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HomeMy WebLinkAbout071326 Special Session CIty Council Retreat Meeting PacketPORT TOWNSEND CITY COUNCIL SPECIAL SESSION AGENDA PORT PAVILION BUIDING, 355 HUDSON STREET, PORT TOWNSEND, WA 98368 BISHOP BOTTLESHOP-714 WASHINGTON ST, PORT TOWNSEND, WA 98368 Special Session Meeting 9:00 a.m. July 13, 2026 For best audio experience please join in person. We cannot ensure the audio will be to adequate standards due to location. • Attend in person or virtually via computer or tablet at 11.gV,s,://zoom.us/�/98187633367 enter the Webinar ID 98187633367 • Phone only (muted - listen -only mode) United States: Local Dial In — 1(253)215- 8782„981876333674 • Submit public comment to be included in the meeting record to: 11.1. s:// ubliccomment.ftlllouI.com/citesI • If you are experiencing technical difficulties, please attempt all methods listed above before reporting any issues to: cler,sg ort cr cit oft' t.us I. 9:OOam- Call to Order, Roll Call IL 9:02am- Welcome and Housekeeping III. 9:30am- Positive Reflections IV. 10:15am- Core "Must Do" Requirements V. 11:15am- The Landscape VI. 12:OOpm- Technical Expert Consults VIL 12:30pm- Lunch VIIL 1:OOpm- Priority Pitches IX. 2:30pm- Break X. 2:45pm- Priority Pitches, Continued XI. 4:15pm- Wrap Up and Next Steps XIL S:OOpm- Informal Gathering (Bishop Bottleshop, 714 Washington St, Port Townsend, WA 98368)- Not Recorded XIII. Adjourn City0f Townsend. DRAFT 2027 Strategic Workplan Summit Agenda Location: Port Pavilion Monday, July 13, 9am-5pm Meeting's Core Purpose: Develop and agree our draft 2027 strategic workplan and to provide direction for the kick-off of the 2027 budget process. Other Meeting Goals: Build understanding, connection, and purpose for ourwork together. 0 qryI;, ..,.,M1.IIk. ­t.k.. Welcome and Agree purpose of workplan and Settle in Reflections on mindset, outlook, and 9.00-9.30am agenda for the day; Housekeeping Menti real-time feedback too[ coffee/tea, pastries principles. Positive Council Fishbowl Set the energy, celebrate What worked well for us in the past year? Why? 9.30 —10.15 am Reflections Staff Fishbowl success, get in an What did we learn? What do we carry forward? asset -based mindset Brief staff presentation, then Understand current state Where are we in our 2026 workplan? 10.15-11.15 am The Landscape and ground ourwork in What's happening externallythat impacts us? 1:2:4:A11 exercise/discussion current reality What are current opportunities? Threats? Core"Must Do" Outline our statutorywork, What's a surprising, joyful, or funky thing you've 11.15 —12.00 pm Song of the Unsung Services noting its breadth and learned about City operations? Requirements workplan dominance What should the community know? Where and how does this show up in Comp 1:1 Council consultations with Plan implementation? What would this cost? 12.00-12.30 pm Expert Consults department directors and city Councilto refine priority How staff -intensive is this? What long-term pitches impacts mightthere be? How might this deliver manager on financial sustainability? How is this/can this be equitable or advance equity? (And more) 12.30 —1.00 pm Lunch Informal expert consults if needed Break/recharge City0f Townsen. Apply criteria (will be on ppt slide): • Appropriate legal parameters • Alignment to Comp Plan implementation 25/10 Crowdsourcing exercise, Determine top priorities • Delivery offinancial sustainability 1.00-2.30 pm Priority Pitches then Forced Pairs exercise and for non -statutory work . Advances equity discussion • Assessment of budget and resource impact • Partner/community engagement • Provides long-term impact(s) • Tradeoffs 2.30-2.45pm Break 2.45-4.15 pm Priority Pitches, Finalize Forced Pairs Work, then Determine top priorities Apply criteria (above) Continued Discuss List and Resourcing Line for non -statutory work Wrap Up & Next Build transition to 4.15-5.00pm Steps Guided Discussion finalizingthemesand What themes emergeforyou? ............................................................................................................................................................................................................................................................................................................................................................. kicking off 2027 budget informa.l [Gathering 5.00pm Bishop or equivalent Relax, build sense of team To: City Council From: Climate Action Committee Date: June 24, 2026 Subject: CAC Recommendations on 2027 Work plan Thank you for once again giving us the opportunity to provide input and make suggestions regarding your work plan for the coming year. Below are our top four opportunities, as prioritized in our 6/23/26 CAC meeting, as well as some additional lower priority items agreed upon at our 6/23 meeting. We realize that you are already working on some of these, and we hope you can incorporate others into your future work plans whenever possible. 1. Support the CAC in creating a Climate Element Action Plan (in 2026 and 2027) including specific city actions, and start implementation of short term actions in 2027. 2. Pilot the use of a Climate checklist, such as the CAC Climate Risk Screening Tool, as away to consider both projected GHG emissions and climate change impacts for projects or policies implemented by the city. The goal would be to update the tool as needed after the pilot and then define a policy to make it part of the approval process for applicable projects and policies. (See cover letter and screening tool below.) CAC Letter re CAC Climate Risk Climate Risk Screein Screening Tool Dece- 3. Revise the Tree Ordinance to encourage retaining standing trees as practical, consistent with an Urban Growth area. Trees both absorb greenhouse gases and help cool the city during heatwaves, absorb heavy winter rains, mitigate stormwater flows, and provide wildlife habitat. They help in both reducing net GHG emissions as well as reducing projected climate change impacts. Additionally, create an urban forest management plan for the city to best balance the needs of development and the ecosystem benefits of forest and trees. The CAC Forest Work group is happy to continue to provide volunteer to help provide input on the Urban Forestry Plan and Tree Ordinance work that is under way at the city as part of the current USDA grant, as well as to assist with outreach efforts if desired. 4. Support the CAC's VMT Reduction group in working with PT Mainstreet to research, develop, and implement a managed parking strategy including paid parking downtown as a way to reduce Vehicle Miles Traveled and greenhouse gas emissions (GHG). (See CAC recommendation from March 2022 below for more details.) Parking Proposal from CAC_final.pdf Other possible actions: 5. Support community forests and other forest conservation projects, as well as consider protecting city -owned older forests. Same rationale and reference as for #2. 6. Increase enforcement of traffic laws (speeding, parking inappropriately, etc.) to make walking and bicycling safer and more inviting, hence reducing vehicle miles traveled, as recommended by CAC's Vehicle Miles Traveled (VMT) Redux group. (See for example, htt.ps...:./..�rr✓rnrrr✓...I fe. bikeinfo..o.rg/...0 .p!. ss.p :... ?.. ?.) 7. Continue to support expanding EV infrastructure in the City for the public, as well as within the city fleet. 8. Continue to have a representative on the CAC VMT work group. See 202..0 Gr..eer h.ou.s.e G..2s Comun.y.Missions eductip7%pp . _ ._2.r12.17iti.es (based on 2018 inventory) which notes that reducing VMT is a key opportunity to reduce emissions. 9. Plan for sea level rise adaptation. Define a plan for implementing the temporary measures summarized in the Technical Memorandum "C'.%ty_of._Port._ Townsend_ Sea_Levell Rise_Resil.iericy and define the next steps for selecting and designing the longer term strategies outlined in that memo. [Note that this is a subset within item #1 above.] 10. Partner with the CAC in doing outreach to the community through providing review and approval of CAC generated materials, and leveraging the City communications venues and support staff where feasible. CitytD rt t '" " 0 Madison Street, Suite l Il oirt Towuirs nd, WA 98 368 l360379.5470� www cit° olfpt us Townsen ADMN[STF A'"FION 2027 Proposed Workplan — Equity, Access, and Rights Advisory Board June 26, 2026 The Equity, Access & Rights Advisory Board respectfully submits the following strategic priorities for consideration as the City develops its 2027 workplan. We appreciate the City's commitment to a more equitable and accessible future for Port Townsend. We look forward to supporting these priorities and continuing our collective work to build a more engaged and connected community. To strengthen inclusive participation, we recommend prioritizing an equity -focused evaluation of current barriers to engagement and services, particularly for historically under resourced, underrepresented, or systemically marginalized groups. This may include language access, digital equity, meeting accessibility (both physical and virtual), and increased visibility of civic processes and advisory bodies. A comprehensive assessment can help the City better understand who is not at the table, and why, and identify meaningful strategies to ensure more equitable access and participation. Q Language access: Review staff proposals for priorities of translation of documents and interpretation at meetings, events, and government proceedings. Q Digital equity: Review staff proposals for conducting an audit of digital platforms for accessibility as it relates to language, vision/ADA, and the internet, including but not limited to reviewing WCAG compliance plans and priorities in order to meet the 2028 deadline. Q Meeting & services accessibility: Review staff procedures and resources allocated to the public's ability to receive services and observe and engage with City Council, in consideration of housing stability (access for those without an address), language, ability, and time. Q Youth Representation on Advisory Boards: Analyze and make a recommendation for facilitating access for youth to sit on City Advisory Boards. 2. Community Listening Sessions Engagement & evaluation listening sessions can be powerful tools for civic engagement and trust -building. We recommend continuing to host sessions that are designed with intentional outreach, facilitated inclusively, and followed by clear communication regarding next steps. This includes summarizing what was heard, identifying concrete actions, and providing cityar%or low I a, 7' Townsen ADMMS"Tr A'"FIOl' 2.50 Madison Street, Suite 2. l Il oirt Towui'isend, WA i 8'86'8 l 880379.5047 � www cityolfpt us' accountability through evaluation and progress updates. These steps not only validate community input but also encourage transparency. Listening Sessions may focus in the following areas: Q Open Session: Gather feedback from the public on gaps in equity, access, and rights as part of an EAR public meeting. Q Tenants' Rights: looking at models of other City's policies for tenants' rights, including non-traditional families, listening to tenants alongside housing partners, and making recommendations to Council for ensuring rights are bolstered, protected, and communicated. Q Youth Focus: Listening session with youth in the Port Townsend School District, around civic participation, social infrastructure, and access to the City's services. Q Elder Focus: Listening session with elders and seniors living with disabilities, specific to feedback regarding transportation, visibility of signage, curb cuts and other physical barriers to access in the community. Q Inform Resolutions: Gather public feedback to inform work on resolutions, whether existing or new. These are conducted separately from EAR meetings and in partnership with and /or hosted by an organization that serves a specific population, ie. Immigrants' rights and access for people living with intellectual and developmental disabilities. This includes follow-up to listening sessions, including implementation planning and ongoing evaluation, recommendations for the allocation of appropriate resources as part of the City's annual planning cycle. An update to a five-year plan to address homelessness and affordable housing services in Jefferson County was adopted by Jefferson County and the City on December 8, 2025. Uniquely positioned to utilize listening session and general community input specific to Port Townsend, EAR will make recommendations to City Council around budget and policy actions needed to meet the plan's five objectives: Q Strengthening the homeless service provider workforce. Q Promoting an equitable, accountable and transparent homeless crisis response system. Q Prioritizing assistance based on the greatest barriers to housing stability and the greatest risk of harm. Q Preventing episodes of homelessness whenever possible. Q Seeking to house everyone in a stable setting that meets their needs. port � Cityof ���„� ����"";��� lownsend July 9, 2026 Planning Commission To: Mayor Amy Howard From: Craig Britton Chair CC: City Council, City Manager John Mauro Re: Invitation for Advisory Board Input on High -Level 2027 Workplan Priorities Dear Mayor Howard: As requested, the Historic Preservation Committee discussed potential strategic priorities for 2027. In doing so, the Committee recognized that the majority of the City's work plan is driven by statutory and regulatory obligations. Given that these requirements account for approximately 90% of staff capacity, the Committee focused its discussion on initiatives that would provide meaningful community benefit while remaining achievable within existing resource constraints. Accordingly, the Historic Preservation Committee recommends the following priorities for the 2027 work plan: 1. Review, update, and modernize the Committee's historic preservation guidelines and standards to ensure they remain clear, effective, and aligned with current preservation practices and community needs. 2. Expand community outreach and education efforts to increase public awareness and understanding of historic preservation, including the purpose and application of the Committee's guidelines and standards. The Committee appreciates the opportunity to contribute to the City's strategic planning process and looks forward to supporting these efforts in the comingyear. Thank you foryour time and consideration. Sincerely, Craig Britton Chair, Port Townsend Historic Preservation Committee Cityof Port G4 � 250 Madison Stu^eet, Suite 21 Port �la�v���a and, WA 98368 � 360.379.50471 www.c1tyo'fpt.us ................................................ ............................................................... Townsen.........................................................................................................................................� ADMINISTRATION 2027 Proposed Workplan — Lodging Tax Advisory Committee Submitted June 26, 2026 The role of the Lodging Tax Advisory Committee (LTAC) is to advise City Council and City staff in following the statutory requirements under RCW 67.28 in service of sustainable tourism and investing Lodging Tax revenues to enhance the lives of both visitors and residents. - Continue to invest in understanding our visitor economy, creative economy, and intersections of the two, and how they fit into the broader economic outlook for the region and city, including data collection, reporting, and public education. - Focus the LTAC 2027 budget in a few key areas: o Wayfinding and Signage: utilize momentum from this initiative in 2026 and implement recommendations from the RFP process conducted in 2026, requiring collaboration with cross -departmental staff and external partners. o Visitor Information Services: support the foundation built for the hub and spoke model. o Marketing: focus on redesigning the EnjoyPT.com website with the aim of supporting a year-round visitor economy and adapting to future generations who rely more heavily on technology & digital tools. Build on food and beverage, outdoor recreation, and the creative sector in marketing. o Grants: Focus the LTAC grant making program on increasing visitation in the spring, fall, and winter. Continually refine grantmaking process. - Special projects of LTAC may include the long-range restroom project, as well as continuing to invest in relationships with regional partners, including Jefferson County, Tourism Coordinating Council, Port of Port Townsend, Jefferson Transit, Olympic Peninsula Tourism Commission, and others, for the purpose of participation in economic and infrastructure development that serves visitors and residents in Port Townsend and regionally. port � Cityof ownsend l June 30, 2026 To: Mayor Amy Howard From: Samantha Bair Jones, Chair CC: City Council, City Manager John Mauro Planning Commission Re: Invitation for Advisory Board Input on High -Level 2027 Workplan Priorities Dear Mayor Howard: As requested, Planning Commission discussed potential strategic priorities for 2027. The conversation was framed with the understanding that approximately 90% of the City's overall workplan is driven by statutory requirements that limit capacity to take on further projects. With those considerations in mind, the Planning Commission prioritizes three items for the 2027 workplan: 1. Determine appropriate local funding sources to subsidize the development of affordable housing. This item would build on the conclusions of the Spring 2023 White Paper Exploration of Strategies for Supporting Infill and Affordable Housing Related to Infrastructure Development a. This would ideally include the fee study approved in the 2026 budget. 2. Amend PTMC 19.06 Tree Conservation, created by Ordinance 2837. This chapter needs updates to better protect tree canopy, as the code has not been altered since 2003. 3. Determine tools to support local agriculture, as discussed in meetings with the Quimper Growers Network. Thank you for your time. Sincerely, Chair Samantha "Sammi" Bair Jones, Port Townsend Planning Commission PRTTAB 2026-2027 priorities 1. regional/geographic diversity and equity - the 10-minute walk on the west side a. 2026 carry forward master plan Rainier park parcel b. 2027 west side public restroom(s) and caretaker site - Bishop Play Park c. 2027 explore purchase of privately owned Bishop Canyon parcels d. 2027 collaborate with Port on ODT improvements/connections e. 2027 collaborate with HOAs regarding play equipment/features f. 2027 master plan Evans Vista park concept 2. maintain/improve existing east side parks, facilities and trails a. 2026 carry forward removal of Golden Age and Pope house at Chetzemoka b. 2026 carry forward golf park playground c. 2026 carry forward facilities maintenance shops relocation d. 2027 expand dog park and add caretaker at Chetzemoka e. 2027 master plan upgrades/improvements for Bobby McGarraugh 3. street ends and other a. 2027 add benches/other appropriate features to bluff street ends b. 2027 identify street ends in areas beyond historic district bluff for public access c. 2027 abandon Reed Street trail, connect Root Street trail d. 2027 repair existing picnic shelter at Kah Tai Good morning, Here is what PTAC approved to go to City Council for the retreat. 2027 Draft Workplan Goals — Port Townsend Arts Commission • Develop 1 % for the Arts Fund policy framework so that public art projects are being proactively planned to best support Port Townsend's social and economic fabric. • Use the Public Art Plan to support the regular commissioning of new public art as well as investing in promotion and maintenance of the collection so that it reflects the city's creative identity and enhances civic infrastructure. Build on momentum and accomplishments from 2026 to support Port Townsend's cultural life through PTAC programs, including but not limited to: o Poet Laureate: conduct search for and choose 2028-2029 laureate; support current laureate's 2027 portfolio of projects o Arts Awards: continue to refine successful reimagined format from 2025; hold 2026 awards ceremony and launch 2027 nominations o Grants: continue to reduce barriers and streamline program so that funds have most possible impact on public and artist benefit. • Clarify PTAC's relationship to the work of both the Lodging Tax Advisory Committee (LTAC) and Port Townsend Creative District so that together these City programs can collaborate and coordinate on progress towards goals set forth in the Arts & Culture Plan and Creative Economy subsection of the Comprehensive Plan (Economic Development). Thankyou, Melody SkwWeaver/aha/hah|Community Services Director City 0fPort Townsend | | 250Madison Street | Port Townsend, \8/A9@38@ City0f port '" 1111,'111,11 M p Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Affordable Housing Grants Program Summary/Why Describe what this initiative aims to achieve and why. The City has enacted several affordable housing monitoring programs over the years (SDC and fee deferrals, multifamily tax exemption). Eligibility for these programs is expanding potentially increasing participation, which will require staffing resources. Additionally, the City is administering pass through affordable housing grants for the State's CHIP program. Lastly, additional affordable housing incentive programs, and property surplus for housing (including Evans Vista), housing grants management, housing codes, affordability requirement monitoring requires dedicated staff. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: yes ❑✓ Does it deliver on financial sustainability? If so: increases density ❑✓ ❑✓ Does it advance equity? If so: advances equitable costs for affordable housing Ongoing or ❑ one-time cost? • Likely cost? ❑—$10k F,—/]—$100k F,-(]—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Housing Grants Coordinator position is only funded for 2-year position. Current 2026 reserves budget has set aside for funding, but is not ongoing programmed expense. Trade-offs: department has work for additional FTE in permit review. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Grants management and monitoring for Evans Vista development alone will transcend multiple years. cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Agriculture comprehensive plan amendment Summary/Why Describe what this initiative aims to achieve and why. This comprehensive plan amendment for qualified agricultural producers will remove regulatory and infrastructure requirements for growers of food, flowers and plants. It will provide for predictable permitting for farm support structures and dwellings and provides long-term stability to grow agri-tourism while also providing jobs and housing. It also is an important link in the sustainability chain and critical to food bank and school lunch support and emergency preparedness. Criteria ❑✓ Does it have appropriate legal parameters? If so: PT municipal code supports ❑✓ Does it deliver on Comp Plan Implementation? If so: Ag is a core CP value Does it deliver on financial sustainability? If so: Reduces infrastructure costs ❑✓ Does it advance equity? If so: Serves food banks, low income households ❑ Ongoing or ❑✓ one-time cost? • Likely cost? ❑—$10k Fv—(]—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? [:]Low [:]Medium ✓❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑P0 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Some projects might take a back seat if pursued, but this is the third year in a row agriculture proponents have asked for action. They have waited their turn. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) RCO Farmland Preservation Grant due April 2027. Requires City buy in. cityof port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Planning & Permitting Modernization Initiative: A Pilot for Citywide Process Improvement Summary/Why Describe what this initiative aims to achieve and why. Review the City's planning and permitting processes using consultant expertise supported by AI -assisted analysis. Identify opportunities to improve efficiency, consistency, transparency, and customer service, then develop a phased implementation roadmap. The Planning Department will serve as a pilot for a modernization framework that could be applied across other City departments. The objective is not simply to adopt artificial intelligence. It is to create a repeatable framework for continuous process improvement. Criteria AI would support staff analysis while all regulatory decisions remain with City staff. ✓ Does it have appropriate legal parameters? If so: Supports timely implementation of housing, economic development, ✓ Does it deliver on Comp Plan Implementation? If so: infrastructure investment, and other Comprehensive Plan goals. Does it deliver on financial sustainability? If So: Impr°ves efficiency, reduces unnecessary work, and helps maximize staff resources. nDoes it advance equity? If so: mproves access through clearer information, greater consistency, and a more transparent permitting process ❑ Ongoing or ❑✓ one-time cost? • Likely cost? ❑—$10k F,,—/]—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ✓❑-10 years [:]Multiple generations • What might be the trade-offs associated with pursuing this proposal? Requires staff time and an upfront investment to achieve long-term operational improvements and establish a framework for future citywide modernization. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) 2027: Process review, Recommendations, Modernization roadmapZ 2028: Pilot implementation, Evaluate results, Expand successful practices to other City departments City0f port '"'?1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Creative Economy: Creative District Wayfinding and Art Marker Relocation Summary/Why Describe what this initiative aims to achieve and why. Building on the City's success of administering the Port Townsend Creative District (PTCD) into its next five years it seems timely to refresh the wayfinding of the PTCD, possibly expand the official boarders to include Point Hudson, and move the current art markers by Jonah Tropple to one site to be a sculptural "family." This would make room for a new artistic wayfinding project to the Creative District boundaries and be an opportunity to promote more engagement and awareness of the PTCD. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: Art markers can be now moved Does it deliver on Comp Plan Implementation? If so: creative economy ❑ Does it deliver on financial sustainability? If so: Does it advance equity? If so: This could be a part of the new wayfinding project Ongoing or ❑✓ one-time cost? • Likely cost? ❑—$10k F,—/]—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? [:]Low [:]Medium ✓❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ✓❑-10 years [:]Multiple generations • What might be the trade-offs associated with pursuing this proposal? Funding will be needed to replace the art markers and that will involve a lot of process as outlined in the AP4 manual Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) This could take a year to form a panel to site and move the art markers and then put together a call for an artist to design the new wayfinding signs, select the artist, and install the art. This assume the project is able to be fully funded in 2027. City0f port '"'?1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Council Chambers Configuration Update Summary/Why Describe what this initiative aims to achieve and why. The Council Chambers are set up with a very definite hierarchy in its physical layout with the Mayor in the high seat, City Manager and Attorney in the second high seats, and the Council on the floor. This physical layout replicates a court type environment which may not be welcoming or intimidating to the public. Should the chambers be reconfigured to create a more welcoming environment and deemphasize the hierarchy consistent with contemporary layouts. Criteria ❑✓ Does it have appropriate legal parameters? If so: N/A Does it deliver on Comp Plan Implementation? If so: Yes, welcoming City/civics ❑✓ Does it deliver on financial sustainability? If so: N/A Does it advance equity? If so: Yes, better hear all voices Ongoing or ❑✓ one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑✓ Low❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ✓❑-10 years [:]Multiple generations • What might be the trade-offs associated with pursuing this proposal? Can a reconfiguration not permanently impact the historic look of Council chambers. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) 2027 cityof port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Council Chambers modernization Summary/Why Describe what this initiative aims to achieve and why. The antique (really, just old and tired) furniture in chambers is an obstacle to efficient Council work and to equitable public engagement. All of council should be on the same level and able to see each other easily. Staff should have dedicated work space and should not have to signal across the room to each other during meetings. The public should have comfortable seats. The barrier which appears to block the public and renders a third of the room unusable should be removed. Criteria ❑✓ Does it have appropriate legal parameters? If so: N/A Does it deliver on Comp Plan Implementation? If so: Governance/Public Eng. ❑ Does it deliver on financial sustainability? If so: N/A ❑✓ Does it advance equity? If so: Equitable council and public engagement ❑ Ongoing or ❑✓ one-time cost? • Likely cost? ❑—$10k F,—/]—$100k ❑—$1 m • How staff/Council/advisory board resource-intensive?❑Low©Medium❑High • Level of community/partner engagement desired? ©Low❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ©-10 years /❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Perception of spending that does not benefit the public. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Design and budget early 2027, complete by end 2027. Scheduling work to minimize interference with Council business will be tricky. cityof port , 1111�'111,11 Townsend New Strategic Workptan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title manage the deer issue Summary/Why Describe what this initiative aims to achieve and why. Start the process of what is the best way to lower the deer herd population in our city limits combined with a agressive education plan for our community. In these last 15 years lots of our residents have moved from the 1-5 corridor and have very little understanding in how to live in an environment with wild animals existing. Criteria 10 Does it have appropriate legal parameters? If so: not sure Does it deliver on Comp Plan Implementation? If so: ❑ Does it deliver on financial sustainability? If so: nope ❑ Does it advance equity? If so: I don't understand this? what kind of equity? ❑✓ Ongoing or ❑ one-time cost? • Likely cost? ❑—$10k ❑—$100k ❑—$1 m • How staff/Council/advisory board resource-intensive?❑Low©Medium❑High • Level of community/partner engagement desired? ❑Low❑Medium©High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ©P0 years [:]Multiple generations • What might be the trade-offs associated with pursuing this proposal? A large part of our community has been asking for a "solution" to this issue. This form is slanted without any inclusive to rate a issue just from our community... bummer. p Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Support Farms and Food Production: Comp Plan Amendment in 2027 Summary/Why Describe what this initiative aims to achieve and why. Dedicate staff time to revisit issues from 2026 proposed agricultural comprehensive plan amendment, centered on creating an "Opt in" process for qualified growers. The "Opt In" program removes regulatory, economic and infrastructure barriers for qualifying farms and growers by offering development code and land use regulations that are appropriate to growing food, flowers and plants. It provides predictable permitting for farm dwellings and support structures, and lays a framework for long-term conservation heritage farms for the future. Criteria 10 Yes, the informal (and council -supported) amendment process is Does it have appropriate legal parameters? If so: described in the PT Municipal Cade, and by the GMA. Does it deliver on Comp Plan Implementation? If so: ❑ Does it deliver on financial sustainability? If so: Does it advance equity? If so: Agriculture is a core value of the CP vision, and is mentioned in the Land Use, Climate Resilience, and Economic Development Elements. Affordable Food, Farmer's Market, Cottage Industries, Food Bank The proposal will 1) attract younger farmers and 2) create more abundance for the Food Bank. These populations tend to be more diverse. Ongoing or ❑ one-time cost? • Likely cost? ❑—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑P0 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Minor additional code expansion; some staff time; probably won't change the amount of land available for development in the next 10 years. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Modernizing Food Truck/Mobile Vending Code Summary/Why Describe what this initiative aims to achieve and why. Clear permitting lowers the barrier to entry for those without storefront capital, giving more people a path into small business. Residents and visitors get more food and shopping options, especially in underserved areas, plus more energy in public spaces. Vendors can fill gaps during events or emergencies. Clear zoning and hours rules keep things fair for brick and mortar businesses, support local producers, and improve health and safety standards. Criteria Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: ❑✓ Does it deliver on financial sustainability? If so: Does it advance equity? If so: Ongoing or ❑✓ one-time cost? Increased economic vitality • Likely cost? ❑—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? [:]Low [:]Medium ✓❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ✓❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Wouldn't need to be done within this calendar year but the process could start. Community engagement around this topic should include multiple advisory bodies. cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Downtown Refuse Management Policies Summary/Why Describe what this initiative aims to achieve and why. Updating downtown garbage policies could make a real difference in how the area looks and feels. Consistent collection and clear rules cut down on overflowing bins and litter, making downtown more inviting for locals and visitors. It eases the burden on business owners dealing with unclear expectations and takes pressure off public works staff. Cleaner streets support public health and reinforce that downtown is well cared for, which matters for tourism and how residents feel about their community. Criteria Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: ❑ Does it deliver on financial sustainability? If so: ❑✓ Does it advance equity? If so: businesses state they are being treated differently ❑ Ongoing or ❑✓ one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? [:]Low [:]Medium ✓❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Staff time requirements. Enforcement remains an issue. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Should utilize orgs like Main Street to do community outreach cityof port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Housing & Economic Development Summary/Why Describe what this initiative aims to achieve and why. The city should continue to invest in economic development. We have already been investing in housing development and the Housing Grants Coordinator role should continue. There are additional opportunities to engage w/ EDC and ICG on economic development framework, with Creative District on the creative economy, with LTAC on the visitor/tourism economy, etc. —enough for a second FTE position. Additional investment will lead to more opportunity & more equity through a stronger tax base. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: (Comp Plan) Does it deliver on Comp Plan Implementation? If so: Housing, Econ Dev't eleme ❑✓ Does it deliver on financial sustainability? If so: Growing city revenues ❑✓ Does it advance equity? If so: Expanding opportunity for all ❑✓ Ongoing or ❑ one-time cost? • Likely cost? ❑—$10k F,—/]—$100k ❑—$1 m • How staff/Council/advisory board resource-intensive?❑Low©Medium❑High • Level of community/partner engagement desired? ❑Low©Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ©P0 years /❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Depends on strong working relationships with many partners, so agility will be necessary. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) The best time to plant a tree was 20 years ago. The next best time is today. Return on this investment may take time to come to fruition, and the public (and election cycles) can be impatient. cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Inclusionary Zoning Market Analysis Summary/Why Describe what this initiative aims to achieve and why. Port Townsend struggles with a serious need for housing affordability but a delicate housing construction market. One tool that may be useful for providing for some of the affordable housing need would be inclusionary zoning, but we have no data on what level of inclusionary zoning the market would be able to bear without having a chilling effect on needed housing construction. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: affordabili Does it deliver on financial sustainability? If so: affordability ❑✓ Does it advance equity? If so: improve possibility of affordable housing ❑ Ongoing or ❑✓ one-time cost? • Likely cost? F,,—/]—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑P0 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Slows down implementation of inclusionary zoning, but reduces potential trade-offs/risks in implrementing a blind inclusionary zoning policy Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Hopefully by the end of 2027 City0f port '"'?1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Expand Multifamily Tax Exemption (MFTE) Program Summary/Why Describe what this initiative aims to achieve and why. The MFTE program should encourage multifamily construction and rentals through tax subsidy. PT lacks multifamily rentals per the Comp Plan. It is too expensive to build in one building due to sprinkler and building code requirements. This proposal expands 2026 work amending the target area. Next phase would make changes consistent with state law so the program is more attractive and likely to be utilized. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: RCW 84.14 consistency Does it deliver on Comp Plan Implementation? If SO: Yes,there's a specific implementation to expand program ❑ Does it deliver on financial sustainability? If SO: Yes. Brings more density which makes services more efficient. Does it advance equity? If so: Ongoing or ❑ one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Property tax shift that encourages density and efficient delivery of city services/infrastructure. Decrease the vacancy rate. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Multiple meetings and hearings, but no deadline. This is one of the easier programs to enact, but difficult for staff to manage (nobody has participated to date). Note that AWC reports that MFTE reform costs for code cities is " indeterminant." cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Noise ordinance Summary/Why Describe what this initiative aims to achieve and why. Residents and staff alike are confused by the current noise ordinance, especially around animals, construction, and amplified sound. That volume of confusion, even if the standards themselves are fine, suggests it's worth a closer look. A clearer code would help residents know what's expected, let staff enforce it consistently, and resolve neighbor disputes faster. We may not need to change the substance, but clarifying the language and definitions seems worth the city's attention. Criteria Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: ❑ Does it deliver on financial sustainability? If so: Does it advance equity? If so: Ongoing or ❑✓ one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?QLowOMedium❑High • Level of community/partner engagement desired? ❑✓ Low❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑P0 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) cityof port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Updating permit fees - 2026 carryover Summary/Why Describe what this initiative aims to achieve and why. Permit fees were established by adopting Jefferson County rates over a decade ago. It is not based on the City's costs to provide services. Fee updates can be leveraged to incentivize dense development. For example, Port Angeles waives fees for middle housing types regardless of affordability. A balanced cost recovery model must be established to ensure that the general fund can support permit review and challenges. Criteria ❑✓ Does it have appropriate legal parameters? If so: Unknown if PA model is defensible. Does it deliver on Comp Plan Implementation? If so: Al5.08 Update fees for cost recovery ❑✓ Does it deliver on financial sustainability? If so: Yes, more units= construction sales, property tax, and more$ circulating Does it advance equity? If so: Yes, if fee increases can be leveraged to decrease others Ongoing or ❑✓ one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ✓❑-10 years [:]Multiple generations • What might be the trade-offs associated with pursuing this proposal? Fees can prevent or incentivize development. Custom tailoring is important to ensure general fund can support review and timely permit delivery with adequate FTE. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Staff review process for land use permits is evolving with staff turnover and rapidly evolving codes. Calculation of effort may currently be inaccurate. city0f port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Integrating the Science of Hope into city engagement Summary/Why Describe what this initiative aims to achieve and why. The Clallam Resilience Project and Peninsula College have engaged Dr. Chan Hellman to bring his work on the Science of Hope to the Olympic Peninsula. Giving people simple tools to create change in their lives increases their well-being and resilience. When whole communities engage, it increases community well-being. This is scientific, measurable, peer -reviewed. The city would learn these tools and start incorporating them at all levels—council/advisory boards, staff, and community. Criteria ❑✓ Does it have appropriate legal parameters? If so: N/A Does it deliver on Comp Plan Implementation? If so: Governance/Public Eng. ❑ Does it deliver on financial sustainability? If so: N/A ❑✓ Does it advance equity? If so: Tools for engagement to increase well-being ❑ Ongoing or ❑✓ one-time cost? • Likely cost? FV-]—$10k ❑—$100k ❑—$1 m • How staff/Council/advisory board resource-intensive?©Low❑Medium❑High • Level of community/partner engagement desired? ©Low❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ©-10 years /❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Community misunderstanding of value of investing in "soft skills." Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Selected leads would engage in training 2026-27, then incorporate into processes starting in 2027. See more at: https://ospi.kl 2.wa.us/student-success/resources-subject-area/social-emotional-le nrninn-cPl/criPnrP-hnnP C City0f port '" 1111,'111,11 M p Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Subdivision code reform - Title 18 PTMC, lots of record, phase -out PUD's -2026 carryover Summary/Why Describe what this initiative aims to achieve and why. Reforming subdivision code is vital to Implementation of minimum densities while enabling incremental development with future development tract plat code and process. Other benefits include eliminating outdated codes currently a barrier to housing and complicates permitting. E.g. lots of record, restrictive covenants, PUD's, etc.. Phase out PUD's as tool to deviate standards and find ways to allow outright if not already amended. Align all Title 18 changes with statutory lot splitting code updates. Subsequent implementation, staff training needed. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: yes Does it deliver on Comp Plan Implementation? If SO: yesA3.19establish min densities +permitpredictability 7 Does it deliver on financial, sustainabiLity? If SO: increases density, supports incremental development Does it advance equity? If SO: solidifies minimum density allowance to undo underutilized lots ❑ Ongoing or ❑✓ one-time cost? • Likely cost? 7—$10k F,—/]—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Lot splitting + this project cost —$42k on average of staff time (not consultant) for code cities per AWC. Any avoidance of this project will significantly delay permit applicants and frustrate permit review process. Significant interdepartmental training, public facing tools, and Smartgov configuration. If this project is not completed, we won't have internally consistent codes and housing permitting remains frustrating and complicated. These issues currently take significant staff time to navigate. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Complete by mid 2027. PC public hearings and workshops. cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Infill Surplus Properties for Affordable Housing Construction Summary/Why Describe what this initiative aims to achieve and why. In the 6 July 2026 Council Meeting, staff presented on the interest of a 100% affordable housing developer to work in Port Townsend. Port Townsend has identified various surplus properties for affordable housing. The City should explore whether any of the available surplus properties are attractive to that affordable housing development for near -term development. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: Does it deliver on Comp Plan Implementation? If so: affordabili Does it deliver on financial sustainability? If so: affordability ❑✓ Does it advance equity? If so: improve possibility of affordable housing ❑ Ongoing or ❑✓ one-time cost? • Likely cost? F,,—/]—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑✓ Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑P0 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Loss of surplus properties for other potential uses, costs to prepare land for affordable housing construction might be infeasible Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Hopefully by the end of 2027 cityof port , 1111,'111,11 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Waiver of Vesting Procedural Code Summary/Why Describe what this initiative aims to achieve and why. Comprehensive Plan implementation results in progressive zoning codes adoption/allowances. Certain permit applications vest to codes in place at time of application. Pending applications prior to changes can't take advantage of liberalized codes e.g. setback reductions, lot coverages, daylight plane etc, without forfeiting fees and reapplying. A waiver of vesting code would establish clear expectations for which permits vest, which can waive vesting, and avoid cherry picking applicable regulations. See https://mrsc.org/explore-topics/planning/administration/vested-rights Criteria ❑✓ 0 Does it have appropriate legal parameters? If so: °"1e5afelee `°es, es"°95°emesw"h'°°aa°,e,es°,°aseaws,a, °"d° °e Does it deliver on Comp Plan Implementation? If so: Permitting efficiency ❑ Does it deliver on financial sustainability? If so: Does it advance equity? If so: Ongoing or 0 one-time cost? • Likely cost? 7—$10k ❑—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑✓ Low❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? This will require heavy upfront planning and legal coordination and resulting work to implement at the "permit counter" and incorporate into permitting decisions. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) Internal drafting moderately intensive. Procedural code that is likely SEPA exempt and not subject to Planning Commission recommendation. Council public hearing and readings. Existing and future customers impacted. Staff implementation and training heavy. cityof port <'? 1 Townsend New Strategic Workplan Initiative Proposal Fill out these sections to the best of your ability. This template is intended as a guide to help frame understanding of proposals and discussion. Proposal Title Water Storage Study Summary/Why Describe what this initiative aims to achieve and why. Increasingly in drought years, the OWGS water supply is problematic. Even with conservation at the City and the Paper Mill, water supplies are limited as existing storage reservoirs are depleted. The most immediate impacts is to the Paper Mill who must curtail water use when reservoirs are depleted. Also, as the community grows and demands for irrigation increases, lack of water supply is a more regional issue, posing an opportunity for the OGWS system to diversify its customer base. Criteria ❑✓ ❑✓ Does it have appropriate legal parameters? If so: Water rights law Does it deliver on Comp Plan Implementation? If so: Yes ❑✓ Does it deliver on financial sustainability? If so: ❑✓ ❑✓ Yes Does it advance equity? If so: Yes, diversify customer base = lower cost Ongoing or ❑✓ one-time cost? • Likely cost? ❑—$10k F,—/]—$100k ❑—$1 m • Howstaff/Council/advisory board resource-intensive?❑LowOMedium❑High • Level of community/partner engagement desired? ❑Low ✓❑Medium❑High • How long-term is the beneficial impact? ❑ Within the annual workplan cycle ❑-10 years ✓❑Multiple generations • What might be the trade-offs associated with pursuing this proposal? Increasing water supply may have impacts to the Watershed which is why storage is important, taking advantage of wetter and warmer winters. Likely Timeline Scheduling considerations (i.e. deadlines, events, legislative events, statutory processes, partner timelines/needs?) This is a 2 year process of studying storage options. Securing storage and building it is a 5-15 year time frame.