04/21/2020 - Work Study - Packet
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City of Port Orchard Council Work Study Session
April 21, 2020
6:30 p.m.
Pursuant to the Governor’s “Stay Home - Stay Safe” Order, the City will
take actions on necessary and routine business items.
The City is prohibited from conducting meetings unless the meeting is NOT
conducted in-person and instead provides options for the public to attend
through telephone access, internet or other means of remote access, and
also provides the ability for persons attending the meeting (not in-person)
to hear each other at the same time. Therefore;
Remote access only
Link: https://zoom.us/j/94737518526?pwd=SXhSMnNZQ0FzMk9WcE5qOUdaMDdCZz09
Zoom Meeting ID: 947 3751 8526
Password: 376075
Zoom Call-In: 1 253 215 8782
1. Continuity of Operations (COOP) & Continuity of Government (COG)
Plan (M. Brown) Page 2
Estimated Time: 20 Minutes
2. Affordable Housing: ILA with Kitsap Community Resources (Crocker)
Page 70
Estimated Time: 20 Minutes
3. Utility Late Fees and Penalties (Crocker) Page 88
Estimated Time: 20 Minutes
4. Downtown/County Campus Subarea Plan and Planned Action EIS
(Bond) Page 90
Estimated Time: 20 Minutes
5. Job Description Authority Ordinance (Lund) Page 170
Estimated Time: 15 Minutes
Mayor:
Rob Putaansuu
Administrative Official
Councilmembers:
Bek Ashby
Finance Committee
Economic Development & Tourism Committee
Transportation Committee
KRCC/KRCC PlanPol-alt /KRCC TransPol
PSRC-alt/PSRC TransPOL-Alt/PRTPO
Shawn Cucciardi
Finance Committee
Economic Development & Tourism Committee
Kitsap Economic Development Alliance
Fred Chang
Economic Development & Tourism Committee
Land Use Committee
Jay Rosapepe (Mayor Pro-Tempore)
Utilities/Sewer Advisory Committee
Land Use Committee
Transportation Committee
Lodging Tax Advisory Committee
KRCC-alt
John Clauson
Finance Committee
Utilities/Sewer Advisory Committee
Kitsap Public Health District-alt
Cindy Lucarelli
Festival of Chimes & Lights Committee
Utilities/Sewer Advisory Committee
Kitsap Economic Development Alliance
Scott Diener
Land Use Committee
Transportation Committee
Department Directors:
Nicholas Bond, AICP
Development Director
Mark Dorsey, P.E.
Director of Public Works/City Engineer
Tim Drury
Municipal Court Judge
Noah Crocker, M.B.A.
Finance Director
Matt Brown
Police Chief
Brandy Rinearson, MMC, CPRO
City Clerk
Contact us:
216 Prospect Street
Port Orchard, WA 98366
(360) 876-4407
City of Port Orchard
Work Study Session Executive Summary
Issue Title: Continuity of Operations / Continuity of Government (COOP/COG) Plan
Meeting Date: April 21, 2020
Time Required: 30 minutes
Attendees: None
Action Requested At This Meeting: Discussion of the City’s Draft Continuity of Operations
Continuity of Government (COOP/COG) Plan.
Issue: In light of the recent public health emergency, the City’s emergency management
team has identified an emergent need for a formal continuity document for reference during
a critical incident or on-going emergency.
Background: As part of the City’s emergency management planning, the department
directors and the Mayor have developed a Continuity of Operations / Continuity of
Government (COOP/COG) Plan. This plan is a roadmap to ensure Primary Mission Essential
Functions (PMEF) continue to be performed during a wide range of emergencies, to include
localized acts of nature, accidents, epidemics, and technological or attack-related
emergencies. The process to trigger to COOP Plan is outlined within the plan, and any event
that makes it impossible for employees to work in their regular facility could result in a full or
partial activation of the Continuity Plan. The Plan was developed in accordance with Federal
Emergency Management Agency (FEMA) guidance for non-federal entities.
Governor Inslee’s Proclamation 20-28: This item is [check all that apply]: COVID-19
related; necessary and routine, for the following reasons:
Alternatives: Not approve the plan and provide additional guidance.
Recommendation: Staff recommends the Council approve the proposed Continuity of
Operations / Continuity of Government Plan.
Relationship to Comprehensive Plan: N/A
Attachments: Resolution and Exhibit A – Continuity of Operations / Continuity of
Government Plan.
Follow-up Notes & Outcomes:
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RESOLUTION NO. -20
A RESOLUTION OF THE CITY OF PORT ORCHARD, WASHINGTON,
ADOPTING THE CONTINUITY OF OPERATIONS (COOP) AND
CONTINUITY OF GOVERNMENT (COG) PLAN.
WHEREAS, the City of Port Orchard, led by the department directors and Mayor
developed a Continuity of Operations (“COOP”) and Continuity of Government (“COG”) Plan
(hereinafter, the “Plan”) to help the City maintain delivery of essential functions to the
residents of the City during and following an emergency or disaster; and
WHEREAS, the Plan was developed in accordance with the Federal Emergency
Management Agency (“FEMA”) guidance for non-federal entities; and
WHEREAS, the Plan takes an integrated approach to service delivery, decision making,
and resource management to facilitate the City’s ability to best serve the residents of Port
Orchard during and following an emergency or disaster; and
WHEREAS, the City Council desires to adopt the Plan on behalf of the City, and authorize
the Mayor to update the document overtime in accordance with changes in staffing and needs;
THE CITY COUNCIL OF THE CITY OF PORT ORCHARD, WASHINGTON, HEREBY RESOLVES
AS FOLLOWS:
THAT: The City Council hereby adopts the Continuity of Operations (COOP) and
Continuity of Government (COG) Plan, attached hereto as Exhibit A and incorporated herein by
reference, for the City of Port Orchard. The Mayor is hereby authorized and directed to take
the administrative steps necessary to ensure the successful implement of the Plan. The Mayor
may make updates to the Plan, without further Council approval, when necessary due to
changes in staffing. The Mayor shall report to the City Council whenever an update is made
consistent with this authoriation. That report shall occur within ninety (90) days of the Mayor’s
action.
PASSED by the City Council of the City of Port Orchard, SIGNED by the Mayor and attested
by the Clerk in authentication of such passage this ____ day of April, 2020.
Robert Putaansuu, Mayor
ATTEST:
Brandy Rinearson, MMC, City Clerk
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TBD 2020
CONTINUITY OF OPERATIONS
(COOP)
&
CONTINUITY OF GOVERNMENT
(COG)
PLAN
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THIS PAGE LEFT INTENTIONALLY BLANK
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COOP/COG PLAN
CONFIDENTIAL FOR INTERNAL USE ONLY
This document contains confidential information which, if made public
or disclosed, could violate the personal or privacy interests of others or
compromise the security of essential equipment, services or systems of the
City of Port Orchard. The document is intended for internal City of Port
Orchard use only.
All or some portions of this document may be exempt from disclosure
under the Washington Public Records Act, Chapter 42.56 RCW, or the
Freedom of Information Act, United States Code §552, 41 Code of Federal
Regulations Part 105-60.
The City Attorney must be consulted prior to the release of any or all of
this document.
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PROMULGATION STATEMENT
This Continuity of Operations & Continuity of Government Plan (hereafter referred to as
the COOP Plan) was prepared to develop, implement and maintain viable continuity. This
COOP Plan was prepared in accordance with direction from Homeland Security Presidential
Directive 20, National Security Presidential Directive 51 and subsequent Continuity Guidance
Circulars 1 & 2 (CGC 1, 2). This plan supersedes any previous COOP Plan. This plan has been
distributed internally and with external agencies that might be affected by its implementation. It
will be reviewed annually. Recipients are requested to advise emergency management of any
changes which might result in its improvement or an increase in its usefulness.
Approved: _______________________________ Date: ____________
Robert Putaansuu, Mayor
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REVISION RECORD
It is the responsibility of the holder of the plan to ensure that all changes and updates are made.
The Plan Holder must:
• Remove and destroy obsolete pages
• Replace obsolete pages with the updated pages
REVISION RECORD
Date Affected Page
Numbers
Description of Changes
(Reason, Authorization, Approval)
All Initial distribution
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DISTRIBUTION LIST
Distribution of the full version of this COOP Plan, which may contain sensitive information, will
be restricted to essential personnel governed by a need-to-know basis.
All COOP Plans are considered internal decisional documents with national and domestic
security protections afforded under applicable U.S. statutes. Additionally, due to the inclusion of
personal information about City employees, this COOP Plan shall be protected by the Freedom
of Information Act, Exemption 3, 4, and 6.
DISTRIBUTION LIST
Plan Holder
1. City Council
2. South Kitsap Fire Rescue
3. Kitsap County Department of Emergency Management
4. State of WA Emergency Management Division
5. City of Bremerton
6. City of Gig Harbor
7. City of Poulsbo
8. Kitsap County
9.
10.
11.
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Table of Contents
1.0 Introduction………………………………………………………………………………………………………….…………….8
1.1 Purpose……………………………………………………………………………………………………….…………..8
1.2 Applicability and Scope………………………………………………………………………………….…………8
1.3 Authorities and References…………………………………………………………………………………..…9
1.4 Planning Assumptions………………………………………………………………………………..………..….9
1.5 Planning Responsibilities………………………………………………………………………………………..10
Table 1 (COOP/COG) Program Management Team ……………………………….……...11
2.0 Concept of Operations…………..………………………………………………………………………………………….12
2.1 Objectives…………………………………..………………………………………………………………………….12
2.2 Planning Considerations…………………………………………………………………………………………12
2.3 (COOP/COG) Execution…………………………………………………………………………………………..12
3.0 Plan Implementation…..…………………………………………………………………………………………………….15
3.1 Time-Phased Implementation…………………………………………………………………………………15
3.1.1 Phase 1: Readiness and Preparation……………………………………………..………15
3.1.2 Phase 2: Relocation and Activation (0-12 hours)…………………………………...15
3.1.3 Phase 3: Continuity of Operations…………………………………………………………15
3.1.4 Phase 4: Reconstitution………………………………………………………………………..15
4.0 Essential Functions……………………………………………………………………………………………………………16
Table 2 Essential Functions, Dependencies, and Recovery Time Objective…………………..17
5.0 Human Capital Management..…………………………………………………………………………………………..22
5.1 Employee Dismissal or Building Closure Procedures……………………………………………….22
5.2 Established Methods of Employee Communications………………………………………………22
5.3 Procedures for Making Media Announcements………………………………………………………22
5.4 Pay and Benefit Issues…………………………………………………………………………………………….22
6.0 Key Personnel………..………………………………………………………………………………………………………….22
Table 3 Key (COOP/COG) Personnel……………………………………………………………………………..23
7.0 Orders of Succession………………………………………………………………………………………………..……….25
Table 4 (COOP/COG) Orders of Succession…………………………………………………………………..25
8.0 Delegation of Authority…………………….………………………………………………………………………………27
9.0 Devolution of Direction and Control…….…………………………………………………………………………..27
Table 5 Devolution of Direction and Control………………………………………………………………..28
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10.0 Vital Records and Databases…………………….…………………………………………………………………30
11.0 Vital Systems or Equipment…………………………….………………………………………………………….31
12.0 Critical Vendors……………..…………………………………………………………………………………………….31
13.0 Continuity Facilities……………..………………………………………………………………………………………31
13.1 Continuity Facilities – Logistics………………………………………………………………………….31
13.2 Continuity Facilities and Work Sites………………………………………………………………….31
13.3 Continuity Facilities Information……………………………………………………………………….32
Table 6 Continuity Facility………………………………………………………………………………32
14.0 Interoperable Communications……..……………………………………………………………………………32
Table 7 Interoperable Communications……………………………………………………………………….33
15.0 Maintaining (COOP/COG)
Readiness………………………………………..………………………………………….34
15.1 Training Plan…………………………………………………………………………………………………….34
15.2 Testing and Exercising the Plan…………………………………………………………………………34
15.3 Multi-Year Strategy and Program Management Plan……………………….……………….34
15.4 (COOP) Plan Maintenance…………………………………………………………………………………34
APPENDIX A: Threat and Hazard Identification and Risk Assessment…………………………………….36
ANNEX 1: CITY COUNCIL
ANNEX 2: CITY EXECUTIVE
ANNEX 3: CLERK
ANNEX 4: COMMUNITY DEVELOPMENT
ANNEX 5: FINANCE
ANNEX 6: HUMAN RESOURCES
ANNEX 7: LEGAL
ANNEX 8: MUNICIPAL COURT
ANNEX 9: POLICE DEPARTMENT
ANNEX 10: PUBLIC WORKS ENGINEERING
ANNEX 11: INFORMATION TECHNOLOGY
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1.0 INTRODUCTION
1.1 PURPOSE
This City of Port Orchard Continuity of Operations & Continuity of Government Plan (hereafter
referred to as the COOP Plan) establishes policy, guidance and a management framework to
establish operational procedures to sustain essential activities if normal operations are not
feasible in the event an emergency threatens or incapacitates operations, and the pot ential
relocation of selected personnel and functions is required. Specifically, this document is
designed to:
• Ensure the City is prepared to respond to emergencies, recover from them and mitigate
against their impacts
• Ensure the City is prepared to provide critical services in an environment that is
threatened, diminished, or incapacitated
• Provide timely direction, control, and coordination before, during, and after an event or
upon notification of a credible threat
• Establish and enact time-phased implementation procedures to activate various
components
• Facilitate the return to normal operating conditions as soon as practical, based on
circumstances and the threat environment
• Ensure the (COOP) is viable, operational and compliant with all guidance documents
• Ensure the (COOP) is fully capable of addressing all types of all hazards and ensures
mission-essential functions are able to continue with minimal or no disruptions during
large scale incidents.
The COOP Plan characteristics are:
• Capable of being maintained at a high level of readiness
• Capable of implementation with or without warning
• Able to achieve operational status no later than 12 hours after activation
• Designed to take maximum advantage of existing department infrastructures
• Designed to ensure citizens that when a disaster strikes, the City will continue critical
functions using available facilities, resources, and personnel
Mission essential functions must be continued throughout or resumed rapidly after a disruption
of normal activities.
1.2 APPLICABILITY AND SCOPE
The COOP applies to all City departments and personnel. COOP activities may be initiated at
any time as determined necessary by City leadership. The COOP describes capabilities and
resources and establishes mission essential functions and responsibilities of departments,
employees, and policy makers. The scope does not apply to temporary disruptions of service
during short-term building evacuations or other situations where services are anticipated to be
restored quickly. The Mayor or designee will determine situations requiring implementation of
the COOP.
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The emergency conditions, events, and situations under which this COOP Plan would be
implemented include:
● A City facility is down but the rest of the facilities are functioning normally
● City facilities are down, and other critical services are down (e.g., electricity, water,
etc.)
● All facilities are compromised down due to natural causes and/or man-made events
(e.g., a terrorist or cyber-attack)
1.3 AUTHORITIES AND REFERENCES
This COOP Plan was written under the authority of and to support the implementation of
the following documents:
● Port Orchard Municipal Code Chapter 2.80, Emergency Management Organization
● Chapter RCW 38.52
● Chapter RCW 42.15
● Title 119-30 WAC
● City of Port Orchard Personnel Policy Manual
● City Comprehensive Emergency Management Plan, Dec. 2014
● Homeland Security Presidential Directive 20
● National Security Presidential Directive 51
● Federal Continuity Directives 1 and 2
● Continuity Guidance Circular 1
● Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135
● U.S. Code Title 42, Chapter 68, Robert T. Stafford Disaster Relief and Emergency
Assistance Act P. L. 93-288, as amended by Public Law 107-136, January 24, 2002;
1.4 PLANNING ASSUMPTIONS
Planning assumptions for the City and its departments include:
• Because City assets and systems may be damaged, destroyed, or overwhelmed during
an extreme emergency, the City will make reasonable efforts to respond based on the
situation and the information and resources available at the time.
• During a disaster the combined expertise and cooperation of public safety, government
at all levels, the private sector, and nongovernmental organizations will be required.
• The City will retain the authority and responsibility for direction and control of their own
incident operations, use of resources and application of mutual aid.
• Incident management activities will be initiated and conducted using the principles
contained in the National Incident Management System.
• The City’s goal is to provide operational capability within 12 hours of the event and to
continue essential functions for at least 30 days or until termination of the event,
whichever is earlier.
• In an emergency, outside assistance could be interrupted or unavailable.
• Emergencies or threatened emergencies may adversely affect some department’s ability
to continue to support essential functions and to provide services to customers or
support to external agencies
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1.5 PLANNING RESPONSIBILITIES
Responsibility for COOP planning resides with the Port Orchard Police Department. The Mayor
is ultimately responsible for the continuation of essential services in an emergency and,
consequently, for the related planning.
The Police Chief as the Director of Emergency Management has several COOP planning
responsibilities including, but not limited to, the following:
● Appointing a COOP Coordinator (EM Deputy Director)
● Developing a COOP Multi-Year Strategy and Program Management Plan
● Developing, approving, and maintaining COOP Plans
● Coordinating COOP planning efforts and initiatives with policies, plans, and
activities related to critical infrastructure protection
● Training city staff for their COOP responsibilities
● Participating in periodic COOP exercises
● Notifying appropriate outside parties (e.g., WA State EMD) when COOP Plans
are activated
The COOP Coordinator may delegate tasks but will continue to regularly monitor and be
updated on COOP efforts. There will be close coordination between the City Executive
Leadership and the team responsible for COOP planning.
Table 1 lists the designated positions and the responsibilities of the personnel who are
responsible for COOP planning.
Table 1 COOP Program Management Team
COOP PROGRAM MANAGEMENT TEAM
Name and Designated Position General Responsibilities
Mayor Approving authority of COOP Program.
Police Chief, Director of EM Back-up approving authority of the COOP Program
and direction as needed.
Asst. Chief, Deputy Director of EM
Serves as task manager for plan components and
procedure development. Also serves as a liaison
for team members preparing/writing COOP Plan
components and procedures. Solicits “buy-in” and
markets the COOP Program to the Executive
Leadership Team.
Monitors and administers compliance activities for
all identified essential functions, leadership
positions, and all associated authorities.
Emergency Management Coordinator
Develops the Multi-Year Strategy and Program for
Plan Maintenance; schedules and coordinates
training of all key personnel identified as “first
responders” for the department. Schedules,
coordinates, and documents the results (and
lessons learned) of the exercising and testing of the
COOP Plan to maintain viability. Establishes a
review cycle for the COOP Plan to maintain
readiness and currency.
Communications Manager/PIO
Responsible for disseminating accurate and
precise information to the public, managing media
contacts, and preparing press releases.
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COOP PROGRAM MANAGEMENT TEAM
Name and Designated Position General Responsibilities
Department Directors
Based on essential functions identified, order,
assemble and pre-position necessary resources,
documents, and equipment to ready emergency
operations site.
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2.0 CONCEPT OF OPERATIONS (CONOP)
2.1 OBJECTIVES
The objective of this COOP is to ensure a viable capability exists to continue essential
City functions across a wide range of potential emergencies, specifically when City
facilities are either threatened or inaccessible. The objectives of this document include:
• Ensure the continuous performance of mission essential functions during an emergency;
• Protect essential facilities, equipment, records and other assets;
• Reduce or mitigate disruptions to operations;
• Reduce loss of life, minimize damage and losses;
• Identify and designate principals and support staff to be relocated;
• Facilitate decision-making for execution of the Plan and the subsequent conduct of
operations; and
• Achieve a timely and orderly recovery from the emergency and resumption of full
services.
The City provides comprehensive governmental functions and services focused on the creation,
growth, and livelihood of critical infrastructure, economy, and community. Through inter- and
intra-departmental relationships, the City will strive to provide critical and/or essential functions
and services to ensure that lives, property, and economy are protected during and after a
natural, man-made, or technical disruption or disaster.
2.2 PLANNING CONSIDERATIONS AND ASSUMPTIONS
In accordance with state guidance and emergency management principles/best
practices, a viable COOP capability:
• Must be maintained at a high-level of readiness;
• Must be capable of implementation both with and without warning;
• Must be operational no later than 12 hours after activation;
• Must maintain sustained operations for up to 30 days; and
• Should take maximum advantage of existing state or federal and county
government infrastructures.
2.3 COOP EXECUTION
Emergencies, or potential emergencies, may affect the ability of the City to perform its
mission essential functions from its primary facilities (City Hall, Public Works Shops,
South Kitsap Water Reclamation Facility, DCD, & Police Dept.). The following are
scenarios that could mandate the activation of the COOP.
• The primary City facilities are closed to normal business activities as a result of an event
or credible threats of an event that would preclude access or use of the facilities and the
surrounding area.
• The primary City facilities are closed to normal business activities as a result of
widespread utility failure, natural disaster, significant hazardous material incident, civil
disturbance, terrorist or military attacks. Under this scenario there could be uncertainty
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whether additional events such as secondary explosions, or cascading utility failures
could occur.
In an event so severe that normal operations are interrupted, or if such an incident appears
imminent and it would be prudent to evacuate as a precaution, the Mayor or designee may
activate the COOP. A relevant alternate facility (see appendix) will be activated, if necessary, at
the discretion of the Mayor.
The Mayor or designee will gather at the alternate facility and will ensure the mission essential
functions are maintained and capable of being performed there until the assumption of full
operations is re-established at the primary facility(s).
The city will form a team of primary COOP personnel with the Emergency Response Planning
Group and the Executive Leadership Team.
This COOP team may be supplemented by other selected staff as determined by the Mayor.
The COOP team will serve as an initial relocation team for COOP activation or potential
activation. The COOP team will either relocate temporarily to an alternate facility, if necessary,
or operate remotely from a designated assembly site. The COOP team will be responsible to
continue the mission essential functions of the City of Port Orchard.
All staff necessary to perform the mission essential functions will need to be contacted and
advised to report to either the alternate facility, predetermined secure location, or other location
as determined by the Mayor. Clear instructions as to the actions necessary to be performed by
each of the staff should be predetermined.
It is possible that in some cases, the City of Port Orchard will receive a warning of at least a few
hours prior to an incident. Under these circumstances, the process of activation would normally
enable the partial, limited, or full activation of the COOP with a complete and orderly alert,
notification of all personnel, and activation of the EOC.
In no warning events, the process becomes less routine, and potentially more serious and
difficult. The ability to execute the COOP following an incident that occurs with little or no
warning will depend on 1) the severity of the incident's impact on the physical facilities; 2)
whether City personnel are present in the affected facility or surrounding area and 3) the
necessity for an immediate evacuation.
Positive personnel accountability throughout all phases of emergencies, including COOP
activation, is of utmost concern, especially if the emergency occurs without warning. The City
has administrative plans for staff accountability using various methods via email, phone, and
messaging.
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3.0 PLAN IMPLEMENTATION
3.1 TIME-PHASED IMPLEMENTATION
In order to maximize the preservation of life and property in the event of any natural or
man-made disaster or threat, time-phased implementation may be applied. Time-
phased implementation is used to prepare and respond to current threat levels, to
anticipate escalation of those threat levels and, accordingly, plan for increased
response efforts and ultimately full COOP activation and potential facility relocation. The
extent to which time-phased implementation will be applied will depend upon the
emergency.
Phase 1: Readiness and Preparation
Readiness is the ability of each department or office to respond to a continuity incident or event.
Readiness is the ability of each department to respond to an incident or event requiring
utilization of the Continuity of Operations Plan. It also includes review and revision of
plans and tabletop exercises.
Phase 2: Relocation and Activation (0-12 hours)
During this phase the determination to transition to an alternate facility is made to
ensure minimal disruption to mission essential functions. The transition should be
completed within 12 hours of activation.
Phase 2 includes the following activities:
● The occurrence of an event or the threat of an event
● Review, analysis, and decision to activate the continuity plan
● Alert and notification of continuity personnel
● Relocation, if necessary, to continuity facilities
● An accountability analysis of COOP personnel
● Identification of available leadership
● Determination and reporting of operational capabilities
● Evaluation of facilities, and equipment
● Ensuring that mission essential functions with a recovery time of 12 hours or less
are reestablished
The decision process and procedures for physically activating the COOP Plan
encompass the following Incident Command System (ICS) functions, which are
consistent with the City’s Emergency Operations Plan:
● Incident Command — Determine objectives and establish priorities based on the
nature of the incident
● Planning Section — Develop the Incident Action Plan (IAP) to accomplish these
objectives; collect and evaluate information and maintain status of assigned
resources
● Operations Section — Develop the tactical organization and direct all resources
to carry out the incident action plan
● Logistics Section — Provide resources and all other services needed for support,
including transportation, food and lodging requirements
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● Finance/Administrative Section — Monitor costs related to the incident, providing
cost analysis and overall fiscal guidance to include procurement and time
recording
● Legal - Provide guidance on the legal and liability implications with COOP and
Continuity of Government Plan activation
Phase 3: Continuity of Operations
This phase includes the following activities to continue essential functions:
● Account for all city personnel
● Conduct essential functions (which depend on the situation)
● Establish communications with supporting departments/agencies/municipality
● Conduct recovery activities as needed, coordinated through the EOC and/or
other departments with the required personnel expertise, (e.g. Port Orchard
Police Department, Public Works.), etc.
Plans or procedures include:
● Guidance for non-essential COOP personnel
● Identification of replacement personnel and augmenters, as necessary
● Execution of all mission essential functions at the alternate facility
● Activation of processes and procedures to acquire the resources necessary to
continue mission essential functions
● Communication with the community of status of events
● Redeployment plans for phasing down continuity facility operations and returning
essential functions, personnel, records, and equipment to the primary or other
operating facility.
Phase 4: Reconstitution
Reconstitution is conducted using a priority-based, phased approach. All
personnel will be informed that the necessity for COOP no longer exists.
Instructions for resumption of normal operations include supervising an orderly
return to the normal operating facility, moving to another temporary facility, or
moving to a new permanent facility. The process of reconstitution will generally
start immediately after an event concludes and can run concurrently with the
recovery process. Some of the activities involved with reconstitution include, but
are not limited to:
● Assessing the status of affected facilities with the appropriate department and
personnel
● Determining how much time is needed to repair the affected facility and/or to
acquire a new facility
● Supervising facility repairs with the appropriate department and personnel
● Notifying decision makers of the status of repairs, including estimates of when
the repairs will be completed
● Implementing a priority-based, phased approach to reconstitution
There will be an after action review of the effectiveness of COOP Plans and procedures
as soon as possible, including an identification of aspects of the plans and procedures
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that need to be corrected, followed by lessons learned and the development of a
Corrective Action Plan (CAP). A CAP is the plan of action and schedule for correcting a
process or procedure, thus eliminating the causes of an identified problem from
recurring.
4.0 ESSENTIAL FUNCTIONS
The City has identified the essential functions that enable it to provide vital services, exercise
civil authority, maintain the safety and well-being of the general population, and sustain the
industrial and economic base in an emergency. Essential functions provide the basis for COOP
planning. Any task not deemed mission essential is deferred until additional personnel, time, or
resources become available.
Essential functions are prioritized according to those activities that are pivotal to resuming
operations when a catastrophic event occurs. Prioritization is determined by the following:
● Urgency of each essential function
● Sequence for recovery of essential functions and their critical processes
Note: An essential function’s urgency is related to the amount of time the function can be
suspended before it adversely affects the community. Urgency can be measured by either
Recovery Time Objectives (RTO) or Recovery Point Objectives (RPO). The Recovery Point
Objective (RPO) is more specific to information systems. It is the amount of data that can be lost
measured by a time index. Not all processes have RPOs, and some processes can have both
an RPO and an RTO.
Essential functions and their supporting processes and services are intricately connected. Each
essential function has unique characteristics and resource requirements, without which the
function could not be sustained. Those processes and services that are necessary to assure
continuance of an essential function are considered critical. Often, the processes and services
deemed critical vary depending upon the emergency or if they have a time or calendar
component.
Table 2 is a prioritized order of the essential functions within the city’s departments. For each
essential function listed, their critical dependencies (supportive processes or services) are
provided.
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Table 2 Essential Functions, Dependencies and Recovery Time Objective
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Priority Essential Function Critical Steps Supporting
Department(s)
Recovery
Time
Objective
(RTO)
1.
CITY COUNCIL
• Provide
direction to the
Mayor
• Consider and
approve
resolutions,
proclamations,
laws, and other
legislative
decisions
• Hold City Council
meetings to take
action as needed.
• Provide policy
direction to the
Manager as needed.
• Keep records of
meetings and
actions.
● City Executive
● Legal
● Clerk
● Community
Development
12 hours
2.
CITY EXECUTIVE
• Administer and
direct all City
personnel
• Manage overall
City operations
• Inform elected
officials and
seek their
direction
• Develop and
administer
emergency
management plan
• Proclaim an
emergency
• Notify Council of
situation and actions
as soon as is
practical
• Determine level of
emergency and
staffing necessary to
respond
• Retain records of
actions taken
• Call special
meeting(s) of City
Council as needed
• Determine need for
alternate location for
City Hall operations
● All
2 hours
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ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Priority Essential Function Critical Steps Supporting
Department(s)
Recovery
Time
Objective
(RTO)
3.
CITY CLERK
• Provide
legislative
support to the
City Council
• Maintain all
official City
records and the
municipal code
• Oversee the
City’s records
management
program
• Oversee the
City’s Public
Records
Requests
• Notify City Council of
emergency special
meetings
• Manage and keep
record of actions
taken by the Council
(24-hr meeting
notice not required)
• Assist with
restoration and
protection of
essential records
• Manage civil claims
against the City
● Mayor
● Legal
12 hours
4.
COMMUNITY
DEVELOPMENT
• Ensure the
health, safety,
and general
welfare of the
city through
enforcement of
applicable
building, land
use, nuisance,
or
environmental
laws
• Provide long
range planning
services
• Ensure
businesses are
operating
properly and
within state and
local codes
• Perform building
inspections and
identify hazardous
structures
• Coordinate
inspections
• Issue notices and
orders for
compliance
purposes
• Issue emergency
measure orders
• Assist public
institutions
● City Council
● Legal
● Police
● Public Works
● Clerk
● Finance
6 hours
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ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Priority Essential Function Critical Steps Supporting
Department(s)
Recovery
Time
Objective
(RTO)
5.
FINANCE
• General
accounting for
the City
• Payroll
• Accounts
Payable
• Utility Billing
• Receipting and
Cash
Management
● Internal Control of
Assets and Cash
● Payroll
● Accounts Payable, Bill
Paying
● Tracking Expenditures
● All
Immediately
for Police
and EOC
Critical Steps
12 hours for
remaining
Critical Steps
6.
HUMAN
RESOURCES
• Manage
employee
relations
• Safety and risk
management
• Employee
benefits
• Volunteer
management
● Track and report status
of all employees
● Activate
employee/family
assistance center
● Investigate and
document all employee
injuries
● Coordinate the
Employee Assistance
Program (EAP) to
assist employees
● All
24 hours
7.
LEGAL
● Provide legal
advice to
decision-makers
● Draft policies,
procedures,
proclamations,
laws
● Review contracts
and legal
agreements
● Draft emergency legal
documents for City
Council review
● Provide legal advice
and review for City
emergency operations
● Review emergency
contracts with vendors
● Mayor
● Clerk
● Community
Development
12 hours
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ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Priority Essential Function Critical Steps Supporting
Department(s)
Recovery
Time
Objective
(RTO)
8.
MUNICIPAL
COURT
● Preside over
essential
authorized cases
● Conduct hearings
and court
proceedings as
necessary
● Coordinate staff and
judges to process
newly arrested
defendants w/in 24-48
hours
● Review all pending
matters w/in 7-30 days
● Notify public of courts
status as soon as
possible
● Police
● Finance
● IT
12 hours
9.
POLICE
● Coordinate all
Emergency
Management
functions
● Provide public
safety and
emergency
response
● Provide security
for public facilities
and critical
infrastructure
● Manage the EOC
● Respond to and
resolve emergencies
and public safety
incidents within the
city
● Provide security at city
facilities and critical
infrastructure
● Intelligence
gathering/sharing,
● Investigations
● City Council
● Mayor
● Legal
● Finance
● Municipal Court
2 hours
10.
PUBLIC WORKS
ENGINEERING
● Restore and
maintain City
infrastructure
including potable
water, sanitary
sewer, streets,
bridges, storm
drainage
systems, and
traffic control
systems
● Coordinate repairs of
street & bridge
systems
● Coordinate repairs
with water & sewer
utilities
● Restore and maintain
City facilities
● Correct storm water
flooding issues
● Provide engineering
services to City staff
● Police
● Finance
● Community
Development
12 hours –
30 days
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ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Priority Essential Function Critical Steps Supporting
Department(s)
Recovery
Time
Objective
(RTO)
11. INFORMATION
TECHNOLOGY
• Provide
Information
&Technology
(IT) services
to City staff
• Technology
maintenance –
email, intranet,
Finance
programs, Police
CAD programs,
phone
maintenance
• All
Immediately
for Police
and EOC
critical steps
12 hours for
remaining
critical steps
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5.0 HUMAN CAPITAL MANAGEMENT
5.1 Employee Dismissal or Building Closure Procedures
The Mayor or designee will decide if employees can be dismissed to go home. COOP
team member will remain at designated work site. Emergency Response Planning
Group staff may be needed to activate the Emergency Operations Center (EOC) if
feasible.
5.2 Established Methods of Employee Communications
Communication is maintained via email, cellular phones, radios, ham radios, and linkage
to multiple agencies including KCDEM & the military.
5.3 Procedures for Making Media Announcements
The City Clerk is responsible for all traditional and social media announcements.
Announcements may also be made by the Public Information Officer in the EOC
or at the alternate facility site if one is utilized.
5.4 Pay and Benefit Issues
The Mayor and Finance Director will determine all pay and benefit issues for
department employees.
6.0 KEY PERSONNEL
All City personnel are considered essential; however, each essential function has associated
key personnel and positions that are necessary to the COOP. They represent strategically vital
points in management and authority and underscore the essential functions of the departments
that must be carried out. If these positions are left unattended, the City may be unable to meet
customer needs or fulfill its essential functions.
Table 3 lists the key personnel that perform essential COOP functions, including supporting
process and procedures. Also provided are the key personnel's current title and their role once
operating under the COOP Plan.
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Table 3 Key COOP Personnel
Role/Section Title Location
Policy Mayor City Hall
Policy City Attorney City Hall
Policy Mayor Pro Tempore City Hall
EOC IC Police Chief Police
EOC IC Deputy Chief of Police Police
IC Support Office Manager Police
EOC Deputy IC TBD TBD
EOC Manager Operations Manager City Hall or Public Works Shop
PIO City Clerk City Hall
PIO TBD TBD
Liaison TBD TBD
Operations Chief Sergeant Police
Operations Chief Sergeant Police
Operations Section Public Works Director /
City Engineer
City Hall
Operations Section TBD TBD
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Role/Section Title Location
Planning Section
Chief
Community Development
Director
DCD
Planning Section
Chief
Sergeant Police
Planning Section Long Range Planner DCD
Planning Section Associate Planner DCD
Planning
Section/GIS
Associate Planner DCD
Planning Section
Support
TBD TBD
Logistics Section
Chief
IT Manager City Hall
Logistics Section
Chief
TBD TBD
Logistics Section TBD TBD
Logistics Section IT TBD TBD
Logistics Section TBD TBD
Logistics Section
HR
Human Resources
Coordinator
City Hall
Finance Section
Chief
Finance Director City Hall
Finance Section TBD TBD
Finance Section TBD TBD
EOC Support Records/Evidence
Specialist
Police
EOC Support Records/Evidence
Specialist
Police
EOC Support Records/Evidence
Specialist
Police
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7.0 ORDERS OF SUCCESSION
The Mayor is ultimately responsible for the continuation of essential services in an emergency
and, consequently, for related planning in conjunction with the Director of Emergency
Management. In the event the Mayor is rendered incapable or unavailable to fulfill their duties
as Chief Executive, successors have been identified to ensure there is no lapse in decision-
making authority.
Successors to Department Heads have also been identified to provide similar continuity within
their staff.
Table 4 Departmental Orders of Succession
Department (Alphabetical) Order of Succession
City Executive
1. Mayor
2. Mayor Pro Tempore
3. Finance Committee Chair
4. Utility Committee Chair
Clerk 1. City Clerk
2. Deputy City Clerk
Community Development 1. DCD Director
2. Long Range Planner
3. Associate Planner (seniority-based)
Finance 1. Finance Director
2. Assistant Finance Director
3. Accounting Assistant II
Human Resources 1. HR Coordinator
2. Finance Director
Information Technology 1. IT Manager
2. IT Specialist / Finance Clerk
3. Assistant Director of Finance
4. Seitel Systems (outside consultant)
Judge 1. Presiding Judge
2. Judge Pro tem, including Kitsap
District Court judges
3. Appointed Judge
Legal 1. City Attorney
2. Alternate attorney from contract firm
Municipal Court 1. Court Administrator
2. Lead Court Clerk
3. Court Clerk
Police / Emergency Management 1. Police Chief
2. Deputy Chief of Police
3. Designated Sergeant
4. Designated Sergeant
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Public Works 1. Public Works Director / City Engineer
2. Assistant City Engineer
3. Utility Manager
4. Operations Manager
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8.0 DELEGATION OF AUTHORITY
Should a primary position incumbent be unable to serve, a delegation may be implemented.
The types of authority that are addressed are emergency authority and administrative authority
Emergency Authority refers to the ability to make decisions related to an emergency, such as
deciding whether to activate a COOP Plan, deciding whether to evacuate a building, or
determining which personnel should report for their duties.
Administrative Authority refers to the ability to make decisions that have effects beyond the
duration of the emergency. Unlike emergency authority, administrative authority does not have a
built-in expiration date. Such decisions involve policy determinations and include hiring and
dismissal of employees and allocation of fiscal and non-monetary resources.
A successor’s authority is either full or limited.
Full – Successor will assume full responsibility for essential function(s) during a COOP event.
Limited – Successor will assume limited responsibility for essential function(s) during a COOP
event. If a successor’s responsibility is limited the limitations need to be defined.
All positions that may have to delegate authority are as follows:
• Mayor
• Mayor Pro Tempore
• Police Chief
• Deputy Chief of Police
• Public Works Director/City Engineer
• Public Works Operations Manager
• Community Development Director
• Finance Director
All successors will have full emergency authority if delegation should occur. Such a
delegation can be triggered by the activation of the COOP or if the incumbent is
unavailable. Procedures to be utilized for delegating authority are either face to face,
through a phone call or a text. The delegation of authority will be for the duration of a
COOP activation or incident or until a successor is appointed.
9.0 DEVOLUTION OF DIRECTION AND CONTROL
Devolution planning supports overall COOP planning and addresses catastrophic and other
disasters or events that render leadership and staff unavailable to, or incapable of, supporting
the execution of its essential functions from either its primary or continuity location(s).
In Table 4, the department that each essential function will be transferred to is identified.
In addition, the following information is also provided:
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● Trigger points for each essential function that are used to define a devolution event
● Equipment and supplies that will be needed for a specific essential function, if feasible
and/or applicable
● Procedures for acquiring supplies that will be needed to maintain essential functions, if
feasible and/or applicable
● Triggering events that will signal reconstitution of essential functions back to their
originating department
Table 5 Devolution of Direction and Control
Essential
Function
Department
or Agency to
Transfer
Essential
Function
Trigger for
Devolution
Equipment
and
Supplies
Needed
Procedures
for
Acquiring
Supplies
Trigger for
Reconstitution
City
Departments
Management
Incident
Management
Team, WA
State
Incapacitation On Premises Credit Cards
Purchase
Orders,
Established
Accounts
Recovery
Police
Department
Kitsap Co.
Sheriff, WA
State Patrol
Incapacitation On Premises Credit Cards
Purchase
Orders,
Established
Accounts
Recovery
10.0 VITAL RECORDS AND DATABASES
COOP Plans account for identification and protection of vital records and databases (including
classified or sensitive data) that are needed to perform essential functions and activities and to
reconstitute normal operations following an emergency. Each department has identified vital
records and/or databases that are needed to support the maintenance of the essential
functions. In addition, the following information is also provided:
● Current status of the vital record(s) or database
● Whether the vital record(s) or database is pre-positioned at or is to be hand carried to
the continuity facility
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11.0 VITAL SYSTEMS AND EQUIPMENT
A system or equipment is vital if it is essential to emergency operations and/or to the
continuance of essential functions during a crisis for a minimum of thirty days. COOP planning
for vital systems and equipment proceeds in the same way as planning for vital records, (i.e., to
the greatest extent possible, back-up electronic systems, pre-position duplicate systems and
equipment at a separate facility, and update vital systems and equipment on a regular basis.)
Each department has identified the system and equipment that are essential to the continued
function of the department and its mission, as well as:
● Current status of the system and equipment (stand-alone or stored on the network)
● Whether the system and equipment are pre-positioned at the continuity facility
● Whether the system and equipment will be hand carried to the continuity facility
● The specific current location of the system and equipment
12.0 CRITICAL VENDORS
Each essential function and its supporting dependencies, processes, and services that are
necessary to assure continuance may have critical vendors. All departments have identified
their critical vendors.
13.0 CONTINUITY FACILITIES
Emergencies or potential emergencies, whether anticipated or unanticipated, may affect the
ability to perform mission-essential functions from the primary locations.
13.1 Continuity Facilities – Logistics
Transportation, Lodging, and Food
In the event the city must move to a continuity facility, the needs of staff operating at the
facility must be met. This includes provision for logistical support and lodging through
arrangement with vendors for transportation, hotels, catering, etc.
Security and Access
Not only does the continuity work site need to be identified and the care of staff
arranged, but the security of and access to both the primary and continuity facilities
during emergency and non-emergency situations also need to be arranged. The security
procedures should accommodate all hazards and include provisions for identifying
access restrictions.
13.2 Continuity Facilities and Work Sites
The continuity facility and work site allow the department’s key personnel to perform
essential functions when an emergency renders the primary facility unusable.
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13.3 Continuity Facilities Information
Table 6 lists the requirements for each essential function at the continuity facility and
work site. In addition, the following information is also provided:
● Essential functions to be performed at each continuity facility and work site
● Number of employees needed at the continuity facility
● Logistical support requirements
● Resource and infrastructure requirements
Table 6 Continuity Facility
CONTINUITY FACILITY
Essential
Function Continuity Facility
(Name & Address)
Number of
Employees
Required
Logistical
Supports
Required
Resources and
Infrastructure
Required
Emergency
response
(PW & Police)
KCSO Mobile Command
Center if available
4-5 Established Established
Emergency
Operations Center
1. Station 31
200 Tremont
St. Port
Orchard
2. KCDEM
911 Carver St.,
Bremerton
15 Phone Support
Technology
Radios
Established
14.0 INTEROPERABLE COMMUNICATIONS
The city strives to maintain communications capabilities commensurate with the city’s essential
functions at all times. The COOP Plan facilitates communication between the department’s
Point of Contact COOP Program Management Team, management, and department personnel
and provides for communication with other departments or agencies, as well as emergency
personnel. The plan also provides a means for notifying the community of the relocation and
procedures for contacting the departments and conduction of business in an emergency.
Interoperable communications provide the following:
● Communications capability that adequately supports the city’s essential functions and
activities
● Ability to communicate with COOP contingency staff, management, and other
organizational components
● Ability to communicate with other agencies and with emergency personnel
● Access to other data and systems necessary to conduct essential activities and
functions
Table 7 lists:
● The current service’s provider along with the representative’s name and contact
information
● An alternate service provider if primary source becomes unavailable
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● Alternate methods or modes of communication if primary and alternate sources are
unavailable
Table 7 Interoperable Communications
INTEROPERABLE COMMUNICATIONS
Communication
System Needed in
Continuity Facilities
Current Provider Alternative
Provider
Alternative
Mode 1
Alternative
Mode 2
Voice Line Wave Broadband Cell phones
Fax Lines Granite/Century Link
Data Lines / Network
Connectivity
Kitsap County Wave
Broadband
Cell Phones Verizon
E-mail Microsoft (Office
365) Exchange
Various
personal email
providers
Internet Access Kitsap County
Text Messaging Verizon Various
personal email
providers
Radio Communication
Systems
Kitsap-911
VHF
Mobile Command
Centers
Kitsap County
Sheriff’s Office Other Kitsap
County
Resources
(KCSO, BPD,
PPD)
Satellite Phone
Personal Cell Phones Standard
providers/varies by
individual
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15.0 MAINTAINING COOP READINESS
Major components of the maintenance program are the training of personnel in the performance
of their COOP responsibilities; the conducting of periodic exercises to test and improve COOP
Plans and procedures, systems, and equipment; and the institution of a multi-year process to
ensure that the plan continues to be updated in response to changing conditions.
15.1 Training Plan
All personnel who will be involved in COOP activities will be trained and equipped to
perform their emergency duties. Consideration will be given to “cross-training” team
members to ensure that the team is prepared to deal with the unusual demands that
may arise when emergency conditions must be faced by a reduced staff. COOP training
will include the following:
● Individual and team training of COOP Team members and emergency personnel
to ensure currency of knowledge and integration of skills necessary to implement
the COOP Plan and carry out essential functions; team training will be conducted
at least annually to ensure that COOP Team members are current on their
respective COOP responsibilities
● Refresher orientation for the COOP Team as it arrives at a continuity operating
facility; the orientation will cover the support and services available at the facility,
including communications and information systems, and administrative matters,
including supervision, security, and personnel policies
● Training courses and materials designed to improve knowledge and skills related
to carrying out COOP responsibilities
15.2 Testing and Exercising the Plan
Testing and exercising of COOP capabilities are essential to demonstrate and improve
the ability of the department to execute its COOP Plan. They serve to validate, or identify
for subsequent correction, specific aspects of COOP Plans, policies, procedures,
systems, and facilities.
Scope of Exercises
An effective program will include a variety of exercise types, including tabletops, drills,
and full-scale exercises. Full-scale exercises will simulate actual emergency conditions,
and exercises may include the phase-down of continuity facility operations and return to
normal operations. Following an exercise, a comprehensive debriefing and after-action
report will be completed.
The City will conduct COOP awareness campaigns and seminars throughout the fiscal
year. The City acting as the facilitator, will also conduct the following exercises:
● Year 1: Workshop
● Year 2: Tabletop
● Year 3: Functional
● Year 4: Full Scale
Each annual exercise will build upon the previous year’s exercise, resulting in a full-scale
exercise. Emergency management will facilitate the After Action Report (AAR) meeting
and publish the AAR.
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Exercise Schedule
Testing and exercise plans for COOP will include:
● Internal testing/exercising of COOP Plans and procedures
● Testing of alert and notification procedures and systems for any type of
emergency at least quarterly
● Joint agency exercising of COOP Plans, where applicable and feasible
15.3 Multi-Year Strategy and Program Management Plan
It’s effective to maintain COOP capabilities using a multi-year strategy and program
management plan. Such a management plan outlines the process(es) to be followed in
designating essential functions and resources, forecasts budgetary requirements,
anticipates and addresses issues and potential obstacles, and establishes planning
milestones.
15.4 COOP Plan Maintenance
The plan will be reviewed and updated at least every two years, or whenever necessary,
to reflect changes in essential functions, procedures, or contact information. Changes to
the plan will be noted in the Revision Record provided in the Foreword. The COOP
Program Management Team (Table 1) is responsible for ensuring that the plan is
reviewed and updated.
The COOP Program Management Team is also responsible for the following:
● Addressing and resolving COOP Plan policy issues
● Advising the Executive Leadership Team on COOP-related matters
● Coordinating among related plans
● Conducting training, testing, and exercises
● Updating plans to incorporate lessons learned from testing and exercises as well
as any actual events that occurred during the year
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APPENDIX A: THREAT AND HAZARD IDENTIFICATION AND
RISK ASSESMENT
Vulnerability Assessment
RISK / VULNERABILITY ASSESSMENT
Priority Hazards
Probability
of
Occurrence
Capabilities/Resources/
Mitigation Efforts
Essential
Functions
Affected
Risk
% Overall
Impact
1. Severe Storms High ● Additional snow
capable vehicles,
deicer fluid, trained
employees, road
closures
● Trim trees, build
natural wind barriers
Emergency
services,
employees,
utilities,
hospitals
TBD Citizens
unable to
move around
town safely,
possible roof
collapse,
injuries
2. Flooding Medium ● Land-use
management,
improved storm water
discharge systems
Emergency
services,
utilities,
employees
TBD Citizens
unable to
move around
town safely,
contaminated
drinking water,
water-borne
disease
3. Land shifts Medium ● Hardening of
infrastructure, all
resources available will
be necessary
Roads,
airports,
emergency
services,
utilities,
hospitals
TBD Mass
casualties,
economy,
housing, lack
of water &
food
4. Hazardous
Materials spill
Medium ● Protection of HazMat
facilities, HazMat
teams and equipment,
detailed response
plans and evacuation
routes
Emergency
services,
citizens,
hospitals,
ecology
TBD Evacuations,
contamination,
health, clean
up
5. Communication
Failure
Moderate ● Harden infrastructure,
redundant systems
Emergency
services,
citizens,
hospitals, all
facilities
within the city
TBD Potential for
deaths, other
utility outages,
terrorism
6. Aircraft
Accident
Low ● Move citizens out of
flight path Emergency
services,
military,
utilities,
citizens,
hospitals
TBD Loss of life,
evacuations
7. Pandemic Low ● PPE, training, EOC
management Emergency
services,
employees,
hospitals
TBD Loss of life,
contamination,
economy
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ANNEX 1: CITY COUNCIL
Introduction
During a Continuity of Operations COOP scenario, the Port Orchard City Council (City
Council) has a role in the City of Port Orchard (City) leadership, legislation, and
outreach functions. The City Council provides direction and support to the incident
through legislative actions and interjurisdictional interactions. The City Council is flexible
and adaptable and has limited resource requirements to perform essential functions.
Essential Functions
Essential functions for the City Council during a COOP incident include leadership,
legislation, and outreach to other jurisdictions and the public. Below is a high-level
summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
CITY COUNCIL
• Provide
direction to the
Mayor
• Consider and
approve
resolutions,
proclamations,
laws, and other
legislative
decisions
• Hold City
Council
meetings to
take action as
needed.
• Provide policy
direction to the
Manager as
needed.
• Keep records
of meetings
and actions.
● Mayor
● Legal
● City Clerk
● Community
Development
12 hours
Key Personnel
In the event of a COOP scenario, the City Council performs essential leadership,
legislative and outreach functions. The City Council performs such essential functions in
part by taking formal action through the affirmative vote of a majority of the entire
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Continuity of Operations Plan FOUO
membership of the City Council. In matters not requiring formal action, the City Council
is represented by its Mayor or, in the absence of the Mayor, by its Mayor Pro Tempore.
In the absence of both the Mayor and the Mayor Pro Tempore, the City Council is
represented by a Councilmember chosen by the affirmative vote of the membership of
the City Council.
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation;
therefore, the City Council does not have a designated alternate location. The City
Council location serves as the seat of government. Whenever possible, the City Council
will remain at City Hall. If there is a requirement to relocate, efforts will be made to
remain within the city limits and near the Mayor’s Office, wherever then located, and the
Emergency Operations Center.
Communications
The City Council does not have any unique communication requirements, but does rely
heavily on internet connectivity, computers and other normal operational systems. The
intent is to use normal operational systems, or as many of them as are possible,
including but not limited to desk phones, cell phones, Outlook email, and text
messaging for communication during a COOP scenario.
Vital Records, Files, and Databases
The City Council has identified vital records to include documents representing Council
procedures, decisions, and actions related to City operations. Council files are
maintained by the City Clerk.
Critical Systems
Access to the intranet and internet is not necessary but desired to support the City
Council essential functions.
Critical Equipment
The City Council does not have any specific critical equipment requirements for the
delivery of essential functions. It is preferred that access to computer resources and the
internet are available but are not required.
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External Contacts
The City Council is not dependent on external agencies for delivery of essential
functions. However, the City Council does acknowledge the support jurisdictional
partners at local, state, and federal levels of government and private entities can
provide and intends to engage with these agencies and entities as appropriate.
Return to Operations
The City Council will have continual, but possibly limited, operations during a COOP
incident. Return to operations includes the relocation back to the original facility or a
new facility in the City Council is working from an alternate location. The City Council
will resume normal business activities, in addition to any incident or COOP activities, as
able based on resource availability.
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ANNEX 2: CITY EXECUTIVE
Introduction
During a Continuity of Operations COOP scenario, the Mayor is responsible for the
overall incident management, City of Port Orchard (“City”) leadership, public
information, and intergovernmental relations. The Mayor provides direction and
guidance and thus is flexible and adaptable and has limited resource requirements to
perform essential functions.
Essential Functions
Essential functions of the Mayor during a COOP incident include managing overall city
operations, informing elected officials, and intergovernmental relations. Below is a high-
level summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
CITY EXECUTIVE
• Lead and direct
all City
personnel
• Manage overall
City operations
• Inform elected
officials and seek
their direction
• Develop and
administer emergency
management plan
• Proclaim an
emergency
• Notify Council of
situation and actions
as soon as is practical
• Determine level of
emergency and
staffing necessary to
respond
• Retain records of
actions taken
• Call special meeting(s)
of City Council as
needed
• Determine need for
alternate location for
City Hall operations
• All
2 hours
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Key Personnel
The Mayor has established the following order of succession for his position:
Essential Function Order of Succession
City Executive 1. Mayor
2. Mayor Pro Tempore
3. Finance Committee Chair
4. Utility Committee Chair
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation.
However, the primary relocation site shall be at the Emergency Operations Center.
Communications
The Mayor does not have any unique communication requirements, but does rely
heavily on internet connectivity, computers and normal operational systems. The intent
is to use normal operational systems, or as many of them as are possible, including but
not limited to desk phones, cell phones, Outlook email, and text messaging for
communications during a COOP scenario.
Vital Records, Files, and Databases
The Mayor has identified vital records to include contact lists for internal and external
leaders and documents generated by City Council actions. These are maintained
primarily with the City Clerk and on City IT systems.
Critical Systems
The Mayor has identified critical systems to support essential functions as the intranet
and internet, specifically those related to public information digital media tools, such as
website content management and Facebook.
Critical Equipment
The Mayor has identified communication resources as critical to support essential
functions. These resources include but are not limited to mobile phones, computers,
and printers.
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External Contacts
The Mayor is not dependent on external agencies for delivery of essential functions.
However, the Mayor does acknowledge the support partners at local, state, and federal
levels of government can provide and intends to engage with these agencies, as
appropriate.
Return to Operations
The Mayor will have continual, but possibly limited, operations during a COOP incident.
Return to operations includes the relocation back to the original facility or a new facility if
the Mayor is working from an alternate location. The Mayor will resume normal business
activities, in addition to any incident or COOP activities, as able based on resources
available.
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ANNEX 3: CLERK
Introduction
During a Continuity of Operations COOP scenario, the City Clerk is responsible for
providing legislative support to the City Council, risk management, and
maintaining/preserving all official records and the municipal code for the City of Port
Orchard (“City”).
Essential Functions
Essential functions of the City Clerk during a COOP incident include providing
legislative support to the City Council and maintaining/preserving all official City records.
Below is a high-level summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
CITY CLERK
• Provide
legislative
support to the
City Council
• Maintain all
official City
records and the
municipal code
• Oversee the
City’s records
management
program
• Oversee the
City’s Public
Records
Requests
• Notify City
Council of
emergency
special
meetings
• Manage and
keep record of
actions taken
by the Council
(24-hr meeting
notice not
required)
• Assist with
restoration and
protection of
essential
records
• Manage civil
claims against
the City
● Mayor
● Legal
12 hours
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Key Personnel
The City Clerk has established the following order of succession for his position:
Essential Function Order of Succession
City Clerk 1. City Clerk
2. Deputy City Clerk
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation,
however, whenever possible, the City Clerk will relocate within the city limits and near
the Mayor’s Office and City Council locations.
Communications
The City Clerk does not have any unique communication requirements, but does rely
heavily on internet connectivity, computers and other normal operational systems. The
intent is to use normal operational systems, or as many of them as are possible,
including but not limited to desk phones, cell phones, Outlook email, and text
messaging for communication during a COOP scenario.
Vital Records, Files, and Databases
The City Clerk has identified vital records to include documents generated by City
Council actions, contracts, and the Municipal Code.
Critical Systems
The City Clerk has identified the need to access the City IT system as well as non-
electronic files stored at City Hall as a critical system necessary to perform essential
function tasks.
Critical Equipment
The City Clerk has identified technology resources as critical to support essential
function tasks. These resources include but are not limited to telephones, computers,
and printers.
External Contacts
The City Clerk is not dependent on external agencies for delivery of essential functions.
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Return to Operations
The City Clerk will have continual, but possibly limited, operations during a COOP
incident. Return to operations includes the relocation back to the original facility or a
new facility if the City Clerk is working from an alternate site. The City Clerk will resume
normal business activities, in addition to incident, COOP, or recovery activities, as able
based on resources.
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ANNEX 4: COMMUNITY DEVELOPMENT
Introduction
During a Continuity of Operations COOP scenario, Community Development is
responsible for performing emergency inspections and assessments of buildings, land,
homes, and businesses within city boundaries in support of the incident and COOP
operations. Community Development will perform this essential function in coordination
with the Emergency Operations Center and as infrastructure, such as roadways, allow
movement to sites.
Essential Functions
The essential function of Community Development during a (COOP) incident is to apply
the building, land use, and/or environmental laws applicable to the City, provide long
range planning services, and ensure that businesses are operating within state or local
laws.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
COMMUNITY
DEVELOPMENT
• Ensure the
health, safety,
and general
welfare of the
city through
enforcement of
applicable
building, land
use, nuisance,
or
environmental
laws
• Provide long
range planning
services
• Ensure
businesses are
operating
properly and
within state and
local codes
• Perform
building
inspections and
identify
hazardous
structures
• Coordinate
inspections
• Issue notices
and orders for
compliance
purposes
• Issue
emergency
measure orders
• Assist public
institutions
● City Council
● Legal
● Police
● Public Works
● Clerk
● Finance
6 hours
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Key Personnel
Community Development has identified the Order of Succession for leadership as key
roles in facilitating the process of building inspections:
Essential Function Order of Succession
Community Development 1. DCD Director
2. Long Range Planner
3. Associate Planner (seniority-based)
Department Relocation
The incident impacts and operational needs will dictate the safe options for relocation;
however, Community Development is not dependent on any specific location or facility
to perform building inspections. Inspections are done in the field and the administrative
aspect can be performed at any site with adequate infrastructure, thus Community
Development does not have a designated alternate site. The (COOP) Facilities Team
will identify a safe location for Community Development to work, if relocation is needed.
Communications
Community Development does not have any unique communication requirements. The
intent is to use operational systems, including but not limited to, desk phone, cell
phones, Outlook email, and text messaging for communications during a (COOP)
scenario.
Vital Records, Files, and Databases
Community Development has identified vital records as the SmartGOV Permitting
System, documents stored within shared City data systems, and rapid evaluation safety
assessment forms.
Critical Systems
Access to the intranet and internet is critical to support Community Development
performance of building inspections and other essential functions. Specifically,
Community Development needs access to the SmartGov Permitting System, city shared
drive, GIS, WA L&I website and WA Department of Revenue website.
Critical Equipment
Community Development has identified vehicles, forms and posting tools, flashlights,
spray paint, personal protective gear, and communication equipment as key for
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supporting emergency building inspections. Computers and printers would assist the
process of posting public safety notices.
External Contacts
Community Development may be dependent upon outside agencies or consultants for
assistance with essential functions at the onset of a crisis. Vendors that supply personal
protective equipment and inspection supplies are critical to safe and effective
inspections.
Return to Operations
Community Development will have continual, but limited, operations during a (COOP)
incident. Return to operations includes the relocation back to the original facility or a
new facility if Community Development is working from an alternate location.
Community Development will resume normal business as able based on available
resources, priorities of city leadership, recovery priorities, economic opportunities, and
the adjusted timeline of projects placed on hold due to the incident.
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ANNEX 5: FINANCE
Introduction
During a Continuity of Operations (COOP) scenario, the Finance Department is
responsible for the accounting, tracking, and facilitation of the financial operations of the
City of Port Orchard (“City”).The Finance Department requires coordination with city
departments and of resources to perform essential functions.
Essential Functions
Essential functions for the Finance Department during a (COOP) incident include
financial management, procurement, and record preservation. Below is a high-level
summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
FINANCE
• General accounting
for the City
• Payroll
• Accounts Payable
• Utility Billing
• Receipting and
Cash Management
● Internal Control of
Assets and Cash
● Payroll
● Accounts
Payable, Bill
Paying
● Tracking
Expenditures
All
24 hours
Key Personnel
The Finance Department has identified the Order of Succession for leadership as key
roles in facilitating the delivery of essential functions:
Essential Function Order of Succession
Finance 1. Finance Director
2. Assistant Finance Director
3. Accounting Assistant II
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation;
however, the essential functions of the Finance Department are not dependent on any
specific location or facility. Functions can be performed at any site with adequate
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infrastructure thus the Finance Department does not have a designated alternate site.
The (COOP) Facilities Team will identify a safe location for the Finance Department to
work if relocation is needed.
Communications
The Finance Department does not have any unique communication requirements, but
does rely heavily on internet connectivity, computers, and other normal operational
systems. The intent is to use normal operational systems, or as many of them as are
possible, including but not limited to, desk phones, cell phones, Outlook email, and text
messaging for communications during a (COOP) scenario.
Vital Records, Files, and Databases
The Finance Department has identified vital records such as financial tracking and
distribution documents. Essential functions require the use of the accounting system
along with other task specific software.
Critical Systems
Access to the intranet and internet is necessary for the Finance Department to perform
most essential functions. The use of accounting software along with other task specific
software facilitates the delivery of Finance Department services.
Critical Equipment
The Finance Department has identified technology and communication equipment as
key for delivery of essential functions. In addition to telephones, computers, and basic
printers the Finance Department also requires specialized printers, purchase cards, a
safe, and hand receipts to support (COOP) tasks.
External Contacts
The Finance Department partners with several vendors for the delivery of essential
functions. Most of the vendors are financial institutions that are required to have
(COOP) programs and capabilities, thus reducing the risk of failure to support City
essential functions.
Return to Operations
The Finance Department will have continual, but possibly limited, operations during a
(COOP) incident. Return to operations includes relocation to the original facility or a new
facility if the Finance Department is working from an alternate location. The Finance
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Department will resume normal business activities based on available resources,
priorities of city leadership, and timelines of financial activities. Priority will be given to
delivery of services that reduce the risk of financial penalties, undue hardship to
employees or the public, and requirements for maintaining a positive financial standing
for the city.
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ANNEX 6: HUMAN RESOURCES
Introduction
During a Continuity of Operations (COOP) scenario, the Human Resource Coordinator
(HR) is responsible for employee relations, management support, compensation, and
policy/contract interpretation and guidance. HR’s primary focus is employees during an
incident and requires coordination with city departments to perform essential functions.
Essential Functions
Essential functions for HR during a (COOP) incident include employee relations,
compensation, training and assignments, accountability, risk management, and
compliance with labor and regulatory requirements. Below is a high-level summary for
each function:
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
HUMAN
RESOURCES
• Manage
employee
relations
• Safety and risk
management
• Employee
benefits
• Volunteer
management
● Track and report
status of all
employees
● Activate
employee/family
assistance center
● Investigate and
document all
employee injuries
● Coordinate the
Employee
Assistance
Program (EAP) to
assist employees
● All
24 hours
Key Personnel
HR has identified the Order of Succession for leadership as key roles in facilitating the
delivery of essential functions:
Essential Function Order of Succession
Human Resources 1. HR Coordinator
2. Finance Director
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Department Relocation
The incident impacts and operational needs will dictate the safe options for relocation;
however, the essential functions of HR are not dependent on any specific location or
facility. Functions can be performed at any site with adequate infrastructure, thus HR
does not have a designated alternate site. The (COOP) Facilities Team will identify a
safe location for HR to work, if relocation is needed.
Communications
HR does not have any unique communication requirements. The intent is to use
operational systems, including but not limited to, desk phones, cell phones, Outlook
email, and text messaging for communications during a (COOP) scenario.
Vital Records, Files, and Databases
HR has identified vital records to include employee personnel files, claim files, partner
contact information, and training rosters. In addition to these files, HR uses the payroll
software to access critical employee information.
Critical Systems
Access to the intranet and internet is necessary for HR to perform essential functions.
The use of the payroll system and intranet facilitates delivery of services.
Critical Equipment
HR has identified technology and communication equipment as key for delivery of
essential functions. These resources include but are not limited to phones, computers,
and printers.
External Contacts
HR is not dependent on external agencies for delivery of essential functions. However,
there are partner agencies related to health, labor, and compliance that HR may work
with to facilitate delivery of service.
Return to Operations
HR will have continual, but possibly limited, operations during a (COOP) incident.
Return to operations includes the relocation back to the original facility or a new facility if
HR is working from an alternate location. HR will resume normal business activities, in
addition to any incident or (COOP) activities, as able and based on resources. Priority
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will be given to services that support employee recovery, retention, and, if needed,
replacement.
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ANNEX 7: LEGAL
Introduction
During a Continuity of Operations (COOP) scenario, the City Attorney is responsible for
advising City of Port Orchard (“City”) leadership on legal issues and developing legal
documents related to the incident. The City Attorney is flexible and adaptable and has
limited resource requirements for the delivery of essential function tasks.
Essential Functions
The City Attorney has identified its essential function during (COOP) activities as
guidance and advice.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
CITY ATTORNEY
• Provide legal
advice to
decision-
makers
• Draft policies,
procedures,
proclamations,
laws
• Review
contracts and
legal
agreements
• Draft
emergency
legal
documents for
City Council
review
• Provide legal
advice and
review for City
emergency
operations
• Review
emergency
contracts with
vendors
● Mayor
● City Clerk
● Community
Development
● Finance
12 hours
Key Personnel
The City Attorney has established the following order of succession for this position:
Essential Function Order of Succession
Legal 1. City Attorney
2. Alternate attorney from contract firm
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Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation;
therefore, the City Attorney does not have a designated alternate location. Whenever
possible, the City Attorney will relocate within the city limits and near the Mayor’s Office
and City Council locations.
Communications
The City Attorney does not have any unique communication requirements, but does rely
heavily on internet connectivity, computers and other normal operational systems. The
intent is to use normal operational systems, or as many of them as are possible,
including but not limited to desk phones, cell phones, Outlook email, and text
messaging for communication during a (COOP) scenario.
Vital Records, Files, and Databases
The City Attorney has identified vital records to include City Council documents and the
City’s policies, regulations, and Municipal Code.
Critical Systems
The City Attorney identified the need to access the internet as a critical system for
research and development of essential function tasks.
Critical Equipment
The City Attorney has identified technology resources as critical to support essential
function tasks. These resources include but are not limited to telephones, computers,
and printers.
External Contacts
The City Attorney has identified the Municipal Attorney’s Listserve, Washington State
Municipal Research & Services Center (MRSC), and legal advisors at state and federal
levels of government as external contacts during (COOP) activities.
Return to Operations
The City Attorney will have continual, but possibly limited, operations during a (COOP)
incident. Return to operations includes the relocation back to the original facility or a
new facility if the City Attorney is working from an alternate site. The City Attorney will
resume normal business activities, in addition to incident, (COOP), or recovery
activities, as able based on resources.
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ANNEX 8: MUNICIPAL COURT
Introduction
During a Continuity of Operations (COOP) scenario, the Port Orchard Municipal Court
(POMC) is responsible for holding court proceedings related to misdemeanor violations,
infraction processing and related hearings, and parking ticket enforcement processing
and related hearings. For individuals that are being held in-custody there is an
expedited hearing requirement. Court proceedings are required by law and in support of
the rights of individuals. The POMC recognizes that during a significant emergency or
disaster situation some or all court proceedings may need to be adjusted or delayed
until such a time that resources are available to support the delivery of identified
essential functions.
Essential Functions
The essential function of the POMC during a (COOP) incident is to hold court
proceedings. Below is a high-level summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
MUNICIPAL
COURT
● Preside over
essential
authorized cases
● Conduct
hearings and
court
proceedings as
necessary
● Coordinate staff
and judges to
process newly
arrested
defendants w/in
24-48 hours
● Review all
pending matters
w/in 7-30 days
● Notify public of
courts status as
soon as possible
● Police
● Finance
● IT
12 hours
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Key Personnel
The POMC has identified the Order of Succession for leadership as key roles in
facilitating the delivery of essential functions:
Essential Function Order of Succession
Court Administration 1. Court Administrator
2. Lead Court Clerk
3. Court Clerk
Judge 1. Presiding Judge
2. Judge Pro tem, including Kitsap
District Court judges
3. Appointed Judge
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation;
however, the essential functions of the POMC do require some unique aspects of
location, thus if relocation is required, attention will be given to ability to access the
video conference link to the jail location and public access to the site. Although most
conference rooms could support a court proceeding, preference will be given to a
location with security measures in place (secure doors, metal detectors), private side
room availability for counsel and client holding, and ease of ingress and egress for
transportation of clients.
Communications
The POMC has one unique communication requirement – for video conference
capabilities to the Kitsap County Jail. Other than that requirement, the intent is to use
operational systems, including but not limited to, desk phones, cell phones, Outlook
email, and text messaging for communications during a (COOP) scenario.
Vital Records, Files, and Databases
The POMC has identified case files as being vital records for the support of court
proceedings. The partner contact information list is also a critical record for
communication with attorneys, advocates, and supporting agencies to operations. In
addition to hard copy case files, the POMC uses the Washington State Judicial
Information System (JIS) database to support operations.
Critical Systems
The POMC has identified critical systems to support court proceedings as access to the
intranet and internet for access to the JIS database. There is also a requirement for the
in-court video conference link to the jail for in-custody defendant’s criminal hearings.
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Critical Equipment
The POMC has identified technology and communication equipment as key for the
delivery of court hearings, including the in-court video conference link to the jail. In
addition to phones, computers, and printers the ability to capture audio recordings of the
proceeding is required.
External Contacts
The POMC partners with several external individuals and organizations for support of
court proceedings. Partners include roles such as Prosecutor, Defense Attorney, Victim
Advocate, and others as determined by the proceeding.
Return to Operations
The POMC may have limited operations during a (COOP) incident or may suspend
some or all court operations depending on the extent and impacts of the incident. If the
court proceedings have been relocated, return to operations will involve the return to the
original facility or a new facility. If operations were suspended return to operations will
involve the planning and reestablishment of proceedings at the designated facility. It is
expected that if suspension occurred, return to operations may involve scheduling of
resources and participants, as well as notification to the public, which could extend the
timeline for resumption of hearings.
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ANNEX 9: POLICE
Introduction
During a Continuity of Operations (COOP) scenario, the Police Department (PD) is
responsible for providing emergency services to the community including patrol and
investigations. The PD operates 24 hours a day, seven days a week 365 days a year.
The PD supports and partners with city departments and resources to perform essential
functions.
Essential Functions
Essential functions for the PD during a (COOP) incident includes response to
emergency calls, traffic control, felony investigations, and incident security support.
Below is a high-level summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
POLICE
• Coordinate all
Emergency
Management
functions
• Provide public
safety and
emergency
response
• Provide security
for public
facilities and
critical
infrastructure
● Manage the EOC
● Respond to and
resolve
emergencies and
public safety
incidents within
the city
● Provide security
at city facilities
and critical
infrastructure
● Intelligence
gathering/sharing
● Investigations
● City Council
● Mayor
● Legal
● Finance
● Municipal Court
2 hours
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Key Personnel
The PD has identified the Order of Succession for leadership as key roles in facilitating
the delivery of essential services:
Essential Function Order of Succession
Police / Emergency Management 1. Police Chief
2. Deputy Chief of Police
3. Designated Sergeant
4. Designated Sergeant
Department Relocation
Incident impacts and operational needs will dictate the safe options for relocation;
therefore, the PD does not have designated alternate locations for most essential
functions. Patrol and investigations are flexible and adaptable operations that can be
relocated if needed. Ideally relocation would be within the city limits and will provide
adequate work and vehicle space for regular and special operations staff and
equipment.
Communications
The PD has several methods of communication in support of delivery of essential
functions. The intent is to use operational systems, including but not limited to desk and
mobile phones, Outlook email, VHF radios, and social media accounts such as
Facebook for communication during a (COOP) scenario.
The PD is dependent on a Public Safety Alerting Point (PSAP) a.k.a. Kitsap-911 for
notification and assignment of public calls for assistance. The PSAP system has
redundancy established to support delivery of response information.
Vital Records, Files, and Databases
The PD has identified vital records to include incident response reports, map books,
partner contact lists, subject background reports, investigative case files, and inmate
records. Databases used for essential functions include Geographical Information
Services (GIS) for mapping, National Crime Information Center (NCIC), Department of
Licensing (DOL), and Washington Crime Information Center (WACIC).
Critical Systems
Access to the intranet and internet is necessary for the PD to perform most essential
functions.
The PD uses computer aided dispatch via Kitsap-911 GIS, National Crime Information
Center (NCIC), Department of Licensing (DOL), Washington Crime Information Center
(WACIC), and Records Management System (RMS).
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Critical Equipment
The PD has identified that there are extensive and unique critical equipment
requirements for the delivery of essential functions. In addition to technology resources
such as phones, radios, computers, and printers the PD relies on specialized vehicles,
protective gear, tactical gear, and a variety of task specific tools.
External Contacts
The PD partners with several external response organizations for delivery of essential
functions. The PD has established mutual aid agreements facilitated through the PSAP
system. The Public Safety Alerting Point (PSAP) or dispatch center is an external
agency delivering services to the PD as a consortium member.
Return to Operations
The PD will have additional and continual, but possibly limited in scope, operations
during a (COOP) incident. Return to operations may mean relocation back to an original
facility or new facility if alternate work sites were established. Primarily return to
operations will consist of resuming all services normally performed by the PD during
non-disaster times, such as training, community policing, school resources support, and
investigations beyond felonies. For all areas of the PD return to operations includes
thoroughly checking the condition and status of equipment and supplies. In addition,
consideration and attention will be given to the physical and emotional health of
responders with critical incident stress management resources being provided as
needed.
Page 64 of 172
City of Port Orchard 61
Continuity of Operations Plan FOUO
ANNEX 10: PUBLIC WORKS ENGINEERING
Introduction
During a Continuity of Operations (COOP) scenario, the Public Works & Engineering
Department (PWE) is responsible for the sustainment and operations of several critical
infrastructure systems including potable water, sanitary sewer, storm drainage systems,
traffic signals, streetlights, bridges, and streets.
Essential Functions
Essential functions for PWE during a COOP incident include operation of critical
infrastructure and resources support to departments, operations, and COOP activities.
Although, there is no legal mandate for delivery of these services, it is understood that
there is a need and public expectation of these operations. Below is a high-level
summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
PUBLIC WORKS
ENGINEERING
• Restore and
maintain City
infrastructure
including potable
water, sanitary
sewer, streets,
bridges, storm
drainage
systems, and
traffic control
systems
● Coordinate
repairs of street
& bridge systems
● Coordinate
repairs with
water & sewer
utilities
● Coordinate the
restoration and
maintain City
facilities
● Correct
stormwater
flooding issues
● Provide
engineering
services to City
staff
● Police
● Finance
● Community
Development
12 hours-30 Days
Page 65 of 172
City of Port Orchard 62
Continuity of Operations Plan FOUO
Key Personnel
The Mayor has established the following order of succession for his position:
Essential Function Order of Succession
Public Works 1. Public Works Director / City Engineer
2. Assistant City Engineer
3. Public Works Operations Manager
4. Public Works Utility Manager
Department Relocation
The incident impacts and operational needs will dictate the safe options for relocation;
however, the essential functions of PWE are dependent on a location or facility with
power and network connectivity. Although not required, PW would ideally be relocated
within the City limits to facilitate essential functions.
Communications
Public Works Engineering has several methods of communication in support of
essential functions. The intent is to use normal operational systems, or as many of them
as are possible, including but not limited to desk and cell phones, and Outlook email
during a COOP scenario.
Vital Records, Files, and Databases
PWE has identified vital records to include Geographic Information Systems (GIS),
traffic signal inventory, as built records, and the department phone tree as critical to the
delivery of essential functions.
Critical Systems
Access to the sewer, water, streets, and bridges.
Critical Equipment
PW has identified technology and communication equipment as critical equipment for
delivery of essential functions.
External Contacts
PWE partners with several external agencies as some city systems are inter-dependent
on partner systems. Partnerships include local, state, and private sector organizations.
Page 66 of 172
City of Port Orchard 63
Continuity of Operations Plan FOUO
Return to Operations
PW will have continual, COOP and incident response, operations during an incident.
Return to operations may include relocation to an original or new facility, or the
resumption of normal business activities that were suspended while focus was placed
on incident support. Priority will be given to delivery of services as directed by city
leadership that supports incident operations and recovery, provides infrastructure
services to residents and businesses, and partners with adjacent jurisdictions. Due to
the nature and complexity of critical infrastructure systems, a full return to operations
may take a significant amount of time and resources to accomplish. PW may be
functioning in a COOP mode longer than other departments if the incident causes
significant disruption to PW operating facilities or systems.
Page 67 of 172
City of Port Orchard 64
Continuity of Operations Plan FOUO
ANNEX 11: INFORMATION TECHNOLOGY
Introduction
During a Continuity of Operations (COOP) scenario, the Information Technology
Division (IT) is responsible for supporting the access to and use of operational and
communication technology and hardware. All city departments have identified a
dependency on information technology for the delivery of their essential functions. IT is
dependent on external critical infrastructure systems being operational and available for
delivery of all essential functions.
Essential Functions
Essential functions for IT during a (COOP) incident include user technology support and
data system management. Although the services of IT are not legally mandated, it is
understood that technology access and support is vital to the ability of the city to
operate during and following an emergency or disaster incident. Below is a high-level
summary for each function.
ESSENTIAL FUNCTIONS, DEPENDENCIES AND RECOVERY TIME OBJECTIVES
Essential Function Critical Steps Supporting
Department(s) Recovery Time
Objective (RTO)
Information
Technology
• Provide
Information &
Technology (IT)
services to City
staff
● Technology
maintenance –
email, internet,
intranet, Finance
programs, Police
CAD programs,
phone
maintenance
• All
Immediately for Police
and EOC Critical
Steps
12 hours for
remaining Critical
Steps
Key Personnel
IT has identified the Order of Succession for leadership as key roles in facilitating the
delivery of
essential functions:
Essential Function Order of Succession
Information Technology
1. IT Manager
2. IT Specialist / Finance Clerk
3. Asst. Director of Finance
4. Seitel Systems (outside consultant)
Page 68 of 172
City of Port Orchard 65
Continuity of Operations Plan FOUO
Department Relocation
The incident impacts and operational needs will dictate the safe options for relocation;
however, the essential functions of IT are dependent on a location or facility with power
and network connectivity. These resources can be provided by temporary or mobile
capability but must exist to support service delivery by IT.
Communications
IT does not have any unique communication requirements. The intent is to use
operational systems, including but not limited to, desk phones, cell phones, Outlook
email, and text messaging for communications during a (COOP) scenario.
Vital Records, Files, and Databases
IT has identified vital records to include various tracking logs and data files associated
with City electronic records.
Critical Systems
Access to intranet and internet is necessary for IT to perform most essential functions.
Critical Equipment
IT has identified several types of critical equipment for the delivery of essential
functions. In addition to phones, IT requires computer and connectivity hardware,
servers, and technical devices to support (COOP) tasks. IT depends on the fiber optic
connection to the data center making it a critical equipment resource.
External Contacts
IT partners with and is dependent on several vendors for delivery of essential functions.
Most vendors are in the technology industry and thus have disaster recovery programs
and redundancies in place to support the sustainment of service to the city.
Return to Operations
IT will have continual, but possibly limited, operations during a (COOP) incident. Return
to operations includes relocation to the original facility or a new facility if IT is working
from an alternate location. IT will resume normal business activities based on available
resources, priorities of city leadership, and restoration and recovery tasks necessary to
return all departments to normal operations. Depending on the nature of the incident
that created the need for (COOP) activities, IT may have a complex extended return to
normal operations while staff address incident impacts.
Page 69 of 172
City of Port Orchard
Work Study Session Executive Summary
Issue Title: Affordable Housing: ILA with Kitsap Community Resources
Meeting Date: April 21, 2020
Time Required: 20 minutes
Attendees: None.
Action Requested At This Meeting: Provide any questions and comments on the proposed
Agreement with Kitsap Community Resources.
Issue: Agreement Review
Background: During the 2019 Regular Session, the Washington State Legislature approved,
and the Governor signed, Substitute House Bill 1406 (Chapter 338, Laws of 2019) (“SHB
1406”).
SHB 1406 allows counties and cities the authority to “impose” a sales tax to fund various
housing and services for persons whose income is at or below 60% of the median income of
the county or city. The tax is a “transfer” of a portion of the State’s existing sales tax to the
county or city. It is not an a new or additional tax and will not impact the consumer.
Per the SHB 1406, the City may only use the funds it receives through this program for the
acquisition, construction or rehabilitation of affordable housing or facilities providing
supportive housing; for the operations and maintenance costs of affordable or supportive
housing; and/or for providing rental assistance to tenants.
The City Council has taken the steps required by SHB 1406 by first adopting Resolution No.
023-19 on August 13, 2019, declaring the City’s intent to adopt legislation to levy the
maximum capacity of the tax. The City Council then adopted Ordinance No. 050-19, adopting
legislation to levy the maximum capacity of the tax.
At the Oct. 8th City Council meeting the Mayor presented a proposal for the City to utilize the
new revenue to support affordable housing in the City of Port Orchard. He proposed for the
City to enter into an interlocal agreement with another local government or public housing
authority to maximize the use of the (likely) limited funding. This was the Council’s preferred
suggestion as it allowed the City to partner with another entity who already provides services
to address affordable housing goals. Additionally, it would not be cost effective for the City to
create a new City-run program with the limited funding available.
Page 70 of 172
Executive Summary Item No. 2
Page 2 of 2
The Mayor brought forth two entities, Kitsap Community Resources-Housing Solutions Center
and Housing Kitsap as entities to consider. These entities provide an affordable housing
program in the City of Port Orchard and would meet the requirements of the legislation. After
much discussion the City Council requested more clarity on the organizations, the programs
they offer and the cost to administer.
At the Oct. 22nd City Council meeting the Mayor invited representatives from the Kitsap
Community Resources-Housing Solutions Center and Housing Kitsap to present their programs
to the City Council and to answer questions. Both presented their different programs and,
after discussion, the City Council agreed to enter into an Agreement with and grant funding to
Kitsap Community Resources-Housing Solutions Center.
The Finance Department has since worked with the Kitsap Community Resources on a
contract to bring back to the Mayor and Council for approval.
Governor Inslee’s Proclamation 20-28: This item is [check all that apply]: × COVID-19 related;
and X necessary and routine, for the following reasons: by this action, the Council would be
authorizing the Mayor to execute a contract that was previously authorized by the Council, in
concept. The contract was awarded to Kitsap Community Resources-Housing Solutions
Center, and this action merely memorializes that previous action. In addition, this action is
necessary because spending the City’s resources to address issues of affordable housing and
ensuring residents have a safe and sanitary place to stay are vital during a public health
emergency.
Alternatives: Provide alternative guidance on the ILA
Recommendation: Staff recommends affirming the Mayor to sign the interlocal agreement
between the City of Port Orchard and the Kitsap Community Resources-Housing Solutions
Center.
Relationship to Comprehensive Plan: N/A
Attachments: Agreement between the City of Port Orchard and Kitsap Community
Resources
Follow-up Notes & Outcomes:
Page 71 of 172
AFFORDABLE HOUSING SERVICES AGREEMENT
This Affordable Housing Services Agreement ("Agreement") is entered into by and between
Kitsap Community Resources, a Washington non-profit social services agency (hereinafter
.'KCR"), and the City of Port Orchard, a Washington State municipal corporation (hereinafter the
ucity" and collectively the "Parties").
I. RECITALS
A. KCR is a non-profit social services agency organized and existing under the laws of the State
of Washington; and
B. The City of Port Orchard is a Washington municipal corporation organized and existing
under the Washington State Constitution and the laws of the State of Washington, and
particularly those set forth at RCW Title 35A; and
C. In the 2019 legislative session, the Washington state legislature passed SHB 1406 (codified at
RCW 82.14.540), which created a sales tax revenue sharing program that allows the City to
access a portion of state sales tax revenue (hereinafter, the "Funds") to make local
investments in affordable housing over a 20-year term; and
D. The City has taken the necessary steps to take advantage of this funding source to assist the
citizens of Port Orchard by investing in housing assistance programs serving those below the
60% median income level; and
E. After reviewing applications from entities capable of providing affordable housing assistance
to the residents of Port Orchard, KCR was selected to utilize the Funds to effectively provide
housing assistance for low-income residents of the City through its existing Housing
Solutions Center, and KCR has demonstrated capability to operate such a program
effectively; and
F. The City desires to engage the services of KCR to perform the public services described
herein and undertake the proposed program;
NOW, THEREFORE, in consideration of the foregoing, and in consideration of the premises,
terms and conditions set forth below, it is hereby agreed as follows:
II. AGREEMENT
1. Affordable Housing Services. The City desires to engage KCR-through its existing
Housing Solutions Center-to administer an affordable housing program for the City,
AFFORDABLE HOUSING SERVICES AGREEMENT Page 1 of8
Page 72 of 172
utilizing the Funds allocated to the City pursuant to SHB 1406 to assist citizens of Port
Orchard with rental assistance (the "Program").
A. KCR's Duties. KCR shall administer the Program, and in administering the
Program, KCR shall comply with all applicable state and local laws, and shall
exclusively utilize the Funds to provide rental assistance (or rental and utilities
assistance if utilities are included in the rent payment), to those Port Orchard
residents with an 0-60yo of the Area Median lncome (AMI). Such rental
assistance may only be provided for housing located within the City of Port
Orchard, and the maximum per-household cap for assistance under the Program is
Two Thousand Dollars ($2,000.00). KCR shall confirm with the City the amount
of funds available prior to awarding funds to an applicant. Additional parameters
for the Program are attached hereto as Exhibit A and incorporated herein by this
reference.
Ciw's Duties. On a monthly basis, the City may provide to KCR the Funds the
City receives. The City shall have no additional payment obligations to KCR, and
if the City receives no Funds in a particular month, KCR shall receive no Funds.
Payment by the Cify of the Funds under this Agreement shall occur as follows:
i. Upon identiffing a qualified applicant for rental assistanceo KCR shall
contact the City to request a statement identifuing the available Funds.
Contact may occur via e-mail or phone to the City's Finance Director (or
designee), and the statement may be provided via e-mail or letter.
ii. Upon receipt of the City's statement of available Funds, KCR shall issue
an invoice to the City, which may be transmitted via e-mail or mail. The
invoice shall not exceed the amount of available Funds.
iii. Upon receipt of an invoice, the City shall issue payment for the invoiced
amount, provided the invoiced amount shall not exceed the amount of
available Funds. The City shall have no obligation whatsoever to pay to
KCR an amount exceeding the available Funds.
iv. Of the Funds provided to KCR, KCR will be entitled to retain Eight and
Eight Tenths Percent (8.8%) of the Funds provided by the City to pay for
the administrative services associated with the Program.
2. Duration. This Agreement will commence upon mutual execution of this Agreement, and will
expire on December 31,2020 unless terminated prior to the expiration date by one of the
Parties pursuant to this Agreement; provided, the parties may extend the Agreement for one
additional year term by execution of an addendum to this Agreement.
B
AFFORDABLE HOUSING SERVICES AGREEMENT Page 2 of 8
Page 73 of 172
3. Termination. Either party may terminate this Agreement with or without cause upon thirty
(30) days' advance written notice to the other party. In the event of termination, KCR will
perform such additional work as is necessary for the orderly closing out of the Program, and
will be entitled to use any remaining Funds transmitted by the City for the month in which
the termination is effective to provide affordable housing assistance and reimbursement of
the actual costs associated with closing out the Program. Upon expiration of the Agreement,
all unused Funds shall be returned to the City.
4. Insurance.
The Consultant shall procure and maintain for the duration of the Agreement,
insurance against claims for injuries to persons or damage to property which may
arise from or in connection with the performance of the work hereunder by the
Consultant, its agents, representativeso or employees.
No Limitation. Consultant's maintenance of insurance as required by the
agreement shall not be construed to limit the liability of the Consultant to the
coverage provided by such insurance, or otherwise limit the City's recourse to any
remedy available at law or in equity.
Minimum Scope of Insurance. Consultant shall obtain insurance of the types
described below:
Automobile Liability insurance covering all owned, non-owned, hired and
leased vehicles. Coverage shall be written on Insurance Services Office
(ISO) form CA 00 01, or a substitute form providing equivalent liability
coverage. If necessary, the policy shall be endorsed to provide contractual
liability coverage.
2. Commercial General Liability insurance shall be written on ISO
occurrence form CG 00 01, or a substitute form providing equivalent
liability coverage and shall cover liability arising from premises,
operations, independent contractors and personal injury and advertising
injury. The City shall be named by endorsement as an additional insured
under the Consultant's Commercial General Liability insurance policy
with respect to the work performed for the City.
3. Workers' Compensation coverage as required by the Industrial Insurance
laws of the State of Washington.
4. Professional Liability insurance appropriate to the Consultant's profession
A
B
C
AFFORDABLE HOUSING SERVICES AGREEMENT Page 3 of8
Page 74 of 172
Minimum Amounts of Insurance. Consultant shall maintain the following
insurance limits:
1. Automobile Liability insurance with a minimum combined single limit for
bodily injury and property damage of $1,000,000 per accident.
2. Commercial General Liability insurance shall be written with limits no
less than $1,000,000 each occurrence, $2,000,000 general aggregate.
3. Employer's Liability each accident $1,000,000, Employer's Liability
Disease each employee $1,000,000, and Employer's Liability Disease -
Policy Limit $1,000,000.
4. Professional Liability insurance shall be written with limits no less than
$1,000,000 per claim and $1,000,000 policy aggregate limit.
Other Insurance Provisions. The insurance policies are to containo or be endorsed
to contain, the following provisions for Automobile Liability, Professional
Liability and Commercial General Liability insurance:
1. The Consultant's insurance coverage shall be primary insurance as respect
the City. Any insurance, self-insurance, or insurance pool coverage
maintained by the City shall be excess of the Consultant's insurance and
shall not contribute with it.
2. The City will not waive its right to subrogation against the Consultant. The
Consultant's insurance shall be endorsed acknowledging that the City will
not waive their right to subrogation. The Consultant's insurance shall be
endorse to waive the right of subrogation against the City, or any self-
insurance, or insurance pool coverage maintained by the City.
3. The Consultant's insurance shall be endorsed to state that coverage shall
not be cancelled by either party, except after thirty (30) days prior written
notice by certified mail, return receipt requested, has been given to the
City. If the General Liability coverage is written on a "claims made" basis,
then a minimum of a three (3) year extended reporting period shall be
included with the claims made policy, and proof of this extended reporting
period provided to the City.
4. If the Professional Liability Coverage is written on a occutrence form. If the
Professional Liability coverage is only available on a'oclaims made" basis,
then then a minimum of a three (3) year extended reporting period shall be
included with the claims made policy, and proof of this extended reporting
D.
E.
ATFORDABLE HOUSING SERVICES AGREEMENT Page 4 of8
Page 75 of 172
F
G
period provided to the City. If the Consultant is not able to purchase the
three (3) year extended reporting period endorsement then as an option the
Consultant shall agree that if the Consultant's firm is dissolved or merged,
then the Consultant shall purchase before the dissolution or merger of the
Consultant's company, the three (3) year extended reporting period
coverage for the Professional Liability coverage.
Acceptability of Insurers. Insurance is to be placed with insurers with a current
A.M. Best rating of not less than A:VII.
Verification of Coverage. Consultant shall furnish the City with original
certificates and a copy of the amendatory endorsements, including but not
necessarily limited to the additional insured endorsement, evidencing the
insurance requirements of the Consultant before commencement of the work.
5. Indemnification
B.
c.
Indemnification - Citv. The City does hereby agree to save harmless and defend
KCR from all claims and liability due to the negligent acts, errors, or omissions of
the City, its agents and/or employees, except for claims caused by the sole
negligence of KCR. Such indemnity will include, but not be limited to all out-of-
pocket expenses incurred by KCR, including attorney's fees, in the event the City
fails or refuses to accept the tender of any claims brought against KCR, the basis
for which are negligent acts, effors or omissions of the City, its agents and/or
employees.
Indemnification - KCR. KCR does hereby agree to save harmless and defend the
City from all claims and liability due to the negligent acts, errors or omissions of
KCR, its agents and/or employees, except for claims caused by the sole
negligence of the City. Such indemnity will include, but not be limited to, all out-
of-pocket expenses incurred by the City, including attomey's fees, in the event
KCR fails or refuses to accept the tender of any claims brought against the City,
the basis for which are negligent acts, elrors or omissions of KCR, its agents
and/or employees.
Should a court of competent jurisdiction determine that this Agreement is subject
to RCW 4.24.115, then, in the event of liability for damages arising out of bodily
injury to persons or damages to property caused by or resulting from the
concurrent negligence of KCR and the City, its officers, officials, employees, and
volunteers, KCR's liability, including the duty and cost to defend, hereunder shall
be only to the extent of the KCR's negligence.
A
AFFORDABLE HOUSING SERVICES AGREEMENT Page 5 of8
Page 76 of 172
D The foregoing indemnity is specifically and expressly intended to constitute a
waiver of each party's immunity under Washington's Industrial Insurance Act,
RCW Title 51, as respects the other party only, and only to the extent necessary to
provide the indemnified party with a full and complete indemnity of claims made
by the indemnitor's employees. The parties acknowledge that these provisions
were specifically negotiated and agreed upon by them.
6. Entire Agreement / Amendments. This Agreement, together with any attachments or
addenda, represents the entire and integrated Agreement between the Parties hereto, and
supersedes all prior negotiations, representations, or agreements, either written or oral. It is
mutually agreed and understood that no amendment of any of the terms of this Agreement
will be valid unless made by written instrument properly signed by both Parties.
7. Notices. Except as otherwise identified in this Agreement, any notices required to be given
by the City to KCR, or by KCR to the City, will be in writing and delivered to the Parties at
the following addresses :
KCR
John Koch, Director
Housing & Community Support Services
1201 Park Avenue
Bremerton, WA 98337
City of Port Orchard
Robert Putaansuuo Mayor
216 Prospect Street
Port Orchard, WA 98366
8. Compliance with Laws. KCR and the City will comply with all federal, state and local laws,
rules, regulations and ordinances applicable to the performance of this Agreement, including
without limitation all those pertaining to wages and hours, confidentiality, disabilities and
discrimination, including but not limited to the Americans with Disabilities Act and all
regulations interpreting or enforcing such Act.
9. Maintenance and Audit of Records. KCR will maintain books, records, documents and other
materials relevant to its performance under this Agreement, which sufficiently and accurately
reflect any and all direct and indirect costs and expenses incurred or paid in the course of
performing this Agreement. These records will be subject to inspection, review and audit by
the City, the Washington State Auditor's Office, and authorized federal agencies. Both
Parties will retain all such books, records, documents and other materials as required by the
Washington State Records Retention policy as established by the Secretary of State. In the
event the City receives a public records request for records pertaining to this Agreement
and/or the Program, KCR agrees to assist the City to meet the City's obligations under the
Public Records Act, Ch. 42.56 RCW, at KCR's sole cost.
10. Reporting. KCR will submit to the City on a quarterly basis a detailed accounting of the
costs of Program operations. KCR will assist the City by providing any information needed
AFFORDABLE HOUSING SERVICES AGREEMENT Page 6 of 8
Page 77 of 172
for the City to compile and submit the reports required to by the State of Washington under
RCW 82.14.s40(11).
1 l. Waiver Limited. A waiver of any term or condition of this Agreement must be in writing and
signed by the waiving Party.Any express or implied waiver of a term or condition of this
Agreement will apply only to the specific act, occurrence or omission and will not constitute
a waiver as to any other term or condition or future acto occurrence or omission.
12. Default / Dispute Resolution. If either KCR or the City fails to perform any act or obligation
required to be performed by it hereunder, the other party will deliver written notice of such
failure to the non-performing party. The non-performing party will have thirty (30) days after
its receip of such notice in which to correct its failure to perform the act or obligation at
issue, after which time it will be in default ("Default") under this Agreement; provided,
however, that if the non-performance is of a type that could not reasonably be cured within
said thirty (30) day period, then the non-performing party will not be in Default if it
commences cure within said thirty (30) day period and thereafter diligently pursues cure to
completion.
In the event a default continues and/or any dispute arises (for anything other than non-
payment) between the Parties, either party may request in writing that the issue be resolved
by mediation. If the parties are unable to resolve the dispute within ninety (90) days, then
either party will have the right to exercise any or all rights and remedies available to it in law
or equity. In any suit or action instituted to enforce any right granted in this Agreement, the
substantially prevailing party shall be entitled to recover its costs, disbursements, and
reasonable attorneys' fees from the other party .
13. Venue and Choice of Law. Any action at law, suit in equity, or other judicial proceedings for
the enforcement of this Agreement or any provision thereof will be instituted only in the
courts of the State of Washington, Kitsap County. It is mutually understood and agreed that
this Agreement shall be governed exclusively by the laws of the State of Washington, both as
to interpretation and performance.
14. Assignment and Subcontractine. KCR may not assign, transfer, delegate, subcontract or
encumber any rights, duties, or interests accruing from this Agreement without the express
prior written consent of the City, which consent may be withheld at the sole discretion of the
City.
15. Severability. If any term or provision of this Agreement should be held to be invalid or
unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality
will not affect the validity or constitutionality of any other term or provision of this
Agreement, and this Agreement will be construed in all respects as if such invalid or
otherwise unenforceable term or provision was omitted.
AFFORDABLE HOUSING SERVICES AGREEMENT Page 7 of8
Page 78 of 172
16. Independent Contractor. KCR is and will be at all times during the term of this Agreement
an independent contractor. Nothing in this Agreement will create an employee/employer
relationship between the Parties.
17. Independent Parties. The Parties to this Agreement, in the performance of it, will be acting in
their individual capacities and not as agents, employees, partners, joint ventures, or associates
of one another. The employees or agents of one party will not be considered or construed to
be the employees or agents of the other party for any purpose whatsoever.
18. Counterparts. This Agreement may be executed by the Parties using duplicate counterparts.
FOR KITSAP COMMUNITY RESOURCES
of AiI 20Lo
Jeff
FOR THE CITY OF PORT ORCHARD
Adopted this _ day of _,20_
Robert Putaansuu, Mayor
ATTE S T/AUTIIENTICATED :
Brandy Rinearson, MMC, City Clerk
APPROVED AS TO FORM:
Charlotte A. Archer, City Attorney
AFFORDABLE HOUSING SERVICES AGREEMENT Page 8 of8
Page 79 of 172
EXHIBIT A
Statement of Work
The contract award will provide funds for the administration of the City of Port Orchards
Affordable Housing Program utilizing the Funds allocated to the City pursuant to SHB 1406 to
assist citizens of Port Orchard with rental assistance based on the following criteria:
o Must be a resident of the City of Port Orchard, WA
o Housing must be within the city limits of Port Orchard, WA
o Must be a Senior over the age of 62 or a Military Veteran
o lncome Verification (Household must be under 60% AMI
o Must have pay or vacate notice or homeless verification
o Must provide lease or sample lease if moving in
o Use the HUD definition of homelessness (Living ion street, shelter, car, place not meant
for habitation, or fleeing DV
Funds awarded can be used for the following:
o Rent or rent/utilities if utilities are included with rent
o Limited to no more than 52,000.00 per household
Kitsap Community Resources will maintain data in the HMIS system on this program and
provide quarterly reports to the City on the use of the funds and number of households served.
Page 80 of 172
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il Non-housing {car. street, tent, etc.} il Emergency Shelter I Staying with Farnily I Staying with Friends
n Rental {apartment, house, etc.} il Hr:me you Own I Hotelor Moiel n Hospital [J Psychiatric Facility
l]5ubstanceAbuseFacilityilJailorPrisoni]TransitionalHousingl]0ther{please5pecify):-
How long have you stayed there?Monthly Rent Amount: $
lf less than 90 days, rarhere did ycu stay ths night before?
Were you referred to HSC by a school district; schocl eounselcr; andfor learning speelalist? fl Yes Ll lto
DidyoureceiveapaYorvacat€notice?ilYesiltlolfyE'howmuchdoyouowe?$-
Are you living on the streets, in an emergency shelter, or safe haven? fl Yes il No fl Don't Know
lf ygt what is the approxirnate date you started living cn the streets, in shelter, sr safe haven? J _J _
llow many tinnes have you lived on the streets, in shelter or safe hauen in the past three {31 ygars?
How many total rngnlbE have you lived on the streets, in shelter or safe haven in the past three {3} years?
Page 81 of 172
usIng SotutionE Certter
of Kitsap {*unty
Ooes your household have any of the following disabilities or bariers to housing? {Please answer ALL}
Physical Disability il Yes lI ttto il Don't Kncw
lf y*s, which household nnember{s}?Long'term physicaldisability? fl Yes I tto
Developmental Disability I ves tr No f] Don'r Know
If yes, which household member{s}? Does it limit your independence? I Yes il tto
Chronic Health Condition n ves I ttto I Don'i Know
lf yes, which household member{s}?Long-term Chronic llealth Condition? I Yes l-l tto
Mental Health lssue I Yes fi No il Don't Know
lf yes, which household member{s}?long-term mental health issue? [ Yes Il no
Substance Use lssue n Yes fl rvo fl Don't Know Please sheck one il Drug fl Alcohol t noth
long-term Substance Use lssue? [3 Yes I tttolf yes, which household member{s}?
Have you been a victim of domestic or intimate partner violence? [ Yes l] lto lf YfS, how long ago?
Are you Lr{rre.ntlv fleeing donrestic violence? n yes I trtc I Don't Know
List ALL household incsme helow, Please list each p-ersoil with incorne, each source of incgnlg, and the monthlv S amount,
Examples: Enployment, SSl, SSDi, Retirement, TANF, Unemplayment, Child Suppart, ett
Name Source of lncome Monthly Arnount
$
$
$
$
$
(
$Household Total:
Page 82 of 172
t{s[ng Ss[utisms (enter
nf Kit*ap f,*ua:ty
What Non-Cash Eenefits are your household currently receiving? {Check ALL that applyl
il t\tor\ir il sNsp {F00D sTAMps) Ll wrc il rRrur childcare
I other TANF Funded Services I Sectian s t] Temporary Rental Assistance
n Other iplease specify):_
X TANF Transportation
Check each Health lnsuranc€ type your household is receiving, and write the name{s} of who receives it. Please account for
ALf, household members,even those without health insurance. lf "Other", write the type of insurance in the parentheses.
n ruor covER[D [ [mployer Provided
n cosRR:[J MEnrcgtDlApple
il UfntCAnt: I Private lnsurance
n scHrp:I State Health lnsuranee for Adults
[] vg Medical: __* n other
lf your last permanent residenc€ was OUTSIDE Kitsap County, what is the main reason you came to Kitsap? {Check ONE only}
fl Returning to the Area f1 lo Help FamilylFriends I To Get Help From FamilylFriends n Better Cost of Living
il €mployment Opportunities il Education OBpCIrtufiities il ll'tllitary Connection I Offer of public Housing
[l Seeking MedieallReeovery Treatmeni il To Accers Social Services il Found Kitrap on lnternet
[JFleeingDomesticViolence[lAssignedbyD'o,C,[]other{speeifyi:
Were you contact*d by an Outreach Sperialist olrtside of this office? Yes / No
lf Yes, Where? [J FerryTerrninal ll Library l].lait il Drug Court tr KRc [1 Otympic College n Community [vent L] Other
Do you have any pets? [J Yes [ ruc lf so, how many?And what kind(s)?
lsanyoneinyourhouseholdpregnant?[YesnruolfYE.l,whenistheduedate?-
ls anyone in your hsusehsld a veteran, or the child or spouse sf a veteran? il Yes il Htc
Have you or any member of your household ever been convicted of a criminal offense? [ Yes l] ruo fl Don't Know
lf you checked "Yes", please explain:
Page 83 of 172
using Solutisns Center
of Kltsap County
(REQUIREDI: ln your own werds, what brought you into the Housing Solutions Center today?
I certify that I have provided the above information, which is accurate and true. I understand that I may be subject to eriminal prosecution if I
have knowingly provided false information. I aiss give my permission for this ag€ncy tc request/relsase necessary information that may
result in my receiving benefits and for reporting purpos€s. I understand that provision of my Social Security Number is necessary to avoid
duplicate assigtance benefit paynnents to the same applicant household and may also be used for incorne verification. I hereby authori:e
Housing Solutions Center of Kilsap County staff to use my Social 5ecurity Number for lho:e purposes only. I understand that Housing
Solutions Center of Kitsap County may request a \lfashington State background investigation before considering my application. By signing, I
grant permission for that investigation.
Applicant Signature
HSC Representstive Signcture gEfe_
Page 84 of 172
Kitsap Client Belease of lnformation and lnformed Consent Form
Washington State Homeless Management hformation System {HM15}
Kitsap HMIS Collaborative Agencies
This agency participates in the l/rlashington State Homeless Management lnfarmation System {HMls} by collecting
information, over tirne, about the characteristics and seruice needs of people fucing homel€ssness. fCW 43.l8SC.1gO
and RCtll t$t.185C.030
r To provide the most €ffectlv€ services in moving people from homelessness to permanent housing, we need an atcurate
count of all people experiencing hofielessness in Washington State. ln orde r to insure that clients are not count€d twice, we
need to collect four pieces of personal infsrmetion. Specifically, we need: name, blrth date, race/ethnicity. you may also
choose to provide yaur social security number. However, slgning this form does not require you to do so. your infor;.nation
will be stored in our database for 7 years after the last date of servlee. lfyou have questions about collection of data or your
rights regardin8 your personally identifuing information, coiltact the HMls sy5tem Administrator at: {350} 7?s-30?s
r We use strlct security pollcles designed to protect your privacy. Our computer system is highly secure and uses up-to-date
protection features such as daia encryption, passwords, and two-factsr authentication required for each system user. There is
a small risk of a sacurity breach, and sorneone might obtain and use your infirmation inapproprlately. lf you ever suspect the
data in HMIS has been misused, immedlat*ly contact the HM15 System Administrator at: {360} ZZS4AZ|
r The data ysu provide rnay be combined with date frorn the Washington State Department ol Social and Health Services iDSHS)
and Fducation Research and Data Center for the purpose of further analysis. Youf name anC p*.h3:Lidentffuine information will
not be included in anv rerorts or nublications. only a llmited number of staff rnembers, whc have slgned confidentiality
agreements, will be able to see thls infsrmaiion. Your iniormetion will not be lsed to deterrnine eliglblllty for DSHS programs,
Washingtcn State HMIS sy$ten admlnlstratcrs have full aceess to all information in HMIS. Thls includes the Department of
Comm€fce staff, designated fiMlS sysiem administrators. and the software vendor.
r By slSnlng this forrn, you acknowledge and allow Department of eommeree staff to obtain addltlonal records of inforrnation
from other state agencies wlth whlch there is a data sharlng agrgement {DSA} *n lile between Commerce and the other
ageney, Our D$A guldes data transfer and storage security protocols. lf DSA$ are in place, Commerce is authorized by you to
obtair, add to HMIS, and use for evaluation purposes any other data you have provided to other Washington state agencles.
' Y$ur dec-r;ion to mrtlcipgtejilie,l.lMls wi! not qffefl the oqalily sr_sqantrtv Ef services vou are elieihlg toGseive frsm this
ageney, and will not be used to deny outreaeh, assistance. shelter or housing, Hswever, lf you rio choose to participate,
services ln the region may lmprove if we have aciurat€ information abcut homeless individual: and the services they need.
Furthermore, some funders MAY require that you consent to pravlde your personally identifying infornatisn ln llMlS in order
for you to r€c€ive services from that funding source.
I underfind the above stat€mentt ddd ctni€nt lo the lndusiorr of personally identllying inforrnatlon in HMIS Bbout ma and any dep€nd€nts
llsted below, and aulhor&e informrticn {olleded to be shared wllh pattner agendes, toth state agencier and organirarlons th31 parlicipaie inlie Kitsrp fiMl$ Collsboritlve. I {ndentand that my personally ldentifing lnformatlon will nqt he made publlc and wil} only be ueed wlth
ttrict confidentiallty- I also underrtand $at I m|y wlthdrar* my cons€nt at any tlme by llllng a '€llent Revocation ol Consent, form with this
agency. I {nderstand that I may obtain a copy ol rny rigned coasent ism from this fuency (induding lorm: signed electronlcally}.
li4tORTAlrJT: Do not .tltsr persrnally identlfYlns informatlon into HMIS for dlents urhs are: 1f in DV agerriec or; Zl ctrrenlly lleelng cr ln
danger fiom a domestlc vlolenc€, dating dolence, sexual assauh or stalklng rltuadon;3) are belng served in a program that requires di.Josure
of HlVlAlDg stalus {i.e.; }IOPWA}; ar 4f under 13 wtth no pareni or guardian avalleble to cons€nt to €nter the minods infcnraiior in HMIS,lf thls applies to you, SIOF:anddp twtEisnthk farUt.
Dependent{s} First & Last Name{s}i--
Client Name:Date of Birth:
Signatare: Date: _
, HM|S#
NNCStaff Name:Signature:Agency:
Reviss.i fr/2{} I :l
Page 85 of 172
g"u s i n s 5o I uti f,?il,fi?*,*i
CONSENT TO SHARE INFONMATION WTTH PART}TERSHIT' AGHNCTSS
rLIASE &EAD THF. FOTLOWING CAREFUILY
The FIOU$ING SOLUTIOI{S CENTER {HSC), administered. by KITSAP COMMUNITY
RESURCES (KCR), is requesting yorlr permission to share your confidential information ard
recordg in crder to provide you wtth outreach gervices that are provicled by other programs and
agency.
You are not required tcr give y$ur coruent to share this confidential anrl personal inforrnatioru
If you dc agree to share your confideniiai irdormation and personal tccords, this informatien
will be shared with parbrering agencies in the communily antl only un a need*lo-know basis.
The sale purpose of rcvcaling this infarmation will be to enable &e HSC staff, under the
administration of Kitsap CarnrnuniSr Resources, to provide yau with appropriate external and
intema.l services.
If you dr: not consent to share your confidcntial iRfi:rmation and records, those recorris will
only be shared to the extent ailowed by statc anrl federal liw.
Your eligibility to participate in HK pr$gtarns does not depend on your agreement to share
your confidential inJon:ration and personal records with outside agencies.
lf you choose not to share your ccrnJidential information and personai rec*rds, including your
SCIcial Security Number, you may not be eligible for further services that require irrter-ageney
cooperation.
The information disclosed tcr the HSC parhrering agencies will notbe further re-clisclosed by
those agencies withoutyour specific authorization and further censent"
I agSee thata photocopy of this authorization firay be used for the purpose $tated above.
Signnhrte Date
ffi"ffi-
Page 86 of 172
$.* ri ns Scl uti f,?:,g??j,$t Homeless Grant Funding Application
Hcad of Household ONLY:
First Name :l,ast Name:Dale
Any tamilv member over thr: agc- of 60?
An-v lamily member under lhe age of 5?
Any fanrily member rrregnant?
In the last year have you:
YES NO
Been released from an inpatient chemical deperrdency program? What Facility?
When?
Been released fi'om an inpatient mental health facility? What l;acility?
When?
Used crisis service, including crisis cenlers or suicide prevention hotlines?
Are you currently?
YES NO
Are ycu currently enrolled in an outpatient ch*mical dependency prograrn'l What
fhcilitv?
Are you currently receiving treatment f"or a serious mental illness?
Drinking or using drugs ailer cornpleting a treatmenl program?
Experiencing violence or tbar for your sati:t-v in your househc'ld?
Ei&cled br- a develor:mental or learning disability?
Receiving lreatment fbr a chr:onir: medical condition?
ll'yes, what is the conrJition?
Having experienced any em*tional, physical, ps_vcholi:gical. sexual or cther ty'pe of
atruse nr lrauma which you have not sought help fbr, andlor which has causecl
homelessness?
Flave a permanent rrhysical disability that lirnits mobiliqr?
Have you:
YES NO
Been cclnvicted of a fblony in lhe past 3 years?
Ever been homeless lor a -vear or more or been hrimeless fur 3 or mors times?
lf you do not receive assistanre today and are homeless, where will you sleep tonight?
Select one, if you know:
Emergency shelter
ln a vehicle
Site withaut water or electricitv
With sorneone who is abusing ms or anr:ther rnember af my lamily
Monthly Househald Income
Page 87 of 172
City of Port Orchard
Work Study Session Executive Summary
Issue Title: Utility Late Fees and Penalties
Meeting Date: April 21, 2020
Time Required: 20 minutes
Attendees: None
Action Requested at This Meeting: Provide any questions and direction on the policy topic
Issue: From time to time, City utility customers have requested some flexibility regarding
late fees and penalties. On occasion, customers have presented some circumstances which
might warrant consideration for flexibility, but do not meet the current criteria for
consideration of a waiver set out in the Port Orchard Municipal Code and related policies..
Additionally, the City has identified a potential need to provide additional flexibility during
and related to declared emergencies.
Background: On March 17, 2020, the Council voted to suspend utility shut-off and related
fees for delinquent accounts during the current declared public health emergency. That
action, however, did not waive all late fees and penalties for delinquent utility customers.
Although shut-off cannot occur during the declared emergency, some penalties continue to
accrue. The Council acted on January 22, 2019 to provide the Finance Director authority to
waive late fees and penalties for delinquent utility customers, under certain conditions.
However, declared emergencies do not fit into the criteria for such a waiver. As a result, the
Finance Director does not have the discretion to waive late fees and penalties for customers
experiencing the effects of COVI-19. The Finance department anticipate the effects and
impact to the utility customers from COVID-19 may last longer than the officially declared
emergency period. This is due to timing of billing, and long-lasting impacts on the economy,
business, and jobs. Additionally, over the last year the finance department has encountered
circumstances which merit consideration for a waiver but does not qualify under the
currently established criteria. The Finance Department has been asked to propose policy
modifications to provide additional limited circumstances in which a customer could qualify
for a waiver of late fees and penalties.
Governor Inslee’s Proclamation 20-28: This item is COVID-19 related, and necessary and
routine, for the following reasons: by this action, the Council would be adopting legislation
to allow the City’s Finance Director discretion to waive penalties and fees for delinquent
utility customers who are suffering due to the fiscal impacts of the COVID-19 declared public
health emergency. In addition, this legislation is routine as it piggybacks recent legislation
adopted by the Council (prior to the declared emergency) and has been discussed with
Page 88 of 172
Executive Summary 3
Page 2 of 2
Council previously. This legislation is necessary to provide a much needed relief to utility
customers due to the fiscal impacts of the current public health crisis.
Alternatives: Do nothing.
Recommendation: The Finance Department recommends consideration of the new policy
and related amendments to the Port Orchard Municipal Code to delegate authority to the
Finance director under the policy criteria to waive late fees and penalties that qualify.
Relationship to Comprehensive Plan: N/A
Attachments: Will be provided prior to meeting.
Follow-up Notes & Outcomes:
Page 89 of 172
City of Port Orchard
Work Study Session Executive Summary
Issue Title: Downtown/County Campus Subarea Plan and Planned Action EIS
Meeting Date: April 21, 2020
Time Required: 20 Minutes
Attendees: Nick Bond, Community Development Director
Action Requested At This Meeting: Discuss Project and Provide Direction.
Issue: In fall 2019, the City received a $50,000 grant from the Department of Commerce, which is
intended to develop plans and actions that will increase residential building capacity, in accordance
with E2SHB 1923. The City allocated the grant funds, in addition to funding from other sources, for
development of a subarea plan and planned action EIS for the Downtown and County Government
Campus centers, and selected GGLO LLC as the consultant on the project.
A professional services agreement with GGLO LLC was approved by the City on January 15, 2020, for
a total of $206,845. The project completion deadline, as required by the Commerce grant, is April 1,
2021. Required deliverables will include a draft subarea plan and planned action EIS during 2020, and
ordinances adopting the final subarea plan and planned action EIS by April 1, 2021. As of April 14,
2020, GGLO LLC has billed the City for $3,792.50. Deliverables have not yet been provided.
In addition to the residential housing component, the subarea plan and planned action EIS are also
intended to serve as the framework for the eventual establishment of a combined
Downtown/County Campus Regional Center. The Downtown and County Campus are currently
designated in the City’s Comprehensive Plan as individual Countywide Centers. As indicated in
section 2.7.5.1 of the Land Use Element, the Comprehensive Plan proposes that these adjacent
centers be combined (with revisions as needed) to meet the requirements for a Candidate Regional
Center according to the Puget Sound Regional Council (PSRC) VISION 2050 planning document. In
April 2020, the City submitted an application for Candidate Regional Center certification to the Kitsap
Regional Coordinating Council (KRCC) for the combined Downtown/County Campus Candidate
Regional Center, to be subsequently ratified by the PSRC. The PSRC will consider certifying Candidate
Regional Centers as new Regional Centers in 2024. This timeline will allow local jurisdictions to
complete their centers planning in advance of, or in conjunction with, the land capacity analysis and
other land use planning for the required 2024 local Comprehensive Plan updates.
The Covid-19 pandemic, and the resulting statewide shutdown and financial impacts, may affect the
City’s financial outlook for the remainder of 2020 and beyond. Approximately $156,845 from the
City’s General Fund has been allocated for the subarea plan/planned action EIS in 2020-2021, to
supplement the $50,000 Commerce grant.
Page 90 of 172
Executive Summary Item No. 4
Page 2 of 2
The Finance Department and the Mayor have been working with department heads to identify
planned spending that could be delayed or cut in the event that revenues decline below budget
esitmates. Because the City is currently in the early stages of this project and due to the high dollar
amount of the project, DCD was asked about the potential to delay this project. The strict deadline
associated with the grant funding for this project does not create much of an opportunity for delay.
The department of commerce has indicated that our current deadline of April 1 could be delayed until
June 30 and that our scope of work could be modified. However, this project already had a very tight
timeline and there is little room to slow it down to watch revenue projections. At this time, the City
must either confirm it’s committemnet to the project and timeline, or, condiser terminating the grant
agreement and absorbing the funds spend on the project to date. The city has not requested
reimbursement from the grant funds at this time.
A decision to cancel this project would likely derail the city’s efforts to seek Regional Center status
through PSRC during their 2024 application window and would likely delay our ability to apply until
2029. This would limit opportunities to apply for funding as a Regional Center in the future
transportation funding window at PSRC.
The City and Consultant are ready to launch an online public outreach process before the end of April,
but wanted to check in with the City Council prior to proceeding, in light of the current challenges
that the City faces.
Governor Inslee’s Proclamation 20-28: This item is [check all that apply]: X COVID-19 related;
X necessary and routine, for the following reasons: This discussion is needed due to financial
concerns related to COVID-19, combined with the strict deadline established by the legislature related
to a previous grant award.
Alternatives: 1) Continue with the current project scope and cost, Commerce grant contract and
GGLO personal services agreement, with a deadline of April 1, 2021 (could potentially be extended
to June 30, 2021); (2) Return the grant to Commerce if the City decides it cannot allocate funding to
complete the current contract and agreement by April 1, 2021, and discontinue the project; (3)
Return the grant to Commerce if the City decides it cannot allocate funding to complete the current
contract and agreement by April 1, 2021, but continue the project if the City determines that over a
longer period of time equivalent funding could be allocated from other sources in order to complete
the project (would require revised GGLO agreement).
Recommendation: The City Council should discuss its desire to move forward with this project in
light of the current COVID-19 crisis.
Relationship to Comprehensive Plan: The subarea plan under discussion will, if completed and
approved by the City Council, be incorporated into the Comprehensive Plan by amendment.
Attachments: Commerce grant contract; GGLO LLC personal services agreement
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Page 105 of 172
CITY OF PORT ORCHARD PROFESSIONAL SERVICES AGREEMENT
THIS Agreement is made effective as of the l5th day of January 2020, by and between the City of
Port Orchard, a municipal corporation, organized under the laws of the State of Washington, whose address
is:
CITY OF PORT ORCHARD, WASHINGTON (hereinafter the "CITY")
216 Prospect Street
Port Orchard, Washington 98366
Contact: Mayor Robert Putaansuu Phone: 360.876.4407 Fax: 360.895.9029
and GGLO, LLC, a Limited Liability Company, organized under the laws of the State of
Washington, doing business at:
GGLO, LLC
l30l First Ave
Suite 301
Seattle, WA 98101
(hereinafter the "CONSULTANT")
Contact: Jeff Foster Phone: (206) 465-5828 Fax: (206) 467-0627
for professional services in connection with the following Project:
Downtown Port Orchard Sub Area Plan and Planned Action EIS
TERMS AND COI\DITIONS
1. Seruices by Consultant.
A. The Consultant shall perform the services described in the Scope of Work attached to this
Agreement as Exhibit " 8," with the study area shown on exhibit "A," and in accordance with the schedule
as shown on exhibit "D." The services performed by the Consultant shall not exceed the Scope of Work
without prior written authorization from the City.
B. The City may from time to time require changes or modifications in the Scope of Work.
Such changes, including any decrease or increase in the amount of compensation, shall be agreed to by the
parties and incorporated in written amendments to the Agreement.
2. Schedule of Work.
A. The Consultant shall perform the services described in the Scope of Work in accordance
with the tasks identified within Exhibits "A and B" and the terms of this Agreement. If delays beyond the
Consultant's reasonable control occur, the parties will negotiate in good faith to determine whether an
extension is appropriate.
City of Port Orchard and GGLO, LLc
Public ll/orks Project No. _
Professional Service Agreement Contract No. ozo-2o
I ofS
Rev 7/18/2019
Page 106 of 172
B. The Consultant is authorized to proceed with services upon receipt of a written Notice to
Proceed.
3. Terms. This Agreement shallcommence on Januarv 15.2020 ("Commencement Date") and shall
terminate April l, 2021 unless extended or terminated in writing as provided herein. The City
reserves the right to offer two (2) one-year extensions prior to contract expiration to retain
the selected company's services.
4. Compensation.
TIME, AND MATERIALS NOT TO EXCEE,D. Compensation for these services shall not exceed
$206,845 without written authorization and will be based on the list of billing rates and reimbursable
expenses attached hereto as Exhibits "Cl and C2."
5. Payment.
A. The Consultant shall maintain time and expense records and provide them to the City
monthly after services have been performed, along with monthly invoices in a format acceptable to the City
for work performed to the date of the invoice.
B. All invoices shall be paid by City warrant within thirty (30) days of receipt of a proper
invoice. If the City objects to all or any portion of any invoice, it shall so notify the Consultant of the same
within fifteen (15) days from the date of receipt and shall pay that portion of the invoice not in dispute, and
the parties shall immediately make every effort to settle the disputed portion.
C. The Consultant shall keep cost records and accounts pertaining to this Agreement available
for inspection by City representatives for three (3) years after final payment unless a longer period is
required by a third-party agreement. Copies shall be made available on request.
D. On the effective date of this Agreement (or shortly thereafter), the Consultant shall comply
with all federal and state laws applicable to independent contractors, including, but not limited to, the
maintenance of a separate set of books and records that reflect all items of income and expenses of the
Consultant's business, pursuant to Revised Code of Washington (RCW) 51.08.195, as required by law, to
show that the services performed by the Consultant under this Agreement shall not give rise to an employer-
employee relationship between the parties, which is subject to Title 51 RCW, Industrial Insurance.
E,. tf the services rendered do not meet the requirements ofthe Agreement, the Consultant will
correct or modify the work to comply with the Agreement. The City may withhold payment for such work
until the work meets the requirements of the Agreement.
6. Discrimination and Compliance with Laws
A. The Consultant agrees not to discriminate against any employee or applicant for
employment or any other person in the performance of this Agreement because of race, creed, color,
national origin, marital status, sex, age, disability, or other circumstance prohibited by federal, state, or
local law or ordinance, except for a bona fide occupational qualification.
B. Even though the Consultant is an independent contractor with the authority to control and
direct the performance and details of the work authorized under this Agreement, the work must meet the
City of Port Orchard and cct-o, t-t-c
Public ll/orks Project No. _
Professional Service Agreement Contract No. ozo-zo
2 of8
Rev 7/18/2019
Page 107 of 172
approval of the City and shall be subject to the City's general right of inspection to secure the satisfactory
completion thereof. The Consultant agrees to comply with all federal, state and municipal laws, rules and
regulations that are now effective or become applicable within the term(s) of this Agreement to the
Consultant's business, equipment and personnel engaged in operations covered by this Agreement or
accruing out of the performance of such operations.
C. The Consultant shall obtain a City of Port Orchard business license prior to commencing
work pursuant to a written Notice to Proceed.
D. Violation of this Paragraph 6 shall be a material breach of this Agreement and grounds for
cancellation, termination, or suspension of the Agreement by the City, in whole or in part, and may result
in ineligibility for further work for the City.
7. Relationship of Parties. The parties intend that an independent contractor-client relationship will
be created by this Agreement. As the Consultant is customarily engaged in an independently established
trade which encompasses the specific service provided to the City hereunder, no agent, employee,
representative or sub-consultant of the Consultant shall be or shall be deemed to be the employee, agent,
representative or sub-consultant of the City. In the performance of the work, the Consultant is an
independent contractor with the ability to control and direct the perforrnance and details of the work, the
City being interested only in the results obtained under this Agreement. None of the benefits provided by
the City to its employees, including but not limited to compensation, insurance, and unemployment
insurance, are available from the City to the employees, agents, representatives or sub-consultants of the
Consultant. The Consultant will be solely and entirely responsible for its acts and for the acts of its agents,
employees, representatives and sub-consultants during the performance of this Agreement. The City may,
during the term of this Agreement, engage other independent contractors to perform the same or similar
work that the Consultant performs hereunder.
8. Suspension and Termination of Agreement
A. Termination without cause. This Agreement may be terminated by the City at any time for
public convenience, for the Consultant's insolvency or bankruptcy, or the Consultant's assignment for the
benefit of creditors.
B. Termination with cause. This Agreement may be terminated upon the default of the
Consultant and the failure of the Consultant to cure such default within a reasonable time after receiving
written notice of the default.
C. Rights Upon Termination.
l. With or Without Cause. Upon termination for any reason, all finished or unfinished
documents, reports, or other material or work of the Consultant pursuant to this Agreement shall
be submitted to the City, and the Consultant shall be entitled to just and equitable compensation for
any satisfactory work completed prior to the date of termination, not to exceed the total
compensation set forth herein. The Consultant shall not be entitled to any reallocation of cost,
profit or overhead. The Consultant shall not in any event be entitled to anticipated profit on work
not performed because of such termination. The Consultant shall use its best efforts to minimize
the compensation payable under this Agreement in the event of such termination. Upon
termination, the City may take over the work and prosecute the same to completion, by contract or
otherwise.
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2. Default. tf the Agreement is terminated for default, the Consultant shall not be
entitled to receive any further payments under the Agreement until all work called for has been
fully performed. Any extra cost or damage to the City resulting from such default(s) shall be
deducted from any money due or coming due to the Consultant. The Consultant shall bear any extra
expenses incurred by the City in completing the work, including all increased costs for completing
the work, and all damage sustained, or which may be sustained, by the City by reason of such
default.
D. Suspension. The City may suspend this Agreement, at its sole discretion. Any
reimbursement for expenses incurred due to the suspension shall be limited to the Consultant's reasonable
expenses, and shall be subject to verification. The Consultant shall resume performance of services under
this Agreement without delay when the suspension period ends.
E. Notice of Termination or Suspension. If delivered to the Consultant in person, termination
shall be effective immediately upon the Consultant's receipt of the City's written notice or such date as
stated in the City's notice of termination, whichever is later. Notice of suspension shall be given to the
Consultant in writing upon one week's advance notice to the Consultant. Such notice shall indicate the
anticipated period of suspension. Notice may also be delivered to the Consultant at the address set forth in
Section 15 herein.
9. Standard of Care. The Consultant represents and warrants that it has the requisite training, skill
and experience necessary to provide the services under this Agreement and is appropriately accredited and
licensed by all applicable agencies and governmental entities. Services provided by the Consultant under
this Agreement will be performed in a manner consistent with that degree of care and skill ordinarily
exercised by members of the same profession currently practicing in similar circumstances.
10. Ownership of Work Product.
A. Drawings, Specifications and other documents, including those in electronic form,
prepared by the Consultant and the Consultant's consultants are Instruments of Service for use solely with
respect to the Project. Nevertheless, upon full payment of all sums due or anticipated to be due the
Consultant under this Agreement and upon performance of all the City's obligations under this Agreement,
the latest original Drawings, Specifications, and the latest electronic data prepared by the Consultant and
the Consultant's consultants for the Project shall become the property of the City. This conveyance shall
not deprive the Consultant or the Consultant's consultants of the right to retain electronic data or other
reproducible copies of the Drawings and Specifications or the right to reuse information contained in them
in the normal course of their professional activities. The Consultant and the Consultant's consultants shall
be deemed the authors of such electronic data, documents, and design, and shall retain all rights not
specifically conveyed, and shall be given appropriate credit in any public display of such documents. Under
no circumstances shall the transfer of ownership of the Drawings, Specifications, electronic data or other
Instruments of Service be deemed to be a sale by the Consultant, and the Consultant makes no warranties,
express or implied, of MERCHANTABILITY or of fitness for a particular purpose.
B. All written information submitted by the City to the Consultant in connection with the
services performed by the Consultant under this Agreement will be safeguarded by the Consultant to at
least the same extent as the Consultant safeguards like information relating to its own business. If such
information is publicly available or is already in the Consultant's possession or known to it, or is rightfully
obtained by the Consultant from third parties, the Consultant shall bear no responsibility for its disclosure,
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inadvertent or otherwise. The Consultant is permitted to disclose any such information only to the extent
required by law, subpoena or other court order.
11. Work Performed at the Consultant's Risk. The Consultant shall take all precautions necessary
and shall be responsible for the safety of its employees, agents and sub-consultants in the performance of
the work hereunder, and shall utilize all protection necessary for that purpose. All work shall be done at
the Consultant's own risk, and the Consultant shall be responsible for any loss of or damage to materials,
tools, or other articles used or held by the Consultant for use in connection with the work.
12. Indemnification. The Consultant shall indemniff and hold the City, its officers, officials,
employees harmless from any and all claims, injuries, damages, losses or suits;caused by negligent acts,
errors or omissions of the Consultant in performance of this Agreement, except for injuries or damages
caused by the negligence of the City.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then,
in the event of liability for damages arising out of bodily injury to persons or damages to property caused
by or resulting from the concurrent negligence of the Consultant and the City, its officers, officials,
employees, the Consultant's liability hereunder shall be only to the extent of the Consultant's negligence.
The provisions of this section shall survive the expiration or termination of this Agreement.
IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE,
INDEMNIFICATION PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S WAIVER OF
IMMUNITY UNDER INDUSTRIAL INSURANCE, TITLE 5I RCW, SOLELY FOR THE PURPOSES
OF THIS INDE,MNIFICATION. THE PARTIE,S FURTHER ACKNOWLEDGE, THAT THEY HAVE
MUTUALLY NE,GOTIATE,D THIS WAIVER.
13. Insurance. The Consultant shall procure and maintain for the duration of this Agreement,
insurance against claims for injuries to persons or damage to property which may arise from or in
connection with the performance of the work hereunder by the Consultant, its agents, representatives, or
employees.
A. Minimum Scope of Insurance
Consultant shall obtain insurance of the types described below:
l. Automobile Liability insurance covering all owned, non-owned, hired and leased
vehicles. Coverage shall be written on lnsurance Services Office (lSO) form CA 00 01
or a substitute form providing equivalent liability coverage.
2. Commercial General Liability insurance shall be written on ISO occurrence form CG
00 0l or a substitute form providing equivalent liability coverage and shall cover
liability arising from premises, operations, independent contractors and personal injury
and advertising injury. The City shall be named by endorsement as an additional
insured under the Consultant's Commercial General Liability insurance policy with
respect to the work performed for the City. If necessary, the policy shall be endorsed
to provide contractual liability coverage.
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3. Werkers' Cempensation c overage as required by the Industrial Insurance laws of the
State of Washington.
4. Professional Liabilitv insurance appropriate to the Consultant's profession.
B. Minimum Amounts of Insurance
Consultant shall maintain the following insurance limits:
l. Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $ 1 ,000,000 per accident.
2. Commercial Liabilitv insurance shall be written with limits no less than
$ 1,000,000 each occurrence, $2,000,000 general aggregate.
3. Workers' Compensation in accordance with statutory requirements.
4. Professional Liabilit_v insurance shall be written with limits no less than $1,000,000
per claim and S1,000,000 policy aggregate limit.
C. Other lnsurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions for
Automobile Liability, Professional Liability and Commercial General Liability insurance:
l. The Consultant's insurance coverage shall be primary insurance as respect the City.
Any insurance, self-insurance, or insurance pool coverage maintained by the City shall
be excess of the Consultant's insurance and shall not contribute with it.
2. The Consultant shall provide thirty (30) days written notice to the City prior to the
cancellation or change of its insurance policies.
3. The City will not waive its right to subrogation against the Consultant. The
Consultant's insurance shall be endorsed to waive the right of subrogation against the
City, or any self-insurance, or insurance pool coverage maintained by the City.
4. If any coverage is written on a "claims made" basis, then a minimum of a three (3) year
extended reporting period shall be included with the claims made policy, and proof of
this extended reporting period provided to the City.
D. Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:VII.
E. Verification of Coverage
The Consultant shall furnish the City with original certificates and a copy of the amendatory
endorsements, including but not necessarily limited to the additional insured endorsement,
evidencing the insurance requirements of the Consultant before commencement of the work.
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14. Assigning or Subcontracting. The Consultant shall not assign, transfer, subcontract or encumber
any rights, duties, or interests accruing from this Agreement without the express prior written consent of
the City, which consent may be withheld in the sole discretion of the City.
15. Notice. Any notices required to be given by the City to the Consultant or by the Consultant to the City
shall be in writing and delivered to the parties at the following addresses:
Robert Putaansuu
Mayor
216 Prospect Street
Port Orchard, WA 98366
GGLO, LLC
Jeff Foster
l30l First Ave
Seattle, WA 98101
Phone: (206)465-5828
Fax: (206) 467-0627
16. Resolution of Disputes and Governing Law.
A. Should any dispute, misunderstanding or conflict arise as to the terms and conditions
contained in this Agreement, the matter shall first be referred to the Mayor, who shall determine the term
or provision's true intent or meaning. The Mayor shall also decide all questions which may arise between
the parties relative to the actual services provided or to the sufficiency of the performance hereunder.B. If any dispute arises between the City and the Consultant under any of the provisions of
this Agreement which cannot be resolved by the Mayor's determination in a reasonable time, or if the
Consultant does not agree with the Mayor's decision on a disputed matter, jurisdiction of any resulting
litigation shall be filed in Kitsap County Superior Court, Kitsap County, Washington.
C. This Agreement shall be governed by and construed in accordance with the laws of the
State of Washington. In any suit or action instituted to enforce any right granted in this Agreement, the
substantially prevailing party shall be entitled to recover its costs, disbursements, and reasonable attorneys'
fees from the other party.
17. General Provisions.
A. Non-waiver of Breach. The failure of either party to insist upon strict performance of any
of the covenants and agreements contained herein, or to exercise any option herein contained in one or more
instances, shall not be construed to be a waiver or relinquishment of said covenants, agreements, or options,
and the same shall be in full force and effect.
B. Modification. No waiver, alteration, modification of any of the provisions of this
Agreement shall be binding unless in writing and signed by a duly authorized representative of the City and
the Consultant.
C. Severability. The provisions of this Agreement are declared to be severable. If any
provision of this Agreement is for any reason held by a court of competent jurisdiction to be invalid or
unconstitutional, such invalidity or unconstitutionality shall not affect the validiry or constitutionality of
any other provision.
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Fax: 360.895.9029
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D. Entire Agreement. The written provisions of this Agreement, together with any Exhibits
attached hereto, shall supersede all prior verbal statements of any officer or other representative of the City,
and such statements shall not be effective or be construed as entering into or formingapart of or altering
in any manner whatsoever, the Agreement or the Agreement documents. The entire agreement between
the parties with respect to the subject matter hereunder is contained in this Agreement and the Exhibits
attached hereto, which may or may not have been dated prior to the execution of this Agreement. All of
the above documents are hereby made a part of this Agreement and form the Agreement document as fully
as if the same were set forth herein. Should any language in any of the Exhibits to this Agreement conflict
with any language contained in this Agreement, then this Agreement shall prevail.
IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year set forth
above.
CITY OF PORT ORCHARD,
WASHINGTON
CONSULTANT
Robert Mayor
By:
Name:
Title:
TIA CATE,:
City Clerk
FORM:
By:
Archer, City Attorney
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Principal
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Exhibit A - Stud Area Ma
Potential study area
expansron
--.
C ty of Port Orchard
Centers
County Campus
Downtown
Proposed Redevelopment
Study Areas
Potential Programmatic
EIS Study Boundary
expansion, to be
determined by PSRC
Regional GroMh Centers
Criteria
Note:
-County Campus Planned Action
Study Area will be based on
proposed County expansion plans,
by others.
-West Downtown Gateway Planned
Action Study Area includes existinc
concept design for the Kitsap Bank
and South Kitsap Community
Center Campus.
II
East Downtown
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HIBIT B
Sco e o ervices
Port Orchard Subarea P an and P anned Action E S (POSP)
City of Port Orchard, WA
Date: January 09,2020
Overview
GGLO (Consultant) will serve as the primary contract entity for the Port Orchard Downtown and County
Government Campus Subarea Plan and Planned Action EIS (POSP) and provide contract oversight for the
phases and tasks as outlined below. The POSP Scope of Services wil! address two focus areas:. Downtown and County Government Campus Subarea Visioning and Planning. Draft-Final Planned Action Subarea Plan /ElS Process and Planned Action Ordinance (PAO)
The key objectives of the POSP are to:. ldentify a long-range land use vision, opportunities to increase housing, and transportation plan
for the Port Orchard Downtown and County Government Campus Subarea.. Develop preferred Subarea Plan for the Downtown and County Campus Centers.. Develop Planned Action redevelopment alternatives for the targeted areas within the larger
subarea plan, including:
o West Downtown Gateway and Waterfront.
o East Downtown Gateways.
o Kitsap County Government Campus Cline Ave. Corridor
' Prepare the required Environmental lmpact Statement (ElS) and Planned Action Ordinance (PAO)
in response to applicable state, and local environmental policy act requirements, and;. Provide support for City approval of Subarea Plan and completion of the Fina! EIS and PAO.. The GGLO team will work with the City of define the boundaries of the focus areas for SEPA EIS
review. The EIS will evaluate the direct, indirect, cumulative and construction-related impacts
associated with up to two alternatives and the No Acton Alternative.. Through the initial analysis phase and EIS Scoping process, the GGLO team will work with the City
of Port Orchard to determine if additional scope amendments are required.
The following Scope of Services will inform the plan development, review and approval process and final
POSP documentation. The Scope of Services includes four (4) primary phases with individual tasks and
deliverables necessary to support the POSP and related environmenta! impact study requirements.
PHASE TASK HIGH LEVEL DESCRIPTION
1fi) Analysis /
Kick-off
I Project Kick-off / Logistics / Management
2 PSRC Cord / Meeting
3 Data Collection / Analysisr Base Mapping. Codes and Standards, Policy Assessment
4 Market Economic Analysis (Heartland)
. Baseline. Development Capacity Analysis
5 Leadership Team Workshop (at GGLO / Zooml
110 Visioning
/ Engagement
6 Stakeholder Outreach (up to 2 meetings)
7 Public Engagement - lnitial
o Public Vision Survey
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Date: January 9,2020
a Public Kick-off Open House
8 Analysis & Visioning Summary
120 Design &
Alternatives
Exploration
9 Draft Subarea Plan
o Preliminary Draft Plan Document
o Alternative Concept Development
o Alternatives Leadership Work Session (at GGLO lZooml. lmplementation Strategies
10 EIS lnitiation
. Scoping Preliminary SEPA work plan
11 Public Engagement - EIS Scoping Meeting
L2 !nfrastructure Reports and Assessments (Reid Middleton, BHC, TSI)
o Transportation
o Water and Sewer
o Storm Water
13 Draft EIS
t4 Public Engagement - Draft EIS / Alternatives
130 Draft-
Final Plan I
EIS.PAO
Approval
Process
15 Final EIS IPAOo lntra-Agency Review / Coordination of Final EIS
o PAO Memo
16 Final Sub Area Plan
t7 Final Reporting / PAO Adoption
PHASE 100: KICK-OFF / ANALYSIS
Task 1fi).1: Project Kick-off / Logistics / Management - ZOOM Conference Call Meeting
GGLO (Consultant), along with their consultants and the City Project Manager, willjointly provide project
management and coordination throughout this contract phase. Following a Notice-to-Proceed, the
Consultant will organize a Project Kick-off meeting via zoom conference. At this Kick-off meeting, the
Consultant wil! confirm the study process, key deliverables, milestones and timelines, and review the
project Communication Plan that will include; staff and stakeholder contact information, project logistics
and a project management schedule. Ongoing project management will include project management
communications, City/Consultant staff work sessions and key milestone coordination meetings as part of
the POSP process.
The Project Communication Plan will be developed to outline key project team members, decision-
makers, and stakeholder organizations. The City will provide names and contact information for each
group.
The Consultant (GGLO) will plan for up to (3) trips to the City of Port Orchard, WA throughout the study
process. The trips will consist of various meetings, site visits, workshops and public events to be scheduled
as part of the plan process. These would include (3) public meetings and up to (2) stakeholder meetings.
The City Project Manager will coordinate with the Consultant on meeting agendas and locations, and
meeting minutes as required. Travel to Port Orchard, WA will include labor time and reimbursable
expenses (travel, per diem). All monthly invoices and deliverables will be provided in PDF electronic copy
unless otherwise noted.
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Project Communicotion Plon
Ongoing Project Monogement
Co nfere nce Ca ll check-i ns
Schedule Updotes / Site Visit
Task LOO.2 PSRC Meeting
The Consultant will assist in coordination with and participate in up to one (1) meeting with the Puget
Sound Regional Council. The purpose of the PSRC meeting and coordination includes:. Seek feedback on possible regional center boundaries and alternatives.
' Obtain clear understanding of how the city should demonstrate that its proposed center meets
centers criteria.. Confirm PSRC existing activity unit analysis.
An agenda will be developed in advance by the Consultant team and City staff. The City will determine the
participants and coordinate meeting logistics including scheduling and location.
Deliverable:
t Summary Documentotion of PSRC lnput
Task 100.3: Data Collection / Analysis
The City and other agencies will provide in digital format applicable existing conditions reports and
previously completed studies, plans and polices that may affect the Subarea and Planned Action. The data
collection effort will focus on the subarea planning level analysis to inform possible land use and
transportation systems planning for the Subarea. This may include but is not limited to:. Demographic / Economic Studies. Land Use and Zoning Regulationsr Transportation, Complete Streets and Transit Data. City/County Development Standards and Design Guidelines, City Sustainability Strategies. City Capital lmprovement Plans. Neighborhood Plans. lnfrastructure Assessment Studies. Current City-Owned Assets within the Subarea
Based on the information provided by the City, the Consultant will review applicable information and
develop a summary matrix identifying potential gaps in information. The Consultant will also summarize
in a matrix format the direct impacts that current City policy, regulations and standards may have on the
Subarea plan.
Subtask 100.3.1 Base Mapping
The Consultant will develop a digita! base map for the Subarea area using existing CitV I County GIS and
Google Map datum and Sketch-up data (if available). A study area base map will be developed using both
2D plan and potentially 3D Sketch-up digital tools for targeted study sites. A draft digital base map will be
developed for review and comment. Based on input from the City, the Consultant wil! make final edits for
use of the base map for the study area accordingly.
Task 100.3.2: Codes and Standards, Policy Assessment
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The Consultant will review and assess applicable City codes and standards and provide a summary matrix
highlighting key issues affecting the Subarea Planning area. The Consultant will consider at a minimum,
applicable land use and zoning codes, design and development standards, comprehensive plan and
neighborhood plan policy, and city regulatory requirements as part of the Subarea Plan analysis. This
information wil! be used to evaluate alternative land uses and transportation system design and advance
a preferred alternative. The summary matrix will be provided as part of the interim lnfrastructure Report
deliverable.
Deliveroble:
. Project Dota Collection Summory Motrix
. Project Bose Map (digitalformot)
. Codes ond Standards Summary Motrix
Task 1fi).4: Market Economic Analysis - Heartland
This task has two major components: (1) Baseline Assessment; (2) Capacity Analysis. Both tasks will be
consolidated into one technical memo or presentation deck.
Subtask 100.4.1 Baseline Assessment
The Baseline Market Assessment, completed during the initial Analysis phase of the project, will help the
team to better understand the likely future demand for development of various types, to inform design
and other technical build out of the site. This will include an overview of:. Existing baseline socio-economic data. The existing housing inventory in the study area. Job conditions in the immediate market area. Real estate trends for residential and commercial development types in Port Orchard and the
region.
Subtask tOO.4.2 Updated Development Code Yield analysis based on 20-Year Build-out
The development capacity analysis will help the team to better understand future development
opportunities within the subarea. The analysis will include:! Assessment of vacant and redevelopable lands by zone (within the subarea boundary). Analysis of net buildable lands incorporating critical areas, required public infrastructure and
other factors impacting net developable arear Estimate of overall development capacity based on current zoningr Estimated development yield within the subarea over the planning period (20 years) showing built
square footage estimates at high and low development thresholds, based on variations on market
absorption.
Deliverable:. Both Subtasks will be consolidoted into one technicol memo or presentation deck.
Task 100.5: Leadership Team Workshop
The Consultant will plan and facilitate a Leadership workshop to be scheduled following the Notice-to-
Proceed. The Leadership Workshop will be held at GGLO Seattle office and will be attended by City project
members, invited decision-makers, and the project Consultant team. The intent of the Leadership
Workhop is to review the study purpose and objectives and clarify the project scope of work and
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expected project outcomes. The City staff will provide an overview of the Subarea Plan and
redevelopment site goals and objectives.
As part of the Leadership workshop, the Consultant team will facilitate the discussion of the following
agenda items:. Public Outreach Plan. Preliminary Vision and Goals. Preliminary Programing. Key topics potentially to be addressed in the subarea plan such as: opportunities to increase
housing, economic and rea! estate market conditions, circulation network, land use and urban
design, parking, market and affordable housing, open space system and placemaking, the 20-
minute neighborhood concept, as example.
The Workshop will serve as an initial visioning discussion to define key design principles and priorities,
and potentia! outcomes for the POSP. The project schedule will be provided to participants along with a
communications decision diagram highlighting criticalteam members and tasks, decision points and who
is ultimately responsible for developing key recommendations and final decisions throughout the course
for the POSP.
Deliverable:. Facilitotion of o Leodership Workshop. Summary Documentotion of Workshop lnput
PHASE 110: Visioning / Outreach
The Consultant will prepare and facilitate outreach events as described in the Communications Plan.
Labor, including traveltime, and expenses for alltrips to Port Orchard, WA wil! be charged to the City. The
City will be responsible for coordinating and paying for meeting room location and logistics, required AV
equipment for indoor or outdoor events (to be determined), set-up and take down of equipment,
refreshments and advertising of meetings through the City website, direct mailings, social media and
public announcements. The Consultant will provide content to the City for regular monthly website
updates. Monthly web updates and the posting of online surveys will be the responsibility of the City. The
Consultant will provide a summary of the outreach activities that the Consultant is responsible for, forthe
City to use to advertise and promote the project.
The Consultant will provide assistance to the City for social media and digital marketing communication
project needs, including draft content (text and images) for the City 's review. Specific communications
tools such as developing mailers, email updates, social media posts (content) and press releases will be
produced and distributed by the City. lnput opportunities may include map-based components and
graphics to help stakeholders understand concepts and context when providing input. This task assumes
the City will pay for advertising costs for meeting notices and mailings for all events and online input
opportunities. The City is responsible for public information press releases, website and social media
updates and documenting input from these sources as required.
Task 110.6 Neighborhood Association / Stakeholder Outreach
The Public outreach plan developed in task 100 will include Stakeholder outreach and engagement with
up to two (2) neighborhood association / stakeholder group meetings to provide project updates and
gather input as required. These meetings shall be scheduled concurrently to reduce team travel. Agendas
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will be developed in advance by the Consultant team and City staff. Meeting materials will be adapted
from previous meetings as required. The Consultant will provide a brief summary of findings after each
meeting. The City will determine the participants and coordinate meeting logistics including scheduling
and location. ln addition to these outreach meetings, the project team will work with City Staffto identify
additional opportunities for stakeholder outreach and input. Potential stakeholders may include:
Neighborhood Associations; Subarea business owners POBSA, County, Kitsap Transit, Chamber, School
District, Navy, Port of Bremerton, Utility Providers, Homebuilders Association, Tribes, etc.
Deliveroble:t Summory Documentotion of Stokeholder lnput
Task LLO.7: Public Engagement - lnitial
The Consultant will coordinate with the City Project Manager to plan and execute the
engagement including the following elements:r Community Open House Events / Public Meetings (Up to 1)r Community Online Surveys (Up to 1)
initial public
These in-person and online activities will inform the public and stakeholders about the project and allow
opportunities forthe community to provide input into the visioning and initial analysis of the Subarea plan
and review diverse perceptions of the site's conditions and character. Each activity will be tied to
objectives outlined in the project communications plan and key questions will be identified for such that
input requested is useful to the planning process and decision-making. The Consultant will provide the
strategy and approach for community open house with input from the City. The City will coordinate event
logistics including scheduling, securing and paying for facility rentals and equipment. The consultant will
produce materials for events (informational handouts /fact sheets, display board and maps) in
coordination with the City. The City and Consultant willjointly staff outreach events.
Deliveroble:t Community Open House / lnitial Public Meeting. lnformotion hondouts/foctsheetst Short visual preference Survey. Display boords and/or maps (up to 4 totol). Event Summary Reports
Task 110.8: Analysis & Visioning Summary
The Consultant will consult with City staff and project team members to review data collection efforts and
facilitate discussions on the long-range plan vision, goals and objective and design precepts for the
Subarea Plan. The information collected will help formulate a collective long-range vision and aspirations
for the project. A visioning Summary will define a Vision Statement, project goals and objectives, key
design strategies and metrics that will ensure the success of the plan implementation over time. The
Consultant will provide an Analysis / Visioning lnterim Report to the City for review. The report will be
provided in digital PDF format. A staff review period will be established to ensure a timely review.
Deliverable:
. Droft Anolysis and Visioning lnterim Report (Digital PDF formot)
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Following the analysis and visioning summary, the Consultant team will work with the City to confirm the
project vision and scope remain consist with the agreed Consultant scope and fee. !f needed the
Consultant will work the City to make revisions scope or fee revisions.
PHASE L2O: EXPLORATION
Task L2O.9z Draft Subarea Plan
Prior to the commencement of this task, the final project boundaries, programing and degree of emphasis
on feasibility, and implementation opportunities to increase housing must be definitively defined. lt is
anticipated that the Subarea Plan will be comprehensive to address all required plan elements and wil!
contain a combination of a written narrative, info-graphics and other supporting visuals. The Subarea Plan
will reflect the values and desires of the community as defined through the plan process. At minimum,
the draft Subarea Plan wil! include: a vision statement, purpose, goals and objectives, design precepts,
background data and proposed policy recommendations to clearly articulate the community's values and
aspirations for the Subarea. The goal is to develop a concise, easily understood and visually appealing
document that balances written content with graphics and support mapping as needed.
Subtask Task 120.9.1: Preliminary Draft Plan Document
The Consultant wil! meet with City staff to discuss the format and layout of the draft Subarea Plan
document and outline the essential elements of the plan document. The document wi!! be a concise,
digitally-based PDF document. The intent is to design the document to be compatible as a web-based
interactive document. Based on input received on the document format, the Consultant will provide a
preliminary draft template and table of contents outline of the Subarea Plan for review and approval. The
Subarea PIan document may address, but is not limited to:. lntroduction. Existing Conditions. Urban Design Framework / Long Term Vision
. Opportunities and Constraints Analysis
. Circulation, Access, and Parking
. Housingr Planned Action Study Areas and Alternatives. !mplementationStrategies. Appendices
Deliverable:. Preliminory Draft-template ond Outline. Preliminory Droft Suboreo Plon in PDF formot
Subtask Task L2O.9.2: Alternative Concept Development
As part of the subarea planning process, the Consultant willwork in conjunction with the Leadership team
to develop two (2) conceptual alternatives for consideration under the planned action ElS. These
atternatives will be based on the following planned action site(s), (see map): West Downtown Gateway;
East Downtown Gateway; CentralWaterfront; County Government Campus / Cline Street Corridor. These
development concepts will serve as the basis for the Planned Action Alternatives. Each alternative would
be based on the same high-level conceptual site layout with a variation in proposed development
intensities.
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Date: January 9,2O2O
Deliveroble:. Draft Development Site Plons ond diograms
Subtask Task 120.9.3: Alternative Development Concepts Leadership Meeting
The Consultant will plan and facilitate a Leadership meeting to review draft development concepts and
alternatives. The Meeting will be held at GGLO Seattle office and will be attended by City project members,
invited decision-makers, and the project Consultant team. The intent of the meeting is to review broad
subarea planning concepts and confirm the alternatives to be considered.
Deliverable:. Focilitotion of Leadership Meeting. Summary Documentation of Workshop lnput
Subtask L2O.9.4: lmplementation Strategies
The Consultant will provide an overview of Urban Design and lmplementation Strategies for the POSP.
The strategies are intended to guide the built urban form and non-built areas of the Subarea by
establishing guidelines to organize, manage and integrate a variety of mixed uses within the development.
These strategies may include a narrative, conceptual diagrams, ot precedent imagery. The
lmplementation Strategies will broadly outline design parameters and permitted uses, estabtish the
necessary building-to-street and building-to-building character and relationships, thoroughfare and
landscape design concepts for the development.
The lmplementation Strategies section may identify a wide range of possible short-term priorities and
long-term needs, and an action plan that outlines an approach for the next steps. This may include
recommendations addressing future code amendments and zoning changes, funding strategies, land
acquisitions, partnership agreements, etc. This Scope of Services does not include any Land Use
Development Code modifications, Comprehensive Plan land use designations or zoning amendments.
Deliveroble:
' Draft Urbon Design Stondords and lmplementotion Strotegies Fromework Plan in digitol PDF
format
Task 120.10: Environmental Impact Statement (ElS) Initiation
Preparation of the EIS willconsist of three phases, including Phase l- Project lnitiation/ElS Scoping; Phase
ll - Draft EIS; and, Phase lll - Fina! E|S/Assistance Drafting Planned Action Ordinance. The Consuttant wil!
provide services forthe completion of the SEPA Environmental lmpact Statement (ElS)and assistance with
the completion of a Planned Action Ordinance (PAO). The intent of the EIS is to facilitate designation of
the subarea as a planned action (pursuant to WAC 197-LL-L64 and VMC 20.790). A Draft and Final (ElS)
wil! be completed to evaluate environmental impacts of the subarea plan as required in orderto designate
the area as a planned action. Following completion of the ElS, a ptanned action ordinance will be drafted
summarizing potential mitigation impacts associated with the subarea, establishing thresholds for
development and providing for streamlined environmental review of projects that are consistent with the
subarea plan.
subtask 120.10.1: scoping, lnitiation, and preliminary sEpA Matters
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Date: January 9,2O2O
During this task, the City and Consultant will complete the EIS scoping process including finalization of
alternatives and determining the scope of the Draft ElS. The scoping process will be integrated into the
public outreach process for the overall subarea plan and specific efforts and costs associated with the
public meeting and scoping are addressed above. The Consultant will prepare a draft Determination of
Significance (DS) and scoping notice and provide it to the City for review and comment. The Consultant
will finalize the DS and provide it to the City. The City wil! publish and distribute the DS (required public
notices and on-!ine) per the requirements of WAC I97-LL 350 and wil! be listed as the recipient for public
comments. During the 21-day comment period on the DS one of the open houses identified in the tasks
above wi!! be held. The consultant will provide a method to receive written comments on the DS to be
collected by the City at the open house.
Once the Draft EIS scoping period is complete, the City will provide the Consultant with an electronic
record of all comments received. The Consultant will review and summarize comments by issue area and
develop a technical memorandum recommendation to the City on whether the scope for the Draft EIS as
outlined in the DS and scoping notice should be modified. The City will provide the Consultant with a
complete electronic record of a!! comments reviewed.
Following the project scoping process, the City and Consultant will meet to discuss strategies required to
complete the next scope of work process. The scope elements identified below will be reviewed and
revised if necessary, to reflect any changes in the scope of the Draft EIS identified by the SEPA responsible
official.
Items included in the EIS lnitiation phase include:. Review applicable existi .
Provide input to the City and the GGLO team regarding the overall public relations stratesv and
elements of the public relations strategy that relate to the SEPA process.
With the City and the GGLO team, confirm reasonable alternatives for analysis in the EIS and the
range of environmental issues to be analyzed in the ElS.
Prepare a brief Preliminarv SEPA Work Plan summarizing the assumptions regarding alternatives
to be analyzed (two action alternatives and the No Action Alternative assumed), elements of the
environment, EIS format, etc.
Create an "lnformation Needs Memo": This Memo will be the framework movi ng forward with
the technical analyses and has been a proven and valuable toolto achieve an efficient start to the
SEPA process. lt ensures a consistent understanding of data needs and schedule.
Confirm Schedule for SEPA review.
Review the City of Port Orchard's Determination of Sienificance/ElS Scopine Notice and attend
public scoping meeting.
Attend and actively participate in the EIS Sco meetins.
Review and comment on the City of Port Orchard's summarv of comments (written comments
and testimony) received during the public Scoping period.
lnitiate Preparation t e Draft EIS Chapter 2 - This is the description of the Proposed Action and
Alternatives. A draft of this chapter will be submitted to the City and GGLO for
review/concurrence. Upon completion of City/GGLO review, Chapter 2 wil! be distributed to the
Deliverable:
. Draft and finol Determination of Significonce ond Scoping Notice
I
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Campus Subarea Plan and Planned Action EIS (POSP) - Scope of Services
Date: January 9,2O2O
Memorandum Summory; Public Comments and Recommendotions (Responses) os port of Finol
Scoping Determinotion to Droft EIS Scope
Task l2O.Ltz Community Engagement - EIS Scoping
The Consultant will provide presentation material and support as required for the EIS Scoping public
meeting. The Consultant will prepare graphic, content and presentation materials, and be prepared to
assist the City staff for up to one (1) Public Meetings. The City will coordinate event logistics including
scheduling, securing and paying for facility rentals and equipment. The consultant will produce materials
for events (informationa! handouts/fact sheets, display board and maps) in coordination with the City.
The City and Consultant will jointly staff outreach events. The consultant assumes that City staff will
provide written responses to all public inquiries and/or other agencies.
Deliverable:
' Preporotion of digitol presentation materiols ond ottendonce os required ot up to (L) public
meeting.. Disploy boords and/or mops (up to 4 totol)t Event Summary Reports
Task L2O.L2: lnfrastructure Report and Analysis
The Consultant will provide a summary assessment of existing infrastructure systems affecting the
Subarea planning area. The assessment will include an overview of the current street network and
transportation system, non-motorized access, bicycle and pedestrian infrastructure, current transit
services, traffic, utilities, water, storm drainage, and sanitary sewer plans for the Subarea. The assessment
will rely on data collected as a part of Task 110: Data Collection / Base Mapping along with previous
assessments completed by for the City.
The Consultant wi!! review publicly available data sources or additiona! background studies and reports
that are provided and prepare an existing conditions assessment inventory. For municipal utilities the
assessment wi!! include the review of publicly available data, prior studies, comprehensive facility plans,
and background data provided by municipal agencies to identify and describe existing utilities and service
capacity for water, sewer, storm drainage, and irrigation services. No additional fieldwork or field
verification of existing utilities will be completed as part of this task.
Following a determination of EIS alternatives, utilities and transportation will be evaluated by devetoping
anticipated increase in demand and determining whether existing infrastructure improvements may be
required beyond those currently planned. Assumptions will be based on general planning standards and
no modeling or engineering will be completed as part of the effort. As applicable, the consultant will
identify leve! (threshold) of new residentia!/employment development that would trigger need for new
or expanded utilities. Analysis included in this proposal assumes that the subarea pan will not increase
development capacity beyond those currently anticipated in the existing City zoning and comp plan.
Subtask LZ:O.L?.L Traffic lmpact Study / Transportation Compliance Letter
The Consultant will conduct a traffic analysis associated with the Port Orchard Downtown and County
Government Campus Subarea Plan and Planned Action ElS. ltems included in this task include:
Proiect administrat and oualitv control.Prepare regular status reports and project invoices
Summarize existing conditions, including the following elements:
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Date: January 9,2O2O
o Vehicular conditions, including circulation, functiona! classification, Levels of Service, and
existing LOS deficiencies.
o Nonmotorized conditions, including pedestrian/bicycle facilities, public transit, and water
transportation.
Confirm subarea alternatives which will be provided by GGLO staff. Subarea alternatives may
include land use (zoning) and transportation network changes. TSI will confirm understanding of
alternatives with GGLO before proceeding to future conditions analysis. Subarea alternatives may
be developed iteratively based on results of future LOS results and identified thresholds for new
residential and commercial development.
Analvze future (2040) conditions for up to 2 alternatives in addition to a baseline scenario. The
future conditions analysis will include the following elements:
o Alternative description. including development forecasts, network improvements, and
areawide PM peak hour trip generation forecasts
o Street network characteristics, including access and circulation, functional classification,
street design cha racteristics,
o Vehicular operations, including intersection and segment LOS results and anticipated LOS
deficiencies based on Port Orchard and WSDOT LOS policy.
o Nonmotorized access and circulation, includi ng pedestrian/bicycle facilities, public
transit, and water transportation
o This task includes up to 4 hours of Transportation Solutions staff time to review future
conditions results and possible network deficiencies with GGLO and City staff. Results may
be used to revise subarea alternatives identified in Task 3.
Summarize findings and recommendations in technical reoort. Report will describe methods and
assumptions, existing conditions, future alternatives, and future conditions for each alternative.
Recommended transportation improvement projects will be identified as necessary.
Review findings and recommendations with GGLO and C ity staff, as necessary. This task includes
up to 4 hours of Transportation Solutions staff time to participate in conference calls or in-person
meetings, as necessary.
Deliverable:. lnterim Drofi lnfrostructure Summary Report. Droft ond FinolTroffic Anolysis Results Memorondum/Recommendotions (preferred alternative). Suboreo Plan Tronsportotion Network Recommendotions Mop ond Norrative
Subtask L2O.L2.2: Water / Sewer lmprovement needs and thresholds
The Consultant will rely on existing City, State, and other local sources of information to develop an
inventory of existing conditions. No field investigation, field survey, modeling, or any type of stormwater
management design is proposed as part of the subarea plan/EIS effort. Scope within this task includes:
. Provide a general description of the previous water and sanitary sewer study and planning
conducted by the City.. Provide a general description of the current water and sanitary sewer system including:
o Existing water supply, storage, and distribution
o Current capacity and demand
o Capacity and current flows to the Port Orchard/West Sound Utility District Wastewater
Treatment Facility
o Wastewater facilities and infrastructure
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Date: January 9,2O2O
r Describe any previously identified system constraints.r Describe any previously identified water or sanitary sewer system capacity improvements that
would be necessary to mitigate existing constrains.. Provide a general description of the water or sanitary sewer system demands anticipated under
subarea plan development assumptions and relationship to previous planning.
' lndicate general system improvements needed to accommodate the future demands required
beyond those previously identified, if any.
Deliverable:
' lnterim Draft lnfrostructure Summory Memorandum describing existing water ond sonitory
sewer utility system within the suboreo and previous planning efforts.
' Final woter and sonitory sewer infrostructure Memorondum identifying currently planned or
future potentiolly required improvements to support the suboreo plon.
Subtask t2O.L2.3z Stormwater lmprovement needs and thresholds
The Consultant will rely on existing City, State, and other local sources of information to develop an
inventory of existing conditions. No field investigation, field survey, modeling, or any type of stormwater
management design is proposed as part of the subarea plan/ElS effort. Scope within this task includes:
' Provide a general description of the previous drainage basin planning conducted by the City.
' Provide a general description of the current stormwater system including a written summary and
existing system mapping.r Describe any previously identified system constraints.I Describe any previously identified stormwater system improvements that would be necessary to
m itigate existing constrains.
' Provide a general description of the stormwater runoff conditions anticipated under subarea plan
development assumptions and relationship to previous drainage basin planning. ldentify
potentially opportunities for direct outflow locations and required measures.
' Indicate general stormwater system improvement required beyond those previously identified, if
any.
Deliverable:t lnterim Droft lnfrastructure Summory Memorondum describing existing stormwater utility
system within the suboreo ond previous plonning efforts.
' Finol Stormwater infrastructure Memorondum identifying currently plonned or future potentially
required improvements to support the suboreo plan.
Task L2O.L3z Draft EIS
ln this task, the Consultant will prepare a Draft EIS (DEIS) for review by the City. Following incorporation
of the City's comments, the Consultant will provide a PDF of the Draft EIS for the City to publish.
Key assumptions/considerations for the EIS include the following:
' The team will work with the City to define tasks for producing a planned action EIS in support of
the subarea plan. As such, the overall objective will be to provide certaintv for future, site-specific
development proposals and greatly facilitate the permitting process for such projects.
' Preparation of the Subarea Plan and EIS will be an iterative process with the EIS helping to inform
and shape key elements of the plan.
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Date: January 9,2O2O
. The EIS will be formatted to provide an overall analysis of the entire subarea planning area, with
a focus of analysis for up to three focus areas. Two of the focus areas will be located in the
Downtown area and one will be located in the County Government campus area. It is assumed
that the EIS development assumptions forthe areas outside of the focus areas (such as Residential
1 and 2 zoned areas) will continue as existing use and density.r The GGLO team wi!! work with the City of define the boundaries of the focus areas for SEPA EIS
review.. The EIS will evaluate the direct, indirect, cumulative and construction-related impacts associated
with up to two alternatives and the No Acton Alternative.. Technical input (technical memos) for the EIS will include the following existing City of Port
Orchard technica! team members: Transportation (Transportation Solutions lnc.); and Utilities
(BHC, lnc. for water and sewer, and Reid Middleton for stormwater).. The Land Use and Population/Employment sections will be based, in part, on GGLO and
Heartland information provided as part of subarea planning.
. The Aesthetics section will include visual simulations provided by GGLO.. The EIS will identify measures that if implemented, could mitigate the impacts identified. The
EIS will link mitigation to development thresholds, as appropriate. The identified mitigation
thresholds will also support the Planned Action Ordinance.. The City of Port Orchard will distribute all public notices, the Draft EIS and the Fina! ElS.
This scope of work assumes that only the following elements of the environment are relevant and will be
addressed in the DEIS:r Cover. Fact sheetr Distribution list. Table of contents, Summary. Alternatives including:
o No action (development under current plan/zoning)
o Two (2) alternative development scenarios! It is assumed that at this point (prior to EIS scoping) that the EIS will evaluate the following
elements of the environment:
o Land Use/Relationship to Plans and Policies
o Population/Employment
o Housing
o Aesthetics
o Utilities
o Transportation. Any additional items required as a result of the scoping process to be an additional service.
ltems included in the DEIS phase include:. Coordinate with the City of Port Orchard and the GGLO team regarding finalization of EIS scope
and team membe/s responsibilities.. Coordinate with the City and GGLO team regarding information necessary for the Draft ElS.
. Update the tnformation Needs Memo based on the finalized scope and team information needs.
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Campus Subarea Plan and Planned Action EIS (POSP) - Scope of Services
Date: January 9,2O2O
. Review and comment on the draft technical reports/information, including reports/information
related to Water (Reid Middleton for stormwater); Transportation (Transportation Solutions lnc.);
and, Utilities (BHC, lnc. for water and sewer).. Coordinate with the GGLO team regarding input related to !and use density/height assumptions,
population, employment, housing, and visual simulations.I Serve as principal author of the Preliminary Draft EIS, including Fact Sheet, Summary Chapter, EIS
Sections (including Land Use/Relationship to Plans & Policies, Population/Employment, Housing,
and Aesthetics).. Produce the Preliminary Draft EIS and submit (electronically) to the City and GGLO for review and
comment.r Revise the Preliminary Draft EIS based on comments received; submit the Updated Preliminary
Draft EIS to the City (a total of two rounds of review assumed).. Coordinate production of the Draft EIS for issuance.r Attend the Draft EIS public meeting organized and run by the GGLO team and City.
' Participate in up to 5 team meetings (held in Seattle) or conference calls throughout the Draft
EIS phase (Phase ll).
The PDEIS will be provided to the City for review and comment in one round of revisions before the
Consultant finalizes the Draft ElS. The Consultant wil! review and respond to the comments, either
incorporating them into the document or explaining why the comment did not result in a change. Upon
resolution the Draft EIS will be finalized as a PDF document and provided to the City for publication.
Deliverable:. lnitial DEIS ond finol Droft EIS
' Droft ond finol Notice of DEIS Availobility Suitoble for City Publication and Legal Notices and
Distribution
Task L2O.L4z Community Engagement - Draft EIS / Alternatives
The Consultant will provide presentation material and support as required for the EIS Scoping public
meeting. The Consultant will prepare graphic, content and presentation materials, and be prepared to
assist the City staff for up to one (1) Public Meetings. The consultant will produce materials for events
(informational handouts/fact sheets, display board and maps) in coordination with the City. The City and Consultant
will jointly staff outreach events. The consultant assumes that City staff will provide written responses to all
public inquiries and/or other agencies.
Deliveroble:t Preporotion of digitol presentotion moteriols and ottendonce os required ot up to (1) public
meeting.. Disploy boords and/or maps (up to 4 total). Online input ond responses (up to 30). Event Summory Reports
Public Review of Draft EIS
The Draft EIS will be published for a minimum thirty (30) day public comment period. The Consultant will
prepare a draft Notice of Availability for the City's review. The City will distribute the notice availability
and/or the Draft EIS per state and local requirements, pursuant to WAC tg7-tL-455, to its established
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Date: January 9,2O2O
SEPA distribution list and others who may have requested the document during scoping. The City will be
responsible for reproduction and distribution of the Draft ElS. This scope assumes that one of the project
public meetings will be during the public comment period for the Draft EIS and this forum can be used as
an additional method to obtain public comments. The Consultant will provide a method for written
comments to be collected by the City and will provide technical staff to attend to provide information and
respond to questions on the Draft ElS.
The City wil! be responsible for reviewing the written comments submitted to the City on the Draft ElS.
The City will provide the Consultant with a complete electronic record of all comments received. The scope
and costs for the EIS assume that a maximum of thirty (30) distinct individual substantive comments will
need to be reviewed and require responses. ln addition, the scope assumes that no new analysis or
alternatives wil! be required as a result of the EIS comments. The Consultant will review and evaluate the
comments and provide the City with a summary matrix of substantive comments and proposed method
of response. The matrix will be reviewed in a meeting with the City.
Deliveroble:t Preparotion of digitol presentation materiols and ottendonce os required ot up to (1) public
meeting.t Summory Motrix of Substontive Comments ond Method of Response
PHAES 130: FINAL PLAN / EIS-PAO / APPROVAL PROCESS
Task 130.15: Final Environmental lmpact Statement (Final EIS)/ Planned Action Ordinance (PAO)
Subtask 130.15.1: Final Environmental lmpact Statement (Final EIS)
Following receipt of the comments on the Draft ElS, WAC L97-1-l-560 specifies that a Final EIS shall
consider the public and agency comments on the Draft ElS. ltems included in this task include:
. Coordinate with the City to receive copies of all comment letters and e-mails received regarding
the Draft EIS during the Draft EIS public comment period. Review all comments, as well as the
Draft EIS public hearing testimony to ldentify substantive comments that require responses.
. Schedule and participate in a zoom meeting involving the City, GGLO team, and other members
of the project team to:
o confirm all substantive comments that require a response; and
o confirm whether any comments require additiona! analyses.
. Distribute comment Ietters with identified comments to applicable consultant team members and
assign responsibilities for preparation of responses to specific comments (written comments and
testimony).. Prepare responses to comments assigned to EA.
. lnternally review and edit all comment responses (and analyses) prepared by members of the
project team.r lncorporate responses into the format of a preliminary Final EIS and internally edit that document.
. Submit copies of the preliminary Final EIS to the City for review.
r Revise the Preliminary Fina! EIS based on comments from the City; submit the Updated
Preliminary to the City (a total of two rounds of review assumed).
. Coordinate production of the Final EIS for issuance.
. Attend up to 4 zoom conference calls throughout the Final EIS phase.
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Date: January 9,2O2O
The Scope of Work for the Final EIS may not be fully estimated until completion of the Draft EIS and review
of the agency and public comments on the Draft EIS has been completed. A final, separate Scope of Work
for the Final EIS will be re-evaluated after results of the public comments have been received on the Draft
ElS. lf additional analysis is required a separate scope and fee can be provided.
Once complete, a draft Final EIS would be provided to the City for one round of review and the Consultant
would incorporate comments into a Fina! ElS. The Final EIS would be provided to the City in a PDF format.
No action can be taken on the plan, PAO or any other permits until 7 days following completion of the
Final ElS.
Deliveroble:t Draft Final ond Final EIS in digital PDF format
Subtask 130.15.2: Planned Action Ordinance
A Planned Action is implemented through a planned action ordinance (PAO) adopted by the City Council.
A draft PAO will be developed to accompany the subarea plan as it is considered for recommendation and
adoption by the Planning Commission and City Council. The PAO will be consistent with RCW 43.2LC.03L,
WAC 109-11-164-772 and VMC 201790.530. The planned action will include maximum development
thresholds (units or square feet) for the subareas, allowed land uses, mitigation measures and other
criteria that must be met for a project proposed within the subarea to quality as a planned action and not
require a formal SEPA threshold determination. Future projects that are consistent with PAO
requirements can be determined by the City as a Planned Action and no further SEPA compliance may be
required.
The Consultant will provide assistance to the City to prepare a project level draft and final PAO. The PAO
is anticipated to include the subarea plan development thresholds such as maximum development
threshold (units or square feet) for various proposed uses in the subarea, allowed land uses, mitigation
measures and other applicable criteria. The ordinance will be prepared consistent with the requirements
of WAC 797-1-1-768 and will include:r Purpose. Findingsr Procedure and Criteria for evaluating projects as planned actions. Other standard ordinance sections.
' Required mitigation measures and development thresholds will be included in an appendix to the
ordinance and will be based on the subarea plan and FEIS.
The City will lead the adoption of the PAO by the City Council. The Consultant will provide support for staff
during the legislative adoption process.
Deliveroble:
' Droft - Final PAO outline memo and comments in digitot PDF formot (ossume 70 tabor hours)
Task 130.16: Final Sub Area Plan
Based on input received from the City project team, work sessions, and required content edits from the
City, the Consultant will provide a Draft-Final Subarea Plan document to the City. The Subarea plan
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Campus Subarea Plan and Planned Action EIS (POSP) - Scope of Seruices
Date: January 9,2O2O
document wil! be provided in digital PDF format for City review and use. The City will be responsible for
providing all comments in writing and submittal to the Planning Commission and City Council as part of
the plan approva! process.
Deliverable:
t Droft - Final Suboreo Plan in digitol PDF formot.
Task t3o.L7: Final Reporting / Planned Action Ordinance Adoption
Upon final approval / adoption of the POSP, Environmenta! !mpact Statement (ElS) and Planned Action
Ordinance (PAO), the Consultant will consolidate al! project files and fonruard that material to the City as
required. A final project close-out will occur once the City has received all applicable information. The
consultant will attend up to one (1) meeting as part of the final approval process and be available as
required to respond to questions from the City.
Deliverable:. Final Report Delivery ftlectronic PDF files)
Project Assumptions
. The subarea will be completed at a neighborhood scale conceptual level with massing only as
required for the EIS and will not include detailed site design.. All internal project meetings will be via conference call or will be held at GGLO's downtown
Seattle office.. City of Port Orchard EIS comments wil! primari[ be provided as direct edits, with no new analysis
or alternatives required.. The City of Port Orchard wil! distribute all public notices, the Draft EIS and the Final ElS.
. EIS lssuance - EA Engineering will produce a limited number of CDs (approximately 25) and
hardcopies (approximately 10) of the Draft EIS for the City. We will also prepare pdf files of the
document to be placed on the City's website (this is the primary way the document will be made
available to the public).
The tasks noted below have not been completed and are NOT a part of this Scope of Work.
r Site Boundary / Topographic Survey Data*
. Additional coordination with agencies other than PSRC
. Additiona! Public Outreach (beyond this Scope of Services)
. Additional meetings other than those specifically included in Basic Services.
. Additiona! design, engineering or other studies/analyses
. Study Models or Presentation Models.
' Rendered/Colored Perspectives and 3-D modeling, other than what is identified.
. Marketing lnformation such as brochures, exhibits, etc.
. Landscape Design
r Constructability Consultant / Value Engineering Exercise
r Detailed site design or Final design
. Engineering/design for site development
. Other items not currently identified/anticipated in this proposal.
* Topographic survey to include mapping of the site study area, all utilities, above ground utility structures,
existing building foot prints, street improvements, edge of al! hard and pervious surfaces, public water,
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Date: January 9,2O2O
storm and sanitary sewer structures with pipe invert elevations, existing vegetation, trees and Iarger drop
line radius of trees. Allsurfaces will be mapped on an approximate 50-foot grid or less including sufficient
break lines to allow for an accurate l-foot contour interval.
Included Meetings (in-person)
L. PSRC Meeting (at PSRC)
2. Project Leadership - Workshop lTeam Kick-off (at GGLO)
3. Stakeholder Outreach (up to 2 meetings, one trip to Port Orchard)
4. Public Engagement - Kick-off (at City of Port Orchard)
5. Public Engagement - EIS Scoping (at City of Port Orchard)
5. Project Leadership - Alternatives (at GGLO)
7. Public Engagement - EIS Alternatives (at City of Port Orchard)
8. Public Adoption Meeting (at City of Port Orchard)
Meeting Notes:
' All other meetings / check-ins will be video conference calls via zoom.. GGLO will attend all meetings.. EA will attend meetings #:2,4,5,6,7,8r Heartland will attend meetings #: 2
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Exhib t C: Fee Tab e
Port Orchard Subarea Plan and P anned Action E S (POSPI
Port WA LlelzOLe
.Colltoh.nt L!5 i.cluded GGLC, l(,9a admlnbnatlon fee
EimbuBable erpensEs shallbe billed at. multiple of one and on*tenth (1.10) limes the erpenses incured by GGLO.
s18,000
So
16,000
s68,200
37,800 s 15,000 92,050 27,650 173,500
TASKMEMBER
- Environmental
- Real Estate Advisory
Hourly Estimate
Hourly Estimate
Hourly Estimate
5- Water / Sanitary
Hourly Estimate
Hourly Estimate
Hourly Estimate
s9,405
s8,8oo
- Transportation
Mlddeltonr - Storm Water
Estimate 500 500
TOTAT 37,800s s 15,50O s 124,395 s 28,150 s 205.84s
TASK lOO
SUBAREA PIAN
KtcK-oFF / ANAIYSIS
TASK 110
tNtTtAt vtstoNtNG
TASK 120
DESTGN & EXPTORATTON /
EIS PHASE 1&2
TASK 130
FrNAt EIS-PAO / PLAN
APPROVAT TOTAT
TERMS IABOR
S 19,800
So
So
S36,soo
Sss,sso
So
51s,00c
512,6sc
Sc
sSubtotal
Team
Relmbursable
Page 133 of 172
TermsoAgreement ii Rtes
Date of Agreement:
Project:
Project No.:
EXH B T C.2
LNG TE&TEM
01t09t2019
Port Orchard Subarea Plan and Planned Action EIS (POSP)
2019099.01
I. COMPENSATION
Compensation for Professional Services is billed on an hourly basis up to an agreed upon not to
exceed. Compensation for Supplemental Services shall be billed on an hourly basis according to the
billing rate schedule below, or as agreed to prior to the commencement of the services.
II. GGLO .2020 HOURLY B LL NG ES
Principal Ill $290
Principal Il $255
Principal I $220
Senior Architect lll $200
Senior Architect ll $190
Senior Architect I $180
Architect ll $155
Architect I $145
Designer ll $125
Designer I $1 15
Senior Landscape Architect lll $180
Senior Landscape Architect ll $170
Senior Landscape Architect I $160
Landscape Architect ll $150
Landscape Architect I $135
Landscape Designer ll $125
Landscape Designer I $115
Senior Urban Designer lll $200
Senior Urban Designer ll $190
Senior Urban Desiger I $180
Urban Designer !V $155
Urban Designer lll $145
Urban Designer l! $125
Admin. - Manager $180
Administrative Statf $130
The rates and multiples set forth above may be adjusted as required by GGLO compensation practices.
Page 134 of 172
! . SUBCONSULTANTS
The costs of subconsultants for engineering, model construction, artist's renderings, etc., when required
and authorized by the Owner, shall be billed at a multiple of one and one-tenth (1.10) times the
expense incurred by GGLO.
IV. RE MBURSABLE EXPENSES
Reimbursable expenses are charged in addition to compensation for Professional Services and include
printing and reproduction; long distance telephone charges; postage, delivery charges; transportation,
air travel, parking; and automobile use. Unless agreed otherwise, reimbursable expenses shall be
billed at a multiple of one and one-tenth (1.10) times the expenses incurred by GGLO.
V. INVO CING AND PAYMENTS
lnvoices shall be submitted monthly for services and reimbursable expenses incurred during the
preceding month. Services shall be billed on an hourly basis. Payments are due and payable upon
receipt of the invoice by the Owner. Failure of the Owner to notify GGLO in writing of any disputes with
the amount of any monthly invoices, within thirty (30) days of receipt by the Owner, shall be considered
acceptance of those invoices for payment under this agreement.
Amounts unpaid thirty (30) days after the date of the invoice shall bear interest at the rate of one and
one-half percent (1-112o/o) per month, or the maximum amount allowed by law, whichever is less. In
addition, GGLO may, after giving written notice to the Owner, suspend services until all amounts due
are paid in full, and the Owner shall indemnify, defend and pay any claims and expenses incurred by
GGLO resulting from such work stoppage and expenses from collection of amounts past due.
V . OTHER CONDIT ONS
See G ty of Port Orchard Profess ona Serv ces Agreement.
Page 135 of 172
EA Engineering, Science, and Technology, nc., PBC.
2020 Billing Rates
T. McCann
R. Schipanski
G. Brunner
M. Sarlitto
J. Ding
K. Hollinger
H. Dennis
QC Review (Planner Vl)
Project Director (Planner Vl)
Project Manager (PIanner V)
Project Manager (Planner V)
Planner (Planner lV)
Planner (Planner lV)
Planner (Planner l)
Other Rates
Auto mileage, per mile $0.58
ln-house photo copies, per page $0.15
Handling charge on subcontractors and expenses 10%
Rates are good through December 2020.
240
225
195
160
135
135
80
January 3,2OL9
Page 136 of 172
EARTLAN
CONSULTING FEES
AND REIMBURSEM ENT SCHEDULE
Effective lonuory 7, 2079
HOURLY BITLING RATES:
James Reinhardsen
John Shaw
Matt Anderson
Chris Fiori
Doug Larson
Deva Hasson
David Armitage
Erica Buckley
Lee Striar
Mark Goodman
Lanzi Li
Ben Wharton
Spencer Esau
Evan Schneider
Jenny Score
Tyson Heriot
Stephen Russell
Graduate lntern
Research Assistant/Graphic Assistant
(Note: Generol olfice overheod ond generol dedal work are incorporuted in these hourly mtes)
REIMBURSABLE COSTS:
5470
S41o
Ssso
s280
Szso
s280
s260
s2s0
Szgo
$zzo
s210
s210
Sreo
S18o
Sroo
Sr+o
Sloo
Sgo
Sso
Copies - color 7l xt7
Copies - color 8-U2 x L7
Copies of large format originals - all types
Mileage
Parking and tolls
Postage and delivery
Out.of-house productions
Large format prints
Mounting on presentation board
Travel - airfare, car rental, lodging and meals
St.s0 each
S.zs each
Cost
S.sg/mite
Cost
Cost
Cost
S8.solsf
53.7slsf
Cost plus 2%
RATES ARE SUBTEO TO ANNUAL INCREASES
l-f01 First At,cnLle, Suite 100 Se.rttlc, Washirrgton 9Bl0l rer 206682-2500 FAx 206467-1429 www.xEARrLANDLLc.coM
Page 137 of 172
ffi
Transportation Sol utions, lnc.
8250. 165th Avenue NE
Suite 100
Redmnd, WA 98052-6628
T 425-883-4r34
r 425-867.0898
www.tsinw.com Transportation Solutions, Inc.
2Ot9
OURLY BILLING TES
Name Title Hourly Labor
Billing Rate
Victor L. Salemann Principal $235.OO
Jeff S. Elekes Director $215.OO
David D. Markl Princi al $2 .oo
Andrew L. Bratlien Sr. Tr. Engineer $168.5O
Michelle L. Mach Sr. Tr. Engineer $168.50
Jeffrey P.K. Hee Sr. Tr. Engineer $168.50
Mary Ann Olson Engineer IV
Akmal Siddiqui ADA Services Specialist $145.OO
PhiI McDonald Sr. Eng ineering Tech $12O.OO
Jennifer Salemann Planner I $g8.oo
Jill Berberich Project Administrator $115.oo
Staff Engineerin Technician $ 6o-9S
EXPENSES
Reimbursable Expenses Direct Cost no
Markup
Sub-consultant invoices Direct Cost no
Markup
Billing rates are subject to change.
$145.oo
Page 138 of 172
Reid Middleton, Inc.
Exhibit rrArr Schedule of Charges
Effective July 1,2019 through June 30,2020
ror
Planner/Princ ipal Surveyor
orS
ect ect ect Planner ..............$
Crew Chief/
.$
.$
Hourly Rate
20s.00 - $ 260.00
20s.00 - $ 250.00
r80.00 - $ 20s.00
140.00 - $ 175.00
Personnel
T
Local
Writer I
- Automobile
echnici
I15.00 -140.00
105.00 -125.00
$
$
$
$
120.00
Technician/Technician/Technical Writer I .....................
Expert Witness/Forensic Engineering 1.5 times usual hourly rate (4 hour minimum)
Individuals not in the resular employ of Reid Middleton mav occasionallv be eneased to meet soecific
plgj-e.gt requirements. Ctrarges f<ir slrch personnel will be comparable to charges"fo"r regular Reib
Middletonpersonnel.
A premium may be charged if project requirements make overtime work necessary.
$ 100.00$ 90.00
$ 13s.00
$ 18s.00
$ 23s.00
l10.00
$
$
Person/RTK/Robotic/Scanni
P e rson/RT K/Rob oti c/S canni
Person/ RTIVRo
Equipment
Design Software/Computer Aided Drafting
III. Reimbursable Expenses
Local
II.
Survey Crew (l
Survey Crew (2
Survey Crew (3
Mileage
Mileage
Rate
$ 12.00/trour
$ 0.58/mile$ 0.65/mile- Survey Truck
Expenses that are directly attributable to the proiect are invoiced at cost plus l5%. These exDenses
include, but are not limit-ed to, subconsultant'or -subcontractor services, tiavel and subsistenc6,
communications, couriers, postage, fees and permits, document reproduction. special instrumentation and
field equipnJgnt rental,. preririumi for additional insuiance where r6quired, spi:cial supplies, and other costs
directly applicable to the project.
A new schedule of charges is issued and becomes effective July I each year. Charges for all work,
including continuing prdjects initiated in prior years, will be bdsed on tlie latest sch"edule of charges.
ry.Client Advances
H:\FORMS\EXHIBITSU0 I 9-A docx
Page 139 of 172
2020 Schedule of Charges
Billing Title Hourly Billing Rates
Principal Engineer Szqs - Szso
Sen ior Structu ra I Engineer Szso - Szss
Senior Electrical Engineer Szzs - Szss
Senior Project Manager Szzo - Szqs
Senior Engineer
Project Engineer Srgs - Szoo
Staff Engineer srzo - srso
Planning Manager Sros - Szzo
Senior Planner srso - sr6s
Planner Sroo - Srzs
GIS Specialist*Srzo - Srgo
Field lnspector & Building lnspectors*srzo - srzo
Building Code Compliance Review sroo - szso
CAD Manager*Sroo - Srso
Draftsperson*Srro - Sr+o
Project Ad m in istrator*Srro - Srss
Project Assista nt/Word Processor*Srro - Srzo
Professional Reimbursement:
The hourly billing rates include the cost of salaries of the BHC employees, plus paid sick and safe leave,
vacation, holiday, other fringe benefits, indirect overhead and fee. All employees classified as "non-exempt"
(billing category denoted with *) by the U.S. Department of Labor will be compensated at 1-1/2 times salary
for overtime hours, as per State and Federal wage and hour laws. Billing rates will be calculated accordingly
for these overtime hours.
Project Labor times 3.0% which includes telecommunications, faxes, standard U.S. Mail, mobile phones, and
internet access.
Direct Expenses:
Reimbursement for direct expenses incurred in connection with the work, will be at cost plus ten percent.
See Schedule of Non-Labor Charges for detail.
The foregoing Schedule of Charges is incorporated into the agreement for the services provided, effective
January 1, 2020 through December 31, 2020, and will be adjusted thereafter.
Srso - Szts
Communication Fee:
Page 140 of 172
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Page 142 of 172
EXHIBIT B
Scope of Services
Port Orchard Subarea Plan and Planned Action EIS (POSP)
City of Port Orchard, WA
Date: January 09, 2020
Overview
GGLO (Consultant) will serve as the primary contract entity for the Port Orchard Downtown and County
Government Campus Subarea Plan and Planned Action EIS (POSP) and provide contract oversight for the
phases and tasks as outlined below. The POSP Scope of Services will address two focus areas:
Downtown and County Government Campus Subarea Visioning and Planning
Draft-Final Planned Action Subarea Plan / EIS Process and Planned Action Ordinance (PAO)
The key objectives of the POSP are to:
Identify a long-range land use vision, opportunities to increase housing, and transportation plan
for the Port Orchard Downtown and County Government Campus Subarea.
Develop preferred Subarea Plan for the Downtown and County Campus Centers.
Develop Planned Action redevelopment alternatives for the targeted areas within the larger
subarea plan, including:
o West Downtown Gateway and Waterfront.
o East Downtown Gateways.
o Kitsap County Government Campus Cline Ave. Corridor
Prepare the required Environmental Impact Statement (EIS) and Planned Action Ordinance (PAO)
in response to applicable state, and local environmental policy act requirements, and;
Provide support for City approval of Subarea Plan and completion of the Final EIS and PAO.
The GGLO team will work with the City of define the boundaries of the focus areas for SEPA EIS
review. The EIS will evaluate the direct, indirect, cumulative and construction-related impacts
associated with up to two alternatives and the No Acton Alternative.
Through the initial analysis phase and EIS Scoping process, the GGLO team will work with the City
of Port Orchard to determine if additional scope amendments are required.
The following Scope of Services will inform the plan development, review and approval process and final
POSP documentation. The Scope of Services includes four (4) primary phases with individual tasks and
deliverables necessary to support the POSP and related environmental impact study requirements.
PHASE TASK HIGH LEVEL DESCRIPTION
100 Analysis /
Kick-off
1 Project Kick-off / Logistics / Management
2 PSRC Cord / Meeting
3 Data Collection / Analysis
Base Mapping
Codes and Standards, Policy Assessment
4 Market Economic Analysis (Heartland)
Baseline
Development Capacity Analysis
5 Leadership Team Workshop (at GGLO / Zoom)
110 Visioning
/ Engagement
6 Stakeholder Outreach (up to 2 meetings)
7 Public Engagement - Initial
• Public Vision Survey
Page 143 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
2
• Public Kick-off Open House
8 Analysis & Visioning Summary
120 Design &
Alternatives
Exploration
9 Draft Subarea Plan
• Preliminary Draft Plan Document
• Alternative Concept Development
• Alternatives Leadership Work Session (at GGLO / Zoom)
• Implementation Strategies
10 EIS Initiation
• Scoping Preliminary SEPA work plan
11 Public Engagement - EIS Scoping Meeting
12 Infrastructure Reports and Assessments (Reid Middleton, BHC, TSI)
• Transportation
• Water and Sewer
• Storm Water
13 Draft EIS
14 Public Engagement - Draft EIS / Alternatives
130 Draft-
Final Plan /
EIS-PAO
Approval
Process
15 Final EIS / PAO
• Intra-Agency Review / Coordination of Final EIS
• PAO Memo
16 Final Sub Area Plan
17 Final Reporting / PAO Adoption
PHASE 100: KICK-OFF / ANALYSIS
Task 100.1: Project Kick-off / Logistics / Management – ZOOM Conference Call Meeting
GGLO (Consultant), along with their consultants and the City Project Manager, will jointly provide project
management and coordination throughout this contract phase. Following a Notice-to-Proceed, the
Consultant will organize a Project Kick-off meeting via zoom conference. At this Kick-off meeting, the
Consultant will confirm the study process, key deliverables, milestones and timelines, and review the
project Communication Plan that will include; staff and stakeholder contact information, project logistics
and a project management schedule. Ongoing project management will include project management
communications, City/Consultant staff work sessions and key milestone coordination meetings as part of
the POSP process.
The Project Communication Plan will be developed to outline key project team members, decision-
makers, and stakeholder organizations. The City will provide names and contact information for each
group.
The Consultant (GGLO) will plan for up to (3) trips to the City of Port Orchard, WA throughout the study
process. The trips will consist of various meetings, site visits, workshops and public events to be scheduled
as part of the plan process. These would include (3) public meetings and up to (2) stakeholder meetings.
The City Project Manager will coordinate with the Consultant on meeting agendas and locations, and
meeting minutes as required. Travel to Port Orchard, WA will include labor time and reimbursable
expenses (travel, per diem). All monthly invoices and deliverables will be provided in PDF electronic copy
unless otherwise noted.
Deliverable:
Page 144 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
3
Project Communication Plan
Ongoing Project Management
Conference Call check-ins
Schedule Updates / Site Visit
Task 100.2 PSRC Meeting
The Consultant will assist in coordination with and participate in up to one (1) meeting with the Puget
Sound Regional Council. The purpose of the PSRC meeting and coordination includes:
Seek feedback on possible regional center boundaries and alternatives.
Obtain clear understanding of how the city should demonstrate that its proposed center meets
centers criteria.
Confirm PSRC existing activity unit analysis.
An agenda will be developed in advance by the Consultant team and City staff. The City will determine the
participants and coordinate meeting logistics including scheduling and location.
Deliverable:
Summary Documentation of PSRC Input
Task 100.3: Data Collection / Analysis
The City and other agencies will provide in digital format applicable existing conditions reports and
previously completed studies, plans and polices that may affect the Subarea and Planned Action. The data
collection effort will focus on the subarea planning level analysis to inform possible land use and
transportation systems planning for the Subarea. This may include but is not limited to:
Demographic / Economic Studies
Land Use and Zoning Regulations
Transportation, Complete Streets and Transit Data
City/County Development Standards and Design Guidelines
City Sustainability Strategies
City Capital Improvement Plans
Neighborhood Plans
Infrastructure Assessment Studies
Current City-Owned Assets within the Subarea
Based on the information provided by the City, the Consultant will review applicable information and
develop a summary matrix identifying potential gaps in information. The Consultant will also summarize
in a matrix format the direct impacts that current City policy, regulations and standards may have on the
Subarea plan.
Subtask 100.3.1 Base Mapping
The Consultant will develop a digital base map for the Subarea area using existing City / County GIS and
Google Map datum and Sketch-up data (if available). A study area base map will be developed using both
2D plan and potentially 3D Sketch-up digital tools for targeted study sites. A draft digital base map will be
developed for review and comment. Based on input from the City, the Consultant will make final edits for
use of the base map for the study area accordingly.
Task 100.3.2: Codes and Standards, Policy Assessment
Page 145 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
4
The Consultant will review and assess applicable City codes and standards and provide a summary matrix
highlighting key issues affecting the Subarea Planning area. The Consultant will consider at a minimum,
applicable land use and zoning codes, design and development standards, comprehensive plan and
neighborhood plan policy, and city regulatory requirements as part of the Subarea Plan analysis. This
information will be used to evaluate alternative land uses and transportation system design and advance
a preferred alternative. The summary matrix will be provided as part of the interim Infrastructure Report
deliverable.
Deliverable:
Project Data Collection Summary Matrix
Project Base Map (digital format)
Codes and Standards Summary Matrix
Task 100.4: Market Economic Analysis – Heartland
This task has two major components: (1) Baseline Assessment; (2) Capacity Analysis. Both tasks will be
consolidated into one technical memo or presentation deck.
Subtask 100.4.1 Baseline Assessment
The Baseline Market Assessment, completed during the initial Analysis phase of the project, will help the
team to better understand the likely future demand for development of various types, to inform design
and other technical build out of the site. This will include an overview of:
Existing baseline socio-economic data
The existing housing inventory in the study area
Job conditions in the immediate market area
Real estate trends for residential and commercial development types in Port Orchard and the
region.
Subtask 100.4.2 Updated Development Code Yield analysis based on 20-Year Build-out
The development capacity analysis will help the team to better understand future development
opportunities within the subarea. The analysis will include:
Assessment of vacant and redevelopable lands by zone (within the subarea boundary)
Analysis of net buildable lands incorporating critical areas, required public infrastructure and
other factors impacting net developable area
Estimate of overall development capacity based on current zoning
Estimated development yield within the subarea over the planning period (20 years) showing built
square footage estimates at high and low development thresholds, based on variations on market
absorption.
Deliverable:
Both Subtasks will be consolidated into one technical memo or presentation deck.
Task 100.5: Leadership Team Workshop
The Consultant will plan and facilitate a Leadership workshop to be scheduled following the Notice-to-
Proceed. The Leadership Workshop will be held at GGLO Seattle office and will be attended by City project
members, invited decision-makers, and the project Consultant team. The intent of the Leadership
Workshop is to review the study purpose and objectives and clarify the project scope of work and
Page 146 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
5
expected project outcomes. The City staff will provide an overview of the Subarea Plan and
redevelopment site goals and objectives.
As part of the Leadership workshop, the Consultant team will facilitate the discussion of the following
agenda items:
Public Outreach Plan
Preliminary Vision and Goals
Preliminary Programing
Key topics potentially to be addressed in the subarea plan such as: opportunities to increase
housing, economic and real estate market conditions, circulation network, land use and urban
design, parking, market and affordable housing, open space system and placemaking, the 20-
minute neighborhood concept, as example.
The Workshop will serve as an initial visioning discussion to define key design principles and priorities,
and potential outcomes for the POSP. The project schedule will be provided to participants along with a
communications decision diagram highlighting critical team members and tasks, decision points and who
is ultimately responsible for developing key recommendations and final decisions throughout the course
for the POSP.
Deliverable:
Facilitation of a Leadership Workshop
Summary Documentation of Workshop Input
PHASE 110: Visioning / Outreach
The Consultant will prepare and facilitate outreach events as described in the Communications Plan.
Labor, including travel time, and expenses for all trips to Port Orchard, WA will be charged to the City. The
City will be responsible for coordinating and paying for meeting room location and logistics, required AV
equipment for indoor or outdoor events (to be determined), set-up and take down of equipment,
refreshments and advertising of meetings through the City website, direct mailings, social media and
public announcements. The Consultant will provide content to the City for regular monthly website
updates. Monthly web updates and the posting of online surveys will be the responsibility of the City. The
Consultant will provide a summary of the outreach activities that the Consultant is responsible for, for the
City to use to advertise and promote the project.
The Consultant will provide assistance to the City for social media and digital marketing communication
project needs, including draft content (text and images) for the City ‘s review. Specific communications
tools such as developing mailers, email updates, social media posts (content) and press releases will be
produced and distributed by the City. Input opportunities may include map-based components and
graphics to help stakeholders understand concepts and context when providing input. This task assumes
the City will pay for advertising costs for meeting notices and mailings for all events and online input
opportunities. The City is responsible for public information press releases, website and social media
updates and documenting input from these sources as required.
Task 110.6 Neighborhood Association / Stakeholder Outreach
The Public outreach plan developed in task 100 will include Stakeholder outreach and engagement with
up to two (2) neighborhood association / stakeholder group meetings to provide project updates and
gather input as required. These meetings shall be scheduled concurrently to reduce team travel. Agendas
Page 147 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
6
will be developed in advance by the Consultant team and City staff. Meeting materials will be adapted
from previous meetings as required. The Consultant will provide a brief summary of findings after each
meeting. The City will determine the participants and coordinate meeting logistics including scheduling
and location. In addition to these outreach meetings, the project team will work with City Staff to identify
additional opportunities for stakeholder outreach and input. Potential stakeholders may include:
Neighborhood Associations; Subarea business owners POBSA, County, Kitsap Transit, Chamber, School
District, Navy, Port of Bremerton, Utility Providers, Homebuilders Association, Tribes, etc.
Deliverable:
Summary Documentation of Stakeholder Input
Task 110.7: Public Engagement – Initial
The Consultant will coordinate with the City Project Manager to plan and execute the initial public
engagement including the following elements:
Community Open House Events / Public Meetings (Up to 1)
Community Online Surveys (Up to 1)
These in-person and online activities will inform the public and stakeholders about the project and allow
opportunities for the community to provide input into the visioning and initial analysis of the Subarea plan
and review diverse perceptions of the site’s conditions and character. Each activity will be tied to
objectives outlined in the project communications plan and key questions will be identified for such that
input requested is useful to the planning process and decision-making. The Consultant will provide the
strategy and approach for community open house with input from the City. The City will coordinate event
logistics including scheduling, securing and paying for facility rentals and equipment. The consultant will
produce materials for events (informational handouts/fact sheets, display board and maps) in
coordination with the City. The City and Consultant will jointly staff outreach events.
Deliverable:
Community Open House / Initial Public Meeting
Information handouts/fact sheets
Short visual preference Survey
Display boards and/or maps (up to 4 total)
Event Summary Reports
Task 110.8: Analysis & Visioning Summary
The Consultant will consult with City staff and project team members to review data collection efforts and
facilitate discussions on the long-range plan vision, goals and objective and design precepts for the
Subarea Plan. The information collected will help formulate a collective long-range vision and aspirations
for the project. A visioning Summary will define a Vision Statement, project goals and objectives, key
design strategies and metrics that will ensure the success of the plan implementation over time. The
Consultant will provide an Analysis / Visioning Interim Report to the City for review. The report will be
provided in digital PDF format. A staff review period will be established to ensure a timely review.
Deliverable:
Draft Analysis and Visioning Interim Report (Digital PDF format)
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Following the analysis and visioning summary, the Consultant team will work with the City to confirm the
project vision and scope remain consist with the agreed Consultant scope and fee. If needed the
Consultant will work the City to make revisions scope or fee revisions.
PHASE 120: EXPLORATION
Task 120.9: Draft Subarea Plan
Prior to the commencement of this task, the final project boundaries, programing and degree of emphasis
on feasibility, and implementation opportunities to increase housing must be definitively defined. It is
anticipated that the Subarea Plan will be comprehensive to address all required plan elements and will
contain a combination of a written narrative, info-graphics and other supporting visuals. The Subarea Plan
will reflect the values and desires of the community as defined through the plan process. At minimum,
the draft Subarea Plan will include: a vision statement, purpose, goals and objectives, design precepts,
background data and proposed policy recommendations to clearly articulate the community’s values and
aspirations for the Subarea. The goal is to develop a concise, easily understood and visually appealing
document that balances written content with graphics and support mapping as needed.
Subtask Task 120.9.1: Preliminary Draft Plan Document
The Consultant will meet with City staff to discuss the format and layout of the draft Subarea Plan
document and outline the essential elements of the plan document. The document will be a concise,
digitally-based PDF document. The intent is to design the document to be compatible as a web-based
interactive document. Based on input received on the document format, the Consultant will provide a
preliminary draft template and table of contents outline of the Subarea Plan for review and approval. The
Subarea Plan document may address, but is not limited to:
Introduction
Existing Conditions
Urban Design Framework / Long Term Vision
Opportunities and Constraints Analysis
Circulation, Access, and Parking
Housing
Planned Action Study Areas and Alternatives
Implementation Strategies
Appendices
Deliverable:
Preliminary Draft-template and Outline
Preliminary Draft Subarea Plan in PDF format
Subtask Task 120.9.2: Alternative Concept Development
As part of the subarea planning process, the Consultant will work in conjunction with the Leadership team
to develop two (2) conceptual alternatives for consideration under the planned action EIS. These
alternatives will be based on the following planned action site(s), (see map): West Downtown Gateway;
East Downtown Gateway; Central Waterfront; County Government Campus / Cline Street Corridor. These
development concepts will serve as the basis for the Planned Action Alternatives. Each alternative would
be based on the same high-level conceptual site layout with a variation in proposed development
intensities.
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Deliverable:
Draft Development Site Plans and diagrams
Subtask Task 120.9.3: Alternative Development Concepts Leadership Meeting
The Consultant will plan and facilitate a Leadership meeting to review draft development concepts and
alternatives. The Meeting will be held at GGLO Seattle office and will be attended by City project members,
invited decision-makers, and the project Consultant team. The intent of the meeting is to review broad
subarea planning concepts and confirm the alternatives to be considered.
Deliverable:
Facilitation of Leadership Meeting
Summary Documentation of Workshop Input
Subtask 120.9.4: Implementation Strategies
The Consultant will provide an overview of Urban Design and Implementation Strategies for the POSP.
The strategies are intended to guide the built urban form and non-built areas of the Subarea by
establishing guidelines to organize, manage and integrate a variety of mixed uses within the development.
These strategies may include a narrative, conceptual diagrams, or precedent imagery. The
Implementation Strategies will broadly outline design parameters and permitted uses, establish the
necessary building-to-street and building-to-building character and relationships, thoroughfare and
landscape design concepts for the development.
The Implementation Strategies section may identify a wide range of possible short-term priorities and
long-term needs, and an action plan that outlines an approach for the next steps. This may include
recommendations addressing future code amendments and zoning changes, funding strategies, land
acquisitions, partnership agreements, etc. This Scope of Services does not include any Land Use
Development Code modifications, Comprehensive Plan land use designations or zoning amendments.
Deliverable:
Draft Urban Design Standards and Implementation Strategies Framework Plan in digital PDF
format
Task 120.10: Environmental Impact Statement (EIS) Initiation
Preparation of the EIS will consist of three phases, including Phase I – Project Initiation/EIS Scoping; Phase
II – Draft EIS; and, Phase III – Final EIS/Assistance Drafting Planned Action Ordinance. The Consultant will
provide services for the completion of the SEPA Environmental Impact Statement (EIS) and assistance with
the completion of a Planned Action Ordinance (PAO). The intent of the EIS is to facilitate designation of
the subarea as a planned action (pursuant to WAC 197-11-164 and VMC 20.790). A Draft and Final (EIS)
will be completed to evaluate environmental impacts of the subarea plan as required in order to designate
the area as a planned action. Following completion of the EIS, a planned action ordinance will be drafted
summarizing potential mitigation impacts associated with the subarea, establishing thresholds for
development and providing for streamlined environmental review of projects that are consistent with the
subarea plan.
Subtask 120.10.1: Scoping, Initiation, and Preliminary SEPA Matters
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During this task, the City and Consultant will complete the EIS scoping process including finalization of
alternatives and determining the scope of the Draft EIS. The scoping process will be integrated into the
public outreach process for the overall subarea plan and specific efforts and costs associated with the
public meeting and scoping are addressed above. The Consultant will prepare a draft Determination of
Significance (DS) and scoping notice and provide it to the City for review and comment. The Consultant
will finalize the DS and provide it to the City. The City will publish and distribute the DS (required public
notices and on-line) per the requirements of WAC 197-11 360 and will be listed as the recipient for public
comments. During the 21-day comment period on the DS one of the open houses identified in the tasks
above will be held. The consultant will provide a method to receive written comments on the DS to be
collected by the City at the open house.
Once the Draft EIS scoping period is complete, the City will provide the Consultant with an electronic
record of all comments received. The Consultant will review and summarize comments by issue area and
develop a technical memorandum recommendation to the City on whether the scope for the Draft EIS as
outlined in the DS and scoping notice should be modified. The City will provide the Consultant with a
complete electronic record of all comments reviewed.
Following the project scoping process, the City and Consultant will meet to discuss strategies required to
complete the next scope of work process. The scope elements identified below will be reviewed and
revised if necessary, to reflect any changes in the scope of the Draft EIS identified by the SEPA responsible
official.
Items included in the EIS Initiation phase include:
Review applicable existing background information.
Provide input to the City and the GGLO team regarding the overall public relations strategy and
elements of the public relations strategy that relate to the SEPA process.
With the City and the GGLO team, confirm reasonable alternatives for analysis in the EIS and the
range of environmental issues to be analyzed in the EIS.
Prepare a brief Preliminary SEPA Work Plan summarizing the assumptions regarding alternatives
to be analyzed (two action alternatives and the No Action Alternative assumed), elements of the
environment, EIS format, etc.
Create an “Information Needs Memo”: This Memo will be the framework moving forward with
the technical analyses and has been a proven and valuable tool to achieve an efficient start to the
SEPA process. It ensures a consistent understanding of data needs and schedule.
Confirm Schedule for SEPA review.
Review the City of Port Orchard’s Determination of Significance/EIS Scoping Notice and attend
public scoping meeting.
Attend and actively participate in the EIS Scoping meeting.
Review and comment on the City of Port Orchard’s summary of comments (written comments
and testimony) received during the public Scoping period.
Initiate Preparation the Draft EIS Chapter 2 – This is the description of the Proposed Action and
Alternatives. A draft of this chapter will be submitted to the City and GGLO for
review/concurrence. Upon completion of City/GGLO review, Chapter 2 will be distributed to the
Deliverable:
Draft and final Determination of Significance and Scoping Notice
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Memorandum Summary; Public Comments and Recommendations (Responses) as part of Final
Scoping Determination to Draft EIS Scope
Task 120.11: Community Engagement – EIS Scoping
The Consultant will provide presentation material and support as required for the EIS Scoping public
meeting. The Consultant will prepare graphic, content and presentation materials, and be prepared to
assist the City staff for up to one (1) Public Meetings. The City will coordinate event logistics including
scheduling, securing and paying for facility rentals and equipment. The consultant will produce materials
for events (informational handouts/fact sheets, display board and maps) in coordination with the City.
The City and Consultant will jointly staff outreach events. The consultant assumes that City staff will
provide written responses to all public inquiries and/or other agencies.
Deliverable:
Preparation of digital presentation materials and attendance as required at up to (1) public
meeting.
Display boards and/or maps (up to 4 total)
Event Summary Reports
Task 120.12: Infrastructure Report and Analysis
The Consultant will provide a summary assessment of existing infrastructure systems affecting the
Subarea planning area. The assessment will include an overview of the current street network and
transportation system, non-motorized access, bicycle and pedestrian infrastructure, current transit
services, traffic, utilities, water, storm drainage, and sanitary sewer plans for the Subarea. The assessment
will rely on data collected as a part of Task 110: Data Collection / Base Mapping along with previous
assessments completed by for the City.
The Consultant will review publicly available data sources or additional background studies and reports
that are provided and prepare an existing conditions assessment inventory. For municipal utilities the
assessment will include the review of publicly available data, prior studies, comprehensive facility plans,
and background data provided by municipal agencies to identify and describe existing utilities and service
capacity for water, sewer, storm drainage, and irrigation services. No additional fieldwork or field
verification of existing utilities will be completed as part of this task.
Following a determination of EIS alternatives, utilities and transportation will be evaluated by developing
anticipated increase in demand and determining whether existing infrastructure improvements may be
required beyond those currently planned. Assumptions will be based on general planning standards and
no modeling or engineering will be completed as part of the effort. As applicable, the consultant will
identify level (threshold) of new residential/employment development that would trigger need for new
or expanded utilities. Analysis included in this proposal assumes that the subarea pan will not increase
development capacity beyond those currently anticipated in the existing City zoning and comp plan.
Subtask 120.12.1 Traffic Impact Study / Transportation Compliance Letter
The Consultant will conduct a traffic analysis associated with the Port Orchard Downtown and County
Government Campus Subarea Plan and Planned Action EIS. Items included in this task include:
Project administration and quality control. Prepare regular status reports and project invoices.
Summarize existing conditions, including the following elements:
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o Vehicular conditions, including circulation, functional classification, Levels of Service, and
existing LOS deficiencies.
o Nonmotorized conditions, including pedestrian/bicycle facilities, public transit, and water
transportation.
Confirm subarea alternatives which will be provided by GGLO staff. Subarea alternatives may
include land use (zoning) and transportation network changes. TSI will confirm understanding of
alternatives with GGLO before proceeding to future conditions analysis. Subarea alternatives may
be developed iteratively based on results of future LOS results and identified thresholds for new
residential and commercial development.
Analyze future (2040) conditions for up to 2 alternatives in addition to a baseline scenario. The
future conditions analysis will include the following elements:
o Alternative description, including development forecasts, network improvements, and
areawide PM peak hour trip generation forecasts
o Street network characteristics, including access and circulation, functional classification,
street design characteristics,
o Vehicular operations, including intersection and segment LOS results and anticipated LOS
deficiencies based on Port Orchard and WSDOT LOS policy.
o Nonmotorized access and circulation, including pedestrian/bicycle facilities, public
transit, and water transportation
o This task includes up to 4 hours of Transportation Solutions staff time to review future
conditions results and possible network deficiencies with GGLO and City staff. Results may
be used to revise subarea alternatives identified in Task 3.
Summarize findings and recommendations in technical report. Report will describe methods and
assumptions, existing conditions, future alternatives, and future conditions for each alternative.
Recommended transportation improvement projects will be identified as necessary.
Review findings and recommendations with GGLO and City staff, as necessary. This task includes
up to 4 hours of Transportation Solutions staff time to participate in conference calls or in-person
meetings, as necessary.
Deliverable:
Interim Draft Infrastructure Summary Report
Draft and Final Traffic Analysis Results Memorandum/Recommendations (preferred alternative)
Subarea Plan Transportation Network Recommendations Map and Narrative
Subtask 120.12.2: Water / Sewer Improvement needs and thresholds
The Consultant will rely on existing City, State, and other local sources of information to develop an
inventory of existing conditions. No field investigation, field survey, modeling, or any type of stormwater
management design is proposed as part of the subarea plan/EIS effort. Scope within this task includes:
Provide a general description of the previous water and sanitary sewer study and planning
conducted by the City.
Provide a general description of the current water and sanitary sewer system including:
o Existing water supply, storage, and distribution
o Current capacity and demand
o Capacity and current flows to the Port Orchard/West Sound Utility District Wastewater
Treatment Facility
o Wastewater facilities and infrastructure
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Describe any previously identified system constraints.
Describe any previously identified water or sanitary sewer system capacity improvements that
would be necessary to mitigate existing constrains.
Provide a general description of the water or sanitary sewer system demands anticipated under
subarea plan development assumptions and relationship to previous planning.
Indicate general system improvements needed to accommodate the future demands required
beyond those previously identified, if any.
Deliverable:
Interim Draft Infrastructure Summary Memorandum describing existing water and sanitary
sewer utility system within the subarea and previous planning efforts.
Final water and sanitary sewer infrastructure Memorandum identifying currently planned or
future potentially required improvements to support the subarea plan.
Subtask 120.12.3: Stormwater Improvement needs and thresholds
The Consultant will rely on existing City, State, and other local sources of information to develop an
inventory of existing conditions. No field investigation, field survey, modeling, or any type of stormwater
management design is proposed as part of the subarea plan/EIS effort. Scope within this task includes:
Provide a general description of the previous drainage basin planning conducted by the City.
Provide a general description of the current stormwater system including a written summary and
existing system mapping.
Describe any previously identified system constraints.
Describe any previously identified stormwater system improvements that would be necessary to
mitigate existing constrains.
Provide a general description of the stormwater runoff conditions anticipated under subarea plan
development assumptions and relationship to previous drainage basin planning. Identify
potentially opportunities for direct outflow locations and required measures.
Indicate general stormwater system improvement required beyond those previously identified, if
any.
Deliverable:
Interim Draft Infrastructure Summary Memorandum describing existing stormwater utility
system within the subarea and previous planning efforts.
Final Stormwater infrastructure Memorandum identifying currently planned or future potentially
required improvements to support the subarea plan.
Task 120.13: Draft EIS
In this task, the Consultant will prepare a Draft EIS (DEIS) for review by the City. Following incorporation
of the City’s comments, the Consultant will provide a PDF of the Draft EIS for the City to publish.
Key assumptions/considerations for the EIS include the following:
The team will work with the City to define tasks for producing a planned action EIS in support of
the subarea plan. As such, the overall objective will be to provide certainty for future, site-specific
development proposals and greatly facilitate the permitting process for such projects.
Preparation of the Subarea Plan and EIS will be an iterative process with the EIS helping to inform
and shape key elements of the plan.
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The EIS will be formatted to provide an overall analysis of the entire subarea planning area, with
a focus of analysis for up to three focus areas. Two of the focus areas will be located in the
Downtown area and one will be located in the County Government campus area. It is assumed
that the EIS development assumptions for the areas outside of the focus areas (such as Residential
1 and 2 zoned areas) will continue as existing use and density.
The GGLO team will work with the City of define the boundaries of the focus areas for SEPA EIS
review.
The EIS will evaluate the direct, indirect, cumulative and construction-related impacts associated
with up to two alternatives and the No Acton Alternative.
Technical input (technical memos) for the EIS will include the following existing City of Port
Orchard technical team members: Transportation (Transportation Solutions Inc.); and Utilities
(BHC, Inc. for water and sewer, and Reid Middleton for stormwater).
The Land Use and Population/Employment sections will be based, in part, on GGLO and
Heartland information provided as part of subarea planning.
The Aesthetics section will include visual simulations provided by GGLO.
The EIS will identify measures that if implemented, could mitigate the impacts identified. The
EIS will link mitigation to development thresholds, as appropriate. The identified mitigation
thresholds will also support the Planned Action Ordinance.
The City of Port Orchard will distribute all public notices, the Draft EIS and the Final EIS.
This scope of work assumes that only the following elements of the environment are relevant and will be
addressed in the DEIS:
Cover
Fact sheet
Distribution list
Table of contents
Summary
Alternatives including:
o No action (development under current plan/zoning)
o Two (2) alternative development scenarios
It is assumed that at this point (prior to EIS scoping) that the EIS will evaluate the following
elements of the environment:
o Land Use/Relationship to Plans and Policies
o Population/Employment
o Housing
o Aesthetics
o Utilities
o Transportation
Any additional items required as a result of the scoping process to be an additional service.
Items included in the DEIS phase include:
Coordinate with the City of Port Orchard and the GGLO team regarding finalization of EIS scope
and team member’s responsibilities.
Coordinate with the City and GGLO team regarding information necessary for the Draft EIS.
Update the Information Needs Memo based on the finalized scope and team information needs.
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Review and comment on the draft technical reports/information, including reports/information
related to Water (Reid Middleton for stormwater); Transportation (Transportation Solutions Inc.);
and, Utilities (BHC, Inc. for water and sewer).
Coordinate with the GGLO team regarding input related to land use density/height assumptions,
population, employment, housing, and visual simulations.
Serve as principal author of the Preliminary Draft EIS, including Fact Sheet, Summary Chapter, EIS
Sections (including Land Use/Relationship to Plans & Policies, Population/Employment, Housing,
and Aesthetics).
Produce the Preliminary Draft EIS and submit (electronically) to the City and GGLO for review and
comment.
Revise the Preliminary Draft EIS based on comments received; submit the Updated Preliminary
Draft EIS to the City (a total of two rounds of review assumed).
Coordinate production of the Draft EIS for issuance.
Attend the Draft EIS public meeting organized and run by the GGLO team and City.
Participate in up to 5 team meetings (held in Seattle) or conference calls throughout the Draft
EIS phase (Phase II).
The PDEIS will be provided to the City for review and comment in one round of revisions before the
Consultant finalizes the Draft EIS. The Consultant will review and respond to the comments, either
incorporating them into the document or explaining why the comment did not result in a change. Upon
resolution the Draft EIS will be finalized as a PDF document and provided to the City for publication.
Deliverable:
Initial DEIS and final Draft EIS
Draft and final Notice of DEIS Availability Suitable for City Publication and Legal Notices and
Distribution
Task 120.14: Community Engagement – Draft EIS / Alternatives
The Consultant will provide presentation material and support as required for the EIS Scoping public
meeting. The Consultant will prepare graphic, content and presentation materials, and be prepared to
assist the City staff for up to one (1) Public Meetings. The consultant will produce materials for events
(informational handouts/fact sheets, display board and maps) in coordination with the City. The City and Consultant
will jointly staff outreach events. The consultant assumes that City staff will provide written responses to all
public inquiries and/or other agencies.
Deliverable:
Preparation of digital presentation materials and attendance as required at up to (1) public
meeting.
Display boards and/or maps (up to 4 total)
Online input and responses (up to 30)
Event Summary Reports
Public Review of Draft EIS
The Draft EIS will be published for a minimum thirty (30) day public comment period. The Consultant will
prepare a draft Notice of Availability for the City’s review. The City will distribute the notice availability
and/or the Draft EIS per state and local requirements, pursuant to WAC 197-11-455, to its established
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SEPA distribution list and others who may have requested the document during scoping. The City will be
responsible for reproduction and distribution of the Draft EIS. This scope assumes that one of the project
public meetings will be during the public comment period for the Draft EIS and this forum can be used as
an additional method to obtain public comments. The Consultant will provide a method for written
comments to be collected by the City and will provide technical staff to attend to provide information and
respond to questions on the Draft EIS.
The City will be responsible for reviewing the written comments submitted to the City on the Draft EIS.
The City will provide the Consultant with a complete electronic record of all comments received. The scope
and costs for the EIS assume that a maximum of thirty (30) distinct individual substantive comments will
need to be reviewed and require responses. In addition, the scope assumes that no new analysis or
alternatives will be required as a result of the EIS comments. The Consultant will review and evaluate the
comments and provide the City with a summary matrix of substantive comments and proposed method
of response. The matrix will be reviewed in a meeting with the City.
Deliverable:
Preparation of digital presentation materials and attendance as required at up to (1) public
meeting.
Summary Matrix of Substantive Comments and Method of Response
PHAES 130: FINAL PLAN / EIS-PAO / APPROVAL PROCESS
Task 130.15: Final Environmental Impact Statement (Final EIS) / Planned Action Ordinance (PAO)
Subtask 130.15.1: Final Environmental Impact Statement (Final EIS)
Following receipt of the comments on the Draft EIS, WAC 197-11-560 specifies that a Final EIS shall
consider the public and agency comments on the Draft EIS. Items included in this task include:
Coordinate with the City to receive copies of all comment letters and e-mails received regarding
the Draft EIS during the Draft EIS public comment period. Review all comments, as well as the
Draft EIS public hearing testimony to Identify substantive comments that require responses.
Schedule and participate in a zoom meeting involving the City, GGLO team, and other members
of the project team to:
o confirm all substantive comments that require a response; and
o confirm whether any comments require additional analyses.
Distribute comment letters with identified comments to applicable consultant team members and
assign responsibilities for preparation of responses to specific comments (written comments and
testimony).
Prepare responses to comments assigned to EA.
Internally review and edit all comment responses (and analyses) prepared by members of the
project team.
Incorporate responses into the format of a preliminary Final EIS and internally edit that document.
Submit copies of the preliminary Final EIS to the City for review.
Revise the Preliminary Final EIS based on comments from the City; submit the Updated
Preliminary to the City (a total of two rounds of review assumed).
Coordinate production of the Final EIS for issuance.
Attend up to 4 zoom conference calls throughout the Final EIS phase.
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The Scope of Work for the Final EIS may not be fully estimated until completion of the Draft EIS and review
of the agency and public comments on the Draft EIS has been completed. A final, separate Scope of Work
for the Final EIS will be re-evaluated after results of the public comments have been received on the Draft
EIS. If additional analysis is required a separate scope and fee can be provided.
Once complete, a draft Final EIS would be provided to the City for one round of review and the Consultant
would incorporate comments into a Final EIS. The Final EIS would be provided to the City in a PDF format.
No action can be taken on the plan, PAO or any other permits until 7 days following completion of the
Final EIS.
Deliverable:
Draft Final and Final EIS in digital PDF format
Subtask 130.15.2: Planned Action Ordinance
A Planned Action is implemented through a planned action ordinance (PAO) adopted by the City Council.
A draft PAO will be developed to accompany the subarea plan as it is considered for recommendation and
adoption by the Planning Commission and City Council. The PAO will be consistent with RCW 43.21C.031,
WAC 109-11-164-172 and VMC 20/790.530. The planned action will include maximum development
thresholds (units or square feet) for the subareas, allowed land uses, mitigation measures and other
criteria that must be met for a project proposed within the subarea to quality as a planned action and not
require a formal SEPA threshold determination. Future projects that are consistent with PAO
requirements can be determined by the City as a Planned Action and no further SEPA compliance may be
required.
The Consultant will provide assistance to the City to prepare a project level draft and final PAO. The PAO
is anticipated to include the subarea plan development thresholds such as maximum development
threshold (units or square feet) for various proposed uses in the subarea, allowed land uses, mitigation
measures and other applicable criteria. The ordinance will be prepared consistent with the requirements
of WAC 197-11-168 and will include:
Purpose
Findings
Procedure and Criteria for evaluating projects as planned actions
Other standard ordinance sections.
Required mitigation measures and development thresholds will be included in an appendix to the
ordinance and will be based on the subarea plan and FEIS.
The City will lead the adoption of the PAO by the City Council. The Consultant will provide support for staff
during the legislative adoption process.
Deliverable:
Draft - Final PAO outline memo and comments in digital PDF format (assume 10 labor hours)
Task 130.16: Final Sub Area Plan
Based on input received from the City project team, work sessions, and required content edits from the
City, the Consultant will provide a Draft-Final Subarea Plan document to the City. The Subarea Plan
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document will be provided in digital PDF format for City review and use. The City will be responsible for
providing all comments in writing and submittal to the Planning Commission and City Council as part of
the plan approval process.
Deliverable:
Draft - Final Subarea Plan in digital PDF format.
Task 130.17: Final Reporting / Planned Action Ordinance Adoption
Upon final approval / adoption of the POSP, Environmental Impact Statement (EIS) and Planned Action
Ordinance (PAO), the Consultant will consolidate all project files and forward that material to the City as
required. A final project close-out will occur once the City has received all applicable information. The
consultant will attend up to one (1) meeting as part of the final approval process and be available as
required to respond to questions from the City.
Deliverable:
Final Report Delivery (Electronic PDF files)
Project Assumptions
The subarea will be completed at a neighborhood scale conceptual level with massing only as
required for the EIS and will not include detailed site design.
All internal project meetings will be via conference call or will be held at GGLO’s downtown
Seattle office.
City of Port Orchard EIS comments will primarily be provided as direct edits, with no new analysis
or alternatives required.
The City of Port Orchard will distribute all public notices, the Draft EIS and the Final EIS.
EIS Issuance - EA Engineering will produce a limited number of CDs (approximately 25) and
hardcopies (approximately 10) of the Draft EIS for the City. We will also prepare pdf files of the
document to be placed on the City’s website (this is the primary way the document will be made
available to the public).
The tasks noted below have not been completed and are NOT a part of this Scope of Work.
Site Boundary / Topographic Survey Data*
Additional coordination with agencies other than PSRC
Additional Public Outreach (beyond this Scope of Services)
Additional meetings other than those specifically included in Basic Services.
Additional design, engineering or other studies/analyses
Study Models or Presentation Models.
Rendered/Colored Perspectives and 3-D modeling, other than what is identified.
Marketing Information such as brochures, exhibits, etc.
Landscape Design
Constructability Consultant / Value Engineering Exercise
Detailed site design or Final design
Engineering/design for site development
Other items not currently identified/anticipated in this proposal.
* Topographic survey to include mapping of the site study area, all utilities, above ground utility structures,
existing building foot prints, street improvements, edge of all hard and pervious surfaces, public water,
Page 159 of 172
City of Port Orchard, WA Downtown and County Government
Campus Subarea Plan and Planned Action EIS (POSP) – Scope of Services
Date: January 9, 2020
18
storm and sanitary sewer structures with pipe invert elevations, existing vegetation, trees and larger drop
line radius of trees. All surfaces will be mapped on an approximate 50-foot grid or less including sufficient
break lines to allow for an accurate 1-foot contour interval.
Included Meetings (in-person)
1. PSRC Meeting (at PSRC)
2. Project Leadership – Workshop / Team Kick-off (at GGLO)
3. Stakeholder Outreach (up to 2 meetings, one trip to Port Orchard)
4. Public Engagement – Kick-off (at City of Port Orchard)
5. Public Engagement – EIS Scoping (at City of Port Orchard)
6. Project Leadership – Alternatives (at GGLO)
7. Public Engagement – EIS Alternatives (at City of Port Orchard)
8. Public Adoption Meeting (at City of Port Orchard)
Meeting Notes:
All other meetings / check-ins will be video conference calls via zoom.
GGLO will attend all meetings.
EA will attend meetings #: 2,4,5,6,7,8
Heartland will attend meetings #: 2
Page 160 of 172
Exhibit C: Fee Table Port Orchard Subarea Plan and Planned Action EIS (POSP)Port Orchard, WA1/9/2019TEAM MEMBERTASK TOTALTERMSLABORGGLOHourly Estimate$18,000$16,000$36,500$15,000$85,500EA* - EnvironmentalHourly Estimate$0$0$55,550$12,650Heartland* - Real Estate AdvisoryHourly Estimate$19,800$0$0$037,800$ 16,000$ 92,050$ 27,650$ 173,500$ Engineering / Infrastructure / TransportationTSI* - TransportationHourly Estimate$0$0$9,405$0Reid Middelton* - Storm WaterHourly Estimate$0$0$8,800$0BHC* - Water / SanitaryHourly Estimate$0$0$13,640$0-$ -$ 31,845$ -$ 31,845$ **Estimated Reimbursable ExpensesProject TeamEstimate-$ 500$ 500$ 500$ 1,500$ TOTAL37,800$ 16,500$ 124,395$ 28,150$ 206,845$ *Consultant fees included GGLO 10% administration feeSubtotal$19,800TASK 100SUBAREA PLANKICK-OFF / ANALYSISTASK 110INITIAL VISIONINGTASK 120DESIGN & EXPLORATION / EIS PHASE 1 &2TASK 130FINAL EIS-PAO / PLAN APPROVAL$68,200**Reimbursable expenses - are charged in addition to compensation for Professional Services and include printing and reproduction; postage, delivery charges; transportation, parking; and automobile use. Unless agreed otherwise, reimbursable expenses shall be billed at a multiple of one and one-tenth (1.10) times the expenses incurred by GGLO.$9,405$8,800$13,640SubtotalPage 161 of 172
EXHIBIT C.2
Terms of Agreement – Biling Rates
Date of Agreement: 01/09/2019
Project: Port Orchard Subarea Plan and Planned Action EIS (POSP)
Project No.: 2019099.01
I. COMPENSATION
Compensation for Professional Services is billed on an hourly basis up to an agreed upon not to
exceed. Compensation for Supplemental Services shall be billed on an hourly basis according to the
billing rate schedule below, or as agreed to prior to the commencement of the services.
II. GGLO - 2020 HOURLY BILLING RATES
Principal III
$290
Principal II $255
Principal I $220
Senior Architect III $200
Senior Architect II $190
Senior Architect I $180
Architect II $155
Architect I $145
Designer II $125
Designer I $115
Senior Landscape Architect III $180
Senior Landscape Architect II $170
Senior Landscape Architect I $160
Landscape Architect II $150
Landscape Architect I $135
Landscape Designer II $125
Landscape Designer I $115
Senior Urban Designer III $200
Senior Urban Designer II $190
Senior Urban Desiger I $180
Urban Designer IV $155
Urban Designer III $145
Urban Designer II $125
Admin. – Manager $180
Administrative Staff $130
The rates and multiples set forth above may be adjusted as required by GGLO compensation practices.
Page 162 of 172
III. SUBCONSULTANTS
The costs of subconsultants for engineering, model construction, artist’s renderings, etc., when required
and authorized by the Owner, shall be billed at a multiple of one and one-tenth (1.10) times the
expense incurred by GGLO.
IV. REIMBURSABLE EXPENSES
Reimbursable expenses are charged in addition to compensation for Professional Services and include
printing and reproduction; long distance telephone charges; postage, delivery charges; transportation,
air travel, parking; and automobile use. Unless agreed otherwise, reimbursable expenses shall be
billed at a multiple of one and one-tenth (1.10) times the expenses incurred by GGLO.
V. INVOICING AND PAYMENTS
Invoices shall be submitted monthly for services and reimbursable expenses incurred during the
preceding month. Services shall be billed on an hourly basis. Payments are due and payable upon
receipt of the invoice by the Owner. Failure of the Owner to notify GGLO in writing of any disputes with
the amount of any monthly invoices, within thirty (30) days of receipt by the Owner, shall be considered
acceptance of those invoices for payment under this agreement.
Amounts unpaid thirty (30) days after the date of the invoice shall bear interest at the rate of one and
one-half percent (1-1/2%) per month, or the maximum amount allowed by law, whichever is less. In
addition, GGLO may, after giving written notice to the Owner, suspend services until all amounts due
are paid in full, and the Owner shall indemnify, defend and pay any claims and expenses incurred by
GGLO resulting from such work stoppage and expenses from collection of amounts past due.
VI. OTHER CONDITIONS
See City of Port Orchard Professional Services Agreement.
Page 163 of 172
January 3, 2019
EA Engineering, Science, and Technology, Inc., PBC.
2020 Billing Rates
T. McCann QC Review (Planner VI) 240
R. Schipanski Project Director (Planner VI) 225
G. Brunner Project Manager (Planner V) 195
M. Sarlitto Project Manager (Planner V) 160
J. Ding Planner (Planner IV) 135
K. Hollinger Planner (Planner IV) 135
H. Dennis Planner (Planner I) 80
Other Rates
Auto mileage, per mile $0.58
In-house photo copies, per page $0.15
Handling charge on subcontractors and expenses 10%
Rates are good through December 2020.
Page 164 of 172
CONSULTING FEES
AND REIMBURSEMENT SCHEDULE
Effective January 1, 2019
HOURLY BILLING RATES:
James Reinhardsen $470
John Shaw $410
Matt Anderson $350
Chris Fiori $280
Doug Larson $280
Deva Hasson $280
David Armitage $260
Erica Buckley $250
Lee Striar $230
Mark Goodman $220
Lanzi Li $210
Ben Wharton $210
Spencer Esau $180
Evan Schneider $180
Jenny Score $160
Tyson Heriot $140
Stephen Russell $100
Graduate Intern $90
Research Assistant/Graphic Assistant $50
(Note: General office overhead and general clerical work are incorporated in these hourly rates)
REIMBURSABLE COSTS:
Copies - color 11 x 17 $1.50 each
Copies - color 8-1/2 x 11 $.75 each
Copies of large format originals - all types Cost
Mileage $.58/mile
Parking and tolls Cost
Postage and delivery Cost
Out-of-hou se pr oductions Cost
Large format prints $8.50/sf
Mounting on presentation board $3.75/sf
Travel - airfare, car rental, lodging and meals Cost plus 2%
RATES ARE SUBJECT TO ANNUAL INCREASES
Page 165 of 172
Transportation Solutions, Inc.
2019
HOURLY BILLING RATES
Name Title Hourly Labor
Billing Rate
Victor L. Salemann Principal $235.00
Jeff S. Elekes Director $215.00
David D. Markley Principal $235.00
Andrew L. Bratlien Sr. Tr. Engineer $168.50
Michelle L. Mach Sr. Tr. Engineer $168.50
Jeffrey P.K. Hee Sr. Tr. Engineer $168.50
Mary Ann Olson Engineer IV $145.00
Akmal Siddiqui ADA Services Specialist $145.00
Phil McDonald Sr. Engineering Tech $120.00
Jennifer Salemann Planner I $98.00
Jill Berberich Project Administrator $115.00
Staff Engineering Technician $ 60-95
EXPENSES
Reimbursable Expenses Direct Cost no
Markup
Sub-consultant invoices Direct Cost no
Markup
Billing rates are subject to change.
Page 166 of 172
H:\FORMS\EXHIBITS\2019-A.docx
Reid Middleton, Inc.
Exhibit "A" Schedule of Charges
Effective July 1, 2019 through June 30, 2020
I. Personnel Hourly Rate Principal ...................................................................................................................... $ 205.00 - $ 260.00 Principal Engineer/Principal Planner/Principal Surveyor ........................................... $ 205.00 - $ 250.00 Senior Engineer/Senior Planner/Senior Surveyor ....................................................... $ 180.00 - $ 205.00 Project Engineer/Project Designer/Project Surveyor/Project Planner ......................... $ 140.00 - $ 175.00 Design Engineer/Designer II/Design Technician/Survey Crew Chief/ Technical Writer II/ Graphic Designer II ................................................................. $ 115.00 - $ 140.00 Designer I/Planner/CAD Technician II ....................................................................... $ 105.00 - $ 125.00 Project Administrator ................................................................................................. $ 100.00 - $ 120.00 CAD Technician I/Survey Technician/Technician/Technical Writer I ...................... $ 90.00 - $ 110.00 Survey Crew (1 Person/RTK/Robotic/Scanning) ........................................................ $ 135.00 Survey Crew (2 Person/RTK/Robotic/Scanning) ........................................................ $ 185.00 Survey Crew (3 Person/ RTK/Robotic/Scanning)…………………………………… $ 235.00 Expert Witness/Forensic Engineering ......................... 1.5 times usual hourly rate (4 hour minimum) Individuals not in the regular employ of Reid Middleton may occasionally be engaged to meet specific project requirements. Charges for such personnel will be comparable to charges for regular Reid Middleton personnel. A premium may be charged if project requirements make overtime work necessary. II. Equipment Rate Design Software/Computer Aided Drafting ............................................................... $ 12.00/hour III. Reimbursable Expenses Local Mileage - Automobile ....................................................................................... $ 0.58/mile Local Mileage - Survey Truck .................................................................................... $ 0.65/mile Expenses that are directly attributable to the project are invoiced at cost plus 15%. These expenses include, but are not limited to, subconsultant or subcontractor services, travel and subsistence, communications, couriers, postage, fees and permits, document reproduction, special instrumentation and field equipment rental, premiums for additional insurance where required, special supplies, and other costs directly applicable to the project. A new schedule of charges is issued and becomes effective July 1 each year. Charges for all work, including continuing projects initiated in prior years, will be based on the latest schedule of charges. IV. Client Advances Unless the parties agree otherwise in writing, charges for the following items shall be paid by the client directly, shall not be the responsibility of Reid Middleton, and shall be in addition to any fee stipulated in the agreement: government fees, including permit and review fees; soils testing fees and costs; charges for aerial photography; and charges for monuments. If Reid Middleton determines, in its discretion, to advance any of these costs in the interest of the project, the amount of the advance, plus a fifteen percent administrative fee, shall be paid by the client upon presentation of an invoice therefore.
Page 167 of 172
2020 Schedule of Charges
Billing Title Hourly Billing Rates
Principal Engineer $245 - $286
Senior Structural Engineer $230 - $255
Senior Electrical Engineer $225 - $255
Senior Project Manager $220 - $245
Senior Engineer $180 - $275
Project Engineer $135 - $200
Staff Engineer $120 - $160
Planning Manager $165 - $220
Senior Planner $150 - $165
Planner $100 - $125
GIS Specialist* $120 - $130
Field Inspector & Building Inspectors* $120 - $170
Building Code Compliance Review $100 - $250
CAD Manager* $160 - $180
Draftsperson* $110 - $140
Project Administrator* $110 - $135
Project Assistant/Word Processor* $110 - $120
Professional Reimbursement:
The hourly billing rates include the cost of salaries of the BHC employees, plus paid sick and safe leave,
vacation, holiday, other fringe benefits, indirect overhead and fee. All employees classified as “non-exempt”
(billing category denoted with *) by the U.S. Department of Labor will be compensated at 1-1/2 times salary
for overtime hours, as per State and Federal wage and hour laws. Billing rates will be calculated accordingly
for these overtime hours.
Communication Fee:
Project Labor times 3.0% which includes telecommunications, faxes, standard U.S. Mail, mobile phones, and
internet access.
Direct Expenses:
Reimbursement for direct expenses incurred in connection with the work, will be at cost plus ten percent.
See Schedule of Non-Labor Charges for detail.
The foregoing Schedule of Charges is incorporated into the agreement for the services provided, effective
January 1, 2020 through December 31, 2020, and will be adjusted thereafter.
Page 168 of 172
City of Port Orchard Downtown Subarea Plan and Planned Action EISExhibit D - Conceptul Project ScheduleProject TimelineMonthPhase TaskTimeline12341234123412341234123412341234123412341234123412341234-Notice to ProceedContract Approval1Project Kick-off / Logistics / Management 2PSRC Meeting3Data Collection / Base Mapping4Market Economic Analysis 5Leadership Workshop6Neighborhood / Stakeholder Meetings7Public Engagement - Initial8Analysis & Visioning Summary9Draft Subarea Plan Strategies10EIS Initiation / Preliminary Draft EIS11Public Engagement - EIS Scoping12Infrastructure Reports and analysis13Draft EIS14Public Engagement - Draft EIS / Alternatives15Final EIS / PAO16Final Sub Area Plan17Final Reporting / PAO AdoptionHolidayNick OutHolidayHolidayHolidayHolidayHolidaySchedule Key:Team Leaderhsip MeetingLeadership / Steakholder Meeting (at GGLO)Public MeetingTask 100 Kick-off / Anlysis1/9/2020DECTask 110 VisioningTask 120 Design Alternativesand ExplorationTask 130 Draft-Final Plan 112NOV7 8JUN JULSEP OCT13 14DEC JAN9 10 11AUGJAN FEB MAR APRMAY23456Page 169 of 172
City of Port Orchard
Work Study Session Executive Summary
Issue Title: Job Description Authority Ordinance
Meeting Date: April 21, 2020
Time Required: 15 minutes
Attendees: None
Action Requested At This Meeting:
Issue: The level of detail in a good job description typically requires frequent updating as
positions evolve within an organization and duties and responsibilities are removed from or
newly required of the incumbent.
Background: There is some gray area in the law as to who has the authority to approve the
actual job descriptions. The law is clear that the council can delegate that authority.
Governor Inslee’s Proclamation 20-28: This item is [check all that apply]: COVID-19 related;
☒ necessary and routine, for the following reasons: provide direction to staff for business
operations, the final action on this to be done after the COVID-19 crisis is over.
Alternatives: Require all job descriptions, new and revised to come to council for approval.
Recommendation: For the expediency of maintenance and creation of job descriptions, staff
is proposing that the Council delegate authority to the Mayor for the final creation of and
editing of existing job descriptions. Council will retain their authority to approve positions,
determine the general purpose of each position and set the salary range for each position.
This ordinance will delegate to the Mayor the authority to produce the final job description
document and change job descriptions as necessary provided that the Mayor notify the
Council in much the same manner as is currently done for personnel policies.
Relationship to Comprehensive Plan: None.
Attachments: Draft Ordinance
Follow-up Notes & Outcomes:
Page 170 of 172
ORDINANCE NO. ___
AN ORDINANCE OF THE CITY OF PORT ORCHARD, WASHINGTON,
RELATING TO PERSONNEL; DELEGATING AUTHORITY TO THE
MAYOR SET FORTH IN RCW 35A.11.020 FOR CREATION AND
MODIFICATION OF JOB DESCRIPTIONS; PROVIDING FOR
SEVERABILITY; ESTABLISHING AN EFFECTIVE DATE.
WHEREAS, pursuant to RCW 35A.11.020 and 35A.12.020, the City Council has the
authority to define the functions, powers, and duties of the City’s appointive officers and
employees, and that this authority is delegable; and
WHEREAS, that power includes both the authority to create new positions for the City,
and to establish the duties for newly created positions; and
WHEREAS, new positions are created by the City Council through the budget process, or
by ordinance if created between budget cycles; and
WHEREAS, once created, pursuant to RCW 35A.12.090, the Mayor has the power of
appointment and removal of all appointive officers and employees, subject to Council
confirmation where required by ordinance; and
WHEREAS, the City Council finds that a limited delegation of its authority under RCW
35A.11.020 and 35A.12.020 is warranted as the Mayor’s administrative role is best suited to the
efficient development, approval and implementation of detailed job descriptions consistent with
the general duties for each appointive officer and employee of the City set by the Council; NOW,
THEREFORE,
THE CITY COUNCIL OF THE CITY OF PORT ORCHARD, WASHINGTON, DO ORDAIN AS
FOLLOWS:
SECTION 1. Findings and Recitals. The recitals set forth above are hereby adopted and
incorporated as findings in support of this Ordinance.
SECTION 2. Delegation of Authority. The City Council hereby delegates authority to the
Mayor to establish and later amend as needed job descriptions for all appointive officers and
employment positions created by the City Council. All job descriptions shall be consistent with
the general qualifications and duties assigned by the City Council at the time the position is
created by the Council, including those duties assigned to appointive positions at Chapter 2.08 of
the Port Orchard Municipal Code. The Mayor shall report to the City Council when a job
description is created or altered, consistent with this delegation. That report shall occur within
ninety (90) days of the Mayor’s action.
Page 171 of 172
Ordinance No. _______
Page 2 of 2
SECTION 3. Ratification. The City Council hereby ratifies and affirms any act consistent
with the authority and prior to the effective date of this Ordinance.
SECTION 4. Corrections. Upon the approval of the city attorney, the city clerk and/or
code publisher is authorized to make any necessary technical corrections to this ordinance,
including but not limited to the correction of scrivener’s/clerical errors, references, ordinance
numbering, section/subsection numbers, and any reference thereto.
SECTION 5. Severability. If any section, subsection, paragraph, sentence, clause, or
phrase of this ordinance is declared unconstitutional or invalid for any reason, such decision shall
not affect the validity of the remaining parts of this ordinance.
SECTION 6. Effective Date. This ordinance shall be published in the official newspaper of
the city and shall take full force and effect five (5) days after the date of publication. A summary
of this ordinance in the form of the ordinance title may be published in lieu of publishing the
ordinance in its entirety.
PASSED by the City Council of the City of Port Orchard, APPROVED by the Mayor and
attested by the City Clerk in authentication of such passage this __ day of _______ 2020.
Robert Putaansuu, Mayor
ATTEST:
Brandy Rinearson, MMC, City Clerk
APPROVED AS TO FORM: SPONSORED BY:
Charlotte A. Archer, City Attorney XXX, Councilmember
Page 172 of 172