HomeMy WebLinkAbout100526 City Council Business Meeting Packet
PORT TOWNSEND CITY COUNCIL AGENDA
CITY HALL COUNCIL CHAMBERS, 540 WATER STREET
Business Meeting 6:00 p.m. October 5, 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. Resilience Month Proclamation
B. Food For All Proclamation
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: August 10, 2026
C. Resolution 26-019 Declaring an Emergency, Waiving Public Bidding
Requirements, and Ratifying the City Manager’s Approval of All Applicable
Documents to Allow for the Immediate Repair of the Big Quilcene Diversion
Apron
D. Appointments/Reappointments: Library Advisory Board
VIII. Public Hearing
A. Ordinance 3369 Establishing a Moratorium on the Acceptance of
Applications and the Issuance of Permits for New Buildings in the R-II Zone
Exceeding a Residential Density of 32 Units Per 40,000 Square Feet
Proposed Action: Open, hold, and then close the public hearing on
Ordinance 3369 Establishing a Moratorium on the Acceptance of Applications
and Issuance of Permits for New Buildings in the R-II Zone Exceeding a
Residential Density of 32 Units Per 40,000 Square Feet.
i. Staff Presentation
ii. Comments from members of the public
iii. Response from staff
iv. Questions from Council members
v. Clarifying comments from the public, if necessary
vi. Council deliberation and action
IX. Old Business (None)
X. New Business
A. Authorizing the City Manager to Enter into a Contract with Department of
Commerce for a Library Capital Improvement Program Grant for 2025-2027
for HVAC and Elevator Improvements at the Port Townsend Public Library
Proposed Action: Move to authorize the City Manager to enter into a contract
with Department of Commerce for a Library Capital Improvement Program
Grant for 2025-2027 for HVAC and Elevator Improvements at the Port Townsend
Library.
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
B. Budget: 2027 City Manager Preliminary Budget
Proposed Action: Discussion only. No action requested.
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
C. Budget: Preliminary Capital Budget Presentation
Proposed Action: Discussion only. No action requested.
i. Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
D. Resolution 26-020 Declaring Its Intention to Reimburse Certain Capital
Expenditures from the Proceeds of Future Tax-Exempt Financing
Proposed Action: Move to approve Resolution 26-020 Declaring Its Intention to
Reimburse Certain Capital Expenditures from the Proceeds of Future Tax-
Exempt Financing
i.Staff presentation and Council questions
ii. Public Comment
iii. Council deliberation and action
XI.Presiding Officer’s Report
th
A. AWC on the 16
Meeting
B.Council Reserves
C. Jefferson County Farmers Market Letter of Support
XII.Suggestions for Future Agendas
XIII.Comments from Council
XIV.Adjourn
PROCLAMATION
WHEREAS, communities thrive when individuals of all ages and backgrounds are
supported in building resilience, well-being, and a strong sense of hope; and
WHEREAS, research on Adverse Childhood Experiences demonstrates that
adversity can have lasting impacts on the health and development of children and families
— and that Positive Childhood Experiences, including nurturing relationships, meaningful
activities, and skill-building, can counteract those effects, and it is never too late to begin
healing; and
WHEREAS, the Science of Hope — grounded in the belief that the future can be
better and that every person has a role to play in pursuing that future — offers a proven
framework built on setting meaningful goals, developing pathways to achieve them, and
sustaining the motivation to keep going, even in the face of barriers; and
WHEREAS, fostering community resilience requires a shared language and
common understanding rooted in both science and lived experience, recognizing that
everyone — regardless of background — has a role in nurturing healing, connection, and
hope; and
WHEREAS, whether as an auntie, grandparent, mentor, teacher, coach, or
neighbor, every person in our community can play a role in creating Positive Childhood
Experiences and nurturing hope in the young people around them;
NOW, THEREFORE, I, Amy Howard, Mayor of the City of Port Townsend on
behalf of the City Council and the residents of Port Townsend, acknowledges the
importance of coordinating events, educational opportunities, and healing-centered
spaces throughout this month and does hereby proclaim the month of October 2026
RESILIENCE AWARENESS MONTH
and encourage all residents to learn about hope and the science of Positive Childhood
Experiences, and to work together to create a community where every person can see a
future worth working toward — and where organizations and neighbors alike are allies in
getting them there.
________________________
Amy Howard, Mayor
PROCLAMATION
WHEREAS, food insecurity affects thousands of people in Port Townsend and
Jefferson County, with more than 20% of the households in Jefferson County relying on
the Jefferson County Food Bank Association for access to nutrition; and
WHEREAS, food insecurity is not just a missed meal, an empty stomach, or an
individual experience, it’s also a symptom of exclusion and economic inequality; and
WHEREAS, the Jefferson County FoodBank Association gives away more than 1
million pounds of food each year, whilerelying on the generosity of individual donations of
time, money, and food to meet our community's significant need; and
WHEREAS, Whereas, for 41 years, local churches, community organizations,
neighborhoods, and businesses have come together for the Jefferson County Food Bank
Association's annual food drive, known as WAVE (What A Valuable Experience). This
community-wide effort welcomes everyone and is intended to benefit anyone
experiencing food insecurity in Jefferson County, while also building awareness of the
scope of need across both Port Townsend and Jefferson County; and
WHEREAS, together we can build a community that shares responsibility for the
well-being of each other and does not let anyone go hungry.
NOW, THEREFORE, I, Amy Howard, Mayor of the City of Port Townsend, on
behalf of the City Council and the residents of Port Townsend, do hereby proclaim
Saturday, October 31, 2026, to be
Food For All Day
in the City of Port Townsend and encourage all residents to join in the WAVE Campaign
to end hunger and support everyone in need.
________________________
Amy Howard, Mayor
PORT TOWNSEND CITY COUNCIL
CONSENT AGENDA
October 5, 2026
A. Approval of Bills, Claims and Warrants:
Vouchers 180258 through 180350 in the amount of $601,742.13
Electronic Fund Transfers in the amount of $217,603.91
B.Approval of Minutes:August 10, 2026
C. Resolution 26-019 Declaring an Emergency, Waiving Public Bidding
Requirements, and Ratifying the City Manager’s Approval of all Applicable
Documents to Allow for the Immediate Repair of the Big Quilcene Diversion
Apron
D. Appointments/Reappointments: Library Advisory Board
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).
DRAFT
CITY OF PORT TOWNSEND
MINUTES OF THE SPECIAL SESSION OF AUGUST 10, 2026
CALL TO ORDER
The City Council met in a special session on the 10th day of August 2026 in Council
Chambers at 540 Water St, Port Townsend, WA 98368. Mayor Howard called the meeting to
order at 6:00pm.
ROLL CALL
Councilmembers present at roll call were Amy Howard, Fred Obee, Neil Nelson, Monica
MickHager, and David Faber with Owen Rowe excused and Libby Wennstrom absent.
Director Steve King, Community Services Director Melody Sky Weaver, and City Clerk
Alyssa Rodrigues .
P
ROCLAMATION(S) OR SPECIAL PRESENTATION(S): (NONE)
here were no Proclamations or Special Presentations.
T
CITY MANAGER'S REPORT
Council member Wennstrom arrived at 6:01pm.
Farmers Market, August 24 Special Meeting Executive Sessions, and WCMA Conference.
COMMENTS FROM THE PUBLIC
August 10, 2026 Special Session City Council Business MeetingPage 1 of 7
DRAFT
Public comment
There was no public comment.
CONSENT AGENDA
Motion: David Faber moved to approve the consent agenda. Monica MickHager seconded.
Vote: motion carried unanimously, 5-0 by voice vote.
OLD BUSINESS (NONE)
NEW BUSINESS
Description and Salary Schedule which included position, draft, salary, and in process of
gathering salary information.
-year experience length and
who does position report to.
Public comment:
There was no public comment.
August 10, 2026 Special Session City Council Business MeetingPage 2 of 7
DRAFT
Motion: David Faber moved to approve Deputy City Manager job description and the
updated Non-
Deputy City Manager position. Monica MickHager seconded.
Vote: motion carried unanimously, 5-0 by voice vote.
BREAK AND TRANSITION TO WORKSHOP MEETING FORMAT
Mayor Howard stated Council will take a break to transition to Workshop Format at 6:15pm
Council came out of break at 6:21pm.
WORKSHOP DISCUSSION ITEMS
Public Works Director Steve King and FCS Group Utility and Fee Consultant Chris Gonzalez
provided the Water Rates Update Overview which included History and References,
Teamwork: It Takes a Team- Thank you!, Presentation Objectives, Water System Plan (2019),
Water Service Area, Background: 2019 Water System Plan Policies, Background: 2019
,
Background: Enterprise Fund, Background: OGWS and Potable Water Funds, Background:
Utility Tax, Potable Water System- Focus, Looking Back Before Looking Forward Data
Review, Data: (Potable Water System) Historic Revenues, Data: (Potable Water System)
Account Data, Data: (Potable Water System) Income Based Discount, Data: (Potable Water
er
Water Filtration Plant, Data: O&M Cost History: (Potable Water System), Data: (Potable
Water System) Capital, Data (Potable Water System) Existing Rates, Existing Rate
Principles, Looking Forward: Rate Modeling, O&M Forecasting: (Potable Water System),
Capital Forecasting: (Potable Water System), Rate Principles-Considerations, Example #1
Based vs. Peak Demand, Example #1: A Closer Look, Example #2 Base vs. Peak Demand,
2021, Raw Water Update: City and Mill Contractual Relationship, Raw Water Update:
Exiting Rates, Raw Water Update: Actual Revenues and Expenses, Raw Water Update:
August 10, 2026 Special Session City Council Business MeetingPage 3 of 7
DRAFT
What Have We Learned?, Raw Water Update: Rate Principles, Raw Water Update: Standard
of Care, Raw Water Update: O&M Estimates, Raw Water Update: Capital Estimates, Next
Steps, and Next Steps Rate Modeling.
Public comment:
50% of normal rate.
Mark Paxton spoke about Food Bank Growers, metered as residential users, and agreed to
separate meters.
Mary Paxton spoke about Quimper Grant Food Bank Garden volunteer, public health and
Food Bank Gardens, importance of planning and public health, providing fresh food,
serving low-nd
factor in tiered rates.
Discussion ensued around income--income discount
-income
discount
action tonight, how many irrigation taps go to gardens/agriculture, irrigation taps uses,
growing for community use that are non-business, what can we do for people who are a
demands, capital cost, tiered structure for residential, burden of peak demand, Golf
-in or certifying
program, small businesses paying commercial rate, hospital impact, rate table, irrigation
meter sizes, cost of getting irrigation meter installed, System Development Charges,
connection fees, discount fees, change irrigation rate to match residential rate, prove it has
the same cost of service impact, high entry costs, tiered rate for irrigation, low income
t is being used for
August 10, 2026 Special Session City Council Business MeetingPage 4 of 7
DRAFT
residential customers, summer months, refund for people who donate, another reservoir,
rate impacts, and capital.
Steve King and Community Services Director Melody Sky Weaver presented the City
you, Overview, Principles, How ERR works: (Create a Business Unit, What is the Cost of
Service?, Who pays?, What about Parks Facilities?), Facilities Repair, Facilities Repair
Replacement, Facilities Replacement Methodology: (Age, Life Expectancy, Size and
Meas
Scrutiny, Approaches to Representing Obligations, Funding Strategies), Facilities
Replacement Cost: (Capital Plan Schedule of Costs, Present Value Analysis, Payment
Plan), Parks Replacement Cost: (Capital Plan Schedule of Costs, Present Value Analysis,
Payment Plan), Facilities Replacement: Adding PW Shops, Facilities Repair and
Replacement Summary, and Next Steps.
Public comment:
There was no public comment.
Discussion ensued around putting money away for future need, Mt. View campus funds,
maintaining buildings, pool maintenance costs, leasing spaces vs. building/owning,
strategic with capital assets, should have been done 40 years ago, ingenuity of team for
getting extra life out of everything they can, long term maintenance plan, importance of
-
Community Services Director Melody Sky Weaver, Steve King, and Terrapin Architecture
Architect Richard Berg presented Replacement of City Shops Municipal Services Center
Concept and Cost Estimates which included Background and References, Background-
Existing Facilities, Schematic Design Preferred Site Location, Presentation Objective,
Phased Terrace Layout, Terrace Site Plan, SD Level Estimate Summary, Preliminary Cost
August 10, 2026 Special Session City Council Business MeetingPage 5 of 7
DRAFT
Estimates, Learning From Poulsbo, Funding Approaches, and Next Steps.
and LTGO.
Public comment:
zone, worry about sound, and curious if it is a 24-hour facility.
ng in
Trina Lamphiear spoke about living in neighborhood adjacent to site being discussed,
plans were for Rainier St, and site map.
repair and replacement, Rainier long range planning, driving proximity between buildings,
Rainier goes around the wetland, process of value engineering, community tours of current
shops, need to have a workable facility, video tour, have to do something, where is sweet
spot, utilitarian buildings, Sedro-Woolley process, incremental process, transition from old
.
included schematic, current Council chambers, little or no cost alterations, removing
podium, circular fashion, pews, two people at sit down podium, AV, and desks.
Public comment:
Morningstar Garden spoke about appreciating Steve’s comments, concerns around
hierarchical structure, and making things more conversational and less adversarial.
August 10, 2026 Special Session City Council Business MeetingPage 6 of 7
DRAFT
Discussion ensued around liking new set up, rail removal, making more conversational,
l be done
with rail, displays on wall of historical uses of room, next steps, and timeframe.
There being no further business, the meeting adjourned at 9:43pm.
Attest:
Alyssa Rodrigues
City Clerk
August 10, 2026 Special Session City Council Business MeetingPage 7 of 7
Agenda Bill:AB26-117
Meeting Date: September 21, 2026
Agenda Item: Consent VII.C
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Tyler Johnson Date Submitted: October 1, 2026
Department: Public Works Contact Phone: 360-301-2348
SUBJECT: Resolution 26-019 Declaring an Emergency, Waiving Public Bidding Requirements,
and Ratifying the City Manager's Approval of all Applicable Documents to Allow for the
Immediate Repair of the Big Quilcene Diversion Dam Apron
CATEGORY: BUDGET IMPACT:
Consent Resolution Expenditure Amount: $250,000 NTE
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: 415 Water Sewer CIP
SUMMARY STATEMENT:
The purpose of this request for an emergency declaration is to address the imminent
failure of the toe protection apron at the Biq Quilcene diversion dam. The apron was
visually inspected by staff on September 24, 2026 to assess the condition of emergency
repairs made to the apron in October 2025. Inspection, made possible by falling river
levels, uncovered several failing anchor bolts that were installed during the 2025 repair.
Photos of the failing bolts and 2025 repair event are provided below.
Current view of diversion apron with failing anchor bolts installed during August 2025 emergency repair.
View of October 23, 2025repair work at the diversion apron.
Failure is thought to be caused by water pressure at the toe of the dam that is lifting the
apron’s steel plate with enough force to make the bolts fail. The pressure is caused by
the force of the water falling over the dam face. Repair design is ongoing and will focus
on eliminating the pathway for pressurized water to seep beneath the plate. The plate
will also be reinforced with additional bolts.
On October 1, 2026, Interim City Manager, Steve King determined the condition to be
an emergency, allowing the City to immediately contract for the work without completing
the normal public bidding process.
Resolution 26-xxx requests that the City Council declare an emergency and waive
public bidding requirements sothe emergency work to repair the apron can proceed
immediately. It is anticipated that a Contractor will be selected for the work by Monday,
thrd
October 5and that work will be complete by October 23, 2026. This timeline is driven
largely by the need to complete the work before rivers levels rise due to seasonal rains.
An initial budget estimate of $250,000 has been established to be funded by the
Olympic Gravity Water Systemcapital projects fund. Staff will update the expenditure
amount and budget impact when additional cost information is available.
ATTACHMENTS:
1. Resolution 26-019
2. Memorandum to City Manager dated October 1, 2026
CITY COUNCIL COMMITTEE RECOMMENDATION:N/A
RECOMMENDED ACTION:
Move to approve Resolution 26-019 Declaring an Emergency, Waiving Public Bidding
Requirements, and Ratifying the City Manager's Approval of all Applicable Documents
to Allow for the Immediate Repair of the Big Quilcene Diversion Apron.
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules and approve Ordinance ____
Other:
Resolution 26-019
RESOLUTION NO. 26-019
A RESOLUTION DECLARING AN EMERGENCY, WAIVING PUBLIC BIDDING
REQUIREMENTS, AND RATIFYING THE CITY MANAGER'S APPROVAL OF ALL
APPLICABLE DOCUMENTS TO ALLOW FOR THE IMMEDIATE REPAIR OF
THE BIG QUILCENE DIVERSION APRON
WHEREAS, Port Townsend Municipal Code (PTMC) 3.46.090(E) and RCW 39.04.280(1)(C)
allow exemptions to competitive bidding requirements under emergency conditions; and
WHEREAS, RCW 39.04.280(3) defines "emergency" as unforeseen circumstances beyond the
city's control, that either presents a real, immediate threat to the proper performance of essential functions,
or will likely result in material loss or damage to property, bodilyinjury, or loss of life if immediate action
is not taken; and
WHEREAS, on September 24, 2026, City staff conducted a visual inspection of the Big Quilcene
Diversion Apron and observed several failing bolts used to anchor steel plates to the apron; and
WHEREAS, the failing bolts indicate an ongoing failure mechanism that is expected to continue
and may result in complete failure of the apron caused by winter high water events, and possible failure
of the diversion dam; and
WHEREAS, City staff determined that immediate action is necessary to address the cause of the
failure, relieve excess water pressure, install additional anchor bolts, and conduct the work in the next two
to three weeks while the river is low; and
WHEREAS, on October 1, 2026, the City Manager determined that the condition described herein
constitutes an emergency, as defined in RCW 39.04.280(3), based on the need to immediately repair the
diversion apron; and
WHEREAS, PTMC 3.46.090(E)(3) requires the City Council to concur with the City Manager's
declaration of emergency by passage of a resolution declaring the emergency, reciting the facts
constituting the emergency, and waiving the public bidding requirements; and
WHEREAS, for the reasons stated herein, the City Council finds that it is in the best interest of
the City to declare an emergency, waive public bidding requirements for the public work to be undertaken,
and authorize the execution of all necessary documents required to initiate repairs to the diversion apron.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend,
Washington, as follows:
Section 1. The recitals above are hereby adopted by reference as the City's findings in support of
the emergency declaration, as if fully set forth herein.
Section 2.The City Council hereby declares an emergency justifying the waiver of certain
contracting processes, including public bidding requirements.
Resolution 26-019
Section 3.All prior actions taken in conformance with this resolution, including the actions of the
City Manager and the Public Works Director, as described in the Memorandum dated October 1, 2026,
are hereby ratified and confirmed.
Section 4. The City Manager may take any additional administrative actions consistent with this
resolution.
ADOPTED by the City Council of Port Townsend, Washington, at a regular meeting thereof, held
this 5th day of October 2026.
________________________________
Amy Howard
Mayor
Attest:
________________________________
Alyssa Rodrigues
City Clerk
Memo
To: Interim City Manager, Steve King
From: David Dinkuhn, Acting Public Works Director
CC.: City Attorney, Austin Watkins
Date: 10/1/26
Subject: Emergency Repair to Big Quilcene Diversion Apron
The purpose of this memo is to provide background information for the City Manager and City Council in
support of an emergency declaration. The declaration allows for expedient contracting to protect the
apron at the toe of the Bug Quilcene diversion dam before a structural failure occurs.
Problem Statement:
On September 24, 2026, staff inspected the Big Quilcene diversion dam apron to assess the condition of
emergency repairs made to the apron in October 2025. Inspection, made possible by falling river levels,
uncovered several failing anchor bolts installed during the 2025 repair. The failing bolts indicate an
ongoing failure mechanism that is expected to continue and may result in complete failure of the apron
caused by winter high water events, and possible failure of the diversion dam.
Remedy:
Staff is proceeding with emergency contracting for design and construction of the apron repair. We will
engage Contractors recommended by our OGWS consultants and select a Contractor based on
experience and availability. We anticipate selecting a Contractor by October 5, 2026 and will strive to
complete design and construction by October 23, 2026. As you know, this rapid schedule is driven by the
need to do the work while the river level is low due to the seasonal dry period.
Failure is thought to be caused by water pressure at the toe of the dam that is lifting the steel plate with
enough force to make the bolts fail. The pressure is caused by the force of the water falling over the
dam face. As you know, repair design is ongoing and will focus on eliminating the pathway for
pressurized water to seep beneath the plate. The plate will also be reinforced with additional bolts.
This memo supplements the emergency declaration made by Interim City Manager, Steve on October 1,
2026. We have identified an initial budget amount of $250,000 paid by the OGWS capital fund.
Agenda Bill: AB26-123
Meeting Date: October 5, 2026
Agenda Item: Consent VII.D
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Mayor Howard Date Submitted: October 5, 2026
Department: Mayor Contact Phone: 379-2980
SUBJECT:
Appointment of Annette Gurdjian (Position #5, Term Expires May 1, 2029) to
Library Advisory Board
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:
Appointment of Annette Gurdjian (Position #5, Term Expires May 1, 2029) to
Library Advisory Board
ATTACHMENTS: Volunteer 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 Action Refer to Committee Refer to Staff Postpone 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 Knoblock5/1/29
11
VACANT5/1/26Michael D'Alessandro5/1/29
22
Richard Hefley 5/1/27Dale Dell'Ario5/1/29
33
4 Pamela Adams5/1/28Walt Galitzki5/1/27
4
Rebecca Kimball5/1/28Zhenya Lavy5/1/28
55
Laurence Foland-Avramova5/1/27Craig 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 Lynge5/1/29
11
Sarah Copley (At Large Position)5/1/29Dana Nelson 5/1/29
2
2
Cindy Finnie (At Large Position)5/1/285/1/29
Melanie Muszynski
33
VACANT (Recipient)5/1/25VACANT 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 Olsen (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
Dori Butler 5/1/29
4
Pos.NameExp.
VACANT 5/1/26
5
Catharine RobinsonN/ADiana Grunow 5/1/29
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) No Longer Active
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.
12/31/29
Lachlan Carey
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 - Vice Chair-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
12/31/2710/24/25
13 VACANT - At Large 9
12/31/2610/24/25
14 Melissa Spear 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
Hope Quinn 5/1/29
2
Julia Cochrane5/1/27
3
Amber Kent 5/1/28
4
VACANT 5/1/26
5
6
VACANT 5/1/27
VACANT 5/1/25
7
5/1/29
Nikki Jardin
8
Francisca Ramirez Aquino5/1/27
9
Agenda Bill AB26-118
Meeting Date: October 5, 2026
Agenda Item: Public Hearing VIII.A
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Emma Bolin Date Submitted: September 30, 2026
Department: PCD Contact Phone: 360-390-4048
SUBJECT: Public Hearing on Ordinance 3369 Establishing a Moratorium on the
Acceptance of Applications and the Issuance of Permits for New Buildings in the R-II
Zone Exceeding a Residential Density of 32 Units Per 40,000 Square Feet
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)
Cost Allocation Fund: Choose an item.
SUMMARY STATEMENT:
Background:
On August 24, 2026, City Council adopted an emergency moratorium on accepting
applications or issuing permits for new R-II zone developments exceeding 32 units per
40,000 square feet. The moratorium prevents approval of higher densities while the
Growth Management Hearings Board remand and/or any associated appeals in Case
No. 26-2-0017 remain pending. It is effective for one year, consistent with Ordinance
3369 and the adopted work plan.
Action:
Ordinance 3369 and RCW 36.70A.390 require a public hearing within 60 days of
adopting an emergency moratorium. Staff recommends Council hold and close the
hearing. No further action is needed because the Council has already adopted the
required findings and work plan in Ordinance 3369.
ATTACHMENTS:
1. Ordinance 3369
CITY COUNCIL COMMITTEE RECOMMENDATION:N/A
RECOMMENDED ACTION:
Open, hold, and then close the public hearing on Ordinance 3369.
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 AB26-119
Meeting Date: October 5, 2026
Agenda Item: X.A
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Steve King City Manager
Date Submitted: September 30, 2026
Department:Community Services Contact Phone:360-379-5090
SUBJECT: Authorizing the City Manager to enter into a contract with Department
of Commercefor a Library Capital Improvement Program Grant for 2025-2027 for
HVAC and elevator improvements at the Port Townsend Public Library.
CATEGORY: BUDGET IMPACT:
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: Choose an item.
Cost Allocation Fund: 199 Community Services
SUMMARY STATEMENT:
Background:
The Library elevator and HVAC system have both reached the end of their useful life
and require replacement and modernization. In 2024, City Council authorized the
Community Services Department to apply for a Library Capital Improvement Program
grant through the Washington State Department of Commerce, and the application was
successful. According to the elevator maintenance contract, without the necessary
modernization, the Library elevator will no longer be serviced after 2027. The controllers
in the Library elevator car are now in a modification-only phase, meaning replacement
parts are no longer readily available; when parts are available, they may come at higher
cost and with longer lead times. Over the past five years, the City has also experienced
multiple state compliance issues related to aging elevators at the Library and City Hall,
including the need to request an extension from the Washington State Department of
Labor and Industries (L&I) for replacement of parts that were out of compliance. From a
financial sustainability standpoint, the current HVAC system is no longer tenable. It is
estimated that the Library’s utility bill could be reduced by as much as half by converting
to heat pumps. Staff recommend retrofitting the Library’s existing HVAC system with
heat pumps to improve energy efficiency and provide a more sustainable heating and
cooling system.
Grant information:
The Library Capital Improvement Program was created by the Legislature in their 2019
Regular Session to assist libraries operated by governmental units, as defined in RCW
27.12.010to acquire, construct, or rehabilitate their facilities. The Department of
Commerce, in consultation with the Library Capital Improvement Program Committee,
conducts a statewide competitive grant process to award up to $10 million. The
maximum grant amount to any one project will not exceed $2 million. The program
requires a 50% match of the total cost of the project. Priority is given to library facilities
listed on local, state, or federal registers of historic places and those located in
distressed or rural areas. This grant is only offered every two years. In 2022-2023 our
Library received a $167,000 grant to support the window replacement and bathroom
remodel.
https://www.commerce.wa.gov/building-infrastructure/library-capital-
improvement-
program/#:~:text=The%20Department%20of%20Commerce%2C%20in,will%20not
%20exceed%20%242%20million.
Budget and Accounting:
The original cost estimates in 2024 for the new heat pumps to retrofit the HVAC was
estimated at $150,000 and the cost estimate to modernize the elevator was $150,000.
Since 2024 we found that the costs for the elevator and HVAC has increased
tremendously due to cost of materials and not accounting for the modernization required
by the building code by upgrading electrical and HVAC to elevator car which was not
included in the 2024 budget. Our new totals for the elevator modernization are
$260,000.00 and $180,000 HVAC.
That brings the new 2026 projects total to $440,000. The grant is a 1:1 or 50% match so
the City will need to budget for $220,000 for these projects.
Funds from the DOC, City Bonds, Friends of Library, REET, and Community Service
Balance will be used as funding sources. See below project sheet for details:
Project Timeline:
Both projects are anticipated to move forward in phases beginning with planning and
assessment work. Before the elevator modernization project can be placed out to bid,
the Citywill need to complete an assessment to determine which elevator components
require modernization and to confirm the full scope of work needed to maintain future
service and code compliance. This initial assessment phase could begin in 2026 and
carry forward into 2027, allowing the City to develop bid-ready specifications for the
elevator project.
The HVAC retrofit and elevator modernization projects are anticipated to begin in 2027,
following completion of the necessary planning, design, and procurement steps.
Depending on final project scope, contractor availability, equipment lead times, and
coordination with Library operations, work on one or both projects may continue into
2028.
Currently, both projects are expected to be substantially complete by the end of 2028.
This schedule provides time for assessment, final design, bidding, contract award,
equipment procurement, construction, inspection, and closeout. If grant requirements,
market conditions, or project scope change, staff will return to Council with any
necessary updates or approvals.
ATTACHMENTS:
1.2026 Capital Budget Sheet
CITY COUNCIL COMMITTEE RECOMMENDATON:N/A
RECOMMENDED ACTION:
Authorize the City Manager to enter into a contract with Department of Commerce for a
Library Capital Improvement Program Grant for 2025-2027 for HVAC and elevator
improvements at the Port Townsend Public Library.
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 AB26-120
Meeting Date: October 5, 2026
Agenda Item:X.B
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Jodi Adams, Finance and Technology Services Director
Date Submitted: October 1, 2026
Department:Finance& Technology Services Contact Phone:360-379-4403
SUBJECT: 2027 City Manager Preliminary Budget
CATEGORY: BUDGET IMPACT:
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: N/A
SUMMARY STATEMENT:
Staff is beginning the 2027 budget development process with the presentation of a
preliminary budget outlook and funding considerations. As part of this process, all new
funding requests are being evaluated, including both recurring and one-time
expenditures. These requests include additional staffing positions, software and
technology investments, and other significant initiatives such as Facilities Equipment
Replacement Reserve (ERR) funding and the proposed Salary and Compensation Study.
The City is currently projecting a significant unbalanced budget deficit for 2027. Over the
past month, finance staff has worked closely with departments to review operational
needs, evaluate funding requests, and identify options that align with the Council's
adopted 2027 work plan priorities. Departments have completed an initial review of their
budgets and have identified preliminary reductions and cost-saving measures to help
address the projected shortfall while maintaining essential services.
This presentation is intended to provide Council with an overview of the current budget
outlook, key funding pressures, and available options for consideration. Staff has
developed several funding scenarios designed to balance community priorities,
organizational needs, and long-term financial sustainability.
A community budget workshop and discussion is scheduled for October 12, 2026,
providing residents and stakeholders an opportunity to learn about the City's financial
challenges and offer input regarding budget priorities. Following that workshop, staff will
return to Council with an updated budget presentation and seek policy guidance regarding
funding priorities and service levels. Council's direction will be used to finalize the
proposed 2027 budget and develop a balanced spending plan for consideration at the
November 5, 2026 budget adoption meeting.
This initial presentation is intended to inform Council of the budget challenges ahead and
begin the policy discussion necessary to develop a fiscally responsible budget that
reflects Council priorities and community needs.
Upcoming discussion opportunities:
October 12 – Community Council Workshop
October 19 – Preliminary Unbalanced Budget – council options
November 5 - Public Hearing on 2027 Budget Adoption.
nd
November 16 – 2 Public Hearing on 2027 Budget Adoption.
ATTACHMENTS:
1. Presentation – 2027 Unbalanced Budget
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:
2027 Proposed Budget: Balancing
the General Fund
City of Port Townsend · Council budget discussion · Oct 5, 2026
1
Gratitude
Community for support of services both thru payment of
taxes and thru the multitude of donations of $$ and time
Council members for clear direction at the July Retreat
Finance Department for a massive workload in addition
to normal duties of processing the bills.
Directors and Managers for 2 months of hard budget
development
Staff for the constant drive to do the work better and
more efficiently
2
Presentation Objective
To unpack the preliminary General Fund unbalanced budget in order to
develop strategies to cut costs to balance the budget.
Recurring Unbalanced Budget -$2.1 Million
Total One-Time Expense Request -$2.08 Million
3
What is in this Presentation
1.Budgeting 101 Providing Context
2.Schedule Where we are...
3.Budget Building Priorities and requests
4.Part 1: General Fund recurring revenue and expenses
5.Part 2: One time revenue and expenses
6.Part 3: Other fund and department sheets
4
Budgeting 101
Unlike the Federal Government, State Law
requires local agencies to adopt a balanced
budget.
The City Council has sole authority for
approving budgets. This process is by far the
biggest policy decision of the year.
5
Budgeting 101 What is the General Fund?
The General Fund is the business unit of the City that
relies on tax revenues, not rates or charges for services.
It pays for police, courts, planning, arts, parks, jail,
housing services, public defender, facilities,
administration, legal, and streets.
The General Fund does not pay for utilities.
Primary revenue for the General Fund is sales tax,
property tax, B&O tax, and taxes on utilities such as
power, water, garbage, sewer, storm, and communications.
6
Budgeting 101 Tug of War
Mandated work and Discretionary
compliance with laws(Strategic Community
(Delivering the Basics)Initiatives)
Resources
(Tax Revenue and Staff
Time)
7
Budgeting 101 Recurring or Annual Costs and
Revenues
Revenues oscillate over the years based on economic
conditions.
Fiscal sustainability relies on removing the ups and
downs from the budgeting process.
Revenues rarely grow at the same rate as expenses.
Results: Removing one-time revenues from
equation is essential
8
Budgeting 101 One-time Revenue and Expenses
One time revenue examples include large construction
projects such as the Hospital which increases permit
revenue, sales tax, and B&O tax.
Grants are another source of one time revenue.
One time revenue and expenses impact reserves also
known
Results: One-time expenses have to be balanced with
one time revenue while ensuring reserves are adequate
9
Budgeting 101
Work before us is to cut expenses to match revenues such that the
recurring budget balances and that one-time expenses do not deplete
reserves beyond acceptable levels.
General Fund
Recurring Unbalanced Budget -$2.1 Million
Total One-Time Expense Request -$2.08 Million
10
Budgeting 101 (cont.)
The budgeting process is approximately a 7-8 month process that consists of the
following principle steps:
1.S taff closes out previous year and adjusts fund balances based on actual expenses and
revenues (April)
2.Staff begins work on internal service budgeting such as Overhead and ERR funds based on
actuals from the previous year. (June)
3.City Council sets priorities in a look forward work plan retreat (July)
4.Directors submit requests to accomplish work plan retreat priorities and address necessary
resources to do their department's work. (August September)
We are here
5.Staff presents preliminary unbalanced budget (Early October)
6.Council and community provide feedback (October)
7.Staff makes cuts based on feedback and presents balanced budget for adoption (November)
11
2027 Budget Schedule At a Glance
COUNCIL
COUNCILSTAFF
July
AugustSeptemberOctoberNovember
Set PrioritiesBuildRefineDecideAdopt
We are here
Council retreat Roadshow, then Staff establishes Budget readings
Unbalanced
ranks 11 departments unbalanced Nov 2 and Nov 16
budget Oct 5;
prioritiessubmitbudget based on
strategies
priorities
discussion Oct 19
12
Budget Building: July Council Retreat
11 priorities
Subdivision code reform,
Water storage study (OGWS)
incl. lot splitting
12
$437.5K one-time · 0.5 FTE
$45K one-time · 1.5 FTE
Affordable housing subsidy and Economic development
incentive studyposition
34
$100K one-time · 3 FTE$148K/yr · 0.5 FTE
Automate and speed up Continue Housing Grants
permittingposition
56
$?/yr · 0.25 FTE · Not in budget$185,281 · to fund through 2028
13
Budget Building:
Council Top 11 Priorities (cont.)
No new cost · 0.1 FTE
7
Expand Multifamily Tax Exemption program
No new cost · 0.1 FTE
8
Infrastructure grants for affordable housing
Subject to water rate study
$5K · 0.25 FTE
9
Modernize food truck ordinance
$35K one-time · 1.5 FTE
10
Update permit fee schedule
2026 carryforward
$5K · 1 FTE
11
Surplus property inventory for housing
14
Budget Building:
Structural Changes - Sustainability Intent
1.Facilities ER&R fund and program development. Establishes an enterprise fund to cover
facilities O&M costs as well as replacement costs. See facilities ER&R presentation provided at
the August 10, 2026 Council Workshop online at
https://cityofpt.us/citycouncil/page/agendasminutesvideos. Now each department has a cost
for facilities services and replacement. There is a substantial cost increase to address building
repair and replacement which has not been funded in the past.
2.Information Systems also now has an updated ER&R approach to cost allocation. This change
does not increase the budget, but rather re-allocates proportional to service provided.
3.Overhead Allocations: Services such as finance, administration, legal, clerking, HR, and
communications are allocated out based on proportional costs to all departments. Overhead
allocations also includes moving insurance costs to each department
15
Budget Building: Structural Changes: Facilities
and IT ER&R, General Fund Overhead
123
Facilities ER&R FundGeneral Fund IT ER&R
Overhead UpdateMethodology
202620272026202720262027
Replacement
Water
(new)
WaterSewerDevice units
Facilities O&MFacilities O&M
SewerStormFTE countStorage
already paid new in 2027 2 utilities 3 + card fees 1 driver 2 drivers
WHY IT MATTERSWHY IT MATTERSWHY IT MATTERS
Replacement is new and a major Ensures accurate allocation to Charges now follow actual IT
cost driver for sustainabilityall funds including enterprise use and are more accurately
fundsallocated to all funds
16
Budget Building:
Eight costs in the 2027 budget are mandated
Contract increasesInsuranceComprehensive Plan
Existing and new Appeal
CPIDigital AccessibilityStaff Retirements
All staffing and contractsWCAG 2.1 Level AA
Labor for Core Services
Collective Bargaining Required services
Agreements COLA AKA delivering the basics
17
Budget Building:
Pending items could still change 2027 costs
GrantsJeff Co Crim J ILACity Manager
Economy and comp plan County has proposed Deputy 6 months;
remand put grants at riskreopeninghiring cost and timing
unknown
Police CBAExternal ContractsCommunity Services
2027 contract in negotiation; Costs up 8-12%; Director and Manager hires
Gen Union CPI assumedNew 2027 contractsmay wait for new City Manager
come in higher than budget
Benefit CostsJeffCom911Revenues Decrease
Medical and retirement Contract, service, & cost Regional economy, closing
ratesarrive late fallfluctuate annuallybusinesses, housing market
18
Budget is split into 2 parts
PART 1PART 2
Recurring revenue One-time revenue
and expensesand expenses
19
Part 1: Recurring revenue and
expenses
The ongoing budget: what it costs to run the City each year
20
Importance of Recurring vs Non-Recurring
Annual General Fund sales tax against its 4-year trend
$4,000,000
High School
Madrona
Hospital
Ridge
$3,500,000
TrailCrest
Tourism
$3,000,000
Salish
Post Covid
Hospital
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
2013201420152016201720182019202020212022202320242025202620272028
Sales Tax (up to trend)4-yr trend line
21
General Fund Revenue for 2026
Projected 2026vs 2025vs 2026 budget
Sales Tax
$3.5M-$189K-$155K
No TBD, Special Purpose, or other form included
2026 budget: $3.7Mdown 5%
PUT (All Utilities)
$3.1M+$280K+$428K
Data through August
2026 budget: $2.6Mup 10%
Property Tax
$2.7M+$10K-$34K
2026 budget: $2.7Mup 0%
B&O Tax
$1.0M-$119K-$288K
2026 budget: $1.3Mdown 10%
All Other Revenue
-$49K$0
$5.3M
All other General Fund sources
Total
$15.6M-$68K-$49K
22
General Fund Recurring Revenue for 2027
2026 Projected2027 Recurring2027 1 Time2027 TotalChange vs 2026
Sales Tax
$3.5M$3.5M$200K$3.7M+$155K
No TBD, Special Purpose, or other Final Madrona
form included& HS
$3.1M$3.2M$0$3.2M+$166K
PUT (All Utilities)
Data through August
$2.7M$2.7M$0$2.7M+$60K
Property Tax
$1.0M$895K$0$895K-$155K
B&O Tax
$5.3M$3.9M$940K$4.9M-$483K
All Other Revenue
All other General Fund sources
$15.6M$14.2M$1.1M$15.4M-$256K
Total
23
With all department request included, recurring
expenses exceed recurring revenue by $2.1M
State law requires the City to
present Council a
$2.1M
balancedbudget.
2027, one-time items excluded
24
General Fund Recurring Expenditures
2027 recurring expenditures of $16.3M exceed recurring revenue of $14.2M by $2.1M
2027 recurring expenditures by category2027 recurring gap
Category2027 recurring
Recurring
Labor$7.66M
+$14.2M
Revenue
Supplies$102K
Services$3.31M
Internal services (IT, PW, ERR)$3.74M
Less: recurring
-$16.3M
Debt service$24K
expenditures
Transfers out & other financing (Streets & Comm
$2.90M
Serv)
Capital outlay$0.5K
Gross recurring expenditures$17.75M
Recurring gap
Less: GF/OH cost allocation credits
Total recurring expenditures$16.30M
25
General Fund Recurring ER&R at 100%
Update2026 budget2027 proposedChange
Facilities O&M (Incl. Pool & Mtn View)$1,513,059$1,451,224
Facilities Replacement$1,294,124+$1,294,124
Facilities subtotal$1,513,059$2,745,348+$1,232,289
Fleet O&M$232,077$261,819+$29,742
Fleet Replacement$105,474$262,128+$156,654
Fleet subtotal$337,551$523,947+$186,396
IT O&M$278,437$426,676+$148,239
IT Replacement$44,490$51,535+$7,045
IT subtotal$322,927$478,211+$155,284
Total recurring$2,173,537$3,747,506+$1,573,969
26
Two requestedpositions, the salary and compensation
study, and software add $317K in recurring costs
RequestDepartmentType2027 cost
Comms and Marketing support CommunicationsPosition$114K
Assistant City Attorney City AttorneyPosition$101K
Seven G.F.
Salary and Benefits study adjustments Compensation$72K
departments
HR onboarding and Budget software HR, FinanceSoftware$30K
Total$317K
27
Position Requests - All Funds
PositionDepartmentFunding
Assistant City Attorney City AttorneyGF + enterprise
Comms & Marketing Assistant Comms & MarketingGeneral Fund
Admin & Project Support Specialist Parks, Rec & Comm. SvcsGeneral Fund
City Custodian (perm. part time)PRCS FacilitiesGF + Utilities
IT Technician 6 mo. Retirement overlap FinanceERR internal svc
Assistant Planner (LTE)Planning & Comm. Dev.General Fund
Housing Grants Coordinator Planning & Comm. Dev.GF + Utilities
HR Assistant 5 hr increase existing position People & PerformanceGeneral Fund
Civil Engineer IIII EngineeringREET + grants
Project Manager II Engineering (OGWS)OGWS capital
Water Resources Specialist 1 Water QualityWater utility
PW Water Quality Specialist PW AdminUtilities 90%, GF 10%
28
2027 Possible Recurring Budget Reduction
Themes
Eliminate Mountain View from Facilities Replacement
Reduce Facilities Replacement funding to 30%
Salary Survey Explore funding options
Eliminate New Requested Positions
Reduce big ticket software requests
Reduce seasonal staff
29
Four structural savings options for Council to weigh
in 2027 for 2028
OPTION 1OPTION 2
Community ServicesHiring freeze
OPTION 3OPTION 4
External contractsFunding
30
Six revenue options to explore in 2027 for 2028
and beyond budget
Fee increases
Levies
Metropolitan Park District (MPD)
Library lid lift
Criminal Justice Tax
Economic development (Glen Cove)
31
Part 2: One-time revenue and expenses
Reserves, one-time funding sources, and one-time requests
32
If Recurring Revenues Cover Recurring Costs,
Council Picks the 2027 Ending Balance
Available for
Assumes recurring revenue
LevelReserve
one-time
covers recurring cost
Projected 2026 ending
$3.71M
balance
Start: $3.71M projected
2026 ending balance
Land at 15% policy maximum$2.30M$1.41M
Land at 8% policy minimum$1.23M$2.48M
Choice: Where to end the
2027 fund balance
60 days operating + $0.5M
$2.87M$840K
emergency
90 days operating + $0.5M
$4.05M($340K)
emergency
33
General Fund One-Time Requests Total $2.08M
RequestDepartmentAmountNotes
Fleet reserve catch-up (final year needed)GF Admin$490KPolice, Parks, Facilities, PCD, Streets
Vince's Village CHIP constructionand
PCD$325K$ Offset by Commerce grant
utilities
One-time transfer to Streets GF Admin$211KStreet Fund
Two term-limited positions PCD$187KPlanner; Housing Grants Coord. (2-yr)
Affordable Housing capital project GF Admin$135KTransfer to General Capital Evans Vista
Comprehensive Plan remand contingency PCD$100KManagement reserve
Annual settlement fund City Attorney$100KClaims and Settlements Fund
All other one-time requests (52 items)Various$532KStudies, equipment, IT catch-up
Total$2.08M
34
General Fund: Where we stand and next steps
Where we standNext steps
Currently, recurring gap with all Oct 12 Workshop: budget priorities
requests: $2.1M and 2027 work plan
City Manager and Finance Oct 19 Budget hearing strategies
st
Department proposes balanced discussion; property tax hearing, 1
Budget reading
Council decides how to close the Nov 2 Budget hearing; final budget
st
$2.1Mordinance, 1 reading
nd
Year-end reserves depend on which Nov 16 Property tax 2 reading;
nd
one-time requests Council funds finalbudget 2 reading if needed
35
Clarifying Questions
No Action
Seeking to Understand
36
Part 3: Department Budgets and
Enterprise Funds
Information provided for review but not the focus of
the October 5 Presentation
37
Department Budget Sheets: How to Read?
FundDescription
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Labor: salaries and benefits
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5ĻĬƷ
Total (before GF Alloc)
Supplies: everyday items that aren't equipment, like paper and
pencils
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hƦĻƩğƷźƓŭ /ğƦźƷğƌ
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Services: the broadest category, from professional services to
ƩğƓƭŅĻƩƭ hǒƷ
software
Total
Total Expenses
Internal Serv: charges from other City departments, such as IT,
Public Works and ER&R (equipment rental and replacement)
Net GF Cost Allocation
Recurring vs. Nonrecurring: costs that repeat every year vs.
Total after GF Cost Alloc.
one-time purchases
wĻĭǒƩƩźƓŭ wĻǝ͵
Total Cost less Recur. Rev.
38
010-000 General Fund Non-Departmental
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
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{ĻƩǝźĭĻƭυΛБАЌͲАЍАΜυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЊЌͲЊЉЏυΏυΛЊЌͲЊЉЏΜΛЊЉЉіΜ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$(1,603,088)$13,106$-$(13,106)(100%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυБЊЊͲЎЉЉυЍАБͲЎЎЍυБЌБͲАЌЌυЌЏЉͲЊАВАЎі
ƩğƓƭŅĻƩƭ hǒƷυЊͲЏЍЌͲЌВАυЋͲЋЋЏͲЊЏЉυЋͲЍААͲЏЊЍυЋЎЊͲЍЎЍЊЊі
Total$2,454,897$2,704,714$3,316,346$611,63223%
Total Expenses$851,809$2,717,820$3,316,346$598,52622%
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$851,809$2,717,820$3,316,346$598,52622%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЊͲЌВАͲЎЊЊυЊЊͲЍАЏͲЋЊВυЊЊͲБЋВͲВЍВυЌЎЌͲАЌЉЌі
Total Cost less Recur. Rev.$(10,545,702)$(8,758,399)$(8,513,603)$244,7963%
39
010-011 Council
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυАЊͲЉЎБυАЍͲВЊЎυАЎͲЋЌВυЌЋЍЉі
{ǒƦƦƌźĻƭυЊͲЎБВυЊЎЉυЎͲЍЉЉυЎͲЋЎЉЌЎЉЉі
{ĻƩǝźĭĻƭυЊЋВͲАБЍυААͲЉЍЍυБЎͲВЉЉυБͲБЎЏЊЊі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЌБͲБЉЋυАͲЉЌАυВͲЉЏЎυЋͲЉЋБЋВі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$241,232$159,146$175,604$16,45810%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊͲЉЊБυЊͲЉЊБ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$1,018$1,018
Total Expenses$241,232$159,146$176,622$17,47611%
Less: GF Cost Allocation$-$(38,116)$(35,341)$2,7767%
Total less GF Cost Alloc.$241,232$121,029$141,281$20,25217%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$241,232$121,029$141,281$20,25217%
40
010-012 City Manager
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЉЋͲЎВЋυЌЋБͲАААυЍБЊͲЋЌЌυЊЎЋͲЍЎЏЍЏі
{ǒƦƦƌźĻƭυЊͲЊЉЊυЎЉЉυЏͲЉЌЍυЎͲЎЌЍЊЊЉАі
{ĻƩǝźĭĻƭυЊЏͲАВЉυЎЊͲЏЎЉυЍЍͲАЌЍυΛЏͲВЊЏΜΛЊЌіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЏͲЍАЍυЌͲЍЌЌυАͲАЏЎυЍͲЌЌЌЊЋЏі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$326,957$384,360$539,766$155,40640%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЎͲЉЉЉυЊЉͲЉЌЋυЎͲЉЌЋЊЉЊі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$5,000$10,032$5,032101%
Total Expenses$326,957$389,360$549,797$160,43841%
Less: GF Cost Allocation$(95,218)$(121,053)$(126,111)$(5,058)(4%)
Total less GF Cost Alloc.$231,738$268,306$423,686$155,38058%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$231,738$268,306$423,686$155,38058%
41
010-013 City Attorney
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊЍЊͲЏЎЎυЌЎЋͲЍЉВυЍЏЉͲЎЏЌυЊЉБͲЊЎЍЌЊі
{ǒƦƦƌźĻƭυΏυЊͲЉЉЉυЊͲЋЉЉυЋЉЉЋЉі
{ĻƩǝźĭĻƭυЏЌЋͲЊАЉυЍАЊͲЊЌЏυЍЍЍͲЊВЉυΛЋЏͲВЍЏΜΛЏіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЊЉͲЌЎВυЌЊͲВЍЍυЋЊͲЎБЎЋЉБі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$773,825$834,904$937,897$102,99412%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυЊͲЉЉЉυΏυΛЊͲЉЉЉΜΛЊЉЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊЉЍͲЉЋВυЊЉЍͲЉЋВ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$1,000$104,029$103,02910303%
Total Expenses$773,825$835,904$1,041,926$206,02325%
Less: GF Cost Allocation$(166,467)$-$-$-
Total less GF Cost Alloc.$607,358$835,904$1,041,926$206,02325%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$607,358$835,904$1,041,926$206,02325%
42
010-014 Communications
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυБЋͲЌЊВυЊЌЋͲЊЏАυЋЎЊͲЋЋВυЊЊВͲЉЏЋВЉі
{ǒƦƦƌźĻƭυΛЍВБΜυЋЍͲЉЉЉυЊАͲЎЉЉυΛЏͲЎЉЉΜΛЋАіΜ
{ĻƩǝźĭĻƭυЍЎͲВЊЏυЊЍЊͲЉВЉυЊЌЋͲЉАЋυΛВͲЉЊБΜΛЏіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЍͲЋЌЌυЊБͲАВБυЊЍͲЎЏЎЌЍЍі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$127,737$301,490$419,599$118,10939%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌЊͲЉЉЉυЍЉͲЉЉЉυЌЎͲЉЋБυΛЍͲВАЋΜΛЊЋіΜ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$31,000$40,000$35,028$(4,972)(12%)
Total Expenses$158,737$341,490$454,627$113,13733%
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$158,737$341,490$454,627$113,13733%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$158,737$341,490$454,627$113,13733%
43
010-015 People & Performance
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЍЏͲЏЊЍυЍЉЌͲАЏЉυЍЊБͲЍАЏυЊЍͲАЊЏЍі
{ǒƦƦƌźĻƭυЋͲЋЎЊυЊЎͲАЎЉυЋЊͲЍЉЉυЎͲЏЎЉЌЏі
{ĻƩǝźĭĻƭυЊЉВͲЉЉЏυЊЍЍͲЊЏЊυЋЉЍͲЎАЍυЏЉͲЍЊЌЍЋі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЊЏͲЉЊЉυАͲЎЋЏυЋВͲЋЋЊυЋЊͲЏВЏЋББі
5ĻĬƷυАЎВυΏυΏυΏ
Total (before GF Alloc)$474,640$571,197$673,671$102,47418%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЎАͲЊЉЉυЌБͲВЉЉυЋЎͲЌЎВυΛЊЌͲЎЍЊΜΛЌЎіΜ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$57,100$38,900$25,359$(13,541)(35%)
Total Expenses$531,740$610,097$699,030$88,93315%
Less: GF Cost Allocation$(213,041)$(242,740)$(241,414)$1,3261%
Total less GF Cost Alloc.$318,698$367,356$457,616$90,25925%
wĻĭǒƩƩźƓŭ wĻǝ͵υЋЏАυΏυΏυΏ
Total Cost less Recur. Rev.$318,432$367,356$457,616$90,25925%
44
010-022 Planning & Community Development
(PCD)
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊͲЊЋЍͲБЋЍυЊͲЋЊЍͲЏЊЍυЊͲЋАЉͲЏЊЏυЎЏͲЉЉЋЎі
{ǒƦƦƌźĻƭυЋͲЎЏЏυЏͲБЉЉυЎͲЏЉЉυΛЊͲЋЉЉΜΛЊБіΜ
{ĻƩǝźĭĻƭυЏАВͲЊЍЌυЎЍЎͲВЎАυЋЎЌͲЉЍВυΛЋВЋͲВЉБΜΛЎЍіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЎЋͲБЎЋυЍВͲААЌυЌЊБͲЏАВυЋЏБͲВЉЏЎЍЉі
5ĻĬƷυЋͲЍВЏυАͲБЉЉυАͲБЉЉυΏΏ
Total (before GF Alloc)$1,861,881$1,824,944$1,855,745$30,8002%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυАВЉυЎЉЉυЎЉЉυΏΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЎЋͲЋЋЊυЌЍАͲЊЋЎυБЋВͲБЌЉυЍБЋͲАЉЎЊЌВі
ƩğƓƭŅĻƩƭ hǒƷυЋЍͲЉВВυЊЏАͲБЋЊυЌЏͲЎЉЉυΛЊЌЊͲЌЋЊΜΛАБіΜ
Total$77,110$515,446$866,830$351,38468%
Total Expenses$1,938,990$2,340,390$2,722,575$382,18516%
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$1,938,990$2,340,390$2,722,575$382,18516%
wĻĭǒƩƩźƓŭ wĻǝ͵υБЌЋͲЉАЎυАЋАͲЍАЍυЌААͲЍЊЉυΛЌЎЉͲЉЏЍΜΛЍБіΜ
Total Cost less Recur. Rev.$1,106,916$1,612,916$2,345,165$732,24945%
45
010-041 Finance
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυБЊЏͲЊААυЊͲЌАЋͲЌБЏυЊͲЍЉБͲЊЎЎυЌЎͲАЏВЌі
{ǒƦƦƌźĻƭυЌͲЎЊЋυЊБͲЊЉЎυЊБͲЎЊЋυЍЉАЋі
{ĻƩǝźĭĻƭυЎЍЊͲЌЍВυЋЌЉͲЋЉЎυЎЍЊͲЏЌЋυЌЊЊͲЍЋАЊЌЎі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЎАͲВЎБυЎАͲББЎυЋБЏͲЉЉЌυЋЋБͲЊЊВЌВЍі
5ĻĬƷυЋͲБЉЌυБͲЏЉЉυБͲЌЉЉυΛЌЉЉΜΛЌіΜ
Total (before GF Alloc)$1,421,799$1,687,181$2,262,602$575,42134%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЊЏͲААЍυΏυЋͲЎЉЉυЋͲЎЉЉ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЉͲЉЉЉυЌЋͲЋЉЉυЌЊͲЊАБυΛЊͲЉЋЋΜΛЌіΜ
ƩğƓƭŅĻƩƭ hǒƷυЊͲВЋЏυЋͲЎЉЉυЋͲЎЉЉυΏΏ
Total$28,700$34,700$36,178$1,4784%
Total Expenses$1,450,499$1,721,881$2,298,780$576,89934%
Less: GF Cost Allocation$(499,439)$(867,935)$(1,005,754)$(137,820)(16%)
Total less GF Cost Alloc.$951,059$853,946$1,293,026$439,07951%
wĻĭǒƩƩźƓŭ wĻǝ͵υ
Total Cost less Recur. Rev.$
46
010-054 Police
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЋͲБЍЏͲЊЍЍυЌͲЊЏАͲЊАЏυЌͲЊЊЎͲЎЎЋυΛЎЊͲЏЋЍΜΛЋіΜ
{ǒƦƦƌźĻƭυЊЌͲЉЏВυЋЌͲЌЉЉυЋЍͲБЍЎυЊͲЎЍЎАі
{ĻƩǝźĭĻƭυЊͲЉЏЎͲЊЌЎυЊͲЊЊЏͲВБВυЊͲЍЋЊͲЍЋЍυЌЉЍͲЍЌЎЋАі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЋВЋͲЎЎБυЍВАͲЏВЍυЊͲЊЊЊͲЊЍАυЏЊЌͲЍЎЍЊЋЌі
5ĻĬƷυЋЏͲЏАБυЌͲЉАЋυЌͲЉАЋυΏΏ
Total (before GF Alloc)$4,243,584$4,808,231$5,676,040$867,81018%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЌЌͲЋЌЋυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЋЏЌͲЉЉЉυЍЌͲЉЉЉυЊЉЌͲВЎЋυЏЉͲВЎЋЊЍЋі
ƩğƓƭŅĻƩƭ hǒƷυЊͲЍЎЊυЋͲАЉЉυЋͲАЉЉυΏΏ
Total$297,683$45,700$106,652$60,952133%
Total Expenses$4,541,267$4,853,931$5,782,693$928,76219%
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$4,541,267$4,853,931$5,782,693$928,76219%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲЉЏЋͲЌЏАυВЍАͲЉАЋυББВͲБЌЊυΛЎАͲЋЍЊΜΛЏіΜ
Total Cost less Recur. Rev.$3,478,899$3,906,859$4,892,862$986,00325%
47
010-080 City Clerk
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊЋЎͲЊЉЊυЊБЊͲЏАЉυЊБЌͲЌЍЉυЊͲЏАЉЊі
{ǒƦƦƌźĻƭυЋͲЌЏЊυЍͲЉЉЉυЍͲЉЉЉυΏΏ
{ĻƩǝźĭĻƭυАБͲЍБЋυАЉͲЉЍЍυАБͲВЉВυБͲБЏЎЊЌі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЊЉͲАЊАυВͲЍЌЍυЌЌͲААЌυЋЍͲЌЍЉЋЎБі
5ĻĬƷυЊͲЏЉЊυЎͲЎЉЉυЎͲЉБЍυΛЍЊЏΜΛБіΜ
Total (before GF Alloc)$218,263$270,648$305,106$34,45813%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЏͲЉЏЍυЏͲЉЏЍ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$6,064$6,064
Total Expenses$218,263$270,648$311,170$40,52215%
Less: GF Cost Allocation$(28,437)$(57,158)$(40,824)$16,33429%
Total less GF Cost Alloc.$189,826$213,490$270,346$56,85627%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЉͲЌЊЉυЏͲЎЉЉυΏυΛЏͲЎЉЉΜΛЊЉЉіΜ
Total Cost less Recur. Rev.$179,516$206,990$270,346$63,35631%
48
010-093 General Fund Administration
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυВВЊͲБЉЊυВААͲЉВЊυЊЎАͲВЎЍυΛБЊВͲЊЌАΜΛБЍіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυЊͲБВБͲЌЋЎυЊͲБВБͲЌЋЎ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$991,801$977,091$2,056,279$1,079,188110%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυВЌͲВАЍυВЌͲВАЍ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$93,974$93,974
Total Expenses$991,801$977,091$2,150,253$1,173,162120%
Less: GF Cost Allocation$(425,296)$(489,374)$-$489,374100%
Total less GF Cost Alloc.$566,505$487,717$2,150,253$1,662,536341%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$566,505$487,717$2,150,253$1,662,536341%
49
010-155 PEG Access
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЌͲЊЏЏυЋͲЉЉЉυЌͲЋЏЍυЊͲЋЏЍЏЌі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$3,166$2,000$3,264$1,26463%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$3,166$2,000$3,264$1,26463%
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$3,166$2,000$3,264$1,26463%
wĻĭǒƩƩźƓŭ wĻǝ͵υАЋͲЊЏЍυЌЌͲЉЉЉυЍБͲЉЉЉυЊЎͲЉЉЉЍЎі
Total Cost less Recur. Rev.$(68,998)$(31,000)$(44,736)$(13,736)(44%)
50
010-200 General Fund Equity
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЋЌАͲЉЉЉυΏυΛЋЌАͲЉЉЉΜΛЊЉЉіΜ
ƩğƓƭŅĻƩƭ hǒƷυЍͲЋЊБͲАЍАυЌͲЊЋЋͲЊЌБυЌБЊͲЍВЉυΛЋͲАЍЉͲЏЍБΜΛББіΜ
Total$4,218,747$3,359,138$381,490$(2,977,648)(89%)
Total Expenses$4,218,747$3,359,138$381,490$(2,977,648)(89%)
Less: GF Cost Allocation$-$-$-$-
Total less GF Cost Alloc.$4,218,747$3,359,138$381,490$(2,977,648)(89%)
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$4,218,747$3,359,138$381,490$(2,977,648)(89%)
51
102-000 Contingency Fund
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЊЋυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$12$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$12$-$-$-
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$12$-$-$-
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЋͲЊЏЌυЏͲЎЉЉυЏͲЎЉЉυΏΏ
Total Cost less Recur. Rev.$(12,151)$(6,500)$(6,500)$--
52
110-111 Streets Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЋЌЏͲЋЎЌυЌЍЉͲЋВАυЌЍЊͲЊЉЍυБЉАЉі
{ǒƦƦƌźĻƭυЌВͲАЍЍυЊВЋͲББЊυЋЌЋͲЎЏЎυЌВͲЏБЍЋЊі
{ĻƩǝźĭĻƭυЎЊЎͲЋВЋυЎЉБͲЊАЋυБЉЌͲЋЌЉυЋВЎͲЉЎБЎБі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЋЊЍͲЉЉВυЊЏЊͲЌВЍυЋЎЍͲЌБЏυВЋͲВВЋЎБі
5ĻĬƷυΏυΏυЊЎЉυЊЎЉ
Total (before GF Alloc)$1,005,298$1,202,744$1,631,436$428,69236%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЊЌЏͲВЌЎυБЏЌͲВЋАυΏυΛБЏЌͲВЋАΜΛЊЉЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЎЎͲЉЉЉυАЊͲБЉЉυЋЊЊͲЋЎЍυЊЌВͲЍЎЍЊВЍі
ƩğƓƭŅĻƩƭ hǒƷυЊВЍͲЏЋБυЊВВͲЊЎЉυЊАВͲЊЎЉυΛЋЉͲЉЉЉΜΛЊЉіΜ
Total$486,563$1,134,877$390,404$(744,473)(66%)
Total Expenses$1,491,861$2,337,621$2,021,840$(315,782)(14%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,491,861$2,337,621$2,021,840$(315,782)(14%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЋЉЍͲЎЉЍυЋЉАͲБЋЍυЋЉВͲЋАВυЊͲЍЎЎЊі
Total Cost less Recur. Rev.$1,287,358$2,129,797$1,812,561$(317,237)(15%)
53
111-000 Transportation Benefit District (TBD)
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυБͲВБЎυЊЍͲЋЋБυЎͲЋЍЌЎБі
{ǒƦƦƌźĻƭυΏυЊЌυЋЉυАЎЍі
{ĻƩǝźĭĻƭυΏυБЍЉυЍЊЋυΛЍЋБΜΛЎЊіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$9,838$14,660$4,82249%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυБЏЊͲЏЎЉυΏυΛБЏЊͲЏЎЉΜΛЊЉЉіΜ
ƩğƓƭŅĻƩƭ hǒƷυЊͲЉААͲЏВЊυБЎВͲЍЎЍυЊͲЉЊЍͲЉБЉυЊЎЍͲЏЋЏЊБі
Total$1,077,691$1,721,104$1,014,080$(707,024)(41%)
Total Expenses$1,077,691$1,730,942$1,028,740$(702,201)(41%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,077,691$1,730,942$1,028,740$(702,201)(41%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲЌЉЊͲБЏЌυЊͲЋЉЉͲЉЉЉυЊͲЋЉЉͲЉЉЉυΏΏ
Total Cost less Recur. Rev.$(224,172)$530,942$(171,260)$(702,201)(132%)
54
120-120 Library
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЏВАͲЌЌЌυБЊВͲАЉВυБЌВͲЋЊБυЊВͲЎЉВЋі
{ǒƦƦƌźĻƭυБЌͲААЏυБВͲБЉЌυВЍͲАВЎυЍͲВВЋЏі
{ĻƩǝźĭĻƭυЋАЍͲЍЊЏυЊЍЊͲЎВЍυЊЌВͲЏЎЎυΛЊͲВЌВΜΛЊіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЌЋͲЏАЋυЏЏͲЋЎЍυЌБЉͲЎЉЌυЌЊЍͲЋЍВЍАЍі
5ĻĬƷυЌЋͲЍЉЉυЌЎͲВВБυЍЊͲЉЍЏυЎͲЉЍБЊЍі
Total (before GF Alloc)$1,120,598$1,153,358$1,495,217$341,85830%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЎͲЊЊЊυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЎͲЉЉЉυЊАЍͲЉЉЉυБЎͲБЏЏυΛББͲЊЌЍΜΛЎЊіΜ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$10,111$174,000$85,866$(88,134)(51%)
Total Expenses$1,130,708$1,327,358$1,581,083$253,72419%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,130,708$1,327,358$1,581,083$253,72419%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲЋБАͲЏЋБυЊͲЌАВͲЎЉЉυЊͲЌАЍͲЎЉЉυΛЎͲЉЉЉΜΛЉіΜ
Total Cost less Recur. Rev.$(156,920)$(52,142)$206,583$258,724496%
55
135-000 Real Estate Excise Tax (REET)
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυЏͲЉЉАυАͲЎБЍυЊͲЎААЋЏі
{ǒƦƦƌźĻƭυΏυЊЍυΏυΛЊЍΜΛЊЉЉіΜ
{ĻƩǝźĭĻƭυЋВυЎЉБυААυΛЍЌЊΜΛБЎіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$29$6,530$7,662$1,13117%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυАЊЌͲЉЍЎυΏυΛАЊЌͲЉЍЎΜΛЊЉЉіΜ
ƩğƓƭŅĻƩƭ hǒƷυЏЍАͲЉЍБυЎЊЍͲВЊЉυВЌВͲАЎЊυЍЋЍͲБЍЊБЌі
Total$647,048$1,227,955$939,751$(288,204)(23%)
Total Expenses$647,077$1,234,485$947,413$(287,072)(23%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$647,077$1,234,485$947,413$(287,072)(23%)
wĻĭǒƩƩźƓŭ wĻǝ͵υБЎБͲЋЍЍυАЋЋͲЎЉЉυАВЉͲЉЉЉυЏАͲЎЉЉВі
Total Cost less Recur. Rev.$(211,167)$511,985$157,413$(354,572)(69%)
56
150-150 Lodging Tax Fund
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊЊВͲБЊЋυЊЊВͲЎЎЉυЊЌЎͲАЎЉυЊЏͲЋЉЉЊЍі
{ǒƦƦƌźĻƭυΏυЋЍυЌЏυЊЌЎЌі
{ĻƩǝźĭĻƭυЌЉЏͲЍВВυЌЏЋͲВАБυЌЍЎͲЉЋЍυΛЊАͲВЎЌΜΛЎіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЌͲАЋЋυЍͲБААυЊͲЊЎЎЌЊі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$426,310$486,274$485,688$(586)(0%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛЌЋͲЎЍЌΜυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌАЋͲЉЉЉυЌАБͲЉЉЉυЋЊВͲЍЍЌυΛЊЎБͲЎЎАΜΛЍЋіΜ
ƩğƓƭŅĻƩƭ hǒƷυΛВЍͲБЋЎΜυЊЋЎͲЉЉЉυЊЋЎͲЉЉЉυΏΏ
Total$244,632$503,000$344,443$(158,557)(32%)
Total Expenses$670,942$989,274$830,131$(159,143)(16%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$670,942$989,274$830,131$(159,143)(16%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЎАЊͲЍЌЍυЏЊЎͲЉЉЉυЎВАͲЉЉЉυΛЊБͲЉЉЉΜΛЌіΜ
Total Cost less Recur. Rev.$99,509$374,274$233,131$(141,143)(38%)
57
160-000 1% Municipal Arts Fund
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЊЌͲБЉЉυЋЋͲЎЉЉυБͲАЉЉЏЌі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$13,800$22,500$8,70063%
Total Expenses$-$13,800$22,500$8,70063%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$-$13,800$22,500$8,70063%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$-$13,800$22,500$8,70063%
58
180-000 Afford Housing
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυБЋЌυЏВЋυΛЊЌЉΜΛЊЏіΜ
{ǒƦƦƌźĻƭυΏυЋυΏυΛЋΜΛЊЉЉіΜ
{ĻƩǝźĭĻƭυЋЉͲЎВЏυЋЉͲЏЏЌυЋЉͲЏЉЌυΛЏЉΜΛЉіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$20,596$21,488$21,296$(192)(1%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυЏЊͲБВЏυЏЊͲБВЏυЏЊͲБВЏυΏΏ
Total$61,896$61,896$61,896$--
Total Expenses$82,492$83,384$83,192$(192)(0%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$82,492$83,384$83,192$(192)(0%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЋЋͲЍЏВυЋЊͲЎВЏυЋЊͲЎВЏυΏΏ
Total Cost less Recur. Rev.$60,023$61,788$61,596$(192)(0%)
59
199-000 Community Services Non-Departmental
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊЊЉͲЌБВυЊАЍͲАЏЍυЊЊЋͲЉАБυΛЏЋͲЏБАΜΛЌЏіΜ
{ǒƦƦƌźĻƭυΏυЋЌЉυЏЍυΛЊЏАΜΛАЋіΜ
{ĻƩǝźĭĻƭυЋВͲЏЌАυЋͲАЏЋυАͲЌЉЊυЍͲЎЌВЊЏЍі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЎͲЎЊЏυАͲБАЊυЋͲЌЎЎЍЌі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$140,026$183,272$127,313$(55,959)(31%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЌЏͲЉЉЉυЋЍͲБЌЊυΛЊЊͲЊЏВΜΛЌЊіΜ
ƩğƓƭŅĻƩƭ hǒƷυЌЋЍͲЎЋЋυΏυΏυΏ
Total$324,522$36,000$24,831$(11,169)(31%)
Total Expenses$464,548$219,272$152,145$(67,128)(31%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$464,548$219,272$152,145$(67,128)(31%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЌЊЉͲЎЏЏυЋЋАͲЍБЏυЋЍАͲЎЌЏυЋЉͲЉЎЉВі
Total Cost less Recur. Rev.$153,982$(8,214)$(95,391)$(87,178)(1061%)
60
199-132 Community Services -Parks
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЎЊЎͲЏЊЌυЏАЏͲЏЎВυЏЍЎͲЊБЌυΛЌЊͲЍАЏΜΛЎіΜ
{ǒƦƦƌźĻƭυЏЉͲЋАЊυЍЍͲЎЉЉυЍЍͲЏБЌυЊБЌЉі
{ĻƩǝźĭĻƭυЏЉͲВАЋυЊЏБͲЋБЊυЊЏЎͲАЍЉυΛЋͲЎЍЊΜΛЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυБЋͲЍББυЏЌͲЊЏЏυЋЊЎͲЍЍЍυЊЎЋͲЋАВЋЍЊі
5ĻĬƷυЋЌЉυЊͲЎЉЉυЊͲЎЉЉυΏΏ
Total (before GF Alloc)$719,574$954,106$1,072,551$118,44512%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυАЍͲАЊАυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЋЏБͲЉЉЉυЋЎЍͲЉЉЉυЋЉЊͲВЍЌυΛЎЋͲЉЎАΜΛЋЉіΜ
ƩğƓƭŅĻƩƭ hǒƷυЋЌͲБЊЌυΏυЌЌͲАЉЉυЌЌͲАЉЉ
Total$366,530$254,000$235,643$(18,357)(7%)
Total Expenses$1,086,104$1,208,106$1,308,194$100,0888%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,086,104$1,208,106$1,308,194$100,0888%
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЊͲЍЊЏυЍЊͲАЉЉυЏЊͲАЉЉυЋЉͲЉЉЉЍБі
Total Cost less Recur. Rev.$1,034,687$1,166,406$1,246,494$80,0887%
61
199-133 Community Services -Events
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$-$-$-$-
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$-$-$-$-
wĻĭǒƩƩźƓŭ wĻǝ͵υЍͲЍЉБυЍͲВЉЉυЍͲЌЉЉυΛЏЉЉΜΛЊЋіΜ
Total Cost less Recur. Rev.$(4,408)$(4,900)$(4,300)$60012%
62
199-160 Community Services -ARTS
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌАͲЍВЌυЏЏͲАБЍυБЎͲБЉЉυЊВͲЉЊЏЋБі
{ǒƦƦƌźĻƭυБͲЋЏЎυЋͲЏЉЉυЍͲБЎЋυЋͲЋЎЋБАі
{ĻƩǝźĭĻƭυЍЊͲЏЌЋυЏВͲЎВЎυАЌͲЊЊЊυЌͲЎЊЏЎі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЋͲЉЉЏυЋͲЌЌЊυЌЋЎЊЏі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$87,390$140,985$166,094$25,10918%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЎЏͲБЉЉυЍЉͲЊЏЎυΛЊЏͲЏЌЎΜΛЋВіΜ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$56,800$40,165$(16,635)(29%)
Total Expenses$87,390$197,785$206,259$8,4744%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$87,390$197,785$206,259$8,4744%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$87,390$197,785$206,259$8,4744%
63
200-000 Debt Service Fund
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЊͲЍЊЍυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυЊͲЋЊАͲЋЉЊυЊͲЏБЏͲЍЌЏυЊͲЏБЏͲЍЌЏυΏΏ
Total (before GF Alloc)$1,218,615$1,686,436$1,686,436$--
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЊАЏͲВЉАυЊБЎͲЎЉЉυБͲЎВЌЎі
ƩğƓƭŅĻƩƭ hǒƷυЎͲВЏЌυΏυΏυΏ
Total$5,963$176,907$185,500$8,5935%
Total Expenses$1,224,579$1,863,343$1,871,936$8,5930%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,224,579$1,863,343$1,871,936$8,5930%
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЊЌͲАБЉυЍЏБͲЉЉЊυЍЎЎͲЉЎЉυΛЊЋͲВЎЊΜΛЌіΜ
Total Cost less Recur. Rev.$710,799$1,395,342$1,416,886$21,5442%
64
301-999 General Capital
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЏВАυЎАЋͲВБЌυЋЊЌͲЍБЍυΛЌЎВͲЍВВΜΛЏЌіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$697$572,983$213,484$(359,499)(63%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЋЍАͲБВЊυЋͲЉЉЍͲЎАЊυЊͲАЎЊͲЏБЍυΛЋЎЋͲББЏΜΛЊЌіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυАЎͲЉЉЉυΏυЋͲЌЌБυЋͲЌЌБ
ƩğƓƭŅĻƩƭ hǒƷυЎЋͲЎЊЉυЊЋͲЍЎЉυΏυΛЊЋͲЍЎЉΜΛЊЉЉіΜ
Total$375,401$2,017,021$1,754,022$(262,998)(13%)
Total Expenses$376,098$2,590,003$1,967,506$(622,497)(24%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$376,098$2,590,003$1,967,506$(622,497)(24%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЌͲВЏЎυЊͲЎЉЉυЊЉЉͲЉЉЉυВБͲЎЉЉЏЎЏАі
Total Cost less Recur. Rev.$362,133$2,588,503$1,867,506$(720,997)(28%)
65
304 Street Vacancies & Fee in Lieu
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЌυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$3$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊЋЎͲЉЉЉυЊЋЎͲЉЉЉ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$125,000$125,000
Total Expenses$3$-$125,000$125,000
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$3$-$125,000$125,000
wĻĭǒƩƩźƓŭ wĻǝ͵υЌͲЌЍЋυΏυΏυΏ
Total Cost less Recur. Rev.$(3,339)$-$125,000$125,000
66
305-905 Streets Capital
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЍЊυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЉυЊͲБААͲЊЋЏυЍЍЌͲАЎАυΛЊͲЍЌЌͲЌЏБΜΛАЏіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$41$1,877,126$443,757$(1,433,368)(76%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЊͲВБЋͲВБЎυАͲЏЋАͲАЍЋυБͲЉЏБͲЏВЎυЍЍЉͲВЎЍЏі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊЊͲЌВЉυЊЊͲЌВЉ
ƩğƓƭŅĻƩƭ hǒƷυБЎͲЉЍАυЊͲЋЎЉυЋЉЉͲЉЉЉυЊВБͲАЎЉЊЎВЉЉі
Total$2,068,032$7,628,992$8,280,086$651,0949%
Total Expenses$2,068,073$9,506,117$8,723,843$(782,274)(8%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$2,068,073$9,506,117$8,723,843$(782,274)(8%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЎͲЌЏЊυЊЌЋͲЎЉЉυΏυΛЊЌЋͲЎЉЉΜΛЊЉЉіΜ
Total Cost less Recur. Rev.$2,052,711$9,373,617$8,723,843$(649,774)(7%)
67
412-501 Storm Water Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЍЋЍͲВБЎυАЌЊͲЊЍВυАЍЍͲЌЊЍυЊЌͲЊЏЎЋі
{ǒƦƦƌźĻƭυАͲАЍЎυЏͲВАБυЊЉͲЊЎВυЌͲЊБЋЍЏі
{ĻƩǝźĭĻƭυЍВЍͲЊЌЏυЏЌЌͲЍББυАААͲЊЏЏυЊЍЌͲЏАВЋЌі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЊЌЍͲЏЎЋυЊЎЌͲВЌБυЊББͲЍБЎυЌЍͲЎЍАЋЋі
5ĻĬƷυБЊͲЌЏЋυЊЍЍͲЌЏАυЊЍЍͲЌБЊυЊЍЉі
Total (before GF Alloc)$1,142,880$1,669,919$1,864,505$194,58612%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυЋͲЉЉЉυΏυΛЋͲЉЉЉΜΛЊЉЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌЉͲЉЉЉυВЎЏͲАЌЎυЊͲЊЍВͲБЋЏυЊВЌͲЉВЊЋЉі
ƩğƓƭŅĻƩƭ hǒƷυЋЋЉͲЍЌЋυЌБЉͲАЏЎυЊЏͲБЎЉυΛЌЏЌͲВЊЎΜΛВЏіΜ
Total$250,432$1,339,500$1,166,676$(172,824)(13%)
Total Expenses$1,393,312$3,009,420$3,031,181$21,7621%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,393,312$3,009,420$3,031,181$21,7621%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲВБЏͲБЌЏυЊͲБЏАͲЉЏЉυЋͲЉБЊͲЌЎЌυЋЊЍͲЋВЌЊЊі
Total Cost less Recur. Rev.$(593,524)$1,142,360$949,829$(192,531)(17%)
68
413-000 Storm Urban Forestry
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυБͲЉЉЉυБͲЉЉЉυΏΏ
{ĻƩǝźĭĻƭυЋͲЊЎЉυАЌͲВЉЉυЊЉЉͲВЉЉυЋАͲЉЉЉЌАі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$2,150$81,900$108,900$27,00033%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$2,150$81,900$108,900$27,00033%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$2,150$81,900$108,900$27,00033%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυБЋͲЍЎЉυБЋͲЍЎЉ
Total Cost less Recur. Rev.$2,150$81,900$26,450$(55,450)(68%)
69
414-000 Storm Capital
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЉυЊАͲЏЊЋυΏυΛЊАͲЏЊЋΜΛЊЉЉіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$0$17,612$-$(17,612)(100%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЎͲАЋЍυЋЋЋͲЏЎЊυЋБАͲЋВЍυЏЍͲЏЍЌЋВі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊͲЎЉЉυЊͲЎЉЉ
ƩğƓƭŅĻƩƭ hǒƷυЊЌЋͲАЍЏυЊͲЎЉЉυΏυΛЊͲЎЉЉΜΛЊЉЉіΜ
Total$138,470$224,151$288,794$64,64329%
Total Expenses$138,470$241,763$288,794$47,03119%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$138,470$241,763$288,794$47,03119%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЋЋυΏυΏυΏ
Total Cost less Recur. Rev.$138,348$241,763$288,794$47,03119%
70
417 Olympic Gravity Water System (OGWS)
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυВВЊͲАЌЊυЊͲБВЏͲАЌЉυЋͲЋЊБͲБЌЌυЌЋЋͲЊЉЌЊАі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυЍͲЉЏЍυЍͲЊАЍυЊЊЉЌі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$991,731$1,900,794$2,223,007$322,21317%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυЎЌЉͲЎЉЉυЎЌЉͲЎЉЉυΏΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЊͲЏЏЍͲБЌЉυЍͲЏБЊͲЋЌЍυЌͲЉЊЏͲЍЉЍЊБЊі
ƩğƓƭŅĻƩƭ hǒƷυЍЌЋͲВЉЍυЊͲЎЉЉͲЍЉЋυЎЊЎͲЌЏЌυΛВБЎͲЉЌВΜΛЏЏіΜ
Total$432,904$3,695,732$5,727,097$2,031,36555%
Total Expenses$1,424,634$5,596,526$7,950,104$2,353,57942%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,424,634$5,596,526$7,950,104$2,353,57942%
wĻĭǒƩƩźƓŭ wĻǝ͵υЍͲББЌͲЏБЍυЎͲЎАВͲЌЋЌυЎͲВЎЎͲЉЉЉυЌАЎͲЏАААі
Total Cost less Recur. Rev.$(3,459,049)$17,203$1,995,104$1,977,90211498%
71
423-000 Golf Park
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυЌͲЉЊЉυЊЎυΛЋͲВВЏΜΛЊЉЉіΜ
{ǒƦƦƌźĻƭυΏυЋυΏυΛЋΜΛЊЉЉіΜ
{ĻƩǝźĭĻƭυЋЋͲАЋЌυЋЏͲЋВЊυЊБͲЉЉЊυΛБͲЋВЊΜΛЌЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$22,723$29,304$18,015$(11,288)(39%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЎͲЉЉЉυЌЉͲЉЉЉυЊЌЉͲЉЉЉυЊЉЉͲЉЉЉЌЌЌі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$15,000$30,000$130,000$100,000333%
Total Expenses$37,723$59,304$148,015$88,712150%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$37,723$59,304$148,015$88,712150%
wĻĭǒƩƩźƓŭ wĻǝ͵υАЌυЊЋͲЉЉЉυЋЉͲЉЉЉυБͲЉЉЉЏАі
Total Cost less Recur. Rev.$37,650$47,304$128,015$80,712171%
72
440-925 Water Capital
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЋЉЊυЊͲЉЋВͲЋЍАυЎЎЉͲАЎЉυΛЍАБͲЍВАΜΛЍЏіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$201$1,029,247$550,750$(478,497)(46%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЍЊЏͲЍВЌυЍͲЋААͲЊВЎυБͲЊЉЎͲААЋυЌͲБЋБͲЎААВЉі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυВͲЊЉЉυВͲЊЉЉ
ƩğƓƭŅĻƩƭ hǒƷυΏυВͲЊЉЉυΏυΛВͲЊЉЉΜΛЊЉЉіΜ
Total$416,493$4,286,295$8,114,872$3,828,57789%
Total Expenses$416,694$5,315,542$8,665,622$3,350,08063%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$416,694$5,315,542$8,665,622$3,350,08063%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$416,694$5,315,542$8,665,622$3,350,08063%
73
445-000 Water Operating Non-Departmental
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυЏЍͲЎБВυЏЍͲЎБВ
{ǒƦƦƌźĻƭυΏυΏυЌͲЎВЉυЌͲЎВЉ
{ĻƩǝźĭĻƭυЋЍЎυАЏЋͲЉЉЉυЊͲЎБВͲЋЎЋυБЋАͲЋЎЋЊЉВі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$245$762,000$1,657,430$895,430118%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЋͲЏЉЍͲЋЉБυЌͲАЏЍͲЉАЋυЊͲЊЎВͲБЏЍЍЎі
ƩğƓƭŅĻƩƭ hǒƷυΏυЊͲЍЋЌͲАЌВυЍЎЎͲЊЌЋυΛВЏБͲЏЉАΜΛЏБіΜ
Total$-$4,027,946$4,219,204$191,2575%
Total Expenses$245$4,789,946$5,876,634$1,086,68823%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$245$4,789,946$5,876,634$1,086,68823%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЌͲЏВВͲЌЎЋυЏͲЊВВͲВЌЎυЏͲЎЌЉͲБЋЊυЌЌЉͲББЏЎі
Total Cost less Recur. Rev.$(13,699,107)$(1,409,989)$(654,187)$755,80154%
74
445-403 Water Distribution
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυАЉАͲЊЋЍυЊͲЊЍЉͲЎБЉυЊͲЉВЊͲВАЌυΛЍБͲЏЉБΜΛЍіΜ
{ǒƦƦƌźĻƭυЋЉАͲЎАЉυЋЊВͲББЏυЊАЋͲЉЋЋυΛЍАͲБЏЍΜΛЋЋіΜ
{ĻƩǝźĭĻƭυЋͲЊББͲЋВБυЏБЏͲБЉАυАЎЏͲЏЍЏυЏВͲБЌВЊЉі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЊБЏͲВЏЍυЊЏЎͲЍЋЏυЋЊЉͲЊАЎυЍЍͲАЍВЋАі
5ĻĬƷυЍЌЋυБЏЍυЊͲВЋЉυЊͲЉЎЏЊЋЋі
Total (before GF Alloc)$3,290,388$2,213,563$2,232,736$19,1721%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛЍͲЋЎЌΜυЋͲЉЉЉυΏυΛЋͲЉЉЉΜΛЊЉЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЎЋͲЉЉЉυЊЉЎͲЉЉЉυЋЊЉͲАБЏυЊЉЎͲАБЏЊЉЊі
ƩğƓƭŅĻƩƭ hǒƷυЊЌЋͲЌЍЌυΏυΏυΏ
Total$180,090$107,000$210,786$103,78697%
Total Expenses$3,470,478$2,320,563$2,443,521$122,9585%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$3,470,478$2,320,563$2,443,521$122,9585%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$3,470,478$2,320,563$2,443,521$122,9585%
75
445-404 Water Quality
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЎЌАͲЍВЉυЏЉВͲВЌЌυЎБЌͲЎЋЊυΛЋЏͲЍЊЋΜΛЍіΜ
{ǒƦƦƌźĻƭυАЍͲЊБВυЊЍЎͲАЉБυБВͲЋЌЍυΛЎЏͲЍАЍΜΛЌВіΜ
{ĻƩǝźĭĻƭυЎЎЉͲЌАВυБЎЊͲЋВЉυБЉАͲЌЍЉυΛЍЌͲВЎЉΜΛЎіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЋВͲЊЌЏυЍБͲЋЉВυВВͲЋВЉυЎЊͲЉБЋЊЉЏі
5ĻĬƷυЊͲЊЎЋͲБЊЍυЊͲЋБЌͲЌЊЋυЊͲЋБЌͲЌЍБυЌЏЉі
Total (before GF Alloc)$2,344,008$2,938,451$2,862,733$(75,718)(3%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛББͲЏЉЉΜυЌЎͲЉЉЉυЎЉͲЉЉЉυЊЎͲЉЉЉЍЌі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЎЉͲЌЋЉυБЏͲЉЉЉυЊЉЉͲЏБЋυЊЍͲЏБЋЊАі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$61,720$121,000$150,682$29,68225%
Total Expenses$2,405,729$3,059,451$3,013,415$(46,036)(2%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$2,405,729$3,059,451$3,013,415$(46,036)(2%)
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$2,405,729$3,059,451$3,013,415$(46,036)(2%)
76
445-417 OGWS Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυЊВВͲЋЋБυЊВВͲЋЋБ
{ǒƦƦƌźĻƭυΏυЋЉͲЌЉЉυЋЋͲЌЉЉυЋͲЉЉЉЊЉі
{ĻƩǝźĭĻƭυΏυЎЏВͲЍЉЉυЍЊАͲЍЎЎυΛЊЎЊͲВЍЎΜΛЋАіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυАͲЉЉЉυАͲЉЉЉ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$589,700$645,983$56,28310%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυЎͲЉЉЉυЎͲЉЉЉ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЏЊЍͲЎЉЉυЏЊБͲЍЏЌυЌͲВЏЌЊі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$614,500$623,463$8,9631%
Total Expenses$-$1,204,200$1,269,446$65,2465%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$-$1,204,200$1,269,446$65,2465%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$-$1,204,200$1,269,446$65,2465%
77
450-930 Sewer Capital
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЍАͲВЌАυЋͲЎБЉͲЊЏЎυЋЉЍͲЌВЎυΛЋͲЌАЎͲААЉΜΛВЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$47,937$2,580,165$204,395$(2,375,770)(92%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЌͲАЋЏͲЉАВυЏͲЊАВͲЌЋВυЊЍͲАБЎͲБЍБυБͲЏЉЏͲЎЊВЊЌВі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЊЏͲЊЍЊυЊЏͲЊЍЊ
ƩğƓƭŅĻƩƭ hǒƷυΏυЋЌͲЏЏЎυЊЉЋͲЋВЉυАБͲЏЋЎЌЌЋі
Total$3,726,079$6,202,994$14,904,280$8,701,286140%
Total Expenses$3,774,017$8,783,159$15,108,675$6,325,51572%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$3,774,017$8,783,159$15,108,675$6,325,51572%
wĻĭǒƩƩźƓŭ wĻǝ͵υЋͲЉЍЏͲВЌВυЌЌВͲВБВυЍͲЍАЋͲЏВЊυЍͲЊЌЋͲАЉЋЊЋЊЏі
Total Cost less Recur. Rev.$1,727,077$8,443,170$10,635,984$2,192,81426%
78
455-000 Sewer Operating Non-Departmental
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυЏЊͲЊЍЌυЏЊͲЊЍЌ
{ǒƦƦƌźĻƭυΏυΏυЌͲЎАЉυЌͲЎАЉ
{ĻƩǝźĭĻƭυЋЍЎυЏБЉͲЉЉЉυЊͲЋЌБͲВЍВυЎЎБͲВЍВБЋі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$245$680,000$1,303,662$623,66292%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЍͲЍЍВͲЋЉЉυАͲЍЌВͲЋЍБυЋͲВВЉͲЉЍБЏАі
ƩğƓƭŅĻƩƭ hǒƷυΏυЊͲЏЊЌͲЌЏЊυΏυΛЊͲЏЊЌͲЌЏЊΜΛЊЉЉіΜ
Total$-$6,062,561$7,439,248$1,376,68723%
Total Expenses$245$6,742,561$8,742,910$2,000,34930%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$245$6,742,561$8,742,910$2,000,34930%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЌͲЏВВͲЌЎЋυЍͲЏБЌͲВААυЏͲЎВЌͲЌЍЋυЊͲВЉВͲЌЏЎЍЊі
Total Cost less Recur. Rev.$(13,699,107)$2,058,584$2,149,568$90,9844%
79
455-405 Wastewater Treatment
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊͲЋЌЊͲББЊυАЏЎͲЎЌБυАЎЋͲЍЋЋυΛЊЌͲЊЊЏΜΛЋіΜ
{ǒƦƦƌźĻƭυЊЏЍͲЋЏЋυЊЋЉͲААЊυЊЋЎͲЍЍЋυЍͲЏАЊЍі
{ĻƩǝźĭĻƭυЊͲБВАͲЏАЌυЎЋЎͲЊЌЍυЎЌВͲЉЉЋυЊЌͲБЏАЌі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЋЋЉͲЍЉАυЍЌͲЋЉЉυЌЎͲЉЎБυΛБͲЊЍЋΜΛЊВіΜ
5ĻĬƷυЊЎͲЉЋЌυЊͲБЉЉυЊͲВЋЉυЊЋЉАі
Total (before GF Alloc)$3,529,246$1,456,443$1,453,843$(2,599)(0%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛЏВͲЊАЍΜυЍЎͲЉЉЉυЎБͲЉЉЉυЊЌͲЉЉЉЋВі
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊАЎͲЉЉЉυЌЋͲЉЉЉυАЏͲБЍЍυЍЍͲБЍЍЊЍЉі
ƩğƓƭŅĻƩƭ hǒƷυЋЉАͲЌЋЎυΏυΏυΏ
Total$313,151$77,000$134,844$57,84475%
Total Expenses$3,842,397$1,533,443$1,588,687$55,2444%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$3,842,397$1,533,443$1,588,687$55,2444%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$3,842,397$1,533,443$1,588,687$55,2444%
80
455-406 Wastewater Collections
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЊЉͲЋЏЌυЍЎЍͲЉВЍυЍЍЍͲЉЉЏυΛЊЉͲЉББΜΛЋіΜ
{ǒƦƦƌźĻƭυЊЋͲЏВЎυЋЍͲААЎυЋЏͲЍЏАυЊͲЏВЋАі
{ĻƩǝźĭĻƭυЍЋАͲЍВЍυЌБЎͲЊЍЎυЌЌАͲЋЏЉυΛЍАͲББЎΜΛЊЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυБВͲЍЌБυЊЌЎͲВЉЍυЊВБͲЌЋЍυЏЋͲЍЋЉЍЏі
5ĻĬƷυЊЍͲЊЏЉυЎЊͲББВυВБЉυΛЎЉͲВЉВΜΛВБіΜ
Total (before GF Alloc)$854,050$1,051,807$1,007,038$(44,769)(4%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛБЏͲЉЉЉΜυЊЊЎͲЉЉЉυЊЉЏͲЉЉЉυΛВͲЉЉЉΜΛБіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЊЏͲЉЉЉυЏͲЉЉЉυЊЉͲБЍВυЍͲБЍВБЊі
ƩğƓƭŅĻƩƭ hǒƷυЊͲЉЉЍυΏυΏυΏ
Total$31,004$121,000$116,849$(4,151)(3%)
Total Expenses$885,054$1,172,807$1,123,887$(48,920)(4%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$885,054$1,172,807$1,123,887$(48,920)(4%)
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
Total Cost less Recur. Rev.$885,054$1,172,807$1,123,887$(48,920)(4%)
81
455-407 Biosolids
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЏБͲЌЋЍυЌВЎͲЊЍЍυЌЏЏͲЋЊЊυΛЋБͲВЌЌΜΛАіΜ
{ǒƦƦƌźĻƭυЌЏͲЋЍЍυЏЋͲЌЉЉυЏЍͲЍЎВυЋͲЊЎВЌі
{ĻƩǝźĭĻƭυЊЉЍͲБЍЍυЋЍЉͲЌВЍυЋЎЊͲЋЍЎυЊЉͲБЎЊЎі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυВЏͲЏЋЏυЊЌЏͲЍЋАυЊЏАͲВЉЊυЌЊͲЍАЍЋЌі
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$606,039$834,265$849,816$15,5512%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЍͲЎЉЎυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЍͲЉЉЉυЊЉБͲЉЉЉυЍЉБͲАВЋυЌЉЉͲАВЋЋАВі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$18,505$108,000$408,792$300,792279%
Total Expenses$624,544$942,265$1,258,608$316,34334%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$624,544$942,265$1,258,608$316,34334%
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυЊБЍͲЉЉЉυЊБЍͲЉЉЉυΏΏ
Total Cost less Recur. Rev.$624,544$758,265$1,074,608$316,34342%
82
495-000 Water & Sewer System Dev. Charges
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυВͲЉВЏυЊЍͲВЉБυЎͲБЊЋЏЍі
{ǒƦƦƌźĻƭυΏυЊЍυЉυΛЊЍΜΛЊЉЉіΜ
{ĻƩǝźĭĻƭυЊЉЋυБЌЌυЊЎЌυΛЏБЉΜΛБЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$102$9,943$15,061$5,11851%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЊͲАЋВͲБЍЏυААЌͲЉЉБυΛВЎЏͲБЌБΜΛЎЎіΜ
ƩğƓƭŅĻƩƭ hǒƷυВЊВͲЍЌАυВВͲЊАВυΏυΛВВͲЊАВΜΛЊЉЉіΜ
Total$919,437$1,829,025$773,008$(1,056,017)(58%)
Total Expenses$919,540$1,838,968$788,069$(1,050,899)(57%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$919,540$1,838,968$788,069$(1,050,899)(57%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲЉБЏͲЏЋЍυЏЎЉͲЉЉЉυЏЎЉͲЉЉЉυΏΏ
Total Cost less Recur. Rev.$(167,084)$1,188,968$138,069$(1,050,899)(88%)
83
500-600 Fleet Replacement
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЏЌυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$63$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЏЊЍͲБАБυЎЌЉͲЉЉЉυЊЎАͲЊЍЌυΛЌАЋͲБЎАΜΛАЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌЎͲЉЉЉυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$649,878$530,000$157,143$(372,857)(70%)
Total Expenses$649,940$530,000$157,143$(372,857)(70%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$649,940$530,000$157,143$(372,857)(70%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЊЌͲАЋЊυЎБЋͲЏЍЏυВЎЏͲЎЎЊυВЋЎͲЊЉЌЊЎВі
Total Cost less Recur. Rev.$136,219$(52,646)$799,408$(1,297,960)(2465%)
84
510-600 Fleet Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЋЏЍͲВВЍυЌЉЎͲБЍВυЋВЌͲВЍЊυΛЊЊͲВЉАΜΛЍіΜ
{ǒƦƦƌźĻƭυЊААͲБЎЌυЊВЏͲВБЌυЋЍЌͲЏЍЎυЍЏͲЏЏЋЋЍі
{ĻƩǝźĭĻƭυЊЎЏͲЋВАυЊЊВͲЍВЉυЊЋЏͲАЋВυАͲЋЌВЏі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЍВЎυВͲЊЌВυЌЎͲЌЋЊυЋЏͲЊБЋЋБЏі
5ĻĬƷυΏυΏυЊЎЉυЊЎЉ
Total (before GF Alloc)$599,639$631,461$699,787$68,32611%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυЋͲЉЉЉυΏυΛЋͲЉЉЉΜΛЊЉЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌЊͲЉЉЉυЌЉͲЎЉЉυЎБͲВБЉυЋБͲЍБЉВЌі
ƩğƓƭŅĻƩƭ hǒƷυΛЊВͲЏЎЋΜυΏυΏυΏ
Total$11,348$32,500$58,980$26,48081%
Total Expenses$610,987$663,961$758,767$94,80614%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$610,987$663,961$758,767$94,80614%
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЎЍͲЏАЊυАЍБͲЍЎБυАЍЎͲЉЋЊυΛЌͲЍЌАΜΛЉіΜ
Total Cost less Recur. Rev.$56,316$(84,497)$13,746$98,243116%
85
520-601 IT Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЋАБͲАЉЌυЋВЏͲЏЏЎυЌЊЌͲЉЎАυЊЏͲЌВЋЏі
{ǒƦƦƌźĻƭυЊͲЎБЍυЏͲЉЋЋυЌͲЌЋЌυΛЋͲЏВВΜΛЍЎіΜ
{ĻƩǝźĭĻƭυАЊͲЏЊЏυЋЊͲЏЌЎυЊАͲАЌЊυΛЌͲВЉЍΜΛЊБіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЏЊВυЊͲЍЍЊυЎЋͲВЋЏυЎЊͲЍБЎЌЎАЌі
5ĻĬƷυЏБͲЍАЍυΏυΏυΏ
Total (before GF Alloc)$420,996$325,764$387,037$61,27419%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυВВͲВААυЊАЉͲЎААυЊЎЋͲБВЋυΛЊАͲЏБЎΜΛЊЉіΜ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυЏЋͲЎЉЉυЊБЉͲВЏЍυЊЊБͲЍЏЍЊВЉі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$99,977$233,077$333,856$100,77943%
Total Expenses$520,973$558,841$720,893$162,05329%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$520,973$558,841$720,893$162,05329%
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЍЍͲЏЎЌυЎЋЉͲВЊВυАЌЎͲЊБЌυЋЊЍͲЋЏЍЍЊі
Total Cost less Recur. Rev.$(23,680)$37,922$(14,289)$(52,211)(138%)
86
525-000 IT Replacement
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЉυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$0$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЍЎͲЎЍЍυΏυЊЊЍͲБЍЋυЊЊЍͲБЍЋ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$45,544$-$114,842$114,842
Total Expenses$45,544$-$114,842$114,842
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$45,544$-$114,842$114,842
wĻĭǒƩƩźƓŭ wĻǝ͵υЍЏͲЉВЉυААͲВВЎυЊЌЎͲВЏЉυЎАͲВЏЎАЍі
Total Cost less Recur. Rev.$(545)$(77,995)$(21,118)$56,87773%
87
530-000 Facilities Replacement
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυЌЉͲЉЉЉυЌЉͲЉЉЉ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$30,000$30,000
Total Expenses$-$-$30,000$30,000
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$-$-$30,000$30,000
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυЊͲЏЌЊͲВЌЏυЊͲЏЌЊͲВЌЏ
Total Cost less Recur. Rev.$-$-$(1,601,936)$(1,601,936)
88
535-000 Facilities Admin
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυЍЏͲАЏЉυЍЏͲАЏЉ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$46,760$46,760
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$-$-$46,760$46,760
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$-$-$46,760$46,760
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυЊͲАЎБͲААБυЊͲАЎБͲААБ
Total Cost less Recur. Rev.$-$-$(1,712,018)$(1,712,018)
89
535-602 Facilities Operating
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЎЎЉͲЍЊБυЏЌЎͲВБЋυЏЍЋͲЍЏАυЏͲЍБЍЊі
{ǒƦƦƌźĻƭυВБͲЊЉАυВЊͲЉЉЉυВБͲВЏЌυАͲВЏЌВі
{ĻƩǝźĭĻƭυЋЉАͲЌЍЏυЋЊЌͲБЌЏυЍЊЋͲБЏЋυЊВВͲЉЋЏВЌі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЌВͲЏААυЍЋͲЏЊЍυЎЌͲВЉЊυЊЊͲЋБАЋЏі
5ĻĬƷυЎЋυЌЎЉυЌЏЊυЊЊЌі
Total (before GF Alloc)$895,600$983,783$1,208,554$224,77123%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЋЋЏͲЍЎЉυАБͲЉЉЉυЌБͲЏЉВυΛЌВͲЌВЊΜΛЎЊіΜ
ƩğƓƭŅĻƩƭ hǒƷυΛЊВͲЏЎЋΜυΏυΏυΏ
Total$206,798$78,000$38,609$(39,391)(51%)
Total Expenses$1,102,398$1,061,783$1,247,163$185,38017%
Less: GF Cost Allocation$(175,189)$-$-$-
Total less GF Cost Alloc.$927,210$1,061,783$1,247,163$185,38017%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЊυΏυΏυΏ
Total Cost less Recur. Rev.$927,199$1,061,783$1,247,163$185,38017%
90
535-603 Mountain View
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυЎЋͲЋВВυЍАͲЉЉЉυЎЋͲЉЉЉυЎͲЉЉЉЊЊі
{ĻƩǝźĭĻƭυЊЌВͲАЏЌυЊЌЊͲЏЉЊυЊЎЋͲЊЉЊυЋЉͲЎЉЉЊЏі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυАБυЎЉЉυЎЉЉυΏΏ
Total (before GF Alloc)$192,139$179,101$204,601$25,50014%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЌЏͲЉЉЉυΏυЋͲЋЉЉυЋͲЋЉЉ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$36,000$-$2,200$2,200
Total Expenses$228,139$179,101$206,801$27,70015%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$228,139$179,101$206,801$27,70015%
wĻĭǒƩƩźƓŭ wĻǝ͵υЌБͲЎЊЊυЋЋͲЏЎЉυЋВͲЍЍВυЏͲАВВЌЉі
Total Cost less Recur. Rev.$189,628$156,451$177,352$20,90113%
91
535-604 Mtn View Pool
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυЎЌͲЍАЍυЎЋͲЎЉЉυЏЉͲЎЉЉυБͲЉЉЉЊЎі
{ĻƩǝźĭĻƭυЌЉЉͲВЍЎυЌЋЉͲЌЋЎυЌЊЍͲЍЌЏυΛЎͲББВΜΛЋіΜ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυЌББυΏυΏυΏ
Total (before GF Alloc)$354,807$372,825$374,936$2,1111%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЊЉͲЉЉЉυЋЉͲЉЉЉυЋͲЉЉЉυΛЊБͲЉЉЉΜ
(90%)
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$10,000$20,000$2,000$(18,000)
(90%)
Total Expenses$364,807$392,825$376,936$(15,889)(4%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$364,807$392,825$376,936$(15,889)(4%)
wĻĭǒƩƩźƓŭ wĻǝ͵υΏυΏυΏυΏ
92
Total Cost less Recur. Rev.$364,807$392,825$376,936$(15,889)(4%)
540-401 Public Works Admin
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЎЍͲЍАЏυЎВЏͲЎЊБυЎЎЎͲАБЉυΛЍЉͲАЌАΜΛАіΜ
{ǒƦƦƌźĻƭυЊͲЏЉЏυЋͲЉЌЊυЋͲЍЎЊυЍЋЉЋЊі
{ĻƩǝźĭĻƭυЊЏЊͲЌЍЌυЊВЋͲВЌЏυЋБЉͲАВБυБАͲБЏЋЍЏі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЋЎͲЎЏЊυЎБͲЉЎЊυЎЎͲЉЊЋυΛЌͲЉЌБΜΛЎіΜ
5ĻĬƷυВЏВυЋͲЉЉЉυЋͲЉЉЉυΏΏ
Total (before GF Alloc)$543,955$851,535$896,042$44,5075%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΛЊͲЌЏВΜυЎЉЉυЎЉЉυΏΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЋͲЉЉЉυВЊͲБЏЌυВЌͲЌБЌυЊͲЎЋЉЋі
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$631$92,363$93,883$1,5202%
Total Expenses$544,586$943,898$989,925$46,0275%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$544,586$943,898$989,925$46,0275%
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЍЍͲЎБЏυААБͲАВБυВЋЋͲВЏЋυЊЍЍͲЊЏЍЊВі
Total Cost less Recur. Rev.$0$165,100$66,962$(98,137)(59%)
93
555-402 Engineering
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊͲЋЌВͲАВЋυЊͲЏЋБͲЌАЋυЊͲААЊͲББЊυЊЍЌͲЎЉВВі
{ǒƦƦƌźĻƭυАͲЋЏАυЏͲЍАЋυВͲЎЍЋυЌͲЉАЉЍАі
{ĻƩǝźĭĻƭυЊЌЍͲЊЋБυЌЌЍͲВЋЋυЌАЎͲЏЌЉυЍЉͲАЉБЊЋі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυЍАͲЌВАυЏБͲЌЊЌυЊЍЊͲАВЌυАЌͲЍБЉЊЉБі
5ĻĬƷυЊͲЊАЍυЋͲЍЉЉυЋͲЍЉЉυΏΏ
Total (before GF Alloc)$1,429,758$2,040,479$2,301,246$260,76713%
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυЍͲЏБВυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυЎЎͲЊЉЉυЊЋАͲЎЉЉυБͲАЍЎυΛЊЊБͲАЎЎΜΛВЌіΜ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$59,789$127,500$8,745$(118,755)(93%)
Total Expenses$1,489,546$2,167,979$2,309,991$142,0127%
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$1,489,546$2,167,979$2,309,991$142,0127%
wĻĭǒƩƩźƓŭ wĻǝ͵υЊͲЌВЊͲВЌВυЋͲЍЎЌͲБЎЏυЋͲВЌЉͲЌАВυΛЊͲЌЋВͲБЎЏΜΛЎЍіΜ
Total Cost less Recur. Rev.$97,607$(285,877)$(620,389)$1,471,868515%
94
610-700 Firemen's Pension
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЊБͲЌАВυЋАͲЎЉЉυЋАͲЎЉЉυΏΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЊͲЌВЌυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$19,772$27,500$27,500$--
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυΏυΏυΏυΏ
Total$-$-$-$-
Total Expenses$19,772$27,500$27,500$--
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$19,772$27,500$27,500$--
wĻĭǒƩƩźƓŭ wĻǝ͵υЎЌͲАЉБυЎЋͲЎЉЉυЎЋͲЎЉЉυΏΏ
Total Cost less Recur. Rev.$(33,936)$(25,000)$(25,000)$--
95
631-043 Custodial Fund
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυΏυΏυΏυΏ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυΏυΏυΏυΏ
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$-$-$-$-
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυЊЋЋͲЉЋВυΏυΏυΏ
Total$122,029$-$-$-
Total Expenses$122,029$-$-$-
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$122,029$-$-$-
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЎБͲЋЎЉυΏυΏυΏ
Total Cost less Recur. Rev.$(36,221)$-$-$-
96
Misc. Other
Custodial Funds, CBDG Block Grant, Unemployment
% Change ('27 vs
FundDescription2025 Actual2026 Budget2027 Request$ Change ('27 vs '26)'26)
wĻĭǒƩƩźƓŭ
\[ğĬƚƩυЌЋͲЎЍЋυЊЋЎͲЉЉЉυЌЉͲЉЉЉυΛВЎͲЉЉЉΜΛАЏіΜ
{ǒƦƦƌźĻƭυΏυΏυΏυΏ
{ĻƩǝźĭĻƭυЊЋυЋЉͲЉЉЉυЋЌͲЉЉЉυЌͲЉЉЉЊЎі
LƓƷĻƩƓğƌ {ĻƩǝ ΛLͲ tͲ 9wwΜυΏυΏυΏυΏ
5ĻĬƷυΏυΏυΏυΏ
Total (before GF Alloc)$32,554$145,000$53,000$(92,000)(63%)
bƚƓƩĻĭǒƩƩźƓŭ
hƦĻƩğƷźƓŭ /ğƦźƷğƌυΏυΏυΏυΏ
hƓĻ ƷźƒĻ wĻƨǒĻƭƷƭυΏυΏυΏυΏ
ƩğƓƭŅĻƩƭ hǒƷυЎЍБͲАЍЎυΏυΏυΏ
Total$548,745$-$-$-
Total Expenses$581,299$145,000$53,000$(92,000)(63%)
Net GF Cost Allocation$-$-$-$-
Total after GF Cost Alloc.$581,299$145,000$53,000$(92,000)(63%)
wĻĭǒƩƩźƓŭ wĻǝ͵υЊЌͲЌААυАͲЉЉЉυАͲЉЉЉυΏΏ
Total Cost less Recur. Rev.$567,922$138,000$46,000$(92,000)(67%)
97
Agenda Bill AB26-121
Meeting Date: October 5, 2026
Agenda Item: X.C
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: David Dinkuhn, Acting PW Director
Date Submitted:October 2, 2026
Department:Public Works Contact Phone:360-379-5090
SUBJECT:Preliminary Capital Budget Presentation
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:
Capital budgets make up a substantial portion of the overall City’s budget. Many years,
the capital budgets equal or exceed operating budgets. Each year as part of the budget
adoption process, a preliminary presentation is provided by staff regarding the proposed
capital budgets for the next calendar year. Every other year, an update to the Capital
Facilities Plan is required to be compliant with the Growth Management Act and
becomes part of the budgeting process. The Capital Facilities Plan update is currently
in process with an anticipated completion date of February 2027. The prior plan
adoptedin 2024 is a reference document and does not necessarily match exactlyand
yet provides a comprehensive overview of the City’s capital needs and programs. This
plan is available for review on the City’s website at:
https://cityofpt.us/citycouncil/page/city-plans
Staff will provide the attached presentation and receive feedback from Council members
concerning the capital budgets in context of the overall City budget.
Key points staff would like to point out for discussion include:
1.Utility revenue-based debt issuance for Sewer and Stormwater, consistent with
applications made last year and the rates adopted in 2024.
2.2027 position requests made for engineering project managers to assist with
Facilities and Olympic Gravity Water System project backlog.
3.An update to Transportation Improvements Funded (Transportation Benefit
District fund) following the September 16 presentationto City Council.
4.Capital projects for the Olympic Gravity Water System are based on anticipated
projects to be funded with the upcoming rate updates.
5.Real Estate Excise Tax Fund balance.
6.Art Fund Update
ATTACHMENTS:
1.Presentation
2.Capital Budget Sheets
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:
2027 Capital Budgets
Catching up on aging infrastructure
repair and replacement investments
City Council Business Meeting
1
October 5, 2026
Thank you!
Many Thanks to the Capital Projects Team
•Isaac Johnson, Project Accounting
•Steve King Interim City Manager
•Andre Harper –Sewer Capital and Storm
•Laura Parsons –Streets –Large Projects
•Jeff Kostechka –Streets –Planning and Active Transportation
•Tyler Johnson –OGWS
•Mike Connelly –Streets Repair and Sewer
•Bliss Morris –WWTP and Compost Capital
•Brian Reid –Streets Repair
•Michael Spears –Water Capital
•Michael Todd –General Capital (Parks and Facilities)
•Kieth Darrock –Library and Parks
•Emma Bolin –Housing
•Jodi Adams -Finance
2
References:
This meeting:
2027 Capital Budget Sheets –See attached
Capital Facilities Plan 2025-2030 – (plan from two years ago).
Streets Presentation to Council - September 16, 2026
Supporting Documents:
Functional Plans (Water System, General Sewer Plan, Six-Year Transportation
Improvement Program, OGWS Water Supply Agreement, Rate Studies, Evans
Vista Housing work, PROS Plan, Facilities Assessment and ER&R model, PW
Shops Study, grant requirements, past City Council meetings and approval,
and many more
3
Work Session Objective
Present the proposed capital budgets for 2027
Presentation outline:
1.Capital Budget 101 Review
2.Capital Budget Sheets –Review
3.Relationship to Capital Facilities Plan
4.Revenues and Expenses at the Fund Level
5.Key Discussion Points
6.Next steps
4
5
Capital Facilities Plan -Reference
Every 2 years, the City is required to update the Capital Facilities Plan
(CFP) according to the Growth Management Act. The current CFP was
adopted in 2024. The plan update is in process an is expected to be
complete in early 2027.
The Capital Facilities Plan is a 6-year outlook of Capital needs of the
City. The objective of the plan is to ensure that capital investments are
planned to accommodate growth and serve the public to meet level of
service standards.
The Capital Facilities Plan also serves as a centralized location to see
all of the City Capital work that is either funded or still needs funding
secured.
The plan adopted in 2024 is a reference tool. Estimates are slightly
different for this in-between year, which is ok.
6
Capital Budget Sheets –See Attached
Insert -Describe generic sheet
7
Capital Budget Sheets
Insert -Describe generic sheet
equal
equal
Balanced
Project Budget
8
Balanced budget at the
end of project
2027 General Capital Budget Summary
Note:
•An engineering project manager position request is included in the 2027 budget to assist in project
backlog
9
2027 Streets Capital Budget Summary
Note:
10
2027 Water Capital Budget Summary
Including OGWS
Note:
•An engineering project manager position request is included in the 2027 budget to assist in project
backlog
11
2027 Wastewater Capital Budget
Summary
Note:
12
2027 Stormwater Capital Budget
Summary
Note:
13
Key Discussion Points
1.Sewer and Storm Debt Issuance
2.OGWS and Facilities Overall Backlog and position requests
3.Transportation Benefit District Update
4.REET Fund Balance Overview
5.Art Fund
14
Storm/Sewer –Debt Issuance
The General Sewer Plan and Rate Model for the sewer and stormwater
system adopted in 2024 anticipated the following debt issuance.
Recalling Debt issuance principles:
Sewer
2025 –$15.4 million
1.Design life must be longer than
2028 -$11.0 million the term of the loan.
2.Debt allows new comers to the
2031 –$7.1 million
City to help pay for
infrastructure that benefits
Stormwater
them and everyone.
2025 –$3.6 million
3.Debt should be moderated to
ensure fiscal stability (coverage
ratios)
4.Debt is very cost effective when
interest rate is lower than
inflation rate.
15
Storm/Sewer –Debt Issuance
Based on successful project delivery,debt issuanceto date for
the Water Street Sewer Replacement, Pre-design and
Construction for Lawrence Street Sewer Separation, and
additional anticipated PWTF awards, debt issuance has been
pushed out from 2025 to 2027.
Council authorized the beginning of debt issuance process on
May 4, 2026 for $9 million for sewer and $2 million for
stormwater.
Staff is using Municipal Advisors to help determine timing and
type of debt issuance.
16
Transportation Benefit District and Fee in
Lieu Update
17
Real Estate Excise Tax
18
Art Fund Summary
19
Next Steps
1.Incorporate Council feedback from this meeting
2.The Capital Budgets will be included as part of the budget
adoption process.
Night time work during the
Water Street Sewer
Replacement Project
20
Questions/Feedback
The primary purpose for this
presentation is to receive feedback
and answer questions in preparation
for the 2027 budget adoption
21
Agenda Bill:AB26-122
Meeting Date: October 5, 2026
Agenda Item: X.D
Regular Business Meeting
Workshop/Study Session
Special Business Meeting
Submitted By: Jodi Adams, Finance Director Date Submitted: 09/28/2026
Department: Finance Contact Phone: 360-379-4403
SUBJECT:Resolution26-020Declaring Its Intention to Reimburse Certain Capital
Expenditures from the Proceeds of Future Tax-Exempt Financing
CATEGORY:BUDGET IMPACT:
Consent Resolution Expenditure Amount: None
Staff Report Ordinance Included in Budget? Yes No
Contract Approval Other: Discussion Item
Public Hearing (Legislative, unless otherwise noted)
3-Year Strategic Plan: N/A
Cost Allocation Fund: 140 Public Works Administration
SUMMARY STATEMENT: Staff is requesting City Council approval of Resolution No.
26-020 declaring the City's official intent to reimburse certain utility capital expenditures
from the proceeds of a future Utility Revenue Bond. The City anticipates issuing a Utility
Revenue Bond in the Spring of 2027 to finance eligible wastewater and stormwater
capital improvement projects identified in the adopted Capital Improvement Program as
outlined during the May 4, 2026 regular business meeting and as included in the
respective rate studies. Please see the meeting details on the City’s website at
https://cityofpt.us/citycouncil/page/agendasminutesvideos.
Adoption of the reimbursement resolution allows the City to begin incurring and paying
project costs prior to bond issuance while preserving its ability to reimburse those
expenditures from future bond proceeds in accordance with Internal Revenue Service
Treasury Regulation Section 1.150-2.
The 2026 Budget and Capital Improvement Program includes several utility
infrastructure projects that are planned to be financed, in whole or in part, through the
issuance of a Utility Revenue Bond. These projects include, but may not be limited to,
the Holcom Street Sewer Upsizing, Lawrence Street Multimodal Sewer and Stormwater
Improvements, Mill Road Lift Station, Wastewater Treatment Plant projects, land
acquisition, and Wastewater Treatment Plant Outfall Replacement. Additional projects
are identified in the wastewater and stormwater functional plans and the Capital
Facilities Plans. Staff anticipates bringing forward bond issuance documents for Council
consideration in Spring of 2027, with bond issuance expected in the late spring.
Project expenditures may occur before the bond is issued. Federal tax regulations
require a governmental entity to formally declare its intent to reimburse itself for eligible
expenditures from future tax-exempt bond proceeds. Adoption of the proposed
resolution satisfies this requirement and preserves the City's ability to use future bond
proceeds to reimburse utility funds for qualifying project costs incurred prior to bond
issuance.
The reimbursement resolution does not authorize the issuance of debt, obligate the City
to issue bonds, or commit the City to any specific financing structure. A separate bond
ordinance and related financing documents will be presented to the City Council for
approval prior to any debt issuance.
The proposed resolution has no immediate financial impact and does not authorize the
expenditure of funds. It preserves the City's ability to reimburse utility funds for eligible
capital expenditures from the proceeds of a future Utility Revenue Bond.
Staff recommends that the City Council adopt Resolution No. 26-020 declaring the
City's official intent to reimburse eligible utility capital expenditures from the proceeds of
a future Utility Revenue Bond expected to be issued in the spring of 2027.
ATTACHMENTS:
1. Resolution 26-020
CITY COUNCIL COMMITTEE RECOMMENDATION:Resolution was reviewed by the
Finance and Budget Committee on September 12, 2026 and recommendation was to
move it to council review and approval.
RECOMMENDED ACTION: Move to approve Resolution 26-020 Declaring Its Intention
to Reimburse Certain Capital Expenditures from the Proceeds of Future Tax-Exempt
Financing
ALTERNATIVES:
Take No Action Refer to Committee Refer to Staff Postpone Action
Remove from Consent Agenda Waive Council Rules
Other:
Resolution 26-020
RESOLUTION NO. 26-020
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND
DECLARING ITS INTENTION TO REIMBURSE CERTAIN CAPITAL
EXPENDITURES FROM THE PROCEEDS OF FUTURE TAX-EXEMPT FINANCING
WHEREAS, The City of Port Townsend, Washington (the "City"), is planning to
undertake certain capital improvements and acquisitions, including but not limited to Wastewater
and Stormwater Capital Improvements (the "Project"); and
WHEREAS, the City expects to incur expenditures for the Project prior to the issuance
of tax-exempt obligations that may be used to finance all or a portion of the costs of the Project;
and
WHEREAS, the City reasonably expects to reimburse itself for such expenditures from
the proceeds of tax-exempt obligations to be issued in the future; and
WHEREAS, Treasury Regulation Section 1.150-2 requires the City to declare its official
intent to reimburse expenditures incurred prior to the issuance of such obligations.
NOW, THEREFORE, the City Council wishes to adopt as follows:
Section 1. Declaration of Official Intent. The City hereby declares its official intent to
reimburse itself with proceeds of tax-exempt obligations for expenditures incurred in connection
with the acquisition, construction, improvement, and equipping of the Project.
Section 2. Maximum Principal Amount. The maximum principal amount of obligations
expected to be issued for the Project is estimated not to exceed $11,000,000.
Section 3. Reimbursement of Expenditures. The City reasonably expects to reimburse
expenditures paid from available funds for costs of the Project from proceeds of the obligations
after such obligations are issued.
Section 4. Reimbursement Allocations. The City’s Finance and Technology Services
Director shall be responsible for making the “reimbursement allocations” described in the
Treasury Regulations, being generally the transfer of the appropriate amount of proceeds of the
bonds to reimburse the source of temporary financing used by the City to make prior payment of
the costs of the Projects. Each allocation shall be evidenced by an entry on the official books and
records of the City maintained for the bonds or the Projects and shall specifically identify the
actual original expenditure being reimbursed.
Section 5. Effective Date. This Resolution shall take effect immediately upon its
adoption.
ADOPTED by the City Council of the City of Port Townsend, Washington, at a regular meeting
th
thereof held this 5day of October, 2026.
Resolution 26-020 Reimbursement Resolution 2026 Utility Bond Issuance
Resolution 26-020
_____________________________
Amy Howard
Mayor
Attest:
_________________________________
Alyssa Rodrigues
City Clerk
Resolution 26-020 Reimbursement Resolution 2026 Utility Bond Issuance
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
tğŭĻ Ћ ƚŅ Ћ
CITY MEETINGS SCHEDULE
(This schedule is draft only, subject to change. See City website www.cityofpt.us)
Day Date Time Type of Meeting Tentative Agenda Item Location Absent
Thurs Oct 1 3:00 Arts Commission Chambers
Resilience Month Proclamation
Mon Oct 5 6:00 City Council Business Meeting Chambers
Food for all proclamation
Budget: Preliminary unbalanced budget
Reimbursement Resolution – Sewer and Stormwater Bond
Public hearing – Emergency Moratorium (notice on 9/18)
Department of Commerce Grant – HVAC and Elevator
Budget: 2027 Capital Budget presentation – No Action
th
Presiding officer report – AWC conference on the 16 mtg
Presiding officer report – Letter or support – PTFM Commerce
Grant
Presiding officer report – council reserves
Tues Oct 6 3:00 Historic Preservation Committee Chambers
CANCELED
Wed Oct 7 3:00 Council Infrastructure and Development Committee Chambers
nd
Thurs Oct 8 12:30 Equity, Access, and Rights Advisory Bd 2 Floor Large
Conf Room
Thurs Oct 8 4:15 Civil Service Commission Chambers
CANCELED
Thurs Oct 8 6:30 Planning Commission Chambers
Mon Oct 12 3:00 Council Finance and Budget Committee Chambers
CANCELED
Mon Oct 12 6:30 City Council Workshop Meeting Chambers
Indigenous Peoples’ Day Statement
Mon Oct 12 6:30 Special Session City Council Workshop Meeting Blue Heron
Commons
Budget Priorities – 2027 work plan
Tues Oct 13 1:00 Library Advisory Board Pink House
Thurs Oct 15 3:00 Council Culture and Society Committee Chambers
Friends of the Library Proclamation
Mon Oct 19 6:00 City Council Business Meeting Chambers
Rotary Park – Special Presentation – Park revamp by Rotary
Kamal: 10-15 min – FBI Academy report-out – Confidence in
policing
st
Budget: Public Hearing Property Tax Ordinance 1% - 1
reading – PUBLIC HEARING
Budget: 2027 Budget strategies Discussion with Council
Lease – Warming Shelter – Authorization
Presiding Officer - Department of Navy EIS comments
Thurs Oct 22 6:30 Planning Commission Chambers
Tues Oct 27 3:00 Climate Action Committee Pacific Room Jeff
Co Public Health
Tues Oct 27 4:30 Parks, Recreation, Trees and Trails Advisory Board Chambers
Wed Oct 28 2:00 Jefferson County Housing Fund Board Jeff Co
Chambers