Loading...
HomeMy WebLinkAbout081026 Special Session City Council Meeting Packet PORT TOWNSEND CITY COUNCIL AGENDA CITY HALL COUNCIL CHAMBERS, 540 WATER STREET Special Session Meeting 6:00 p.m. August 10, 2026 Attend in person or virtually via computer or tablet at https://zoom.us/j/98187633367 enter the Webinar ID 98187633367 Phone only (muted - listen-only mode) United States: Local Dial In – 1(253)215- 8782,,98187633367# Submit public comment to be included in the meeting record to: https://publiccomment.fillout.com/cityofpt If you are experiencing technical difficulties, please attempt all methods listed above before reporting any issues to: clerksupport@cityofpt.us I.Call to Order II.Roll Call III.Proclamation(s) or Special Presentation(s): (None) IV.City Manager’s Report V.Comments from the Public (re consent agenda items and items not on the agenda) (Each person has 3 min. to comment- City Clerk will signal at 2 min. 30 sec.) A.Public comment B.Staff or Council response, as needed VI.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: July 13, 2026 VII.Old Business (None) VIII.New Business A.Deputy City Manager Job Description and Salary Schedule Proposed Action: Move to approve Deputy City Manager job description and the updated Non-Bargaining Employee Position Classification Salary Schedule to include the Deputy City Manager position. i.Staff presentation and Council questions ii.Public Comment iii.Council deliberation and action IX.Break and Transition to Workshop Meeting Format X. Workshop Discussion Items A. Water Utility Rate Modeling Update i. Staff presentation ii. Public Comment iii. Council Discussion B. Final Facilities ER&R Presentation i. Staff presentation ii. Public Comment iii. Council Discussion C. Schematic Design- Municipal Services Center i. Staff presentation ii. Public Comment iii. Council Discussion D. City Council Chambers Seating Configuration Discussion i. Staff presentation ii. Public Comment iii. Council Discussion XI. Adjourn DRAFT CITY OF PORT TOWNSEND MINUTES OF THE SPECIAL SESSION OF JULY 13, 2026 The Port Townsend City Council met in a Special Session on the 13thof July 2026 at the Point Hudson Port Pavilion, 355 Hudson St, Port Townsend, WA 98368and Bishop Bottle Shop located at 714 Washington Street, Port Townsend, WA 98368 CAL L TO ORDER Mayor Howard called the meeting to order at 9:05am. ROLL CALL Councilmembers present at roll call were David Faber, Amy Howard, Monica MickHager, Neil Nelson,Owen Rowe, Fred Obee, andLibby Wennstrom. Staff members present were City Manager John Mauro, Planning and Community Development Director Emma Bolin,Public Works Director Steve King, People and Performance Director Cynthia Shaffer, Community Services Director Melody Sky Weaver, Finance and Technology Services Director Jodi Adams,City Attorney Austin Watkins,Chief of Police Tom Olsonand City Clerk Alyssa Rodrigues. WELCOME AND HOUSEKEEPING City Manager John Mauro provided the 2027 Strategic Work Plan Summit: Welcome! Presentation which included Agenda OverviewandWelcome and Housekeeping. Discussion ensued around purpose of workplan. Staff and Council participated in a real-time feedback Menti meter regarding mindset and one-word outlook for 2027. John Mauro continued the presentation which included Workshop Principles. Staff and Council participated in a real-time feedback Menti meter regarding workshop principles and principles & values. POSITIVE REFLECTIONS Staff and Council participated in a Fishbowl Exercise regarding Positive Reflections. July 13, 2026 Special Session City Council RetreatPage 1 of 5 DRAFT Discussion ensued around cooperation, progress on streets, long term budgeting, financial situation better, grant funding, investing in the future, collaborating with partners, ICG, economic development, discontent, reaction, transparency, people speaking up, accurate information, perception, relationship with media, light heartedness, grant, workload, Comprehensive Plan, resources, litigation, previous work done, complete staff, engagement, skills development, statutorily required work, Olympic Peninsulachallenges, base principles, department successes, and gratitude. CORE “MUST DO” REQUIREMENTS Staff and Council participated in the “Song of the Unsung Services” exercise. Discussion ensued around staff learning about other parts of City, Wastewater Treatment Plant record, resourcefulness, hard working staff, trustworthy staff, seeing staff in public, housing, proactive stance, mowing trade off, priorities, gaps, water system permits, HR, Finance, internal facing services, and language access. Council and staff took a break at 10:23am. Council and staff came back from break at 10:40am. THE LANDSCAPE Staff and Council participated in “The Landscape” exercise. Discussion ensued around Community Services Department, City Attorney Office, Public Works Department, People and Performance Department, Police Department, Finance and Technology Service Department, Planning and Community Development Department, and City Manager’s Office. Council took a break at 11:48am. Council came back from break at 11:53am. Staff and Council reported out on where we are in our 2026 workplan, what’s happening externally that impacts us- or may impact us, whatare current opportunities and what are potential threats. (Flip Chart pictures attached) TECHNICAL EXPERT CONSULTS July 13, 2026 Special Session City Council RetreatPage 2 of 5 DRAFT John Mauro explained the Technical Expert Consults exercise. Discussion ensued around including Advisory Board letters, process, and upcoming exercises. Council and staff participated in the Technical Expert Consults. LUNCH Council took a break for lunch at 12:30pm. Council came break from lunchat 1:00pm. PRIORITY PITCHES John Mauro presented Priority Pitches: Background, Clearing the Table & Refining Our Focus, andPriority Pitches: Step 1. John Mauro explained the Priority Pitches exercise. Staff and Council participated in the Priority Pitches exercise. (Flip Chart pictures attached) Discussion ensued around wanting a yellow sticker, limited number of top priority dots, Advisory Body letters, and feelingbad putting a red dot. John Mauro continued Priority Pitches: Background presentation which included Priority Pitches: Step 2. John Mauro explained the 35/10 Crowdsourcing exercise. Staff and Council participated in the 35/10 Crowdsourcing exercise. BREAK Council went on a break at 2:00pm Council came back from break at2:08pm. PRIORITY PITCHES, CONTINUED John Mauro and Public Works Director Steve King explained Forced Pairs exercise. July 13, 2026 Special Session City Council RetreatPage 3 of 5 DRAFT Staff and Council continued participation in the 35/10 Crowdsourcingand Forced Pairs exercise byreviewing, discussing, comparing, and rankingpriority pitches. (Spreadsheet attached) Council took a break at 2:47pm. Council came out of break at 2:52pm. Council went back into break at 2:54pm. Council came out of break at 3:04pm. Discussion continuedaround the Forced Pairs exercise resultswhich included reflections, project time frames, effort vs. output, fiscal impact, work impact, urgency vs. importance,modernizingmobile vending,and Agriculture Comp Plan request. Discussion continued aroundthe Agriculture Comp Plan request which included not being a clear request, waterrights, Council involvementand initiative, saving spacefor item, water storage study, water rates, commercial agriculture, managing urban agriculture system, Department ofEcology, specific/direct asks, grant, policiesaffecting Growersin negative ways, requestconsideration, managing deer priority, problem statement, suggested amendment process, subdivision code reform, setting time aside to look at issues, other policy options, Council member Obee work with them, and “why” is strongbut need the “what”. Discussion continued aroundencampmentconcerns, a lotof unknown, “Yetis”, workplan sizing, InclusionaryZoningmarket analysis,Housing and EconomicDevelopment, PermittingModernization, Housing Grants, MFTE, Infrastructure to Infill and Housing, items rely on each other, Modernizing Food Trucks and Mobile Vendors, Updating Permit Fees, affordable housingincentive programs, Infill Surplus Properties, Waiver of Vesting, level of efforts,Downtown Refuse Management, Noise Ordinance, Managing Deer, Council Chambers, Scienceof Hope in Public Engagement, and Creative District- Art Marker Relocation. WRAP AND NEXT STEPS Staff and Council participated in a real-time feedback Menti meter regarding what themes emergedandword describing mindset leaving retreat. Mayor Howardand John Mauroprovided closing remarks and next steps. Discussion ensued around strategicpillars, agenda bill template, fit in what we can, encampments, name items where other organizations are driving process, state budget, community engagement, and group photo. Council went intoa breakat 4:38pmto travel and gather at the Bishop HotelBottleshop. July 13, 2026 Special Session City Council RetreatPage 4 of 5 DRAFT INFORMAL GATHERING (BISHOP BOTTLESHOP, 714 WASHINGTON St, PORT TOWNSEND, WA 98368) Councilcame back from break at 5:00pm. City Council members and leadershipgathered at the Bishop Hotel Bottleshop, 714 Washington St, Port Townsend at 5:00pm for a Social Get Together. The meeting adjourned at 7:21pm. Attest: Alyssa Rodrigues City Clerk July 13, 2026 Special Session City Council RetreatPage 5 of 5 PORT TOWNSEND CITY COUNCIL CONSENT AGENDA August 10, 2026 A. Approval of Bills, Claims and Warrants: Electronic Fund Transfers in the amount of $23,281.91 B. Approval of Minutes: June 13, 2026 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 AB26-092 Meeting Date: August 10, 2026 Agenda Item: VIII.A Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Cynthia Shaffer and Jodi Adams Date Submitted: August 6, 2026 Department: People and Performance and Finance Contact Phone: 379-5045 SUBJECT:Deputy City Manager job description and wage assignment. 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: Cost Allocation Fund: 010-015 GF - Human Resources - General SUMMARY STATEMENT: At the July 27, 2026, Special Session City Council Workshop Meeting, Council received the City Manager Transition and Recruitment – Discussion Framework for discussion regarding the upcoming City Manager transition and potential approaches for recruiting a City Manager. At the August 3, 2026,Regular Business Meeting, Council received the City Manager Transition and Recruitment -Discussion Framewor k, and the Supplemental Discussion Document – Consideration of Approach 2: Extended Interim Appointment with Deferred Recruitment. These documents were presented to support Council discussion and decision regarding the upcoming City Manager transition, potential approaches for recruiting a City Manager, and the appointment of an Interim City Manager. During the August 3, 2026, Regular Business Meeting, Council selected Approach 2 – Extended Interim Appointment with Deferred Recruitment, paired with Option A – Deputy City Manager Transition Model, as the preferred transition strategy. As part of that action, Council directed staff to prepare a Deputy City Manager job description and establish a corresponding salary assignment. People and Performance consulted with Public Sector Personnel Consultants (PSPC), the organization currently conducting the City’s classification and compensation market analysis and salary survey. Based on the consultant’s review and market analysis, it was recommended that the Deputy City Manager position be assigned a salary grade above the City’s highest director-level classifications (grade 633), including the City Attorney and Police Chief. This placement recognizes the Deputy City Manager’s executive-level responsibilities and maintains an appropriate organizational relationship with existing executive classifications. The proposed Deputy City Manager job description and updated 2026 Classification Salary Schedule reflect this recommendation and are presented for Council’s consideration and approval. ATTACHMENTS: Attachment A –Deputy City Manager job description 2026 - draft Attachment B –Non-Bargaining Employee Position Classification Salary Schedule. Updated to include the Deputy City Manager position. CITY COUNCIL COMMITTEE RECOMMENDATION: None RECOMMENDED ACTION: Move to approve Deputy City Manager job description and the updated Non-Bargaining Employee Position Classification Salary Schedule to include the Deputy City Manager position. ALTERNATIVES: Take No Action Refer to Committee Refer to Staff Postpone Action Remove from Consent Agenda Waive Council Rules and approve Ordinance ____ Other: City of Port TownsendJob Description Deputy City Manager - DRAFT Classification title: Deputy City Manager Working title: Deputy City Manager Department: Administration Union:No FLSA status: Exempt Wage Classification: 633 Hours: Full Time Effective date: August 2026 Reports to: City Manager Civil Service: No JOB SUMMARY Under general direction of the City Manager, the Deputy City Manager serves as the chief operating partner to the City Manager and assists in executive leadership, planning, administration, and coordination of City operations. The Deputy City Manager provides strategic leadership across multiple departments, directs organizational initiatives, special projects, and serves as a key member of the executive leadership team in advising the City Manager, other departments, and City Council on all relevant City matters. The Deputy City Manager provides highly responsible professional, administrative, and policy support to the City Manager; assists in implementing the policies, priorities, and projects established by the City Council; coordinates activities among City departments; and advances strategic initiatives related to organizational effectiveness, economic vitality, community development, infrastructure planning, and long-range organizational priorities. The Deputy City Manager fosters collaborative relationships with employees, elected officials, community organizations, regional partners, governmental agencies, and the public. ESSENTIAL DUTIES AND RESPONSIBILITIES: Assist City Manager in planning, directing, coordinating, and evaluating City operations to ensure efficient, effective, and responsive municipal services. Assist in the development and implementation of the City’s strategic priorities, Comprehensive Plan, organizational initiatives, and long-range planning efforts. Collaborate with regional partners, businesses, community organizations, and governmental agencies to support economic vitality, business retention and expansion, workforce development, tourism, and community investment initiatives. Serve on boards as an appointed position representing the City. Create a positive work environment emphasizing teamwork, training, and collaboration. Be a visible and accessible leader to all staff and the public. Attend and participate in professional group meetings, maintaining an awareness of current trends and developments in the fields related to this position; incorporate new developments as appropriate and ensure related processes, policies, and practices are applied consistently and effectively. Provide executive leadership for and supervise assigned department directors, managers, and organizational functions as delegated by the City Manager. Support leadership development, accountability, and performance management practices throughout the organization. Provide executive-level support toward prevention, preparedness, planning, mitigation, and coordination related to emergency management, continuity of operations, and recovery. Assist in identifying funding opportunities and coordinating grant strategies that support City priorities and organizational initiatives. Serves as Acting City Manager in the absence of the City Manager as assigned. KNOWLEDGE, SKILLS AND ABILITIES Knowledge of: Principles and practices of executive leadership, public administration, and municipal government. Council-Manager form of government and the respective roles of elected officials and executive leadership. City organization, operations, policies, and procedures. Organizational leadership, strategic planning, and organizational development. Municipal budgeting and administration, fiscal management, capital planning, and fiscal accountability. Policy analysis, program evaluation, and performance management. Human resource management, labor relations, employee development, and organizational culture. Intergovernmental relations and public engagement principles. Emergency management, continuity of operations, and risk management. Applicable federal, state, and local laws, regulations, and municipal policies. Modern management practices, technology, and continuous improvement methodologies. Current social, political, and economic trends and operating problems of municipal government. Organizational and management practices as applied to the analysis and evaluation of programs, policies, and operational needs. Skilled in: Political acumen, including effective engagement with elected officials and organizational leadership, like boards of directors. Communication and interpersonal skills, with the ability to interact with diverse groups of people. Flexibility to adapt to changing circumstances, such as shifting priorities, unexpected challenges, or variations in the workload, while maintaining composure and effectiveness. Proficient computer skills, including Microsoft Office suite of programs and other technology systems. Effectively and efficiently communicate with team members, the public, and other departments, both verbally and in writing, using tact, patience, and courtesy to convey instructions, provide feedback, receive feedback, and resolve issues. Absorb and analyze complex technical information quickly, draw logical conclusions, and make sound decisions of major scope with full awareness of technical, legal, and financial consequences. Address multiple types of public audiences and communicate openly and directly at all levels on technical subjects and sensitive topics in a clear, objective, and persuasive manner. Manage projects with time-sensitive deadlines, challenging situations, and monetary budget constraints. Foster a goal-oriented environment that exhibits tangible results while maintaining attention to the details. Abiltiy to: Provide visionary, collaborative, and ethical leadership in a complex municipal environment. Analyze complex organizational, financial, operational, and policy issues; develop practical solutions and make sound recommendations. Exercise independent judgment, political awareness, discretion, and confidentiality in sensitive situations. Communicate effectively, both orally and in writing, with diverse audiences on complex or sensitive topics. Facilitate collaboration, resolve conflict, and build consensus among individuals with differing perspectives. Lead organizational change and continuous improvement initiatives. Develop organizational goals, performance measures, and operational priorities. Manage multiple priorities, projects, and deadlines while maintaining attention to detail and high- quality customer service. Foster a workplace culture that values accountability, innovation, inclusion, professionalism, and employee development. Establish and maintain cooperative and effective working relationships with co-workers, peers, elected officials, community groups, other agencies, volunteers, customers, and the public. QUALIFICATIONS Required Bachelor's degree in Public Administration, Business Administration, Public Policy, Organizational Leadership, Finance, Community Development, Engineering, Planning, or a closely related field, or equivalent years of experience. Minimum of seven years of progressively responsible management or executive leadership experience in municipal government or another complex public organization, including three years of supervisory responsibility managing professional or management staff. Experience in organizational leadership, strategic planning, budget administration, policy implementation, and cross-functional project management. Experience working with elected officials, executive leadership, and diverse community members. Valid Washington Driver’s License and ability to maintain a driving record acceptable to the City’s insurance carrier. Preferred A Master's degree in Public Administration, Business Administration, Public Policy, Organizational Leadership, or a related field Experience serving as an Assistant or Deputy City Manager in a Council-Manager form of government. Executive leadership training, professional certification, or demonstrated experience leading organizational change and strategic initiatives. Experience in economic development, strategic planning, housing initiatives, community development, or intergovernmental relations. WORKING CONDITIONS Work is performed mostly in an office environment and often requires sitting at a desk or in meetings for extended periods of time, and repetitive movement of the wrists, hands, and/or fingers. Occasional field work and reconnaissance in rugged terrain may be necessary. Physical hazards may occur from exposure to traffic and heavy equipment, rugged terrain, and utility operations. Frequent local travel is required using City-owned vehicles. Occasional statewide or out-of-state travel may be required. The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 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. This job description in no way implies that these are the only duties to be performed. The employee occupying the position will be required to follow any other job-related instructions and to perform any other job--related duties requested by their supervisors. All employees must comply with all City policies and procedures relevant to their position as a condition of City employment. This job description does not constitute an employment agreement between the City and the employee and is subject to change as the needs of the City and requirements of the job change. Agenda Bill AB26-093 Meeting Date: August 10, 2026 Agenda Item: X.A Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Steve King, PW Director Date Submitted: August 6, 2026 Department: Public Works Contact Phone: 360-379-5090 SUBJECT: Water utility rates update 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: Every 5 years, the city updates the enterprise utility funds rate analysis to ensure fiscal sustainability of the utility as required by State law. The City’s water utility includes a potable water rate and a raw water rate. Each portion of the utility is modeled financially over a 20 year project with the expectation of updates every 5 years. Results from this analysis to be performed in 2026 inform the City Council on the adoption of water rates for the next 5 year period beginning January 1, 2027. Staff will provide a presentation to share data which is considered when updating a water rate model. The data will look at historical trends to help with forecasting. Information will also be presented concerning past rate policies. There will be no discussion about actual rate setting as the rate forecast models have not been run yet. ATTACHMENTS: Water Rates Update Overview Presentation To be Provided at Workshop CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: No Action 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 AB26-094 Meeting Date: August 10, 2026 Agenda Item: X.B Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By:Melody Sky Weaver, Michael Todd, Steve King Date Submitted: August 7, 2026 Department: Public Works & Com Serv. Contact Phone: SUBJECT:Final Draft Review of Facilities Equipment Repair and Replacement 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: Background: The City of Port Townsend Fiscal Sustainability initiative of 2023set forth principles for establishing goals for long term financial sustainability. This initiative is further supported by the Comprehensive Plan Capital Facilities Plan. One of the City’s largest funding gaps is associated with facilities maintenance, repair, and replacement. The City shops discussion, recent pool roof failure, Pink House repairs, and more are all examples of struggles to maintain City facilities. The first step in addressing this issue is to develop an assessment and financial model to quantify both cost and timing of investments such that proactive budget allocations can be made and investment can be considered with all of the other budget priorities of the city. A similar approach was taken with streets to develop a claw-back approach to sustainability. This workshop will provide a wrap up presentation to share the results of the study as a follow up to the June 8, 2026 workshop in which initial information was presented. No action is expected as it is an opportunity for the Council to ask clarifying questions, share reflections and thoughts, as well as provide the public with information about the assets the City manages on behalf of the community. A presentation will be provided at the meeting as staff continues to work with our consultant, FCS Bowman to refine the rate model. ATTACHMENTS: Presentation provided at the workshop CITY COUNCIL COMMITTEE RECOMMENDATION: N/A RECOMMENDED ACTION: No action 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 AB26-095 Meeting Date: August 10, 2026 Agenda Item: X.C Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Melody Sky Weaver, Michael Todd, Steve King Date Submitted: August 7, 2026 Department: Public Works & Com. Services Contact Phone: SUBJECT:Update of the Schematic Design Process for replacement of City shops 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: City Shops, Parks Maintenance, and Facilities Maintenance Crews all work out of outdated and substandard facilities. This has been a long-time need. As part of establishing a better understanding of the City’s facilities need, a study was undertaking to assess the needs of the City maintenance functions for the purpose of efficiency, safety, and employee recruitment and retention. In addition, from an efficiency standpoint, the work environment is significantly different from many years when the shops current were developed (prior to 1973 according to historic aerial photos). The purpose of this workshop is to build upon the June 8, 2026 workshop with the latest information. When undertaking this type of analysis, costs nearly always start out much higher than is reasonably affordable. Staff will present the current cost information with the caveat that value engineering and right sizing is the next step. Additionally, updates to the site layout were made based on feedback and further functionality analysis. Staff is providing this information for consideration during the Capital Facilities Plan update process and 2027 budget process as well as to solicit impacts and share with the public the latest information. ATTACHMENTS: Presentation Attached CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: No action 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 AB26-096 Meeting Date: August 10, 2026 Agenda Item: X.D Regular Business Meeting Workshop/Study Session Special Business Meeting Submitted By: Steve King, PW Director Date Submitted: August 6, 2026 Department: Public Works Contact Phone: SUBJECT:City Council Chambers – Seating Configuration Discussion 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: Historic City Council Chambers has been in use since 1892. The general look and feel of the chambers is generally the same as it is original layout. The City desires to make the Council Chambers a place for all people to feel welcome as well as for effective governance to occur. The seating arrangement currently in place may not be the best layout to facilitate a welcoming environment as it looks more like a courtroom environment rather than council chambers. In addition, there are some logistical challenges for the Council and staffwith the current seating arrangement. Without impacting the historic nature of the Chambers, this workshop agenda item is intended to facilitate a discussion for potential seating arrangement modifications with the intent to improve community engagement with the City Council and more effective Council – Staff – and public interaction. Staff will bring a diagram of the existing chambers layout for discussion with the goal of identifying whether or not a low or even no budget impact seating arrangement is viable. Approximation of Existing Council Chambers Seating ATTACHMENTS:N/A CITY COUNCIL COMMITTEE RECOMMENDATION:N/A RECOMMENDED ACTION: No Action –Workshop discussion ALTERNATIVES: Take No Action Refer to CommitteeRefer to StaffPostpone Action Remove from Consent AgendaWaive Council Rules and approve Ordinance ____ Other: