description
G/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H Chgs-FacilitiesG/F Admin
O/H Chgs-ParksG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F
Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H ChargesG/F Admin O/H Alloc
Fund
Item Description
City of Port Townsend 2026 Supplemental #1 Detail - General Fund Overhead
General Fund Overhead - Supplemental Appropriations Streets OperatingTransportation Benefit DistrictLibraryReal Estate Excise TaxLodging TaxAffordable HousingCommunity Services GeneralCommunity
Services FacilitiesCommunity Services ParksUtility BillingWater DistributionWater QualityWaste Water TreatmentWaste Water CollectionsBiosolidsOlympic Gravity Water SystemStorm OperationsGolf
ParkSystem Development ChargesFleet OperatingIT OperatingPublic Works AdministrationEngineeringCustodial Fund Total General Fund Overhead Supplemental Appropriations Summary: GF Cost
Allocation Budget Changes by Fund 110 Streets Operating111 Transportation Benefit District120 Library135 Real Estate Excise Tax150 LTAC Fund180 Affordable Housing199 Community Service445
Water455 Sewer412 Stormwater417 OGWS423 Golf Park495 System Development Charges510 Fleet520 IT Operating540 PW Admin555 Engineering610 CustodialTOTAL
117,245
Explanation
Higher GF overhead, IT ERR, & replacement
Fund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund Balance
Funding Source
Allocated Budget Increase
52,127 64,228 81,914 69,254 55,850 37,234
139,626 101,461 176,859
778,553
Direction
Budget Total
Supplemental #1 New
7,850 9,672 8,411 5,607
21,027 12,336 10,429 15,279 26,634
$52,127$37,234
117,245
$203,854$207,018$101,461$176,859$778,553
Increase Request
Supplemental #1
New Budget Total
$7,850$5,607
44,277 54,556 69,578 58,825 47,440 86,182 31,626
$30,699$31,176$15,279$26,634
118,599 150,226 661,308
$117,245
BudgetChange
Adopted 2026 Overhead
$44,277$86,182$31,626
$173,155$175,843$150,226$661,308
PW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H AllocPW Admin O/H Alloc
Adopted Budget
Account Description
Fund
Item Description
City of Port Townsend
2026 Supplemental #1 Detail - Public Works Admin OverheadSummary: PW Admin OH Budget Changes by Fund
Public Works Admin Overhead - Supplemental Appropriations Streets OperatingWater DistributionWater QualityWaste Water TreatmentWaster Water CollectionsBiosolidsStorm OperatingFleet OperatingEngineeri
ng Total Public Works Admin Overhead Supplemental Appropriations110 Streets Operating445 Water455 Sewer412 Stormwater510 Fleet555 EngineeringTOTAL
27,838
Explanation
Adjusted for updated IT overhead methodologyIncludes Utility Billing cost
Fund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund
BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund Balance
Funding Source
Allocated Budget Increase
-
3,433 3,433 9,976 4,233 7,143 9,003 2,450 3,433 5,227 1,716 4,974 9,830 3,888 3,043
13,106 38,716 48,757 26,836 51,021 13,663 11,128 16,152 15,902 16,051 46,532 37,473
113,801
520,919
Budget Total
Supplemental #1 New
(482)
9,976 4,233 3,433 5,227 1,716 1,780 4,974 3,888 2,548 3,651
(2,239) (7,870) (7,070) (5,046) (4,371) (4,707) (2,779) (4,292)
13,106 26,836 44,651 29,649 30,168
27,838
(32,173) (54,138) (20,737) (12,093)
Request
Supplemental #1 Increase
- - - - - - - - -
495
5,672 9,485 4,707
35,606 15,013 45,786 53,803 69,150 56,588 21,372 18,034 31,865 28,245 14,122 18,830 14,122 16,364 33,822
493,081
Adopted 2026 ERR Budget
Account Description
ERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR
- IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR -
IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT Equip MaintERR - IT
Equip Maint
Item Description
City of Port Townsend 2026 Supplemental #1 Detail - Information Technology ERR
Information Technology Overhead Allocation - Supplemental Appropriations General FundCouncilCity ManagerAttorneyCommunicationsHuman ResourcesPlanningFinancePolice OperatingPolice AdminClerk
DeptStreets OperatingLibraryLodging Tax Community Serv GeneralCommunity Serv FacilitiesCommunity Serv ParkCommunity Serv ArtsUtility Billing (Finance)Water DistributionWater QualityWaste
Water TreatmentWaste Water CollectionBiosolids DepartmentStorm OperatingFleet OperatingPublic Works AdministrationEngineering Department Total Information Technology Overhead Allocation
Supplemental Appropriations
32,440
Direction
Explanation
Adjusted per review of IT inventoryIncludes Utility Billing cost
$3,722$4,014$3,178$8,754
-$8,522-$1,154
$62,093$29,791$30,594$60,278
-$55,561-$16,631
Fund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund
BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund BalanceFund Balance Total Change
Funding Source
Allocated Budget Increase
- -
383 383 431 380 290 289 290 838 497 623 631
$142$290$943$126$631$425
3,604 3,762 9,128 3,394 7,528 2,370 2,661 3,472 2,091 1,255 1,988 8,302
$1,534$1,790$5,103
23,407
77,995 -$1,422
$22,878$32,440
Budget Total
Replacement Change
Supplemental #1 New
$0$0
804 383 142 290 289 674 281 290 641 126 631 425
$497
(739) (447) (230) (696) (439) (422) (953)
5,571 3,394 2,212 1,255 5,103
$1,802$7,386$4,076$2,520$2,900$1,563$3,199
(1,422)
15,279
32,440
$21,173
$45,116
Request
Supplemental #1 Increase
Replacement Adopted Budget
- - - - - - -
739 830 439 497
2,800 3,992 3,557 8,128 1,127 1,802 7,386 1,696 2,380 1,260 1,260 1,450 1,450 1,563 3,199
$3,433$3,888$2,548$3,651
45,555 -$2,098
$39,215$29,649$30,168$27,838
-$54,138-$18,165-$10,312
OH Change
Adopted 2026 ERR Budget
$0$0
$495
$56,588$21,372$49,899$45,015$35,011$16,364$33,822
$234,515
$493,081
OH Adopted Budget
Account Description
ERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR
- IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR
- IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR
- IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip ReplacementERR - IT Equip Replacement
Fund
Item Description
City of Port Townsend 2026 Supplemental #1 Detail - Information Technology ERR
Information Technology Replacement - Supplemental Appropriations General FundCity ManageAttorneyHuman ResourcesPlanningFinancePolice OperatingPolice AdminClerk DeptStreets OperatingLibraryLodging
Tax Community Serv GeneralCommunity Serv FacilitiesCommunity Serv ParkCommunity Serv ArtsUtility Billing (Finance)Water DistributionWater QualityWaste Water TreatmentWaste Water CollectionBiosolids
DepartmentStorm OperatingFleet OperatingPublic Works AdministrationEngineering Department Total Information Technology Replacement Supplemental Appropriations Summary: IT ERR Budget
Changes by Fund 010 General Fund110 Streets Operating120 Library150 LTAC Fund199 Community Service445 Water455 Sewer412 Stormwater510 Fleet540 PW Admin555 EngineeringTOTAL
'¤¤± « &´£ #®²³ !««®¢ ³¨® 0«
ΑΏΑΕ %£¨³¨®
-¤³§®£®«®¦¸Ǿ !««®¢ ³¨® $±¨µ¤±²Ǿ £ !£¬¨¨²³± ³¨µ¤ 3´¯¯®±³ #®²³ 2¤¢®µ¤±¸
1. Purpose
The purpose of this General Fund Cost Allocation Plan is to document a consistent and
equitable cost recovery methodology for the administrative and support costs within the
General Fund This Plan is intended to:
• Make sure shared support costs are distributed to the funds/departments that
-
• Use fair and of the cost”
•
• Cost Pool: The total direct cost associated with an administrative or support
• Direct Cost: Expenses included in a cost pool that are necessary to provide the
•Allocation Driver: A measurable factor used to distribute a cost pool to funds or
• : A fund or department that receives a measurable
•: Full-
3. Scope
001 and
3.001
T
cost pool orretained in the General Fund
• 011 -
• 012 -
• 013 - City Attorney
• 014 - Communications Dept
• 015 -
•022 -Planning & Community Development
o Permit Techs
• 041 -
o
o
o General
o
o
o Payroll
• 051 - Police Admin
• 054 - Police Operations
• 060 - Police Training
• 080 - City Clerk
• 093 - Contracts
• 155 -
• 200 - Fund Equity
General Fund-supported cost pools that are not d-related
3.00
r direct
Funds with no FTEs and little or no ongoing operating activity may be excluded from certain
F-through ledgers
rather than as active operating funds are excluded
tive
operating funds and do not meaningfully consume support services
Another example is the Unemployment fund which exists primarily to receive transfers and
pay unemployment-
General Fund
They do not directly bear overhead as standalone funds because they do not independently
capital
overhead directly to capital funds would often require additional transfers solely to cover
without changing which operating
included in
This approach is intended to ensure that overhead is allocated to active operating areas
that actually use the
3.01
•-
•
• Mayor & Council costs will be allocated using a hybrid driver: 80%
qual-
3.
•
sall funds and
•
• City Manager costs will be allocated using a hybrid approach that
-
o 30% - General governance / interagency work (retained in the General Fund):
and intergovernmental coordi
-
o 20% - Council-facing workload: Allocated based on agenda bill count by
-facing
o 50% -
o Allocation percentages are reviewed annually and updated during the budget
()
No allocation is applied for this cost pool in the 2026 Plan
No allocation is applied for this cost pool in the 2026 Plan
•
levels
and employee relations)
•
• will be allocated
3-
•
•
Accounts Payable
• Allocate AP costs based on
• Certain pass-
similar non-
-ledger
funds and do not represent departments or programs that directly consume AP
allocation by assigning AP costs to funds that primarily serve as pass-throughs
• -ledger
capital fund invoic
non- and
invoice activity will be assigned to due to Engineering managing the
ing the appropriate funding source (due to
engineering being an internal service fund)
the department or fund ultimately pa
o
and
will be assigned to
fund
-
• Payroll services support all departments and scale with the number of
employees in departments
•
•Payroll costs will be allocated
-
•
• any
•
• Workl
o 40
o 40% Sewer
o 20% Stormwater
• calculated
from water usage and should therefore share in the cost of the metered-billing
the budget process
•
-
-related duties (including
-
-solving handled by the Finance
-
-related management time
- PELs
UB
•
•
those positions software) when
• -based
•
o -
consistently tied to a cashiering transaction)
o - non-
o (count-based allocation across funds
represented in cashiering activity)
o grant-related
-
•-facing and heavily driven by cashiering
and payment--count allocation for a substantial
portion of costs is equitable and auditable because it aligns costs with measurable
ing funds (utilities and other
includes non-transactional support (website/communications and general
-related assistance thatcannot be consistently captured
through transaction counts
overcharging funds for work that is not transaction-
communications work is predominantly General Fund--person
public questions related to engineering and capita
-
•
•
(this may include records-related storage costs)
• Allocate records costs based on public records request count by
Multi-department requests: Each request will be
to the primary department unless multiple de
• Some requests cannot be
allocated as a shared citywide portion and spread equally across
funds/departments Funds with no employees will be
excluded from equal-share allocation
-
•
•
-wide supplies and support costs) that are not
captured in other Financ
•
share of budgeted operating expenditures for funds/departments with FTEs (“budget
• : n base because
capital budgets can include multi-
activity or reporting budgeting
and reporting is handled separately through the P
Accounting position
during the budget process
3.080
• City Clerk services support the organization by managing legislative
•
• Allocate City Clerk costs based on
o 50% GF non-recoverablefor committees & Advisory boards
o 50% ag
count will be converted to a percentage of total City count and used to assign
3.
• IStop-
•
•
•
• -facing exposure
•
•
Fund Description
010 General 1
110 Streets Operating 4
120 1
150 1
199 Community Serv 2
411 3
412 Storm Utility 3
510 Fleet Operating 1
520 IT Operating 1
540 1
555 Engineering 1
3.091
•
owned/leased vehicles and short-term rentals from physical damage losses
• Auto physical damage premiums/assessments and directly related
•
The value of shared vehicles (available
for use by multiple departments) will be included and spread across funds with
3.092
No allocation is applied for this cost pool in the 2026 Plan
3.093
No allocation is applied for this cost pool in the 2026 Plan
3.094
No allocation is applied for this cost pool in the 2026 Plan
driver is data-her measurable
recent complete driver data available dur
made after year-
in the original allocation
monthly
• City Manager/Finance Director: Approves the annual Plan update and allocation results
through the budget process
4.3
and calculation
Isaac Johnson
Finance Department | City of Port Townsend
Supplement #1 OverviewCapital Carryforwards & FundingGeneral Fund Cost Allocation UpdateIT ER&R UpdatePW Admin OverheadGrant FundingSupplement #1 Summary
1
7
5
23
46
SUPPLEMENT 1 | OVERVIEW Agenda
time expenses or authority for new spending
-
Capital and operating carryforwardsGrant and project adjustmentsItems missed during budget adoptionOne
SUPPLEMENT 1 TYPICALLY COVERS
-
end,
-
end actuals.
-
What is a Carryforward?A carryforward brings budget authority from prioryear planned work (not yet completed) into the current year's budget.Because the budget is adopted before yearestimated
totals are used. Carryforwards reconcile those estimates against yearŷĻ ğķƚƦƷĻķ ĬǒķŭĻƷ ğƌƩĻğķǤ źƓĭƌǒķĻƭ źƷĻƒƭ ƷŷğƷ ǞĻƩĻ ƓƚƷ ĻǣƦĻĭƷĻķ Ʒƚ ĬĻ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЎ͵
SUPPLEMENT 1 | OVERVIEW Supplement #1 Overview
$5,000
$99,179$61,375$47,598
$280,505
$406,804$296,202$129,400
$1,326,064
Funding carried forward(transfers only)
TBD Funding
Water FundingOGWS FundingSewer FundingSewer SDC FundingStorm FundingREET FundingFee in Lieu Total
54
7
487,71270,63$25,782
$760,884$$$245,812
1,790,82
$
end. Both the authority to spend AND the funding to support it must be carried forward (the
-
Spending carried forward Water CapitalStreets CapitalSewer CapitalStreets OperatingGeneral Capital Total
SUPPLEMENT 1 | CAPITAL CARRYFORWARDS Capital Carryforwards & Funding Most capital projects span multiple years. Supplement 1 adjusts for timing and carries forward budget authority
for work not completed by yeartransfers).
Public Works
Engineering
UTILITIES
GENERAL FUND
Shared Services
Accounts Payable · HR · Payroll · Mgr
LIBRARY
Main Idea: More Benefit = More Share of the Cost
STREETS
SUPPLEMENT 1 | COST ALLOCATION PLAN What is a Cost Allocation Plan?Departments inside the General Fund (Accounts Payable, HR, Payroll, City Manager) provide services that benefit
the they are then a cost allocation plan must be in place to distribute those shared costs fairly.
and the
and allocates only
excluding capital, replacement,
-
avoids unnecessary transfers
house
-
through funds that act as accounting systems and
-
Plan hasn't kept pace Methodology review is every ~5 years. Drivers are updated every year during budget. 2024 drivers are outdatedWater/Sewer fund split adds more to update.What's posted
has drifted Journal entries have diverged from the original methodology as fund participation changed over time.Built in The new plan to operating funds with FTEs and pass
1
23
WHAT'S DRIVING THE UPDATE
since changed.
ĭƚƭƷ ğƌƌƚĭğƷźƚƓ ƒĻƷŷƚķƚƌƚŭǤ͵
THE PREVIOUS PLAN
Outsourced to CPA Inc. using 2022 data.
\[ğƭƷ ƒĻğƓźƓŭŅǒƌ ǒƦķğƷĻ Ʒƚ ƷŷĻ /źƷǤγƭ
Positions, workload, and fund structure have
2023
SUPPLEMENT 1 | COST ALLOCATION PLAN Why we're updating
based, moving to Fleet model next
-
weighted)
-
IN SCOPE FOR 2026 Mayor & CouncilCity ManagerHRFinance: AP, Payroll, UB, PELs, Records, GeneralCity ClerkLiability Insurance (riskVehicle Insurance (valueyear)PAUSED IN 2026 City AttorneyCommunicatio
ns (not in prior plan; could be included in future)Property Insurance (Moving to Facilities ER&R model)Crime InsuranceEquipment Insurance wĻƒğźƓƭ źƓ DĻƓĻƩğƌ CǒƓķ ŅƚƩ ЋЉЋЏ͵bƚƷĻ ƷŷğƷ ƓƚƷ
ĻǝĻƩǤ ĭƚƭƷ ƒǒƭƷ ĬĻ ƩĻĭƚǝĻƩĻķ͵
through funds are excluded.
-
Finance split into real functions AP, Payroll, Utility Billing, PELs, Records, and General each have their own cost pool and driver. Previously: only AP, Payroll, and General.Drivers
that match the work Invoice count drives AP. Transactions drive PELs. Metered workload drives Utility Billing.Hybrid drivers when appropriate City Mgr: 30% governance / 20% agenda bills
/ 50% FTEs. Mayor & Council: 80% agenda bills / 20% equal share.Cleaner exclusions Replacement, capital, and pass
SUPPLEMENT 1 | COST ALLOCATION PLAN What's changing for 2026 METHODOLOGY HIGHLIGHTS
up is
-
'30
end true
-
'29
'28
ЋЉЋВ ƷŷĻƓ ƩĻƦƌğĭĻ źƓ ЋЉЌЉ
Ώ
'27
'26
2. FUND PLANNED REPLACEMENTS Build reserves over an asset's useful life so funding is in place before replacement.EXAMPLE/ƚƓƷƩźĬǒƷĻ ǤĻğƩƌǤ ЋЉЋЏ Reserves stay in the replacement fund
and a yearnot performed.
Weighted device units (laptops, servers, phones)Measured department storage (SharePoint, NAS, GIS)
1. RECOVER IT OPERATING COSTS Pay for the staff, security, licenses, and infrastructure that keep the City running.DRIVERS 75%25%
SUPPLEMENT 1 | IT ER&R PLAN What is an IT ER&R Plan?Equipment Revolving & Replacement (ER&R)A plan for two things: (1) recovering the City's ongoing IT operating costs from the funds
that benefit, and (2) saving money each year for device and infrastructure replacement.
house
-
More devices, servers, and data create more IT work. Employees do not consume IT equally.Storage wasn't considered SharePoint, Laserfiche, GIS, and NAS storage require security, backups,
and permissions. The old allocation ignored this entirely.Built in We had the data to better recover the cost already. Finance and IT jointly maintain the new plan using device data,
storage data, and payroll distribution.
1
23
WHY IT NEEDED AN UPDATE
person department with
-
GIS data.
EXAMPLE
ķźƩĻĭƷ ƭƚŅƷǞğƩĻ ĭƚƭƷƭ͵
THE PREVIOUS METHOD
person department with 5 laptops paid
-
L ĭƚƭƷ ƭƦƌźƷ ĬǤ ķĻƦğƩƷƒĻƓƷ ŷĻğķĭƚǒƓƷ њ
the same as a 10
10 laptops, 4 phones, 3 servers, and heavy
A 10
HEADCOUNT
SUPPLEMENT 1 | IT ER&R PLAN Why we're updating
related storage
-
access devices
-
dept SharePoint sites
-
managed storage
-
IN SCOPE FOR 2026 Devices & infrastructure Desktops, laptops, tablets, phones, thin clients, servers, firewalls, switches, access points City SharePoint, Laserfiche, NAS, Archiver, GIS
KEY DISTINCTIONSLibrary public not citywide shared) Multi Replacement contributions future replacements
driver allocation
-
funding is ready in advance.
impact devices carry more weight.
-
-
Two 75% weighted device units + 25% measured department storage.Weights reflect real IT effort Firewall 5.0, Server 4.0, Laptop 2.5, PC 1.0, iPhone 0.25. Complex, high Planned replacement
funding Annual contributions build reserves before the planned replacement year Cleaner classification Assigned devices follow payroll splits. Department devices are 100% that fund.
Citywide Shared devices and infrastructure are allocated to all participating funds at the same driver rate.
SUPPLEMENT 1 | IT ER&R PLAN What's changing for 2026 METHODOLOGY HIGHLIGHTS
Direction
60,278
$3,722$8,522$1,154$4,014$3,178$8,754
--
$
$62,093$55,561$29,791$16,631$30,594
--
278
Total Change
60,
440
$142$290$943$126$631$425
32,
$1,422$1,534$1,790$5,103
-
$
$22,878
TOTAL+ $
Replacement Change
$0$0
$497
$1,802$7,386$4,076$2,520$2,900$1,563$3,199
$21,173$45,116
Replacement
440
$3,433$2,098$3,888$2,548$3,651
-
$27,838
$39,215$54,138$29,649$18,165$10,312$30,168
---
32,
OH Change
REPLACEMENT+ $
$0$0
$495
$56,588$21,372$49,899$45,015$35,011$16,364$33,822
$234,515$493,081
Adopted Budget
Supplement #1 impact
OH
-
Fund
OPERATING+ $27,838
SUPPLEMENT 1 | IT ER&R PLAN IT ER&R Summary: IT ERR Budget Changes by Fund 010 General Fund110 Streets Operating120 Library150 LTAC Fund199 Community Service445 Water455 Sewer412
Stormwater510 Fleet540 PW Admin555 EngineeringTOTAL
3
778,55
NEW TOTAL$
From updated GF cost allocation planFrom updated IT cost allocation planNew replacement reserve contribution
5
651
,
6
7,24
+ $425
8
11
+ $+ $30,168
245
+ $
,
7
ƚǝĻƩ ƷŷĻ ƚƩźŭźƓğƌ ЋЉЋЏ ĬǒķŭĻƷ
11
і
А
ЊА͵
њ
INCREASE+ $
Equipment Maint.Replacement
--
GF Admin O/H chargesIT ER&R IT ER&R Total allocation adjustments
ORIGINAL BUDGET$661,308
SUPPLEMENT 1 | PW ADMIN OVERHEAD PW Admin Overhead Increase PW Admin overhead is allocated by FTE. Higher GF overhead and IT costs affect PW Admin, which then causes an increase
to the contributing funds.INCREASE BREAKDOWN
_ _
________________________
1
0
4,749
62,50030,00020,000
280,060
6,171,07
3,100,001,500,0001,173,762
Amount
eplacement
R
Park
ree
T
idewalk/
S
Chezemoka
Library to Tyler Library to Tyler
--
Project Lawrence St Outfall Lawrence St Sheridan Chipseal Security Updates Skatepark Mural Washington St. Accessible Play
Granting Agency Dept of Ecology Dept. of Ecology Public Works Board WA Transportation Imp. Board State & Local Cybersecurity Prog. ArtsWA WCIA Risk Reduction WA Emp Security Office Total
New Grants
SUPPLEMENT 1 | NEW GRANTS Grant Funding bĻǞ ŭƩğƓƷƭ ƩĻĭĻźǝĻķ ƭźƓĭĻ ĬǒķŭĻƷ ğķƚƦƷźƚƓ
grant $2,484,479
-
Non
Other new spending $1,246,670
ACTUAL NEW SPENDING$3,571,827 9ǣĭƌǒķĻƭ ƷƩğƓƭŅĻƩƭ ε ĭƚƭƷ ğƌƌƚĭğƷźƚƓƭ
159
,
43
6,7
related $1,087,348
-
TOTAL EXPENDITURE INCREASE$LƓĭƌǒķźƓŭ źƓƷĻƩƓğƌ ƷƩğƓƭŅĻƩƭ ε ĭƚƭƷ ğƌƌƚĭğƷźƚƓƭ
SUPPLEMENT 1 | SUMMARY Supplement #1 Summary The total expenditure increase is larger than actual new spending. The headline number includes internal transfers and cost allocations
that reshuffle money between funds rather than add new obligations.ACTUAL NEW SPENDING BREAKDOWN By source Grant By type From carryforwards $2,325,157
Agenda Bill AB26-051
Meeting Date: May 4, 2026
Agenda Item: IX.C
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Jodi Adams and Steve King Date Submitted: April 29, 2026
Department: Finance and Public Works Contact Phone: 360-379-4403
SUBJECT: Authorization to begin debt issuance preparation and consultant selection
for anticipated utility financing.
CATEGORY: BUDGET IMPACT:
Consent Resolution Expenditure Amount:
Staff Report OrdinanceIncluded in Budget? Yes No
Contract Approval Other:
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities
Cost Allocation Fund: 445 and 455 Water and Sewer Funds
SUMMARY STATEMENT:
The City anticipates future capital financing needs and, to ensure continuity and
efficiency in debt issuance, staff recommend initiating a competitive selection process
for professional services.
Deferred maintenance and required upgrades have created the need for significant
sewer and stormwater capital improvements. To fund these projects, long-term
financing is anticipated(bond), which will require issuance of utility debt. Because
municipal debt issuance involves specialized legal and financial expertise, staff are
requesting Council authorization to begin the necessary preparatory work.
Approval of this action authorizes staff to begin the professional consultant selection,
financing analysis, and preliminary structuring necessary to return to Council with a
future ordinance authorizing issuance of utility revenue bonds.
ANTICIPATED FINANCING
Current estimates show a Utility Revenue Bond in the aggregate principal amount of not
to exceed $11,000,000 with approximately $9,000,000 allocated to sewer capital
improvements and $2,000,000 allocated to stormwater capital improvements.
Additionally, there may be an opportunity to refinance existing debt depending on
interest rates.
The proposed utility revenue bonds will be a debt obligation of the water and sewer
utility, payable from utility system revenues, and are incorporated into the City’s long-
range utility rate model. Preliminary financing assumptions include a repayment term of
20 to 30 years, with interest rates estimated in the range of 3.5% to 5% depending on
market conditions at the time of issuance, and provisions allowing for early repayment
after approximately 10 years.
Professional service costs associated with debt issuance, including bond counsel,
underwriting, financial advisory, legal, and related issuance expenses, are anticipated to
approximate one percent of the total par amount and are customarily paid from bond
proceeds at closing rather than from current operating funds.
These terms are estimates and upon consulting with the City’s Financial Advisor and
City Attorney, the City plans to send a Request for Qualifications (RFQ) to several
financial institutions, inviting them to propose financing terms for a revenue bond, to
meet the City’s capital financing needs.
In addition to evaluating new money financing, staff and the City’s financial advisor will
review whether refinancing or refunding certain outstanding City debt obligations could
provide future debt service savings if market conditions are favorable.
.
All financing assumptions presented are preliminary and subject to change based on
market conditions, project needs, and professional analysis conducted during the
financing process.
NEXT STEPS
1. Staff will prepare and issue a Request for Qualifications for bond counsel and
underwriting services.
2. A selection committee consisting of Finance, Public Works, and the City Attorney
will review responses and recommend consultant selection.
3. Selected consultants will assist the City in preparing financing schedules, legal
documents, disclosure materials, and preliminary debt structuring.
4. Staff will return to Council at a future meeting with a proposed ordinance
authorizing issuance of debt.
USE OF PROCEEDS
Construction and improvement of utility infrastructure
Engineering, design, and permitting costs
Bond issuance costs (underwriter, legal, rating, and financial advisory fees)
LEGAL BASIS
RCW 39.80 (Consultant Selection Procedures)
RCW 39.46 (Municipal Debt Authority framework) Local procurement code (professional
services exemption or qualifications-based selection)
ATTACHMENTS:
CITY COUNCIL COMMITTEE RECOMMENDATION:N/A
RECOMMENDED ACTION: Motion to authorize the City Manager to negotiate and
execute contracts for professional services to support issuance of utility revenue bonds
and refinancing existing debt.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
Agenda Bill AB26-053
Meeting Date: February 9, 2026
Agenda Item: IX.D
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Steve King, PW Director Date Submitted: February 5, 2026
Department: Public Works Contact Phone: 360-379-5090
SUBJECT:Resolution 26-008 Authorizing Jefferson County to Include the City of
Port Townsend in an Amendment of the Jefferson County Comprehensive Solid
Waste Management Plan
CATEGORY: BUDGET IMPACT:N/A
Consent Resolution Expenditure Amount: $
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other: Motion
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: 4 - Ensure sustainable future for public services and facilities
Cost Allocation Fund: Choose an item.
SUMMARY STATEMENT:
Periodically, Counties are required to update their Solid Waste Management Plan. The
last update to the plan was completed in 2016 and given recent changes in Chapter
70A.205.040 RCW, an update is necessary. Focus areas may include organics and
incorporating recycling changes.
Additionally, the County has landed on a priority location for the Jefferson County
Transfer Station to be located near the intersection of SR104 and SR19.
Instead of developing a plan specific to the City of Port Townsend, staff recommends
partnering with the County to develop this plan regionally. This is especially important
given, all of the City’s municipal solid waste and recycling is processed through the
County’s solid waste program.
ATTACHMENTS:
1. Resolution 26-008
CITY COUNCIL COMMITTEE RECOMMENDATION: N/A
RECOMMENDED ACTION:
Motion to approve Resolution 26-008 Authorizing Jefferson County to Include the City of
Port Townsend in an Amendment of the Jefferson County Comprehensive Solid Waste
Management Plan
ALTERNATIVES:
Take No ActionRefer to CommitteeRefer to StaffPostpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Resolution 26-008
RESOLUTION NO. 26-008
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT
TOWNSEND AUTHORIZING JEFFERSON COUNTY TO INCLUDE THE CITY
OF PORT TOWNSEND IN AN AMENDMENT OF THE JEFFERSON COUNTY
COMPREHENSIVE SOLID WASTE MANAGEMENT PLAN.
WHEREAS, under the provisions of RCW Chapter 70A.205.040, Jefferson
County is responsible for preparation, adoption and implementation of a Comprehensive
Solid Waste Management Plan (SWMP); and
WHEREAS, Jefferson County is required, by the provisions of RCW
70A.205.075 and the associated Department of Ecology planning guidelines, to
periodically amend the Jefferson County Comprehensive Solid Waste Management Plan;
and
WHEREAS, Jefferson County, in consultation with the Solid Waste Advisory
Committee (SWAC), will begin amending the SWMP shortly in accord with all
applicable statutes, including the Organics Management Act; and
WHEREAS, by the provisions of RCW 70A.205.040, Cities may “enter into an
agreement with the county pursuant to which the city shall participate in preparing a joint
city-county plan for solid waste management”; and
WHEREAS, the City of Port Townsend is represented on the SWAC by the
Public Works Director or their designated staff alternate; and
WHEREAS, residents of the City of Port Townsend are represented on the
SWAC by two citizen representatives
NOW, THEREFORE, BE IT RESOLVED that Jefferson County is hereby
authorized to include the City of Port Townsend in an amendment process for the
Jefferson County Comprehensive Solid Waste Management Plan. Any amendment to the
Plan regarding the City of Port Townsend shall be reviewed and specifically adopted by
the City Council of the City of Port Townsend before it shall become effective, and any
financial implications to the City of either this Resolution or of the Plan Amendment shall
be considered and approved by the City Council before implementation.
ADOPTED by the City Council of the City of Port Townsend at a regular
th
day of May 2026.
meeting thereof, held this 4
______________________________
Amy Howard
Mayor
Attest:
___________________________
Alyssa Rodrigues
City Clerk
Port Townsend City Council | 360.379.2980 | citycouncil@cityofpt.us
May 5, 2026
Administrator, Federal Transit Administration
Office of Program Management
Attention: FTA Ferry Programs
1200 New Jersey Avenue, SE
Washington, DC 20590
RE: Letter of Support —FY 2026 Ferry Service for Rural Communities Program
(Opportunity ID: FTA-2026-006-TPM-FerryRural) | WSDOT Washington State Ferries Application
Dear Federal Transit Administrator:
On behalf of the City of Port Townsend, Washington, we write to express our strong support for the
Washington State Department of Transportation's application for operating assistance under the FY 2026
Ferry Service for Rural Communities Program. As representatives of ferry-served communities, we are
committed to ensuring that Washington's ferry-dependent communities have reliable access to the
services and opportunities they need. Washington State Ferries is not merely a transportation system —
it is a lifeline for rural coastal and island communities like ours across our state, and we believe federal
investment in its continued operation is both appropriate and essential.
For many communities in Washington State, ferry service is the only practical connection to the broader
region. Residents depend on it to reach healthcare, employment, education, and essential goods. Our
local economies rely on it to move freight, welcome visitors, and provide commuters reliable access to
their jobs. When service is reduced or unreliable, the consequences fall hardest on those who have no
alternative —and in many cases, no alternative exists. The Washington State Legislature has consistently
recognized this reality through its ongoing commitment to supporting Washington State Ferries, and we
believe the federal government should be a full partner in that effort.
We note that the Federal Transit Administration has previously recognized WSF's San Juan Islands service
and the Port Townsend-Coupeville route as qualifying rural ferry routes, awarding $80,000,000 in Section
5311 CRRSAA funding (Award WA-2021-022-00) for rural ferry operating assistance during the pandemic
recovery period. This precedent is important: FTA's own prior determination confirms that these routes
serve genuinely rural communities with essential transportation needs that cannot be met by any
alternative mode. We encourage FTA to extend that recognition through this competitive award and
invest in the long-term sustainability of rural ferry service in Washington State.We are confident that WSF
has the experience, organizational capacity, and community relationships necessary to deploy federal
operating assistance effectively and deliver meaningful benefits to the rural communities this program is
intended to serve.
Port Townsend City Council | 360.379.2980 | citycouncil@cityofpt.us
We strongly encourage the Federal Transit Administration to give full and favorable consideration to this
application. Federal investment in Washington's rural ferry service is an investment in the health,
economic vitality, and daily quality of life of communities like ours that depend on it. We appreciate the
agency's commitment to rural transportation access and are available should you wish to discuss our
support for this application.
Sincerely,
Amy Howard, Mayor, Position # 6Owen Rowe, Deputy Mayor, Position #4
Fred Obee, Councilmember, Position #1Neil Nelson, Councilmember, Position #2
Monica MickHager, Councilmember, Position #3Libby Wennstrom, Councilmember, Position #5
David J. Faber, Councilmember, Position #7
Absent
floor conf
nd
LocationChambers Chambers ChambersChambersChambers Salish Coast Commons Chambers ChambersVirtual Virtual 2Chambers Chambers Chambers Jefferson County Courthouse ChambersChambers Chambers
-
–
)
\\
Jefferson County
–
performance of a public employee w/
www.cityofpt.us
Mill Road LS
-
1st reading
–
PT School District on Lincoln Building
reading
Public Services Center Plan Presentation
–reading
-–
nd
nd
2
2
website
–
–
City
Item
See
Supplemental
SCHEDULE
st
Special Presentation: Rhody WeekResolution of Support for Farmers Market Planning Permanent SpaceSolid Waste Management Plan Bond Council and Bond Underwriter authorizationaction
1Exec session: RCW
Supplemental
Agenda
st
change.
Community Survey Presentation Workshop at Salish Coast Commons Public Works Week Proclamation and renovation status PROS Adoption 1
Quarterly Workplan Review/Council Committee UpdatesSwan School Proclamation Special presentation Special presentation Jefferson County MOU
to
MEETINGS
TentativeCANCELED
subject
CITY
only,
draft
is
002002
002
--
-
schedule
022
-
(This
Appeal ADM25Appeal ADM 25Appeal ADM 25LUP25
----
City Council Workshop
Interactive City Council Workshop at
Meeting
-
of
TypeCity Council Business Meeting Historic Preservation Committee Council Infrastructure and Development CommitteeArts CommissionCouncil Finance and Budget Committee Special Session
MeetingSalish Coast Elementary Hearing ExaminerLoding Tax Advisory Committee Hearing ExaminerHearing ExaminerEquity, Access, and Rights Advisory BoardCivil Service Commission Planning
Commission City Council Business Meeting Special Session Lodging Tax Advisory Committee (Joint meeting with County Loding Tax Advisory Committee)Hearing Examiner Council Culture and
Society Committee
Time6:00 3:003:003:003:00 6:00 9:003:009:009:0012:304:156:30 6:00 1:309:00 3:00
DateMay 4 May 6May 7May 11 May 11 May 12May 12May 12May 12May 14May 14May 14 May 18 May 19May 21 May 21
May 5
Day
Mon TuesWedThursMon Mon TuesTuesWedThursThursThursThurs Mon TuesThurs Thurs
Chambers Jeff Co ChambersChambers
CITY OFFICES CLOSED
-
HOLIDAY
Parks, Recreation, Trees and Trail Advisory Board Jefferson County Housing Fund Board Planning Commission
4:302:306:30
May 25 May 26May 27May 28
Mon TuesWedThurs
2026 Strategic Workplan STATUS
BUDGET IMPLICATIONS
2025
FSI
STATUS
9ƭƷʹ υўυЊƉͲ υυўυЊЉƉͲ
FIVE KEY STRATEGIC PRIORITIES AND INITIATIVES
CARRYOVER
υυυўυЊЉЉƉ
INVEST IN OUR PEOPLE - Build and nurture the capacity of our staff, teams, volunteers, advisory board members, Councilmembers
BUDGET IMPLICATIONS
STATUS
FSI2025
Est: $=$1k, $$=$10k, $$$=$100k
and partnerships and provide them the toolsets, skillsets, and mindsets to achieve more together
$$ ongoing
ЋЉЋЏ /ƚƩĻ Cƚĭǒƭʹ 5ĻĻƦĻƓ ĻƒƦƌƚǤĻĻ ĻƓŭğŭĻƒĻƓƷ ƷŷƩƚǒŭŷ ƚǒƩ ğƌƌΏĻƒƦƌƚǤĻĻ ĻƓŭğŭĻƒĻƓƷ ĭǤĭƌĻ ğƓķ ğƭƭƚĭźğƷĻķ ƷƩğźƓźƓŭ
ENGAGE OUR COMMUNITY - Ground civic dialogue in equity and kindness and more deeply and inclusively engage our community
BUDGET IMPLICATIONS
STATUS
FSI2025
Est: $=$1k, $$=$10k, $$$=$100k
in decisions that affect their lives and livelihoods
$$
ЋЉЋЏ /ƚƩĻ Cƚĭǒƭʹ /ƚƓķǒĭƷ ğ ĭƚƒƒǒƓźƷǤΏǞźķĻ ƭǒƩǝĻǤ Ʒƚ ĬĻƷƷĻƩ ǒƓķĻƩƭƷğƓķ ĭƚƒƒǒƓźƷǤ ƓĻĻķƭ ğƓķ ŭğźƓ źƓƭźŭŷƷƭ źƓƷƚ ƷŷĻ ķźǝĻƩƭźƷǤ ƚŅ ƚƦźƓźƚƓƭ͵
INNOVATE OUR SYSTEMS, STRUCTURES & PROCESSES - Set the City and community up for sustained success through process and
BUDGET IMPLICATIONS
STATUS
FSI2025
Est: $=$1k, $$=$10k, $$$=$100k
structure improvements and optimization
PEL/interdepartmental coordination
$$ ongoing
Permitting procedures, configuration, Smartgov efficiency, leveraging 2025 videos
$
Fire inspections and business license integration
Permitting Fees Update
Purchasing Policy Simplification
AI Policy (complete)
$$ onging
Police final push toward agency accreditation
ENVISION OUR SUSTAINABLE FUTURE AND DELIVER OUR PRIORITY INITIATIVES - Deliver the 2025-2045 Comprehensive Plan and
BUDGET IMPLICATIONS
STATUS
FSI2025
Est: $=$1k, $$=$10k, $$$=$100k
associated priorities to catalyze a financially, socially, and environmentally sustainable future
-
Implement Housing/Land Use Elements of the Comprehensive Plan, including:
$$$
Continue to develop, implement, and refine code and comp plan changes to help unlock and inspire affordable, dense, quality infill development
$$$ one-time
Implement the community's vision for Evans Vista neighborhood and deliver infrastructure to make it development-ready
$$ one-time
Develop RFP for Evans Vista phased development
$$ one-time
Cherry St sale under new Comp Plan zoning
$$ one-time
Explore options presented in the housing white paper for implementation - fee structures, incentives, infrastructure extensions
$$
Economic Development - Housing Infill
$$
Economic Development - Improve commercial intensity, beyond commercial corner store/shop allowances in residential zones
$
Glen Cove Sewer Study - next steps - Interlocal Agreement with Jeff. Co.
$$$ one-time
Await State Shoreline Master Program comments and make directive changes after state process
$$ one-time
Revisit 2009 Housing Property Inventory
$$ ongoing
Support and coordinate with providers and partners on the unhoused population's needs
-
Implement Transportation Element of the Comprehensive Plan, including:
$$$ one-time
Mill Road Roundabout funding/grant application
$$
Streets improvements concept plans (like Washington St, San Juan/F, Hastings, Admiralty) - Multimodal Arterial Cohesive Study
$$$
Puget Sound to Pacific/Olympic Discovery Trail - in-town connection to Fort Worden and land purchase near Eaglemount (City Lake)
Safe Route to Schools Neighborhood Connections Study
ADA Transition Plan Update - Parks, Facilities, Right of way
$$
Continue to refine Engineering Design Standards
Deliver Lawrence Street project (Harrison to Walker)
Implement 2026 chip seal program (Sheridan and Monroe)
$$$
Transportation Benefit District implementation, including street repair, grants, active transportation
Update STIP (incorporate active transportation plan, multimodal arterial street, RAISE grant, and saferoute planning studies)
-
Implement Parks Element of the Comprehensive Plan and Facilities/Library/Arts & Culture (Community Services) Initiatives:
Work with JLT - Cappy's Preservation Implementation, 80 acres
$$$
Address parks, facilities, library, and arts & culture funding needs and prioritize future phased investments
Establish ER&R Facilities program and budget
Consider implementing Library's Level of Service Plan Option #2
$$
Determine an approach to deer management in partnership with State Fish & Wildlife
$$$
Anticipate RCO grant application for 2027 cycle
Build golf park playground
Explore collaboration/LOA with Jefferson County to increase recreation opportunities
$$
Inventory public art and consider links to functional plans, maintenance planning for artworks, infusion of art into infrastructure projects
$$$
DNR grant implementation
$$$
New Public Works facility design
Undertake master planning of golf park in collaboration with Friends of the Golf Park
Undertake master planning of west-side park
$$$
Facilities Updates - City Hall HVAC, Mountain View HVAC/parking, Library HVAC , City Hall and Library elevators (subject to budget and grants)
$
Trails (Volunteer Program, street ends, loop trail)
$$$
Parks upgrates - Kah Tai Restrooms, Chetzemoka kitchen shelter, demolition of Golden Age Club and Parks house (subject to budget)
$$
Collaborate with related agencies to stabilize and plan for the sustainable future of Fort Worden State Park
$
Reestablish the 1% for the Arts support for all City public works projects in line with the City Code (complete); implement program
-
Other Priorities - Deliver on Water/Sewer/Storm Priorities:
Capital Facilities Plan Update (2027-2033) - Big effort incorporating all new plans
$$$
Standpipe Reservoir Recoating Design
OGWS Agreement - Raw Water Rate Model Update
Water Rate Model Update
Lords Lake East Dam and pipeline construction
$$$
Secure permits for sewer outfall project
$$$
Wastewater Treatment Plan projects - influent wetwell, SCADA, land acquisition
$$$
Lawrence Street Stormwater (Combined Sewer Overflow elimination) - Harrison to Monroe
$$$
Evans Vista Neighborhood - construct Mill Road Lift Station
$$$
Downtown restroom (in addition to LTAC $)
$$$
Collections systems work - Washington Street sewer repair, Monroe lift station, Holcomb sewer upsize
$$$
Utility bond issuance
BUDGET IMPLICATIONS
2025
FSI
STATUS
9ƭƷʹ υўυЊƉͲ υυўυЊЉƉͲ
FIVE KEY STRATEGIC PRIORITIES AND INITIATIVES
CARRYOVER
υυυўυЊЉЉƉ
(below is not complete)
DELIVER THE BASICS - Provide consistent critical operations, ongoing statutory responsibilities, and core City functions
CƚƭƷĻƩ źƓƷĻƩğŭĻƓĭǤ ĭƚƌƌğĬƚƩğƷźƚƓͲ ƒğƓğŭĻ ƩźƭƉƭͲ ğƓķ ĻƓƭǒƩĻ ƷŷĻ ƭƒƚƚƷŷ ƚƦĻƩğƷźƚƓ ƚŅ /źƷǤ ŭƚǝĻƩƓƒĻƓƷ ƦƩƚĭĻķǒƩĻƭͲ ķĻĭźƭźƚƓΏƒğƉźƓŭ ğƓķ ƦǒĬƌźĭ ĻƓŭğŭĻƒĻƓƷ
Λ\[ĻŭğƌΉ/ƌĻƩƉΜ
$$ ongoing
$$ ongoing
$$$ one time, $ ongoing
Training of elected members, staff and volunteers
5ĻƌźǝĻƩ źƓƷĻŭƩğƷĻķͲ ƭƷƩğƷĻŭźĭ ğƓķ ƭǒƭƷğźƓğĬƌĻ ǝğƌǒĻ ŅƩƚƒ ƷŷĻ /źƷǤ ƚƩŭğƓźǩğƷźƚƓ Ʒƚ ƷŷĻ ĭƚƒƒǒƓźƷǤ ĬǤ ķĻǝĻƌƚƦźƓŭ ğƓķ ƌĻǝĻƩğŭźƓŭ ƦğƩƷƓĻƩƭŷźƦƭͲ ĻƓŷğƓĭźƓŭ ƭƷğŅŅ ğƓķ
ƷĻğƒ ƦĻƩŅƚƩƒğƓĭĻͲ ƦƩƚǝźķźƓŭ ĭƌĻğƩ ķźƩĻĭƷźƚƓͲ ƓǒƩƷǒƩźƓŭ ķĻĻƦ ĭƚƒƒǒƓźƷǤ ƦğƩƷźĭźƦğƷźƚƓ ğƓķ ĻƓŭğŭĻƒĻƓƷ ğƓķ ĻƓƭǒƩźƓŭ ĭƚƓƷźƓǒƚǒƭ ķĻƌźǝĻƩǤ ƚŅ ƨǒğƌźƷǤ ƭĻƩǝźĭĻƭ
Λ/źƷǤ ağƓğŭĻƩγƭ hŅŅźĭĻΜ
ongoing
Marketing the City to the visiting public working with LTAC, contractors, and community partners to do so
Special projects, communication, engagement and advocacy on behalf of the City and community
5ĻƌźǝĻƩ ƨǒğƌźƷǤͲ ĻŅŅźĭźĻƓƷ ğƓķ ĭǒƭƷƚƒĻƩΏŅğĭźƓŭ ƦĻƩƒźƷƷźƓŭͲ ĭƚķĻ ĻƓŅƚƩĭĻƒĻƓƷͲ ĭǒƩƩĻƓƷ ğƓķ ƌƚƓŭΏƷĻƩƒ ƦƌğƓƓźƓŭ Ʒƚ ƦƩƚƒƚƷĻ ƚƦƦƚƩƷǒƓźƷǤ ğƓķ ƨǒğƌźƷǤ ƚŅ ƌźŅĻ źƓ tƚƩƷ
ƚǞƓƭĻƓķ ΛtƌğƓƓźƓŭ ε /ƚƒƒǒƓźƷǤ 5ĻǝĻƌƚƦƒĻƓƷΜ
$ ongoing
$$ ongoing
$$ ongoing
$$$ ongoing
$$$ ongoing and one-time
tƩƚǝźķĻ ƩĻƨǒźƩĻķ ğƓķ ķĻƭźƩĻķ ŅźƓğƓĭźğƌ ƩĻƦƚƩƷźƓŭ ğƓķ ƦƩğĭƷźĭĻƭͲ ƭƷĻǞğƩķ ƦƩĻƦğƩğƷźƚƓ ğƓķ ĭƚƌƌĻĭƷźǝĻ ƚǝĻƩƭźŭŷƷ ƚŅ ĬğƌğƓĭĻķ ŅǒƓķƭ ğƓķ ĬǒķŭĻƷƭ ğƓķ źƓŅƚƩƒğƷźƚƓ
ƷĻĭŷƓƚƌƚŭǤ ƓĻĻķƭ Ʒƚ ĻƓƭǒƩĻ ƷŷĻ ƭǒĭĭĻƭƭ ƚŅ ğƌƌ ķĻƦğƩƷƒĻƓƷğƌ ğƓķ ƚƩŭğƓźǩğƷźƚƓğƌ ğĭƷźǝźƷźĻƭ͵ ΛCźƓğƓĭĻ ε ĻĭŷƓƚƌƚŭǤ {ĻƩǝźĭĻƭΜ
$$ ongoing
$ ongoing
$$ ongoing
$$ ongoing
$ ongoing
$ ongoing
$ ongoing
$$ ongoing
Coordinated front desk internal and external service via the Public Experience Liaisons
$$ ongoing
Management of city Investment and debt according to government regulations
$ ongoing
Fiscal responsibility and management of city resources
$$ ongoing
Updated Fee Schedules
ƚ ǒƦƌźŅƷ ƚǒƩ ĭƚƒƒǒƓźƷǤ ƷŷƩƚǒŭŷ ƩĻğķźƓŭͲ ƌĻğƩƓźƓŭͲ ĭƚƓƓĻĭƷźƚƓ ğƓķ ĭƩĻğƷźǝźƷǤ Λ\[źĬƩğƩǤΜ Ώ ƓƚƷĻ ƷƩğƓƭźƷźƚƓ Ʒƚ /{5 Ǟ źƓƷĻŭƩğƷĻķ ƭƷğƷĻƒĻƓƷ Ʒƚ ĭƚƒĻ
ƚ ǞƚƩƉ źƓ ƦğƩƷƓĻƩƭŷźƦ ǞźƷŷ ƚǒƩ ĭƚƒƒǒƓźƷǤ Ʒƚ ƦƩƚǝźķĻ ğ ƭğŅĻ ğƓķ ĭƚƒƦğƭƭźƚƓğƷĻ ĻƓǝźƩƚƓƒĻƓƷ ǞŷźƌĻ ƩĻķǒĭźƓŭ ĭƩźƒĻ ğƓķ ƷŷĻ ŅĻğƩ ƚŅ ĭƩźƒĻ ΛtƚƌźĭĻΜ
5ĻǝĻƌƚƦ ğƓķ ķĻƌźǝĻƩ źƓƓƚǝğƷźǝĻ ƭƚƌǒƷźƚƓƭ ƷŷğƷ ğƌƌƚǞ ƷŷĻ /źƷǤ Ʒƚ ƒğƉĻ ğ ƦƚƭźƷźǝĻ ƌĻğƦ ŅƚƩǞğƩķ źƓ ķĻǝĻƌƚƦźƓŭ ğƓķ źƓǝĻƭƷźƓŭ źƓ ƦĻƚƦƌĻ ğƓķ ƦĻƩŅƚƩƒğƓĭĻͲ ķƩźǝźƓŭ
ĭƚƚƩķźƓğƷĻķ ƷĻğƒ ĻǣĭĻƌƌĻƓĭĻͲ ĭƚƓƷźƓǒƚǒƭ źƒƦƩƚǝĻƒĻƓƷͲ ğƓķ ğĭĭƚǒƓƷğĬźƌźƷǤ ΛtĻƚƦƌĻ ε tĻƩŅƚƩƒğƓĭĻΉIwΜ
Employee engagement, including development and delivery of an engagement survey and accompanying manager follow up approach
tƩƚǝźķĻ ƨǒğƌźƷǤ ğƓķ ƩĻƌźğĬƌĻ źƓŅƩğƭƷƩǒĭƷǒƩĻ ƷŷğƷ ǒƓķĻƩƦźƓ ğ ŷĻğƌƷŷǤ ƭƚĭźğƌͲ ĻƓǝźƩƚƓƒĻƓƷğƌ ğƓķ ĻĭƚƓƚƒźĭ ŅğĬƩźĭ ğƓķ ƭǒĭĭĻƭƭ ƚŅ tƚƩƷ ƚǞƓƭĻƓķ ğƓķ ƚǒƩ ĭƚƒƒǒƓźƷǤ
ΛtǒĬƌźĭ ƚƩƉƭΜ
Transportation engineering (Non-motorized, traffic, accident analysis, grant writing)
9ƓŭğŭĻ ğƓķ ĭƚƒƒǒƓźĭğƷĻ ǞźƷŷ ƚǒƩ ĭƚƒƒǒƓźƷǤ Ʒƚ Ĭǒźƌķ ƷƩǒƭƷ ğƓķ ĭƚƓŅźķĻƓĭĻͲ ƦƩƚķǒĭƷźǝĻ ƦğƩƷƓĻƩƭŷźƦƭͲ ğƓķ ğ ƒƚƩĻ ĭźǝźƌ ĭźǝźĭ ķźğƌƚŭǒĻ Ʒƚ ĻƓƭǒƩĻ ƚǒƩ ĭƚƒƒǒƓźƷǤ źƭ
ƦƚƭźƷźǝĻƌǤ ĻƒƦƚǞĻƩĻķ Ʒƚ ķĻƷĻƩƒźƓĻ źƷƭ ƚǞƓ ŅǒƷǒƩĻ͵ 9ŅŅĻĭƷźǝĻƌǤ ƒğƩƉĻƷ ƚǒƩ ĭƚƒƒǒƓźƷǤ Ʒƚ ĻƓğĬƌĻ tƚƩƷ ƚǞƓƭĻƓķ Ʒƚ ƩĻĭĻźǝĻ ƦƚƭźƷźǝĻ ĬĻƓĻŅźƷƭ ŅƩƚƒ ƒƚƩĻ
ƭǒƭƷğźƓğĬƌĻ ƷƚǒƩźƭƒ͵ Λ/ƚƒƒǒƓźĭğƷźƚƓƭ ğƓķ ağƩƉĻƷźƓŭΜ
Develop and manage content and publication through City channels (newsletter, quarterly, social media, press releases, website, annual report)
Provide priortitized support for the entire organization on major projects/initiatives
Liaise with LTAC and related agencies to curate and coordinate marketing campaigns
Chart and lead a strategic approach to communications and engagement
Serve as Public Information Officer as main contact and coordinator with media, handling or advising on high profile issues
Liaise with organizations, neighborhood groups, and the general public as part of campaigns, engagement events, and activities
LAST REVISION DECEMBER 3, 2025
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