HomeMy WebLinkAbout06/16/2026 - Work Study - PacketMeeting Location: Contact us:
ORCHARD City Hall, Council Chambers Phone (360) 876-4407
216 Prospect Street Email citVhatyhall@portorchardwa.gov
Port Orchard, WA 98366 www.portorchardwa.gov
City Council
Work Study Session
Tuesday, June 16, 2026
6:30 PM
Pursuant to the Open Public Meetings Act, Chapter 42.30 RCW, the City Council is conducting its public meeting
in a hybrid format with options for in -person attendance in the Council Chambers at City Hall or remote viewing
and participation via Zoom (link below). The meeting is streamed live on the City's YouTube channel, click here.
Remote Access
Link: https://us02web.zoom.us/I/81994912407
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1. Call to Order
A. Pledge of Allegiance
2. Executive Session
Pursuant to RCW 42.30.110(1)(i), the City Council is holding an executive session regarding legal risk and the session
duration will be announced prior to the executive session.
3. Discussion Items
(No Action to Be Taken.)
A. Fundraising Consultant Contract
B. Special Events
C. Townhall Recap
D. Public Restrooms
4. Good of the Order
5. Adjournment
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T_�84 City of Port Orchard
���ARD F 216 Prospect Street, Port Orchard, WA 98366
(360) 876-4407 • FAX (360) 895-9029
Agenda Staff Report
Discussion Item: 3.A. Fundraising Consultant Contract
Meeting Date: June 16, 2026
Presenter: Nick Bond, Community Development Director
Summary and Background:
The City published and advertised a Request for Proposals for Fundraising Campaign Consulting
Services on April 10, 2026, with proposals due on April 24, 2026. A total of eight proposals were
received from qualified fundraising consulting firms.
All eight proposals were evaluated using the criteria outlined in the REP. After the scoring
process, the two highest -rated firms were invited to interview as finalists.
Following the interviews, Northwest Philanthropic Partners (NWP) emerged as the top -ranked
firm. The City then entered into fee discussions with NWP. They provided a clear Phase 1 scope
that prepares the City for a successful capital campaign. Phase 1 includes reviewing or
conducting a feasibility study, identifying donor prospects, beginning early grant research,
developing a campaign plan and gift table, and preparing a presentation to the City Council. The
total cost for Phase 1, including the feasibility study, is $80,000.
NWP also provided an outline of what a future Phase 2 would involve for Council awareness.
Phase 2 would include full campaign implementation such as major donor cultivation and
solicitation, foundation and grant applications, community outreach, campaign materials and
communications, donor stewardship, and ongoing Council updates. Phase 2 is anticipated to be
a longer -term effort, generally spanning 12 to 24 months.
At this time, the City is only proposing to move forward with Phase 1. Phase 2 would be
considered separately once Phase 1 is completed and reviewed with the City Council.
The Funding source for this contract will come from the general fund and will require a budget
amendment.
Relationship to Comprehensive Plan: N/A
Recommendation:
At this time, the City is only proposing to move forward with Phase 1. Phase 2 would be considered
separately once Phase 1 is completed and reviewed with the City Council.
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Motion for Consideration:
Has item been presented to Committee/Work Study? No
If so, which one:
Fiscal Impact:
Alternatives:
Attachments:
1. NWP_POCEC_Proposal_Phasel_Revised
2. NWP_POCEC_Proposal_Feasibility
3. NWP_POCEC_Summary
4. NWPhilantropic_POCEC_Proposal_ signed
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Overview
The original Phase 1 estimate was based on the information provided through the RFP. Having met with the
Selection Committee, Northwest Philanthropic Partners now believes a more comprehensive Phase 1
engagement is warranted to help ensure the success of this campaign. In essence, the revised Phase 1 proposal
is required to account for the following challenging factors:
• The aggressive project timeline — to raise $2-3M before April of 2027
• The lack of existing campaign cabinet prospects
• The lack of an existing donor database or leads
• The need for more in-depth collaboration with the Kitsap Regional Library
• The need for immediate research and outreach for grants to support the project
• The strong potential that the campaign may continue beyond one year into two years
Taken together, these factors require a Phase 1 that is fundamentally more expansive than the original RFP
contemplated — extending Phase 1 from 6 to 8 weeks with a minimum commitment of 19 billable hours per week
per person. Northwest Philanthropic Partners' intention is to serve not purely as consultants to the campaign, but
as a full -service fundraising agency building the campaign infrastructure from the ground up. The additional two
weeks ensure that the campaign plan can be more fully developed, the cabinet foundation laid, the prospect
pipeline begun, the library coordination established, and the grant research underway before Phase 2 solicitation
begins.
Recommended campaign goal — $5,700,000
Based on our assessment of the project scope and the full cost of executing a professional capital campaign from
the ground up, Northwest Philanthropic Partners recommends the City set a fundraising goal of $5,700,000 rather
than the $5,000,000 referenced in the Donor Program Design Development document. The revised goal accounts
for both the facility funding target and the full cost of campaign management and consulting services over the
anticipated two-year engagement period.
The $5.7M goal ensures that donor gifts cover not only the facility construction costs but also the full cost of
running a professional capital campaign. This goal will be confirmed or adjusted following the fundraising
feasibility study and Phase 1 campaign plan development.
Scope of work
Brad Thomas — Phase I Lead
• Recruiting and convening a campaign steering committee of community, business, and civic leaders —
ideally chaired by Mayor Rob Putaansuu — through individual outreach, one-on-one cultivation meetings,
and sustained engagement throughout all 8 weeks of Phase 1
• Beginning the cultivation of prospective major donors well before formal solicitation begins, establishing
the personal relationships that will anchor the campaign's silent phase
• Conducting prospect identification and wealth screening using tools such as iWave to build a prioritized
pipeline of Port Orchard residents, business owners, and regional funders
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• Developing the gift acceptance and library campaign coordination strategy — including gifting pathways
per Addendum 08 and a donor overlap coordination plan with the Kitsap Regional Library
• Building upon the existing relationship with the Kitsap Community Foundation and other key regional
philanthropic partners
• Developing a comprehensive campaign plan, gift table, and campaign schedule informed by community
intelligence, wealth screening data, and the 2027 construction timeline
• Completing Phase 1 with a formal City Council presentation of all findings, the campaign plan, and the
recommended Phase 2 scope and fee structure
Nathan Hersey, CFRE — Phase 1 Co -Practitioner
• Building the campaign's CRM infrastructure from the ground up — including platform selection,
configuration, data import, and establishing data hygiene protocols before Phase 2 begins
• Conducting comprehensive donor and grant prospect research — including mass prospect identification,
wealth screening support, foundation and corporate funder research, and initial outreach to establish key
funder relationships before Phase 2 grant writing begins
• Developing a full communications and public relations strategy — including messaging architecture,
brand voice, stewardship templates, communications calendar, and setup of all campaign platforms and
tools
• Developing donor acquisition strategies for mid -level and community -level giving — including test gift
campaigns, donor acquisition devices, and a segmented outreach approach
• Assisting with donor cultivation, and community relationship building alongside Brad throughout Phase 1
— including attending meetings with prospective cabinet members and major donors, and representing
the campaign at community events
• Authoring the Phase 1 report — a comprehensive document summarizing the campaign plan, gift table,
prospect prioritization, grant research, communications strategy, and Phase 2 scope recommendation for
City Council review
TABLE 1 — PHASE 1 TASK BREAKDOWN (8 WEEKS, MINIMUM 19 BILLABLE HRS/WEEK EACH)
Campaign cabinet recruitment and initial
Brad
45
10
55
$8,310
stakeholder outreach
Donor prospect identification and wealth
Both
20
18
38
$5,076
screening
Grant research and foundation
Nathan
4
20
24
$2,688
networking
CRM selection, setup, and donor data
Nathan
5
26
31
$3,462
organization
Library campaign coordination and gift
Brad
16
10
26
$3,612
acceptance framework
Communications and PR planning,
Nathan
5
22
27
$3,054
stewardship materials setup
Campaign plan, gift table, and campaign
Brad
36
12
48
$7,056
schedule
Professional written Phase 1 report
Nathan
6
18
24
$2,808
City Council presentation preparation
Both
10
10
20
$2,640
and delivery
Phase 2 scope and revised fee proposal
Brad
3
4
7
$894
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Consulting subtotal 150 hrs 150 300 hrs $39,600
hrs
Direct expenses $5,000
Both practitioners commit a minimum of 19 billable hours per week each over the 8 -week Phase I period (150 hrs each, 300 hrs
combined). The fixed fee structure provides the City with cost certainty regardless of actual hours worked. Phase 1 hours and fees are
entirely separate from the feasibility study engagement, which runs concurrently under a separate contract beginning July 1, 2026.
TABLE 2 — PHASE 1 RATE DISCLOSURE
Brad Thomas $162/hr 150 hrs $24,300 Principal
Nathan Hersey, CFRE $102/hr 150 hrs $15,300 Subcontractor
Consulting not -to -exceed 300 hrs $40,000 Fixed fee
combined
*Nathan Hersey engaged as independent subcontractor. Fees paid by Northwest Philanthropic Partners from Phase 1 fixed fee.
Phase I fixed fee of $45,000 includes $40,000 in consulting fees and $5,000 in campaign expenses. Hourly rates are consistent with
Phase 2 engagement rates. No feasibility study hours or fees are included in Phase I billing.
TABLE 3— PHASE 1 CAMPAIGN EXPENSES BREAKDOWN
Grant research tools $1,500
Early community engagement and outreach $1,500
Initial campaign materials development $1,000
CRM platform setup and initial licensing $500
Communications platform setup $500
Campaign expenses cover direct costs required to begin campaign operations during Phase 1. These are not consulting fees. Any
additional expenses proposed or requested by the City beyond those itemized above must be discussed, agreed upon, and
separately authorized in writing by both parties before being incurred.
TABLE 4— PHASE 1 SCHEDULE (JULY 1 - AUGUST 26, 2026)
1 Contract execution and Notice to Proceed
June 2026
City /
Pre -launch
NWP
2 Campaign cabinet recruitment and cultivation
July 1 —
Brad
Weeks 1-8
Aug 26
(ongoing)
3 CRM platform selection, configuration, and
July 1-21
Nathan
Weeks 1-3
initial data setup
4 Donor prospect identification and wealth
July 1-28
Both
Weeks 1-4
screening
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5
Grant research and foundation networking
July 1-28
Nathan
Weeks 1-4
6
Library coordination and gift acceptance
July 7-21
Brad
Weeks 2-3
framework
7
Communications and PR strategy
July 7-28
Nathan
Weeks 2-4
development
8
Major donor cultivation and community
July 1 —
Both
Weeks 1-8
relationship building
Aug 26
(ongoing)
9
Comprehensive campaign plan, gift table, and
July 21 —
Brad
Weeks 4-7
schedule
Aug 18
10
Donor identification and prospect prioritization
July 21 —
Brad
Weeks 4-6
memo
Aug 11
11
Professional written Phase 1 report
Aug 4-19
Nathan
Weeks 5-7
12
Report review and finalization
Aug 19-22
Both
Week 8
13
Formal City Council presentation
Aug 26,
Both
Week 8
2026
14
Phase 2 scope and revised fee proposal
Aug 26,
Brad
Week 8
delivered
2026
All dates are subject to adjustment based on City Council scheduling and Phase I findings. Northwest Philanthropic Partners is
committed to completing all Phase I deliverables within the 8 -week window. Phase I runs concurrently with the fundraising feasibility
study, which is conducted under a separate contract and is not included in the Phase 1 deliverables or billing above.
Payment terms — Phase 1
Phase 1 is invoiced in two installments: 50% upon City issuance of a written Notice to Proceed, 50% upon
delivery of the Phase 1 written report and City Council presentation. Campaign expenses are invoiced monthly in
arrears based on actual costs incurred, with receipts provided. Time and expense records maintained and
available to the City upon request.
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Overview
Northwest Philanthropic Partners proposes to conduct a formal fundraising feasibility study for the Port Orchard
Community Events Center campaign as a separate engagement running concurrently with Phase 1 campaign
planning. Both engagements begin July 1, 2026 and share the same calendar period, but are billed under
separate contracts with no overlap in hours or deliverables. The feasibility study is a foundational prerequisite to a
successful capital campaign — it provides the donor intelligence, community readiness assessment, and strategic
guidance that the campaign plan must be built upon.
A comprehensive fundraising feasibility study involves confidential one-on-one interviews with 25-30 prospective
major donors, community leaders, foundation representatives, and civic influencers. Participants are asked about
their awareness of and enthusiasm for the project, their sense of the community's readiness to give, their own
potential giving capacity and interest, and their recommendations for campaign leadership and strategy. The
findings are synthesized into a written report that informs the campaign goal, gift table, timeline, cabinet
recruitment strategy, and overall approach. We highly recommend that at the beginning of week 1, we gather all
the current campaign leadership (Mayor Putaansuu, Tina O'Brien, Carol Kowalski, Sayre Thompson, Brad
Thomas, Nathan Hersey) and any other community leaders involved to begin the process of identifying
interviewees.
This study will include approximately 25 confidential stakeholder interviews conducted by Brad Thomas and
Nathan Hersey, with the participation of Mayor Rob Putaansuu where appropriate. The study will run for 8 weeks
beginning July 1, 2026, concluding with a written report delivered on August 21, 2026 — five days before the
Phase 1 City Council presentation on August 26, 2026. This sequencing ensures that feasibility findings are fully
integrated into the Phase 1 campaign plan before it is presented to the City.
Why this study is needed
The Donor Program Design Development document available on the City's Bids and Proposals page provides a
valuable naming opportunity and gift tier framework. However, this document represents a donor recognition plan
rather than a traditional fundraising feasibility study. A naming opportunity matrix tells you what donors could give
— a feasibility study tells you whether they will, and at what level. The distinction is critical for setting a realistic
campaign goal and building a solicitation strategy grounded in actual donor intelligence rather than aspiration.
Without a completed feasibility study, this campaign faces four specific risks:
• The $5.7M goal may be set too high or too low relative to actual donor capacity in the Port Orchard
community
• Cabinet recruitment will be conducted without knowing who the feasibility study identified as likely leaders
and early supporters
• The gift table will be built on assumptions rather than verified donor intelligence
• The campaign may go public before the team knows whether the community is ready — risking a visible
stall that damages donor confidence
Conducting the study before finalizing the campaign plan eliminates each of these risks and significantly
increases the likelihood of reaching the campaign goal on schedule.
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Environmental assessment
The feasibility study will include a dedicated environmental assessment as a core component of the written report.
An environmental assessment evaluates the external conditions surrounding the campaign — factors beyond
individual donor capacity that will shape how the campaign is received, when it should publicly launch, and what
strategic adjustments are needed before solicitation begins. For the Port Orchard Community Events Center
campaign, the following five environmental factors will be assessed:
1. Economic climate
2. Philanthropic landscape
3. Community sentiment
4. Organizational readiness
5. Timing and external factors
Scope of work
Brad Thomas — Feasibility Study Lead
• Developing the confidential interview guide, including questions tailored to the Port Orchard community,
the POCEC project, and the specific donor segments being interviewed
• Convene a meeting of current campaign leadership at the start of week 1 to begin the process of
identifying interviewees
• Leading all 25 confidential stakeholder interviews as primary interviewer — drawing on his 35+ years of
campaign experience and community relationships to elicit candid, substantive feedback from each
participant
• Analyzing interview findings, identifying patterns and themes, and synthesizing the data into actionable
campaign recommendations including the environmental assessment
• Reviewing and approving the written feasibility study report before delivery to the City and the Phase 1
campaign planning team
Nathan Hersey, CFRE — Feasibility Study Co -Practitioner
• Supporting study design and identifying the 25 target interview candidates across major donor,
community leader, foundation, corporate, and civic categories
• Managing all interview scheduling, confirmation, and logistics — ensuring 25 interviews are conducted
within the 8 -week interview window
• Serving as note -taker and documentation lead during all 25 interviews, capturing verbatim responses and
key themes for analysis
• Supporting findings analysis and synthesis alongside Brad Thomas, with particular focus on the
environmental assessment components
• Authoring the written fundraising feasibility study report — including the environmental assessment, donor
readiness assessment, campaign goal recommendation, gift table implications, cabinet recruitment
recommendations, and strategic guidance for Phase 1 and Phase 2
TABLE 5- FEASIBILITY STUDY TASK BREAKDOWN (8 WEEKS, 100 BILLABLE HRS EACH)
Study design and interview guide Brad 12 5 17 $2,454
development
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Prospect identification and interview
Nathan
5
15
20
$2,340
scheduling
Conducting 25 confidential stakeholder
Both
45
30
75
$10,350
interviews
Interview analysis and findings
Brad
20
25
45
$5,790
synthesis
Written fundraising feasibility study
Nathan
10
20
30
$3,660
report
Findings presentation preparation and
Both
8
5
13
$1,806
delivery
Consulting subtotal
100 hrs
100 hrs
200 hrs
$26,400
Direct expenses
$8,600
Brad Thomas and Nathan Hersey each commit 100 billable hours to the feasibility study over the 8 -week engagement period. Total
consulting fees are $26,400. Direct study expenses of $8,600 bring the fixed fee to $35,000. Feasibility study hours and fees are
entirely separate from Phase 1 campaign planning billing. Both engagements run concurrently July 1 — August 21, 2026.
TABLE 6 — FEASIBILITY STUDY RATE DISCLOSURE
Brad Thomas $162/hr 100 hrs $16,200 Principal
Nathan Hersey, CFRE $102/hr 100 hrs $10,200 Subcontractor
Consulting not -to -exceed 200 hrs $26,400 Fixed fee
combined
*Nathan Hersey engaged as independent subcontractor. Fees paid by Northwest Philanthropic Partners from the feasibility study fixed
fee. Hourly rates are consistent with Phase I and Phase 2 engagement rates.
TABLE 7— FEASIBILITY STUDY DIRECT EXPENSE BREAKDOWN
Travel for stakeholder interviews — mileage and meals $2,500
Interview documentation and transcription tools (Plaud or Otter) $1,500
Prospect research and screening tools (iWave, DonorSearch, White Pages) $1,500
Feasibility study report and outreach materials $1,500
Communication and scheduling tools $600
Contingency $1,000
Direct expenses cover all costs required to conduct the feasibility study beyond consulting hours. These are not consulting fees.
Actual expenses will be tracked and records made available to the City upon request.
TABLE 8 — FEASIBILITY STUDY SCHEDULE (JULY 1 - AUGUST 21, 2026)
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1 Study design and interview guide
July 1-7, 2026
Brad
Week 1
development
2 Prospect identification — 25
July 1-7, 2026
Nathan
Week 1
stakeholder candidates
3 Interview scheduling and confirmation
July 1-14, 2026
Nathan
Weeks 1-2
outreach
4 Conducting 25 confidential stakeholder
July 7 — Aug 14, 2026
Both
Weeks 2-6
interviews
5 Interview analysis and findings
July 28 — Aug 14, 2026
Brad
Weeks 4-7
synthesis
6 Written feasibility study report authoring
Aug 4-18, 2026
Nathan
Weeks 5-8
7 Report review, finalization, and approval
Aug 18-21, 2026
Both
Week 8
8 Feasibility findings delivered to City and
Aug 21, 2026
Both
Week 8
NWP Phase 1 team
All dates are subject to adjustment based on stakeholder availability and scheduling logistics. Northwest Philanthropic Partners is
committed to delivering the written feasibility study report by August 21, 2026 — five days before the Phase I City Council
presentation on August 26, 2026.
Payment terms — Feasibility study
The feasibility study is billed as a separate engagement from the Phase 1 campaign planning contract. Payment
terms: 50% upon execution of the feasibility study agreement, 50% upon delivery of the written report. Time and
expense records maintained and available to the City upon request.
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Phase 1 Campaign Planning and Fundraising Feasibility
Study
Northwest Philanthropic Partners I Port Orchard Community Events Center I July — August 2026
This document presents two concurrent but separate engagements proposed by Northwest Philanthropic Partners
beginning July 1, 2026. Part 1 covers the revised Phase 1 campaign planning scope, timeline, and fee. Part 2
covers the fundraising feasibility study, which runs concurrently under a separate contract. Both engagements
share the same calendar period but are billed independently with no overlap in hours, deliverables, or fees.
Combined, they represent the foundational investment required to launch a well -prepared, professionally
executed capital campaign for the Port Orchard Community Events Center.
Feasibility study (separate contract)
Phase 1 consulting
Phase 1 campaign expenses
8 weeks 200 hrs $35,000
8 weeks 300 hrs $40,000
$5,000
Combined 8 -week period total of $80, 000 reflects two separate contracts. The feasibility study concludes August 21, 2026 — five
days before the Phase I City Council presentation on August 26, 2026 — ensuring findings are fully integrated into the campaign plan
before it is presented to the City.
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Northwest Philanthropic Partners
Proposal for Fundraising Campaign Consulting Services
Port Orchard Community Events Center I Submitted May 1, 2026
Section 1: Introduction
Cover letter
Northwest Philanthropic Partners
Port Orchard, WA 98366
Primary contact: Brad Thomas
Phone: (425) 615-9585
Email: bradjaythomas@gmail.com
Nick Bond, Director
Department of Community
Development
City of Port Orchard
216 Prospect Street
Port Orchard, WA 98366
Dear Mr. Bond and Members of the Selection Committee,
The Northwest Philanthropic Partners team, Brad Thomas and Nathan Hersey, are excited to
submit this proposal in response to the City of Port Orchard's Request for Proposals for
Fundraising Campaign Consulting Services for the Port Orchard Community Events Center.
Brad and Nate are a newly established consulting team but tried and tested work collaborators
with a track record of success exceeding expectations. They met and first worked together while
serving together at Children of the Nations, a Kitsap-based international nonprofit serving in 5
developing countries. As the team lead, Brad Thomas is a senior capital campaign strategist
and philanthropic director with more than 35 years of experience. Brad's expertise is
complemented by Nathan Hersey, CFRE, a Certified Fundraising Executive and campaign
manager who has worked alongside Brad since 2019. Nate's 12 years of hands-on community
marketing experience and deep understanding of fundraising and community outreach will serve
as the key support to Brad's skill set around capital campaign strategy, management,
solicitation, and ultimate success.
Coming off an exceptionally successful capital campaign at Summit Pacific Medical Center,
Brad and Nate have just completed $4M of fundraising in collaboration with a campaign cabinet,
Foundation Board members, Hospital Leadership, local Foundations, and an incredibly
supportive community. The Saving Lives capital campaign at Summit marked Brad's third
successful capital campaign across 3 different fundraising sectors.
As long-time northwest residents who call Port Orchard home, we are both deeply passionate
about this project. We see this proposed Community Events Center as absolutely necessary for
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the wellbeing of our youth and our community. According to the 2020 census, about 20% of
Kitsap County residents are children under the age of 18. With the city of Port Orchard growing
at 1.6% annually (according to Kitsap Economic Development Council), we are seeing hundreds
of new families coming to call Port Orchard home. Community ties and youth spaces are a key
factor in improving mental health outcomes across the region and this community center will be
one of the most effective steps our city can take in prioritizing the wellbeing of our youth and
families.
For us, this won't just be a community center; this project impacts the future of our own
community, our friends, family, and loved ones. Brad's family ties to the city of Port Orchard are
extensive. Brad's son-in-law and cousin together own Quality Coating. Brad's wife, Jenell and
her family have lived in Port Orchard for 55 years while Jenell's sister and other relatives have
worked at South Kitsap High School for many years. Brad has been involved in both Rotary and
Lions clubs for the last 15 years and hopes to join both of these clubs in Port Orchard this
summer. Nathan and his wife Alyssa purchased their first home in Port Orchard in 2023.
Nathan, Alyssa, and their Kitsap Humane Society rescue cat Luna consider Port Orchard home
for good. Their favorite walking spots are Manchester State Park, Banner Forest Park, and
Anderson Point.
The Port Orchard Community Events Center is both a beautiful opportunity and a multi -layered
challenge. As a mixed -use suburban -rural community, the fundraising work will require a unique
approach. While the average household income is $112,445, only 4.2% of households (812)
have an income of $200,000 or higher. This income mix in the community and the concurrent
Kitsap Regional Library campaign will require a diversified fundraising approach with heavy
community partnership, county -wide public outreach, and close work with organizations like the
Kitsap Community Foundation. We have reviewed the Donor Program Design Development
document available on the City's Bids and Proposals page, which provides a valuable naming
opportunity and gift tier framework. However, this document would not typically be regarded as a
feasibility study in a fundraising sense. A comprehensive feasibility study typically includes
confidential interviews with 20-40 prospective major donors and community stakeholders to
assess donor readiness, campaign perception, lead gift potential, and internal organizational
readiness.
We are confident that Northwest Philanthropic Partners offers the City something no regional or
national firm can match: senior -level campaign leadership, rooted in this community, with a
demonstrated track record of success at comparable scale and heavily invested in the success
of this project and this campaign as residents of Port Orchard who are passionate about the
future of our city and our community.
Respectfully,
Brad Thomas
Principal, Northwest Philanthropic Partners
(425) 615-9585 1 bradjaythomas@gmail.com
Page 15 of 87
Nathan Hersey, CFRE
Campaign Specialist (Subcontractor), Northwest Philanthropic Partners
(360) 440-9566 1 njhersey(gmail.com
Nathan Hersey, CFRE '� �am'd
Merketing and D...1,T ment Speclall,t C F P. E
Statement of firm philosophy
At Northwest Philanthropic Partners, we believe that all fundraising success is rooted in the
passion and trust of the constituents we steward and the communities we serve. As fundraising
professionals, we are gifted with the opportunity to bridge the gap between donors and the
change they create in the world.
We also believe all fundraising requires community partnership. By establishing, cultivating, and
stewarding long-term relationships with key community leaders, our goal is to foster
transformation that will continue to thrive and benefit those we serve.
Understanding of the project and scope
As fundraising professionals with a wide breadth of experience across multiple nonprofit sectors
and projects, we believe that our skills will ensure the success of the capital campaign for the
Port Orchard Community Events Center.
We are excited to see this Community Events Center become a place that will serve our area's
youth, seniors, families, and children and be a safe place to gather. This Community Events
Center will be a 3rd space for art classes, recreational programs, clubs and service
organizations to host meetings and events - an outstanding community asset that will benefit
current and future generations and create a sense of belonging, hope and well-being every day.
Based on the Donor Program Design Development document available on the City's Bids and
Proposals page, the private fundraising goal for this campaign is approximately $5 million,
structured across four tiers of named giving opportunities ranging from a building naming gift at
the top to broad community participation through a donor recognition wall. While this document
provides a useful gift structure framework, it represents a donor recognition plan rather than a
traditional fundraising feasibility study. A comprehensive feasibility study - including confidential
stakeholder interviews, donor readiness assessment, and organizational capacity review - does
not appear to have been completed for this campaign. Northwest Philanthropic Partners
recommends this be prioritized in Phase 1 as a foundational step before finalizing the campaign
plan and gift table.
While the Kitsap Regional Library is conducting its own independent capital campaign and there
will certainly be some overlap, we do not expect the overlap to be significant based on the
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economic makeup of Kitsap County. Fundraising for the Port Orchard Community Events Center
will need to be focused primarily on solicitation of the residents of Port Orchard itself. We
anticipate the Kitsap Regional Library is likely to focus fundraising efforts more in the northern
part of the county, areas such as Bainbridge Island, Chico, Poulsbo, Silverdale, Seabeck, and
Kingston; most of which have access to larger, more modern branches of Kitsap Regional
Library. In order to ensure the highest likelihood of success, we do recommend that potential
overlap between the two campaigns be a focus factor should the City decide to conduct a
feasibility study before the capital campaign for the Community Events Center begins.
Phase 1 calls for a 6 -week campaign planning engagement that includes reviewing the
completed fundraising feasibility study, developing a comprehensive campaign plan and gift
table, and presenting findings to City Council. Phase 2 involves full campaign counsel and
management through to campaign close. Construction is anticipated to begin in 2027, creating a
very aggressive fundraising timeline.
Based on Brad Thomas's experience leading comparable capital campaigns and the current
state of campaign infrastructure, Northwest Philanthropic Partners recommends the City plan for
a 24 -month active campaign phase. While community enthusiasm for this facility is real and
significant, a fully realized $5M campaign will require 18-24 months to succeed. A campaign
that goes public before securing 60% of its goal in lead gifts risks a visible stall - which can
erode donor confidence and make the remaining fundraising significantly harder. A detailed
timeline recommendation, including phasing options for City Council consideration, will be a key
deliverable of the Phase 1 campaign plan.
This estimate is based on Brad's long history of successful capital campaigns and the current
lack of fundraising project infrastructure (such as the lack of a campaign cabinet, a
comprehensive feasibility study, active donor base, etc.) to support the project needs.
Approach to the project
Brad Thomas and Nathan Hersey will need to complete the Phase 1 planning by the beginning
of August to ensure the project is well positioned to continue building long-term relationships
with all our major donors and host a campaign launch reception for these major donors including
Foundation and business leaders.
A campaign consultant generally acts as a strategic guide to established campaign leadership,
attending planning meetings, assisting with prospecting strategy, reporting on results, and
overseeing high-level planning for donor solicitation amounts and methods.
It is very unusual for fundraising consultants to be deeply involved in donor solicitation,
campaign cabinet formation, in -community networking, public relations and marketing material
production, grant proposal writing, and CRM management. These types of "hands-on" tasks are
not generally regarded as consulting work but would ordinarily require the support of an in-
house development/marketing team or a full-scale fundraising agency with larger teams of
dedicated support staff.
Page 17 of 87
In this respect, our team of two is uniquely positioned to be the best fit for this project. Our
experience, knowledge, passion, and executional expertise goes above and beyond strategic
fundraising consulting. In this project, we will act as a hands-on agency, carrying out the actual
work of the campaign (including the gift solicitation) itself rather than overseeing the work from a
distance.
With that structure in mind, Brad Thomas will open Phase 1 by:
• Completing Phase 1 planning in the beginning of August to ensure we're prepared with a
campaign schedule, including milestones tied to the 2027 construction start, a resource
and budget plan, and a volunteer and leadership engagement strategy. Well positioned to
continue building long term relationships with all our major donors and host a launch
campaign reception for these major donors including Foundation and business leaders.
• Conducting a thorough review of all available campaign documentation including the
Donor Program Design Development document, and recommending and initiating a
formal fundraising feasibility study if one has not been completed, before building a
campaign plan grounded in the realities of this community, the potential donor pool, and
the timeline.
• Recruiting at least a dozen community, business and industry leaders to serve on the
campaign steering committee, hopefully chaired by Mayor Rob Putaansuu.
• Working with city and community leaders to develop campaign gift tables aligned to the
tiered naming structure already developed and then use a wealth screening tool like
iWave to evaluate their actual giving capacity with a focus on residents who have a Port
Orchard address.
Nathan Hersey will support Brad throughout Phase 1 on written deliverables, donor data
organization, and communications preparation. Specifically, Nathan will be responsible for:
• Mass donor prospecting
• Creating donor acquisition devices and strategies (for "test gifts")
• Creating a Communications and Public Relations plan to ensure maximum engagement
during Phase 2 and selecting and begin utilizing any and all communications tools and
systems
• Foundation and grant research prospecting and outreach
• Establishing thanking and stewardship materials (such as quarterly reports)
• Establishing a CRM (customer relationship management) system to track donor
interactions and gifts
• Support and assist Brad in direct donor outreach, cultivation, solicitation, community
outreach, reporting, and all other essential duties
Brad and Nathan will lay the groundwork in Phase 1 to begin the "Silent Phase" of the
campaign. During this stage final fundraising goal will not be publicly released, rather, the early
cultivation and fundraising will begin with lead gifts being sought along with early donor
feedback and key leadership advice. This practice helps leadership donors ($1 00K or greater) to
feel valued, special, and prioritized. Once 60% philanthropic gift commitments are obtained, the
campaign will "go public", meaning that we will announce the current progress and make the
Page 18 of 87
general public aware of our final goal through a coordinated communications and public
relations outreach campaign.
We would also both recommend hosting 1-3 in -person events or receptions. These events will
serve as introductory, cultivation, and celebration events at each successive stage of the
campaign. These types of events play an essential role (especially in the early stage of the
campaign) to give new, prospective donors the chance to meet -and -greet campaign leadership
and learn about the potential of the project.
During Phase 2, Nathan takes on primary responsibility for campaign operations, including CRM
management, grant proposals to foundations and institutions, multi -channel stewardship
campaigns, and all written reporting to the City, while Brad leads major donor cultivation,
solicitation, and City Council updates. This "wrap up" phase often requires printed and online
solicitation for public support of the campaign, as well as "top off" gifts from donors who may
have led the early stages of giving for the campaign. The Phase 2 push can result in looking
further afield for final gifts, with the public relations aspect of the campaign becoming more
important and enabling unexpected "surprise" donations from donors who are discovering the
community need through our public -facing outreach.
Page 19 of 87
Section 2: History and Experience
Firm profile
Northwest Philanthropic Partners is a purpose-built fundraising consulting practice founded and
led by Brad Thomas, based in Port Orchard, Washington. Brad brings more than 35 years of
experience leading capital campaigns, building donor programs, and guiding nonprofit and
community organizations through periods of transformational growth. Campaign operations are
supported by Nathan Hersey, CFRE, an experienced development and marketing professional
and certified fundraising executive who serves as subcontractor on this engagement.
Firm name
Northwest Philanthropic Partners
Primary location
Port Orchard, Washington
Firm type
Single -member LLC (Brad Thomas, Principal) —
formation in progress; business license and
insurance acquisition underway
Years in operation
Newly established; principal experience 35+ years
Geographic
Kitsap County, Puget Sound region, Pacific
coverage
Northwest
Principal
Brad Thomas — Lead Consultant & Campaign
Strategist
Support specialist
Nathan Hersey, CFRE — Campaign Operations
(Subcontractor)
Team size
Two senior practitioners — all work performed
directly by named personnel
Completed project references
The following three engagements represent Brad Thomas's most directly comparable capital
campaign experience. References are available upon request and will be provided as a
separate attachment.
Reference 1 of 3
Campaign typE Healthcare capital campaign — rural community
hospital
Amount raised $4,000,000 raised (exceeded original $3M goal by 33%)
Period 2024 to 2026
Brad's role Foundation Executive Director and Community
Development Director — led all campaign strategy,
major donor cultivation, board engagement, and
Page 20 of 87
community outreach. Nathan Hersey served as
Development Specialist supporting campaign execution.
Outcome Successfully closed $4M Saving Lives campaign.
Reference contact: Tricia Roscoe - trstrategic@outlook.com
Reference 2 of 3
Campaign type Higher education capital campaign — community
college
Amount raised $3,100,000 raised in 16 months; annual revenue
increased 114%
Period 2018 to 2020
Brad's role Executive Director — led full advancement strategy,
major gifts, board development, and corporate
partnerships. Reported directly to College President.
Outcome Raised $3.1 M in 16 months. Secured 43+ corporate and
community partnerships. Increased annual fundraising
revenue 114% through restructured development
strategy.
Reference contact: Lisa Carrol - Immcarroll(�gmail.com
Reference 3 of 3
Campaign type
Major gifts and planned giving — regional community
fund
Amount raised
$3,800,000 managed annually; planned giving program
launched from zero
Period
2010 to 2013
Brad's role
Senior Relationship Manager and Planned Giving Lead
— managed portfolio of 140+ major donors and built
planned giving infrastructure.
Outcome
Generated $3.8M annually through major donor
portfolio. Launched planned giving program creating
long-term revenue infrastructure.
Reference contact: JR Harris - irharris(uwkc.org
Page 21 of 87
Section 3: Key Project Personnel
All work under this contract will be performed directly by the two practitioners listed below. Brad
Thomas will lead all campaign strategy, major donor engagement, and City Council
presentations. Nathan Hersey will support donor development, direct solicitation, grant writing,
campaign communications and materials production, CRM management, and stewardship.
Proposed role: Lead campaign strategist — major donor
relationships, campaign plan author, City Council liaison, Phase 1 and
Phase 2 primary lead
Professional summary
Brad Thomas is a senior nonprofit executive and capital campaign strategist with more than 35
years of experience leading fundraising programs across healthcare, higher education, and
community organizations throughout the Pacific Northwest. He has personally directed or
overseen campaigns and development programs raising in excess of $75 million in total. Brad
has served as a Foundation Executive Director, Chief Development Officer, and Senior
Relationship Manager at institutions ranging from rural community hospitals to regional United
Ways.
For this engagement, Brad will serve as lead strategist and primary City contact, owning the
feasibility study review, campaign plan, gift table, donor identification, major gift cultivation, and
all presentations to City Council. He will be supported by Nathan Hersey on campaign
operations and communications throughout both phases though both Brad and Nathan will
share in all aspects of the work for this project.
Selected campaign accomplishments
* Led $4M Saving Lives capital campaign at Summit Pacific Medical
Center Foundation, exceeding original $3M goal by 33%
* Raised $3.1 M in 16 months at Edmonds College Foundation to expand
STEM and Nursing pathways
* Increased annual fundraising revenue 114% at Edmonds College by
restructuring development strategy
* Managed $3.8M annual major donor portfolio at United Way of King
County serving 140+ major donors
Page 22 of 87
* Launched planned giving program at United Way of King County from
zero
* Increased revenue 71% in 2.5 years as Chief Development Officer at
Columbia Memorial Hospital Foundation
* Secured 43+ corporate and community partnerships at Edmonds
College Foundation
Professional experience
Foundation Executive Director and Community Development Director Summit Pacific
Medical Center Foundation, Elma WA I June 2022 to Present
• Led $4M Saving Lives capital campaign including major donor cultivation, board
engagement, and community outreach
• Built and stewarded relationships with major donors, public agencies, and institutional
partners
• Directed foundation operations, budgeting, financial reporting, and audit readiness
Executive Director ' Edmonds College Foundation, Edmonds WA I January 2015 to
January 2021
• Raised $3.1 M in 16 months to expand STEM and Nursing pathways for underrepresented
students
• Increased annual fundraising revenue 114% through restructured development strategy
• Secured 43+ corporate and community partnerships strengthening workforce pathways
• Contributed to executive decision -making as part of the President's Leadership Team
Director of Philanthropy Children of the Nations, Silverdale WA I February 2021 to April
2ULc
• Led global fundraising strategy across major gifts, corporate, and foundation partnerships
Senior Relationship Manager (Planned Giving Lead) United Way of King County, Seattle
WA I February 2010 to February 2013
• Managed portfolio of 140+ major donors generating $3.8M annually
• Launched planned giving program building long-term revenue infrastructure
Chief Development Officer I Columbia Memorial Hospital Foundation, Astoria OR
January 1998 to January 2001
• Increased revenue 71% in 2.5 years by repositioning fundraising strategy
Additional prior roles: Foundation Director, Virginia Mason Hospital Foundation (2013-2014)
Nonprofit Management Consultant, Empower Leadership LLC (2004-2009) 1 Senior Corporate
Relations Officer, Medical Teams International (2001-2004) 1 Senior Regional Development
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Director, City of Hope National Medical Center (1994-1997) 1 Executive Director, American
Cancer Society Seattle (1990-1994)
Education and community leadership
Education Bachelor of Science, Recreation Management, University of Oregon
Community roles Founding organizer, Rural Collaborative Foundation Leaders Group I Board
Member, Grays Harbor Young Life (2024-2026) 1 Executive Committee, WA
Advancement Foundation Leaders (2019-2021) 1 Board Chair, The Identity
Project (2010-2018) 1 Co -Founder, Giving Globally (2004-2012)
Page 24 of 87
Proposed role: Campaign execution, CRM and donor data, grant
writing, stewardship communications, Phase 2 operations support
Credentials
CFRE (2026) Raiser's Edge Planned Giving Grant Writing
NXT Certified Certificate Certificate
(2025) (2025) (2024)
Professional summary
Nathan Hersey, CFRE, brings 12+ years of combined fundraising and marketing experience to
this engagement, with particular strength in campaign execution, donor stewardship, CRM
management, and multi -channel communications. As a Certified Fundraising Executive, Nathan
holds one of the field's most rigorous professional credentials. He has direct experience working
alongside Brad Thomas on the Summit Pacific Medical Center Foundation's $4M capital
campaign, meaning the two practitioners arrive with an established working relationship and no
onboarding period required.
Nathan is a strong contributor to all campaign functions, bringing operational depth and
execution expertise that matches Brad's strategic leadership. Both practitioners carry direct
solicitation, community relationship, and reporting responsibilities throughout the engagement.
Selected accomplishments supporting Brad's campaign leadership
* Supported $4M capital campaign at Summit Pacific Medical Center
Foundation in direct collaboration with Brad Thomas
* Established Annual Giving Program, acquiring 100+ new donors in the
first year
Won 9 grant requests totaling $137,000 at Summit Pacific Medical
* Center Foundation and served in the review process for a $400,000
grant
* Managed full CRM transition to support capital campaign pledge
tracking
* Managed Annual Giving program exceeding $700,000 in annual
revenue at Children of the Nations
Page 25 of 87
* Managed Donor Fundraising galas which raised an excess $1 M annual
at Children of the Nations
Areas of expertise
Campaign
Donor stewardship, pledge tracking, CRM
operations
management, solicitation planning, pipeline
development
CRM and data
Raiser's Edge NXT (certified), Bonterra, FreeWill,
systems
Tatango, MailChimp, data integrity, campaign
analytics
Writing and
Grant proposals, donor impact reports, newsletters,
communications
campaign materials, brand -consistent messaging
Multi -channel
Direct mail, digital, email, texting, giving days,
campaigns
audience segmentation, A/B testing
Professional experience
Development Specialist I Summit Pacific Medical Center Foundation, Elma WA (Hybrid)
November 2023 to Present
• Supporting $4M capital campaign in collaboration with Brad Thomas across donor
stewardship, CRM, and communications
• Managing multi -channel fundraising campaigns across direct mail, digital, email, and
texting
• Writing grant proposals, impact reports, and donor -centered communications
• Coordinating planned giving outreach through FreeWill
Marketing Manager Children of the Nations, Silverdale WA I June 2019 to November
• Led multi -channel fundraising strategy across direct mail, digital, email, events, and print
• Managed Annual Giving program exceeding $700,000 in annual revenue
• Directed event marketing for 3 annual galas raising over $1 M in total
Marketing Specialist ' Living Passages, Coeur d'Alene ID December 2016 to May 2019
• Created digital and print marketing materials including email, online ads, and social media
campaigns
• Tracked campaign performance and optimized content through A/B testing
Why this team works
Page 26 of 87
Brad Thomas and Nathan Hersey are equal contributors to this campaign. Brad brings senior
campaign strategy, major donor leadership, and 35 years of proven experience. Nathan brings
campaign execution, community marketing knowledge, and the operational depth to keep the
campaign moving at full capacity. Their effective partnership has been proved across the
Summit Pacific Medical Center Foundation's $4M capital campaign, where both practitioners
carried significant responsibility and delivered results that exceeded the original goal by 33%.
The City of Port Orchard benefits from that established, tested partnership from day one.
Page 27 of 87
Section 4: Proposed Deliverables
The following deliverables are proposed for Phase 1. Phase 2 deliverables will be defined in
detail as part of the Phase 1 campaign plan, as scope and timing will be informed by the plan's
findings.
Review/Initiate fundraising feasibility
1 study and case statement with written Brad Thomas Week 1-2
summary of findings and implications for
campaign strategy
Comprehensive campaign plan
including gift table aligned to named
2 donor tiers, campaign schedule, Brad Thomas Week 2-4
resource requirements, staffing and
volunteer structure, and campaign
budget
Donor identification and prospect
3 prioritization memo based on feasibility Brad Thomas Week 2-3
study and Brad's community knowledge
Gift acceptance and processing
4 framework recommendation (per Brad Thomas Week 3-4
Addendum O8) for City and charitable
partner gifting pathways
Coordination strategy for concurrent
Kitsap Regional Library campaign,
5 including donor sequencing and Brad Thomas Week 3-4
communications calendar
recommendations
Professional written Phase 1 report in
6 electronic format summarizing all Nathan Week 5-6
findings, recommendations, and Hersey
campaign plan
7 Formal presentation of Phase 1 findings Brad Thomas Week 6
and campaign plan to City Council
8 Phase 2 scope and fee proposal based Brad Thomas Week 6
on Phase 1 plan findings
Additional proposed deliverables (Phase 1)
Items 3, 4, and 5 above are not explicitly listed in the RFP scope but are proposed as additional
deliverables that we believe are critical to a successful campaign launch given the specific
context of this project.
Page 28 of 87
Phase 2 deliverables (summary'
Full Phase 2 deliverables will be defined in the Phase 1 campaign plan. At a high level, Phase 2
will include: ongoing major donor cultivation and solicitation led by Brad Thomas, foundation and
institutional grant proposals managed by Nathan Hersey, campaign materials and branding
recommendations, stewardship and donor recognition coordination, periodic City Council
updates, campaign accounting and gift agreement oversight, and a final campaign outcomes
report.
Page 29 of 87
Section 5: Proposed Schedule
Northwest Philanthropic Partners proposes to begin Phase 1 on July 1, 2026, following contract
execution and City issuance of a written Notice to Proceed. Phase 1 is proposed at a duration of
6 weeks, concluding with a City Council presentation in mid -August 2026. Phase 2 will
commence immediately following Phase 1, with scope and milestones confirmed in the Phase 1
campaign plan.
Phase 1
Contract execution and Notice
June 2026
City / NWP
to Proceed
Feasibility study review and
July 1-14,
Phase 1
community landscape
2026
Both
assessment
Phase 1
Donor prospect identification
July 7-21,
Both
and prioritization
2026
Campaign plan development
July 14-28,
Phase 1
(gift table, schedule,
2026
Brad Thomas
resources, budget)
Gift acceptance framework
July 21-28,
Phase 1
and library campaign
2026
Brad Thomas
coordination strategy
Phase 1
Draft Phase 1 written report
July 28 -
Aug 8, 2026
Nathan Hersey
Phase 1
Review and finalization of
Aug 8-11,
Nathan Hersey
Phase 1 report
2026
Phase 1
City Council presentation
Mid -Aug
2026
Both
Phase 1
Phase 2 scope and fee
Mid -Aug
Both
proposal delivered
2026
Phase 2
Campaign launch and major
Sept 2026
Both
donor cultivation begins
Phase 2
Foundation and institutional
Sept -Oct
Nathan Hersey
grant proposals
2026
Phase 2
Lead gift solicitations
Oct -Dec
2026
Brad Thomas
Phase 2
Public phase launch and
Early 2027
Both
community campaign
Phase 2
Construction begins
2027
City
(anticipated)
Page 30 of 87
Phase 2 Campaign close and final TBD per Both
outcomes report plan
All dates are subject to adjustment based on the feasibility study findings, City Council feedback,
and the Phase 1 campaign plan. Northwest Philanthropic Partners is committed to completing all
Phase 1 deliverables within the proposed 6 -week window and will communicate proactively with
the City if any circumstances arise that require timeline adjustment.
The schedule above reflects a 12 -month Phase 2 framework provided for proposal purposes.
Based on our assessment of the current campaign infrastructure (including the absence of an
established donor base, completed feasibility study, and campaign cabinet) Northwest
Philanthropic Partners anticipates the active campaign phase will require 18-24 months to reach
goal. This is consistent with AFP best practices for capital campaigns of this scale and
complexity launching without existing donor infrastructure. A detailed timeline recommendation
(including phasing options and a realistic campaign close date) will be submitted to the City as a
key deliverable of the Phase 1 campaign plan for City Council review and approval.
Page 31 of 87
Section 6: Fee Proposal
Northwest Philanthropic Partners is not proposing a traditional advisory consulting model. This
engagement has no existing donor base to activate, no campaign cabinet to lead solicitation,
and no internal development or marketing staff on the City's side. Every donor relationship,
every community connection, every grant proposal, and every piece of campaign
communication will be built and produced from the ground up by Brad Thomas and Nathan
Hersey.
Both practitioners will commit approximately 30 hours per week to this engagement throughout
its duration, averaging 102 hours per month each in Phase 2, with equal total hours across the
full project. This does not necessarily include all potential hours or work beyond the proposed
fee scope. In fundraising projects of this kind, a large amount of work happens "behind the
scenes" via social introductions, informal meetings, indirect inquiries, etc. The 30 hour per week
proposal is meant to represent a billable average and create a limit to ensure that the final fee
amount can stay aligned with this proposal regardless of the work that happens in an informal or
indirect setting. We will bill the city monthly for campaign consulting and operational support
services.
Please note that the $50,000 proposed for direct campaign expenses is intended specifically for
campaign support materials (such as marketing materials, operational systems, campaign
workspace, etc.). These direct campaign expenses may not represent all total campaign
expenses for the entire project, which will need to be determined during the Phase 1 planning.
Any additional campaign expenses proposed or requested by the City beyond those itemized in
this proposal must be discussed, agreed upon, and separately authorized in writing by both
parties before being incurred. Northwest Philanthropic Partners will not be responsible for
expenses outside the agreed budget without prior written City approval.
Brad Thomas leads as primary campaign strategist, senior relationship manager, and City
Council liaison. Nathan Hersey, CFRE, serves as co -practitioner across all campaign functions
including donor development, direct solicitation, community relationship building, grant writing,
CRM management, campaign marketing/branding, and materials production.
The total proposed engagement fee of $400,000 covers Phase 1 (6 weeks) and Phase 2 (12 -
month estimate), a combined engagement of approximately 14 months and also includes
$350,000 in consulting fees and $50,000 in direct campaign expenses. To contextualize the
consulting fee: replacing these two roles with equivalent internal staff - a senior Campaign
Director and a CFRE-level Development and Communications Specialist - would cost the City
an estimated $320,000 per year in fully -loaded employment costs based on Washington state
nonprofit salary benchmarks, before accounting for onboarding, equipment, or management
overhead. Northwest Philanthropic Partners delivers both roles plus established campaign
expertise and community relationships at a comparable cost, without the long-term employment
commitment.
In accordance with Addendum No. 1 (Q2), consulting fees are presented as monthly flat rates
with minimum hours disclosed and equivalent hourly rates provided for City comparability.
Campaign expenses are itemized separately.
Page 32 of 87
Please also note that these fees are based on an estimated final fundraising goal of $5M,
derived from the Donor Program Design Development document available on the City's Bids
and Proposals page. Northwest Philanthropic Partners has assessed this document as a donor
recognition framework rather than a traditional fundraising feasibility study, and recommends
that a formal feasibility process be completed as part of Phase 1 planning. In the event the
actual private fundraising goal differs materially from $5M following that assessment, Northwest
Philanthropic Partners will present a revised fee schedule for City review and approval as part of
the Phase 1 campaign plan deliverables.
Phase 1 — Campaign planning (6 weeks, fixed project fee)
Phase 1 is billed as a single fixed project fee covering all planning tasks. Both practitioners
contribute actively to every deliverable. Brad leads strategy, donor identification, and Council
presentation. Nathan leads written report production, prospect research support, and co -
presents to City Council. Campaign expenses in Phase 1 cover prospect research tools, early
community engagement, and initial materials development.
Table 1 — Phase 1 task breakdown
Review feasibility study and case statement
Brad
24
16
40
$6,000
Donor identification and prospect
prioritization
Both
17
14
31
$5,200
Develop campaign plan, gift table, and
schedule
Both
15
12
27
$5,000
Gift acceptance and library coordination
strategy
Both
5
10
15
$3,100
Community relationship building and
outreach
Both
25
12
37
$3,700
Draft Phase 1 written report
Nathan
6
20
26
$3,000
City Council presentation prep and delivery
Both
12
10
22
$3,500
Phase 1 consulting subtotal
104
94
198
$29,500
Phase 1 campaign expenses
$5,500
Phase 1 total not -to -exceed
$35,000
Table 2 — Phase 1 rate disclosure
Page 33 of 87
Brad Thomas $162/hr 104 hrs $22,500 Principal
Nathan Hersey, CFRE $102/hr 94 hrs $7,000* Subcontractor
Consulting not -to -exceed (Phase 1)** 198 hrs $29,500 Fixed fee
*Nathan Hersey engaged as independent subcontractor. Fees paid by Northwest Philanthropic
Partners from Phase I fixed fee.
**This estimate does not include a feasibility, which is highly recommended.
Phase 2 — Full campaign operation (12 -month estimate)
Phase 2 is structured as a monthly flat rate. Both practitioners commit approximately 102 hours
per month (roughly 25 hours per week each) across all campaign functions. With no existing
donor base or campaign cabinet, the early months of Phase 2 will be heavily weighted toward
community relationship building, prospect cultivation, and donor identification before formal
solicitation begins. Brad leads major donor strategy, primary solicitation, and all City and
stakeholder relationships. Nathan leads community and mid -level donor development, all grant
writing, communications production, and CRM management, while co -soliciting and co -
presenting alongside Brad throughout. A revised Phase 2 fee schedule will be submitted for City
approval as a Phase 1 deliverable.
Table 3 — Phase 2 monthly service breakdown
:.•
:.• .•
..
• .
•
Major donor
24
Primary
14
Co -solicit, donor
38
$6,400
cultivation and
relationships, lead
briefings, pipeline
solicitation
all major asks,
tracking, follow-up
prospect strategy
Community
18
Community events,
18
Community presence,
36
$5,800
relationship
civic outreach,
relationship tracking,
building
cabinet recruitment
engagement follow-up
Mid -level and
14
Portfolio strategy
16
Direct outreach,
30
$4,900
annual donor
and key mid -level
solicitation, stewardship
development
asks
of mid -level portfolio
Foundation and
8
Funder strategy,
16
Research, write, and
24
$3,900
grant proposals
review and
submit all foundation
approve all
and grant proposals
proposals
Page 34 of 87
Campaign
8
Messaging
16
Write, design -direct,
24
$3,900
communications
strategy, review
and produce all
and materials
and approve all
campaign materials
materials
Donor stewardship
8
Major donor
10
Stewardship
18
$3,100
and recognition
stewardship,
campaigns,
personal
acknowledgments,
relationship
recognition coordination
management
City Council
12
Lead all Council
6
Prepare materials, co-
18
$3,100
updates and
presentations,
present, track action
presentations
primary City liaison
items
Campaign
10
Strategic oversight,
6
Full CRM management,
16
$2,800
administration and
prospect research,
data integrity, analytics,
CRM
data direction
reporting
Monthly consulting
102
(Brad)
102
(Nathan)
204
$33,900/mo
total*
Monthly campaign expenses
$3,708/mo
Monthly total (consulting + expenses)
$37,608/mo
12 -month not -to -exceed (consulting)
$320,500
Phase 2 total not -to -exceed (consulting + expenses)
$365,000
Table 4 — Phase 2 flat rate disclosure per year
Note. Hourly rates are equivalent rates derived from agreed monthly flat fees and minimum
hours. Brad Thomas's rate reflects 35+ years of senior campaign leadership and primary major
donor relationship responsibility. Nathan Hersey's rate reflects CFRE credentials, full co -
solicitation responsibilities, and primary production of all grant proposals, communications, and
campaign materials.
Page 35 of 87
Campaign expenses detail ($50,000 total)
Within the total engagement fee, campaign expenses are intended to cover all direct costs
required to execute the campaign. These are direct outreach costs the City would otherwise
budget separately and are not consulting fees. These are calculated over a one-year period with
the possibility of campaign expenses requiring reevaluation should the campaign become a two-
year project.
Examples of items not included would be the 3 recommended in -person donor events, a
comprehensive feasibility study, regional travel, etc.
Table 5 — Campaign expenses breakdown
.- -.. -..
Prospect research tools and donor database access Phase 1 $2,500
Early community engagement and outreach costs
Phase 1
$3,000
Initial materials development
Phase 1
$1,500
Advertising
Phase 2
$3,000
Campaign branding and design
Phase 2
$5,000
Printed campaign materials (appeals, brochures, pledge forms)
Phase 2
$10,000
Foundation and grant submission fees
Phase 2
$2,000
Donor recognition materials
Phase 2
$7,000
Postage and mailing
Phase 2
$5,000
Travel within Kitsap County and greater region
Phase 2
$6,500
Contingency
Phase 2
$4,500
Total campaign expenses
$50,000
Combined engagement fee summary
Table 6 — Phase summary
Page 36 of 87
Table 7 — Individual consultant totals
Consultant fee totals are currently calculated based on a one-year period. Should the campaign
require a second year of engagement, Northwest Philanthropic Partners proposes to continue
Phase 2 services at the same monthly rates, subject to a mutual written agreement and City
Council authorization, consistent with the extension provisions of the City's standard consultant
agreement Consultant fees not to exceed $700,000 over a two-year period.
$700,000 based on a two-year period reflects a full -service, cold -start capital campaign
operation with no existing donor base, no campaign cabinet, and no internal City fundraising
staff. At 14% of the estimated $5 million private fundraising goal over a two-year period, this fee
falls below the range typically charged by full -service campaign agencies for engagements of
this scale and complexity, which often start at 15% or higher. This reflects the fact that
Northwest Philanthropic Partners is not serving as advisors to an existing team - we are
functioning as the City's complete campaign operation. Both practitioners commit approximately
1,300 hours annually each over the engagement, the equivalent of a full-time position for the
duration of the campaign.
Payment terms: Phase 1 invoiced in two installments - 50% upon Notice to Proceed, 50% upon
delivery of the Phase 1 report and Council presentation. Phase 2 invoiced monthly in arrears by
the 5th of the following month, payable within 30 days per the City's standard consultant
agreement terms. Time and expense records maintained and available to the City upon request.
*The monthly costs shown in the Phase 2 service breakdown table (Table 3) are illustrative
allocations reflecting the estimated distribution of effort across campaign functions. They are
provided for transparency and comparability purposes only. Actual billing is governed by the
monthly flat rates identified in Table 4 — $16,042 per month for Brad Thomas and $10,667 per
month for Nathan Hersey — which together total $26,709 per month in consulting fees. Service
area hour allocations will naturally shift throughout the campaign as donor relationships develop,
solicitation activity intensifies, and campaign priorities evolve. The flat rate structure ensures the
City pays a predictable, consistent monthly fee regardless of how hours are distributed across
functions in any given month.
Attachment A: Non -Collusion Declaration
I, by signing the proposal, hereby declare, under penalty of perjury under the laws of the United
States that the following statements are true and correct:
Page 37 of 87
1. That the undersigned person(s), firm, association or corporation has (have) not, either directly
or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any
action in restraint of free competitive bidding in connection with the project for which this
proposal is submitted.
2. That by signing the signature page of this proposal, I am deemed to have signed and agreed
to the provisions of this declaration.
Brad J. Thomas
Authorized Signature
Principal
Title
01/05/2026
Date
Signature: EII6 '7h0WZ
Brad Thomas (May 1.202611:11:12 PDT)
Email: brad.thomas@sp-mc.org
Brad Thomas
Principal, Northwest Philanthropic Partners
Port Orchard, WA
May 1, 2026
Page 38 of 87
NWP_POCEC_Proposal_FINAL v2
Final Audit Report 2026-05-01
Created: 2026-05-01
By: Nathan Hersey (nathan.hersey@sp-mc.org)
Status: Signed
Transaction ID: CBJCHBCAABAA3mxKXt3_u-HILCdI5H2AHm5d_Q1c2CE0
"NWP_POCEC_Proposal_FINAL v2" History
Document created by Nathan Hersey (nathan.hersey@sp-mc.org)
2026-05-01 - 6:08:36 PM GMT
Document emailed to Brad Thomas (brad.thomas@sp-mc.org) for signature
2026-05-01 - 6:08:42 PM GMT
Email viewed by Brad Thomas (brad.thomas@sp-mc.org)
2026-05-01 - 6:09:30 PM GMT
Document e -signed by Brad Thomas (brad.thomas@sp-mc.org)
Signature Date: 2026-05-01 - 6:11:12 PM GMT - Time Source: server
O Agreement completed.
2026-05-01 - 6:11:12 PM GMT
O Adobe Acrobat Sign
Page 39 of
Special Events on City Rights -of -way
Name of Event
Organizer
Approx. Date
Number of Days
Approx. Length
Class of XX South Kitsap Graduation Car Cruise
SK Hype Squad
June 5th
3 hrs
6PM to 9PM
Cruisin Sunday
Christian Life Center
August 30th
8 hours
8AM to 4PM
Farmers Market
Port Orchard Farmers Market
April to October
lx a month for 7 months
9AM to 2PM
Fathoms 0' Fun Vendor Fair and Fireworks Display
Fathoms 0' Fun
July 3rd
7 hours
3PM to 10PM
Fathoms 0' Fun Grand Parade
Fathoms 0' Fun
June 27th
6 hrs
2PM to 8PM
Holiday on the Bay
City and POWA
December 5th
4 hrs
4PM to 8PM
McCormick Woods Communities Santa Trot
McCormick Communities, Community Life Committee
December 14th
2 hours
LOAM to 12PM
Mosquito Fleet Festival
POWA
May 23rd and 24th
2 Days
9AM to 5PM
Mustangs on the Waterfront
The Mustang Club
July 26th
10 hours
7AM to 5PM
Port Orchard Night Market
POWA
June to September
4 Hrs lx a month
6PM to 1OPM
Run to Tahoma: The Unforgotten
Kitsap County Veterans Advisory Board
May 24th
2 hours
9AM to 11AM
The Cruz
the Saints Car Club
August 9th
9 hours
6AM to 3PM
Page 40 of 87
Road
Closures
Hwy
Closures
Yes
Yes
Yes
No
No
No
No
No
Yes
Yes
Yes
Yes
No
No
No
No
Yes
No
No
No
Yes
No
Yes
Yes
Page 41 of 87
Introduced by:
City Clerk
Requested by:
City Clerk
Drafted by:
City Clerk
Introduced:
May 26, 2009
Adopted:
RESOLUTION NO. 057-09
A RESOLUTION OF THE CITY OF PORT ORCHARD,
WASHINGTON, ESTABLISHING EXEMPTIONS TO
THE REIMBURSEMENT RATES FOR CITY
PERSONNEL EXPENSES ON COMMUNITY EVENTS
AND ACTIVITIES OR PROJECTS ON PRIVATE
PROPERTY OR PUBLIC PROPERTY OWNED BY
OTHER GOVERNMENTAL ENTITIES.
WHEREAS, the City of Port Orchard has a municipal work force with specific
skills and responsibilities; and
WHERAS, the City is prohibited from donating time, materials, and money for
private purposes; and
WHEREAS, there are community events which are deemed to have benefit to
the City at large and support tourism into the City, and thus may be supported by City
personnel; now, therefore
THE CITY COUNCIL OF THE CITY OF PORT ORCHARD,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
SECTION 1:
That the following community events are deemed to have
benefit to the
City at large and support tourism into the City, and thus
may be supported
by City personnel, under the direction and control of
the Mayor or his/her designated department director, without requiring
reimbursement of expenses:
(x)
Fathoms O'Fun Parade
(2)
Fathoms O'Fun Summer Festival and Fireworks
(3)
Saints Car Club - The Cruz
(q.)
Festival by the Bay
(5)
Concerts by the Bay
(6)
Festival of Chimes and Lights
(7)
Cedar Cove Days
(8)
Chamber of Commerce — Murder Mystery Weekend
(9)
Chamber of Commerce --- Seagull Calling Festival and Wings
Cook -off
Page 42 of 87
Resolution No. 057-09
Page 2 of 2
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 26th day of May 2009.
CMC, City Clerk
Page 43 of 87
Poiit
ORCNpRD
SPECIAL EVENT PERMIT APPLICATION
(PORT ORCHARD MUNICIPAL CODE 5.94 AND 5.96 and Resolution No. 022-25)
STANDARD PROCESSING FEE: $100.00
Event Information
Event Name:
Type of Event: Festival Walk/Run Parade Vendor Fair Concert
Block Party Other:
Event or Organization Website:
Description of event:
Event Date and Time
Event Dates: Indicate Dates/Times OPEN to attendees
Hours: Open until closing
each day
Expected Daily
Attendance:
Day 1
Day:
Date:
Start Time:
End Time:
Day 2
Day:
Date:
Start Time:
End Time:
Day 3
Day:
Date:
Start Time:
End Time:
Day 4
Day:
Date:
Start Time:
End Time:
Day 5
Day:
Date:
Start Time:
End Time:
Event Setup Starts:
Event Take Down Complete:
Total
Start Day/Date:
Start Time:
End Day/Date:
End Time:
Attendance:
(add all rows and
columns)
Event Location:
Describe the location that your event will be located at. Include street names and/or
parks. Attached required map.
City of Port Orchard I Special Event Application
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Pa e1of13
gage 44 of 87
Applicant Information*
Sponsoring Organization Name:
Do you have an active City Business License?
Efres
No What is your UBI number?
Applicant Contact Name:
Title:
Physical Address:
Mailing Address: (if different from street address)
City:
State:
Zip:
City:
State:
Zip:
Phone:
Alternate Phone:
Email:
*Please note the applicant information provided may be shared for inquires made on event details
Admission Fees:
Does your event require a paid fee for participants and/or spectators? I fes I INo
Does your event require minimum or suggested donation for participants and/or spectators? I es uNo
Admission/participation fee/ suggest donations amount(s):
Use of City Streets and/or State Highway
STATE HIGHWAY:
Will this event require closure of a State Highway (most common is Bay Street/SR166)? LIjYes LIINo
If yes, which highway: LI Bay Street/SR 166 LI Sedgwick Road LI Mile Hill Drive
For State Highway Closures, the sponsoring organization must submit the application to the city at least 120 calendar days before the
event date. Upon city approval of the event, the sponsoring organization shall seek permission from the Washington State Department
of Transportation (WSDOT) by completing an online application. Once permission is granted from WSDOT, a copy of the Letter of
Acknowledgment or an Agreement will need to be provided to the city 45 days prior to the event. WSDOT's online application is located
at: https://www.wsdot.wa.gov/contact/events/special-events
CITY PROPERTY/STREETS (Right-of-way): Port Orchard Municipal Code 5.94.020(7) states "Right-of-way (ROW)" means any road,
public parking lot, city street, highway, boulevard or place in the city open as a matter of right to public travel and shall include arterials,
neighborhood streets, alleys, bicycle paths and pedestrian ways; including streets or portions thereof which are designated as portions
of the state highway system."
City of Port Orchard I Special Event Application
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Page 2 of 13
Page 45 of 87
Will this event require closure of any of the below public property/ right-of-way? Yes LINo
If yes, indicate what type of public property is requested to be closed and the location (select all that apply):
A. City Park(s):
❑Van Zee Park
❑Paul Powers Park
B. Parking Lot(s):
❑McCormick Village
Park
Central Park
❑Etta Turner Park
Givens Park
❑ Rockwell Park
Lot 2, which lies between Frederick Street and Sidney Avenue, north of Bay Street.
Lot 5: all parking on City Hall property in front of the Police department
❑Lot 8: employee parking lot east of City Hall adjacent to Prospect Alley which is between Kitsap Street and Prospect Street.
C. Sidewalk(s) describe the location of the sidewalk being closed:
D. Street(s): please fill out the "Details of Closure" section below and provide a traffic control plan of the area
impacted.
1) Details of Closure(s):
Street Name:
Between
(cross street):
And
(cross street):
Start Date:
Start Time:
End Date:
End Time:
Example
Sidney Ave
Kitsap Street
Division Street
00/00/0000
00:00 am
00/00/0000
00:00 pm
Additional details: (attach additional pages as needed for more streets and/or more details about use.)
2) Traffic Control Plan:
A traffic control plan is required for all street and highway closures and must be submitted with this application.
See example Site Plan. The following is required to be on the plan(s):
Detour route(s) Li Pedestrian and Bicycle routes Li Volunteers: how many, where, how long, etc.
Signs/Barriers: How many, what kind of signs, were will they be located, who is putting them up, who will be taking
them down, etc.
City of Port Orchard I Special Event Application
Revised 12/12/2023
Pane3of13
age 46 of 87
Certified flaggers: how many will there be, where will they be stationed, what time will they be there, what time
will they be gone, etc.
Should your event require traffic control and certified flaggers to manage the road closures, provide the following
information:
Name of the Traffic Control company:
Point of Contact Name:
Phone: Alternate Phone: Email:
Public Works and Police Services
Special events may require the use of public works and police officers for public safety. This may result in additional costs to the
organizer. The organizer will be notified if coordination with the Public Works and Police is required.
The following are services that will be required to be charged to the organizer:
Public Works: Police:
Setting up street closure signs Setting up command center on event site
Setting up barricades Officers providing security
Please provide who the invoice should be sent to:
Name company:
Name:
Address:
Phone:
Alternate Phone:
Email:
Parking Impacts
Have parking impacts been coordinated with neighbors (residential/business)?Yes LII No
If yes, how will parking be provided for participants and visitors (including handicapped parking)? You may submit a map to show the
available parking for this event in place of providing a written description below.
City of Port Orchard I Special Event Application
Revised 12/5/2023
Page 4 of 13
Page 47 of 87
*The City of Port Orchard cannot grant permission for the use of private property for parking. It is the event sponsor's responsibility to
contact property owner (business, residential, schools) if you want permission to park on their property.
Neighborhood — Business Notification
The city clerk's office shall notify the public of each special event proposed to allow citizens to provide written
comments regarding how allowing the special event will impact their property, business or quality of life. The city
clerk will consider any information provided and may deny the special event permit application if a showing is made
of severe financial impact or other undue hardship on a citizen's property, business or quality of life.
Alcohol Sales/Services
The sale, service and consumption of alcoholic beverages are subject to Washington State Liquor & Cannabis Board (WSLCB)
regulations, licensing, and permit requirements. WSLCB Special Occasion and other Licenses and related fees for alcohol
sales/service at events are not included in the City's Special Event Permit. Visit the WSLCB website, https://Icb.wa.gov/ for
additional information and to apply for the appropriate license / Permit.
Will alcohol be sold or consumed at your event? ❑Yes* ❑No
*If yes, you must contact the Washington State Liquor and Cannabis Board for a special liquor license.
Food Sales/Service
You will need to reach out to the Kitsap Public Health District as they may require a temporary food establishment permit.
Visit their website at https://kitsappublichealth.org/FoodSafety/food vendors.php or call (360) 728-2235 for information.
Will your event have any food service and/or sales?Yes LjjlNo If yes, how many:
Will your event have professional catering? [liYes I1No If yes, how many:
Will your event have food truck(s)? Yes LINo If yes, how many:
Washington State Fire Code section 105.6.30 Mobile food preparation vehicles is defined as:
An operational permit is required for mobile food preparation vehicles equipped with appliances that
produce smoke or grease -laden vapors or utilize LP -gas systems or CNG systems. Contact Community
Development.
• Food Truck Safety Handout
• Mobile Food Preparation Vehicle Permit Application
Garbage and Recycling
Collection Stations: How many bins are you providing as collection containers at your event?
Recycle Garbage
City of Port Orchard I Special Event Application
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Page 48 of 87
Will you manage your own recycling and garbage collection or will it be managed by a vendor?
Self-Haul:❑Yes ❑No List vendor/company, if applicable:
Detail your plan for waste management within the event area and surrounding neighborhood:
Restrooms
Prove the number of restrooms that will be available to the public for your event: Males Females Handicap
Below is an example of the estimated amounts needed per number of users recommended in the FEMA Special Events
Contingency Planning: Job Aids Manual March 2005 (updated May 2010).
Toilet facilities for events where alcohol is not available
Males
Females
Patrons
Toilets
Urinals
Sinks
Toilets
Sinks
<500
1
2
2
6
2
1,000
2
4
4
9
4
<2,000
4
8
6
12
6
<3,000
6
15
10
18
10
<5,000
8
25
17
30
17
Toilet facilities for events where alcohol is available
Males
Females
Patrons
Toilets
Urinals
Sinks
Toilets
Sinks
<500
3
8
2
13
2
1,000
5
10
4
16
4
<2,000
9
15
7
18
7
<3,000
10
20
14
22
14
<5,000
12
30
20
40
20
City of Port Orchard I Special Event Application
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Page 6 of 13
Page 49 of 87
These figures may be reduced for shorter duration events as follows:
Duration of event
Quantity required
More than 8 hours
1000/O
6-8 hours
80°/O
4-6 hours
75%
Less than 4 hours
70%
Master Multi -Vendor Event License
Will your event have vendors? LII Yes LIIINo
If so, how many anticipated exhibitors/vendors will be at your event?
If so, will they be selling merchandise and/ or food? EYes No — If you indicated Yes, please see the Food section on
Page 4 of this application.
POMC 5.96,!! your event has two or more vendors engaged in public property vending, you are required to have a Master Multi -
Vendor Event License (MMVEL). The MMVEL fee is $15.00 per day or $200 per month. POMC 5.96.020(3)(a) states the
sponsor of the master event shall provide a list of participating vendors, their business names, their addresses and their State
Tax Revenue Identification Numbers to the city clerk within three working days after the first day of the operation.
• No public vending is allowed within twenty-five (25) feet of any municipal building, monument, or fountain, OR within
ten (10) feet of intersection sidewalks.
• Vending devices must be removed from vending sites daily between the hours of 10:00 p.m. and 6:00 a.m.
• Vending devices and vending sites must always be clean and orderly. The vendor must furnish a suitable refuse container
and is responsible for the daily disposal of refuse deposited therein. Refuse containers must be removed each day
along with vending devices.
• Vendors may engage in public property vending only in the location specified in the public property license. The location
shall be deemed the vending site.
• Utility service connections are not permitted, except electrical when provided with written permission from the
adjacent property owner. Electrical lines are not allowed overhead or lying in the pedestrian portion of the sidewalk.
• No mechanical audio or noisemaking devices are allowed, and no hawking is allowed.
• A vinyl or canvas umbrella may be added to the vending device, but its open diameter may not exceed eight and one-
half feet. Any part of the umbrella must have a minimum of seven feet of vertical clearance to the area on which the
vending device stands.
• Individual vendor advertising signs may be placed only upon the vending device. Temporary master event advertising
signs may be placed as approved by the city engineer; and
• No conduct shall be permitted which violates any other section of the Port Orchard Municipal Code.
Tents
Does your event include a tent or membrane structure? EYes No LIlINot Applicable
If yes, what is the tent size: Does the tent have sides? Yes No N/A
May be required to obtain a permit per POMC 20.200.016.Pplease contact Community Development (360) 874-5533.
City of Port Orchard I Special Event Application
Revised 12/5/2023
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Page 50 of 87
Event Signage
Are you planning to put up temporary signs? Yes �No
POMC 20.132.290 "Temporary sign" (which may include special event sign) means any sign that is used temporarily and is not
permanently mounted, painted or otherwise affixed, excluding portable signs as defined by this chapter, including any poster,
banner, placard, stake sign or sign not placed in the ground with concrete or other means to provide permanent support,
stability and rot prevention. Temporary signs may only be made of nondurable materials including, but not limited to, paper,
corrugated board, flexible, bendable or foldable plastics, foamcore board, vinyl canvas or vinyl mesh products of less than 20 -
ounce fabric, vinyl canvas and vinyl mesh products without polymeric plasticizers and signs painted or drawn with water
soluble paints or chalks. Signs made of any other materials shall be considered permanent and are subject to the permanent
sign regulations of this chapter. Please contact the Community Development Department at (360) 874-5533 if you have
questions or if you need to apply for a sign permit.
Amplified Sound
Does your event have any amplified sound? LIII Yes No
Indicate dates/time of any amplified sound below:
Day:
Date:
Start Time:
End Time:
Day:
Date:
Start Time:
End Time:
Day:
Date:
Start Time:
End Time:
Describe what sound will be amplified, and at what hours (e.g., 7:00am announcements, 8:00am background music, etc.):
Describe what equipment will be used for amplified sound, and at what locations (show in maps):
Describe schematics and direction of amplified sound (show in maps, attach supporting documents as needed
Noise levels generated shall not be in excess of allowable levels, consistent with POMC 9.24.050. For more information
please contact the Port Orchard Police Department (360) 876-1700.
Site Map
A site map is required to be submitted to include the following when applicable:
• Vendors
• Beer Garden
• Signage
• Canopies/Tents
• Public entrances and exits
• Road closures and detours
• Traffic patterns with directional arrows/routes
• Fire Lanes
City of Port Orchard I Special Event Application
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Page 8 of 13
Page 51 of 87
• Surrounding street names
• Garbage/Recycling
• Barricades
• Food trucks
• Generators
• Cooking areas
• First Aid
• Parking
• Restrooms
• Wash stations
• If event is a run/walk, list start and stop locations and water/rest stations:
Insurance
The sponsoring organization must submit proof of liability insurance naming the City of Port Orchard as an additional insurec by
endorsement. Coverage shall remain in force throughout the event. The policy shall have primary coverage limits of at least the
following:
$1,000,000 Liability and $1,000,000 Bodily Injury
Additional insurance may be required where alcohol is bing served. Special Event Insurance for events held at city -owned facilities
can be purchased at eventinsure.hubinternational.com/.
Release
I certify that the event for which this permit is to be used will not be in violation of any City of Port Orchard ordinance.
By applying for this special event permit, the organization or entity obtaining such permit agrees to defend, indemnify, and hold
harmless the City, its officers, officials, employees and volunteers from all claims, injuries, damages, losses, or suits, including
attorney fees and costs, arising out of or in conjunction with the activities or operations performed by the applicant or on the
applicant's behalf resulting from the issuance of this permit, except for injuries and damages caused by the sole negligence of the
City.
The information on this form is considered a public record and is subject to public disclosure laws in Chapter 42.56 RCW.
I, as the President or Chair of my organization, agree to the terms and conditions listed above.
Signature of President/Chair of Organization Print Name Date
FOR CITY CLERK'S OFFICE USE ONLY
Date Special Event Fee Paid ($100): Receipt No.:
Insurance Certificate(s) Received:
City of Port Orchard I Special Event Application
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Does event require a Master Multi -Vendor License: ❑ Yes ❑ No
If Yes: ❑ $15/day fee ❑ $200/monthly fee
Number of days: Total Amount: Date paid: Receipt No.:
Department/Agency Routing:
❑ Police ❑ Public Works ❑ Finance ❑ Community Development ❑ Kitsap Transit ❑ Clerk's Office ❑ Health District
Public Notice Dates:
Council Action Date:
ORCHARD
SPECIAL EVENT PERMIT APPLICATION INSTRUCTIONS
(PORT ORCHARD MUNICIPAL CODE 5.94 AND 5.96)
Thank you for your interest in holding a special event in the City of Port Orchard. This application contains information
you need to apply for a special event permit. Included is a checklist designed to help you when submitting this
application, and tips for a successful event.
What are the fees associated with a special event?
• There is a $50 non-refundable administrative fee to process each application.
• If two or more vendors are engaged in public property vending, you are required to have a master multi -vendor
event license. The fee is $15 per event day.
• Closure of Lots 3 and 4 commonly known as waterfront parking, during a weekday and excluding federal
holidays, the applicant shall compensate the city for lost revenue for use of the parking lots.
When should the special event application be submitted to the City?
• The application shall be filed with the city clerk's office no less than 90 calendar days, nor more than one
calendar year, before the date when the proposed special event is to take place. A Special Event Reservation
Form can be submitted by February 15t of each year to reserve your proposed special event, if the event was
held on the same day and location as the previous year. Please note that it provides no guarantee that your
event will be approved.
• If your event requires any road closures, the application must be submitted at least 120 calendar days before
the event date.
What is a special event?
A special event is defined in the Port Orchard Municipal Code (POMC) as "any organized formation of an activity
proposed to occur that affects the public's ordinary use of rights -of -way or public parks, including but not limited to
runs, street dances, block parties and parades".
Can I hold a special event in a City owned park?
City of Port Orchard I Special Event Application
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Page 53 of 87
City parks are available on a first -come, first -served basis. The City does not reserve parks for events. However, POMC
9.60 'Park Rules' states in part that no person can solicit, or offer for sale any article or thing, or use any stand, cart or
vehicle for the sale or display without authorization from the City Council. In addition, no animals are allowed in City
parks other than dogs or cats.
What types of events are considered special events?
• Parades
• Community awareness events
• Runs/Walks
• Outdoor movies
• Festivals
• Street dances
• Block Parties
• Other similar event
• Car Shows
• Vendor Fairs
• Concerts
Po
ORCHARD
What if my event is outside Port Orchard City limits or on aroaerty not owned by the City?
If your event is outside Port Orchard city limits, you will need to contact Kitsap County at 360.337.5777. If your event
is on private property, you will need to contact the property owner and Port Orchard Department of Community
Development to learn if the event triggers permitting requirements under the adopted fire code. If your event is
utilizing the property of the Port of Bremerton, you will need to contact the Port of Bremerton. If your event is utilizing
both City property and property that is NOT owned/leased by the City, written approval is required by the
owner/manager of the private property and must be included with your application.
Can I ask for road closures or detours for a 5K run/walk or similar event?
If the event is a parade or run, the following information and/or documentation are required:
• A traffic control plan.
Provide evidence that the appropriate number of Certified flaggers described in the traffic control plan will
be provided.
What is the special event application process?
• Submit to the City Clerk's office a Special Event Reservation form (if applicable).
• Submit the completed application to the City Clerk's office with required fee(s), 90 days before the event. If
the application and/or additional documents are not completed or submitted, the application will not be
accepted until fully completed.
• The City will forward the event application to other departments and agencies for review and comment.
o If the event requires closure of City streets, the application is also required to be brought
before the City Council during a regular City Council meeting. The applicant will be notified
of the date of the meeting and the City Council's decision.
o If the event requires closure of a State Highway, POMC 5.94.030(4) states a completed
application shall be filed no less than 120 days before the proposed special event is to take
place. POMC 5.94.040(13) states upon council approval, the applicant must provide to the
City Clerk's office, no more than 45 days after submitting the application, at least one of the
following three documents: (a) event agreement with WSDOT; (b) letter of
acknowledgement from WSDOT; or (c) written proof that the event organizer has submitted
the completed application to WSDOT.
City of Port Orchard I Special Event Application
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Page 54 of 87
o If the event requires closure of City streets, a traffic control plan may be required.
o If your event is utilizing the downtown parking lots (lots 3 and 4), commonly known as
waterfront parking, for two or more consecutive days it will require council approval and the
applicant shall compensate the city for lost revenue for use of the parking lots.
o If there are questions or concerns by the other departments or jurisdictions, the applicant
will be contacted to address these concerns.
• Depending upon the event, other licenses or permits may be required.
• The City will notify the public of the event and ask if there are any concerns regarding impact to
property, business, or quality of life.
ORCHARD
Special Event Permit Application Checklist
Please use this list to ensure you have included all supporting documentation with your special event
application.
❑ If your event coincides with another organizations event in the same location, please provide written approval
from the event organizer that indicates their approval of your event.
❑ Reviewed Special Event Tool Kit
❑ Written approval from property owner if location is on non -City owned property (if applicable) (Page 2)
❑ Special Event Fee (Check, Cash, Credit Card) (Page 3)
❑ Insurance Certificate, with endorsement, provided at least 30 days prior to event date (Page 4)
❑ If there are road closures, have you attached a traffic control plan (Page 6)
❑ Special Liquor License (if applicable) (Page 7)
❑ Contact Department of Community Development for sign permit or food trucks (if applicable) (Page 7 and 9)
❑ Master Multi -Vendor Event License fee (if applicable) (Page 8)
❑ Contact Department of Community Development for tent permit (if applicable) (Page 9)
❑ Completed site map (Page 10)
❑ Special Event Application/Release is completed and signed by the President or Chair of organization (Page 10)
City of Port Orchard I Special Event Application
Revised 12/5/2023
Page 12 of 13
Page 55 of 87
❑ Upon event approval, use of State Highway Letter of Acknowledgment or an Agreement that is received
from the Department of Transportation if State Highway is requested to be closed (Page 5)
Tips for a successful event
❖ Contact the local media (Kitsap Sun, Port Orchard Independent, etc.).
❖ Post information on your social media site.
❖ Contact the Port Orchard Chamber of Commerce or Port Orchard Bay Street Association.
❖ Attend a City Council meeting to speak during citizen comments letting council and public know of your event.
City of Port Orchard I Special Event Application
Revised 12/5/2023
Page 13 of 13
Page 56 of 87
City of Port Orchard, WA
§ 5.94.010
CHAPTER 5.94
SPECIAL EVENTS
§ 5.94.010. Purpose and intent.
§ 5.94.020
The intent of this chapter is to recognize the impact that special events have on the
availability of city services and to provide procedures to allow the events, but to protect
the public's health, safety, and welfare. This chapter is not to override any constitutional
rights of the public to exercise their free speech or other rights under the United States
Constitution.
(Ord. 041-16 § 1)
§ 5.94.020. Definitions.
For the purposes of this chapter, the words set forth in this section shall be defined as
follows:
(1) "Applicant" means the person, firm, company, nonprofit, or corporation managing,
running, operating or conducting the special event and has the authority to do so.
(2) "Block party" means an event that involves a one -block -long residential street
closure, is not open to the public, requires no admission fee, and offers no food or
beverages for sale.
(3) "City property" means land the city owns that has the capacity and capability to
hold an event.
(4) "Parade" means any march or procession consisting of people, animals, bicycles,
vehicles, or combination thereof, except funeral processions, upon any city street,
state highway, or sidewalk which does not comply with normal and usual traffic
regulations or controls.
(5) "Parks" means any site owned by the city designed or developed for recreational
use by the public.
(6) "Permit" means a document issued by the city granting permission to engage in an
activity not allowed without a permit.
(7) "Right-of-way (ROW)" means any road, public parking lot, city street, highway,
boulevard or place in the city open as a matter of right to public travel and shall
include arterials, neighborhood streets, alleys, bicycle paths and pedestrian ways;
including streets or portions thereof which are designated as portions of the state
highway system.
(8) "Run" means an organized procession to contend in a race consisting of people,
bicycles, or other vehicular devices or combination thereof containing 50 or more
persons upon a city street, state highway, or sidewalk.
(9) "Special event" means any organized formation of an activity proposed to occur
that affects the public's ordinary use of city property, public parks, and/or rights -of -
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Page 57 of 87
City of Port Orchard, WA
§ 5.94.020 § 5.94.040
way, including but not limited to runs, street dances, block parties, and parades.
(10) "Special event permit" means a required permit for an activity requiring a permit.
(11) "Street dance" means any organized formation of a dance on any public right-of-
way.
(12) "Tourism" means economic activity resulting from tourists, which may include
sales of overnight lodging, meals, tours, gifts, or souvenirs.
(Ord. 041-16 § 1; Ord. 015-17 § 1)
§ 5.94.030. Permit — Required.
(1) No person, firm, company, nonprofit, or corporation shall run, manage, operate, or
conduct any special event without having applied for and received a special event
permit in advance of such special event, as required by this chapter.
(2) There shall be a nonrefundable administrative fee, as established by the city council
in its fee resolution, to process each application submitted, which is to be paid to
the finance department. The fee is due when the application is submitted to the city
clerk's office. Each application shall be for only one event.
(3) A complete application for a special event permit for an event that does not require
the closure of any street or highway shall be filed with the city clerk's office no less
than 90 calendar days, and no more than one calendar year, before the date when
the proposed special event is to take place.
(4) For an event that requires city street or a state highway closure, a complete
application for a special permit shall be filed with the city clerk's office no less than
120 days, and no more than one calendar year, before the date when the proposed
special event is to take place. All events requiring street or highway closure shall
be submitted to the city council for approval. For an event that requires state
highway closure, if the city council approves of the event the applicant shall
proceed to seek permission from the Washington State Department of
Transportation (WSDOT) to close the state highway, and the applicant shall
provide proof of WSDOT permission to the city clerk upon receipt from WSDOT
and in advance of the event as set out in POMC § 5.94.040.
(Ord. 041-16 § 1; Ord. 015-17 § 2; Ord. 053-21 § 1; Ord. 004-25 § 1)
§ 5.94.040. Application.
The special event permit application shall be submitted to the city clerk's office. Such
application shall state and include the following:
(1) Name, organization, phone number, and address of the applicant;
(2) Name of the event and the location, date and time of the event;
(3) Anticipated number of exhibitors/vendors and visitors, including estimated peak
attendance;
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Page 58 of 87
City of Port Orchard, WA
§ 5.94.040 § 5.94.040
(4) Whether an admission fee will be charged for attendees or participants;
(5) Whether there will be temporary structures, tents, and trucks;
(6) Whether there will be cooking done on site, including evidence of Department of
Public Health approval;
(7) A certificate of insurance with minimum amounts of commercial general liability
coverage and combined single limit auto liability for bodily injury required by the
city's insurer. The applicant's insurance policy shall name, by endorsement, the city
of Port Orchard as an additional insured;
(8) A detailed map showing the location of event routes, tents, vendors, beer gardens,
exits/entrances, fire lanes, garbage cans, and adequate restrooms/sani-can(s) and
adequate handwashing stations, signage, barricades, first aid, traffic patterns,
parking, requested road closures/detours, and other applicable event details;
(9) If alcoholic beverages will be served on city property, a permit approved by the
Washington State Liquor and Cannabis Board (note: you may be subject to
additional insurance requirements of the city's insurance carrier); and
(10) If an event will be using both public and private property, the applicant shall
provide written documentation to the city that the private property owner(s) have
granted permission to them to use the private property for the event; and
(11) Written confirmation of procurement of adequate sanitation facilities for the event
(recommended by FEMA); and
(12) If the event is a parade or a run, the following additional information shall be
required:
(a) The exact location of any marshaling or staging areas for the parade/run;
(b) The time at which units of the parade/run will begin to arrive at the staging
areas and the times at which all such units will be dispersed therefrom;
(c) The exact route to be traveled, including the starting point and termination
point;
(d) The approximate number of persons, animals, and vehicles which will
constitute the parade/run, and the types of animals and descriptions of the
vehicles, as applicable;
(e) A statement as to whether the parade/run will occupy all or only a portion of
the width of the street, roadway, or sidewalks to be used;
(13) If the event requires a state highway closure, upon city council approval of the
event, the applicant must provide to the city clerk's office, no more than 45 days
after submitting the application, at least one of the following three documents: (a)
event agreement with WSDOT; (b) letter of acknowledgment from WSDOT; or (c)
written proof that the event organizer has submitted the completed application to
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Page 59 of 87
City of Port Orchard, WA
§ 5.94.040 § 5.94.060
WSDOT;
(14) An acknowledgment that the police department, consistent with POMC § 5.94.080,
will utilize the information provided by the applicant to develop a public safety plan
for the event, which may require the applicant to contract with vendors to ensure
FEMA-recommended standards pertaining to aid, emergency services, and security
are met, based on estimated total attendance;
(15) As a condition to the issuance of any permit under this chapter, the applicant shall
execute an acknowledgment agreeing to defend, at no cost to the city, and to
indemnify and hold harmless the city, its officers, employees and agents, from any
and all suits, claims or liabilities caused by or arising out of any work or use
authorized by any such permit;
(16) Any other relevant information required by the city.
(Ord. 041-16 § 1; Ord. 015-17 § 3; Ord. 053-21 § 2)
§ 5.94.050. Processing application.
Special event permits shall be processed as follows:
(1) If a special event is proposed to be held in the same location and during the same
time frame as the immediately previous year, that event's organizer will be given
first priority over other special event permit applicants; provided, that this applicant
submits a completed application to the clerk's office by February 1st of each year;
otherwise, the special event location and time frame will be available on a first -
come, first -served basis to other applicants. The remaining requirements of this
chapter will still apply.
(2) The city clerk's office shall route the application to the city police, finance, public
works and community development departments, as well as the local fire authority,
Kitsap Transit, and any other applicable outside authorities to review. Each of the
above -listed departments/authorities shall provide the city clerk a written
recommendation of approval (conditional or otherwise) or denial of the application
based on the considerations referenced in POMC § 5.94.060.
(3) The city clerk's office shall notify the public of each special event proposed to allow
citizens to provide written comments regarding how allowing the special event will
impact their property, business or quality of life. The city clerk will consider any
information provided and may deny the special event permit application if a
showing is made of severe financial impact or other undue hardship on a citizen's
property, business or quality of life.
(4) The city clerk's office shall bring forth the application to the city council for
approval when the event requires a city street or state highway closure.
(Ord. 041-16 § 1; Ord. 015-17 § 4; Ord. 053-21 § 3)
§ 5.94.060. Standards of issuance.
The city clerk or designee shall issue (or approve with conditions) a special event permit
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Page 60 of 87
City of Port Orchard, WA
§ 5.94.060 § 5.94.070
as provided herein upon certification from the departments/authorities listed in POMC
§ 5.94.050 who have been consulted, based on the following considerations:
(1) The applicant has provided all of the required application materials and has
provided any additional documents or information requested by the city.
(2) The applicant has paid the administrative processing fee, as established by the city
council in its fee resolution.
(3) The proposed special event location is available because no other events are
scheduled to take place at the location on that date and time or, if another event is
scheduled to take place, that event organizer has provided written consent to the
city clerk to allow a parallel event to take place at the same location, date, and time.
(4) The applicant is holding an event using both public and private property and has
provided written documentation that the private property owners allow them to use
the private property for their event.
(5) The applicant has received city council approval for a street or highway closure,
and for a highway closure, the applicant has provided a copy of either an event
agreement with WSDOT or a letter of acknowledgment from WSDOT, as needed.
(6) The police department, fire authority, and public works department have
determined the following:
(a) The proposed event will not endanger public safety or health, with necessary
public safety and traffic control provisions;
(b) The proposed event will not seriously inconvenience or impair the general
public's use of public property, services, or facilities;
(c) The location of the proposed event will not substantially interfere with any
construction or maintenance work scheduled to take place upon or along
public property or right-of-way, or a previously granted encroachment permit;
and
(d) The proposed event is not scheduled to occur along a route or at a location
adjacent to a school or class during a time when such school or class is in
session, and the noise created by the activities of the event would substantially
disrupt the educational activities of the school or class.
(7) The city clerk received no written comments from the public demonstrating undue
hardship or other substantial negative effects of the special event on their property,
business or quality of life.
(Ord. 041-16 § 1; Ord. 015-17 § 5; Ord. 053-21 § 4; Ord. 004-25 § 2)
§ 5.94.070. Revocation of permit.
The police chief, fire chief, or public works director, or their designated representatives,
shall have the authority to revoke a permit issued hereunder instantly upon violation of
any one or more of the code ordinances or conditions or standards of issuance as herein
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Page 61 of 87
City of Port Orchard, WA
§ 5.94.070 § 5.94.080
set forth.
(Ord. 041-16 § 1; Ord. 017-23 § 7 (Exh. A))
§ 5.94.080. City assistance.
The police chief, fire chief, and/or public works director may require necessary public
safety and traffic control, including but not limited to requiring certified flagger(s), use
of downtown parking lots, police protection and/or emergency medical services to be
provided at the special event at the organizer's expense. Special events that have been
exempted by the city council from personnel expenses in the form of a resolution shall
not be subject to expenses for city support. The finance department shall notify all
applicants of the actual expenses related to city support of the special event.
(1) Downtown Parking Lot Usage. No special event may utilize the downtown parking
lots, as described in POMC § 10.12.580 as Lots 3 and 4, commonly known as
waterfront parking, for two or more consecutive days without city council approval.
Should a special event request the use of all or a portion of the downtown parking
lots, as described in POMC § 10.12.580 as Lots 3 and 4, during a weekday,
excluding federal holidays, and the city grants the request, the applicant shall
compensate the city for lost revenue for the use of the parking lots. The fee shall be
set by resolution of the city council.
(2) Police Services Protection. After obtaining as much information as the police chief
reasonably deems necessary regarding a special event permit application, they shall
determine whether and to what extent additional police protection reasonably will
be required for the special event for purposes of crowd control, and security. In
making this determination, the police chief shall consider those factors set out in
POMC § 5.94.060. If additional police protection for the special event is deemed
necessary by the police chief, they shall notify the applicant. The applicant then
shall have the duty to secure police protection acceptable to the police chief at the
sole expense of the applicant and shall prepay the expenses of such protection, as
required. The fees are set by council resolution, which establishes the
reimbursement rate for enhanced security expenses. The police chief shall consider
what additional personnel, equipment and supplies are needed, as well as any other
items or expenses which will be necessary.
(3) Fire Protection and Emergency Medical Services.
(a) After receiving notification of the intended special event, the fire chief shall
make a determination as to the need for on -site fire watch and/or emergency
medical personnel. The fire chief shall consider such factors as the location,
number of anticipated participants and spectators, and type of event, including
the application of appropriate codes and ordinances. If fire watch and/or
emergency medical personnel for the event are deemed necessary by the fire
chief, they shall notify the applicant, and the applicant shall be responsible for
securing fire watch/emergency medical personnel reasonably acceptable to the
fire chief at the sole expense of the applicant and shall prepay the expenses of
such protection. Only state -certified, licensed professional fire/emergency
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Page 62 of 87
City of Port Orchard, WA
§ 5.94.080 § 5.94.120
medical personnel shall be used for this purpose, preferably South Kitsap Fire
and Rescue employees and equipment.
(b) The conduct of the special event shall not introduce hazards to fire protection
and/or life safety in the immediate or adjacent areas.
(Ord. 041-16 § 1; Ord. 015-17 § 6; Ord. 026-18 § 1; Ord. 053-21 § 4; Ord. 017-23 § § 1,
7 (Exh. A))
§ 5.94.090. Event signage.
Event signage must comply with POMC Title 20.
(Ord. 041-16 § 1; Ord. 019-17 § 17)
§ 5.94.100. Notice of rejection.
Should the application be denied, the city clerk shall notify the applicant by personal
delivery or certified mail within seven working days of the denial. This notification shall
include the reasons for the denial of the permit, and shall advise the applicant of the
appeal procedure.
(Ord. 041-16 § 1)
§ 5.94.110. Appeal procedure.
Any applicant aggrieved shall have the right to appeal the denial of a permit, or
revocation of a permit under POMC § 5.94.070, to the city council. The appeal shall be
submitted by the applicant within five days after receipt of the notice of denial by filing
a written notice of appeal with the city clerk. The city clerk shall place the appeal on the
next available agenda for city council consideration.
(Ord. 041-16 § 1)
§ 5.94.120. Violation — Penalty.
A violation of any portion of this chapter shall constitute a class 2 civil infraction and be
enforced under Chapter 7.80 RCW.
(Ord. 041-16 § 1)
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Page 63 of 87
Welcome
Port Orchard City Council and Mayor:
• Rob Putaansuu, Mayor
• John Morrissey, Mayor Pro Tern
• Shirah Dedman
• Scott Diener
• Heidi Fenton
• MarkTrenary
• Jay Rosapepe
• Eric Worden
ORG,
u� ■
Page 64 of 87
Cit
Council Roles
Shirah Dedman
How to find info and
communicate with Council
ORC
HAN
JR'.c—HARD City Council Information
Regular Meeting: 2nd and 4th Tuesday at 6:30 p.m. at City Hall. (Public comment open.)
Study Session: 3rd Tuesday at 6:30 p.m. at City Hall. (No public comment.)
Council Contact Info
Mark Trenary
360-340-1108
nttrenan@portorchardwa.go%
John Morrissey
360-670-0311
jniorrisse@portorcliarth .go
Scott Diener
360-874-0946
sdiener@portorchard%a.got
Eric Worden
360-620-8862
e%orden@portorchard%a.gor.
Heidi Fenton
360.434-1389
hfenton@portorchard%a.go%
Shirah Dedman
360-358-2208
sded,nan@portorcliarth .go
Jay Rosapepe
360-621-3318
josapepe@portorchard-Aa.go%
Connect with the whole council: councilmembers@portorchardwa.go%
Note: There are exceptions to schedule. See our website for changes. The Council enacts legislation, sets policies, adopts the bud-
get, and regulates the fiscal affairs of the City. Each Councilmember represents the City as a whole, and Councilmembers are also
assigned to committees to assist in research and recommendations to the full Council. Please note: Councilmembers do not maintain
office hours at City Hall.
Page 65 of 87
Communications
ORC
Eric Worden
HAIR
Page 66 of 87
Downtown Projects
John Morrissey
• Bay Street construction
• Bay Street Path
• Community Center
• Orchard Street Plaza
• Downtown Building Refacing Grant Program
• Marina Pump Station
ORCIL_
[n[ c[m[u
it
Page 67 of 87
Town Hall
Road Projects
Scott Diener
• Bethel Phase 1
• Bethel Lund Roundabout
• Bethel/Lincoln Roundabout
• Sidney Nonmotorized Road Project
ORCHP b'
Page 69 of 87
LEGEND:
Bethel Lincoln
Roundabout
ORC
HARD
GENERAL NOTES:
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:c+ewr,c o.e ro �oure .: reexo q TAN LINE - STq '
S.S0. SEE SNFET1103
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Page 70 of 87
Bethel Phase 1
L 'I
l I
� I I,
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q it y is. t r s� , I '--•°' e� w , i ' i^ — rL— I- --
t
ORC
HARD
Page 71 of 87
Sidney Nonmotorized Road
Project
II
\
�ORCHARD
Ii
r� r i
ji
i
- T--------- ,.
A-- ----_
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Page 72 of 87
COM
rehensive Plan &
Parks and Recreation
Jay Rosapepe
Utilities Committee, Land Use Committee, Sewer Advisory Committee
360.621.3318
jrosapepe@portorchardwa.gov
Page 73 of 87
Comprehensive Plan Elements
1. Introduction
2. Land Use
3. Housing
4. Parks & Recreation
5. Natural Systems
6. Economic Development
7. Utilities
City of Port Orchard
Comprehensive Plan
December 2024 Update
8. Transportation
9. Capital Facilities
10. Climate Change
ORCuO�
Page 74 of 87
r kkIjtr•
k•� ��' I ail
. -;"'': �'-� •- r, - •�`�� ate. � •,-. �� ���:1��-'elf sf i�
♦ ter. F: ;_J 4���`, ''
Port Orchard Parks
1. Bethel South Property
2. Bravo Terrace Open Space
3. Central/Clayton Park
4. Dekalb Pier
5. Etta Turner Park
6. Givens Fields
7. Lundberg Park
8. McCormick Village Park
9. Mitchell Park
10. Old Clifton Wetlands
11. Paul Powe rs Park
12. Rockwell Park
13. Seattle Ave Open Space
14. Van Zee Park
15. Windfall Place Tot Lot
16. Bay Street Pedestrian Path
Page 75 of 87
ORC
HARD
comin
Projects
• Sherman Stormwater Park
• Givens Park Masterplan
• Veterans Park
• Parks Levy
Page 76 of 87
FinanciaIS tabilit
Mark Trenary
ORC
.
.
.
HA 11
Financial Audits
Traffic Data
Police
Page 77 of 87
Det)artment of Communi
Develot)ment
Rob Putaansuu
• Making Improvements to Processes and
Customer Experience
• New Permitting Software
• Training
• Staffing changes
T.qmRCHC'
Page 78 of 87
Other Projects
• Ruby Creek Park & Ride
• Anderson Hill Roundabout
• Sedgwick & Hwy 16 Roundabouts
• Old Clifton Intertie/Water Rights
ORCHARD*
Page 79 of 87
uestions?
ORCHARD
Page 80 of 87
Meeting Location: Contact us:
ORCHARD Gathered by Josephine's Phone (360) 876-4407
702 Bay Street Email cityhall@portorchardwa.gov
Port Orchard, WA 98366 www.portorchardwa.gov
City Council
Special Meeting
Thursday, June 4, 2026
6:00 PM
1. Call to Order -Opening
Mayor Pro -Tern Morrissey will kick off with a brief welcome (2-5 minutes), including an overview of the evening's
format and goals before transitioning into the program.
2. Breakout Conversations
Estimated Time: 15 Minutes Councilmembers and the Mayor are encouraged to spread out around the room. •
Attendees can engage with you directly —whether to discuss a specific issue, or simply connect. • Please use this time as
you see fit to engage meaningfully with the public.
3. Council Presentations
Each of the seven Councilmembers will have 5 minutes to speak on their assigned topics. Note: topics have been
predetermined and include key areas such as infrastructure projects, planning and growth, financial stability,
communications, and community investments.
4. Mayor Remarks
Estimated Time: 5 Minutes
5. Q&A Session
Estimated Time: 30 Minutes We will then transition into a facilitated Q&A with the audience. • Mayor Pro -tern
Morrissey will manage this portion and direct questions as appropriate. • While not everyone may have the opportunity
to answer, he will do his best to distribute participation across the group.
6. Breakout Conversations
To close the evening, we will move into a more informal breakout format: • Councilmembers and the Mayor are
encouraged to spread out around the room. • Attendees can engage with you directly —whether to follow up on a topic,
discuss a specific issue, or simply connect. • Please use this time as you see fit to engage meaningfully with the public.
7. Adjournment
ADA Requirements
In compliance with the American with Disabilities Act, if you need accommodations to participate in this meeting,
please contact the City Clerk's office at (360) 876-4407. Notification at least 48 hours in advance of meeting will
enable the City to make arrangements to assure accessibility to this meeting.
Reminder: Please silence all electronic devices while City Council is in session.
Page 81 of 87
To subscribe to our general news & public notices click the link: http://portorchardwa.gov/subscribe.
For current City Council member and contact information, please
visit https://portorchardwa.gov/departments/city-council/.
For Committee Membership please visit https://portorchardwa.gov/city-council-advisory-committees/.
Page 82 of 87
Mayor
City Council
& Budget
Oversight
The 7 elected council members hold key
responsibility for approving the city budget and
overseeing Port Orchard's financial decisions. They
review, amend, and authorize all major spending
to ensure taxpayer funds are managed responsibly.
Council
esentation by
.m. Dedman
'ftt
Page 83 of 87
City
Council
Members
As the legislative representative of the city, the
Council speaks with one voice.
Sometimes the Council services as as Judge.
What
Strop
isa
9 -
Mayor.
A strong mayor leads all city operations and
holds key executive authority. Think of them
as the CEO of city government — making day-
to-day decisions, managing departments, and
putting the community's plans into action.
Page 84 of 87
The Stron?ifty
Mayor &
Departments
The strong mayor directly manages day-to-day
city services through 7 department directors.
These key leaders form the executive team,
each overseeing a vital area of city operations —
from public works to finance, police, and more.
Council
Committees
&the
Agenda
Either the Mayor or a majority of Committee
members advance topics onto the agenda for
City Council meetings.
Page 85 of 87
Citizen Engagement
Build Coalitions
Focus on convincing a
majority of council
members, not just one
Change requires 4
votes.
136
O
Engage Early
Get involved at the
committee level that
handles your issue
before it reaches the
full council.
Follow the Process
For quasi-judicial
hearings, prepare
clear, factual testimony
based on law — not
personal opinion.
Advocate Broadly
Bring your message to
both the Council and
the Mayor to secure
both policy support
and execution.
ThankYou!
Page 86 of 87
(OffCity of Port Orchard
O���ARD F 216 Prospect Street, Port Orchard, WA 98366
(360) 876-4407 • FAX (360) 895-9029
Agenda Staff Report
Discussion Item: 3.D. Public Restrooms
Meeting Date: June 16, 2026
Presenter:
Summary and Background:
Relationship to Comprehensive Plan:
Recommendation:
Motion for Consideration:
Has item been presented to Committee/Work Study? No
If so, which one:
Fiscal Impact:
Alternatives:
Attachments:
None
Page 87 of 87