HomeMy WebLinkAbout2025 Budget FinalCity of Port Angeles • 2025 Budget • Page 2
2025 Budget
Sarina Carrizosa
Finance Director
Nicole Blank
Administrative Analyst
Melody Schneider
Financial Accountant
Hailey Jones
Budget Officer
Trina McKee
Capital Accountant
Luke Anderson
Financial System Analyst
Prepared by the Finance Department
The City’s 2025 Budget can also be viewed interactively in the Open Budget
platform found on the City’s website at www.cityofpa.us by clicking on the
Open Data icon, or at https://openbudget.cityofpa.us.
Page 3City of Port Angeles • 2025 Budget •
I. Introduction .......................................................................7
Vision Statement ..............................................................................................8
Budget Message ................................................................................................9
Your Local Government ..................................................................................13
Statement of Values .........................................................................................14
Citywide Organizational Chart ........................................................................15
The Port Angeles Community ..........................................................................16
Port Angeles at a Glance ..................................................................................19
II. Budget Overview ......................................................................21
The Budget Process .........................................................................................22
The Comprehensive Plan & the Budget ..........................................................24
The Strategic Plan ...........................................................................................27
Budgeting by Fund ..........................................................................................30
Understanding the Budget ..............................................................................32
III. Citywide Summary ..................................................................35
All Funds Summary ........................................................................................36
Revenues by Category .....................................................................................37
Expenditures by Category ...............................................................................38
Budget Comparison by Fund ..........................................................................39
Operating vs. Capital Budget Summary...........................................................40
Total Citywide Capital Projects .......................................................................41
2025 Budget Ordinance ..................................................................................47
Changes from Preliminary to Adopted Budget................................................52
IV. General Fund Summary .........................................................55
Revenue & Expenditure Summary .................................................................56
Personnel Summary ........................................................................................58
Revenues by Category .....................................................................................59
Revenue Sources .............................................................................................60
Expenditures by Category ...............................................................................65
Expenditures by Department ..........................................................................66
V. General Fund Departments ....................................................69
Legend .............................................................................................................70
City Council .....................................................................................................71
City Manager’s Office ......................................................................................77
Finance Department .......................................................................................85
Table of Contents
Page 4City of Port Angeles • 2025 Budget •
Table of Contents (Continued)
Legal Department ............................................................................................91
Community & Economic Development ...........................................................97
Police Department .........................................................................................105
Fire Department .............................................................................................113
Parks & Recreation Department ....................................................................121
Public Works & Utilities Department ............................................................131
Non-Departmental Services ...........................................................................141
VI. Special Revenue Funds ..........................................................143
Lodging Tax Fund Summary .........................................................................144
Street Fund Summary ....................................................................................146
Real Estate Excise Tax #1 Fund Summary ....................................................151
Real Estate Excise Tax #2 Fund Summary ....................................................152
PenCom Fund Summary ................................................................................153
Business Improvement Area Fund Summary ...............................................157
Port Angeles Housing Rehabilitation Fund Summary ..................................158
Code Compliance Fund Summary .................................................................159
VII. Debt Service Funds..................................................................161
Revenue & Expenditure Summary ................................................................162
2015 L.T.G.O. Bond Fund Summary .............................................................163
Closed Debt 2006 L.T.G.O. Bond Fund Summary ........................................164
Closed Debt 2014 L.T.G.O. Bond Fund Summary .........................................164
VIII. Enterprise Funds ....................................................................165
Utilities at a Glance .......................................................................................166
Enterprise Funds Description .......................................................................167
Electric Fund ..................................................................................................169
Electric Conservation Fund ...........................................................................175
Water Fund.....................................................................................................178
Wastewater Fund ...........................................................................................184
Solid Waste Fund ...........................................................................................190
Stormwater Fund ...........................................................................................196
Medic I Fund .................................................................................................200
Harbor Clean-Up Fund .................................................................................203
IX. Internal Service Funds...........................................................205
Equipment Services Fund .............................................................................206
Information Services Fund ............................................................................210
Self-Insurance Fund ......................................................................................215
Page 5City of Port Angeles • 2025 Budget •
X. Fiduciary Funds .....................................................................217
Fireman’s Pension Fund ...............................................................................218
XI. Permanent Funds ..................................................................219
Cemetery Endowment Fund .........................................................................220
XII. Capital Facilities Budget .......................................................221
The Capital Facilities Plan & The Comprehensive Plan ...............................222
Capital Improvement Fund .........................................................................223
Governmental Capital Projects Fund...........................................................224
Park Improvement Fund .............................................................................225
Transportation Benefit District Fund ..........................................................226
Electric Capital Fund ...................................................................................229
Water Capital Fund ......................................................................................231
Wastewater Capital Fund .............................................................................233
Solid Waste Capital Fund .............................................................................235
Stormwater Capital Fund .............................................................................237
Closed Capital Fund .....................................................................................239
XIV. Staffing ...................................................................................241
Citywide Personnel Summary Fund .............................................................241
Salary Schedules ..........................................................................................245
XIV. Appendix .................................................................................271
A. Financial Polices .......................................................................................271
B. Affordability Index ...................................................................................311
C. Glossary ....................................................................................................319
Table of Contents (Continued)
City of Port Angeles • 2025 Budget • Page 6
2025 Budget
Page 8City of Port Angeles • 2025 Budget •
Vision Statement
“The City of Port Angeles is vibrant and prospering,
nurturing a balance of innovation and tradition
to create an environmentally, economically,
and fiscally sustainable community, accepting
and cherishing its social diversity, small-town
character and natural setting.”
~ Port Angeles City Council 2021 ~
Phone: 360-417-4500 / Fax: 360-417-4509 / TTY: 360-417-4645
Website: www.cityofpa.us / Email: citymanager@cityofpa.us
321 East Fifth Street / Port Angeles, WA 98362-3206
City Manager’s Office
CITY OF
March 3, 2025
Honorable Mayor, City Council and Citizens of the City of Port Angeles, Washington,
Each year balancing the budget presents an opportunity to demonstrate to our community the fiscal
stewardship, care and consideration built into the City’s yearly spending. Each essential service is carefully
weighed to ensure the City is investing in the vital needs to our residents, businesses and visitors. Staff takes
balancing the budget very seriously and works hard to propose a budget that is sustainable, meaningful
and conscientious of our community’s ability to afford needed services. The Budget is built on a foundation
of trust and transparency and together these factors ultimately balanced the City’s 2025 Budget.
Never was protecting the City’s financial foundation more at the forefront of the City’s fiscal planning than
in the 2025 Budget as the City initially faced a $2.2 million shortfall in the General Fund, coupled with a
year that saw financial hardship for many families and businesses in Port Angeles. Staff immediately went
to work looking for efficiencies and funding sources that did not place further burden on the Port Angeles
community to continue to remain strong and support those in need without sacrificing core services
built over the last several years. The ability to move past this funding gap was largely possible through
consistently higher than anticipated tax collection citywide and the City’s ability to leverage grants to offset
projects and needs within the Budget. I am pleased to share the result of this innovation, dedication and
commitment successfully balanced the General Fund at $27,079,700 and the Citywide 2025 Budget in the
amount of $156,927,700.
As we look to the future City Staff has utilized Council guidance and policy as a guiding light to completely
fulfill City services in the most fiscally sound and responsible manner possible. These principles have taken
an already firm foundation and paved the way for Port Angeles to thrive and grow for many generations to
come. The most prevalent guide used to build the 2025 budget proposed to Council and our community was
the Strategic Plan, adopted in October 2024, that seeks to create community resilience, optimize resources,
continue to promote housing and place an emphasis on infrastructure development, maintenance and
connectivity.
Community Resilience
The 2025 Budget incorporates additional needs as well as maintains services that are essential to the ability
of the Port Angeles community to prosper and further promote resilience. Core City services have been
maintained in the budget with no reduction to ensure stability is achieved that will enable the community
to more efficiently connect, remain well informed and be better prepared should an emergency arise. In
addition to maintaining City services in the budget funds have been included to address aging infrastructure,
such as radios, in public safety to ensure the ability for smooth operations in the event of an emergency.
Our community’s strength and ability to pivot when needed is also demonstrated in the 2025 Budget as
changes to the funding for the City’s Code Enforcement program and Downtown Resource Officer were
realized in 2024. The City’s ability to utilize funds received from Opioid Settlement agreements that Council
earmarked for Operation Shielding Hope provided programs promoting new solutions by emphasizing
safety and compassion in response to the opioid crisis.
In addition, communication both internally and externally has been prioritized within the budget through
continued funding of the City website and enhancements as well as Enterprise Resource Planning
(ERP) system upgrades that will allow a streamlined approach to better communicate and report to our
community. This powerful system will provide a vessel for customers and citizens to more efficiently
9
Page 10City of Port Angeles • 2025 Budget •
interact and conduct business with the City and is one of the largest projects on-going at the City with expected
completion of multiple phases of the project throughout 2025.
Citywide Resource Optimization
As the City pushes the boundaries of available funds for needed programs the ability to optimize programs and
spending in the budget is crucial to the fiscal sustainability of the City. This was prominent in the 2025 Budget as
revenue saw modest increases needed to offset programs, projects and services that are increasing at rates higher
than projected revenue increases. Obtaining grant funding was paramount to balancing the budget. In 2025,
approximately 6.0% of expenses in the budget are offset by grants, including a total of $679,700 in grant funding to
offset personnel costs in the General Fund for time spent on grant funded projects. Grant funding offsets 29.9% of
capital costs in the 2025 Budget. Additionally, the City has also been able to secure pass-through grant funding in
2025 for community partners in support of community health.
In 2025, the City performed a cost-of-service analysis of the Water and Wastewater utilities to determine affordable
rates that meet the growing needs of these utilities. Staff worked diligently to keep these rates as affordable as
possible, however rate increases were needed to keep the solvency of the utilities. The resulting rate increases will
provide stability in the future and prevent larger and more costly increases in later years. As part of the rate setting
process Staff performed an update to the Affordability Index which determined that though overall City of Port
Angeles utility rates are amongst the lowest of the fifteen comparable Cities, when factoring in median income and
housing costs our community is not able to afford significant increases.
Finally, every year the City’s budget process identifies areas of the Budget that could operate more efficiently with
additional resources. The ability to provide services as proficiently as possible allows our valuable resources to be
allocated in the most impactful and thoughtful manner that will ensure the success of the entire community. In 2025,
funding has been identified for two permanent positions to build capacity in areas of the budget with the most need.
A Capital Projects Inspector is planned in the 2025 Budget to continue to promote the completion of backlogged
capital projects approved in the Capital Facilities Plan. A part-time Information Support Specialist position has also
been included in the budget to assist with the growing needs in the IT department to provide service, security and
smooth operations daily to users Citywide. In addition, temporary positions in HR and Community and Economic
Development were also included in the Budget to provide staffing support for the implementation of the Enterprise
Resource System. Finally, capacity was also built into the Police department to provide training and the replacement
of one of the City’s K9 Officers resulting from planned retirements.
Housing
Promotion of housing needs across the City remains a key element to the Strategic Plan. The City remains committed
to providing essential long-term solutions to this crisis and has already taken many steps to provide safe and healthy
housing options by partnering with agencies and contractors in the City and incentivizing building affordable housing
units. The 2025 Budget furthers these efforts with continued dedication to planning and promoting the availability
of Affordable Housing sales tax collection to fund projects as well as retaining the Housing Administrator position
to work with these community partners to offer solutions to this critical issue. The Housing Pipeline project and
Comprehensive Plan update are also essential to the success of housing needs in Port Angeles as they provide a long-
term plan and vision for the future of Port Angeles, both of which will continue into the 2025 Budget.
Infrastructure Development, Maintenance and Connectivity
Demonstrated in the City’s budget is the commitment to fully fund projects identified in the Capital Facilities Plan
(CFP) to prevent more costly maintenance or emergency repairs in the future. Completion of projects also promotes
community safety and well being and is one of the largest priorities in the City’s Budget. This is demonstrated
by the $27.8 million planned in the City’s 2025 Budget for capital projects in all areas of the City. Projects range
from support and increased capacity of utilities, public safety, park improvements, street repairs and pedestrian
enhancements. These projects not only enhance our community but provide safer walking routes and increased
connectivity between neighborhoods and commercial districts allowing all who live, work and visit Port Angeles
Page 11City of Port Angeles • 2025 Budget •
to enjoy our City to its fullest. These projects also reflect the City’s environmental stewardship and commitment
to the vitalization of our City. The projects planned in 2025 include $11.9 million in utility capital projects, $11.7
million in transportation projects, and $4.2 million in governmental projects as outlined in the approved Capital
Facilities Plan. A few highlights of these projects in 2025 include:
• ADA – Peabody Street
• Hamilton School Walking Routes
• Stevens Middle School Walking Routes
• Laurel Street Stairs Replacement
• 1st/Front Pedestrian Enhancements
• 8th/10th Street Bike Lanes
• Restroom Improvement Program
• Electric Vehicle Charging Stations
• Ground Water Resiliency Program
• ‘A’ Street Sewer Capacity Improvements
• 2025 Neighborhood Sewer Improvements
• Park Avenue Outfall to Peabody Creek
In addition to securing funding for significant capital projects the 2025 Budget provides capacity for maintenance
needs at the Water and Wastewater Treatment Plant with the addition of a Utility Worker position to ensure these
essential facilities remain in safe, clean, and compliant operating condition.
Securing Port Angeles’ Future
The 2025 Budget represents and demonstrates the determination of staff and Council for a successful and prosperous
vision for Port Angeles. Though the direction forward is expected to include challenges, established Council-
approved policies such as the Strategic Plan, Housing Action Plan, Climate Resiliency Plan, and Comprehensive
Plan will provide guidance and thoughtful planning necessary to overcome any challenges faced by the City. Through
collective efforts, I am confident the future opportunities faced by the City will be met with innovation, collaboration,
creativity and genuine well-being for our community.
In conclusion, I would like to thank City Council for their direction and foresight in planning for the City’s future.
Additionally, I wish to thank the citizens of Port Angeles for setting expectations that allow our City to prosper,
and City Staff for their continued time, commitment and fiscal stewardship to the City’s Budget. It is through the
efforts of all of you working together that Port Angeles will continue to build on our foundation and take action that
strengthens our community for decades to come.
Respectfully submitted,
Nathan A. West
City Manager
Page 12City of Port Angeles • 2025 Budget •
PRESENTED TO
City of Port Angeles
Washington
For the Fiscal Year Beginning
January 01, 2024
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
Page 13City of Port Angeles • 2025 Budget •
- Civil Service Commission
- Lodging Tax Advisory Committee
- Parks, Recreation & Beautification Commission
- Utility Advisory Committee
- Public Safety Advisory Board
- Planning Commission
The City of Port Angeles’ City Council has seven members.
Each member of the City Council is elected at large and
serve four year terms. The City Council also elects a Mayor
and Deputy Mayor from within the Council. Both the
Deputy Mayor and the Mayor serve two year terms. Council
Members do not keep regular office hours at City Hall, but are
always available through email or letters sent to City Hall.
Community members may also attend regular City
Council meetings and Work Sessions to better
understand what your local government does and
the current issues that are facing it. There is also
a public comment section of each meeting that allows
CITY COUNCIL
CITY COUNCIL
KATE DEXTER
Mayor
Term Expires: 2025
KATE DEXTER
Mayor
Term Expires: 2025
ANDREW SCHWAB
Councilmember
Term Expires: 2025
ANDREW SCHWAB
Councilmember
Term Expires: 2025
LINDSEY SCHROMEN-
WAWRIN
Councilmember
Term Expires: 2025
LINDSEY SCHROMEN-
WAWRIN
Councilmember
Term Expires: 2025
BRENDAN MEYER
Councilmember
Term Expires: 2027
BRENDAN MEYER
Councilmember
Term Expires: 2027
NAVARRA CARR
Deputy Mayor
Term Expires: 2027
NAVARRA CARR
Deputy Mayor
Term Expires: 2027
LATRISHA SUGGS
Councilmember
Term Expires: 2025
LATRISHA SUGGS
Councilmember
Term Expires: 2025
CITIZENS OF PORT
ANGELES
CITIZENS OF PORT
ANGELES
AMY MILLER
Councilmember
Term Expires: 2027
AMY MILLER
Councilmember
Term Expires: 2027
Council
with Terms
Your Local Government
Citizen Advisory Boards
& Commissions:
citizens to speak directly to the City Council about
any concerns or recommendations they may
have regarding the City of Port Angeles and its
policies. These meetings take place as follows:
Regular Council Meetings:
The first and third Tuesday of each month at 6:00pm
in the City Council Chambers at City Hall; 321 E. Fifth
Street; Port Angeles, Washington 98362. For information
regarding virtual Council meetings, please visit:
https://www.cityofpa.us/984/Live-Virtual-Meetings
Work Session Meetings:
The fourth Tuesday of each month at 5:00pm in the City
Council Chambers in City Hall; 321 East Fifth Street; Port
Angeles, Washington 98362. For information regarding
virtual Council meetings, please visit:
https://www.cityofpa.us/984/Live-Virtual-Meetings
Additionally, the City of Port Angeles has a variety
of advisory boards, commissions and committees
appointed by the City Council. Members of the
community may volunteer their time to serve the
community by joining one of these advisory groups.
Page 14City of Port Angeles • 2025 Budget •
Page 15City of Port Angeles • 2025 Budget •
CITY COUNCIL
KATE DEXTER NAVARRA CARR
Mayor BRENDAN MEYER Deputy Mayor
AMY MILLER
LINDSEY SCHROMEN-WAWRIN
ANDREW SCHWAB
LATRISHA SUGGS
Councilmembers
CITY COUNCIL
KATE DEXTER NAVARRA CARR
Mayor BRENDAN MEYER Deputy Mayor
AMY MILLER
LINDSEY SCHROMEN-WAWRIN
ANDREW SCHWAB
LATRISHA SUGGS
Councilmembers
NATHAN A. WEST
City Manager
NATHAN A. WEST
City Manager
BRIAN
SMITH
Police
Department
BRIAN
SMITH
Police
Department
DERRELL
SHARP
Fire
Department
DERRELL
SHARP
Fire
Department
SARINA
CARRIZOSA
Finance
Department
SARINA
CARRIZOSA
Finance
Department
COREY
DELIKAT
Parks &
Recreation
Department
COREY
DELIKAT
Parks &
Recreation
Department
CALVIN W.
GOINGS
Deputy City
Manager/
Community
Services
Department
CALVIN W.
GOINGS
Deputy City
Manager/
Community
Services
Department
WILLIAM
BLOOR
Legal
Department
WILLIAM
BLOOR
Legal
Department
CITIZENS OF PORT ANGELES
CITIZENS OF PORT ANGELES
SCOTT
CURTIN
Public Works &
Utilities
Department
SCOTT
CURTIN
Public Works &
Utilities
Department
ABBIGAIL
FOUNTAIN
Human Resources
ABBIGAIL
FOUNTAIN
Human Resources
KARI MARTINEZ-
BAILEY
City Clerk
KARI MARTINEZ-
BAILEY
City Clerk
SENIOR
CENTER
SENIOR
CENTER
OCEAN VIEW
CEMETERY
OCEAN VIEW
CEMETERY
PARKS
MAINTENANCE
PARKS
MAINTENANCE
FACILITY
MAINTENANCE
FACILITY
MAINTENANCE
RECREATION
RECREATION
GENERAL
LEGAL
SERVICES
GENERAL
LEGAL
SERVICES
SUPPRESSION
SUPPRESSION
VOLUNTEERS
VOLUNTEERS
SPECIAL
OPERATIONS
SPECIAL
OPERATIONS
MEDIC I
MEDIC I
EMERGENCY
MANAGEMENT
EMERGENCY
MANAGEMENT
ACCOUNTING
ACCOUNTING
CUSTOMER
SERVICE
CUSTOMER
SERVICE
REPROGRAPHICS
REPROGRAPHICS
INVESTIGATION
INVESTIGATION
PATROL
PATROL
VOLUNTEERS
VOLUNTEERS
RECORDS
RECORDS
FACILITIES
FACILITIES
PENCOM
PENCOM
PERMITTING/
CUSTOMER
SERVICE
PERMITTING/
CUSTOMER
SERVICE
LONG RANGE
PLANNING &
POLICY
LONG RANGE
PLANNING &
POLICY
HOUSING
HOUSING
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
ENGINEERING
ENGINEERING
STREETS
STREETS
UTILITIES
UTILITIES
UTILITY
CAPITAL
PROJECTS
UTILITY
CAPITAL
PROJECTS
EQUIPMENT
SERVICES
EQUIPMENT
SERVICES
City of PA
Page 16City of Port Angeles • 2025 Budget •
The Port Angeles Community
The City of Port Angeles has long been the primary urban
center of the North Olympic Peninsula. The earliest
residents of the area were sustained by the region's
abundant natural resources. These same natural resources,
the naturally protected deep water harbor, abundant
coniferous forests, prolific wildlife and marine resources,
and an overall natural beauty also attracted the first
non-natives to the area and continue today to encourage
visitors and new residents alike from all walks of life.
The first official non-native sighting of the Peninsula was
made by an explorer named Juan Perez on August 10,
1774, and the first confirmed report of the Strait of Juan
de Fuca was made by Captain Charles Barkley in 1787. A
Greek named Apostolos Valerianos, who had a reputation
for "tall tales", claimed to find the Strait in 1592, but it was
Captain Charles Barkley, master of the Austrian East India
Company ship, Imperial Eagle, who named the Strait in
1787. Port Angeles has had several different names since
its "discovery". In 1791, Lt. Francisco Eliza, a Spanish
explorer, called it "EI Puerto de Nuestra Señora de los
Angeles" as it provided a haven from the stormy passage
through the Strait. A year later, it was shortened to Porto de
los Angeles. Later it was called "False Dungeness" because
of the similarities between Ediz Hook and the Dungeness
Spit. Then it was called "Cherbourg" as someone who had
been to France hoped it would become the "Cherbourg of
America". Finally, on June 6, 1862, the City was officially
named Port Angeles.
Settlers from the east began to make Port Angeles their
home beginning in the 1850s following the establishment
of the boundary between Canada and the United States
in 1846. However, it is Victor Smith who is referred to as
the Founder of Port Angeles. Mr. Smith arrived in Port
Townsend as a Customs Collector in 1861. But it appears
he really had his eye on moving the Port of Entry, and
therefore the Customs House, to Port Angeles where he
happened to have an interest in some land. According to
Port Angeles, Washington: A History- Volume I by Paul
J. Martin, there are 13 coincidences that point to a plot
conceived by "Smith and some men in Washington, D.C.
to grab power, money and land on the Olympic Peninsula."
Through the auspices of Mr. Smith, on June 18, 1862, the
Customs House was moved from Port Townsend to Port
Angeles conveniently close to the land Smith had already
purchased. Coincidentally, the very next day Abraham
Lincoln signed an order setting aside more than 3,500
acres of land at Port Angeles as a military and lighthouse
reservation; this area is now known as Lincoln Park.
Unfortunately, with the passing of Mr. Smith in 1865,
the Port of Entry was returned to Port Townsend, and
Port Angeles became little more than a ghost town until
the 1880s. It was the railroad that brought Port Angeles
back to life. The railroad opened up the Pacific Northwest,
and all those choosing to move west found a little bit of
paradise.
The Puget Sound Cooperative Colony was founded in May
of 1887, just east of town at the mouth of Ennis Creek.
The colony was founded on the principle that people
could improve themselves and their lot in life through
cooperation and unity. They issued their own money and
distributed it to the colonists every few months.
At the start of 1890 the population of Port Angeles was less
than 50, but by mid-year the population was over 1,000. In
June of 1890, a public assembly of townspeople chose their
first Mayor, John Dyke, and City Council. Incorporation
occurred on June 11, 1890, and in December 1890,
the first regular election was held. Willard
Brumfield was elected Mayor over John
Dyke, and for many years the City
Council meetings were often
brought to a
Page 17City of Port Angeles • 2025 Budget •
premature close by brawls and fist fights as the council
members fought over the town's development plans.
An election held on November 4, 1890, named Port
Angeles as the county seat. The colony quickly grew,
earning revenue from logging, dairy and crop farming,
and a saw mill. The colonists built the first school, church,
and Opera House. While at its peak, the colony was home
to more than a thousand members. Unfortunately, it
slowly deteriorated and went bankrupt in 1894.
Logging and timber have long been important industries,
and in 1912 Port Angeles was home to the world’s largest
sawmill. In 1920, a large pulp and paper mill was built by
Washington Pulp and Paper Company. Purchased a few
years later and operated by Crown Zellerbach for over 60
years, the mill is now owned by McKinley Paper Company.
In 1922, the Port of Port Angeles was formed. The natural
deep-water harbor has always attracted shipping and
both commercial and sports fishing. The Port operates
a marina, boat haven, and international airport. The
City hosts a Coast Guard Station for search and rescue
activities in area waters as well as a pilot station where
all inbound vessels pick up a pilot to guide the vessels
through the inland waters to other Puget Sound ports.
Port Angeles has at various times been a stopping point
for Naval ships. In the 1920s and early 1930s significant
portions of the Pacific Fleet visited every summer. Naval
visits slowly dropped off until they were stopped in the
1980s.
The first Coast Guard air station on the Pacific Coast was
established at Ediz Hook on June 1, 1935. It is the oldest
United States Coast Guard Station in the country. The
piece of land occupied by the Coast Guard Station is the
one remaining part of the military reservation that once
included all of what is now Port Angeles. The first plane
arrived on June 1; the plane, a Douglas RD-4 amphibian,
was to perform its first rescue just two months later on
August 9.
The station officially became Coast Guard Group Port
Angeles in September of 1944 and received its first
helicopter in 1946. Coast Guard Group Port Angeles now
includes the stations at Quillayute River and Neah Bay and
the cutter Point Bennet based in Port Townsend.
The town grew steadily through the ensuing decades.
Norman Smith, the son of Victor Smith, served as Mayor
in the early 1890s. By far, the largest civic project was the
regarding of the downtown streets, which occurred in
1914. The Olympic Power Company was formed in 1911 to
construct the Lower Elwha Dam. The county Courthouse
was built on Lincoln St. in 1915. A new fire station was
built in 1931, a new Police station and jail were built in
1954, and a new city hall in 1987. In 1953, Port Angeles
received the All American City Award, thereby rewarding
all her efforts to grow and improve.
Today Port Angeles continues to grow and thrive.
The City’s waterfront received a revitalization update.
This is a multi-phased approach, with Phase II
complete. In 2014 the National Park
Service completed the Elwha Dam
Removal. The City recently
finished some of the largest
projects in its
Page 18City of Port Angeles • 2025 Budget •
history including the Landfill Bluff Stabilization project
and the Combined Sewer Overflow project that prevented
over 40 million gallons of overflow from entering the
harbor. Both projects continue the City’s approach to be
good stewards of our environment.
There are a wealth of recreational opportunities available
in Port Angeles. The Port Angeles City Pier is one of the
focal points of the Port Angeles waterfront. The pier is
located alongside Hollywood Beach and a few steps away
from the Waterfront Trail. The Arthur D. Feiro Marine
Laboratory is located right on the pier, and children
of all ages are encouraged to actually touch marine life.
During the summer, the pier hosts live music concerts in
its amphitheater every Wednesday evening. The pier also
boasts a watch tower with excellent views of the town,
mountains, harbor, Ediz Hook, and Vancouver Island.
Fishing and crabbing are also allowed on the pier.
For boaters, Port Angeles has a marina, where fishing and
pleasure boats are moored. The marina is located alongside
the waterfront trail, allowing boaters the opportunity to
stretch their legs. Boat repairs and a refueling station are
also available.
Port Angeles, nestled at the foot of the Olympic Mountains,
is the largest city on the North Olympic Peninsula and
is bordered by the Olympic National Park to the north
and surrounded by several major watersheds. We have
beaches, the pier, and 23 parks located within the City
limits. Residents and visitors both enjoy hiking, biking,
fishing, community theater and light opera, a wonderful
symphony orchestra, and of course, skiing at Hurricane
Ridge. Victoria, British Columbia is a ferry ride away
across the Strait of Juan de Fuca and the ferry runs year
round.
Port Angeles has experienced many growing pains in
the past 100+ years, but thanks to the determination of
those who have chosen her as their home she continues
to overcome her burdens and move upward, onward, and
ready to move into the future.
Page 19City of Port Angeles • 2025 Budget •
Port Angeles at a Glance
GENERAL DATA
Date Incorporated June 11, 1890
Area 10.7 square miles, plus 3.8 miles of harbor
Population 20,410
Number of Households 10,466
Average Commute Time 17.8 minutes
Number of Parks 23
City Services
Full service, including: police, fire, electric, water, wastewater, solid waste
collections and transfer station, stormwater, street maintenance, medic I, parks and recreation.
Services provided to Areas Outside the City
Mutual aid pacts with outlying areas for police, fire, emergency medical,
and emergency dispatch services.
Page 20City of Port Angeles • 2025 Budget •
Police Protection
Commissioned Full Time Officers (includes Code Enforcement) 34
Part Time Code Enforcement Officers 2
Volunteer Police Officers 2
Police Stations 1
Fire Protection
Career Officers 30
Volunteer Firefighters 10
Community Paramedics 2
Fire Stations 1
Port Angeles at a Glance
Page 22City of Port Angeles • 2025 Budget •
The Budget Process
What is included in the Budget?
The budget includes the financial planning and legal
authority to obligate public funds. Additionally, the budget
provides significant policy direction by the City Council
to the staff and the community. As a result, the City
Council, staff, and public are involved in establishing the
budget for the City of Port Angeles.
The budget provides four functions:
1. A Policy Document
The budget functions as a policy document because
decisions made within the budget will "reflect the
general principles or plans that guide the actions
taken for the future." As a policy document, the
budget makes specific attempts to link desired
goals and policy direction to the actual day-to-day
activities of the City staff.
2. An Operational Tool
The budget of the City reflects its operation.
Activities of each City function and organization
have been planned, debated, formalized, and
described in the following sections. This process
will help to maintain an understanding of the
various operations of the City and how they relate
to each other and to attain the policy issues and
goals of the City Council. In this effort, the budget
addresses areas which may not be traditional budget
document topics. These include current and future
debt management, staffing levels, long-range
planning, capital spending plans, and the tax base
and its relationship to the provision of services.
3. Communication Tool/Link to Public
The budget provides a unique opportunity
to allow and encourage public review of City
operations. The budget describes the activities of
the City, the reason or cause for those activities,
future implications, and the direct relationship to
the citizenry. An introduction summary section is
included for this purpose.
4. A Legally Required Financial Planning Tool
Traditionally a financial planning tool, the budget is
also a State law requirement of all cities as stated in
Title 35A RCW. The budget must be adopted as
a balanced budget and must be in place prior to
the expenditure of any City funds. The budget is the
legal authority to expend public monies and controls
those expenditures by limiting the amount of the
appropriation at either the fund or department level.
The revenues of the City are estimated, along with
available cash carry-forward, to indicate funds
available. The staff requests for appropriations
comprise the disbursement side of the budget.
How Does the Budget Compare to the Annual
Report?
The City prepares an annual comprehensive financial
report in conformance with generally accepted accounting
principles (GAAP). Since the budget is not prepared using
the same basis of accounting, it cannot in all cases be
compared directly to information depicted in the annual
report. The Governmental Fund types are budgeted on
a modified accrual basis and can be directly compared
to the operating statements in the City annual report.
The Proprietary Fund types are budgeted on a modified
accrual basis and depicted in the annual report using
a full accrual basis. These funds, therefore, cannot be
compared between the two reports.
Why does the City prepare the Budget?
The budget is a requirement of State law. The budget, as
adopted, constitutes the legal authority for expenditures.
The City's budget is adopted at the fund level, so
expenditures may not legally exceed appropriations at
that level. The City's budget is generally amended three
to four times a year. All appropriations, except operating
grants and capital projects, lapse at year end. Unexpended
resources must be re-appropriated in the subsequent
period.
In addition, the budget process affords both an
interesting and challenging opportunity to reassess plans,
overall goals, and the means for accomplishing them. It
is through this effort that the budget is the single most
important policy document produced each year. Much
effort is expended to ensure the budget plan will achieve
the goals and objectives of the City Council.
How is the Budget prepared?
Determining Policies and Goals:
The Budget process for the City of Port Angeles is, in some
respects, an ongoing, year-round activity. The formal
budget planning begins in the summer with discussions
between the City Manager, departments, and City Council
about the status of ongoing programs, new goals, and
objectives for the future.
Reporting and Monitoring
The budget and its policies are
implemented through the individual
departments and the
accounting controls
of the
Page 23City of Port Angeles • 2025 Budget •
Finance Department. The budget is monitored by
a reporting system consisting of monthly reports to
department heads and divisional managers. Financial
reports are issued by the Finance Department comparing
actual expenditures and revenues with the budget. In
these reports, financial data is presented at the same level
of detail as the final budget.
Staff Planning and Preparation
Budget preparation begins in March with the projection
of City reserves, revenues, expenditures, and financial
capacity. It is with this groundwork that departmental
expenditure requests are made and subsequently reviewed.
Components of the Budget
There are three components of the budget: operating/
base, capital improvements and supple mental requests.
Operating/Base: The operating/base consists of
budget proposals which will be sufficient to maintain
the operation of programs which have been authorized
in earlier budgets.
Capital Improvements: The budget includes
capital projects scheduled for construction. The City's
approach to capital budgeting is financial in character.
This process starts in March with the Capital Facilities
Plan. The Council works with City staff to approve
specific projects. Once a final plan is adopted, the
budget authorizes approved projects to have spending
authority. If more funds become available or third
party funding can be arranged, a budget amendment
is considered.
The City's capital program is funded primarily through
the use of reserves, the issuance of general obligation
bonds, revenue bonds, real estate excise tax funds, and
federal and state loan and grant programs.
Supplemental Requests: Departments may
request funding above the base budget amount in
order to maintain current levels of service, to provide
for the expansion of existing programs, or to enable
the implementation of new services or programs.
Requests can be made for new personnel, equipment,
technology or capital. All supplemental funding
requests must be adequately described and include
an explanation of the impacts the request will have
on public service; including the expected benefit
if approved, or consequence if not approved. The
effects on operating costs and how the request relates
to the City's strategic plan must also be explained.
Consideration of reasonable alternatives must be
provided, particularly if the request involves an
addition of permanent personnel.
Preliminary Budget
The budget is ready for the City Manager's review in
August. The City Manager and the Finance Director meet
with each Department Director to discuss revisions. The
proposed budget is available for City Council and citizen
review before November 1st each year. The Council holds
a formal hearing on revenue sources considered in the
preliminary budget and conducts a series of work sessions
to examine the budget in detail. A preliminary budget
hearing is conducted before acting formally on the budget
as modified during work session hearings. Final action on
the budget usually occurs in early December.
Final Budget
The final budget is issued as a formal published document
in the same format as the preliminary budget, but as
modified by the City Council. The actual appropriations
implementing and amending the budget are contained in
the budget ordinance adopted by the City Council. Public
hearings are scheduled for the first and third City Council
meeting in November, with the final public hearing and
budget adopted at the first meeting in December.
Amending the Budget
The City Manager is authorized to transfer budgeted
amounts between departments within any fund. However,
any revisions that alter the total expenditures, revenues, or
reserves of a fund, or that effect the number of permanently
authorized employee positions, salary ranges, or other
conditions of employment, must be approved by the City
Council.
The City Council determines whether it is in the best interest
of the City to increase or decrease the appropriation of a
particular fund. This can be accomplished by adoption of
a budget amendment ordinance.
The status of the budget is comprehensively reviewed
throughout the year, to identify any needed adjustments.
All requests for amendments should first be filed with the
Finance Director. The Finance Director and City Manager,
after careful review of the process, make a recommendation
to the City Council for budget amendments. The City
Council usually amends the current budget three to four
times during the fiscal year.
Page 24City of Port Angeles • 2025 Budget •
The Budget Process - Calendar
City Council holds work sessions to receive input
on Preliminary Budget
Final Budget is adopted before December 31
Capital Facilities Plan approved by Council
Council communicates budget goals and
objectives to staff
City Manager conducts internal budget reviews
with Department Directors and Budget Staff
Departments enter revenue and expenditure budgets
Personnel worksheets distributed to departments
for review
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Budget calendar is prepared and distributed
Budget assumptions are prepared
Budget kickoff meeting with City Manager and
Department Directors
Supplemental requests submitted by departments
for new or enhanced programs for upcoming budget
Long-Range Financial Plan updated and
adopted by Council
City Manager presents Preliminary Budget to
Council no later than November 1
Public Hearings are held to discuss Property
Taxes, Revenue sources, and citywide expenses
Revenue and expenditure summaries to City
Manager for review
Finance Staff continues to update the Preliminary
Budget based on input from City Manager
The Comprehensive Plan & the Budget
The City’s Comprehensive Plan lays the foundation for
the future of Port Angeles. This plan includes guidelines
for several key elements from Land Management to the
institution of a Capital and Transportation Improvement
Plan. These guidelines and visions are interconnected into
the Budget because the Budget authorizes and facilitates
the spending of funds that relate to the items included
in the Comprehensive Plan. Equally the goals in the
Comprehensive Plan are taken into consideration while
going through the budget process and when balancing
the Budget. Items indicated by Council to be of a higher
priority will remain in the budget whereas items of a lower
priority may be removed if needed to balance the budget.
In some instances Council has indicated very specific goals
in the Comprehensive Plan and in others the vision is more
generic. Throughout the Budget document these goals
and visions will be indicated with a specific measurable
number that ties into the Comprehensive Plan, or with
the element met. Goals included in the Budget from the
Comprehensive Plan will be indicated by the element
symbols as discussed below ( ).
Addressed within the Comprehensive Plan are nine
elements. While the elements most impacted in the Budget
are the Capital Facilities and Transportation elements,
the remaining seven are also touched on in several
areas of the budget. The Comprehensive
elements and a brief description of each
element follows:
The City recognizes the extreme importance of available clean, safe, and affordable housing
in the community. Beyond improving the quality, affordability, and availability of housing for
residents, this element is seen to support community objectives related to economic development,
downtown growth, neighborhood character, and service-efficient, more cost effective
development patterns.
Page 25City of Port Angeles • 2025 Budget •
The Comprehensive Plan has been developed in accordance with the requirements of the State
Growth Management Act (GMA). The City participated with Clallam County, the City of Forks,
the City of Sequim, area Tribes and other agencies in the development of a county-wide Planning
Policy. The City also agreed to work with the County on a joint Comprehensive Plan for the
Urban Growth Area (UGA). In 2005 the City entered into a phased annexation plan for the
Eastern UGA. A similar agreement was reached regarding the Western UGA. At that time, the
City established the intended zones that would be applied to areas annexed to the City from the
Eastern UGA.Gr
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The Land Use element establishes City policy regarding how land may be developed. This
element and its Future Land Use Map establishes the following six comprehensive plan land
use categories:
• Low Density Residential;
• Medium Density Residential;
• High Density Residential;
• Commercial;
• Industrial, and;
• Open Space.
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The intent of the Transportation Element is to define in a comprehensive manner how vehicular
traffic and non-motorized modes of travel are to be routed in the most efficient, economical, and
compatible manner. This Circulation Plan is a means of intercity commuting, a way to promote
economic development, a means to promote healthy lifestyle, and a way to provide future utility
right-of-way.
The goals provide direction for a strong community, creating walkable, people friendly
environments, and improving health and quality of life for all residents.
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The Utilities and Public Services element identifies and addresses the various services that
make a community a safe and desirable place to live. It also establishes policies that define
which services are the responsibility of the City to provide and which should be provided by the
community as a whole.
This policy will help Port Angeles realize many long-range goals including:
• Sustaining the natural environment;
• Supporting economic growth and opportunity; and
• Helping keep services efficient and cost effective.
BUDGET
STRATEGIC
PLAN
CAPITAL
FACILITIES
PLAN
LONG
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FINANCIAL
PLAN
COMPREHENSIVE
PLAN
CITY WORK
PLAN
Page 26City of Port Angeles • 2025 Budget •
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The Conservation Element establishes the importance of quality of life to the people of Port
Angeles. A clean, healthy, and diverse natural environment along with a variety of historical and
cultural amenities are critical elements of a high quality community.
This element supports Port Angeles’ long-range vision related to conservation through goals,
policies and objective framework such as optimizing the city’s relationship with its setting;
supporting safe, attractive, character-rich neighborhoods; creating a more dynamic, successful
downtown; and supporting a wide range of recreation opportunities for the entire community.
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The Capital Facilities Element consists of two parts. The first is the listing of goals and policies
regarding the provision of urban services and its planning of capital improvements. The second
is the annual six year Capital Facilities Plan that establishes how, where, and when the City will
develop the facilities necessary to provide its various services.
Capital Facility policies provide guidance on how services should be provided and the
establishment of minimum levels of service standards for each service. They also call for individual
comprehensive service and facility plans that take an in-depth look at current services and the
projected future demands for services including financial feasibility analysis.
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The intent of the Economic Development Element is to guide decision-making and investments
that diversify and strengthen the local economy. Together, the framework presented in the
element provides direction in realizing Port Angeles’ long-range vision regarding economic
development - including:
• Optimizing the city’s relationship with its natural setting;
• Supporting safe, attractive and character-rich neighborhoods;
• Creating a more dynamic, successful downtown; and
• Improving Port Angeles’ standing as a regional hub for business & port related
enterprises.
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The intent of the Park Element is to provide a guide for the development and management of City
parks in Port Angeles. The goals and policy framework that provide direction in realizing this
vision include:
• Optimizing the city’s relationship with its remarkable natural setting;
• Supporting a wide range of recreational opportunities available to all;
• Creating vibrant, well-valued neighborhoods with access to parks, trails and
natural areas;
• Sustaining Port Angeles’ rich arts, cultural heritage and overall sense of community.
There are many documents that link to the Comprehensive Plan; including the City’s Strategic Plan, the Long-Range
Financial Plan, the Capital Facilities Plan, and the City’s Budget. Though the Comprehensive Plan has broad goals
and objectives these other documents have more specific goals and in some instances provide the funding authority to
accomplish the goals and projects that stem out of the Comprehensive Plan. The image that follows shows the relationship
between these documents.
The City’s Comprehensive Plan can also be viewed
on the City’s website at:
https://www.cityofpa.us/937/Comprehensive-Plan.
The Strategic Plan
Page 27City of Port Angeles • 2025 Budget •
Every two years Council meets to discuss and plan the
future of the City. During this planning process specific
goals and objectives are identified as a priority by Council.
The Strategic Plan drives many projects and goals within
the Budget as well because the Budget provides the
spending authority to complete these tasks. In October
of 2024 City Council adopted the 2025-2026 Strategic
Plan. Shown below are the City Council’s Issues of Critical
Importance (ICI) outlined during the Strategic Planning
sessions. Many of these items appear throughout the
Budget and will be referenced by this symbol. 1
2
34
5 GOAL
Page 28City of Port Angeles • 2025 Budget •
City of Port Angeles
2025-2026 STRATEGIC PLAN
1
Strategic Focus AreaGoalsMeasuresImpacted Groups
Community Resilience
• Increase community
engagement outreach with the
public and local businesses.
• Neighborhood Association proposal is presented to Council by 12/31/2024
for action.
• Evaluate community response to efforts to establish baseline number of
communications by 6/30/2025.
• Determine innovations to improve communication effectiveness by
6/30/2026.
• Evaluate National Night Out program and present to Council by
12/31/2026
Internal City Departments:
• All City Departments
External Impacted Groups:
• Service organizations
• Advocacy groups
• Local businesses
• Government agencies
• Private citizens
• Vulnerable populations
• Reinforce environmental
stewardship by leading change
and investing in achievable
solutions in alignment with the
Climate Action Plan.
• Identify Legislative priorities for Elwha Watershed Protection by
12/31/2024.
• Integrate environmental stewardship policy considerations to be
incorporated into Council memos by 6/30/2025.
• Address equitable sustainable long-term stewardship of city properties in
Elwha River Valley.
• Improve public safety and
peace of mind in our
community while promoting
policies that create efficient
practices.
• Increase # of users of City Emergency notification system to 90% or higher
by 12/31/2026.
• Include public safety funding /revenue sources in Legislative priorities
annually.
• Reduce unfunded mandates/barriers for state funding through annual
adoption of legislative priorities.
• Expand application of disaster
preparedness and emergency
response practices.
• Solidify extreme weather preparedness plan by 6/30/2025.
• Complete capital improvements to senior center, fire hall, and Vern Burton
for emergency facility use by 12/31/2026.
• Effective March 31, 2025, ensure battery backup systems are incorporated
in all new municipal buildings and renovations to existing buildings.
• Update and deliver the Comprehensive Emergency Management Plan to
Council by 12/31/2025.
• Develop plans to maintain
economic stability for
unexpected events.
• Review reserve fund policy and emergency fund capability by 06/30/2025
• Develop new policy and approve by 06/30/2026
• Evaluate needs and measures based on past events and case studies
complete by 12/31/2026 to include resident impacts and business impacts.
City of Port Angeles
2025-2026 STRATEGIC PLAN
2
• Improve community health and
wellness or community
resilience
• Develop a community health and wellness plan by 12/31/2025.
• Communicate policy and plan with community partners and residents by
12/31/2026.
• Define measures for increased public health and wellness indicators by
12/31/2026.
• Explore new partnerships with local sport and activity-based organization
to promote wellness – ongoing.
• Invest in upgrades to youth field facilities ex: Girls Softball Fields and
Soccer fields.
Page 29City of Port Angeles • 2025 Budget •
City of Port Angeles2025-2026 STRATEGIC PLAN
3
Strategic Focus AreaGoalsMeasuresImpacted Groups
Citywide Resource
Optimization
•Maintain fiscal health •Maintain fund balance requirements – ongoing.
•Maintain affordability index – ongoing.
Internal City Departments:
•All City Departments
External Impacted Groups:
•Washington State
•Community partners
(advocacy support)
•Community colleges and
professional associations
•Grow staff capacity
•Identify programs and services where staff capacity must be
enhanced to implement Strategic Plan by 12/31/2025.
•Develop succession planning strategies for Council, Boards and
Staff by 12/31/2026 including recruitment and staff retention.
•Increase # of completed continuing education courses,
certifications, or endorsements by 12/31/2026.
•Maximize grant funding/Support for
State Funding
•Seek grant funds with the goal of 50% of the Capital Budget to
be funded through grants.
•Report annually on dollars leveraged through community
partnerships.
•Report annually on dollars contributed towards community
partnerships.
•Promote policies that create efficient
practices
•Perform gap analysis on policies and practices by 12/31/2026.
•Advocate for adequate and non-
regressive state revenue
•Increase the City's advocacy capacity to address priority issues
including funding for Hwy 101/Truck Route interchange
•Stabilize utility resources for changing
environments
•Evaluate water storage and/or source alternatives to the Elwha
River by 12/31/2026.
•Evaluate & develop a phased in path for using alternative
energy sources for Electric Utility annually.
•Develop funding-ready community solar project by
12/31//2026Identify City owned properties and infrastructure
endangered by changing environments by 12/31/2026.
City of Port Angeles
2025-2026 STRATEGIC PLAN
3
Strategic Focus AreaGoalsMeasuresImpacted Groups
Citywide Resource
Optimization
•Maintain fiscal health •Maintain fund balance requirements – ongoing.
•Maintain affordability index – ongoing.
Internal City Departments:
•All City Departments
External Impacted Groups:
•Washington State
•Community partners
(advocacy support)
•Community colleges and
professional associations
•Grow staff capacity
•Identify programs and services where staff capacity must be
enhanced to implement Strategic Plan by 12/31/2025.
•Develop succession planning strategies for Council, Boards and
Staff by 12/31/2026 including recruitment and staff retention.
•Increase # of completed continuing education courses,
certifications, or endorsements by 12/31/2026.
•Maximize grant funding/Support for
State Funding
•Seek grant funds with the goal of 50% of the Capital Budget to
be funded through grants.
•Report annually on dollars leveraged through community
partnerships.
•Report annually on dollars contributed towards community
partnerships.
•Promote policies that create efficient
practices
•Perform gap analysis on policies and practices by 12/31/2026.
•Advocate for adequate and non-
regressive state revenue
•Increase the City's advocacy capacity to address priority issues
including funding for Hwy 101/Truck Route interchange
•Stabilize utility resources for changing
environments
•Evaluate water storage and/or source alternatives to the Elwha
River by 12/31/2026.
•Evaluate & develop a phased in path for using alternative
energy sources for Electric Utility annually.
•Develop funding-ready community solar project by
12/31//2026Identify City owned properties and infrastructure
endangered by changing environments by 12/31/2026.
City of Port Angeles
2025-2026 STRATEGIC PLAN
4
Strategic Focus AreaGoalsMeasuresImpacted Groups
Housing
• Complete comprehensive plan that meets
housing needs of PA
• Update the City Housing Action Plan from
2019.
• Comprehensive plan updated by 6/30/2025
• Housing Action Plan Update by December 2025.
Internal City Departments:
• Community & Economic
Development
• Public Works & Utilities
• Legal Department
• Fire Department
• Finance Department
• City Manager’s Office
External Impacted Groups
• Low-income residents
• Workforce
• Tenants
• Advocacy groups
• Service organizations
• Government agencies
• Community colleges and other
educational organizations
• Builders and developers
• Continue multi-family housing pilot
project in Capital Facilities Plan
• Pilot project plan finished (site/layout) by 9/30/2026
• Recruit, attract, or facilitate new
construction of an apartment complex by
private developer
• Build local contractor/building knowledge - ongoing
• Apartment complex in process with plan for completion
by 9/30/2026
• Establish business license ordinance identifying number of
local contractors by 12/31/2025
• Incentivize Development and Vacant Land
Conversion
o Implement fair and adequate base
for buildings served by Utilities
• Vacant housing base rate into COSA by 12/31/2024
• Identify number of Vacant business spaces by 12/31/2025
and annually thereafter
• Establish underdeveloped parcel fee by 12/31/2026
• Establish Unoccupied residence fee by 12/31/2026
Strategic Focus AreaGoalsMeasuresImpacted Groups
Infrastructure
Development,
Maintenance, and
Connectivity
• Ensure adequate wastewater capacity is
available for housing and commercial
opportunities.
• 100% A Street Basin design complete by January 2026
• 100% A Street Basin construction funded by 12/31/2026
• Fund top 20% failure rated sewer by 12/31/2026
Internal City Departments:
• Public Works & Utilities
• Parks & Recreation
• Community & Economic
Development
External Impacted Groups:
• Government agencies
• Trade associations
• Users of sidewalks and stairs
• Improve connectivity between
neighborhoods
• Identify priority areas for sidewalk expansion - ongoing
• Update School Walking Routes Map in Comprehensive
Plan 6/30/2025
• Explore policies to improve connectivity between
neighborhoods – by 6/30/2025
• Improve pedestrian access to downtown• Laurel Street stairs project funded 12/31/2025
• Laurel Street stairs project completed 6/30/2026
• Develop a snow plan for improving sidewalk safety and
maintaining access in high use areas such as Laurel Street
Stairs, Oak Street Ramp, and Eighth Street Bridges by
12/2025
City of Port Angeles
2025-2026 STRATEGIC PLAN
4
Strategic Focus AreaGoalsMeasuresImpacted Groups
Housing
• Complete comprehensive plan that meets
housing needs of PA
• Update the City Housing Action Plan from
2019.
• Comprehensive plan updated by 6/30/2025
• Housing Action Plan Update by December 2025.
Internal City Departments:
• Community & Economic
Development
• Public Works & Utilities
• Legal Department
• Fire Department
• Finance Department
• City Manager’s Office
External Impacted Groups
• Low-income residents
• Workforce
• Tenants
• Advocacy groups
• Service organizations
• Government agencies
• Community colleges and other
educational organizations
• Builders and developers
• Continue multi-family housing pilot
project in Capital Facilities Plan
• Pilot project plan finished (site/layout) by 9/30/2026
• Recruit, attract, or facilitate new
construction of an apartment complex by
private developer
• Build local contractor/building knowledge - ongoing
• Apartment complex in process with plan for completion
by 9/30/2026
• Establish business license ordinance identifying number of
local contractors by 12/31/2025
• Incentivize Development and Vacant Land
Conversion
o Implement fair and adequate base
for buildings served by Utilities
• Vacant housing base rate into COSA by 12/31/2024
• Identify number of Vacant business spaces by 12/31/2025
and annually thereafter
• Establish underdeveloped parcel fee by 12/31/2026
• Establish Unoccupied residence fee by 12/31/2026
Strategic Focus AreaGoalsMeasuresImpacted Groups
Infrastructure
Development,
Maintenance, and
Connectivity
• Ensure adequate wastewater capacity is
available for housing and commercial
opportunities.
• 100% A Street Basin design complete by January 2026
• 100% A Street Basin construction funded by 12/31/2026
• Fund top 20% failure rated sewer by 12/31/2026
Internal City Departments:
• Public Works & Utilities
• Parks & Recreation
• Community & Economic
Development
External Impacted Groups:
• Government agencies
• Trade associations
• Users of sidewalks and stairs
• Improve connectivity between
neighborhoods
• Identify priority areas for sidewalk expansion - ongoing
• Update School Walking Routes Map in Comprehensive
Plan 6/30/2025
• Explore policies to improve connectivity between
neighborhoods – by 6/30/2025
• Improve pedestrian access to downtown• Laurel Street stairs project funded 12/31/2025
• Laurel Street stairs project completed 6/30/2026
• Develop a snow plan for improving sidewalk safety and
maintaining access in high use areas such as Laurel Street
Stairs, Oak Street Ramp, and Eighth Street Bridges by
12/2025
City of Port Angeles2025-2026 STRATEGIC PLAN
3
Strategic Focus AreaGoalsMeasuresImpacted Groups
Citywide Resource
Optimization
•Maintain fiscal health •Maintain fund balance requirements – ongoing.
•Maintain affordability index – ongoing.
Internal City Departments:
•All City Departments
External Impacted Groups:
•Washington State
•Community partners
(advocacy support)
•Community colleges and
professional associations
•Grow staff capacity
•Identify programs and services where staff capacity must be
enhanced to implement Strategic Plan by 12/31/2025.
•Develop succession planning strategies for Council, Boards and
Staff by 12/31/2026 including recruitment and staff retention.
•Increase # of completed continuing education courses,
certifications, or endorsements by 12/31/2026.
•Maximize grant funding/Support for
State Funding
•Seek grant funds with the goal of 50% of the Capital Budget to
be funded through grants.
•Report annually on dollars leveraged through community
partnerships.
•Report annually on dollars contributed towards community
partnerships.
•Promote policies that create efficient
practices
•Perform gap analysis on policies and practices by 12/31/2026.
•Advocate for adequate and non-
regressive state revenue
•Increase the City's advocacy capacity to address priority issues
including funding for Hwy 101/Truck Route interchange
•Stabilize utility resources for changing
environments
•Evaluate water storage and/or source alternatives to the Elwha
River by 12/31/2026.
•Evaluate & develop a phased in path for using alternative
energy sources for Electric Utility annually.
•Develop funding-ready community solar project by
12/31//2026Identify City owned properties and infrastructure
endangered by changing environments by 12/31/2026.
Page 30City of Port Angeles • 2025 Budget •
Budgeting by Fund
Fund Accounting Structure
The accounts of the City are organized on the basis of
funds, each of which is considered a separate accounting
entity. The operations of each fund are accounted for with
a separate set of self-balancing accounts that comprise its
assets, liabilities, fund equity, revenues, and expenditures
or expenses, as appropriate. The funds utilized by the
City are grouped into generic fund types (Governmental,
Proprietary, and Fiduciary). Governmental funds are
largely supported by general taxes. Proprietary funds are
business type funds that recover the costs of operation
through charges for services. Fiduciary funds are typically
where the City acts in a trustee capacity. The categories
within these fund types are summarized below:
The General Fund is the general operating fund of
the City. It is used to account for all financial resources
traditionally associated with governments which are not
required to be accounted for in another fund.
Special Revenue Funds are used to account for the
proceeds of specific revenue sources that are restricted by
law or administrative action to expenditures for specified
purposes.
Capital Project Funds are used to account for financial
resources to be used for the acquisition or construction of
major capital facilities (other than those financed through
proprietary funds or fiduciary funds).
Debt Service Funds are used to account for the
accumulation of resources for, and the payment of, general
long-term debt principal, interest, and related costs other
than capitalized leases and compensated absences which
are paid from the governmental funds.
Enterprise Funds are used to account for operations
that are financed and operated in a manner similar to a
private business enterprise. The intent of the City in using
this type of fund is to determine that the costs (expenses,
including depreciation) of providing goods or services to
the general public on a continuing basis be financed or
recovered primarily through user charges.
Internal Service Funds are used to account for the
financing of goods or services provided by one department
or agency to other departments or agencies of the City, or
to other governments, on a cost reimbursement basis.
Trust and Custodial Funds are used to account for as-
sets held by the City in a trustee capacity or as an agent for
individuals, private organizations, and other governments.
Since activities recorded within these funds are outside the
control of the City Council, these funds are not included
within this budget document.
Budgetary Basis and Basis of Accounting
The budget constitutes the legal authority for expenditures.
The annual budget is adopted with budgetary control
at the fund level so expenditures may not legally exceed
appropriations at that level of detail. Budgetary controls
are maintained to ensure compliance with legal provisions
embodied in the annual appropriated budget approved by
the City Council. Transfers or revision within funds are
allowed, but only the City Council has the legal authority
to increase or decrease a given fund’s annual budget.
The Annual Comprehensive Financial Report (ACFR)
shows the status of the City’s finances on the basis of
“generally accepted accounting principles” (GAAP) and on
a budgetary basis. In most cases, this conforms to the way
the City prepares its budget.
Governmental fund types (General Fund, Special
Revenue Funds, etc.) utilize the modified accrual basis
of accounting. Under the modified accrual basis of
accounting, revenues are recognized when they become
measurable and available. Expenditures are recognized
when the liability has been incurred, with the exception
that principal and interest payments on general long-term
debt are recognized when due. Budgets for governmental
fund types are adopted on a basis consistent with GAAP.
Proprietary fund types, including Enterprise (Electric,
Wastewater, etc.) and Internal Services Funds (Information
Services, Equipment Services, etc.), are operated in a
manner similar to private business enterprise. These
funds use the accrual basis of accounting where revenues
are recognized when earned and expenses are recognized
when incurred. These funds are budgeted based on Net
Working Capital to provide a more accurate picture of
whether there is sufficient funding to cover the cost of
current operations. Net Working Capital is essentially
current assets minus current li abilities with capital assets
excluded from the calculation. Exceptions from GAAP are
as follows:
• Compensated absences liabilities, in Enterprise
and Internal Services Funds, that are expected to
be liquidated with expendable available
financial resources are accrued as earned
by employees (GAAP) as opposed to
being ex pended when paid
(Budget).
Page 31City of Port Angeles • 2025 Budget •
• Principal payments on long-term debt within
Enterprise and Internal Service Funds are applied to
the outstanding liability on a GAAP basis, as opposed
to being expended on a bud get basis.
• Capital outlay within the Enterprise Funds are
recorded as assets on a GAAP basis and ex pended on
a Budget basis.
The following tables provide a summary of the various
funds of the City of Port Angeles and include both major
and non-major funds as reported in the City’s Annual
Comprehensive Financial Report. Additional information
on each fund is available in various sections of this annual
budget.
* Recognized as a major fund in the City’s Annual Comprehensive Financial Report. Major funds represent the significant
activities of the City and basically include any fund in which revenues or expenditures, excluding “Other Financing
Sources or Uses,” constitute more than 10% of the City’s total revenues or expenditures.
Note: For financial reporting the Harbor Clean-up Fund and Capital Funds report under Enterprise funds.
G
O
V
E
R
N
M
E
N
T
A
L
F
U
N
D
S
GENERAL FUND *
SPECIAL REVENUE FUNDS
•LODGING EXCISE TAX
•STREET
•REAL ESTATE EXCISE TAX #1
•REAL ESTATE EXCISE TAX #2
•PENCOM
•BUSINESS IMPROVEMENT AREA
•PORT ANGELES HOUSING REHAB
•CODE COMPLIANCE
ENFORCEMENT
DEBT SERVICE FUNDS
•2015 LTGO BOND
CAPITAL PROJECTS FUNDS
•CAPITAL IMPROVEMENT
•PARK IMPROVEMENT
•TRANSPORTATION BENEFIT
DISTRICT
PERMANENT FUND
•CEMETERY ENDOWMENT
P
R
O
P
R
I
E
T
A
R
Y
F
U
N
D
S
ENTERPRISE FUNDS
•ELECTRIC*
•ELECTRIC CONSERVATION
•WATER *
•WASTEWATER *
•SOLID WASTE
COLLECTIONS/TRANSFER
STATION/LANDFILL *
•STORMWATER
•MEDIC I
•HARBOR CLEAN-UP
INTERNAL SERVICE FUNDS
•EQUIPMENT SERVICES
•INFORMATION TECHNOLOGY
•SELF-INSURANCE
UTILITY CAPITAL PROJECTS FUNDS
•ELECTRIC CAPITAL
•WATER CAPITAL
•WASTEWATER CAPITAL
•STORMWATER CAPITAL
•SOLID WASTE CAPITAL
F
I
D
U
C
I
A
R
Y
F
U
N
D
S
PENSION TRUST FUND
•FIREMEN’S PENSION
Page 32City of Port Angeles • 2025 Budget •
Understanding the Budget
Revenues and expenditures are reported in the Budget
on a category level. Each category includes certain types
of revenues and expenditures grouped according to the
mandated Budgeting, Accounting and Reporting System
(BARS). An explanation of each type of revenues or
expenses are included in the categories listed below.
REVENUES
Taxes: The City’s main tax sources include property tax,
sales tax and utility tax. The City also collects a portion of
many state shared taxes.
Licenses and Permits: Charges for the issuance of
licenses and permits. License fees include the cost for
administration, inspection and continuing services.
Permits can include public control over private activity
or they can regulate the private use of public property.
Examples include business licenses and building permits.
Intergovernmental Revenue: These types of
revenues include grants, entitlements, shared revenues
and payments for goods and services provided by one
government to another.
Charges for Goods and Services: Charges for services
can include services provided from any fund within the
City. Primarily these are comprised of charges collected
from utility funds for service.
Fines and Penalties: Include all revenues collected for
infractions related to civil or criminal offenses. Examples
of this revenue source include parking tickets and fines.
Miscellaneous Revenue: Revenues derived from
sources not otherwise provided for. These are monies
collected from interest, rentals and leases, donations,
sale of scrap and junk and internal service fund charges
including vehicle use and information services.
Property/Trust Income: These sources of revenue are
for the segregation of special transactions that affect the
income of enterprise, internal service and fiduciary funds,
including capital contributions.
Non-Revenues: Receipts which do not meet revenue
criteria. Including proceeds from long-term debt and sales
of investments.
Other Financing Sources: Revenue sources include
bond proceeds, sale of capital assets, transfers in from
other funds for operations, capital and debt, and insurance
recoveries.
Use of Reserves: When expenditures are expected to
exceed revenues in a budget cycle funds are pulled from
reserves to balance the budget. This is planned if the
reserves have exceeded the Council directed fund balance
amount for use on one-time projects.
EXPENDITURES
Salaries and Wages: Amounts paid for services
rendered by employees in accordance with the rates,
hours, terms and conditions authorized by law or stated
in employment contracts. This includes overtime, full
and part-time employment and specialized pay; such as
holiday pay.
Personnel Benefits: Benefits paid by the employer
as part of the conditions of current or past employment.
This includes medical insurance, pension contributions,
workers compensation, uniform reimbursements, and
unemployment compensation.
Supplies: Items purchased directly by operating
departments for consumption or resale, office and
operating supplies, fuel consumed, power, water, or gas
purchased for resale, supplies purchased for inventory or
resale and small tools.
Other Services and Charges: Services, other than
personal services, which are needed by the government.
Such services may be provided by a governmental agency
or by private business organizations. These expenses can
include professional services, communication charges,
employee travel and training, advertising, operating
rentals/leases, insurance, utility services, repairs and
maintenance and miscellaneous items.
Intergovernmental/Interfund Services: Payments
made to other governmental entities for services
rendered limited to those functions normally provided
by governments and not by private businesses. These
expenses include transfers for debt or capital.
Capital Outlay: Expenditures resulting in
acquisition of, rights to, or additions to capital
assets, including incidental costs such as
legal, appraisal and brokerage fees,
land, preparation,
Page 33City of Port Angeles • 2025 Budget •
Understanding the Budget (cont’d)
demolishing of buildings, fixtures and delivery costs. Also
included in this category are the City’s costs for equipment
and vehicles.
Debt Service: Principal: Principal payments on
outstanding debt for general obligation and revenue
bonds, loans, leases and other debt.
Debt Service: Interest: Interest payments on
outstanding debt for general obligation and revenue
bonds, loans, leases and other debt.
Interfund Payments for Services: Charges for work
done by another fund. For example work done by the
Street department for the Solid Waste Fund.
Designated for Reserves: When revenues are expected
to exceed expenditures in a budget cycle the excess funds
are designated for reserves. Sometimes this can occur to
achieve revenue coverage requirements for bonds and
loans.
City of Port Angeles • 2025 Budget • Page 34
2025 Budget
The 2025 Budget is a policy document, an operations guide, a financial plan, and a communications device. The Budget includes the financial planning and legal authority to obligate public funds. This section provides a financial summary for the entire City and budget totals for each City fund.
Page 36City of Port Angeles • 2025 Budget •
Revenues: The City utilizes a conservative approach when
forecasting revenue for the coming year. This helps ensure that
the City will not project more revenue for programs than will
be collected at the end of the year, keeping the City’s budget
sustainable. The City is anticipating an increase in its primary
revenue sources in 2025, however a cautious approach is taken
due to economic uncertainty particularly when considering the
effects of high inflation. The net projected decrease of Citywide
revenues in 2025 is $27.9 million, or -15.1% primarily due to one-
time transfers from operating reserves for capital, use of reserves
for capital projects and grant revenue that will not occur in 2025.
Increases in tax revenues are also expected.
The majority of Citywide revenues are received from utility
charges for services rendered. Charges for goods and services
are projected to decrease by $1.8 million, or -2.3% from 2024,
primarily due to decreased consumption by the City’s industrial
electric customer. As well as expected increases to the Water and
Wastewater rates as part of the cost of service analysis review.
This rate adjustment includes an estimated 14.7% increase to
Water residential rates and 2.3% to Wastewater residential rates.
The City’s second largest source of Citywide revenues are taxes.
Sales tax collection has seen a slight increase as compared to the
2024 Budget as tax collection remains higher than anticipated.
In 2025, an overall increase of $498,500, a 2.5% increase, is
anticipated as compared to the 2024 projected total tax revenue.
A decrease to licenses and permit fees is anticipated based on
permit collection to-date. This is the first full year of permit
collection since the updates to the permit fee schedule occurred
and it is expected this revenue source will vary slightly from
estimates. The decrease in 2025 is estimated at $306,400.
Revenue decreases are forecasted in the intergovernmental
revenue category by $9.1 million dollars. Most of this decrease
is attributed to grant revenue that is not expected in 2025 for
capital projects. Since these revenues are related to grants,
they are expected to fluctuate yearly based on the availability of
grants, capital projects planned for the year and programs that
may be reimbursed.
The use of reserves is not considered a revenue source; however,
it is included in revenue to clearly show the process by which
the City transfers funds for future capital projects and equipment
replacements each year. These funds are pulled from reserves
to complete projects and replacements. The use of reserves in
the amount of $19.2 million dollars is shown on the citywide
summary to reflect this.
Expenditures: There are several changes to the projected
expenditures in the 2025 budget when compared to the 2024
budget. One of the largest increases is in salary and wages of
$462,000 and a corresponding increase to personnel benefits
of $584,100. These changes are attributed to scheduled cost of
All Funds Summary
living adjustments (COLA) for each of the collective bargaining
groups and the management/non-represented staff. The COLAs
range between 2.0% to 5.5%. There is also a budgeted increase of
5.0% for medical and 2.0% for dental and vision benefits.
In addition to the scheduled COLAs, the 2025 budget includes
2.5 full-time equivalent (FTE) employees in various departments.
The new positions reflect the City’s commitment to investing in
core services to enhance customer service, upgrade infrastructure
and increase safety within our community. Each of the positions
were carefully evaluated and will further strengthen the
foundation built over the last several years.
The 2025 budget demonstrates an overall reduction in costs for
supplies and services despite increases caused by inflation due to
a significant decline in power purchased from Bonneville Power
Association (BPA) due to decreased industrial consumption.
Increases are attributed to costs for equipment replacements,
repair and maintenance costs and liability insurance premiums.
Capital outlay decreased by 26.9% compared to the 2024 budget
due to planned capital in the Council approved 2025-2030
Capital Facility Plan (CFP) and Transportation Improvement
Plan (TIP) for the 2025 budget year. Capital projects approved
in the CFP/TIP are directly translated into the City’s budget. A
related reduction in intergovernmental services is the result of
one-time transfers for capital needs that occurred in 2024 that
will not carry in the 2025 Budget. Debt Service decreased by
6.4% due to changes in varying interest rates on bonds as certain
bonds and loans become closer to maturity.
City Staff carefully considered our community’s expectations when
building the 2025 Budget. These include continued partnerships
and work toward providing solutions to affordable housing for
residents as well as prioritizing public safety programs. The
2025 Budget will enhance and develop partnerships, promote
resilience, optimize resources and provide needed infrastructure
maintenance and repairs while working toward building a safer
and more vibrant community.
Challenges: The 2025 budget challenge continues to be a
lack of resources to sustain the City’s operations and capital
projects. Every year City staff is diligent in identifying cost
savings, however, many of the costs cannot be offset with savings
and often increased costs are not able to be offset with revenue
expectations. As personnel and benefits costs rise along with
supplies and services, it is becoming increasingly difficult to find
savings and keep the level of services that citizens have come to
rely upon. City Council and Staff have taken steps to review
additional revenue options that can assist in balancing
the budget in the future while maintaining
affordability to our community.
Taxes
12.92%
Licenses &
Permits
0.74%
Intergovt.
Revenue
9.66%
Charges for
Goods & Svcs.
51.31%
Fines &
Penalties
0.00%
Miscellaneous
Revenue
7.91%
Capital
Contributions
0.15%
Non-
Revenues
0.50%
Other Financing
Sources
4.56%
Reserves
Used
12.25%
CITYWIDE REVENUES BY CATEGORY
(TOTAL $156,713,800)
Page 37City of Port Angeles • 2025 Budget •
All Funds Summary
Revenues by Category
Citywide Revenues by Category
(Total $156,927,700)
$$%
Taxes $18,907,074 $18,844,104 $20,166,622 $19,782,600 $20,281,100 498,500 2.52%
Licenses & Permits 609,047 651,530 585,057 1,470,300 1,163,900 (306,400) -20.84%
Intergovt. Revenue 7,707,719 7,456,902 12,591,033 24,304,300 15,161,300 (9,143,000) -37.62%
Charges for Goods & Svcs.71,950,423 73,355,711 75,610,703 82,383,100 80,522,900 (1,860,200) -2.26%
Fines & Penalties 695 596 1,435 1,500 1,500 - 0.00%
Miscellaneous Revenue 5,522,115 (38,793)13,228,382 11,579,700 12,406,600 826,900 7.14%
Capital Contributions 108,967 111,806 248,169 150,000 231,300 81,300 54.20%
Non-Revenues - 2,000,000 400,000 1,535,400 791,600 (743,800) -48.44%
Other Financing Sources 12,735,488 7,278,582 11,521,747 17,760,300 7,150,300 (10,610,000) -59.74%
Reserves Used - - - 25,868,700 19,217,200 (6,651,500) -25.71%
TOTAL REVENUE $117,541,528 $109,660,438 $134,353,148 $184,835,900 $156,927,700
(27,908,200) -15.10%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$$$55,,337755,,557766 (($$77,,888811,,009900))$$2244,,669922,,771100 $$5500,,448822,,775522
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%44..7799%%--66..7700%%2222..5522%%3377..5577%%
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
REVENUE
2024
BUDGET
AMEND. #3
2022
ACTUAL
2023
ACTUAL
25.61%22.65%25.67%1.42%2.13%6.93%2.78%4.23%3.05%5.53%Other
UtilityPhoneTBDHousingLodgingREET I &II
Criminal Justi
TAXESPropertySales
13.70%1.72%Judgements/Settlements 9.98%69.83%4.77%
Interest EarnedRentals/Leases
OtherInsurance Transfers
MISCELLANEOUS 27.67%10.72%13.91%21.72%4.02%4.08%1.45%11.80%0.45%2.42%0.67%1.09%Other
Internal ChargesParks & RecreationEquipment Replacements
ElectricWaterWastewaterSolid WasteStormwater
CHARGES
Conservation
Medic OneLicenses & Permits
Page 38City of Port Angeles • 2025 Budget •
Citywide Expenditures by Category
(Total $156,927,700)
All Funds Summary
Expenditures by CategoryAll Funds Summary -- Fund #001-656
$$%
#########Salaries and Wages $21,069,698 $24,359,884 $32,033,353 $29,618,500 $30,080,500 462,000 1.56%
5,778,103 Personnel Benefits 7,750,393 8,079,087 9,487,617 10,704,100 11,288,200 584,100 5.46%
25,798,091 Supplies 18,586,655 18,669,858 16,468,877 21,295,800 15,295,800 (6,000,000) -28.17%
25,924,187 Other Services & Charges 38,403,813 42,174,735 44,125,258 52,527,700 53,015,000 487,300 0.93%
9,563,945 Intergovmt/Interfund Svcs 12,793,257 8,528,681 13,433,101 18,712,100 8,846,200 (9,865,900) -52.72%
5,420,390 Capital Outlay 8,052,013 8,890,649 15,213,147 44,001,900 32,147,300 (11,854,600) -26.94%
2,754,548 Debt Service: Principal 5,144,091 6,669,747 4,579,074 3,320,400 3,028,600 (291,800) -8.79%
1,807,349 Debt Service: Interest 1,958,336 1,635,105 1,497,911 1,375,400 1,320,600 (54,800) -3.98%
565,764 Interfund Pmts. for Services 314,682 348,395 407,894 299,300 357,300 58,000 19.38%
Designated for Reserves - - - 2,980,700 1,548,200 (1,432,500) -48.06%
$94,202,577 TOTAL EXPENDITURES $114,072,938 $119,356,141 $137,246,232 $184,835,900 $156,927,700 (27,908,200) -15.10%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$$$11,,990066,,998866 $$55,,228833,,220033 $$1177,,889900,,009911 $$4477,,558899,,666688
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%11..7700%%44..6633%%1144..9999%%3344..6677%%
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2024
BUDGET
AMEND. #3
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
CITYWIDE EXPENDITURES BY CATEGORY
#
Salaries and
Wages
16.80%
Personnel
Benefits
5.86%
Supplies
11.70%
Other Services &
Charges
27.97%
Intergovmt/
Interfund
Svcs
9.82%
Capital Outlay
23.79%
Debt
Service:
Principal
1.77%
Debt
Service:
Interest
0.68%Interfund
Pmts. for
Services
0.11%
Designated
for Reserves
1.50%
CITYWIDE EXPENDITURES BY CATEGORY
(TOTAL $156,713,800)
99.99%
$53,015,000
11,241,100
99.99%
0.01%
185.01%
5.05
100.000
Capital 60.64%5364600 59-91 &58-81Street/Medic 1/Code Enforcement Transfers 19.04%1684300 6012 & 5012 & 404.580.597.5995 - Transfer for Street, recurring trans to medic 1, solid waste transfer to streets, Police to Code Enforcment Contract for Jail Services 12.74%1127100 1.3012 995800 577800 110700Debt2.63%233000 59-92Other4.95%437,200 8409000100.01%100.000
8,846,200
100.000
INTERFUND SERVICES
9.91 9.82
23.88 23.79
1.86 1.77
0.77 0.68
0.18 0.09
1.59 1.50
16.89 16.80
5.95 5.86
11.79 11.70 8.8
28.06 27.97
100.88 100.00
Professional Services 11.89%6,304,900 41-50Medical & Benefit Premiums 10.73%5,687,000 503-1631-Taxes 13.19%6,991,700 44-00, 44-50Allocations11.77%6,237,400 41-10, 41-11, 41-70Repairs & Maintenance 4.21%2,231,700 48-10Equipment Services 6.51%3,452,400 45-20, 45-21IT Allocations 4.63%2,455,900 41-80, 41-81Other21.18%11,241,100 Liability Insurance 8.86%4,697,100 46-10Utilities3.21%1,699,700 47-10Communication1.11%588,100 42-10Travel & Training 1.05%554,100 43-10Conservation Incentives 0.69%360,000 49-86PenCom User Fees 0.97%513,900 41-98 41,773,900
OTHER SERVICES AND CHARGES
General Fund ¹6,883,260 26,810,500 27,079,700 6,614,060 (269,200) -3.9%
Special Revenue Funds
Lodging Excise Tax 1,024,616 1,060,500 1,274,400 810,716 (213,900) -20.9%
Street 428,412 2,145,300 2,206,600 367,112 (61,300) -14.3%
Real Estate Excise Tax #1 166,821 337,300 150,000 354,121 187,300 112.3%
Real Estate Excise Tax #2 228,299 329,500 444,100 113,699 (114,600) -50.2%
PenCom 1,293,233 3,985,100 4,290,100 988,233 (305,000) -23.6%
Business Improvement Area 91,194 33,700 - 124,894 33,700 37.0%
Affordable Housing 2,742,843 638,400 111,700 3,269,543 526,700 19.2%
Code Enforcement 56,416 257,100 257,100 56,416 - 0.0%
Debt Service Funds
2015 LTGO Refunding 19,087 235,000 232,900 21,187 2,100 11.0%
Enterprise Funds 2
Electric 13,014,922 23,464,700 23,851,800 12,627,822 (387,100) -3.0%
Electric Conservation 301,325 539,300 539,300 301,325 - 0.0%
Water 7,671,858 9,720,900 10,110,600 7,282,158 (389,700) -5.1%
Wastewater 1,230,826 9,031,300 9,174,500 1,087,626 (143,200) -11.6%
Solid Waste (647,225) 16,200,700 17,579,300 (2,025,825) (1,378,600) 213.0%
Stormwater 1,930,861 3,512,100 3,661,700 1,781,261 (149,600) -7.7%
Medic I 1,404,391 4,618,300 4,651,600 1,371,091 (33,300) -2.4%
Harbor Clean-up (398,622) 2,050,600 2,050,600 (398,622) - 0.0%
Internal Service Funds 2
Equipment Services 3,829,293 3,297,600 5,642,800 1,484,093 (2,345,200) -61.2%
Information Technology 627,582 3,000,300 3,290,600 337,282 (290,300) -46.3%
Self-Insurance 864,147 8,667,100 8,667,100 864,147 - 0.0%
Fiduciary Funds
Firemen's Pension 163,693 200 42,500 121,393 (42,300) -25.8%
Permanent Funds
Cemetery Endowment 415,344 4,900 - 420,244 4,900 1.2%
Capital Funds
Transportation Projects 5,589,713 8,473,300 11,701,700 2,361,313 (3,228,400) -57.8%
Utility Projects 23,052,115 8,527,400 15,178,200 16,401,315 (6,650,800) -28.9%
Governmental Projects 3,666,184 769,400 3,190,600 1,244,984 (2,421,200) -66.0%
TOTAL ALL FUNDS 75,650,588$ 156,927,700$ 156,927,700$ 57,981,588$ (17,669,000)$ -23.4%
1 For the General Fund the balance reported is the Unassigned Fund Balance.
N/A
² For the Enterprise Funds and Internal Service Funds, excluding the Harbor Cleanup Fund, the balance reported is
the Unrestricted Cash Balance.
Total Reserves Designated/Used 19,217,200 1,548,200 N/A N/A
Budget Comparison by Fund
Change in Fund Balance
EST.
BEGINNING
BALANCE
2025
REVENUES
2025
EXPENSES
ENDING
BALANCE
CHANGE IN
FUND
BALANCE
%
CHANGE
Page 39City of Port Angeles • 2025 Budget •
Budget Comparison by Fund
Change in Fund Balance
1 For the General Fund the balance reported is the Unassigned Fund Balance.
2 For the Enterprise Funds and Internal Service Funds, excluding the Harbor Cleanup Fund, the balance
reported is the Unrestricted Cash Balance.
Page 40City of Port Angeles • 2025 Budget •
Operating vs. Capital Budget Summary
Expenditures by Category
TOTAL BUDGET
$156,927,700
TOTAL BUDGET
$156,927,700
OPERATING
BUDGET
79.5%
$124,760,900
OPERATING
BUDGET
79.5%
$124,760,900
CAPITAL PROJECTS
20.5%
$32,166,800
CAPITAL PROJECTS
20.5%
$32,166,800
UTILITIES
$70,282,000
UTILITIES
$70,282,000
OTHER
$20,702,400
OTHER
$20,702,400
GOVERNMENTAL
SERVICES
$33,776,500
GOVERNMENTAL
SERVICES
$33,776,500
PUBLIC SAFETY
$11,475,500
PUBLIC SAFETY
$11,475,500
PENCOM
$4,290,100
PENCOM
$4,290,100
STREET
MAINTENANCE
$2,206,600
STREET
MAINTENANCE
$2,206,600
CULTURE &
RECREATION
$923,600
CULTURE &
RECREATION
$923,600
ECONOMIC
DEVELOPMENT
$2,534,200
ECONOMIC
DEVELOPMENT
$2,534,200
ENGINEERING/
PERMITS
$2,768,700
ENGINEERING/
PERMITS
$2,768,700
GENERAL
SERVICES
$7,167,300
GENERAL
SERVICES
$7,167,300
DEBT PAYMENT
ON GENERAL
DEBT
$232,900
DEBT PAYMENT
ON GENERAL
DEBT
$232,900
FACILITY
MAINTENANCE
$2,177,600
FACILITY
MAINTENANCE
$2,177,600
ELECTRIC
$22,874,600
ELECTRIC
$22,874,600
ELECTRIC
CONSERVATION
$539,300
ELECTRIC
CONSERVATION
$539,300
WATER
$8,542,900
WATER
$8,542,900
WASTEWATER
$7,628,000
WASTEWATER
$7,628,000
SOLID WASTE
$17,037,600
SOLID WASTE
$17,037,600
STORMWATER
$3,024,600
STORMWATER
$3,024,600
MEDIC I
$4,468,100
MEDIC I
$4,468,100
HARBOR
CLEAN-UP
$2,050,600
HARBOR
CLEAN-UP
$2,050,600
DEBT PAYMENT
ON UTILITIES
$4,116,300
DEBT PAYMENT
ON UTILITIES
$4,116,300
FIREMAN’S
PENSION
$42,500
FIREMAN’S
PENSION
$42,500
INTERNAL
SERVICES
$12,457,800
INTERNAL
SERVICES
$12,457,800
INTERNAL
TRANSFERS
AND CHARGES
$6,653,900
INTERNAL
TRANSFERS
AND CHARGES
$6,653,900
GOVERNMENTAL
PROJECTS
$20,035,000
GOVERNMENTAL
PROJECTS
$20,035,000
UTILITY
PROJECTS
$12,131,800
UTILITY
PROJECTS
$12,131,800
STREET/
TRANSPORTATION
$11,701,700
STREET/
TRANSPORTATION
$11,701,700
PARKS
$1,564,600
PARKS
$1,564,600
PUBLIC WORKS
$1,197,900
PUBLIC WORKS
$1,197,900
EQUIPMENT
PURCHASES
$4,210,300
EQUIPMENT
PURCHASES
$4,210,300
CAPITAL
OUTLAY IT
$932,400
CAPITAL
OUTLAY IT
$932,400
ELECTRIC
$6,411,000
ELECTRIC
$6,411,000
WATER
$2,205,000
WATER
$2,205,000
WASTEWATER
$2,312,700
WASTEWATER
$2,312,700
STORMWATER
$953,100
STORMWATER
$953,100
CAPITAL
OUTLAY
$250,000
CAPITAL
OUTLAY
$250,000
SOLID WASTE
$0
SOLID WASTE
$0
PUBLIC SAFETY
$428,100
PUBLIC SAFETY
$428,100
DESIGNATED
RESERVES
$1,548,200
DESIGNATED
RESERVES
$1,548,200
CSO
$0
CSO
$0
Operating vs. Capital
Page 41City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
Capital projects are defined as installations, builds, equipment or major assets, including land purchases, that have a useful
life of more than one year and exceed $30,000 in cost. This includes streets, trails, bridges, buildings, and infrastructure
for utilities, including electrical, water and wastewater lines. Capital projects scheduled in 2025 are listed below.
PROJECT ADOPTED
TOTAL 2025
TR1118 Revolving Street Improvements 344,500 180,000
TR1120 Complete Streets Revolving Fund 900,000 300,000
TR1799 Truck Route at Hwy 101 Intersection *13,675,000 355,300
TR0716 ADA - Peabody Street *370,000 370,000
TR0124 N Street Construction*3,979,000 250,000
TR0915 Park Avenue Paving Overlay (Race to Liberty Streets)700,000 36,000
TR1416 Hamilton School Walking Routes *1,735,000 220,000
TR0624 Lauridsen - Tumwater Truck Route to L Street Chip Seal 300,000 300,000
TR0405 Alley Paving Revolving Funding 2,405,000 1,164,900
TR0621 Waterfront Trail Repairs 803,000 93,800
TR0321 Speed Feedback Sign Program 120,000 30,000
TRANSPORATION CAPITAL
PROJECT EXPENDITURE LISTING BY YEAR
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 1 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
TR0101 Laurel Street Stairs Replacement 835,300 700,000
TR0222 First/Front Pedestrian Enhancements *1,280,000 939,000
TR0414 Peabody Creek/Lincoln Street Culvert Repair *4,107,600 500,000
TR1399 Traffic Signal Interconnect/Preemption 860,000 100,000
TR0224 Tumwater Bridge Repair 125,000 125,000
TR0715 16th Street LID (C to L Streets) *1,990,900 1,705,300
TR0318 8th/10th Street Bike Lanes *1,959,000 1,959,000
TR0416 1st/2nd/Valley/Oak Green Alley *1,742,200 220,000
TR0618 Stevens Middle School Walking Routes *930,000 130,000
TR0122 First/Front Paving (Lincoln to Tumwater Street) *3,383,000 134,000
TR0322 Intersection Control Study 50,000 50,000
TR0220 Traffic Circle Program *1,700,000 200,000
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 2 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 42City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
PROJECT ADOPTED
TOTAL 2025
TR0909 Wayfinding & ODT Signage 400,000 159,400
TR1324 Klallam Language Street Signs 30,000 30,000
TR0619 Race Street Complete Construction Phase II *6,120,000 700,000
TR0919 Traffic Safety Camera Program 35,000 35,000
TR0721 Gales Addition Connector Planning *600,000 600,000
TR0824 Downtown Streets Study 50,000 50,000
TR1109 Marine Drive Bulkhead Repairs 3,000,000 50,000
TR0117 Liberty Street Reconstruction 575,000 15,000
55,104,500 11,701,700 TRANSPORTATION TOTAL
PROJECT EXPENDITURE LISTING BY YEAR
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 3 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 43City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
PROJECT ADOPTED
TOTAL 2025
GG0303 NICE Funds 1,875,000 827,900
GG1113 Facility Security Projects 556,000 30,000
GG0119 Ennis Creek Fish Barrier Removal 1,245,000 45,000
GG0123 Housing Pipeline Pilot Project 50,000 50,000
GG0516 Senior Center Fire Detection System 125,000 125,000
GG0416 City Hall Fire Detection System 150,000 150,000
FD0615 Fire Hoses 106,500 9,000
PD0307 Police Regional Training & Gun Range Facility 279,800 32,000
PD0116 Mobile Data Terminal Replacements 308,300 16,000
PD0122 Police Radio Replacement 160,000 20,000
PD0223 Police Body Worn Cameras 450,000 74,000
FD0124 Mobile Data Terminal Replacements 60,000 10,000
FD0224 PAFD Portable Radio Replacements 300,000 50,000
PD0120 Police Taser Replacements 296,600 37,000
FD0315 Fire Station Garage Door Replacement 450,000 50,000
FD0318 Emergency Management Pods 158,000 130,100
GENERAL GOVERNMENT
PROJECT EXPENDITURE LISTING BY YEAR
PUBLIC SAFETY
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 4 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
PK0216 Facility Improvement Revolving Fund 160,000 15,000
PK0205 Restroom Improvement Program 1,890,000 403,000
PK0418 Civic Field Upgrades 835,200 11,000
PK0223 Aluminum Bleacher Upgrades 73,500 23,500
PK0316 Locomotive #4 Refurbishment 190,800 80,000
PK0420 Ediz Hook Boat Launch Repairs 1,500,000 50,000
PK0719 Parks Maintenance Building 706,500 532,100
PK0122 Erickson Playfield Tennis Court Improveme 370,000 370,000
PK0222 OVC Columbarium Expansion 50,000 50,000
12,346,200 3,190,600
PARKS AND FACILITIES
GOVERNMENTAL TOTAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 5 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 44City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
PROJECT ADOPTED
TOTAL 2025
CL0414 Construct New Light Operations Building 10,099,900 3,700,000
CL0216 City/PUD Service Area Capital Needs 400,000 200,000
CL0623 Community Solar Study 10,000 10,000
CL0322 Electric Vehicle Charging Station 2,630,000 526,000
CL0222 Advanced Metering & Outage Management 3,000,000 1,000,000
CL0624 Traffic Signal LED Conversion 400,000 150,000
CL0724 West Airport Hangar Cable Replacement 150,000 150,000
CL0824 East Airport Cable Replacement 200,000 200,000
CL0223 Overhead Reconductoring - 2025 150,000 150,000
CL1019 Underground Cable Replacement - 2025 100,000 100,000
CL0120 "F" Street Transformer Replacement 2,000,000 200,000
CL0124 SPCC Civil Engineering for Substations 25,000 25,000
19,164,900 6,411,000 ELECTRIC TOTAL
ELECTRIC CAPITAL
PROJECT EXPENDITURE LISTING BY YEAR
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 6 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
PROJECT ADOPTED
TOTAL 2025
WT0218 Reservoir Instrumentation Upgrades 290,000 136,000
WT0121 White Creek & 3rd Street Main Crossing 720,000 120,000
WT0320 Morse Creek Transmission Main Eval/Design 440,000 440,000
WT0619 Peabody Reservoir Inlet Pipe Replacement 470,000 90,000
WT0421 Race Street Water Main Replacement North 1,780,000 200,000
WT0219 Peabody Heights Floating Cover Replacement 530,000 200,000
WT0319 Ground Water Resiliency Program 1,700,000 300,000
WT0624 Analysis of the Industrial Water Line Site 50,000 50,000
WT0123 11Th Street Row Tumwater Creek Crossing 60,000 60,000
WT0223 14Th Street Row Tumwater Creek Crossing 60,000 60,000
WT0122 Elwha - Fish Screen Facility Improvements 549,000 549,000
WATER TOTAL 6,649,000 2,205,000
PROJECT EXPENDITURE LISTING BY YEAR
WATER CAPITAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 7 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 45City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
PROJECT ADOPTED
TOTAL 2025
WW0122 Anaerobic Digester Roof Improvements 4,657,400 358,800
WW0419 WWTP HVAC Replacement 251,700 238,900
WW0518 Francis Street Sewer Trestle Repair 230,000 230,000
WW0124 WWTP Gas Flare System Replacement 350,000 350,000
WW0222 "A" Street Improvements 4,290,000 120,000
WW0918 2025 Neighborhood Sewer Rehabilitation 750,000 750,000
WW0523 Wwtp Ust Tank Replacement 250,000 250,000
WW0316 CSO 6 And 7 Reconstruction 243,900 15,000
WASTEWATER & CSO TOTAL 11,023,000 2,312,700
PROJECT EXPENDITURE LISTING BY YEAR
WASTEWATER & CSO CAPITAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 8 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
PROJECT ADOPTED
TOTAL 2025
DR0213 H Street Stormwater Outfall 817,500 32,000
DR0322 Park Ave. Outfall to Peabody Creek 512,000 512,000
DR0215 Francis Street Outfall Repair 150,000 150,000
DR0404 Stormwater at Canyon Edge & Ahlvers 2,090,000 109,100
DR0324 Valley Creek Stormwater Park 10,637,300 100,000
TR0421 Valley Street Culvert Crossing 50,000 50,000
14,256,800 953,100
PROJECT EXPENDITURE LISTING BY YEAR
STORMWATER TOTAL
STORMWATER CAPITAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 9 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 46City of Port Angeles • 2025 Budget •
Total Citywide Capital Projects
PROJECT ADOPTED
TOTAL 2025
Police 3,429,700 261,900
Fire & Medic 1 8,249,200 985,000
Parks & Recreation 2,634,734 140,600
Engineering 244,000 107,800
Streets 5,213,700 339,000
Light Operations 3,523,400 575,900
Water 2,583,200 70,000
Wastewater 2,254,100 330,500
Solid Waste 6,950,850 487,000
Stormwater 1,868,600 589,800
Equipment Services 1,774,400 322,800
38,725,884 4,210,300
EQUIPMENT SERVICES CAPITAL
PROJECT EXPENDITURE LISTING BY YEAR
EQUIPMENT SERVICES TOTAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 10 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
PROJECT ADOPTED
TOTAL 2025
IT0319 Network Refresh 560,000 280,000
IT0323 SCADA Server Replacements 550,000 150,000
IT1018 UPS Replacement - Disaster Recovery Data Center 300,000 79,400
IT0124 Primary Data Backup Systems Replacement 500,000 250,000
IT0423 Building Access Control and Cameras 1,200,000 60,000
IT0523 City Owned Fiber Optics 1,500,000 25,000
IT0119 Wireless Bridge 60,000 36,000
IT0324 Primary Data Backup Tape Storage Safe 22,000 22,000
IT0224 Primary Data Center Fiber Switch Replacem 30,000 30,000
4,722,000 932,400
161,992,284 31,916,800
INFORMATION SERVICES CAPITAL
PROJECT EXPENDITURE LISTING BY YEAR
TOTAL 2025 CITYWIDE CAPITAL PROJECTS
INFORMATION SERVICES TOTAL
CAPITAL SHEETS FOR 2025 Citywide- READY
Prepared by: Therese (Tess) Agesson 11 of 11
Date edited: 9/29/16
Date Printed: 2/26/2025
Page 47City of Port Angeles • 2025 Budget •
Budget Ordinance 3741
Page 48City of Port Angeles • 2025 Budget •
Page 49City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2025 Budget Ordinance -
Exhibit A
Fund Div.Name / Description Beginning Revenue Expenditures Ending
Balance Est.Balance - Est.
GENERAL FUND (Note: Divisional totals for reference only)
Fund Balance:6,883,260 6,614,060
001. 1160 City Council 80,900 98,500
001. 1210 City Manager 363,100 681,600
001. 1211 Customer Commitment - 2,500
001. 1220 Human Resources 182,900 434,800
001. 1230 City Clerk 163,000 354,300
001. 2001 Finance - Revenue 16,643,700 -
001. 2020 Finance Administration 218,800 1,193,900
001. 2023 Accounting 837,500 1,196,600
001. 2025 Customer Service 1,510,900 1,474,000
001. 2070 Reprographics 40,200 49,500
001. 3030 City Attorney 199,700 665,600
001. 3012 Jail Contributions - 1,127,100
001. 4060 Planning 699,000 877,100
001. 4050 Building 733,200 586,900
001. 4071 Economic Development - 71,900
001. 5010 Police Administration 1,000 926,100
001. 5012 PenCom/Capital Transfers 458,700 669,300
001. 5021 Police Investigation - 1,310,100
001. 5022 Police Patrol 839,600 4,338,800
001. 5026 Police Reserves & Volunteers - 11,000
001. 5029 Police Records 9,500 523,500
001. 5050 Police Facilities Maintenance 16,100 9,200
001. 6010 Fire Administration 74,100 319,200
001. 6012 PenCom/Medic I Support - 418,100
001. 6020 Fire Suppression - 1,754,200
001. 6030 Fire Prevention 235,000 188,300
001. 6045 Fire Training - 117,300
001. 6050 Fire Facilities Maintenance - 70,300
001. 7010 Public Works Administration 2,473,600 2,994,800
001. 7012 Public Works CIP - 130,000
001. 7032 Public Works Telecommunications 32,800 32,800
001. 8010 Parks Administration - 486,800
001. 8012 Senior Center 34,000 174,100
001. 8050 Ocean View Cemetery 250,000 203,600
001. 8080 Park Facilities - 2,177,600
001. 8112 Senior Center Facilities - 63,000
001. 8131 Central Services Facilities 632,700 655,800
001. 8155 Facility Rentals 80,500 94,000
001. 9029 General Unspecified - 597,500
001 TOTAL General Fund 6,883,260 26,810,500 27,079,700 6,614,060
2025 Budget Funds
Page 50City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2025 Budget Ordinance -
Exhibit A
Fund Div.Name / Description Beginning Revenue Expenditures Ending
Balance Est.Balance - Est.
SPECIAL REVENUE FUNDS
101 Lodging Excise Tax Fund 1,024,616 1,060,500 1,274,400 810,716
102 Street Fund 428,412 2,145,300 2,206,600 367,112
105 Real Estate Excise Tax-1 (REET-1) Fund 166,821 337,300 150,000 354,121
107 PenCom Fund 1,293,233 3,985,100 4,290,100 988,233
160 Real Estate Excise Tax-2 (REET-2) Fund 228,299 329,500 444,100 113,699
165 Business Improvement Area 91,194 33,700 - 124,894
172 Port Angeles Housing Rehab. Fund 2,742,843 638,400 111,700 3,269,543
175 Code Compliance Fund 56,416 257,100 257,100 56,416
TOTAL Special Revenue Funds 6,031,834 8,786,900 8,734,000 6,084,734
DEBT SERVICE FUNDS
217 2015 LTGO Bond - Refunding (W.U.G.A.)19,087 235,000 232,900 21,187
TOTAL Debt Service Funds 19,087 235,000 232,900 21,187
ENTERPRISE / UTILITY FUNDS
401 Electric Utility Fund 13,014,922 23,464,700 23,851,800 12,627,822
402 Water Utility Fund 7,671,858 9,720,900 10,110,600 7,282,158
403 Wastewater Utility Fund 1,230,826 9,031,300 9,174,500 1,087,626
404 Solid Waste Utility Fund (647,225)16,200,700 17,579,300 (2,025,825)
406 Stormwater Utility Fund 1,930,861 3,512,100 3,661,700 1,781,261
409 Medic 1 Utility Fund 1,404,391 4,618,300 4,651,600 1,371,091
413 Harbor Clean-up Fund (398,622)2,050,600 2,050,600 (398,622)
421 Conservation Fund 301,325 539,300 539,300 301,325
TOTAL Enterprise / Utility Funds 24,508,336 69,137,900 71,619,400 22,026,836
INTERNAL SERVICE FUNDS
501 Equipment Services 3,829,293 3,297,600 5,642,800 1,484,093
502 Information Technology 627,582 3,000,300 3,290,600 337,282
503 Self-Insurance 864,147 8,667,100 8,667,100 864,147
TOTAL Internal Service Funds 5,321,022 14,965,000 17,600,500 2,685,522
FIDUCIARY FUNDS
602 Firemen's Pension Fund 163,693 200 42,500 121,393
TOTAL Fiduciary Funds 163,693 200 42,500 121,393
PERMANENT FUNDS
601 Cemetery Endowment Fund 415,344 4,900 - 420,244
TOTAL Permanent Funds 415,344 4,900 - 420,244
2025 Budget Funds
Page 51City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2025 Budget Ordinance -
Exhibit A
CAPITAL FUNDS
310 Governmental Capital Improvement Fund 3,312,131 756,900 3,190,600 878,431
312 Transportation Capital 5,589,713 8,473,300 11,701,700 2,361,313
316 Governmental Park Improvement Fund 354,053 12,500 - 366,553
451 Electric Capital Fund 10,781,381 1,221,000 6,411,000 5,591,381
452 Water Capital Fund 6,140,289 1,150,000 2,205,000 5,085,289
453 Wastewater Capital Fund 1,714,339 3,730,800 4,414,700 1,030,439
454 Solid Waste Capital Fund 1,472,434 1,799,600 1,194,400 2,077,634
456 Stormwater Capital Fund 2,943,672 626,000 953,100 2,616,572
TOTAL Capital Funds 32,308,012 17,770,100 30,070,500 20,007,612
SUB-TOTAL ALL FUNDS 75,650,588 137,710,500 155,379,500 57,981,588
Reserves - Designated 1,548,200
Reserves Used 19,217,200
TOTAL CITYWIDE ALL FUNDS 75,650,588 156,927,700 156,927,700 57,981,588
Page 52City of Port Angeles • 2025 Budget •
REVENUE EXPENSE CHANGES FOR FINAL BUDGET
1 4060 397 1094 17,800 - Approved 2025 LTAC Budget - 11/19/2024
TOTAL GENERAL FUND 17,800 -
101 1430 557 4150 - 266,900 Approved 2025 LTAC Budget - 11/19/2024
TOTAL LODGING TAX FUND - 266,900
310 7910 594 6510 - 45,000 Defer GG0119 - Ennis Creek Fish Barrier Removal into 2025
310 7910 594 6510 - 50,000 Defer GG0123 - Housing Pipeline Pilot Project into 2025
310 7910 594 6510 - 587,900 Defer GG0303 - NICE Funds into 2025
310 7910 594 6510 - 125,000 Defer GG0516 - Senior Center Fire Detection System into 2025
310 7910 594 6510 - 150,000 Defer GG0416 - City Hall Fire Detection System into 2025
310 5950 594 6510 - 130,100 Defer FD0318 - Emergency Management Pods into 2025
310 8985 594 6510 - 13,500 Defer PK0223; Aluminum Bleacher Upgrades into 2025
310 8985 594 6510 - 532,100 Defer PK0719; Parks Maintenance Building into 2025
310 8985 594 6510 - 370,000 Defer PK0122; Erickson Playfield Tennis into 2025
310 8985 594 6510 - 50,000 Defer PK0423; OVC Columbarium Expansion into 2025
TOTAL CAPITAL IMPROVEME - 2,053,600
312 7930 595 6510 - 150,000 Defer TR1118 - Revolving Street Improvements into 2025
312 7930 595 6510 - 50,000 Defer TR1109 - Marine Drive Bulkhead Repairs into 2025
312 7930 595 6510 - 15,000 Defer TR0117 - Liberty Street Reconstruction into 2025
312 7930 595 6510 - 1,154,900 Defer TR0405 - Alley Paving Revolving Funding into 2025
312 7930 595 6510 - 25,000 Defer TR0224 - Tumwater Bridge Repair into 2025
312 7930 595 6510 - 270,900 Defer TR0318 - 8th/10th Street Bike Lanes into 2025
312 7930 595 6510 - 15,000 Defer TR0618 - Stevens Middle School Walking Routes into 2025
312 7930 595 6510 - 200,000 Defer TR0619 - Race Street Complete Construction Phase II into 2025
TOTAL TRANSPORTATION BE - 1,880,800
452 7388 594 6510 - 60,000 Defer WT0121 - White Creek & 3rd Street Main Crossing into 2025
452 7388 594 6510 - 300,000 Defer WT0320 - Morse Creek Transmission Main Eval/Design into 2025
452 7388 594 6510 - 60,000 Defer WT0123 - 11th Street ROW Tumwater Creek Crossing into 2025
452 7388 594 6510 - 60,000 Defer WT0223 - 14th Street ROW Tumwater Creek Crossing into 2025
452 7388 594 6510 - 549,000 Defer WT0122 - Elwha - Fish Screen Facility Improvements into 2025
TOTAL WATER CAPITAL FUND - 1,029,000
453 7488 594 6510 - 250,000 Defer WW0523 - WWTP UST Tank Replacement into 2025
453 7488 594 6510 - 22,200 Defer WW0419 - WWTP HVAC Replacement into 2025
453 7488 594 6510 - 30,000 Defer WW0518 - Francis Street Sewer Trestle Repair into 2025
453 7488 594 6510 - 30,000 Defer WW0124 - WWTP Gas Flare System Replacement into 2025
453 7488 594 6510 - 15,000 Defer WW0316 - CSO 6 and 7 Reconstruction into 2025
453 7488 343 5021 2,357,800 - CSO Surcharge from 463 Fund
453 7488 361 1100 53,000 - Investment Interest - CSO from 463 Fund
453 7488 582 7810 - 1,631,100 CSO - Principal Payment from 463 Fund
453 7488 592 8310 - 470,900 CSO - Interest Payment from 463 Fund
453 7488 594 6510 - 750,000 WW0918 - 2025 Neighborhood Sewer Rehabilitation from 463 Fund
TOTAL WASTEWATER CAPITA 2,410,800 3,199,200
2025 BUDGET - CHANGES FOR FINAL
ACCOUNT
Changes from Preliminary to Adopted Budget
Approved December 3, 2024
Page 53City of Port Angeles • 2025 Budget •
456 7688 594 6510 - 11,000 Defer DR0213; H Street Outfall Improvements into 2025
456 7688 594 6510 - 37,500 Defer DR0215; Francis Street Outfall into 2025
456 7688 594 6510 - 103,000 Defer DR0322; Park Ave. Outfall to Peabody Creek into 2025
TOTAL STORMWATER CAPITA - 151,500
463 7489 343 5021 (2,357,800) - CSO Surcharge to 453 Fund
463 7489 361 1100 (53,000) - Investment Interest - CSO to 453 Fund
463 7489 582 7810 - (1,631,100) CSO - Principal Payment to 453 Fund
463 7489 592 8310 - (470,900) CSO - Interest Payment to 453 Fund
463 7489 594 6510 - (750,000) WW0918 - 2025 Neighborhood Sewer Rehabilitation to 453 Fund
TOTAL CSO CAPITAL FUND (2,410,800) (2,852,000)
501 7630 594 6410 - 30,000 Defer #1248- Lincoln Welder (Equipment Services) into 2025
501 7630 594 6410 - 30,000 Defer #1569 Catepillar Wheel Loader (Equipment Services) into 2025
501 7630 594 6410 - 985,000 Defer #3 Pierce Pumper (Fire) into 2025
501 7630 594 6410 - 44,300 Defer #4301- GMC Sierra 1500 Pickup (Engineering) into 2025
501 7630 594 6410 - 9,500 Defer Herb Spray Attachment (Stormwater) into 2025
501 7630 594 6410 - 250,000 Defer Permeable Pavement Cleaner (Stormwater) into 2025
501 7630 594 6410 - 339,000 Defer #1790- International 5YD Dump Truck (Street) into 2025
TOTAL EQUIPMENT SERVICES - 1,687,800
502 2082 594 6510 - 39,400 Defer IT1018 - UPS Replacement - Disaster Recovery Data Center into 2025
502 2082 594 6510 - 150,000 Defer IT0124 - Primary Data Backup Systems Replacement into 2025
502 2082 594 6510 - 36,000 Defer IT0119 - Wireless Bridge into 2025
502 2082 594 6510 - 22,000 Defer IT0324 - Primary Data Backup Tape Storage Safe into 2025
502 2082 594 6510 - 30,000 Defer IT0224 - Primary Data Center Fiber Switch Replacement into 2025
TOTAL IT CAPITAL FUND - 277,400
17,800 7,694,200 TOTAL ALL FUNDS
Changes from Preliminary to Adopted Budget
Approved December 3, 2024
City of Port Angeles • 2025 Budget • Page 54
2025 Budget
The General Fund is the main operating fund of the City. This fund accounts for all financial activities associated with the provision of traditional City services such as general administration, finance, legal, planning, building, police, fire, public works, and parks and recreation. This fund is used to account for all resources not accounted for in another fund. Taxes are the main revenue source.
Taxes, 61.04%
Licenses &
Permits, 3.55%
Intergovt. Revenue,
5.45%
Charges for Goods &
Svcs., 26.80%
Fines & Penalties,
0.01%
Miscellaneous Revenue,
2.38%
Other Financing Sources,
0.76%
Page 56City of Port Angeles • 2025 Budget •
Description: The General Fund is the primary operating fund of the City of Port Angeles and is used to account for all
financial resources except those that are required to be accounted for in another fund.
Funding Source: Revenues are generated from taxes, including property, sales, and utility taxes, charges for services,
permits, fees, investment earnings, and other intergovernmental revenues, such as grants and state shared revenues.
Fund Balance: Fund balance is comprised of non-spendable, restricted, committed, assigned, and unassigned assets.
Per City policy the General Fund Balance should not fall below 25% of budgeted expenditures and reserves should only
be used for one-time expenses. In 2025, the General Fund unassigned operational fund balance is estimated at 25.0%.
General Fund Summary
Revenue and Expenditure Summary
Revenues
$$%2010
########Taxes 15,179,927$ 15,023,317$ 16,274,551$ 16,338,700$ 16,365,900$ 27,200 0.17%
413,115 Licenses & Permits 486,789 509,223 474,339 1,257,100 950,700 (306,400) -24.37%
835,895 Intergovt. Revenue 1,932,181 2,155,272 2,527,702 4,014,100 1,461,900 (2,552,200) -63.58%
4,474,468 Charges for Goods & Svcs.4,817,582 4,927,960 5,737,412 6,517,300 7,188,300 671,000 10.30%
282,154 Fines & Penalties 695 596 1,435 1,500 1,500 - 0.00%
213,486 Miscellaneous Revenue 67,490 (578,670) 696,753 230,400 637,300 406,900 176.61%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
1,112,123 Other Financing Sources 63,566 121,889 88,000 160,700 204,900 44,200 27.50%
########TOTAL REVENUE 22,548,230$ 22,159,587$ 25,800,192$ 28,519,800$ $26,810,500 (1,709,300) -5.99%
Change from Prior Yr. $$737,981$ (388,643)$ 3,640,605$ 2,719,608$
Change from Prior Year %3.38%-1.72%16.43%10.54%
$$%2010
$8,885,675 Salaries and Wages 9,616,205$ 10,123,753$ 10,970,041$ 12,328,600$ 13,430,500$ 1,101,900 8.94%
3,059,220 Personnel Benefits 3,667,459 3,800,904 4,078,872 4,482,400 4,800,300 317,900 7.09%
488,460 Supplies 603,268 878,667 914,943 981,400 888,600 (92,800) -9.46%
2,404,574 Other Services & Charges 5,318,598 5,284,183 5,815,320 6,240,800 5,005,200 (1,235,600) -19.80%
2,373,303 Intergovmt/Interfund Svcs 3,746,895 2,996,612 3,624,807 4,899,300 2,955,100 (1,944,200) -39.68%
10,651 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - 5,909 - - - N/A
0 Debt Service: Interest - 3 93 - - - N/A
17,560 Interfund Pmts. for Services 49,754 12,991 13,033 - - - N/A
########TOTAL EXPENDITURES 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ $27,079,700 (1,852,800) -6.40%
Change from Prior Yr. $$1,640,243$ 94,934$ 2,325,905$ 3,509,482$
Change from Prior Year %7.68% 0.41% 10.07% 13.80%
$4,273,149 FUND BALANCE $7,738,465 $6,723,372 $7,045,960 $6,719,560 $6,687,360
USE OF ASSIGNED FUNDING $16,300 $16,300 $16,300 $86,300 $237,000
Change from Prior Yr. $$($462,041) ($1,015,093)$322,588 ($326,400) ($32,200)
Change from Prior Year %-5.63% -13.12%4.80%-4.63%-0.48%
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUE
EXPENDITURES
2021
ACTUAL
2021
ACTUAL
2023
ACTUAL
2023
ACTUAL
General Fund Revenues by Category
(Total $26,810,500)
100
Taxes 61.043%
Licenses & Permits 3.546%Allocations 86.77%5,245,500 32.0514%15,391,600 Property Tax 32.05%
Intergovt. Revenue 5.453%Activity & Rental Fees 1.12%5,242,500 32.0331%974,300$ Utility Tax 32.03%100
Charges for Goods & Svcs.26.802%Planning Fees 4.43%4,903,600 29.9623%Sales Tax 29.96%
Fines & Penalties 0.006%Cemetery Services 3.48%974,300$ 5.9532%Other Tax 5.96%
Miscellaneous Revenue 2.377%Other 4.20%3278900 327889995.80%
Prop./Trust Income 0.000%100.01%
Non-Revenues 0.000%100.00%
Other Financing Sources 0.764%
99.99%
TAXESCHARGES FOR SERVICES
100
Taxes61.043%
Licenses & Permits3.546%Allocations86.77%5,245,500 32.0514%15,391,600 Property Tax 32.05%
Intergovt. Revenue5.453%Activity & Rental Fees1.12%5,242,500 32.0331%974,300$ Utility Tax 32.03%100
Charges for Goods & Svcs.26.802%Planning Fees4.43%4,903,600 29.9623%Sales Tax 29.96%
Fines & Penalties0.006%Cemetery Services3.48%974,300$ 5.9532%Other Tax 5.96%
Miscellaneous Revenue2.377%Other4.20%3278900 327889995.80%
Prop./Trust Income0.000%100.01%
Non-Revenues0.000%100.00%
Other Financing Sources0.764%
99.99%
TAXESCHARGES FOR SERVICES
Salaries and Wages
49.60%Personnel Benefits
17.73%
Supplies
3.28%Other Services &
Charges
18.48%
Intergovmt/
Interfund
Svcs
10.91%
Page 57City of Port Angeles • 2025 Budget •
Expenditures
$$%2010########Taxes 15,179,927$ 15,023,317$ 16,274,551$ 16,338,700$ 16,365,900$ 27,200 0.17%413,115 Licenses & Permits 486,789 509,223 474,339 1,257,100 950,700 (306,400) -24.37%
835,895 Intergovt. Revenue 1,932,181 2,155,272 2,527,702 4,014,100 1,461,900 (2,552,200) -63.58%
4,474,468 Charges for Goods & Svcs.4,817,582 4,927,960 5,737,412 6,517,300 7,188,300 671,000 10.30%
282,154 Fines & Penalties 695 596 1,435 1,500 1,500 - 0.00%
213,486 Miscellaneous Revenue 67,490 (578,670) 696,753 230,400 637,300 406,900 176.61%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
1,112,123 Other Financing Sources 63,566 121,889 88,000 160,700 204,900 44,200 27.50%
########TOTAL REVENUE 22,548,230$ 22,159,587$ 25,800,192$ 28,519,800$ $26,810,500 (1,709,300) -5.99%
Change from Prior Yr. $$737,981$ (388,643)$ 3,640,605$ 2,719,608$
Change from Prior Year %3.38%-1.72%16.43%10.54%
$$%2010
$8,885,675 Salaries and Wages 9,616,205$ 10,123,753$ 10,970,041$ 12,328,600$ 13,430,500$ 1,101,900 8.94%
3,059,220 Personnel Benefits 3,667,459 3,800,904 4,078,872 4,482,400 4,800,300 317,900 7.09%
488,460 Supplies 603,268 878,667 914,943 981,400 888,600 (92,800) -9.46%
2,404,574 Other Services & Charges 5,318,598 5,284,183 5,815,320 6,240,800 5,005,200 (1,235,600) -19.80%
2,373,303 Intergovmt/Interfund Svcs 3,746,895 2,996,612 3,624,807 4,899,300 2,955,100 (1,944,200) -39.68%
10,651 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - 5,909 - - - N/A
0 Debt Service: Interest - 3 93 - - - N/A
17,560 Interfund Pmts. for Services 49,754 12,991 13,033 - - - N/A
########TOTAL EXPENDITURES 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ $27,079,700 (1,852,800) -6.40%
Change from Prior Yr. $$1,640,243$ 94,934$ 2,325,905$ 3,509,482$
Change from Prior Year %7.68% 0.41% 10.07% 13.80%
$4,273,149 FUND BALANCE $7,738,465 $6,723,372 $7,045,960 $6,719,560 $6,687,360
USE OF ASSIGNED FUNDING $16,300 $16,300 $16,300 $86,300 $237,000
Change from Prior Yr. $$($462,041) ($1,015,093)$322,588 ($326,400) ($32,200)
Change from Prior Year %-5.63% -13.12%4.80%-4.63%-0.48%
2022 ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024 BUDGET AMEND. #3 2025 ADOPTED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #3REVENUE
EXPENDITURES
2021ACTUAL
2021
ACTUAL
2023 ACTUAL
2023
ACTUAL
100
Professional Services 14.92%
Equipment Services 21.69%4150
IT Services 13.78%4520 & 4521 & 4530 & 4533
Utilities 10.88%4710
PenCom User Fees 6.60%4710
Communication 6.85%4198
Travel & Training 4.57%4210 & 4212
Insurance 9.17%4310
Repairs & Maintenance 4.56%4610
Façade Improvements 0.00%4802 & 4810
Other Services & Charges 6.98%4991
100.01%
CM Office 2024 2025
Transfers - Street Fund 28.62%100
Overtime 1,000$ 1,000$ Contract for Jail Services 38.14%
Supplies 4,000$ 4,000$ Transfers - Medic 1 Fund 8.98%
Travel & Training 14,600$ 19,500$ Transfers - Capital 14.15%
Professional Services 64,700$ 67,200$ Transfers - Debt Service 1.43%100
Equipment Services 400$ -$ Transfers - Code Enforcement 8.68%
Communication Expenses 14,900$ 16,300$
Software 16,500$ 16,500$
City Code Update $0.00 $0.00 100.00%
124,500$
SERVICES & CHARGES
INTERGOVERNMENTAL
General Fund Expenditures by Category
(Total $27,079,700)
In 2025, a planned use of excess reserves in the amount of $269,200 has been included in the budget. The planned use
of reserves includes:
• $16,300 Police Firearms Range capital projects from reserves held for these purposes collected from User fees.
• $30,000 for the Addition of Klallam Language to Street Signage capital project.
• $20,000 for the Traffic Circle Program capital project.
• $152,900 from reserves held for Economic Development for capacity needs in the Community Services Division
and the City Shade Program.
• $50,000 for a K9 Officer replacement from donated funds held for this purpose.
100
Professional Services 14.92%
Equipment Services 21.69%4150
IT Services 13.78%4520 & 4521 & 4530 & 4533
Utilities 10.88%4710
PenCom User Fees 6.60%4710
Communication 6.85%4198
Travel & Training 4.57%4210 & 4212
Insurance 9.17%4310
Repairs & Maintenance 4.56%4610
Façade Improvements 0.00%4802 & 4810
Other Services & Charges 6.98%4991
100.01%
CM Office20242025
Transfers - Street Fund 28.62%100
Overtime1,000$ 1,000$ Contract for Jail Services 38.14%
Supplies4,000$ 4,000$ Transfers - Medic 1 Fund 8.98%
Travel & Training14,600$ 19,500$ Transfers - Capital 14.15%
Professional Services64,700$ 67,200$ Transfers - Debt Service 1.43%100
Equipment Services400$ -$ Transfers - Code Enforcement 8.68%
Communication Expenses14,900$ 16,300$
Software16,500$ 16,500$
City Code Update$0.00$0.00 100.00%
124,500$
SERVICES & CHARGES
INTERGOVERNMENTAL
Page 58City of Port Angeles • 2025 Budget •
General Fund Summary
Personnel Summary
Significant Changes: In 2025, the Public Works and Utilities Department will include one
additional position to assist with inspection of capital projects.
General Fund Summary -- Fund #001
$$%2010
7.00 City Council 7.00 7.00 7.00 7.00 7.00 0.00 0.00%
2.00 City Manager's Office 4.50 5.50 7.50 7.50 7.50 0.00 0.00%
20.45 Finance 20.80 20.80 20.80 20.80 20.80 0.00 0.00%
6.10 City Attorney 4.00 4.00 4.00 4.00 4.00 0.00 0.00%
6.50 Community & Economic Develop.6.00 6.00 6.00 9.00 9.00 0.00 0.00%
39.00 Police 38.40 37.50 37.50 38.50 38.50 0.00 0.00%
14.00 Fire 10.05 10.05 10.05 11.87 11.87 0.00 0.00%
17.45 Public Works 18.77 18.00 21.00 27.00 28.00 1.00 3.70%
29.70 Parks & Recreation 25.30 25.30 25.30 25.30 25.30 0.00 0.00%
145.20 TOTAL Authorized Positions 134.82 134.15 139.15 150.97 151.97 1.00 0.66%
Change from Prior Yr. #0.65 (0.67)5.00 11.82 1.00
Change from Prior Year %0.48%-0.50%3.73% 8.49%0.66%
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
AUTHORIZED POSITIONS (FTE)
2023
ACTUAL
Page 59City of Port Angeles • 2025 Budget •
General Fund Summary
Revenues by Category
Property Taxes 4,833,873 4,833,542 5,073,829 5,193,600 5,245,500
Sales Taxes 4,776,269 5,012,180 5,199,241 4,945,800 4,903,600
Utility Taxes - City Utilities 4,672,977 4,197,344 4,995,599 5,205,700 5,221,400
Utility Taxes - Non-City Utilities 20,617 18,089 26,378 21,100 21,100
Criminal Justice Taxes 435711 455,469 465323 463,600 458,700
Leasehold Taxes 154,405 174,822 200,828 161,400 188,400
Gambling Taxes 27,165 24,770 22,995 25,600 25,600
Telephone Taxes 256,132 276,301 247,133 287,600 264,700
Other Taxes 2,778 30,800 43,225 34,300 36,900
Total Taxes 15,179,927 15,023,317 16,274,551 16,338,700 16,365,900
Telecable Franchise Fees 118,917 147,911 135,423 160,000 135,400
Planning Licenses & Permits 5,300 2,400 6,400 224,900 138,200
Building Licenses & Permits 237,926 224,985 208,192 410,900 433,000
Public Works Licenses & Permits 21,625 30,951 23,624 346,200 126,700
Police Licenses & Permits 101,608 102,406 100,289 113,500 116,400
Business Licenses & Permits 1,413 570 411 1,600 1,000
Total Licenses & Permits 486,789 509,223 474,339 1,257,100 950,700
Liquor Excise Taxes 141,096 142,470 181,356 146,300 133,900
Liquor Board Profits 158,142 158,461 118,250 155,200 152,800
Criminal Justice/High Crime 170,127 134,325 191,543 179,100 189,900
Proceeds from Grants (State & Fed)1,251,211 1,514,828 1,965,296 3,416,800 763,700
Service Revenues - - 31,081 55,000 55,000
Other Intergovernmental 211,605 205,188 40,176 61,700 166,600
Total Intergovernmental 1,932,181 2,155,272 2,527,702 4,014,100 1,461,900
Interfund Charges 4,363,871 4,536,524 5,235,444 5,452,700 6,237,100
Planning 22,668 10,800 4,375 9,700 18,400
Building 161,213 85,531 173,378 403,200 300,200
Police 19,515 19,793 22,777 116,800 22,300
Public Works 32,473 47,774 54,266 50,100 57,800
Parks & Recreation 205,690 209,903 232,023 319,000 316,500
Fire 11,540 16,694 6,306 165,200 235,000
Finance 612 941 1,112 600 1,000
Total Charges for Services 4,817,582 4,927,960 5,729,681 6,517,300 7,188,300
Parking Tickets 695 596 1,435 1,500 1,500
Total Fines & Penalties 695 596 1,435 1,500 1,500
Interest on Investments (72,802) (702,126) 453,076 146,000 175,500
Rents & Leases 58,412 39,989 75,804 66,300 70,900
Contributions & Donations 66,101 4,594 28,505 10,000 -
Opioid Settlement Funds - - - - 384,100
Other Miscellaneous 15,779 78,873 147,099 8,100 6,800
Total Miscellaneous 67,490 (578,670) 704,484 230,400 637,300
Transfer from Other Funds 38,000 121,889 88,000 160,700 204,900
One-time transfers to close funds 25,566 - - - -
Total Transfers from Other Funds 63,566 121,889 88,000 160,700 204,900
Total Operating Revenues 22,548,230$ 22,159,587$ 25,800,192$ 28,519,800$ 26,810,500$
GENERAL FUND
Revenues by Category
REVENUE DESCRIPTION
2025
ADOPTED
BUDGET
2023 ACTUAL2021 ACTUAL 2022 ACTUAL
2024
BUDGET
AMEND #3
$1
,
6
6
7
,
8
5
9
,
1
4
7
$1
,
8
3
5
,
1
2
9
,
7
7
3
$2
,
0
5
7
,
2
2
4
,
1
6
1
$2
,
1
7
3
,
5
6
4
,
7
5
8
$2
,
4
1
8
,
9
1
0
,
4
1
4
$2
,
9
2
9
,
3
0
8
,
9
9
6
$3
,
1
3
6
,
9
1
3
,
8
6
4
2.73
2.53
2.30 2.21
2.02
1.73 1.63 1.60
0.00
0.50
1.00
1.50
2.00
2.50
3.00
$-
$500,000,000
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
$3,000,000,000
2018 2019 2020 2021 2022 2023 2024 2025
ASSESSED VALUES & LEVY RATES
Assessed Values Levy Rate
$3
,
2
2
9
,
5
4
0
,
1
2
4
Page 60City of Port Angeles • 2025 Budget •
General Fund Summary
Revenue Sources
Property Tax
Property tax is the city’s second largest source of funding for general city services. In 2025, the city expects to receive $5.2
million in property tax revenue, an increase of the maximum allowed amount of 1.0% plus new construction amounts.
All real and personal property (except where exempt by law) is assessed by the Clallam County Assessor at 100% of the
property’s fair market value. Real property includes land, buildings and improvements attached to the land. Taxable
personal property includes property which is used for commercial business purposes, such as machinery, equipment,
furniture and fixtures. Assessed values are adjusted each year based on market value changes. Although property taxes
represent one of the City’s major sources of revenue for the general fund at 19.5%, the City receives approximately 25%
of the property owner’s total bill.
Calculating Levy Rates
State law limits the tax increase on property to the lessor of 1% or the current rate of the Implicit Price Deflator (IPD) for
personal consumption published by the Bureau of Economic Analysis. Currently, City policy directs increasing tax by the
maximum allowed of 1%. This is accomplished by Council approving a resolution and ordinance declaring the intent to
collect the maximum increase of 1%. In situations where the IPD is less than 1% an additional resolution would need to be
adopted declaring a substantial need to collect over the IPD rate.
The City’s levy rate cannot exceed a shared $10.00 for every $1,000 of assessed value. The City’s portion of this shared
value cannot exceed $3.163 plus an additional $0.225 for Fireman’s pension. The City currently does not levy for Fireman’s
Pension. In 2025, the levy rate in the City of Port Angeles will be $1.60. There are many considerations and factors
included in the calculation of the levy rate; however, a simplistic way to determine the rate is to take the total amount
authorized by resolution plus any refunds, divide it by the assessed value and multiply by $1,000.
The assessed value and the levy rate are directly connected. As the assessed value goes up the levy rate comes down.
Likewise, as the assessed value goes down the levy rate comes up. This relationship keeps the levy rate from exceeding the
maximum 1% increase allowed by state law. The chart below shows historical and current assessed values and levy rates.
Page 61City of Port Angeles • 2025 Budget •
Sales Tax
Sales tax is the fourth largest source of general fund revenue for the City of Port Angeles. In 2025, the City expects to
receive $4.9 million in sales tax revenue. Sales tax is levied on the sale of consumer goods, except for prescription drugs
and food products consumed off the premises.
The total sales tax rate in Port Angeles starting January 1, 2025 will be 8.90%, with only 1.44% returning to the City of Port
Angeles, 0.3% of which is exclusively for the Transportation Benefit District, with 0.1% going toward Affordable Housing.
This means that the City receives 16% of the total sales tax collected and the state and other public agencies receive the
remaining 84%.
* The City receives 0.84% of the 1%, the County receives 0.15% and 0.01%
pays for State administrative charges.
Once the levy rate is determined, the amount of tax the City will collect can be determined through a simple formula.
Assessed value per every $1,000 x the levy rate
As an example when applying the 2025 levy rate of $1.60 to a home in the City with an assessed value of $250,000 would
mean the property tax collected by the City would be $400.00
250 x 1.60 = $400.00
The following charts show the historical levy rates and the taxes generated on a range of homes.
TAX
YEAR
REGULAR
LEVY
EXCESS
LEVY
TOTAL
LEVY
TAXES
ON A
$250,000
HOME
TAXES
ON A
$300,000
HOME
TAXES
ON A
$350,000
HOME
2020 2.30 0.00 2.30 575.00$ 690.00$ 805.00$
2021 2.21 0.00 2.21 552.50$ 663.00$ 773.50$
2022 2.02 0.00 2.02 505.00$ 606.00$ 707.00$
2023 1.73 0.00 1.73 432.50$ 519.00$ 605.50$
2024 1.63 0.00 1.63 407.50$ 489.00$ 570.50$
2025 1.60 0.00 1.60 400.00$ 480.00$ 560.00$
State, 6.5%
City, 1.00%
Clallam Transit
Authority, 0.60%
Criminal Justice
Fund, 0.10%
Emergency
Communications,
0.10%
Clallam County
Mental Health, 0.10%
Transportation
Benefit District,
0.30%
Juvenile & Family
Services, 0.10%Affordable Housing,
0.10%
SALES TAX DISTRIBUTION
Page 62City of Port Angeles • 2025 Budget •
Sales Tax Revenue Projection
Based on prior year results, revenue collection in 2024 and current collection trends including present economic and
inflationary conditions, projected tax collections for the 2025 Budget reflect a 6.8% increase of $310,400 over the
prior budgeted amount. This change considers one-time major construction related projects completed in 2024, or
that are anticipated in 2025. Historically, sales tax has grown in three major categories; Retail Trade, Construction
and Accommodation and Food Services. However, in recent years the City has seen a shift in spending across certain
categories. Online sales have seen a drastic increase in collection since the start of the 2020 year. This increase is partially
the result of the ruling in South Dakota v. Wayfair that determined States could charge tax on purchases made outside of
the State. Tax reporting to the City for online sales have seen growth each year since this ruling. In addition, as a result
of continued large construction projects in the City sales tax revenue collection in this category has remained high. The
graph that follows shows a historical analysis of sales tax by major category.
Utility Tax
Utility tax is the city’s third largest source of funding for general city services. Utilities charge taxes on gross operating
revenues at the following rates:
These rates are set by City Council with the exception of the electric
utility tax rate which is set by State regulations.
Sales Tax Revenue Projection
Based on prior year results and estimated results for 2014, projected tax collections for 2015 reflect a
modest increase of $41,000 over the prior budgeted amount.
Utility Tax
Utility tax is the city’s primary source of funding for general city services. Utilities charge taxes on gross
operating revenues at the following rates:
UTILITY PERCENTAGE OF REVENUES
Electric 6.00%
Water 10.00%
Wastewater 10.00%
Solid Waste Collection 10.00%
Solid Waste Transfer Station 8.00%
Stormwater 8.00%
Utility Tax Revenue Projection:
Utility tax revenue collections are anticipated to be $4.8 million, an increase of approximately 295,000.
The increase is based primarily on usage and utility rate adjustments. Solid Waste utility taxes will have a
larger increase as a result of rate adjustments necessary for the repayment of bonds issued for the Landfill
Bluff Stabilization project. A portion of utility tax revenues will be returned to the Solid Waste utility for
the payment of bonds.
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$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2018 2019 2020 2021 2022 2023 2024
SALES TAX BY CATEGORY
Retail Trade Construction Accommodation & Food Services
Wholesale Trade Manufacturing Other Services
Information
Plan Check Fees, $300,200
Leasehold Excise Tax,
$188,400
Cable TV Franchise Fee,
$135,400
Building Permits, $716,300
Sales Tax Criminal
Justice, $458,700
Liquor Excise Tax +
Profit, $284,300 Sales Tax-
combined,
$4,903,600
Telephone Tax, $264,700
Parks and Recreation Fees,
$364,500
City Utility Tax-
combined,
$5,221,400
Fire Permits,
$235,000
Opioid Settlement
Funding, $384,100
State Shared
Revenue,
$289,200
Property
Tax ,
$5,245,500
Federal/State
Grants,
$832,700
Investment Interest
Earned, $162,000
Police Licenses, $120,400
Interdepartmental
Charges for Services,
$6,237,100
Other
Revenues,
$467,000
Total
Revenues =
$26,792,700
Page 63City of Port Angeles • 2025 Budget •
Utility Tax Revenue Projection
Utility tax revenue collections are anticipated to be $5.2 million, or a 0.3% increase from the 2024 amended budget.
This was primarily the result of multi-year rates proposed for approval in the Water and Wastewater utilities. The 2025
Budget includes a 14.7% increase in the Water residential rate and 2.4% in the Wastewater rate. With commercial users
seeing similar increases. These increases were the result of increased costs to the City to operate these funds, particularly
in the personnel, professional service and supplies categories. Additionally, reductions are planned in Electric Utility tax
collection resulting from decreased revenue planned in 2025 from the City’s industrial electric customer.
The following chart shows a historical comparison of utility tax collection in the General Fund:
Other Major Revenue Sources
There are several other revenue sources in the General Fund. Some of these include fees for permits and licenses, and
charges from one fund to another, or interdepartmental charges for work performed by departments in the General Fund.
All estimated revenues in the General Fund are shown below.
YEAR ELECTRIC
UTILITY
WATER
UTILITY
WASTEWATER
UTILITY
SOLID WASTE
COLLECTIONS
SOLID WASTE
LANDFILL
STORMWATER
UTILITY
2025 Budget $1,407,600 $894,600 $1,156,000 $541,400 $940,100 $281,700
2024 Budget $1,787,100 $741,000 $1,042,500 $534,300 $821,500 $279,300
2023 $1,738,878 $829,780 $1,063,724 $417,585 $699,346 $246,286
2022 $1,628,729 $512,044 $686,150 $265,491 $740,924 $141,247
2021 $1,471,100 $680,600 $985,300 $325,600 $720,100 $208,800
2020 $1,442,939 $681,019 $963,805 $324,918 $728,012 $202,931
2019 $1,481,799 $715,435 $985,115 $338,077 $728,983 $186,767
% Change
2025 vs. 2024 -21.24% 20.73% 10.89% 1.33% 14.44% 0.86%
Page 64City of Port Angeles • 2025 Budget •
Internal support includes the following departments;
Finance, Legal, City Manager’s Office, Human
Resources, and City Council.
What does this mean to the Average Household?
Taxes collected by the City are distributed throughout the General Fund. The major taxes seen by most households are
sales tax, utility tax and property tax. Other items that households pay that do not go into the General Fund include
payments for utilities, however, a portion of the utility payment comes back to the City’s General Fund in the form of
utility taxes on gross operating revenues. This is discussed further in the utility tax section. The images below show
what an average household in Port Angeles pays to the City in taxes and costs for utility services, as well as what these
taxes support within the General Fund. On average households pay $4,100 in major taxes and utility services to the City
annually. All amounts shown are rounded estimates.
Charges for Services
Charges for services make up 23.2% of the General Fund’s revenues and are the primary source of General Fund revenue.
Within the General Fund departments charge other funds for work performed specifically for them. For example, a
Customer Service Representative (CSR) resides within the General Fund. However, the majority of the tasks performed
by a CSR are for the City’s utility funds; including posting, processing and answering questions about utility payments. As
a result, a portion of the CSR’s salary is charged back to each utility based on the volume of the billing and cash postings
for each individual utility. Each department and division in the General Fund has its own methodology for how these
charges are applied to the utility funds. Allocated amounts are updated each year as part of the budget process by updating
data used for the calculations with the previous years actuals and applying this to the budget projections for the new year.
GENERAL FUND TYPE
Criminal Justice 40.30%
Public Safety 19.80%
Parks & Recreation 18.80%
Community & Economic Development 1.90%
Public Works 7.80%
Internal Support 11.40%
Total 100.00%
Property Tax 173
Sales Tax 263
Electric 3156
Water 0.333333333
Wastewater 3.55
Solid Waste
Stormwater
Property Tax $700
Sales Tax $250
Utility Charges (including Utility Taxes)$3,100
44.2
$4,050
WHERE DO THE TAXES GO?
%
ALLOCATED
One residential unit
ASSUMPTIONS
$330,400 Assessed Value
$56,600 Median Income and $18,900 taxable purchases
1,300 KWH per month
450 Cubic feet of consumption per month
450 cubic feet per month
Every other week
Property Tax, $700
Sales Tax, $250
Utility Charges (including
Utility Taxes), $3,100
TOTAL ANNUAL HOUSEHOLD CHARGES
76.54%
-17.28%
GENERAL FUND TYPE
Criminal Justice 40.30%
Public Safety 19.80%
Parks & Recreation 18.80%
Community & Economic Development 1.90%
Public Works 7.80%
Internal Support 11.40%
Total 100.00%
Property Tax 173
Sales Tax 263
Electric 3156
Water 0.333333333
Wastewater 3.55
Solid Waste
Stormwater
Property Tax $700
Sales Tax $250
Utility Charges (including Utility Taxes)$3,100
44.2
$4,050
WHERE DO THE TAXES GO?
%
ALLOCATED
One residential unit
ASSUMPTIONS
$330,400 Assessed Value
$56,600 Median Income and $18,900 taxable purchases
1,300 KWH per month
450 Cubic feet of consumption per month
450 cubic feet per month
Every other week
Page 65City of Port Angeles • 2025 Budget •
2021
ACTUAL
2023
ACTUAL
Full-Time 8,775,237 9,120,044 9,784,565 11,296,500 12,522,100 10.8%
Part-Time 359,655 344,889 519,292 480,500 460,900 -4.1%
Overtime 478,481 656,467 665,228 548,600 444,900 -18.9%
Other Salaries & Wages 2,847 2,353 956 3,000 2,600 -13.3%
Total Salaries & Wages 9,616,220 10,123,753 10,970,041 12,328,600 13,430,500 22.4%
Retirement - LEOFF 465,178 492,587 507,323 499,500 523,500 4.8%
Retirement - PERS 580,302 540,797 581,434 655,300 744,500 13.6%
Workers Compensation 231,275 157,877 212,390 242,800 242,800 0.0%
Medical Insurance 1,628,136 1,749,123 1,840,518 2,019,500 2,155,800 6.7%
Other Benefits 762,557 860,520 937,207 1,065,300 1,133,700 6.4%
Total Benefits 3,667,448 3,800,904 4,078,872 4,482,400 4,800,300 17.7%
Office & Operating Supplies 471,858 606,909 683,006 722,600 661,400 -8.5%
Fuel 105,066 146,856 145,468 127,400 133,200 4.6%
Other Supplies 26,345 124,902 86,469 131,400 94,000 -28.5%
Total Supplies 603,269 878,667 914,943 981,400 888,600 -2.9%
Professional Services 2,426,119 1,960,610 1,818,554 2,436,100 746,700 -69.3%
Communication 205,882 167,709 215,161 224,000 343,100 53.2%
Travel & Training 128,353 190,260 163,591 248,600 228,800 -8.0%
Utilities 463,897 495,801 510,087 485,800 544,500 12.1%
Equipment Svcs - Operating/Repl.668,790 764,542 871,588 1,014,100 1,085,400 7.0%
PenCom User Fees 276,600 294,600 318,300 296,300 330,400 11.5%
IT Services 372,772 510,442 637,170 598,500 689,600 15.2%
Facility Insurance 340,100 302,300 368,000 388,000 459,200 18.4%
Repairs & Maintenance 92,472 157,683 137,059 226,000 228,400 1.1%
Façade Improvements - 30,000 35,704 50,000 - -100.0%
Other Charges for Services 343,608 410,236 740,106 273,400 349,100 27.7%
Total Charges for Services 5,318,593 5,284,183 5,815,320 6,240,800 5,005,200 -13.9%
Contracted Jail Services 894,395 950,742 1,041,063 1,087,900 1,127,100 3.6%
Transfers - Capital 1,452,600 720,400 935,000 2,342,500 418,000 -82.2%
Transfers - Debt Service 42,700 42,000 42,000 42,400 42,200 -0.5%
Transfers - Medic I Support 355,500 265,500 265,500 265,500 265,500 0.0%
Transfers - Street Operations 1,001,700 899,800 1,134,640 906,900 845,800 -6.7%
Transfers - Code Enforcement - 118,170 206,444 254,100 256,500 0.9%
Other Intergovernmental - 160 - - N/A
Total Intergovernmental 3,746,895 2,996,612 3,624,807 4,899,300 2,955,100 -18.5%
Debt Service - 3 6,002 - - N/A
Total Debt Service - 3 6,002 - - N/A
Capital Outlay - - - - - N/A
Total Capital - - - - - N/A
Interdepartmental Expense 49,754 12,991 13,033 - - N/A
Total Interfund Payments for Services 49,754 12,991 13,033 - - N/A
Total Operating Expenditures 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ 27,079,700$ 6.5%
GENERAL FUND
Expenditures by Category
2025
ADOPTED
BUDGET
%
VARIANCE
FROM 2024
EXPENDITURE DESCRIPTION
2024
BUDGET
AMEND. #3
2022
ACTUAL
General Fund Summary
Expenditures by Category
Page 66City of Port Angeles • 2025 Budget •
General Fund Summary
Expenditures by Department
City Council 57,490 60,046 67,685 187,800 98,500 -47.6%
Total City Council 57,490 60,046 67,685 187,800 98,500 45.5%
Administration 438,029 360,082 576,718 713,500 684,100 -4.1%
Human Resources 227,034 287,035 293,312 330,500 434,800 31.6%
City Clerk 214,971 333,319 329,310 336,300 354,300 5.4%
Total City Manager 880,034 980,436 1,199,340 1,380,300 1,473,200 22.8%
Planning 629,551 528,046 811,747 1,174,300 877,100 -25.3%
Building 241,289 260,918 266,732 459,200 586,900 27.8%
Economic Development 613,960 50,923 80,063 101,900 71,900 -29.4%
Total Community & Economic Dev.1,484,800 839,887 1,158,542 1,735,400 1,535,900 32.6%
Administration 778,165 867,176 997,971 1,069,400 1,193,900 11.6%
Accounting 905,492 968,818 998,093 1,141,700 1,196,600 4.8%
Customer Service 1,178,540 1,303,421 1,385,243 1,412,600 1,474,000 4.3%
Reprographics 36,911 14,877 42,262 46,600 49,500 6.2%
Total Finance 2,899,108 3,154,292 3,423,569 3,670,300 3,914,000 14.3%
Administration 250,776 250,420 243,746 236,900 319,200 34.7%
Intergovernmental 448,500 351,300 378,900 350,200 418,100 19.4%
Fire Suppression 1,360,930 1,529,941 1,550,624 1,605,000 1,754,200 9.3%
Fire Prevention 100,071 74,475 112,329 189,100 188,300 -0.4%
Training 124,708 85,673 116,941 121,300 117,300 -3.3%
Facilities 59,915 72,944 69,882 105,500 70,300 -33.4%
Total Fire 2,344,900 2,364,753 2,472,422 2,608,000 2,867,400 16.0%
General Legal Services 532,192 589,771 565,858 622,000 665,600 7.0%
Jail 894,396 950,742 1,041,063 1,087,900 1,127,100 3.6%
Total Legal 1,426,588 1,540,513 1,606,921 1,709,900 1,792,700 11.6%
Administration 325,271 295,527 464,520 345,300 486,800 41.0%
Senior Center 150,986 161,984 155,252 164,800 174,100 5.6%
Cemetery 153,410 195,910 153,465 206,700 203,600 -1.5%
Parks Maintenance 2,082,454 2,293,229 2,558,324 2,382,300 2,271,600 -4.6%
Facility Maintenance 612,183 485,004 563,369 668,400 718,800 7.5%
Recreation 19,533 185,161 217 - - N/A
Total Parks & Recreation 3,343,837 3,616,815 3,895,147 3,767,500 3,854,900 -1.0%
Administration 730,603 718,204 673,849 690,200 926,100 34.2%
Intergovernmental 323,200 447,720 648,544 688,200 669,300 -2.7%
Investigation 1,106,387 1,146,979 1,291,841 1,269,100 1,310,100 3.2%
Patrol 3,787,290 4,116,290 4,496,584 4,746,700 4,338,800 -8.6%
Volunteers 2,264 4,628 3,541 10,100 11,000 8.9%
Records 401,760 479,061 511,467 510,100 523,500 2.6%
Facilities 6,122 8,433 8,279 9,200 9,200 0.0%
Total Police 6,357,626 6,921,315 7,634,105 7,923,600 7,788,000 2.0%
Administration 1,986,745 2,080,229 2,666,931 2,644,000 2,994,800 13.3%
Support for CIP 23,000 71,000 161,000 129,000 130,000 0.8%
Telecommunications 31,542 28,712 26,401 32,800 32,800 0.0%
Total Public Works & Utilities 2,041,287 2,179,941 2,854,332 2,805,800 3,157,600 10.6%
Community Services 726,533 827,252 636,451 785,800 - -100.0%
Property Management 397,276 435,963 432,504 455,700 555,300 21.9%
Debt Service 42,700 42,000 42,000 42,400 42,200 -0.5%
Transfers 1,000,000 133,900 - 1,860,000 - -100.0%
Total Non-Departmental 2,166,509 1,439,115 1,110,955 3,143,900 597,500 -46.2%
Total Expenditures by Department 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ 27,079,700$ 6.5%
GENERAL FUND
Expenditures by Department & Division
EXPENDITURE DESCRIPTION
2025
ADOPTED
BUDGET
%
VARIANCE
FROM 2024
2023 ACTUAL2021 ACTUAL 2022 ACTUAL
2024
BUDGET
AMEND. #3
Page 67City of Port Angeles • 2025 Budget •
General Fund Summary
Expenditures by Department (Cont’d)
City Council 57,490 60,046 67,685 187,800 98,500 -47.6%Total City Council 57,490 60,046 67,685 187,800 98,500 45.5%Administration 438,029 360,082 576,718 713,500 684,100 -4.1%Human Resources 227,034 287,035 293,312 330,500 434,800 31.6%City Clerk 214,971 333,319 329,310 336,300 354,300 5.4%Total City Manager 880,034 980,436 1,199,340 1,380,300 1,473,200 22.8%Planning 629,551 528,046 811,747 1,174,300 877,100 -25.3%Building 241,289 260,918 266,732 459,200 586,900 27.8%Economic Development 613,960 50,923 80,063 101,900 71,900 -29.4%Total Community & Economic Dev.1,484,800 839,887 1,158,542 1,735,400 1,535,900 32.6%Administration 778,165 867,176 997,971 1,069,400 1,193,900 11.6%Accounting 905,492 968,818 998,093 1,141,700 1,196,600 4.8%Customer Service 1,178,540 1,303,421 1,385,243 1,412,600 1,474,000 4.3%Reprographics 36,911 14,877 42,262 46,600 49,500 6.2%Total Finance 2,899,108 3,154,292 3,423,569 3,670,300 3,914,000 14.3%Administration 250,776 250,420 243,746 236,900 319,200 34.7%Intergovernmental 448,500 351,300 378,900 350,200 418,100 19.4%Fire Suppression 1,360,930 1,529,941 1,550,624 1,605,000 1,754,200 9.3%Fire Prevention 100,071 74,475 112,329 189,100 188,300 -0.4%Training 124,708 85,673 116,941 121,300 117,300 -3.3%
Facilities 59,915 72,944 69,882 105,500 70,300 -33.4%
Total Fire 2,344,900 2,364,753 2,472,422 2,608,000 2,867,400 16.0%
General Legal Services 532,192 589,771 565,858 622,000 665,600 7.0%
Jail 894,396 950,742 1,041,063 1,087,900 1,127,100 3.6%
Total Legal 1,426,588 1,540,513 1,606,921 1,709,900 1,792,700 11.6%
Administration 325,271 295,527 464,520 345,300 486,800 41.0%
Senior Center 150,986 161,984 155,252 164,800 174,100 5.6%
Cemetery 153,410 195,910 153,465 206,700 203,600 -1.5%
Parks Maintenance 2,082,454 2,293,229 2,558,324 2,382,300 2,271,600 -4.6%
Facility Maintenance 612,183 485,004 563,369 668,400 718,800 7.5%
Recreation 19,533 185,161 217 - - N/A
Total Parks & Recreation 3,343,837 3,616,815 3,895,147 3,767,500 3,854,900 -1.0%
Administration 730,603 718,204 673,849 690,200 926,100 34.2%
Intergovernmental 323,200 447,720 648,544 688,200 669,300 -2.7%
Investigation 1,106,387 1,146,979 1,291,841 1,269,100 1,310,100 3.2%
Patrol 3,787,290 4,116,290 4,496,584 4,746,700 4,338,800 -8.6%
Volunteers 2,264 4,628 3,541 10,100 11,000 8.9%
Records 401,760 479,061 511,467 510,100 523,500 2.6%
Facilities 6,122 8,433 8,279 9,200 9,200 0.0%
Total Police 6,357,626 6,921,315 7,634,105 7,923,600 7,788,000 2.0%
Administration 1,986,745 2,080,229 2,666,931 2,644,000 2,994,800 13.3%
Support for CIP 23,000 71,000 161,000 129,000 130,000 0.8%
Telecommunications 31,542 28,712 26,401 32,800 32,800 0.0%
Total Public Works & Utilities 2,041,287 2,179,941 2,854,332 2,805,800 3,157,600 10.6%
Community Services 726,533 827,252 636,451 785,800 - -100.0%
Property Management 397,276 435,963 432,504 455,700 555,300 21.9%
Debt Service 42,700 42,000 42,000 42,400 42,200 -0.5%
Transfers 1,000,000 133,900 - 1,860,000 - -100.0%
Total Non-Departmental 2,166,509 1,439,115 1,110,955 3,143,900 597,500 -46.2%
Total Expenditures by Department 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ 27,079,700$ 6.5%
GENERAL FUNDExpenditures by Department & DivisionEXPENDITURE DESCRIPTION 2025 ADOPTED BUDGET % VARIANCE FROM 20242023 ACTUAL2021 ACTUAL 2022 ACTUAL 2024 BUDGET AMEND. #3
City Council 57,490 60,046 67,685 187,800 98,500 -47.6%
Total City Council 57,490 60,046 67,685 187,800 98,500 45.5%
Administration 438,029 360,082 576,718 713,500 684,100 -4.1%
Human Resources 227,034 287,035 293,312 330,500 434,800 31.6%
City Clerk 214,971 333,319 329,310 336,300 354,300 5.4%
Total City Manager 880,034 980,436 1,199,340 1,380,300 1,473,200 22.8%
Planning 629,551 528,046 811,747 1,174,300 877,100 -25.3%
Building 241,289 260,918 266,732 459,200 586,900 27.8%
Economic Development 613,960 50,923 80,063 101,900 71,900 -29.4%
Total Community & Economic Dev.1,484,800 839,887 1,158,542 1,735,400 1,535,900 32.6%
Administration 778,165 867,176 997,971 1,069,400 1,193,900 11.6%
Accounting 905,492 968,818 998,093 1,141,700 1,196,600 4.8%
Customer Service 1,178,540 1,303,421 1,385,243 1,412,600 1,474,000 4.3%
Reprographics 36,911 14,877 42,262 46,600 49,500 6.2%
Total Finance 2,899,108 3,154,292 3,423,569 3,670,300 3,914,000 14.3%
Administration 250,776 250,420 243,746 236,900 319,200 34.7%
Intergovernmental 448,500 351,300 378,900 350,200 418,100 19.4%
Fire Suppression 1,360,930 1,529,941 1,550,624 1,605,000 1,754,200 9.3%
Fire Prevention 100,071 74,475 112,329 189,100 188,300 -0.4%
Training 124,708 85,673 116,941 121,300 117,300 -3.3%
Facilities 59,915 72,944 69,882 105,500 70,300 -33.4%
Total Fire 2,344,900 2,364,753 2,472,422 2,608,000 2,867,400 16.0%
General Legal Services 532,192 589,771 565,858 622,000 665,600 7.0%
Jail 894,396 950,742 1,041,063 1,087,900 1,127,100 3.6%
Total Legal 1,426,588 1,540,513 1,606,921 1,709,900 1,792,700 11.6%
Administration 325,271 295,527 464,520 345,300 486,800 41.0%
Senior Center 150,986 161,984 155,252 164,800 174,100 5.6%
Cemetery 153,410 195,910 153,465 206,700 203,600 -1.5%
Parks Maintenance 2,082,454 2,293,229 2,558,324 2,382,300 2,271,600 -4.6%
Facility Maintenance 612,183 485,004 563,369 668,400 718,800 7.5%
Recreation 19,533 185,161 217 - - N/A
Total Parks & Recreation 3,343,837 3,616,815 3,895,147 3,767,500 3,854,900 -1.0%
Administration 730,603 718,204 673,849 690,200 926,100 34.2%
Intergovernmental 323,200 447,720 648,544 688,200 669,300 -2.7%
Investigation 1,106,387 1,146,979 1,291,841 1,269,100 1,310,100 3.2%
Patrol 3,787,290 4,116,290 4,496,584 4,746,700 4,338,800 -8.6%
Volunteers 2,264 4,628 3,541 10,100 11,000 8.9%
Records 401,760 479,061 511,467 510,100 523,500 2.6%
Facilities 6,122 8,433 8,279 9,200 9,200 0.0%
Total Police 6,357,626 6,921,315 7,634,105 7,923,600 7,788,000 2.0%
Administration 1,986,745 2,080,229 2,666,931 2,644,000 2,994,800 13.3%
Support for CIP 23,000 71,000 161,000 129,000 130,000 0.8%
Telecommunications 31,542 28,712 26,401 32,800 32,800 0.0%
Total Public Works & Utilities 2,041,287 2,179,941 2,854,332 2,805,800 3,157,600 10.6%
Community Services 726,533 827,252 636,451 785,800 - -100.0%
Property Management 397,276 435,963 432,504 455,700 555,300 21.9%
Debt Service 42,700 42,000 42,000 42,400 42,200 -0.5%
Transfers 1,000,000 133,900 - 1,860,000 - -100.0%
Total Non-Departmental 2,166,509 1,439,115 1,110,955 3,143,900 597,500 -46.2%
Total Expenditures by Department 23,002,179$ 23,097,113$ 25,423,018$ 28,932,500$ 27,079,700$ 6.5%
GENERAL FUND
Expenditures by Department & Division
EXPENDITURE DESCRIPTION
2025
ADOPTED
BUDGET
%
VARIANCE
FROM 2024
2023 ACTUAL2021 ACTUAL 2022 ACTUAL
2024
BUDGET
AMEND. #3
City of Port Angeles • 2025 Budget • Page 68
2025 Budget
The Departments that make up the General Fund are:
- The City Council- City Manager’s Office- Finance- Legal- Community and Economic Development- Police- Fire- Public Works & Utilities- Parks & Recreation- Non-Departmental
Page 70City of Port Angeles • 2025 Budget •
Legend
1
2
34
5 GOAL
Growth Management Land Use transportation
Utilities &Public Service Housing Conservation
CapitalFacilities EconomicDevelopment Parks &Recreation
StrategicPlan
Item’s that include these symbols display the link to the City’s Comprehensive Plan, or the Strategic plan. Elements of the
Comprehensive Plan are shown here and displayed in each departments key goals and accomplishments section thereby
linking these plans to budget priorities.
The Council shall work to enrich the quality
of life in Port Angeles; to build and maintain an inviting and secure community. We will reflect the priorities of our citizens and plan for the future while protecting our natural environment. We will be stewards of community resources, utilize sustainable practices, and work diligently to enhance the livability of Port Angeles.
Page 72City of Port Angeles • 2025 Budget •
City Council
CITY COUNCIL
KATE DEXTER
Mayor
NAVARRA CARR
Deputy Mayor
BRENDAN MEYER
AMY MILLER
LINDSEY SCHROMEN-
WAWRIN
ANDREW SCHWAB
LATRISHA SUGGS
Councilmembers
CITY COUNCIL
KATE DEXTER
Mayor
NAVARRA CARR
Deputy Mayor
BRENDAN MEYER
AMY MILLER
LINDSEY SCHROMEN-
WAWRIN
ANDREW SCHWAB
LATRISHA SUGGS
Councilmembers
NATHAN A. WEST
City Manager
NATHAN A. WEST
City Manager
BOARDS &
COMMISSIONS
BOARDS &
COMMISSIONS
BRIAN SMITH
Police Department
BRIAN SMITH
Police Department
DERRELL SHARP
Fire Department
DERRELL SHARP
Fire Department
SARINA CARRIZOSA
Finance Department
SARINA CARRIZOSA
Finance Department
COREY DELIKAT
Parks & Recreation
Department
COREY DELIKAT
Parks & Recreation
Department
WILLIAM BLOOR
Legal Department
WILLIAM BLOOR
Legal Department
CITIZENS OF PORT
ANGELES
CITIZENS OF PORT
ANGELES
SCOTT CURTIN
Public Works &
Utilities Department
SCOTT CURTIN
Public Works &
Utilities Department
Council – Extended Chart
CALVIN W.
GOINGS
Deputy City
Manager/
Community
Services
Department
CALVIN W.
GOINGS
Deputy City
Manager/
Community
Services
Department
ABBIGAIL
FOUNTAIN
Human Resources
ABBIGAIL
FOUNTAIN
Human Resources
KARI MARTINEZ-
BAILEY
City Clerk
KARI MARTINEZ-
BAILEY
City Clerk
Page 73City of Port Angeles • 2025 Budget •
Pictured left to right, back row: Navarra Carr (Deputy Mayor),
Amy Miller, Kate Dexter (Mayor), LaTrisha Suggs.
Front row: Lindsey Schromen-Wawrin, Brendan Meyer, Andrew Schwab.
Major Accomplishments in 2024
• Developed a new two-year strategic plan.
• Passed utility rates which disincentivize unoccupied residential and commercial buildings.
• Implemented a new revenue plan to for staff to pursue incorporating 6 new revenue measures.
• Initiated new fee waivers to promote housing.
• Awarded the Opioid Settlement Funds to the Operation Shielding Hope: Police & Fire Uniting Forces for a Safer
Community Attended the AWC Conference to receive training and engage with fellow city leaders from other
jurisdictions.
• Developed a 2024 list of legislative priorities and successful outreach to legislative bodies.
• Continued to partner with Clallam County to create a Joint Public Safety Facility.
• Adopted Legislation regarding Short Term Rentals in Port Angeles.
• Approved various appointments to Boards, Committees and Commissions, so that each
have full complement of members.
City Council
Department Summary
(Eric Neurath Photography)
Page 74City of Port Angeles • 2025 Budget •
• Adopted the 2025-2030 Capital Facilities Plan and Transportation Improvement Plan.
• Adopted the 2023 Clean Energy Implementation Plan.
• Accepted numerous grants to further City dollars.
Key Initiatives for 2025
• Ensure that everything we do considers strategic implementation principles including: Environment, Budget,
Equity and Relationships.
• Continue to work on facilitating the development of new housing units and preserve existing units.
• Continue to support the City’s Climate Resiliency efforts.
• Focused on implementing and enhancing multi-modal transportation.
• Build capacity of the city to better meet the community’s needs, invest in improvements, focus on improving
economic outcomes and maintain what we have.
• Prioritize focus on high performing relationships and partnerships.
• Enhance public safety and peace of mind in our community while promoting policies that create efficient
practices.
• Improve community health, wellness and resilience.
• Continued successful actions of the REdisCOVERY Program and Paramedicine Program.
• Continued efforts to work through Port Angeles Municipal Code changes.
• Stabilize utility resources for changing environments.
• Continue to improve the hybrid meeting approach to reach more residents.
• Adopt the 2025-2030 Capital Facilities Plan and Transportation Improvement Plan.
• Continue to partner with Clallam County to create a Joint Public Safety Facility.
• Continue the implementation of new revenue measures.
• Build capacity of the city to better meet the community’s needs, invest in improvements, focus on improving
economic outcomes and maintain what we have.
• Adopt the 2025 Comprehensive Plan.
Performance Measures for 2025CITY COUNCIL
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
CITY COUNCIL GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Dollars Leveraged through Community Partnerships 770,000 2,300,000 1,085,000 925,000 2,070,000 770,000
Dollars Contributed toward Community Partnerships 2,820,000 2,469,387 2,882,010 2,990,009 3,966,320 2,820,000
Percent of Family Income Spent on Housing and Utilities 30.0%Unavailable 43.0%Unavailable 43.0%30.0%
Percent Change Average Household Income 6.0%5.7%17.2%5.9%26.9 6.0%
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 254 244 283 316 281
Dollars Leveraged through Community Partnerships 2300000 1085000 925000 2070000 770000
Dollars Contributed toward Community Partnerships 2469386.94 2882009.82 2990008.85 3966319.53 2820000
Page 75City of Port Angeles • 2025 Budget •
City Council
Personnel Summary
City Council -- General Fund #001
$$%
2010
1.00 Mayor 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
6.00 Council Members 6.00 6.00 6.00 6.00 6.00 0.00 0.00%
7.00 TOTAL Authorized Positions 7.00 7.00 7.00 7.00 7.00 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00% 0.00% 0.00% 0.00%0.00%
2022
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
AUTHORIZED POSITIONS (FTE)
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
City Council
Revenue and Expenditure Summary
$$%2010
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
45,558 Charges for Goods & Svcs.16,411 20,207 39,129 69,300 80,900 11,600 16.74%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 858 - - - - - N/A
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
250,000 Other Financing Sources - - - - - - N/A
$295,558 TOTAL REVENUE 17,269$ 20,207$ 39,129$ 69,300$ $80,900 11,600 16.74%
Change from Prior Yr. $$(22,336)$ 2,938$ 18,922$ 30,171$
Change from Prior Year %-56.40%17.01%93.64%77.11%
$$%2010
$52,585 Salaries and Wages 48,000$ 48,000$ 47,450$ 75,000$ 68,400$ (6,600) -8.80%
0 Personnel Benefits 7,793 6,708 7,290 9,800 9,300 (500) -5.10%
3,150 Supplies 1,062 574 945 12,600 3,400 (9,200) -73.02%
14,357 Other Services & Charges 635 4,764 12,000 90,400 17,400 (73,000) -80.75%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
$70,092 TOTAL EXPENDITURES 57,490$ 60,046$ 67,685$ 187,800$ $98,500 (89,300) -47.55%
Change from Prior Yr. $$(6,454)$ 2,556$ 7,639$ 120,115$
Change from Prior Year %-10.09%4.45% 12.72% 177.46%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2024
BUDGET
AMEND. #3REVENUE
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
EXPENDITURES
2023
ACTUAL
2023
ACTUAL
Revenues
City Council revenues are received as an allocation of services rendered, or charges for services to other funds/departments.
These charges are based on Council agenda items per department and will fluctuate from year to year.
Page 76City of Port Angeles • 2025 Budget •
Council20242025
Salaries75,000$ 68,400$
Employee Benefits9,800$ 9,300$
Supplies12,600$ 3,400$
Travel & Training10,000$ 10,000$
Professional Services4,600$ 4,600$
100.000
Supplies, $12,600
Supplies, $3,400
Travel & Training,
$10,000
Travel & Training,
$10,000
Professional
Services,
$4,600
Professional
Services,
$4,600
$- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000
2024
2025
Supplies Travel & Training Professional Services
City Council
Common Expenditures comparison
Professional Services include facilitation for strategic planning.
$$%2010 Taxes -$ -$ -$ -$ -$ - N/ALicenses & Permits - - - - - - N/AIntergovt. Revenue - - - - - - N/A45,558 Charges for Goods & Svcs.16,411 20,207 39,129 69,300 80,900 11,600 16.74%Fines & Penalties - - - - - - N/AMiscellaneous Revenue 858 - - - - - N/A
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
250,000 Other Financing Sources - - - - - - N/A
$295,558 TOTAL REVENUE 17,269$ 20,207$ 39,129$ 69,300$ $80,900 11,600 16.74%
Change from Prior Yr. $$(22,336)$ 2,938$ 18,922$ 30,171$
Change from Prior Year %-56.40%17.01%93.64%77.11%
$$%2010
$52,585 Salaries and Wages 48,000$ 48,000$ 47,450$ 75,000$ 68,400$ (6,600) -8.80%
0 Personnel Benefits 7,793 6,708 7,290 9,800 9,300 (500) -5.10%
3,150 Supplies 1,062 574 945 12,600 3,400 (9,200) -73.02%
14,357 Other Services & Charges 635 4,764 12,000 90,400 17,400 (73,000) -80.75%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
$70,092 TOTAL EXPENDITURES 57,490$ 60,046$ 67,685$ 187,800$ $98,500 (89,300) -47.55%
Change from Prior Yr. $$(6,454)$ 2,556$ 7,639$ 120,115$
Change from Prior Year %-10.09%4.45% 12.72% 177.46%
2022 ACTUAL
2022
ACTUAL
2021ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2024 BUDGET AMEND. #3REVENUE VARIANCE FROM 2024 BUDGET AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2025 ADOPTED BUDGET
EXPENDITURES
2023 ACTUAL
2023
ACTUAL
Expenditures
In May 2023, City Council passed an ordinance to increase City Council’s monthly compensation as follows: Mayor;
$1,300, Deputy Mayor; $1,200, and Council Members $1,100 effective January 1, 2024. The new rates will apply only to
newly elected members. In 2025, three council positions include this new rate. Remaining Council positions will recieve
the increased compensation after the next election.
The City Manager’s Office exists to uphold public
trust, provide fiscal accountability and implement directives and policies at the direction of the City Council. Our mission is to build confidence among citizens and employees by providing support, leadership, and participatory government that enhances the quality of life and sense of community for all who live in Port Angeles.
Page 78City of Port Angeles • 2025 Budget •
City Manager’s Office
CITY MANAGER
CITY MANAGER
COMMUNITY &
ECONOMIC
DEVELOPMENT
DEPARTMENT
COMMUNITY &
ECONOMIC
DEVELOPMENT
DEPARTMENT
FINANCE
DEPARTMENT
FINANCE
DEPARTMENT
LEGAL
DEPARTMENT
LEGAL
DEPARTMENT
FIRE
DEPARTMENT
FIRE
DEPARTMENT
CITY CLERK
CITY CLERK
HUMAN RESOURCES
DIVISION
HUMAN RESOURCES
DIVISION
PUBLIC
WORKS &
UTILITIES
DEPARTMENT
PUBLIC
WORKS &
UTILITIES
DEPARTMENT
PARKS &
RECREATION
DEPARTMENT
PARKS &
RECREATION
DEPARTMENT
POLICE
DEPARTMENT
POLICE
DEPARTMENT
City Manager’s Office Department
DEPUTY CITY
MANAGER/
DIRECTOR OF
COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/
DIRECTOR OF
COMMUNITY
SERVICES
INFORMATION
TECHNOLOGY
DIVISION
INFORMATION
TECHNOLOGY
DIVISION
Major Accomplishments in 2024
• Delivered to Council a balanced 2025 Budget.
• Completed over 150 casework items to ensure responsiveness to all complaints.
• Facilitated the implementation of a new two-year Strategic Plan.
• Identified and reviewed the feasibility of multiple properties for the Housing Pipeline Pilot Project.
• Designed, authored, and published a quarterly community newsletter.
• Facilitated early recruitment efforts for City Boards, Committees and Commission advisory groups.
• Fulfilled approximately 274 requests for public records.
• Added 14 new positions to City staff.
• Filled 26 positions city-wide.
• Continued a comprehensive review of the City’s municipal code.
• Redesigned and updated the onboarding/offboarding and Personal action forms.
• Coordinated media and public communications during emergent events, such as winter storms, public safety
incidents, and utility outages.
• Enhanced website by improving organization and visual presentation for several webpages, and by implementing
regular content updates for multiple departments/divisions.
• Supported City departments by coordinating, writing and/or proofreading messaging, correspondence, and
other content for print, web, and broadcast.
• Helped achieve cost savings by assisting with branding, design work, and public engagement efforts for projects
such as the Short-Term Lodging Ordinance, Comprehensive Plan Periodic Update, and Mobile and Itinerate
Vendors code Amendment.
• Finalized an administrative social media policy and user guide.
• Expanded City of Port Angeles social media presence, achieving a 205% increase in LinkedIn followers and 32%
increase in Facebook followers, while leading the City’s social media committee.
• Developed a guide for departmental use of the City logo.
• Supported internal communications with regular intranet updates and monthly newsletters
for both City Council and staff.
• Supported the successful development and coordination of a large-scale, multi-speaker
presentation event.
• Created a Standard Operating Procedure for Email and Electronic
Message Retention.
Page 79City of Port Angeles • 2025 Budget •
• Created a standardized guide for Boards & Commission Clerks.
• Implemented the Diversity, Equity & Inclusion (DEI) program based on goals developed by the DEI Committee.
• Partnered with the Community and Economic Development Department to apply for the 2024-2025 Paper to
Digital Washington State Department of Commerce Grant.
• Applied for the 2024 Records Grant through the Washington State Archives.
• Implemented records management improvements, training, documentation, and governance to create
efficiencies and reduce risk to the City.
• HR in coordination with Finance began to build the Payroll and Human Capital Management platforms for the
Tyler/Munis Enterprise Resource Planning (ERP).
• Initiated a disincentive program for unoccupied residential and commercial buildings.
Key Initiatives for 2025
• Establish a constant demonstration of innovation in all City work products and outcomes.
• Provide ample opportunity for internal professional development and prepare all levels of the organization for
succession.
• Facilitate the implementation of a new two-year Strategic Plan.
• Present Council with a balanced Budget for 2026.
• Continue to develop high-performing and consistent communication with State and Federal delegation on the
City’s Legislative Priorities.
• Prioritize the facilitation of new housing units and long-term solutions to end homelessness.
• Continue support for the successful enhancement of Commercial Districts including Downtown, Uptown, and
west Port Angeles.
• Design and implement a Standard Operating Procedure for numerous topics.
• Focus on building City capacity by stabilizing revenue and reducing Capital backlog.
• Continue to work on filling vacant positions within the City and strategize on how to recruit and retain for
difficult-to-fill positions.
• Continue with the City’s Wellness Program and meet AWC participation goals.
• Collaborate with staff and external organizations to enhance emergency communication procedures.
• Initiate the implementation of the City’s Housing Pipeline Pilot.
• Plan and strategize monthly local media advertisements to enhance visibility and engagement.
• Explore and implement alternative(s) for the community newsletter.
• Continue to write and publish newsletters for an internal audience.
• Continue to support City departments by assisting in the design, developing and publishing messaging,
correspondence, and other content for print, web, and broadcast.
• Continue to develop and implement a formal policy for website management.
• Research and implement disincentives for vacant properties.
• Enhance the website and social media with a focus on ADA compliance.
• Implement Standard Operating Procedure for City Social Media Management.
• Utilize Monsido solutions to ensure the City website is ADA compliant.
• Continue to build relationships with local and Seattle-area press/media.
• Formalize city logo usage guide through the development of a Standard Operating Procedure.
• Collaborate with the IT Division to implement Standard Operating Procedures for Email and Electronic Message
Retention and Electronic Records and develop training guides to ensure consistency.
• Refine a Public Record Request training for all staff.
• Work with departments to establish records retention schedules.
• Maintain a constant focus on improving employee morale and organizational culture.
• Implement contract routing process for improved record retention.
• Continue to implement records management improvements training, documentation, and governance to create
efficiencies and reduce risk to the City.
• Implement cost savings and service upgrades to the City’s current records software system.
• Improve public trust and city transparency by upgrading website/records repository and
providing public access to more city records.
• Apply for 2025 Records Grant through the Secretary of State for Digital Imaging.
Page 80City of Port Angeles • 2025 Budget •
City Manager’s Office Services
The City Manager ensures that all Council policies
and directives are carried out and coordinates the work
of all City departments and employees. Duties include
acting as liaison between the City Council, advisory
boards/committees, and City staff; preparing regular and
special management reports; processing citizen inquiries
and service requests; working with media for public
relations and information purposes; working with other
governmental agencies; representing the City at meetings
and conferences; and serving on committees.
The Human Resources division handles all personnel
issues including labor relations, classification of positions,
recruitment, and testing for vacancies. This division also
manages the City’s self-insurance program which includes
medical, dental and visions insurance; life and disability
insurance; workers’ compensation; liability and property
insurance; safety and wellness programs; and claims
investigation. The insurance programs are funded through
the Self Insurance Internal Service Fund.
The City Clerk manages the statutory provisions of the
office of the City Clerk and serves as the City Records
Manager and Public Records Officer. Duties include
implementing records management requirements as
specified by State law; maintaining legislative history
and permanent City documents; providing official City
information and records to the public and other agencies;
preparing the Council agenda and materials for Council
meetings; recording and preparation of City Council and
other committee minutes; monitoring compliance with
various regulations; administering business licenses; and
providing administrative support to the City Manager.
Performance Measures for 2025CITY MANAGER'S OFFICE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
CITY MANAGER'S OFFICE GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Number of Staffing Vacancies -28 14 34 17 8
Number of Employees Citywide 300 254.77 271.50 280.50 297.00 299.50
Number of Completed Education Courses, Certifications or Endorsements 250 254 244 283 316 281 This will be pulled and reported here for all departments.
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 5 5 5 5 5
Dollars Leveraged through Community Partnerships
Dollars Contributed toward Community Partnerships
Page 81City of Port Angeles • 2025 Budget •
CITY MANAGER
CITY MANAGER
HUMAN
RESOURCES
DIRECTOR
HUMAN
RESOURCES
DIRECTOR
HUMAN
RESOURCES
SPECIALIST
.50
HUMAN
RESOURCES
SPECIALIST
.50
CITY CLERK
CITY CLERK
ADMINISTRATIVE
ASSISTANT
ADMINISTRATIVE
ASSISTANT
ADMINISTRATIVE/
PUBLIC
RELATIONS
ADMINISTRATIVE/
PUBLIC
RELATIONS
HUMAN
RESOURCES
HUMAN
RESOURCES
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
City Manager’s Office Personnel
COMMUNITY
SERVICES
COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/
DIRECTOR OF
COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/
DIRECTOR OF
COMMUNITY
SERVICES
COMMUNITY &
ECONOMIC
DEVELOPMENT
COMMUNITY &
ECONOMIC
DEVELOPMENT
CITY HALL
ATTENDANT
CITY HALL
ATTENDANT
COMMUNICATIONS
& RECORD
MANAGEMENT
COORDINATOR
COMMUNICATIONS
& RECORD
MANAGEMENT
COORDINATOR
City Manager’s Office
Personnel Summary
City Manager -- General Fund #001
$$%2010
1.00 City Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
0.00 Deputy City Manager 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Communications Specialist 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
City Hall Front Desk Attendant 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
Human Resources Manager 1.00 1.00 1.00 1.00 0.00 (1.00)-100.00%
Human Resources Director 0.00 0.00 0.00 0.00 1.00 1.00 100.00%
1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Human Resources Specialist 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 4.50 5.50 7.50 7.50 7.50 0.00 0.00%
Change from Prior Yr. #0.00 1.00 2.00 0.00 0.00
Change from Prior Year %0.00%22.22%36.36%0.00%0.00%
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
424,168 Intergovt. Revenue - 19,600 - - - - N/A
0 Charges for Goods & Svcs.571,740 437,257 599,762 551,300 670,600 119,300 21.64%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - 144 - - - - N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$424,168 Other Financing Sources - - - - 38,400 38,400 N/A
TOTAL REVENUE 571,740$ 457,001$ 599,762$ 551,300$ $709,000 157,700 28.61%
Change from Prior Yr. $$70,366$ (114,739)$ 142,761$ (48,462)$
Change from Prior Year %14.03%-20.07%31.24%-8.08%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
AUTHORIZED POSTIONS
REVENUE
2023
ACTUAL
2023
ACTUAL
Significant Changes: In 2025, the Human Resources Manager was reclassified as a
Human Resources Director. No resulting increase or decrease to overall personnel occurred
as a result of this change.
Note: The Information Technology Division and the Community and Economic Development
Department are tracked in a separate fund and as a result personnel, revenue and expenses
from this division are not shown here.
Page 82City of Port Angeles • 2025 Budget •
City Manager’s Office
Revenue & Expenditures Summary
City Manager -- General Fund #001
$$%2010
1.00 City Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
0.00 Deputy City Manager 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Communications Specialist 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
City Hall Front Desk Attendant 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
Human Resources Manager 1.00 1.00 1.00 1.00 0.00 (1.00)-100.00%
Human Resources Director 0.00 0.00 0.00 0.00 1.00 1.00 100.00%
1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Human Resources Specialist 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 4.50 5.50 7.50 7.50 7.50 0.00 0.00%
Change from Prior Yr. #0.00 1.00 2.00 0.00 0.00
Change from Prior Year %0.00%22.22%36.36%0.00%0.00%
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
424,168 Intergovt. Revenue - 19,600 - - - - N/A
0 Charges for Goods & Svcs.571,740 437,257 599,762 551,300 670,600 119,300 21.64%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - 144 - - - - N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$424,168 Other Financing Sources - - - - 38,400 38,400 N/A
TOTAL REVENUE 571,740$ 457,001$ 599,762$ 551,300$ $709,000 157,700 28.61%
Change from Prior Yr. $$70,366$ (114,739)$ 142,761$ (48,462)$
Change from Prior Year %14.03%-20.07%31.24%-8.08%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024 BUDGET
AMEND. #3
VARIANCE FROM 2024 BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2025 ADOPTED
BUDGET
AUTHORIZED POSTIONS
REVENUE
2023
ACTUAL
2023
ACTUAL
Revenues
The City Manager’s Office receives revenues as an allocation of services rendered, or charges for services to other funds/
departments. Examples of methods used to determine this allocation include; the number of City employees, the amount
of public records requests processed for each fund and time spent related to projects and services of the City.
2010 $$%
$225,353
61,316 Salaries and Wages 447,093$ 567,127$ 746,352$ 850,000$ 972,200$ 122,200 14.38%
5,370 Personnel Benefits 182,796 200,204 241,522 270,300 320,300 50,000 18.50%
47,311 Supplies 16,080 17,029 27,367 28,200 18,500 (9,700) -34.40%
0 Other Services & Charges 234,065 196,076 184,099 231,800 162,200 (69,600) -30.03%
0 Intergovmt/Interfund Svcs - - - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$339,350 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 880,034$ 980,436$ 1,199,340$ 1,380,300$ $1,473,200 92,900 6.73%
Change from Prior Yr. $$73,359$ 100,402$ 218,904$ 180,960$
Change from Prior Year %9.09% 11.41% 22.33% 15.09%
2022
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
EXPENDITURES
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Expenditures
Increased expenses in the City Manager’s Office include temporary capacity to assist with the implementation of the City’s
Enterprise Resource System. The decrease in services and charges is attributed to one-time professional service fees for
City code updates that are not planned for in the 2025 Budget, however any unspent funding for the code re-envisioning
project will be carried into the 2025 Budget in the first quarter of the year.
Page 83City of Port Angeles • 2025 Budget •
City Manager’s Office
Common Expenditures comparison
Professional Services include consultants for significant code changes.
Repairs and Maintenance include yearly maintenance for the City’s website services and public records platform.
Overtime,
$1,000
Overtime,
$1,000
Supplies, $4,000
Supplies, $4,000
Travel & Training,
$14,600
Travel & Training, $19,500
Professional Services,
$64,700
Professional Services, $67,200
Equipment Services, $400
Equipment Services, $-
Communication
Expenses, $14,900
Communication
Expenses, $16,300
So
f
t
w
a
r
e
,
$1
6
,
5
0
0
So
f
t
w
a
r
e
,
$1
6
,
5
0
0
$- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000
2024
2025
Overtime Supplies Travel & Training Professional Services Equipment Services Communication Expenses Software
City of Port Angeles • 2025 Budget • Page 84
2025 Budget
The goal of the Finance Department is to
manage the City’s financial affairs and provide professional, knowledgeable, and courteous service to City employees and customers.
Page 86City of Port Angeles • 2025 Budget •
Finance Department
FINANCE
FINANCE
FINANCIAL
ANALYSIS
FINANCIAL
ANALYSIS
FINANCIAL
SOFTWARE SUPPORT
FINANCIAL
SOFTWARE SUPPORT
CENTRAL
SWITCHBOARD
CENTRAL
SWITCHBOARD
CASH
MANAGEMENT
CASH
MANAGEMENT
MAIL SERVICES
MAIL SERVICES
PAYROLL
PAYROLL
CAPITAL PROJECTS
ACCOUNTING
CAPITAL PROJECTS
ACCOUNTING
COPY SERVICES
COPY SERVICES
BUDGETING
BUDGETING
DEBT MANAGEMENT
& INVESTMENTS
DEBT MANAGEMENT
& INVESTMENTS
REPROGRAPHICS
REPROGRAPHICS
ADMINISTRATION
ADMINISTRATION
UTILITY BILLING
UTILITY BILLING
FINANCIAL
REPORTING
FINANCIAL
REPORTING
ACCOUNTS PAYABLE
& RECEIVABLE
ACCOUNTS PAYABLE
& RECEIVABLE
CUSTOMER SERVICE
CUSTOMER SERVICE
ACCOUNTING
ACCOUNTING
COLLECTIONS
COLLECTIONS
CASHIERING
CASHIERING
COST OF SERVICE
ANALYSIS
COST OF SERVICE
ANALYSIS
Finance
Division
LONG-RANGE
FINANCIAL
PLANNING
LONG-RANGE
FINANCIAL
PLANNING
Major Accomplishments in 2024
• Prepared the 2023 Annual Comprehensive Financial Report (ACFR), 2025 Budget and 2025 – 2030 Capital
Facilities Plan (CFP) and Transportation Improvement Plan (TIP) documents.
• Processed 5,231 journal entries, 120,171 customer transactions, 26 payroll cycles for over 250 employees, 3,868
accounts payable transactions, and $4,216,240 in billing requests to -date.
• Updated the Water and Wastewater Cost of Service Analysis to present rates for adoption for a two-year period
2025 – 2026.
• Submitted the 2023 Annual Reports to the Government Finance Officer’s Association (GFOA) for consideration
of an award for excellence in reporting.
• Continued to work with all City departments to implement replacement of the City’s aging Enterprise Reporting
System (ERP) with a system that will meet current staffing, security and customer needs.
• Received a GFOA award for excellence in reporting on the City’s 2023 Annual Financial Report.
• Received a GFOA award for excellence in budgeting on the City’s 2024 Budget.
• Continue to provide past due utility relief for residents and businesses.
• Administered, tracked and reported American Rescue Plan Act (ARPA) grants to community partners.
• Implemented GASB Standard 96 - IT leases to track, report and account for subscription based IT services.
• Updated the Affordability Index
Key Initiatives for 2025
• Prepare the 2026 Budget, the 2026 – 2031 Capital Facilities plan and Transportation Improvement
• plan and the 2024 Annual Report documents and submit them for approval by City Council.
• Submit the 2024 Annual Comprehensive Financial Report and 2025 Budget for the GFOA award.
• Update the Long-Range Financial Plan.
• Work with all City departments to complete the implementation for Phases 1 - Financials,
• 2- HR/Payroll, 3- Cashiering and 4- Utility Billing of the City’s ERP system.
• Review and update the City’s Financial policies to incorporate changing
• governmental accounting standards.
• Update the Electric, Stormwater and Solid Waste Collections and Transfer Station Cost of Service Analysis to
present rates for adoption for a two-year period 2026 – 2027 as well as the three year rates for the 2026-2028
Medic 1 utility rates.
Performance Measures for 2025
Page 87City of Port Angeles • 2025 Budget •
Finance Department Services
The administration division in the finance department
oversees and directs all finance functions, including
budgeting, accounting, debt and cash management,
financial planning, and customer services. This division
also includes finance software support, and budget
preparation and publication.
The accounting division provides financial
services including accounting, accounts payable,
accounts receivable, payroll, utility billing, general
ledger, investments, capital projects accounting, debt
management, and cash management. This division
provides financial and budgetary reports and is
responsible for the preparation of the budget, the annual
comprehensive financial report, cost of service studies
used to set rates and capital planning and budgeting.
Customer service provides centralized cashiering, meter
reading, utility billing, credit and collection and customer
service in support of the City’s utilities. Additionally,
central switchboard operations are the responsibility of
this division.
The reprographics division provides assistance in
running large copy jobs, delivering packages, picking up
and dropping off mail to the post office. Additionally, this
division assists in preparing various mailings by folding
and stuffing envelopes and posts the daily mail.
TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
FINANCE DEPARTMENT GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Number of Grants Reported in the Comprehensive Annual Financial Reports 45 27 27 26 48 45
Number of Funds Meeting Fund Balance Requirements 31 31 30 30 30 31
Number of Customer Service Calls Answered 63,500 62,172 63,429 63,279 63,872 63,500
Number of Funds Meeting Budget Expectations 31 31 30 30 30 31
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 35 31 38 22 35
Dollars Leveraged through Community Partnerships 400000 400000 350000 350000 350000
Dollars Contributed toward Community Partnerships 1,249,386.94 1,626,809.82 1,770,008.85 2,851,319.53 1650000 Inclues 172 and 101 funds
Finance Department -- General Fund #001
2010 $$%
1.00
1.00 Finance Director 1.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Sr. Financial Systems Analyst 1.00 0.00 0.00 0.00 0.00 - N/A
Financial Systems Analyst 0.00 1.00 1.00 1.00 1.00 - 0.00%
Capital Accountant 0.00 1.00 1.00 1.00 1.00 - 0.00%
Cost Accountant 0.00 1.00 1.00 1.00 1.00 - 0.00%
Budget Officer 0.00 1.00 1.00 1.00 1.00 - 0.00%
Financial Accountant 0.00 1.00 1.00 1.00 1.00 - 0.00%
4.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 - 0.00%
Management Accountant 2.00 0.00 0.00 0.00 0.00 - N/A
Cost & Capital Accountant 1.00 0.00 0.00 0.00 0.00 - N/A
1.00 Financial Analyst 1.00 0.00 0.00 0.00 0.00 - N/A
1.40 Accountant 1.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 - 0.00%
1.00 Payroll Specialist 1.00 0.00 0.00 0.00 0.00 - N/A
Payroll Technician 0.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Customer Services Manager 1.00 1.00 1.00 1.00 1.00 - 0.00%
3.00 Customer Services Leadworker 0.00 1.00 1.00 1.00 1.00 - 0.00%
3.00 Customer Services Representative 3.00 2.00 2.00 2.00 2.00 - 0.00%
1.00 Meter Reader I, II & III 3.00 3.00 3.00 3.00 3.00 - 0.00%
1.00 Utility Services Coordinator 1.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Utility Billing Specialist 1.00 1.00 1.00 1.00 1.00 - 0.00%
21.40 Part time Customer Services Rep.0.80 0.80 0.80 0.80 0.80 - 0.00%
TOTAL Authorized Positions 20.80 20.80 20.80 20.80 20.80 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00% 0.00% 0.00% 0.00%0.00%
2022
ACTUAL
2021
ACTUAL
AUTHORIZED POSITIONS (FTE)
2024
BUDGET
AMEND. #3
2023
ACTUAL
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
Page 88City of Port Angeles • 2025 Budget •
FINANCE
DIRECTOR
FINANCE
DIRECTOR
ADMINISTRATIVE
ANALYST
ADMINISTRATIVE
ANALYST
ACCOUNTING
TECHNICIAN II
ACCOUNTING
TECHNICIAN II
FINANCIAL
SYSTEMS ANALYST
FINANCIAL
SYSTEMS ANALYST
CUSTOMER
SERVICE MANAGER
CUSTOMER
SERVICE MANAGER
ACCOUNTANT
ACCOUNTANT
FINANCIAL
ACCOUNTANT
FINANCIAL
ACCOUNTANT
CUSTOMER
SERVICE
CUSTOMER
SERVICE
ACCOUNTING
ACCOUNTING
ACCOUNTING
TECHNICIAN II
ACCOUNTING
TECHNICIAN II
BUDGET
OFFICER
BUDGET
OFFICER
Finance Personnel
PAYROLL
TECHNICIAN
PAYROLL
TECHNICIAN
COST
ACCOUNTANT
COST
ACCOUNTANT
CUSTOMER
SERVICE REP I
CUSTOMER
SERVICE REP I
UTILITY
SERVICES
COORDINATOR
UTILITY
SERVICES
COORDINATOR
CUSTOMER
SERVICE REP I
.40
CUSTOMER
SERVICE REP I
.40
METER READER
III
METER READER
III
CUSTOMER
SERVICE
LEADWORKER
CUSTOMER
SERVICE
LEADWORKER
METER READER
III
METER READER
III
METER READER I
METER READER I
CUSTOMER
SERVICE REP I
CUSTOMER
SERVICE REP I
UTILITY BILLING
SPECIALIST
UTILITY BILLING
SPECIALIST
CAPITAL
ACCOUNTANT
CAPITAL
ACCOUNTANT
METER READER I
.40
METER READER I
.40
Finance Department
Personnel Summary
Page 89City of Port Angeles • 2025 Budget •
Finance Department
Revenues & Expenditures Summary
Expenditures
Revenues
2010 $$%
########
159,039 Taxes 14,744,216$ 14,567,848$ 15,809,228$ 15,875,100$ 15,907,200$ 32,100 0.20%
250,474 Licenses & Permits 120,080 148,481 135,817 161,600 136,400 (25,200) -15.59%
1,757,168 Intergovt. Revenue 448,812 472,289 355,607 353,400 395,000 41,600 11.77%
0 Charges for Goods & Svcs.1,891,545 2,021,931 2,310,059 2,569,300 2,608,400 39,100 1.52%
174,096 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (46,283) (665,907) 593,317 174,300 204,100 29,800 14.60%
0 Prop./Trust Income - - - - - - N/A
198,135 Non-Revenues - - - - - - N/A
########Other Financing Sources - - - - - - N/A
TOTAL REVENUE 17,158,370$ 16,544,642$ 19,204,028$ 19,133,700$ $19,251,100 117,400 0.61%
Change from Prior Yr. $$643,235$ (613,728)$ 2,659,386$ (70,328)$
Change from Prior Year %3.89%-3.58%16.07%-0.37%
2010 $$%
$1,189,536
415,538 Salaries and Wages 1,451,542$ 1,500,221$ 1,520,131$ 1,752,200$ 1,856,000$ 103,800 5.92%
28,896 Personnel Benefits 593,835 632,086 642,420 725,900 772,900 47,000 6.47%
545,746 Supplies 35,229 37,456 97,800 48,400 50,400 2,000 4.13%
13,875 Other Services & Charges 818,502 984,526 1,157,056 1,143,800 1,234,700 90,900 7.95%
0 Intergovmt/Interfund Svcs - 160 - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - 5,909 - - - N/A
0 Debt Service: Interest - 3 93 - - - N/A
$2,193,591 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,899,108$ 3,154,292$ 3,423,569$ 3,670,300$ $3,914,000 243,700 6.64%
Change from Prior Yr. $$111,725$ 255,184$ 269,277$ 246,731$
Change from Prior Year %4.01% 8.80% 8.54% 7.21%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2010 $$%
########
159,039 Taxes 14,744,216$ 14,567,848$ 15,809,228$ 15,875,100$ 15,907,200$ 32,100 0.20%
250,474 Licenses & Permits 120,080 148,481 135,817 161,600 136,400 (25,200) -15.59%
1,757,168 Intergovt. Revenue 448,812 472,289 355,607 353,400 395,000 41,600 11.77%
0 Charges for Goods & Svcs.1,891,545 2,021,931 2,310,059 2,569,300 2,608,400 39,100 1.52%
174,096 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (46,283) (665,907) 593,317 174,300 204,100 29,800 14.60%
0 Prop./Trust Income - - - - - - N/A
198,135 Non-Revenues - - - - - - N/A
########Other Financing Sources - - - - - - N/A
TOTAL REVENUE 17,158,370$ 16,544,642$ 19,204,028$ 19,133,700$ $19,251,100 117,400 0.61%
Change from Prior Yr. $$643,235$ (613,728)$ 2,659,386$ (70,328)$
Change from Prior Year %3.89%-3.58%16.07%-0.37%
2010 $$%
$1,189,536
415,538 Salaries and Wages 1,451,542$ 1,500,221$ 1,520,131$ 1,752,200$ 1,856,000$ 103,800 5.92%
28,896 Personnel Benefits 593,835 632,086 642,420 725,900 772,900 47,000 6.47%
545,746 Supplies 35,229 37,456 97,800 48,400 50,400 2,000 4.13%
13,875 Other Services & Charges 818,502 984,526 1,157,056 1,143,800 1,234,700 90,900 7.95%
0 Intergovmt/Interfund Svcs - 160 - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - 5,909 - - - N/A
0 Debt Service: Interest - 3 93 - - - N/A
$2,193,591 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,899,108$ 3,154,292$ 3,423,569$ 3,670,300$ $3,914,000 243,700 6.64%
Change from Prior Yr. $$111,725$ 255,184$ 269,277$ 246,731$
Change from Prior Year %4.01% 8.80% 8.54% 7.21%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
All major tax revenues and state-shared revenues within the General Fund are tracked and monitored in the Finance
department. The Finance department also receives revenues as an allocation of services rendered, or charges for services
to other funds/departments as well as revenue on investment interest. Changes in this area are highlighted in detail in
the General Fund Summary section of the budget. Allocation charge examples include the number of cash transactions,
the number of accounts payable items processed, the number of utility and accounts receivable billings and the number
of pay periods and employees.
Changes in the 2025 Budget as compared to 2024 include increases for charges from the IT Department for all General
Fund services and IT capital needs as well as increases for employee costs in alignment with collective bargaining
agreements.
Page 90City of Port Angeles • 2025 Budget •
Finance 2024 2025
Overtime 6,700$ 6,700$
Supplies 25,200$ 28,100$
Travel & Training 23,500$ 19,100$
Professional Services 455,200$ 456,200$
Equipment Services 26,400$ 11,000$
IT Services 508,500$ 592,000$ 83,500$
Communication Expenses 31,900$ 33,300$
Software 2,200$ 2,200$
Overtime, $6,700
Overtime, $6,700
Supplies,
$25,200
Supplies,
$28,100
Professional Services,
$455,200
Professional Services,
$456,200
Travel & Training, $23,500
Travel & Training, $19,100
Equipment Services,
$26,400
Equipment Services,
$11,000
IT Services, $508,500
IT Services, $592,000
Communication Expenses,
$31,900
Communication Expenses,
$33,300
Software,
$2,200
Software,
$2,200
$- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000
2024
2025
Overtime Supplies Professional Services Travel & Training
Equipment Services IT Services Communication Expenses Software
Finance Department
Common Expenditures Comparison
Professional Services include merchant costs for a third party to mail utility billings, fees paid for credit card charges and
fees paid to the State Auditor’s Office for the City’s annual audit.
The Legal Department is a full service law firm. Our mission is to provide to the City the best professional legal service and resources available to supply legal services in an efficient, timely and effective manner; to deliver to all City departments comprehensive, prompt, competent legal advice; and to provide legal counsel in a manner that accomplishes the City’s objectives while at the same time minimizes the City’s liability exposure.
Page 92City of Port Angeles • 2025 Budget •
Legal Department
LEGAL
ADMINISTRATION
LEGAL
ADMINISTRATION
CIVIL LITIGATION
CIVIL LITIGATION
ADVISORY
ADVISORY
GENERAL LEGAL
SERVICES
GENERAL LEGAL
SERVICES
LEGISLATIVE
LEGISLATIVE
REAL PROPERTY
TRANSACTION
MANAGEMENT
REAL PROPERTY
TRANSACTION
MANAGEMENT
Legal
Division
Major Accomplishments for 2024
Provided substantial time, assistance, and advice with regard to projects of major importance to the City, including:
• Harbor cleanup process.
• Municipal Code Re-envisioning project, including the following:
o Short Term Rental Code
o Title 5 Business License updates
o Title 2 Boards and Commissions updates
• Labor Negotiations.
• Senior Center Trespass Hearing.
• Complex Permit Analysis and Hearing.
Key Initiatives for 2025
• Harbor cleanup.
• Continuing legal actions regarding complex permitting issues.
• The project to update, re-envision, and modernize the City’s entire municipal code.
• Renegotiating the Criminal Justice contract with the County.
• Labor Negotiations.
City Attorney -- General Fund #001
2010 $$%
1.00
1.00 City Attorney 1.00 1.00 1.00 1.00 1.00 - 0.00%
2.10 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Legal Administrative Assistant 2.00 1.00 1.00 0.00 0.00 - N/A
Senior Legal Assistant 0.00 1.00 1.00 1.00 1.00 - 0.00%
6.10 Paralegal 0.00 0.00 0.00 1.00 1.00 - 0.00%
TOTAL Authorized Positions 4.00 4.00 4.00 4.00 4.00 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00% 0.00% 0.00% 0.00%0.00%
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
AUTHORIZED POSITIONS (FTE)
2023
ACTUAL
Page 93City of Port Angeles • 2025 Budget •
CITY
ATTORNEY
CITY
ATTORNEY
ASSISTANT CITY
ATTORNEY
ASSISTANT CITY
ATTORNEY
SENIOR LEGAL
ASSISTANT
SENIOR LEGAL
ASSISTANT
Legal
Personnel
PARALEGAL
PARALEGAL
Legal Department Services
The Legal Department is a full service law firm with the
Client as "the City". The office serves as the legal advisor
to the City Manager, the City Council and all departments
and officials of the City. Staff drafts and reviews contracts,
prepares legal opinions, and compiles and presents legal
research, prepares ordinances and resolutions, initiates
or defends lawsuits on behalf of the City, and manages
transactions involving the City's various interests in real
property.
Legal Department
Personnel Summary
Page 94City of Port Angeles • 2025 Budget •
Legal Department
Revenues & Expenditures Department Summary
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
19,304 Licenses & Permits - - - - - - N/A
311,635 Intergovt. Revenue - - - - - - N/A
258,796 Charges for Goods & Svcs.355,906 170,983 209,158 213,000 199,700 (13,300) -6.24%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - 2,395 17,887 - - - N/A
0 Prop./Trust Income - - - - - - N/A
35,000 Non-Revenues - - - - - - N/A
$624,735 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 355,906$ 173,378$ 227,045$ 213,000$ $199,700 (13,300)-6.24%
Change from Prior Yr. $$9,117$ (182,528)$ 53,667$ (14,045)$
Change from Prior Year %2.63%-51.29%30.95%-6.19%
2010 $$%
$484,387
132,445 Salaries and Wages 397,056$ 440,406$ 413,402$ 461,300$ 496,300$ 35,000 7.59%
13,722 Personnel Benefits 115,981 124,350 129,771 137,400 145,600 8,200 5.97%
127,110 Supplies 8,298 6,119 7,581 4,500 4,500 - 0.00%
706,323 Other Services & Charges 10,858 18,896 15,104 18,800 19,200 400 2.13%
0 Intergovmt/Interfund Svcs 894,395 950,742 1,041,063 1,087,900 1,127,100 39,200 3.60%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$1,463,987 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 1,426,588$ 1,540,513$ 1,606,921$ 1,709,900$ $1,792,700 82,800 4.84%
Change from Prior Yr. $$17,098$ 113,925$ 66,408$ 102,979$
Change from Prior Year %1.21% 7.99% 4.31% 6.41%
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
REVENUES
EXPENDITURES
2023
ACTUAL
2023
ACTUAL
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
19,304 Licenses & Permits - - - - - - N/A
311,635 Intergovt. Revenue - - - - - - N/A
258,796 Charges for Goods & Svcs.355,906 170,983 209,158 213,000 199,700 (13,300) -6.24%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - 2,395 17,887 - - - N/A
0 Prop./Trust Income - - - - - - N/A
35,000 Non-Revenues - - - - - - N/A
$624,735 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 355,906$ 173,378$ 227,045$ 213,000$ $199,700 (13,300)-6.24%
Change from Prior Yr. $$9,117$ (182,528)$ 53,667$ (14,045)$
Change from Prior Year %2.63%-51.29%30.95%-6.19%
2010 $$%
$484,387
132,445 Salaries and Wages 397,056$ 440,406$ 413,402$ 461,300$ 496,300$ 35,000 7.59%
13,722 Personnel Benefits 115,981 124,350 129,771 137,400 145,600 8,200 5.97%
127,110 Supplies 8,298 6,119 7,581 4,500 4,500 - 0.00%
706,323 Other Services & Charges 10,858 18,896 15,104 18,800 19,200 400 2.13%
0 Intergovmt/Interfund Svcs 894,395 950,742 1,041,063 1,087,900 1,127,100 39,200 3.60%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$1,463,987 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 1,426,588$ 1,540,513$ 1,606,921$ 1,709,900$ $1,792,700 82,800 4.84%
Change from Prior Yr. $$17,098$ 113,925$ 66,408$ 102,979$
Change from Prior Year %1.21% 7.99% 4.31% 6.41%
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
REVENUES
EXPENDITURES
2023
ACTUAL
2023
ACTUAL
Expenditures
Revenues
The Legal Department’s revenues are received as an allocation of services rendered, or charges for services to other funds/
departments. This allocation is calculated on time spent performing tasks for projects and services.
As part of the City’s agreement for prosecution services with the county the cost of prosecution fees increase per the CPI
index. In 2025, the CPI index for the Seattle/Tacoma/Bellevue area was 3.6%. This resulted in an increase of $39,200 to
the Legal Department’s 2025 Budget.
Page 95City of Port Angeles • 2025 Budget •
Legal Department
Common Expenditures Comparison
Legal 2024 2025
Salaries 461,300$ 496,300$
Employee Benefits 137,400$ 145,600$
Supplies 4,500$ 4,500$
Travel & Training 8,100$ 8,100$
Professional Services 100$ 100$
Equipment Services 1,300$ -$
Criminal Justice Transfer 1,087,900$ 1,127,100$
Communication Expenses 2,400$ 2,800$
Software -$ -$
Supplies, $4,500
Supplies, $4,500
Travel & Training, $8,100
Travel & Training, $8,100
Professional Services,
$100
Professional Services,
$100
Criminal Justice Transfer,
$1,087,900
Criminal Justice Transfer,
$1,127,100
Equipment Services, $1,300
Equipment Services, $-
Communication Expenses, $2,400
Communication Expenses, $2,800
Software, $-
$- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000
2024
2025
Supplies Travel & Training Professional Services Criminal Justice Transfer Equipment Services Communication Expenses Software
City of Port Angeles • 2025 Budget • Page 96
2025 Budget
The focus of Community and Economic
Development is to serve public interests and protect individual rights through the planned and orderly development of the lands and environs of Port Angeles.
Page 98City of Port Angeles • 2025 Budget •
Major Accomplishments in 2024
Permitting:
• Issued 491 building permits of various types.
• Had a total construction valuation of $59,740,056.00 as of 12/31/2024.
Natural Resource & Environment:
• Enhanced the City Shade Street Tree Program for the second year with a Tree Distribution and Community
Planting Event held on 10/19/2024.
• Successfully acted as lead agency for a $26,500 DNR Urban Forestry Grant to improve the Front Street viewshed,
created a guidance document for work in environmentally sensitive areas, and managed the Webster’s Woods
urban forest.
• Participated in regularly reoccurring Puget Sound Partnership Near Term Action Strait Ecosystem Recovery
Network committee and North Olympic Lead Entity Group for Salmon Coalition meetings.
• Participated in the North Olympic Peninsula Lead Entity for Salmon in the Lead Entity Group coordinated by
Clallam County.
Grant:
• Managed state and federal grants completion of Phase 1 of TR 0209 Race Street Complete
Street construction project in the total grant amount of $4.1565 Million.
DEPARTMENT OF
COMMUNITY &
ECONOMIC
DEVELOPMENT
DEPARTMENT OF
COMMUNITY &
ECONOMIC
DEVELOPMENT
ZONING/LAND USE
VERIFICATIONS
ZONING/LAND USE
VERIFICATIONS
SEPA/
ENVIRONMENTAL
REVIEW
SEPA/
ENVIRONMENTAL
REVIEW
BUILDING
INSPECTIONS
BUILDING
INSPECTIONS
CURRENT PLANNING,
LAND USE &
DEVELOPMENT
CURRENT PLANNING,
LAND USE &
DEVELOPMENT
ZONING CODE
INTERPRETATION
ZONING CODE
INTERPRETATION
CULTURAL
RESOURCES
CULTURAL
RESOURCES
PLANNING
PLANNING
ECONOMIC
DEVELOPMENT
ECONOMIC
DEVELOPMENT
BUILDING PLAN
CHECKS
BUILDING PLAN
CHECKS
LONG -RANGE
PLANNING, POLICY &
DEVELOPMENT
LONG -RANGE
PLANNING, POLICY &
DEVELOPMENT
BUILDINGBUILDING
CERTIFICATES OF
OCCUPANCY
ISSUANCE
CERTIFICATES OF
OCCUPANCY
ISSUANCE
BUILDING PERMITS
BUILDING PERMITS
BUILDING CODE
INTERPRETATION
BUILDING CODE
INTERPRETATION
ARCHEOLOGY
DETERMINATION
ARCHEOLOGY
DETERMINATION
HERITAGE TOURISM
HERITAGE TOURISM
ZONING CODE
COMPLIANCE
ZONING CODE
COMPLIANCE
BUILDING CODE
COMPLIANCE
BUILDING CODE
COMPLIANCE
LOCAL BUSINESS
SUPPORT
LOCAL BUSINESS
SUPPORT
LODGING TAX
FUNDING
ADMINISTRATION
LODGING TAX
FUNDING
ADMINISTRATION
CAPITAL FACILITIES
PROJECTS
CAPITAL FACILITIES
PROJECTS
COMMUNITY GRANT
MANAGEMENT
(FAÇADE, CDBG)
COMMUNITY GRANT
MANAGEMENT
(FAÇADE, CDBG)
TOURISM
PROMOTION &
MARKETING
TOURISM
PROMOTION &
MARKETING
CED
Division
Community & Economic Development
Department
Page 99City of Port Angeles • 2025 Budget •
• CED managed nearly $2.7 million in outgoing and incoming grants in 2024, including:
o Executed $1,067,300 in lodging tax grants.
o Granted the Clallam County EDC with $20,000.
o Funded the APEX Small Business Accelerator Program with $10,000.
Housing:
• All new 2024 housing programs have contributed to the potential development of 95 dwelling units. Many
developments have qualified for more than one of the housing support programs.
• Processed 14 Multifamily Tax Exemption requests.
• Waived $365,314.18 in permitting costs utilizing the fee waiver program.
• Processed 16 requests for dwelling units utilizing the City’s Permit-Ready-Plans.
• Granted $11,620.78 in NICE grants.
• Granted $779,998.00 in 1590 Sales and Use Tax grants.
• Granted $40,000.00 in 1406 Sales and Use Tax grants.
Short-Term Lodging:
• Successfully processed licenses for 181 Type II Short-Term Rentals, 32 Type I Short-Term Rentals, and five Bed
and Breakfasts.
Key Initiatives for 2025
Neighborhoods & Connectivity:
• During the 2025 Comprehensive Plan Update:
o Update neighborhood boundaries and names.
o Identify neighborhood-based methods for public notification and engagement.
o Develop potential neighborhood-based programs.
o Explore policies to improve connectivity.
o Incorporate the findings into the Comprehensive Plan for final adoption by 12/31/2025.
Timelier and Transparent Permits:
• Design and implement the Enterprise Permitting and Licensing software (EPL).
• Establish clear retention policies, customer use, and EPL integration with Laserfiche.
• Prepare for a successful and smooth transition to EPL to implement a transparent citizen portal at the end of
implementation.
• Establish over-the-counter permit programs.
• Implement EPL KPIs for the City.
Comprehensive Plan:
• Complete 2025 project tasks to ensure that the 2025 Comprehensive Plan Periodic Update process is on schedule
to meet GMA requirements by the time of plan adoption in December 2025.
• Prepare a revised critical areas ordinance (Title 15 PAMC) to reflect current State standards and facilitate
achieving City environmental protection goals during the 2025 Comprehensive Plan Periodic Update.
• Continue hazard mitigation planning with Clallam County, the City of Sequim, and the City of Forks.
• Facilitate Stakeholder Advisory Committee (SAC) and have a formal review of the Comprehensive Plan draft in
September 2025.
• Hold a public hearing for the Comprehensive Plan with the Planning Commission in October 2025.
• Prepare the final ordinance for Council adoption of the Comprehensive Plan in December 2025.
Housing Action Plan:
• Complete numerous premier affordable housing projects.
• Increase housing unit production from last year.
• Facilitate SAC review of the draft Housing Action Plan in June 2025.
• Schedule and facilitate a City Council Work Session of the Housing Action Plan in August of
2025.
• Hold a public hearing with the Planning Commission on the Housing Action Plan
in October 2025.
Page 100City of Port Angeles • 2025 Budget •
• Prepare the final ordinance for Council adoption of the Housing Action Plan in December 2025.
Multi-Family Housing Pilot:
• Identify a site for the Multi-Family Housing Pilot Project and then acquire the land by 12/31/2025.
• Issue an RFP for a design/engineering firm to prepare a 10% design for the acquired site by 3/31/2026.
• Ensure the engineering consultants create a site/layout plan for the site by 09/30/2026.
• Facilitate an RFP process to lease/sell the land to a partner (private, public, or non-profit) developer by
12/31/2026.
Multi-Family Contractor Training:
• Partner with the North Olympic Builders Association, Port Angeles Realtors Association, and Peninsula College
to facilitate/co-host training and workshops by April 2026.
Support Public Works and Utilities Department on Safe Walking Routes:
• Support transportation staff in the Public Works Department and meet with specific stakeholders related to
School Walking Route Safety and Needs in September 2025.
• Support transportation staff in the Public Works Department to seek City Council adoption of updated School
Walking Route Maps in the Comprehensive Plan in December 2025.
Lead City Shade Program:
• Place tree orders with an outside vendor by March 1, 2025.
• Conduct public outreach for City Shade participants by August 1, 2025.
• In cooperation with the Public Works and Utilities Department, release trees to program participants by
November 1, 2025.
Business Licenses & Vacant Stores:
• Ensure the business license ordinance is implemented on June 17, 2025.
• Develop a database of local contractors by 12/31/2025.
• Work with the Waterfront District to identify the number of vacant spaces by 12/31/2025 and annually thereafter.
Council Memo Template:
• Support the City Clerk in updating the Council Memo Template by 12/31/2024.
Performance Measures for 2025TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT GOALS METRIC 2021 2022 2023 2024 2025 Forecast
Increase the total construction value of permits issued by the City 1.0%27,485,621$ 33,075,992$ 22,054,711$ 59,740,056$ 60,337,456$
Increase the total number of residential dwelling units approved 1.0%55 43 66 95 96
Increase the number of Sales and Use Tax and NICE Grants Issued 17.0%---6 7
Increase the number of Fee Waivers Granted, MFTE Contracts Executed, and Permit Ready Plans Distributed 1.0%--2 44 45
Increase the number of competitive grants applied for and awarded to the City 30.0%1 2 1 3 4
Number of Completed education courses, certifications or endorsements 30.00%N/A N/A N/A 4 6
Dollars Leveraged through Community Partnerships See above
Dollars Contributed toward Community Partnerships See above
Page 101City of Port Angeles • 2025 Budget •
Community & Economic Development
Department Services
The Department of Community & Economic
Development includes four focus areas that help
analyze and facilitate development within the community.
The Staff within this Department serve the community
by managing the day-to-day operations of the City’s
Permit Counter, which is where the intake of all planning,
building, and engineering permits occurs. Additionally,
Staff assists the community by answering questions
pertaining to development and building within the City of
Port Angeles.
Planning is responsible for reviewing all current and
long-range planning applications, such as Conditional
Use Permits, Substantial Shoreline Development Permits,
Short Plats, Subdivisions, Municipal Code Amendments,
etc. It is also responsible for ensuring the City upholds
the regulations of the State Environmental Protection
Act (SEPA) by reviewing environmental checklists and
ensuring environmentally sensitive areas are protected
and any permits are obtained when development occurs
within or in close proximity. Planning is the lead on
City issues related to environmental challenges and
issues facing the City. The annual update of the City’s
Comprehensive Plan, a growth management document
that determines policies and regulations governing land
use, transportation, park and recreation and housing, is
overseen by the Planning team. Planning also provides
guidance with all scales of development by providing pre-
application meetings or zoning code interpretations for
development.
Building is responsible for reviewing all residential and
commercial building permits, performing all permit plan
checks and conducting all necessary building inspections
during the various stages of construction projects. This
team also processes Certificates of Occupancy requests that
are required with a change in business or a change in use
within a building. Building documents all building permit
approvals, as required by law, to ensure public health and
safety. This team also provides pre-construction meetings
and building code interpretations for development.
Economic Development oversees the economic
development efforts of the Department, including tourism
marketing, local business support, promotion and
retention and lodging and tourism promotion funding.
This team helps to enhance investment, employment
and development opportunities within the City of Port
Angeles through collaborations with State and Federal
resources, the Clallam County Economic Development
Council, Port of Port Angeles, Chamber of Commerce and
Peninsula College. Additionally, this team takes the lead
on Capital Facilities Projects that promote local economic
development efforts. Lastly, Economic Development
administers the City’s Community Development Block
Grant Program and processes building façade and event
grant applications that offer financial assistance to
community projects.
Cultural Resources ensures that development
occurring within the community is providing adequate
protection of the community’s cultural resources,
primarily archaeological resources. Protection and review
of historic buildings and properties within the City are
also part of the team’s purview. This team analyzes
mapping documents of the Port Angeles shoreline to assist
promotion of predictable and respectful developments.
Page 102City of Port Angeles • 2025 Budget •
Community & Economic Development
Personnel Summary
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
SENIOR
BUILDING
INSPECTOR
SENIOR
BUILDING
INSPECTOR
SENIOR
DEVELOPMENT
SERVICES
SPECIALIST
SENIOR
DEVELOPMENT
SERVICES
SPECIALIST
PLANNING
SUPERVISOR
PLANNING
SUPERVISOR
ASSOCIATE PLANNER
ASSOCIATE PLANNER
CED
Personnel
COMMUNITY
DEVELOPMENT
TECHNICIAN
COMMUNITY
DEVELOPMENT
TECHNICIAN
DEPUTY DIRECTOR
OF COMMUNITY
SERVICES/
CED MANAGER
DEPUTY DIRECTOR
OF COMMUNITY
SERVICES/
CED MANAGER
BUILDING, LICENSING,
INSPECTIONS &
PERMITTING DIVISION
BUILDING, LICENSING,
INSPECTIONS &
PERMITTING DIVISION
HOUSING OPPORTUNITY,
PLANNING &
ENVIRONMENT DIVISION
HOUSING OPPORTUNITY,
PLANNING &
ENVIRONMENT DIVISION
HOUSING
ADMINISTRATOR
HOUSING
ADMINISTRATOR
ASSOCIATE PLANNER
ASSOCIATE PLANNER
BUILDING
INSPECTOR
BUILDING
INSPECTOR
Community & Economic Development -- General Fund #001
2010 $$%
0.50
1.00 Comm. & Econ. Development Director 1.00 0.00 0.00 0.00 0.00 - N/A
Deputy Director of Community Devel.0.00 1.00 1.00 1.00 1.00 - 0.00%
1.00 Planning Supervisor 1.00 0.00 0.00 1.00 1.00 - 0.00%
Senior Development Services Specialist 0.00 0.00 0.00 1.00 1.00 - 0.00%
1.00 Development Services Specialist 1.00 1.00 1.00 0.00 0.00 - 0.00%
Senior Planner 0.00 1.00 1.00 0.00 0.00 - 0.00%
1.00 Assistant Planner 0.00 1.00 1.00 0.00 0.00 - 0.00%
1.00 Associate Planner 1.00 0.00 0.00 2.00 2.00 - 0.00%
Senior Building Inspector 0.00 0.00 0.00 1.00 1.00 - 0.00%
1.00 Building Inspector 1.00 1.00 1.00 1.00 1.00 - 0.00%
Housing Administrator 0.00 0.00 0.00 1.00 1.00 - 0.00%
1.00 Community Development Technician 0.00 1.00 1.00 1.00 1.00 - 0.00%
TOTAL Authorized Positions 5.00 6.00 6.00 9.00 9.00 - 0.00%
Change from Prior Yr. #0.00 1.00 0.00 3.00 0.00
Change from Prior Year %0.00% 20.00% 0.00% 50.00%0.00%
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
AUTHORIZED POSITIONS (FTE)
2023
ACTUAL
Page 103City of Port Angeles • 2025 Budget •
Community & Economic Development
Revenues and Expenditures Summary
Revenues
The Community and Economic Development (CED) department collects revenues for building permits and fees, such as
building inspection fees. This department also collects revenues from transfers by other funds for work done by staff.
An example includes the administrative fee from the Lodging Tax fund to offset time spent by staff on tasks for this fund.
Revenue also includes a transfer from the Affordable Housing fund to offset the Housing Administrator position. The
decrease in intergovernmental revenue is attributed to a Department of Commerce grant for the Comprehensive Plan that
will not occur in 2025 as well as adjustments to permit revenue collection.
2010 $$%
$0
182,621 Taxes -$ -$ -$ -$ -$ - N/A
204,307 Licenses & Permits 243,226 227,385 214,592 635,800 571,200 (64,600) -10.16%
139,334 Intergovt. Revenue 71,588 - 100,000 275,000 - (275,000) 0.00%
0 Charges for Goods & Svcs.444,919 345,262 479,945 743,400 694,500 (48,900) -6.58%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 558 465 186 - - - N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$526,262 Other Financing Sources 38,000 88,000 88,000 160,700 166,500 5,800 3.61%
TOTAL REVENUE 798,291$ 661,112$ 882,723$ 1,814,900$ 1,432,200$ (382,700)-21.09%
Change from Prior Yr. $$(345,497)$ (137,179)$ 221,611$ 932,177$
Change from Prior Year %-30.21%-17.18%33.52%105.60%
2010 $$%
$403,070
147,050 Salaries and Wages 489,487$ 441,118$ 577,754$ 815,300$ 1,015,300$ 200,000 24.53%
12,971 Personnel Benefits 198,081 183,827 216,362 313,100 330,300 17,200 5.49%
214,324 Supplies 7,379 9,677 32,570 41,900 20,400 (21,500) -51.31%
0 Other Services & Charges 789,853 204,988 331,856 565,100 169,900 (395,200) -69.93%
0 Intergovmt/Interfund Svcs - - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$777,415 Interfund Pmts. for Services - 277 - - - - N/A
TOTAL EXPENDITURES 1,484,800$ 839,887$ 1,158,542$ 1,735,400$ 1,535,900$ (199,500) -11.50%
Change from Prior Yr. $$676,001$ (644,913)$ 318,655$ 576,858$
Change from Prior Year %83.58%-43.43%37.94% 49.79%
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
Expenditures
In 2025, an increase in salaries and personnel benefits is planned for the inclusion of increased temporary capacity
to assist with the implementation of the City’s Enterprise Permit System as well as salary adjustments per approved
collective bargaining agreements. The reduction in other services and charges is the result of reduced spending planned
for the Comprehensive Plan that is not an ongoing expense in 2025. Any unused funding needed for the Comprehensive
Plan in 2025 will be carried in the first budget amendment.
2010 $$%
$0
182,621 Taxes -$ -$ -$ -$ -$ - N/A
204,307 Licenses & Permits 243,226 227,385 214,592 635,800 571,200 (64,600) -10.16%
139,334 Intergovt. Revenue 71,588 - 100,000 275,000 - (275,000) 0.00%
0 Charges for Goods & Svcs.444,919 345,262 479,945 743,400 694,500 (48,900) -6.58%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 558 465 186 - - - N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$526,262 Other Financing Sources 38,000 88,000 88,000 160,700 166,500 5,800 3.61%
TOTAL REVENUE 798,291$ 661,112$ 882,723$ 1,814,900$ 1,432,200$ (382,700)-21.09%
Change from Prior Yr. $$(345,497)$ (137,179)$ 221,611$ 932,177$
Change from Prior Year %-30.21%-17.18%33.52%105.60%
2010 $$%
$403,070
147,050 Salaries and Wages 489,487$ 441,118$ 577,754$ 815,300$ 1,015,300$ 200,000 24.53%
12,971 Personnel Benefits 198,081 183,827 216,362 313,100 330,300 17,200 5.49%
214,324 Supplies 7,379 9,677 32,570 41,900 20,400 (21,500) -51.31%
0 Other Services & Charges 789,853 204,988 331,856 565,100 169,900 (395,200) -69.93%
0 Intergovmt/Interfund Svcs - - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$777,415 Interfund Pmts. for Services - 277 - - - - N/A
TOTAL EXPENDITURES 1,484,800$ 839,887$ 1,158,542$ 1,735,400$ 1,535,900$ (199,500) -11.50%
Change from Prior Yr. $$676,001$ (644,913)$ 318,655$ 576,858$
Change from Prior Year %83.58%-43.43%37.94% 49.79%
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
CED 2024 2025
Overtime 1,000$ 1,000$ .10-11
Supplies 3,500$ 4,000$ .31-01
Travel & Training 15,600$ 15,600$ .43-10
Professional Services 165,000$ 109,800$ .41-50
Equipment Services 5,600$ 5,500$ .45-20
Façade Improvements 50,000$ -$
Communication Expenses 4,800$ 6,900$ .42-10
Software 5,000$ 11,800$ .48-02
Overtime, $1,000
Overtime,
$1,000
Supplies, $3,500
Supplies, $4,000
Travel & Training, $15,600
Travel & Training, $15,600
Professional Services,
$165,000
Professional Services, $109,800
Façade
Improvements,
$50,000
Façade
Improvements, $-
Equipment Services, $5,600
Equipment Services, $5,500
Communication
Expenses, $4,800
Communication Expenses, $6,900
Software,
$5,000
Software, $11,800
$- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000
2024
2025
Overtime Supplies Travel & Training Professional Services
Façade Improvements Equipment Services Communication Expenses Software
Page 104City of Port Angeles • 2025 Budget •
Community & Economic Development
Common Expenditures Comparison
The 2024 Budget included funding in Professional Services for one-time costs for phase one of the Comprehensive Plan
update, fees paid to the Hearings Examiner and Economic Development.
In partnership with the community, the Port Angeles
Police Department recognizes its mission to serve in a compassionate, courteous, and professional manner, to promote freedom and peace of mind, pride in our neighborhoods and safety of our families.
Page 106City of Port Angeles • 2025 Budget •
Police Department
Major Accomplishments in 2024
• Refined and amended the Department 5-year strategic plan.
• Replaced one aged Police vehicle with one 2024 Police Interceptor.
• Worked collaboratively with Clallam County on the conceptual and detail design phase of the combined EOC
and 9-1-1 Center.
• Maintained and improved our Independent Investigative Team (IIT) in KCIRT.
• Through our Capital Facilities Plan (CFP) continued to replace a portion of our mobile data computers and
police Taser devices.
• Through our CFP continued with our Interagency Firearms Range Improvements.
• At the end of the 3rd Quarter of 2024 the Operations Division returned to full staffing.
• Through the 3rd quarter of 2024 improved the staffing levels in the PenCom Division.
• In the 3rd Quarter began the body worn camera program deployment.
• Obtained additional grant funding for body worn cameras.
• Obtained grant funding and replaced the Police Department unmanned aerial vehicle
(UAV) with two modern UAV devices.
POLICE
ADMINISTRATION
POLICE
ADMINISTRATION
OPNET
OPNET
RESERVES
RESERVES
FIRE/EMS DISPATCH
FIRE/EMS DISPATCH
SYSTEMS
COORDINATION
SYSTEMS
COORDINATION
DEPARTMENTAL
RECORDS
DEPARTMENTAL
RECORDS
VOLUNTEERS
VOLUNTEERS
PUBLIC RECORDS
ACT
PUBLIC RECORDS
ACT
SCHOOL RESOURCE
OFFICER
SCHOOL RESOURCE
OFFICER
CRIME
PREVENTION
CRIME
PREVENTION
LAW ENFORCEMENT
DISPATCH
LAW ENFORCEMENT
DISPATCH
PATROL
PATROL
DETECTIVES
DETECTIVES
SERVICES
SERVICES
OPERATIONS
OPERATIONS
PENINSULA
COMMUNICATIONS
PENINSULA
COMMUNICATIONS
K-9 OFFICERS
K-9 OFFICERS
PROPERTY &
EVIDENCE
MANAGEMENT
PROPERTY &
EVIDENCE
MANAGEMENT
RECORDSRECORDS
911 SERVICES
911 SERVICES
PROTECTION
ORDERS &
WARRANTS ENTRY
PROTECTION
ORDERS &
WARRANTS ENTRY
OUTREACH
OUTREACH
MENTAL HEALTH
RESPONSE
MENTAL HEALTH
RESPONSE
PARKING
ENFORCEMENT
PARKING
ENFORCEMENT
Police
Division
Page 107City of Port Angeles • 2025 Budget •
• Obtained grant funding and during the 2nd Quarter purchased two automated license plate reader systems.
• Obtained grant funding and during the 2nd Quarter initiated an Outreach Patrol Officer assignment.
• At the end of the 3rd Quarter established through agreements and training formal membership in the Clallam-
Jefferson tactical response team- the Crisis Response Team (CRT).
Key Initiatives for 2025
• Full operation and deployment of body worn cameras by the end of the 1st Quarter of 2025.
• Full operation and deployment of the automated license plate readers by the end of the 1st Quarter.
• Maintain full Operations staffing and improve PenCom staffing.
• Maintain and improve our IIT capability.
• Secure additional Legislative and /or grant funding for additional staffing and for new mandates.
• Complete the detailed design and schedule the construction for the combined EOC/9-1-1 Center.
• Secure additional grant funding for the EOC/9-1-1 Center.
• Improve employee wellness and retention.
• Through the CFP continue Interagency Range improvements and Taser/mobile data computer replacements.
• Through grant funding replace one PAPD K-9 and expand to three PAPD K-9 teams by the end of the 2nd
Quarter.
• Through the CFP replace 2 aged police vehicles with 2025 Police Interceptors.
Performance Measures for 2025TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
POLICE DEPARTMENT GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Number of RedisCOVERY contacts 6,500 10,026 4,979 7,485 7,354 6,500
Number of Calls for Service 22,000 22,190 22,867 23,711 22,742 22,000
Number of Arrests 620 520 719 455 789 620
Number of Records Processed 3,300 3,147 3,186 3,507 3,336 3,300
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 62 62 62 62 62
Dollars Leveraged through Community Partnerships 500000 350000 350000 120000 120000
Dollars Contributed toward Community Partnerships 20000 20000 20000 20000 20000
Page 108City of Port Angeles • 2025 Budget •
Police Department Services
The Administration Division is comprised of the
Police Chief, Deputy Chief, Operations Sergeant, Code
Enforcement Officers (one full time and one part time),
and Administrative Supervisor (shared with PenCom). The
division is responsible for strategic planning and research,
program development, training, recruitment, and crime
analysis. Budget preparation and management, once a
task confined primarily to this division is a responsibility
shared by supervisors and department members with
program responsibility. The Deputy Chief serves as the
operations commander for all the sworn officers. The
Operations Sergeant serves as the Department training
manager and supervises the Code Enforcement Officers
and the Police Volunteers.
The Investigations Division includes two Sergeants,
one Corporal, and three detectives. One sergeant is
assigned to OPNET, the multi-agency drug task force. In
addition, the School Resource Officer is assigned to this
division. The Detective Division is responsible for most
felony investigations.
The Patrol Division is comprised of two 11 officer
squads for a total of 22 officers (the Red Team and the
Purple Team). There are 17 Patrol Officers, 3 Corporals,
and 2 Sergeants. Each squad has a K-9 team. The Patrol
Division work 11-hour shifts with 4 days on duty followed
by 4 days off duty. Officers rotate every six months from a
day shift to a night shift. In addition, a uniformed School
Resource Officer (assigned to the Detective Division), a
uniformed Downtown Resource Officer, and a uniformed
Operations Sergeant (assigned to the Administration
division) support Patrol’s regular activities.
Patrol service includes all of the traditional duties while
allowing officers the opportunity to serve in many specialty
assignments. Specialty assignments include K-9 handler,
Field Training Officer, Hostage Negotiation Officer, and
Downtown Resource Officer, to name a few.
The Volunteer Division has become a key provider
of auxiliary police services offered to the citizens of Port
Angeles. Reserve Police Officers have been a part of
PAPD since the early 1970s. The availability of Reserve
Police Officers depends upon having interested and
trained personnel. Police Reserve Officers are trained,
commissioned and uniformed volunteer police officers.
They assist and back up patrol officers and are required
to meet all the WA standards for police reserve officer
training and certification. They wear the same uniform
and are equipped in the same manner as our patrol
officers. They are typically assigned to work patrol shifts
with a field training officer and are supervised by a Patrol
Sergeant.
The Police Volunteer Program began in 1997 with a small
group of citizens performing only limited services. In
1998, the program gained momentum and now provides
a range of “community policing” and support services to
the Department and community. Since 1998 our Police
Volunteers have contributed over 18,000 hours and
provided a wide variety of services. The non-uniformed,
non-commissioned Police Volunteers provide services
including: clerical work, vacation house checks, home
security surveys, special parking enforcement, Radar
Speed Watch, public safety presentations, crime victim
assistance and distribution of public notices. The Police
Volunteers wear a uniform unique to their membership.
They are equipped with a Volunteer patrol vehicle, phones
and radios, Several local businesses and student programs
at the Port Angeles High School contributed to supply
the volunteers with a portable radar utility trailer used
to conduct Radar Speed Watches in local problem areas.
Post COVID the Police Department has a greatly reduced
number of Police Volunteers.
The Records Division is responsible for the maintenance,
retention, and dissemination of law enforcement records;
evidence and found property storage, processing, and
disposal; production of department reports; crime
statistics; and other support services provided to the
City Attorney and county prosecutor’s offices. Records
staff also provide a variety of services to citizens such as
fingerprinting, criminal history searches, parking ticket
processing, and response to public records requests.
One member of the Records staff is assigned full time
to Property and Evidence to support the commissioned
officers of the Police Department and the citizens of Port
Angeles with their property/evidence needs.
The Facilities Maintenance Division includes
revenues and expenditures primarily related to
maintenance and operation of the Firearms Range.
Page 109City of Port Angeles • 2025 Budget •
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Page 110City of Port Angeles • 2025 Budget •
Police Department
Personnel Summary
Police Department -- General Fund #001
2010 $$%
1.00
1.00 Police Chief 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
6.00 Deputy Chief 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
21.00 Police Sergeant 5.00 5.00 5.00 5.00 5.00 0.00 0.00%
4.00 Police Officer 20.00 20.00 20.00 20.00 20.00 0.00 0.00%
Downtown Resource Officer 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
0.00 Corporal 5.00 5.00 5.00 5.00 5.00 0.00 0.00%
4.00 Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
0.50 Records Specialist 4.00 4.00 4.00 4.00 4.00 0.00 0.00%
Code Enforcement Officer 0.90 0.00 0.00 0.00 0.00 0.00 N/A
39.00 Communication Supervisor 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 38.40 37.50 37.50 38.50 38.50 0.00 0.00%
Change from Prior Yr. #0.00 (0.90)0.00 1.00 0.00
Change from Prior Year %0.00%-2.34%0.00% 2.67%0.00%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
AUTHORIZED POSITIONS (FTE)
Page 111City of Port Angeles • 2025 Budget •
Police Department
Revenues & Expenditures Summary
Revenues
Expenditures
2010 $$%
$0
49,604 Taxes 435,711$ 455,469$ 465,323$ 463,600$ 458,700$ (4,900) -1.06%
337,258 Licenses & Permits 101,608 102,406 100,289 113,500 116,400 2,900 2.56%
21,469 Intergovt. Revenue 580,105 421,061 879,419 678,500 341,400 (337,100) -49.68%
23,358 Charges for Goods & Svcs.19,515 19,793 22,777 116,800 22,300 (94,500) -80.91%
1,321 Fines & Penalties 695 596 1,435 1,500 1,500 - 0.00%
0 Miscellaneous Revenue 10,689 4,789 29,301 12,000 384,600 372,600 3105.00%
0 Prop./Trust Income - - - - - - N/A
532,792 Non-Revenues - - - - - - N/A
$965,802 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 1,148,323$ 1,004,114$ 1,498,544$ 1,385,900$ $1,324,900 (61,000) -4.40%
Change from Prior Yr. $$207,081$ (144,209)$ 494,430$ (112,644)$
Change from Prior Year %22.00%-12.56%49.24%-7.52%
2010 $$%
$2,932,397
1,042,650 Salaries and Wages 3,714,550$ 3,957,539$ 4,159,293$ 4,406,900$ 4,467,900$ 61,000 1.38%
160,677 Personnel Benefits 1,310,206 1,419,054 1,472,960 1,565,700 1,626,300 60,600 3.87%
457,616 Supplies 161,020 298,535 268,092 243,900 215,400 (28,500) -11.69%
3,125 Other Services & Charges 1,112,450 1,081,517 1,441,816 1,364,700 1,132,600 (232,100) -17.01%
0 Intergovmt/Interfund Svcs 59,400 164,670 291,944 342,400 345,800 3,400 0.99%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$4,596,465 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 6,357,626$ 6,921,315$ 7,634,105$ 7,923,600$ $7,788,000 (135,600) -1.71%
Change from Prior Yr. $$109,309$ 563,689$ 712,790$ 289,495$
Change from Prior Year %1.75% 8.87% 10.30%3.79%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
2010 $$%
$0
49,604 Taxes 435,711$ 455,469$ 465,323$ 463,600$ 458,700$ (4,900) -1.06%
337,258 Licenses & Permits 101,608 102,406 100,289 113,500 116,400 2,900 2.56%
21,469 Intergovt. Revenue 580,105 421,061 879,419 678,500 341,400 (337,100) -49.68%
23,358 Charges for Goods & Svcs.19,515 19,793 22,777 116,800 22,300 (94,500) -80.91%
1,321 Fines & Penalties 695 596 1,435 1,500 1,500 - 0.00%
0 Miscellaneous Revenue 10,689 4,789 29,301 12,000 384,600 372,600 3105.00%
0 Prop./Trust Income - - - - - - N/A
532,792 Non-Revenues - - - - - - N/A
$965,802 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 1,148,323$ 1,004,114$ 1,498,544$ 1,385,900$ $1,324,900 (61,000) -4.40%
Change from Prior Yr. $$207,081$ (144,209)$ 494,430$ (112,644)$
Change from Prior Year %22.00%-12.56%49.24%-7.52%
2010 $$%
$2,932,397
1,042,650 Salaries and Wages 3,714,550$ 3,957,539$ 4,159,293$ 4,406,900$ 4,467,900$ 61,000 1.38%
160,677 Personnel Benefits 1,310,206 1,419,054 1,472,960 1,565,700 1,626,300 60,600 3.87%
457,616 Supplies 161,020 298,535 268,092 243,900 215,400 (28,500) -11.69%
3,125 Other Services & Charges 1,112,450 1,081,517 1,441,816 1,364,700 1,132,600 (232,100) -17.01%
0 Intergovmt/Interfund Svcs 59,400 164,670 291,944 342,400 345,800 3,400 0.99%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$4,596,465 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 6,357,626$ 6,921,315$ 7,634,105$ 7,923,600$ $7,788,000 (135,600) -1.71%
Change from Prior Yr. $$109,309$ 563,689$ 712,790$ 289,495$
Change from Prior Year %1.75% 8.87% 10.30% 3.79%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
Revenues within the Police Department include criminal justice sales tax, grant revenue and fines and penalties. It is
not uncommon for revenues in this department to fluctuate slightly due to changes in grant revenue expected. Increased
miscellaneous revenue resulted from the use of Opioid Settlement funds to offset Code Enforcement and Downtown
Resource efforts.
Increases in salaries and personnel costs are due to planned cost of living adjustments in 2025 as well as planned capacity
to backfill expected retirements in the Police Department in 2025. The decrease to other services and charges is the result
of a grant to the City’s partner for the REdisCOVERY program that was previously passed through from the City. In 2025,
this grant will be directly distributed for this program. Increases are also planned for the replacement of one of the City’s
K9 Officers in 2025 due to the planned retirement of K9 Bogey.
Page 112City of Port Angeles • 2025 Budget •
Police Department
Common Expenditures Comparison
Police 2024 2025
Overtime 385,000$ 336,300$ .10-11
Supplies 130,300$ 136,300$ .31-xx
Travel & Training 61,700$ 77,500$ .43-10
Professional Services 391,100$ 338,600$ .41-xx
Equipment 378,900$ 225,600$ .45-20
PenCom Services 280,800$ 313,500$ .41-98
Communication Expenses 91,100$ 63,600$ .42-10
Repairs & Maintenance 26,700$ 27,800$ .48-xx
Utilities Expense 7,200$ 7,200$ .47-10
Fuel 60,500$ 60,500$ .32-10
Overtime,
$385,000
Overtime,
$336,300
Supplies,
$130,300
Supplies,
$136,300
Travel & Training, $61,700
Travel & Training, $77,500
Professional Services,
$391,100
Professional
Services,
$338,600
Utilities Expense, $7,200
Utilities Expense, $7,200
Equipment ,
$378,900
Equipment ,
$225,600
Communication Expenses,
$91,100
Communication Expenses, $63,600
PenCom Services,
$280,800
PenCom Services,
$313,500
Repairs & Maintenance,
$27,800
Fuel,
$60,500
$- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000
2024
2025
Overtime Supplies Travel & Training Professional Services
Utilities Expense Equipment Communication Expenses PenCom Services
Repairs & Maintenance Fuel
It is the purpose of the Port Angeles Fire
Department to improve the quality of life for the citizens and visitors of the City while providing a broad range of services designed to save lives and property.
Page 114City of Port Angeles • 2025 Budget •
Fire Department
Major Accomplishments in 2024
• Celebrated the long and distinguished career of Fire Marshal Michael Sanders and Captain Kelly Ziegler, wishing
them wellness and rest in retirement.
• Celebrated the promotion of Joel McKeen to Deputy Chief/Fire Marshal.
• Celebrated the promotion of Captain Tyler Gage to Division Chief of EMS/Training/Safety.
• Celebrated the promotion of Lieutenant Dan Montana to shift Captain.
• Celebrated the promotion of Ryan Gonzales and Bruce Symonds to the rank of Lieutenant.
• Successfully graduated four paramedic students from NMETC Paramedic Training Institute and enrolled four
others into the training program.
• Successfully added 10 Volunteers to the Port Angeles Fire Department volunteer program.
• Participated in a Washington State L&I Firefighter Injury and Illness Reduction (FIIRE) Program for the
third year with the goal of reducing firefighter injuries and illnesses through proactive risk management and
implementation of best practices.
• Received a $20,000 grant from Washington State L&I through the Firefighter Injury and Illness Reduction
(FIIRE) program.
• Received a $5,000 First Responder Grant for the purchase of a solid bore nozzles through Marathon Petroleum
thanks to the assistance of Terminal Manager Anthony Szczepczynski.
• Acquired 15 surplus Bendix King portable radios from the Department of Natural Resources for improved
communication, resource management and response to Wildland Fire incidents.
• Awarded a $234,000 grant from the Association of Washington Cities to expand the Lead Fire Alternative
Response Team program in conjunction with Olympic Peninsula Community Clinic (OPCC). Project
goals include reduction in utilization of hospital emergency department and EMS dispatches
by program participants, greater than 50% linkage to referred services, establishment with
healthcare and/or behavioral health care and, ultimately, improved health outcomes for
participants through an intensive case management partnership OPCC.
FIRE
ADMINISTRATION
FIRE
ADMINISTRATION
EMERGENCY
MANAGEMENT
EMERGENCY
MANAGEMENT
SPECIAL
OPERATIONS
SPECIAL
OPERATIONS
MAINTENANCE
MAINTENANCE
HAZARDOUS
MATERIALS
HAZARDOUS
MATERIALS
ADVANCED LIFE
SUPPORT SERVICES
ADVANCED LIFE
SUPPORT SERVICES
AMBULANCE
SERVICES
AMBULANCE
SERVICES
CPR/FIRST AID
EDUCATION
CPR/FIRST AID
EDUCATION
SAFETY
SAFETY
FIRE SUPPRESSION
FIRE SUPPRESSION
VOLUNTEER
FIREFIGHTER
SUPPORT
VOLUNTEER
FIREFIGHTER
SUPPORT
EMERGENCY
SERVICES
EMERGENCY
SERVICES
TRAINING
TRAINING
PUBLIC EDUCATION
PUBLIC EDUCATION
EMERGENCY MEDICAL
EMERGENCY MEDICAL
BASIC LIFE
SUPPORT SERVICES
BASIC LIFE
SUPPORT SERVICES
PREVENTIONPREVENTIONMEDIC IMEDIC I
DEPARTMENT
TRAINING
DEPARTMENT
TRAINING
INVESTIGATIONS
INVESTIGATIONS
CODE ENFORCEMENT
CODE ENFORCEMENT
Fire
Division
Page 115City of Port Angeles • 2025 Budget •
• Awarded a $350,000 innovation grant from the University of Washington and the Co-Responder Outreach
Alliance to expand the Co-Response program for field administration of Medications for Substance Use Disorder.
• Continued to strengthen relationships with local police and fire agencies that included the renewal of Interlocal
Response Agreements with Department of Natural Resources, Clallam County Fire District #2 and Clallam
County Fire District #3.
• Logged hundreds of hours of firefighting, technical rescue, emergency medical and wildland fire training.
• Successfully specified and ordered a replacement Type 1 Ambulance as budgeted in the City’s Capital Facilities
Plan (CFP).
• Acquired a Polaris Ranger XP 1000 to enhance the Department’s Post Overdose Response Program and
Community Paramedic Outreach Program to hard to access areas within the City.
• Re-allocated two Emergency Response capable Ford Explorer’s to the Community Paramedic Office to
implement the Department’s Post Overdose Response Program.
• Obtained Washington State Department of Health approval to pilot a Post Overdose Response unit capable of
administering Medication for Opioid Use Disorder in the field by Community Paramedics.
• Implemented a Fire and Life Safety permit review and inspection fee to support the addition of a full time Fire
Prevention Specialist.
Key Initiatives for 2025
• Establish quarterly Emergency Operations Center (EOC) training calendar to enhance Emergency Management
Operations.
• Enhance Operation Shielding Hope by leveraging the Port Angeles Community Paramedics and the Downtown
Resource Officer to address Substance Use Disorder and Behavioral Health emergencies to improve public
safety and community wellness.
• Implement an Everbridge Mass Notification Alert System enrollment campaign with a goal of obtaining opt-in
responses from 45% of the City of Port Angeles residents by 12/31/2025.
• Increase public safety and resiliency through the establishment of an Extreme Weather Response Plan.
• Implement an annual Fire and Life Safety Inspection program to ensure compliance with fire codes, enhance
public safety, and reduce fire risks throughout the City.
• Implement a Peak Hour ALS Medic Unit to enhance emergency medical services (EMS) during high-demand
periods by providing Advanced Life Support (ALS) coverage with a dedicated unit.
• Continue the concentrated effort to secure grant funding from Clallam County Healthcare partners to sustain
and enhance the Port Angeles Community Paramedic Program through 2026.
• Continue to strengthen relationships with neighboring fire districts and explore opportunities to develop
operational efficiencies that would enhance and improve fire and life safety emergency responses.
• Implement Community Emergency Response Teams (CERT) throughout the City of Port Angeles by the end of
2026.
• Continue to strengthen relationships with Port Angeles Police Department and Olympic Peninsula Community
Clinic to enhance and expand the LEAD Fire Program.
• Enhance service delivery and EMS Standby capabilities by adding 9 new members to the Port Angeles Volunteer
program by end of year 2025 to achieve a total volunteer roster of 25 members.
Performance Measures for 2025TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
FIRE DEPARTMENT GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Number of Emergency Notification Users 90%Unavailable Unavailable Unavailable Unavailable 45%
Number of Emergency Management Training Exercises 4 1 1 1 1 4
Number of Community Paramedic Contacts Encounters 2000 803 1,496 2,454 2,526 2,000
Number of Transports 1700 1,192 1,088 1,323 1,675 1,700
Number of Community Outreach Programs Engagements 75 --60 41 75
Number of Community Paramedic Overdose Responses 40 ---19 40
Number of Community Pareamedic Overdose Referrals 50 ---75 50
Number of Fire and Life Safety Inspections 500 404 223 164 76 500
Number of 911 Emergency Response Requests for Service 6300 5,659 5,834 5,789 6,043 6,300
Number of Training Hours 8500 3,654 7,116 8,474 7,798 8,500
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 27 19 43 42 30
Dollars Leveraged through Community Partnerships 200000 200000 200000 200000 200000
Dollars Contributed toward Community Partnerships 200000 235200 188000 95000 150000
Page 116City of Port Angeles • 2025 Budget •
The Fire Prevention Division works to prevent and
reduce the impact of a variety of emergencies by providing
fire and life safety services to the public. Firefighters carry
out regular fire and life safety inspections in all existing
commercial occupancies within the City. This division
works with developers and contractors to maximize life
safety through the building design and construction
process. The prevention division is also responsible for
investigating all fires and for coordinating public education
activities.
The Training Division provides career and volunteer
fire department personnel with the training necessary to
competently, effectively, efficiently and safely respond to a
broad range of emergencies. The Training Division is also
responsible for vehicle and facility maintenance.
The Emergency Management Division is responsible
for maintaining the City Comprehensive Emergency
Management Plan (CEMP) and ensuring that all City
Departments are familiar with the plan. This division will
set up and start staffing the City Emergency Operations
Center in response to a large scale emergency event.
This division also works with FEMA and various City
departments to coordinate aid following large scale events.
Fire Department Services
The Administration Division sets department
policy, oversees each of the department's operating
divisions, conducts planning and research activities,
develops programs, manages public relations and public
information requests, conducts recruitments, directs City
emergency management functions, and develops and
manages departmental budgets.
The Suppression Division responds to all types of
emergency calls, stabilizes and transports patients to
medical facilities and protects life and property from
fires and other hazards. Personnel from this division are
involved in extensive ongoing training and also assist with
fire and life safety inspections for local businesses.
The Volunteer Division manages the volunteer
firefighter pool that is shared with Clallam County Fire
District #2. The division actively recruits, interviews,
tests, selects and trains citizens who are interested in
volunteering for their community. Volunteers are trained
to become an integral part of the department.
The Special Operations Division is responsible for
providing training and support for those personnel who
actively participate in the Clallam County Technical Rescue
Team. This team provides technical rescue capability for
trench rescue, confined space rescue, rope rescue and
white water rescue.
Page 117City of Port Angeles • 2025 Budget •
FIRE CHIEF
FIRE CHIEF
ADMINISTRATIVE
ASSISTANT
ADMINISTRATIVE
ASSISTANT
FIRE CAPTAIN
FIRE CAPTAIN
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
EMT
FIREFIGHTER
EMT
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIRE CAPTAIN
FIRE CAPTAIN
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
PARAMEDIC
LIEUTENANT
PARAMEDIC
LIEUTENANT
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
PARAMEDIC
LIEUTENANT
PARAMEDIC
LIEUTENANT
FIRE CAPTAIN
FIRE CAPTAIN
PARAMEDIC
LIEUTENANT
PARAMEDIC
LIEUTENANT
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
VOLUNTEER
FIREFIGHTERS
1.0
VOLUNTEER
FIREFIGHTERS
1.0
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
DEPUTY FIRE CHIEF/
FIRE MARSHAL
DEPUTY FIRE CHIEF/
FIRE MARSHAL
DIVISION CHIEF
DIVISION CHIEF
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
EMT
FIREFIGHTER
EMT
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
EMT
FIREFIGHTER
EMT
Fire Personnel
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
EMT
FIREFIGHTER
EMT
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
PARAMEDIC
FIREFIGHTER
EMT
FIREFIGHTER
EMT
COMMUNITY
PARAMEDIC
COMMUNITY
PARAMEDIC
COMMUNITY
PARAMEDIC
COMMUNITY
PARAMEDIC
DAY SHIFT
FIREFIGHTER
EMT
DAY SHIFT
FIREFIGHTER
EMT
DAY SHIFT
FIREFIGHTER
PARAMEDIC
DAY SHIFT
FIREFIGHTER
PARAMEDIC
FIRE PREVENTION
SPECIALIST II
FIRE PREVENTION
SPECIALIST II
ADMINISTRATIVE
ASSISTANT
0.5
ADMINISTRATIVE
ASSISTANT
0.5
There are 10 Volunteer Firefighters currently employed by the City. These Volunteers are called in on an as-needed
basis. The equivalent of one position is included in the budget for these instances. Community Paramedic FTE’s are
not allocated between the General Fund and the Medic 1 fund. Rather than are funded from grants tracked in the
Medic 1 fund, but are shown here to demonstrate the complete Fire Department staffing.
Page 118City of Port Angeles • 2025 Budget •
Fire Department
Personnel Summary
Fire Department -- General Fund #001
2010 $$%
1.00
Fire Chief 0.35 0.35 0.35 0.35 0.35 0.00 0.00%
Division Chief 0.00 0.00 0.00 0.35 0.35 0.00 0.00%
1.00 Assistant Chief of Operations 0.35 0.35 0.35 0.00 0.00 0.00 0.00%
Deputy Chief/Fire Marshal 0.00 0.00 0.00 0.60 0.60 0.00 0.00%
3.00 Fire Marshal 0.60 0.60 0.60 0.00 0.00 0.00 0.00%
1.00 Fire Captain 1.05 1.05 1.05 1.05 1.05 0.00 0.00%
3.00 Administrative Assistant 0.35 0.35 0.35 0.68 0.68 0.00 0.00%
Fire Prevention Specialist II 0.00 0.00 0.00 0.75 0.75 0.00 0.00%
3.00 Lieutenant - FF/EMT 1.05 1.05 1.05 1.05 1.05 0.00 0.00%
1.00 Firefighters - EMT 5.25 5.25 5.25 5.64 5.64 0.00 0.00%
14.00 Firefighters - Paramedic 1.05 1.05 1.05 1.40 1.40 0.00 0.00%
TOTAL Authorized Positions 10.05 10.05 10.05 11.87 11.87 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 1.82 0.00
Change from Prior Year %0.00% 0.00% 0.00% 18.11% 18.11%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
AUTHORIZED POSITIONS (FTE)
Fire Department personnel are split 35% in the General Fund and 65% in the Medic 1 utility
based on hours worked for each fund. The personnel shown above are reflective of this allocation.
Page 119City of Port Angeles • 2025 Budget •
Fire Department
Revenues & Expenditures Summary
Revenues
Expenditures
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
19,840 Licenses & Permits - - - - - - N/A
132,187 Intergovt. Revenue 29,630 42,795 43,913 61,400 45,800 (15,600) -25.41%
0 Charges for Goods & Svcs.39,240 44,394 41,737 192,900 262,700 69,800 36.18%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 2,896 12,002 - 600 600 - 0.00%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$152,027 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 71,766$ 99,191$ 85,650$ 254,900$ 309,100$ 54,200 21.26%
Change from Prior Yr. $$4,337$ 27,425$ (13,541)$ 169,250$
Change from Prior Year %6.43%38.21%-13.65%197.61%
2010 $$%
$1,236,728
497,315 Salaries and Wages 1,090,189$ 1,104,553$ 1,128,181$ 1,246,500$ 1,407,500$ 161,000 12.92%
43,741 Personnel Benefits 424,026 394,650 437,604 418,000 478,200 60,200 14.40%
217,120 Supplies 74,112 95,782 105,021 142,100 89,900 (52,200) -36.73%
360,000 Other Services & Charges 308,294 446,268 447,575 466,700 490,600 23,900 5.12%
0 Intergovmt/Interfund Svcs 435,700 323,500 352,200 334,700 401,200 66,500 19.87%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
1,070 Debt Service: Interest - - - - - - N/A
$2,355,974 Interfund Pmts. for Services 12,579 - 1,841 - - - N/A
TOTAL EXPENDITURES 2,344,900$ 2,364,753$ 2,472,422$ 2,608,000$ 2,867,400$ 259,400 9.95%
Change from Prior Yr. $$(368,605)$ 19,853$ 107,669$ 135,578$
Change from Prior Year %-13.58%0.85% 4.55% 5.48%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
REVENUES
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
19,840 Licenses & Permits - - - - - - N/A
132,187 Intergovt. Revenue 29,630 42,795 43,913 61,400 45,800 (15,600) -25.41%
0 Charges for Goods & Svcs.39,240 44,394 41,737 192,900 262,700 69,800 36.18%
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 2,896 12,002 - 600 600 - 0.00%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$152,027 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 71,766$ 99,191$ 85,650$ 254,900$ 309,100$ 54,200 21.26%
Change from Prior Yr. $$4,337$ 27,425$ (13,541)$ 169,250$
Change from Prior Year %6.43%38.21%-13.65%197.61%
2010 $$%
$1,236,728
497,315 Salaries and Wages 1,090,189$ 1,104,553$ 1,128,181$ 1,246,500$ 1,407,500$ 161,000 12.92%
43,741 Personnel Benefits 424,026 394,650 437,604 418,000 478,200 60,200 14.40%
217,120 Supplies 74,112 95,782 105,021 142,100 89,900 (52,200) -36.73%
360,000 Other Services & Charges 308,294 446,268 447,575 466,700 490,600 23,900 5.12%
0 Intergovmt/Interfund Svcs 435,700 323,500 352,200 334,700 401,200 66,500 19.87%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
1,070 Debt Service: Interest - - - - - - N/A
$2,355,974 Interfund Pmts. for Services 12,579 - 1,841 - - - N/A
TOTAL EXPENDITURES 2,344,900$ 2,364,753$ 2,472,422$ 2,608,000$ 2,867,400$ 259,400 9.95%
Change from Prior Yr. $$(368,605)$ 19,853$ 107,669$ 135,578$
Change from Prior Year %-13.58%0.85% 4.55% 5.48%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
REVENUES
Fire Department revenues are received as an allocation of services rendered, or charges for services to other funds/
departments as well as permit revenue and a fire insurance premium collected to offset insurance costs for retirees. The
increase for Charges & Services is anticipated from Fire Inspection Fees.
Planned increases in salaries and wages are the result of collective bargaining agreements approved in 2024. Reductions
for supplies are the result of one-time purchases that occurred in 2024. In addition, increases in interfund services
resulted from changes to capital projects as compared to 2024 as outlined in the Capital Facilities Plan and additional
costs in the other services and charges category are due to increased charges for the use of the Countywide radio network.
Page 120City of Port Angeles • 2025 Budget •
Fire Department
Common Expenditures Comparison
Overtime,
$70,000
Overtime,
$70,000
Supplies,
$57,300
Supplies,
$58,800
Travel & Training, $37,100
Travel & Training, $37,000
Professional Services, $20,700
Professional Services, $24,300
Equipment Services, $268,500
Equipment Services, $203,700
PenCom Services, $15,500
PenCom Services, $16,900
Repairs & Maintenance, $13,000
Repairs & Maintenance, $13,000
Utilites Expense, $38,600
Utilites Expense,
$43,600
Capital (including
transfers), $69,200
Capital (including
transfers),
$135,700
Fuel, $17,700
Fuel, $22,500
Communication
Expenses, $18,100
Communication Expenses,
$17,300
$- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000
2024
2025
Overtime Supplies Travel & Training Professional Services Equipment Services PenCom Services
Repairs & Maintenance Utilites Expense Capital (including transfers)Fuel Communication Expenses
It is the continuing mission of the Port Angeles
Parks & Recreation Department to develop and maintain exemplary parks and recreational facilities while providing programs that effectively enrich the quality of life for all citizens.
Page 122City of Port Angeles • 2025 Budget •
Parks & Recreation Department
PARKS & RECREATION
ADMINISTRATION
PARKS & RECREATION
ADMINISTRATION
OCEAN VIEW
CEMETERY
OCEAN VIEW
CEMETERY
YOUTH
PROGRAMMING
SUPPORT
YOUTH
PROGRAMMING
SUPPORT
SPORTS FIELD
MAINTENANCE
SPORTS FIELD
MAINTENANCE
FACILITY RENTALS &
EVENT
COORDINATION
FACILITY RENTALS &
EVENT
COORDINATION
SENIOR CENTER
SENIOR CENTER
RECREATION
DIVISION
RECREATION
DIVISION
BEAUTIFICATION
PROGRAMS
BEAUTIFICATION
PROGRAMS
SPORTS LEAGUES &
TOURNAMENTS
SPORTS LEAGUES &
TOURNAMENTS
TURF MAINTENANCE
TURF MAINTENANCE
MAINTENANCE
DIVISION
MAINTENANCE
DIVISION
JANITORIAL
SERVICES
JANITORIAL
SERVICES
FACILITIES, PARKS,
AND CEMETERY
MAINTENANCE
FACILITIES, PARKS,
AND CEMETERY
MAINTENANCE
Parks & Recreation
Division
Major Accomplishments in 2024
• Fixed asphalt and resurfaced the six Elks Pickleball Courts which sparked interest two years ago when the City
received a large donation from a local citizen.
• After signing a software agreement with CemSites, the City has been working with the company on the
installation of a new Cemetery Software program at Ocean View Cemetery.
• Worked closely with the Dream Playground Foundation on fundraising, design, and construction of the
Generation III playground.
• Extended three Facility Use Agreements for the Clallam County Mineral & Gem Association, the Farmer’s
Market, and our local Community Garden.
• Worked with TRANE Technologies on the installation of a new HVAC system and solar at the Port Angeles
Senior Center. The battery storage portion of the project will take place Q1 of 2025.
• Worked with TRANE Technologies on grant opportunities and designs of future HVAC replacement and solar
for the Port Angeles Fire Hall.
• Worked with stakeholders, FEMA, and the community on the future replacement of the Ediz Hook
Boat Launch and Docks.
• Worked with FEMA and Public Works on the future repairs of the Olympic
Discovery Trail after severe damage during a winter storm that occurred
during the last winter storms.
Page 123City of Port Angeles • 2025 Budget •
• Worked with an abatement company on the removal of the rest of the asbestos on Locomotive #4 on Lauridsen
Blvd. Also, continued to work with multiple partnerships on the refurbishment of #4 with the “Restore the #4”
campaign.
• Extend our Interlocal Agreement with the Peninsula College and Port Angeles School District for another five
years.
• Worked with community partners on establishing a “Camp Host” spot at Erickson Playfield.
• Completed a Commerce State Grant on purchasing a Videoboard at Civic Field.
• Completed the Volunteer Field Turf project at Volunteer Field.
• Worked with Public Works on the repairs of the City Pier Backflow and Fire Suppression.
• Extend the CCAP 1-year agreement to a 5-year contract for the meal programs they provide the citizens at the
Port Angeles Senior Center.
• Assisted the Wilder Baseball Club on a successful State Tournament.
• Assisted Public Works on a project at Shane Park to help keep the stormwater off of the playground.
• Held 4th Annual Day of Play to showcase our community partners.
Key Initiatives for 2025
• Continue to work with CemSites on the installation of a new Cemetery Software program at Ocean View
Cemetery.
• Continue to work with the Dream Playground Foundation on completing post build projects that still need to
be completed.
• Work with the Lincoln Park BMX Track on renewing their Facility Use Agreement at Lincoln Park for an
additional 5 years.
• Work with TRANE Technologies, Inc. on finishing the installation of the solar and battery storage project at the
Port Angeles Senior Center.
• Continue to work with TRANE Technologies on the HVAC replacement and for solar and battery storage for the
Port Angeles Fire Hall. Also look for grant opportunities for HVAC replacement for City Hall.
• Continue to work with stakeholders, FEMA, and the community on the future replacement of the Ediz Hook
Boat Launch and Docks.
• Continue to work with FEMA and Public Works on the future repairs of the Olympic Discovery Trail after severe
damage during a winter storm that occurred during the last winter storms.
• Continue to work with multiple partnerships on the refurbishment of #4 with the “Restore the #4” campaign.
• Install the new Videoboard at Civic Field.
• Remove unrepairable and unsafe Tennis Courts at Shane Park.
• Work with Public Works on adding an additional 24-hour restroom in our
• parks system.
Page 124City of Port Angeles • 2025 Budget •
• Work with North Olympic Softball & Baseball on hosting a State Tournament on various fields throughout the
community.
• Continue to look for grants and funding to resurface the tennis courts at Erickson Playfield and Hazel Porter
Keil Park.
• Do upgrades to the inside of the “Campfire Clubhouse” at Webster Park.
• Start our Bleacher replacement program at Shane Park and Elks Playfield.
• Work with Public Works on the Laurel Street Stair Replacement project.
• Launch new online rental forms reservations on the City’s website.
• Build two new Columbarium’s at Ocean View Cemetery to increase revenues.
Performance Measures for 2025
TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
PARKS & RECREATION DEPARTMENT GOALS METRIC 2021 2022 2023 2024
2025
Forecast
Number of Upgrades at Youth Facilities 520 519 519 519 519 519
Number of Partnerships that Promote Wellness 50 50 50 50 50 50
Number of Capital Facilities Plan Projects Completed 4 2 2 4 4 4
Number of Senor Center Members 1,300 267 656 984 1,150 1,300
Number of Senior Meals Served 30,000 21,907 28,737 19,601 25,336 30,000
Number of Cemetery Burials 50 60 59 45 41 50
Number of Facility Rentals 300 200 225 250 290 300
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 49 49 49 49 53
Dollars Leveraged through Community Partnerships 1,200,000 135,000 25,000 1,400,000 100,000
Dollars Contributed toward Community Partnerships 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Page 125City of Port Angeles • 2025 Budget •
Parks & Recreation Department Services
The Administration Division provides management
of parks facilities and recreation services, administers
strategic policy planning, budget planning, preparation,
and monitoring. In addition, conducts strategic and long-
range planning for parks and recreation, development of
the parks master plan and facility design, land acquisition,
capital facility planning, grant preparation, and staff
support to the Parks, Recreation and Beautification
Commission.
Parks Maintenance is responsible for grounds and
structural maintenance of 23 parks including a municipal
cemetery and a community center totaling nearly 270
acres. In addition, this division maintains the grounds
and facility maintenance of the Fine Arts Center, Marine
Lab, Carnegie Library, City Hall, Vern Burton Community
Center, Civic Field, City Pier, The Gateway, Senior
Community Center, and Ocean View Cemetery. They also
maintain public restrooms, playgrounds, pickleball courts,
baseball/softball fields, over 8.5 miles of trails and over
60,000 square feet of indoor recreation space along with
support of various public events.
The Recreation Division provides year-round
recreation programs and activities for youth, adults,
families, and senior citizens with a balance of recreation
facilities and programs that meet the needs of diverse
age groups, abilities, and interests. Plan and coordinate
special events for local residents as well as attract visitors
to enhance the local economy. Operate the Vern Burton
Community Center and schedule the use of all city parks
and facilities.
The Facilities Division is responsible for the facility
maintenance of the Fine Art Center, Senior Center, Marine
Lab, Vern Burton Community Center, City Hall, Police
Department, Carnegie Library, and other City owned
Facilities. Facility maintenance includes janitorial, HVAC
systems, plumbing, carpentry, roofing, painting, masonry,
minor electrical, and completion of yearly inspections.
The Port Angeles Senior and Community Center
is a multipurpose Senior Center that offers recreation,
education, social interaction and services to people 45
years old and above. The PASCC mission is to promote
the physical, emotional, and economic well being of older
adults and to encourage their participation in all aspects
of community life.
The land for Ocean View Cemetery was acquired from
the Federal Government in early 1890s. A resolution was
passed by the City Council requesting a patent conveying
title to said lands to the city. It was signed on June 24,
1895, by President Grover Cleveland’s secretary. In
1895, the 54-acre cemetery was ready for business. With
spectacular views of the Strait of Juan De Fuca, Victoria,
and Mount Baker, this old cemetery provides a detailed
look at the social, ethnic, cultural and economic style of
the past.
Page 126City of Port Angeles • 2025 Budget •
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Page 127City of Port Angeles • 2025 Budget •
Parks & Recreation Department
Personnel Summary
Parks & Recreation -- General Fund #001
2010 $$%
0.00
1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Administrative Specialist II 1.00 0.00 0.00 1.00 1.00 0.00 0.00%
1.00 Administrative Specialist I 0.00 1.00 1.00 0.00 0.00 0.00 N/A
Administrative Support & Scheduler Asst 0.00 0.50 0.50 0.00 0.00 0.00 N/A
3.00 Senior Center Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Parks Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Parks Operations Specialist 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
2.34 Facilities Operations Specialist 2.00 2.00 2.00 1.00 1.00 0.00 0.00%
3.00 Parks Caretaker II 5.00 5.00 5.00 3.00 3.00 0.00 0.00%
1.00 Parks Caretaker I 1.00 1.00 1.00 3.00 3.00 0.00 0.00%
1.00 Cemetery Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
3.00 Custodian 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Facility Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Parks & Recreation Manager 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
Parks & Rec. Project Coordinator 1.00 1.00 1.00 0.00 0.00 0.00 N/A
19.94 Temporary/Part Time 7.30 6.80 6.80 7.30 7.30 0.00 0.00%
TOTAL Authorized Positions 25.30 25.30 25.30 25.30 25.30 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00% 0.00% 0.00% 0.00%0.00%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
AUTHORIZED POSITIONS (FTE)
Significant Changes: Changes in the Parks and Recreation department are the result of
shifting duties between multiple positions. There was no resulting overall increase or decrease
to personnel as a result of these changes.
Page 128City of Port Angeles • 2025 Budget •
Parks & Recreation Department
Revenues & Expenditures Summary
Revenues
Expenditures
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
4,714 Licenses & Permits 250 - 17 - - - N/A
427,232 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.550,791 629,728 711,408 804,300 949,200 144,900 18.02%
36,359 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 98,767 67,442 56,062 43,500 48,000 4,500 10.34%
0 Prop./Trust Income - - - - - - N/A
96,196 Non-Revenues - - - - - - N/A
$564,501 Other Financing Sources - 33,889 - - - - N/A
TOTAL REVENUE 649,808$ 731,059$ 767,487$ 847,800$ 997,200$ 149,400 17.62%
Change from Prior Yr. $$63,138$ 81,251$ 36,428$ 80,313$
Change from Prior Year %10.76%12.50%4.98%10.46%
2010 $$%
$1,070,835
394,216 Salaries and Wages 1,382,937$ 1,433,287$ 1,517,755$ 1,647,100$ 1,783,600$ 136,500 8.29%
259,574 Personnel Benefits 593,124 584,952 594,979 635,400 610,500 (24,900) -3.92%
661,133 Supplies 259,071 339,309 301,564 398,700 404,900 6,200 1.56%
225,026 Other Services & Charges 781,530 835,553 867,857 890,300 992,900 102,600 11.52%
0 Intergovmt/Interfund Svcs 290,000 411,000 601,800 196,000 63,000 (133,000) -67.86%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$2,610,784 Interfund Pmts. for Services 37,175 12,714 11,192 - - - N/A
TOTAL EXPENDITURES 3,343,837$ 3,616,815$ 3,895,147$ 3,767,500$ 3,854,900$ 87,400 2.32%
Change from Prior Yr. $$217,268$ 272,978$ 278,332$ (127,647)$
Change from Prior Year %6.95% 8.16% 7.70%-3.28%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
REVENUES
2023
ACTUAL
2023
ACTUAL
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
4,714 Licenses & Permits 250 - 17 - - - N/A
427,232 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.550,791 629,728 711,408 804,300 949,200 144,900 18.02%
36,359 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 98,767 67,442 56,062 43,500 48,000 4,500 10.34%
0 Prop./Trust Income - - - - - - N/A
96,196 Non-Revenues - - - - - - N/A
$564,501 Other Financing Sources - 33,889 - - - - N/A
TOTAL REVENUE 649,808$ 731,059$ 767,487$ 847,800$ 997,200$ 149,400 17.62%
Change from Prior Yr. $$63,138$ 81,251$ 36,428$ 80,313$
Change from Prior Year %10.76%12.50%4.98%10.46%
2010 $$%
$1,070,835
394,216 Salaries and Wages 1,382,937$ 1,433,287$ 1,517,755$ 1,647,100$ 1,783,600$ 136,500 8.29%
259,574 Personnel Benefits 593,124 584,952 594,979 635,400 610,500 (24,900) -3.92%
661,133 Supplies 259,071 339,309 301,564 398,700 404,900 6,200 1.56%
225,026 Other Services & Charges 781,530 835,553 867,857 890,300 992,900 102,600 11.52%
0 Intergovmt/Interfund Svcs 290,000 411,000 601,800 196,000 63,000 (133,000) -67.86%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$2,610,784 Interfund Pmts. for Services 37,175 12,714 11,192 - - - N/A
TOTAL EXPENDITURES 3,343,837$ 3,616,815$ 3,895,147$ 3,767,500$ 3,854,900$ 87,400 2.32%
Change from Prior Yr. $$217,268$ 272,978$ 278,332$ (127,647)$
Change from Prior Year %6.95% 8.16% 7.70%-3.28%
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
REVENUES
2023
ACTUAL
2023
ACTUAL
Revenues are generated in the Parks & Recreation Department by the rental of City facilities, Senior Center membership
fees, charges for services rendered at the cemetery, and charges for services to other funds/departments for custodial
and maintenance services. The increase for collection in the charges and services category is anticipated from increased
allocated charges for services rendered.
Changes in the expenditure budget within the Parks department as compared to the 2024 Budget include increases for
transfers to the equipment services fund for vehicle replacements and reductions to interfund services resulting from
changes to capital projects as approved in the Capital Facilities Plan.
Page 129City of Port Angeles • 2025 Budget •
Parks & Recreation
Common Expenditures Comparison
Parks 2024 2025
Overtime 29,900$ 28,900$ .10-11
Supplies 226,500$ 242,700$ .31-xx 31.20,31.60
Travel & Training 8,000$ 8,000$ .43-10
Prof. Services -$ -$ .41-xx
Equipment 269,100$ 227,000$ .45-20
Comm. Expenses 23,300$ 23,200$ .42-10
Repairs & Maintenance 88,000$ 88,000$ /48.10
Fuel 39,800$ 39,800$ .32-10
Utilities Expense 372,200$ 397,500$ .47-10
Transfers to Capital 106,000$ 63,000$
Overtime, $29,900
Overtime, $28,900
Supplies, $226,500
Supplies, $242,700
Travel & Training, $8,000
Travel & Training, $8,000
Equipment,
$269,100
Equipment,
$227,000
Prof. Services, $-
Utilities Expense, $372,200
Utilities Expense, $397,500
Repairs & Maintenance, $88,000
Repairs & Maintenance, $88,000
T
r
a
n
s
f
e
r
s
t
o
C
a
p
i
t
a
l
,
$
1
0
6
,
0
0
0
Transfers to Capital ,
$63,000
F
u
e
l
,
$
3
9
,
8
0
0
F
u
e
l
,
$
3
9
,
8
0
0
Comm. Expenses,
$23,300
Comm. Expenses,
$23,200
$- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000
2024
2025
Overtime Supplies Travel & Training Equipment
Prof. Services Utilities Expense Repairs & Maintenance Transfers to Capital
Supplies include items for building and ground maintenance or replacement; such as paint, concrete, playground parts
and grass seed.
City of Port Angeles • 2025 Budget • Page 130
2025 Budget
It is the mission of the Public Works and Utilities
Department to provide responsive and courteous service and to plan, design, construct, operate, and maintain the City facilities assigned to Public Works in a safe, efficient, and professional manner.
Page 132City of Port Angeles • 2025 Budget •
Public Works & Utilities Department
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
EQUIPMENT
SERVICES
EQUIPMENT
SERVICES
CADD
CADD
SOLID WASTE,
LANDFILL,
TRANSFER STATION
SOLID WASTE,
LANDFILL,
TRANSFER STATION
WATER
WATER
CIVIL ENGINEERING
CIVIL ENGINEERING
STORMWATER
STORMWATER
ENGINEERING
SERVICES
ENGINEERING
SERVICES
POWER SYSTEMS
POWER SYSTEMS
ELECTRIC/
CONSERVATION/
TELECOMMUN.
ELECTRIC/
CONSERVATION/
TELECOMMUN.
ELECTRICAL
ENGINEERING
ELECTRICAL
ENGINEERING
OPERATIONSOPERATIONSADMINISTRATIVE
SERVICES
ADMINISTRATIVE
SERVICES
RESOURCE
MANAGEMENT
RESOURCE
MANAGEMENT
WASTEWATER
WASTEWATER
STREET
STREET
TELECOMMUNICATIONS
TELECOMMUNICATIONS
Public Works
Division
Major Accomplishments in 2024
External Community Support
In 2024, Public Works provided on-going services to maintain and enhance our community’s quality of life. A few
highlights are listed below:
• Provided Department-wide support to ongoing Capital projects throughout the City. This included reviewing
stormwater plans, issuing permits, reviewing change plans, inspections etc.
Internal Collaboration
Throughout the year, Public Works staff partnered with other City Departments to achieve the goals and Strategic Plan
Objectives of the City. For example, the Public Works Staff:
• Implemented new permit fees as directed by City Council which included updating Central Square and
supporting internal reference documentation for the new permit fees.
• Launched a new unified permit routing system collaboratively with Planning and Building by maneuvering
multiple pieces of software to work adequately to accomplish the tasks needed.
• Started the Tyler Implementation collaboration in anticipation of going live in 2025.
• Executed 103 contracts for professional services, contracts, and equipment.
• Provided support to CED by reviewing:
o 1 Planning/Zoning/Land Use applications
o 141 Building Permits
• Ensured the on-going operations for the 19 stationary and 3 portable emergency generators
located in Departments throughout the City.
Page 133City of Port Angeles • 2025 Budget •
Electrical Engineering
Reviewed electrical system impacts for Port of Port Angeles future plans; provided one-on-one customer education on
electrical project requirements; reviewed electrical plan permits and net metering applications for issue; was onsite for
inspections.
• Created 110 maintenance and improvement work sketches for Light Operations.
o Accomplished 77 end-of-life pole replacements.
o Completed 3 direction bore locations for underground power reconductors.
o Launched a Development of Zone System for more effective tracking and scheduling of maintenance
contracts.
o Contracted Davey Tree Surgery, Inc. for powerline clearance and tree trimming.
o Contracted Pacific Pole Inspections, Inc. for power and transmission pole inspection program
of the Electrical Dock Crew contract for general City needs covered under the contract.
• Applied for and received Permit from Bonneville Power Association for pole design enhancements and
replacement of 70+ year old transmission exit poles currently being installed.
• Accomplished 21 EV Car charging stations (50 chargers) designed and in review for grant application to install
EV chargers throughout the City of Port Angeles.
• Obtained a Special Use Permit received from Olympic National Park for construction of electrical feeder tie
point of Park grounds.
• Engineered Power system upgrade design and cost estimate for “Project Olympic” by airport.
• Worked hand in hand with Peninsula Housing Authority to replace underground primary feed into apartment
building “The Manor” which houses over 100 elderly and disabled residents.
• Applied for and received FAA permit to contract a 1000+ foot directional bore to replace aged underground
primary cabling at William R. Fairchild International Airport.
• Removed 50 of end-of-life pole mounted wireless access points for Information Technology.
• Provided subject matter expertise:
o Inspect sites throughout Traffic Signal Controller Upgrades Project (TR0120).
o One-on-one customer support for POPA Marine Trade Center.
• Accomplished 5 Customer solar net metering applications reviewed and approved.
• One employee completed the Electrical Engineering Specialist completed Staking Engineering Certification
Program.
Power Systems and Conservation
In 2024, the Power Systems Division continued to maintain the power grid through regular tree trimming, pole testing
and upgrading of the power distribution system. Throughout the year, Energy Conservation and GIS staff partnered
with other City Departments to provide Department-wide energy conservation and GIS support for projects and special
projects to achieve the goals of the City.
• Continued ESRI servers reconfigured for new software. Continued clean-up and reconfiguring of data and
upgrades GIS system to continue into 2025.
• Hired a GIS Analyst and GIS Technician hired.
• Provided continuing representation to the Energy Northwest and the Northwest Public Power Association
Board of Directors.
• Continued to meet regulatory requirements of the Clean Energy Transformation Act (CETA) and the Climate
Commitment Act (CCA).
• Completed service of 3 Electric Vehicle (EV) charging stations at City Hall, providing connections for up to 6 EV
simultaneously. Totals at 8/21/2024: 7.987 MWH sold, GHG saved 5,872 kg CO2.
• Applied and received a grant to install an additional 47 EV chargers throughout the City.
• Participated in many workshops and meetings on BPA’s next 20-year power purchase agreement negotiations.
• Responded to service calls and customer requests.
The Conservation Program provided rebates for products to Low Income, Residential, Water and Commercial customers.
This included:
o Assisted McKinley Paper lighting project paying a $46,657 incentive and resulting in energy saving
336,989 kWh.
o Angeles Millwork replaced its HVAC system paying a $20,000 incentive and resulting
in energy savings of 85,982 kWh.
o 70 ductless heat pumps were installed.
o 46 heat pump installations.
Page 134City of Port Angeles • 2025 Budget •
o Residents installed 14,449 sq. ft. of insulation under the program.
o 4,762 sq. ft. of efficient windows were achieved.
o 11 ductless heat pumps to the low-income population were installed.
o 2 efficient windows to low-income population grants were awarded.
Engineering
• Completed 100% Construction of both phases of the Wastewater Capacity Improvements project WW0120 &
WW0220.
• Completed 100% Construction of the Elwha – Effluent Distribution Structure Bypass project WT0222.
• Completed 100% construction for the East City Parking Lot LID Retrofit project TR1215.
• Completed 100% construction for the Marine Drive Paving project TR022.
• Completed 100% construction project for 8th & I Streets Chip Seal project TR0316.
• Completed 100% construction for the City Pier Sidewalk Repair project PK0519.
• Completed 100% construction for the City Pier Railing Replacement project PK0819.
• Completed 100% construction for the Police Department Gun Range Cover PD0307.
• Completed 100% construction for the Wastewater Treatment Plant Air-Gap CON-2022-04.
• Completed 100% design for Fish Screen Improvements.
• Completed 100% restoration construction project for the City Pier Observation Tower.
• Completed 100% construction project for the 2024 Street Repairs for the following locations:
o West 11st Street and Oak Street (with ADA sidewalk replacement)
o West 14th Street utility trench patching
o Tumwater Street Bridge surfacing repair
o Valley Street Equipment Yard trench patching
o East 10th Street and Chase Street (with ADA sidewalk replacement)
o West 6th Street and H Street pavement repairs
o Liberty Street and East 7th Street pavement repairs
• Completed 99% construction for the Signal Controller Upgrades project TR0120.
• Completed 100% design for Wastewater Treatment Plant UST tank replacement.
• Completion of the City of Port Angeles Wastewater Comprehensive Plan, including approval by the Department
of Ecology.
• Initial development of the City’s 10-year Water System Plan update.
• Completed 100% design and construction project manual for 8th Street Paving Project TR0119.
• Completed 100% design and construction project manual for Decant Facility SW0112.
• Completed 70% construction project for the Decant Facility SW0112.
• Completed 100% construction project for Downtown Tree and Sidewalk Replacement Phase III TR0918.
• Provided Shoreline Environmental permitting for Olympic Discovery Trail Repairs.
• Provided estimates for and collaborated with FEMA (2024 Winter Storm Event).
• Water Treatment Plant Asset assessment and review.
• Provided community support and outreach:
o 8 Clearing and Grading Permits
o 20+ Public Records Requests
o 28 Right of Way Use Permits
o 67 Right of Way Construction Permits
• Currently secured $35,856,263 in grant funding.
• 300+ hours inspecting private development projects.
• Stormwater source control Inspection Program:
o Online business portal using ArcGIS Hub
o 65 Source Control Inspections
o 96 Pollution Prevention Assistance Visits
o Electronic inspection forms, reports, and analytics using ESRI Survey123
• Survey123 field survey developed and launched to staff city-wide with trainings scheduled.:
o 23 illicit discharge incidents addresses
• 4 public outreach events:
o KONP Home Show
o Stevens Middle School STEM
o Dry Creek Elementary RIDGE
o Clallam County Fair
Page 135City of Port Angeles • 2025 Budget •
• Awarded the Lincoln Park/Big Boy Pond Study consultant selection complete. Study near completion with all
data collected, existing condition reports drafted, and alternatives analysis in progress.
• Streamkeepers joint stream sampling event was completed.
• Field screening data collected for Tumwater/Valley basin with report in progress.
Key Initiatives for 2025
We will cultivate the professional growth, morale and safety of our Public Works employees to ensure we continue to
provide a safe and healthy environment for our City residents and business community.
To accomplish these goals, we will focus on the following objectives:
Employees
• Provide training for key personnel to ensure safety and compliance with regulations and standards.
• Recognize and build a means to award excellence in the workforce.
• Whenever possible provide opportunities to promote from within.
• Ensure training, development and mentoring opportunities are offered throughout the Department.
• Initiate the use of innovative technological solutions.
• Identify opportunities for workflow and project planning improvements.
City Residents and Business Community
• Continue to support public outreach through enhanced communication tools.
• Respond to emergency callouts and non-routine residential requests.
• Seek opportunities to enhance communication, safety and on-going quality of life for our
community.
• Provide focused services to internal customers supporting the community.
• Continue to support, maintain and upgrade when possible, City
infrastructure.
• Develop opportunities to leverage the Comprehensive Facilities Plan infrastructure improvements.
• Deliver Capital projects on-time and within budget.
• Implement the approved Capital Facilities Plan/Transportation Improvement Plan.
• Identify and leverage external funding sources for City improvements:
o Transportation Benefit District
o Grants
• Work with internal and external partners to encourage residential, commercial/industrial development.
• Evaluate permitting processes and streamline workflows by leveraging technology and focusing on critical path
efficiencies.
Performance Measures for 2025
Engineering
TEMPLATE
Please include 3-5 measurements/goals per department for inclusion in the budget document.
Items highlighted in yellow have been pulled from the Strategic Plan. Items highlighted in green are tied to the Strategic Plan. Other measures are included as suggestions/examples.
PUBLIC WORKS AND UTILITIES GOALS METRIC 2021 2022 2023 2024 2025
Forecast
Number of Planned Capital Facitility Plan (CFP) Projects 90 87 101 59 116 92
Number of Complete CFP Projects 25 27 25 20 21 25
Percent of CFP funded with Grants 40.0%33.8%21.5%46.0%50.5%42.8%
Number of Projects that Improve Pedestrian Access to Downtown 18 10 6 10 16 22
Number of Projects that Improve Connectivity Between Neighborhoods 10 5 4 8 8 14
These measurements are included in the Strategic Plan and will be collected at the department level and totaled Citywide for reporting.
Number of Completed education courses, certifications or endorsements 71 73 81 127 85
Dollars Leveraged through Community Partnerships
Dollars Contributed toward Community Partnerships
Page 136City of Port Angeles • 2025 Budget •
Administrative Division
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS
COORDINATOR II
PUBLIC WORKS
COORDINATOR II
PUBLIC WORKS
SAFETY & OPERATIONS
SPECIALIST
PUBLIC WORKS
SAFETY & OPERATIONS
SPECIALIST
FLEET MAINTENANCE
MANAGER
FLEET MAINTENANCE
MANAGER
SOLID WASTE
SUPERINTENDENT
SOLID WASTE
SUPERINTENDENT
WATER
TREATMENT PLANT
SUPERINTENDENT
WATER
TREATMENT PLANT
SUPERINTENDENT
STREET/STORMWATER
SUPERINTENDENT
STREET/STORMWATER
SUPERINTENDENT
CITY ENGINEER/
DEPUTY DIRECTOR OF
ENGINEERING
CITY ENGINEER/
DEPUTY DIRECTOR OF
ENGINEERING
ENGINEERING
ENGINEERING
OPERATIONS
OPERATIONS
PW - Admin
Personnel
WASTEWATER
TREATMENT PLANT
SUPERINTENDENT
WASTEWATER
TREATMENT PLANT
SUPERINTENDENT
FIELD CREW
SUPERINTENDENT
FIELD CREW
SUPERINTENDENT
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
PUBLIC WORKS
MANAGEMENT
ASSISTANT
PUBLIC WORKS
MANAGEMENT
ASSISTANT
POWER RESOURCES
MANAGER
POWER RESOURCES
MANAGER
DEPUTY DIRECTOR OF
LIGHT OPERATIONS
DEPUTY DIRECTOR OF
LIGHT OPERATIONS
PUBLIC WORKS
PROJECT MANAGER
PUBLIC WORKS
PROJECT MANAGER
PUBLIC WORKS
SYSTEMS
COORDINATOR
PUBLIC WORKS
SYSTEMS
COORDINATOR
Page 137City of Port Angeles • 2025 Budget •
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
CITY ENGINEER/DEPUTY
DIRECTOR OF
ENGINEERING
CITY ENGINEER/DEPUTY
DIRECTOR OF
ENGINEERING
CIVIL/UTILITY
ENGINEER III
(TRANSPORTATION)
CIVIL/UTILITY
ENGINEER III
(TRANSPORTATION)
CONTRACT
SPECIALIST III
CONTRACT
SPECIALIST III
ELECTRICAL ENGINEERING
SPECIALIST I
ELECTRICAL ENGINEERING
SPECIALIST I
ELECTRICAL ENGINEERING
SPECIALIST I
ELECTRICAL ENGINEERING
SPECIALIST I
GIS ANALYST
GIS ANALYST
GIS TECHNICIAN
GIS TECHNICIAN
CAPITAL PROJECTS
ENGINEER
CAPITAL PROJECTS
ENGINEER
SENIOR
ENGINEER
SENIOR
ENGINEER
POWER RESOURCES
MANAGER
POWER RESOURCES
MANAGER
CIVIL/UTILITY
ENGINEER III
CIVIL/UTILITY
ENGINEER III
ENGINEERING PROJECT
SUPERVISOR
ENGINEERING PROJECT
SUPERVISOR
PW – Engineering &
Power Personnel
ENGINEERING
TECHNICIAN III
ENGINEERING
TECHNICIAN III
ENGINEERING
TECHNICIAN III
ENGINEERING
TECHNICIAN III
COMM/INDUSTRIAL
ANALYST
COMM/INDUSTRIAL
ANALYST
CIVIL/UTILITY
ENGINEER II
CIVIL/UTILITY
ENGINEER II
ELECTRICAL ENGINEER
ELECTRICAL ENGINEER
CAPITAL PROJECTS
MANAGER
CAPITAL PROJECTS
MANAGER
GRANT SPECIALIST I
GRANT SPECIALIST I
PROJECTS MANAGER
PROJECTS MANAGER
CAPITAL PROJECT
INSPECTOR II
CAPITAL PROJECT
INSPECTOR II
CIVIL/UTILITY
ENGINEER I
CIVIL/UTILITY
ENGINEER I
PUBLIC WORKS
MANAGEMENT
ASSISTANT
PUBLIC WORKS
MANAGEMENT
ASSISTANT
CAPITAL PROJECT
INSPECTOR I
CAPITAL PROJECT
INSPECTOR I
CIVIL/UTILITY
ENGINEER I
CIVIL/UTILITY
ENGINEER I
Engineering Division
The Electrical Engineering Specialist’s, the Power Resources Manager, and the Electrical Engineer positions are
funded out of the Electric Utility Fund. The Comm/Industrial Analyst is funded from the Electric Conservation fund.
All other engineering staff are charged to the utility or fund their time is spent with.
Page 138City of Port Angeles • 2025 Budget •
Public Works -- General Fund #001
2010 $$%
1.00
1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Assistant Director of Public Works 0.00 1.00 0.00 0.00 0.00 0.00 N/A
Public Works Mangement Assistant 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
1.00 Deputy Director of Operations 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Deputy Director of Engineering 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Public Works Admin Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 N/A
0.00 Contracts Specialist II 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
0.00 Administrative Specialist II 3.00 0.00 0.00 0.00 0.00 0.00 N/A
Project Manager 0.00 0.00 2.00 3.00 1.00 (2.00) -66.67%
Public Works Coordinator I 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
Public Works Safety & Operations Specialist 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
1.00 Engineering Projects Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Grant Specialist 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
1.00 GIS Analyst 2.00 2.00 2.00 1.00 1.00 0.00 0.00%
2.00 GIS Technician 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
Senior Engineer 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
Civil/Utility Engineer III 0.00 0.00 1.00 1.00 3.00 2.00 200.00%
Civil/Utility Engineer II 3.00 3.00 1.00 2.00 0.00 (2.00) -100.00%
3.00 Civil/Utility Engineer I 1.00 1.00 1.00 1.00 3.00 2.00 200.00%
Capital Project Engineer 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
Capital Projects Inspector 0.00 0.00 1.00 1.00 2.00 1.00 100.00%
Capital Projects Manager 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
Engineering Technician III 2.00 2.00 2.00 1.00 3.00 2.00 200.00%
Engineering Technician II 0.00 1.00 1.00 2.00 0.00 (2.00) -100.00%
0.45 Engineering Technician I 1.00 0.00 0.00 0.00 0.00 0.00 N/A
System Coordinator 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
SCADA Technician 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
16.95 Temporary/Part Time 0.77 0.00 0.00 0.00 0.00 0.00 N/A
TOTAL Authorized Positions 18.77 18.00 21.00 27.00 28.00 1.00 3.70%
Change from Prior Yr. #0.00 (0.77)3.00 6.00 1.00
Change from Prior Year %0.00%-4.10%16.67% 28.57%3.70%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
AUTHORIZED POSITIONS (FTE)
Public Works & Utilities Department
Personnel Summary
Significant Changes: The 2025 budget includes the addition of a Capital Projects Inspector to
assist with the completion of projects citywide.
Page 139City of Port Angeles • 2025 Budget •
Public Works & Utilities Department
Revenues & Expenditures Summary
Revenues
Expenditures
2010 $$%
$0
21,851 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits 21,625 30,951 23,624 346,200 126,700 (219,500) -63.40%
1,215,716 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.927,520 1,238,405 1,323,437 1,257,000 1,700,000 443,000 35.24%
1,709 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - - - - 679,700 679,700 N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$1,239,276 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 949,145$ 1,269,356$ 1,347,061$ 1,603,200$ 2,506,400$ 903,200 56.34%
Change from Prior Yr. $$87,924$ 320,211$ 77,705$ 256,139$
Change from Prior Year %10.21%33.74%6.12%19.01%
2010 $$%
$1,165,937
372,921 Salaries and Wages 595,349$ 631,502$ 859,723$ 1,074,300$ 1,363,300$ 289,000 26.90%
42,241 Personnel Benefits 241,624 255,073 335,964 406,800 506,900 100,100 24.61%
84,030 Supplies 41,015 74,186 74,003 61,100 81,200 20,100 32.90%
495,000 Other Services & Charges 138,599 248,380 289,002 227,700 230,400 2,700 1.19%
0 Intergovmt/Interfund Svcs 1,024,700 970,800 1,295,640 1,035,900 975,800 (60,100) -5.80%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
54 Debt Service: Interest - - - - - - N/A
$2,160,183 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,041,287$ 2,179,941$ 2,854,332$ 2,805,800$ 3,157,600$ 351,800 12.54%
Change from Prior Yr. $$(18,316)$ 138,654$ 674,391$ (48,532)$
Change from Prior Year %-0.89%6.79% 30.94%-1.70%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. #3
2010 $$%
$0
21,851 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits 21,625 30,951 23,624 346,200 126,700 (219,500) -63.40%
1,215,716 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.927,520 1,238,405 1,323,437 1,257,000 1,700,000 443,000 35.24%
1,709 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - - - - 679,700 679,700 N/A
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$1,239,276 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 949,145$ 1,269,356$ 1,347,061$ 1,603,200$ 2,506,400$ 903,200 56.34%
Change from Prior Yr. $$87,924$ 320,211$ 77,705$ 256,139$
Change from Prior Year %10.21%33.74%6.12%19.01%
2010 $$%
$1,165,937
372,921 Salaries and Wages 595,349$ 631,502$ 859,723$ 1,074,300$ 1,363,300$ 289,000 26.90%
42,241 Personnel Benefits 241,624 255,073 335,964 406,800 506,900 100,100 24.61%
84,030 Supplies 41,015 74,186 74,003 61,100 81,200 20,100 32.90%
495,000 Other Services & Charges 138,599 248,380 289,002 227,700 230,400 2,700 1.19%
0 Intergovmt/Interfund Svcs 1,024,700 970,800 1,295,640 1,035,900 975,800 (60,100) -5.80%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
54 Debt Service: Interest - - - - - - N/A
$2,160,183 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,041,287$ 2,179,941$ 2,854,332$ 2,805,800$ 3,157,600$ 351,800 12.54%
Change from Prior Yr. $$(18,316)$ 138,654$ 674,391$ (48,532)$
Change from Prior Year %-0.89%6.79% 30.94%-1.70%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. #3
Revenues within the Public Works & Utilities Department are received as an allocation of services rendered, or charges
for services to other funds/departments calculated based on time spent on capital projects, and number of employees
per utility as well as collection of permit fees. These charges are expected to increase in the 2025 Budget. The increase
in interdepartmental revenue is anticipated from grant revenue to offset personnel costs. Finally, a reduction in planned
revenue in this division is expected for permit fees in 2025.
In 2025, the Public Works budget includes the addition of a Capital Projects Inspector to support capital projects approved
in the CFP that are currently backlogged due to staff capacity. This addition resulted in an increase to the salaries and
personnel benefits categories in this department. The decrease in interfund services resulted from changes to capital
projects as compared to the 2024 Budget and approved in the CFP as well as a reduction to the transfer to the Street fund
for operations that was made possible by the additional 0.1% increase to transportation benefit district tax included in
the Street fund.
Page 140City of Port Angeles • 2025 Budget •
Public Works & Utilities
Common Expenditures Comparison
Public Works 2024 2025
Overtime 1,000$ 1,000$ .10-11
Supplies 17,200$ 17,700$ .31-xx 31.20,31.60
Travel & Training 26,500$ 34,000$ .43-10
Professional Services 65,300$ 60,300$ .41-xx
Equipment Services 23,600$ 21,300$ .45-20
Communication Expenses 18,600$ 24,600$ .42-10
Software 62,500$ 62,500$ .48-02
Transfer to Street Department 906,900$ 845,800$
Capital 129,000$ 130,000$
Overtime, $1,000
Overtime, $1,000
Supplies, $17,200
Supplies, $17,700
Travel & Training, $26,500
Travel & Training, $34,000
Professional Services,
$65,300
Professional Services, $60,300
S
o
f
t
w
a
r
e
,
$
6
2
,
5
0
0
S
o
f
t
w
a
r
e
,
$
6
2
,
5
0
0
Transfer to Street
Department, $906,900
Transfer to Street
Department, $845,800
Equipment Services,
$23,600
Equipment Services,
$21,300
Communication Expenses,
$18,600
Communication Expenses,
$24,600
Capital ,
$129,000
Capital ,
$130,000
$- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000
2024
2025
Overtime Supplies Travel & Training
Professional Services Software Transfer to Street Department
Equipment Services Communication Expenses Capital
Professional Services include support for Auto CAD software and payments for Public Education and Government (PEG)
Access fees for local stations.
Supplies include OSHA compliant gear and computer replacements.
Page 141City of Port Angeles • 2025 Budget •
Non-Departmental
Revenues & Expenditures Summary
Non-Departmental Services
The Non-Departmental section of the General Fund covers expenditures that cannot be linked to any specific department.
The following programs are included in this division:
• Property Management: This program includes expenditures (professional services, utility costs, insurance
and taxes) related to unoccupied City-owned properties.
• Debt Management: This includes a transfer for principal and interest to the Debt Service fund for the
Western Urban Growth Area.
• Citywide Funding: Funding received that is not specific to any one department or that is available for
any purpose. Examples include grants received from the American Rescue Plan Act (ARPA) and remaining
balances transferred from closed funds.
Revenues
Revenue in the non-departmental division is generally one-time in nature that is also not specific to one City department.
Examples include transfers of remaining balances that resulted from closed funds, grants that benefit Citywide budgets
such as the CARES grant in 2020 and the American Rescue Plan Act (ARPA) funding received in 2021 through 2023. The
City received a total of $5.6 million in ARPA funding. The American Rescue Plan Act (ARPA) funds are currently held in
a liability account and will be transferred to this division when spending occurs. In 2025, ARPA funding is not planned
in the budget, however, unspent obligated funds will carry from 2024 in the first amendment. Non-Departmental -- General Fund #001
2010 $$%
$0
0 Taxes -$ -$ -$ -$ -$ - N/A
4,714 Licenses & Permits - - - - - - N/A
427,232 Intergovt. Revenue 802,046 1,199,527 1,148,763 2,645,800 - (2,645,800) -100.00%
0 Charges for Goods & Svcs.- - - - - - N/A
36,359 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - - - - - - N/A
0 Prop./Trust Income - - - - - - N/A
96,196 Non-Revenues - - - - - - N/A
$564,501 Other Financing Sources 25,566 - - - - - N/A
TOTAL REVENUE 827,612$ 1,199,527$ 1,148,763$ 2,645,800$ -$ (2,645,800)-100.00%
Change from Prior Yr. $$20,616$ 371,915$ (50,764)$ 1,497,037$
Change from Prior Year %2.55%44.94%-4.23%130.32%
2010 $$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
58,750 Supplies - - - - - - N/A
45,208 Other Services & Charges 1,123,809 1,263,215 1,068,955 1,241,500 555,300 (686,200) -123.57%
Intergovmt/Interfund Svcs 1,042,700 175,900 42,000 1,902,400 42,200 (1,860,200) -4408.06%
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
$103,958 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,166,509$ 1,439,115$ 1,110,955$ 3,143,900$ 597,500$ (2,546,400) -426.18%
Change from Prior Yr. $$828,858$ (727,394)$ (328,160)$ 2,032,945$
Change from Prior Year %61.96%-33.57% -22.80%182.99%
Check totals Revenues (sum of all depts)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Check totals Revenues (GF Summary table)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Central Square Report (Less Use of reserves)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Variance (s/b 0)- - - - -
Check totals Expenditures (sum of all depts)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Check totals Expenditures (GF Summary table)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Central Square Report (Less Designated for reserves)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Variance (s/b 0)- - - - -
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2023
ACTUAL
2023
ACTUAL
Page 142City of Port Angeles • 2025 Budget •
Non-Departmental -- General Fund #0012010 $$%$00 Taxes -$ -$ -$ -$ -$ - N/A4,714 Licenses & Permits - - - - - - N/A427,232 Intergovt. Revenue 802,046 1,199,527 1,148,763 2,645,800 - (2,645,800) -100.00%0 Charges for Goods & Svcs.- - - - - - N/A36,359 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue - - - - - - N/A
0 Prop./Trust Income - - - - - - N/A
96,196 Non-Revenues - - - - - - N/A
$564,501 Other Financing Sources 25,566 - - - - - N/A
TOTAL REVENUE 827,612$ 1,199,527$ 1,148,763$ 2,645,800$ -$ (2,645,800)-100.00%
Change from Prior Yr. $$20,616$ 371,915$ (50,764)$ 1,497,037$
Change from Prior Year %2.55%44.94%-4.23%130.32%
2010 $$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
58,750 Supplies - - - - - - N/A
45,208 Other Services & Charges 1,123,809 1,263,215 1,068,955 1,241,500 555,300 (686,200) -123.57%
Intergovmt/Interfund Svcs 1,042,700 175,900 42,000 1,902,400 42,200 (1,860,200) -4408.06%
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
$103,958 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,166,509$ 1,439,115$ 1,110,955$ 3,143,900$ 597,500$ (2,546,400) -426.18%
Change from Prior Yr. $$828,858$ (727,394)$ (328,160)$ 2,032,945$
Change from Prior Year %61.96%-33.57% -22.80%182.99%
Check totals Revenues (sum of all depts)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Check totals Revenues (GF Summary table)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Central Square Report (Less Use of reserves)22,548,230 22,159,587 25,800,192 28,519,800 26,810,500
Variance (s/b 0)- - - - -
Check totals Expenditures (sum of all depts)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Check totals Expenditures (GF Summary table)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Central Square Report (Less Designated for reserves)23,002,179 23,097,113 25,423,018 28,932,500 27,079,700
Variance (s/b 0)- - - - -
2022 ACTUAL
2022
ACTUAL
2021ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2024 BUDGET AMEND. #3 2025 ADOPTED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #3REVENUES2023 ACTUAL
2023
ACTUAL
Expenditures
The budgeted expenditures for 2025 are for liability insurance, utilities, and stormwater fees. The significant reduction
in spending in this division is the result of a transfer to the capital fund for the HVAC upgrade at multiple City sites that
occured in 2024 that is not expected in 2025.
Special Revenue Funds are governmental fund
types used to account for and report the proceeds of specific resources that are restricted or committed to expenditures for specified purposes other than debt service or capital projects.
Page 144City of Port Angeles • 2025 Budget •
Lodging Tax Fund #101
Revenue & Expenditure Summary
Description: The Lodging Tax Fund accounts for 4% excise tax on lodging establishments to be used for tourism
promotion, events, capital improvement or operations.
Funding Source: Revenues are generated from a 4% tax on all charges at hotels, motels, and similar lodging
establishments. The total tax that local lodging establishments pay in combined retail sales tax is 10.6%. Over the last
several years total revenue collection has increased year over year, with over $1.09 million collected in 2024. Looking
forward into 2025, the City has budgeted revenue collection in this fund conservatively in order to ensure the fund is not
overburdened should reduced travel to the area occur as a result of changing economic conditions.
Major Expenditures: This fund provides support to agencies promoting Port Angeles as a tourism and destination
area. The Lodging Tax resolution and policy amended in 2023 specifies that 20% of Lodging Tax expenditures must be
related to capital projects, in addition to 5% held to build a capital reserve. City Council approved the amended Lodging
Tax resolution to include the following expenditure allocations that are also reflected in the 2025 Budget:
• 20% of expenditures toward capital for tourism related to facilities owned or operated by the City.
• 5% toward Lodging Tax Committee priorities.
• 25% toward marketing.
• 33% for operations of tourism related to facilities owned or operated by the City.
• 12% toward events designed to attract tourism.
• 5% held in capital reserves.
Per State law a Lodging Tax Advisory Committee (LTAC) meets to recommend to Council how available revenue in this
fund will be allocated. The LTAC met on November 13, 2024, to discuss and make recommendations for the 2025 budget.
These recommendations have been approved by Council and are reflected in the adopted budget.
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Lodging Tax -- Fund #101
$$%2010
$485,136 Taxes 1,009,841$ 1,146,408$ 1,327,203$ 857,200$ 1,030,000$ 172,800 20.16%
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
951 Miscellaneous Revenue (3,034) (61,689) 67,046 19,000 30,500 11,500 60.53%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources 50,000 - - - - - N/A
$486,087 TOTAL REVENUE 1,056,807$ 1,084,719$ 1,394,249$ 876,200$ 1,060,500$ 184,300 21.03%
Change from Prior Yr. $$549,568$ 27,912$ 309,530$ (518,049)$
Change from Prior Year %108.34%2.64%28.54%-37.16%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges 470,533 483,808 638,590 1,065,500 1,098,600 33,100 3.11%
760,551 Intergovmt/Interfund Svcs 57,700 117,600 57,500 791,900 175,800 (616,100) -77.80%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - 93 - - - N/A
$760,551 TOTAL EXPENDITURES 528,233$ 601,408$ 696,183$ 1,857,400$ 1,274,400$ (583,000) -31.39%
Change from Prior Yr. $$(231,543)$ 73,175$ 94,775$ 1,161,217$
Change from Prior Year %-30.48%13.85% 15.76% 166.80%
$93,790 FUND BALANCE 824,439$ 1,307,750$ 2,005,816$ 1,024,616$ 810,716$
Change from Prior Yr. $$619,172$ 483,311$ 698,066$ (981,200)$ (213,900)$
Change from Prior Year %301.64% 58.62% 53.38%-48.92% -20.88%
2023
ACTUAL
2023
ACTUAL
2022
ACTUAL
2022
ACTUAL
2021
ACTUAL
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 1 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Event Grants, $247,900
Event Grants, $149,300
Tourism &
Marketing,
$229,500
Tourism &
Marketing,
$270,000
Capital,
$900,300
Capital,
$309,500
Administrative
Services &
Operations,
$460,300
Administrative
Services &
Operations, $492,600
Debt Service ,
$19,400 Debt Service , $0
Committee Priorities,
$0
Committee Priorities,
$53,000
$- $500,000 $1,000,000 $1,500,000 $2,000,000
2024
2025
Event Grants Tourism & Marketing
Capital Administrative Services & Operations
Debt Service Capital Reserve
Page 145City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES2015 City Manager Proposed BudgetLodging Tax -- Fund #101 $$%2010$485,136 Taxes 1,009,841$ 1,146,408$ 1,327,203$ 857,200$ 1,030,000$ 172,800 20.16%0 Licenses & Permits - - - - - - N/A0Intergovt. Revenue - - - - - - N/A0Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
951 Miscellaneous Revenue (3,034) (61,689) 67,046 19,000 30,500 11,500 60.53%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources 50,000 - - - - - N/A
$486,087 TOTAL REVENUE 1,056,807$ 1,084,719$ 1,394,249$ 876,200$ 1,060,500$ 184,300 21.03%
Change from Prior Yr. $$549,568$ 27,912$ 309,530$ (518,049)$
Change from Prior Year %108.34%2.64%28.54%-37.16%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges 470,533 483,808 638,590 1,065,500 1,098,600 33,100 3.11%
760,551 Intergovmt/Interfund Svcs 57,700 117,600 57,500 791,900 175,800 (616,100) -77.80%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - 93 - - - N/A
$760,551 TOTAL EXPENDITURES 528,233$ 601,408$ 696,183$ 1,857,400$ 1,274,400$ (583,000) -31.39%
Change from Prior Yr. $$(231,543)$ 73,175$ 94,775$ 1,161,217$
Change from Prior Year %-30.48%13.85% 15.76% 166.80%
$93,790 FUND BALANCE 824,439$ 1,307,750$ 2,005,816$ 1,024,616$ 810,716$
Change from Prior Yr. $$619,172$ 483,311$ 698,066$ (981,200)$ (213,900)$
Change from Prior Year %301.64% 58.62% 53.38%-48.92% -20.88%
2023ACTUAL
2023
ACTUAL
2022ACTUAL
2022
ACTUAL
2021ACTUAL
2021
ACTUAL
VARIANCE FROM 2024 BUDGET AMEND. 3
VARIANCE FROM 2024
BUDGET AMEND. 3
2024 BUDGET AMEND. 3 2025 ADOPTED BUDGET
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 1 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Expenditures
Lodging Tax
Common Expenditures Comparison
Expenditures are directly linked to expected revenues and are allocated according to Council guidelines for each category.
Individual or specific budget amounts are considered and recommended to Council for final approval by the Lodging Tax
Advisory Committee each year.
Page 146City of Port Angeles • 2025 Budget •
Street Fund Summary #102
Description: The Street Fund is a special revenue fund that accounts for revenues and expenditures related to the
operation and maintenance of all street facilities and infrastructure.
Funding Source: The primary revenue sources are state-levied gasoline taxes, as well as operational support from the
General Fund. In addition, the Water, Wastewater, Stormwater, and Solid Waste Collection utilities are charged for work
performed by the Street crews in support of those utilities. This includes work for brush clearing and pavement patches.
In September 2023, City Council passed an ordinance allowing the City to collect an additional 1/10 of 1% in Transportation
Benefit District sales tax effective January 1, 2024. The additional tax will be used to offset the Street fund’s operational
and maintenance costs and is estimated to collect $548,300 in 2025.
The remaining 2/10 of 1% of the Transportation Benefit District sales tax can only be used for capital projects in the City’s
Transportation Improvement Plan. As a result, these funds are tracked in a separate capital fund to ensure these revenues
are used exclusively on capital street projects.
PUBLIC WORKS & UTILITIES
DIRECTOR
PUBLIC WORKS & UTILITIES
DIRECTOR
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
STREET/STORMWATER
SUPERINTENDENT
0.50
STREET/STORMWATER
SUPERINTENDENT
0.50
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
PW - Street
Personnel
PW - Street
Personnel
LABORER/SEASONALS
1.5
LABORER/SEASONALS
1.5
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
STREET LEADWORKER
STREET LEADWORKER
TRAFFIC CONTROL
MAINTENANCE
SPECIALIST I
TRAFFIC CONTROL
MAINTENANCE
SPECIALIST I
Page 147City of Port Angeles • 2025 Budget •
Major Accomplishments in 2024
• During the 2023/2024 winter storm season we spread approximately 350 tons of sand and 80 tons of salt
during a two shift around the clock storm response effort.
• Replaced over 140 Regulatory signs due to lack of retro-reflectivity or vehicle knockdowns.
• Painted countless crosswalk and curbs throughout the city.
• Performed approximately 45 asphalt and concrete repairs for the Water and Wastewater Divisions.
• Performed an additional 325 tons of asphalt repairs to City streets including school zones.
Street Division
Page 148City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Streets -- Fund #102
$$%2010
0.00 Street/Stormwater Superintendent 0.50 0.50 0.50 0.50 0.50 - 0.00%
2.00 Street/Traffic Supervisor 1.00 0.00 0.00 0.00 0.00 - N/A
1.00 Leadworker 0.00 0.00 1.00 1.00 1.00 - 0.00%
8.00 Traffic Control Specialist II 1.00 1.00 1.00 1.00 1.00 - 0.00%
1.50 Utility Worker I/II 6.00 6.00 5.00 5.00 5.00 - 0.00%
13.50 Temporary/Seasonal 1.50 1.50 1.50 1.50 1.50 - 0.00%
TOTAL Authorized Positions 9.00 9.00 9.00 9.00 9.00 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00% 0.00% 0.00% 0.00% 0.00%
2023
ACTUAL
2022
ACTUAL
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
AUTHORIZED POSITIONS (FTE)
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 2 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Street Fund #102
Personnel Summary
Page 149City of Port Angeles • 2025 Budget •
Street Fund #102
Revenue & Expenditure Summary
Expenditures
Changes in expenditures were a result of increased employee costs in line with the approved bargaining agreements and
equipment replacement costs. Additionally, a reduction in supplies is the result of salt shed purchase in 2024 that will not
occur in 2025.
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2010 $$%$482,299
0 Taxes -$ -$ -$ 509,100$ 548,300$ 39,200 7.70%
417,236 Licenses & Permits 1,887 4,550 7,700 - - - N/A
513 Intergovt. Revenue 409,305 398,222 400,046 395,100 397,000 1,900 0.48%
0 Charges for Goods & Svcs.220 2,050 1,095 - - - N/A
528,168 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 182,687 195,627 198,902 207,600 204,200 (3,400) -1.64%
0 Prop./Trust Income - - - - - - N/A
295,000 Non-Revenues - - - - - - N/A
#######Other Financing Sources 1,126,700 1,024,800 1,259,640 1,056,900 995,800 (61,100) -5.78%
TOTAL REVENUE 1,720,799$ 1,625,249$ 1,867,383$ 2,168,700$ 2,145,300$ (23,400)-1.08%
Change from Prior Yr. $$49,429$ (95,550)$ 242,134$ 301,317$
Change from Prior Year %2.96%-5.55%14.90%16.14%
2010 $$%$686,478
255,871 Salaries and Wages 580,228$ 651,966$ 677,117$ 801,000$ 822,000$ 21,000 2.62%
247,835 Personnel Benefits 184,693 196,095 225,245 251,800 243,600 (8,200) -3.26%
397,947 Supplies 216,169 250,757 288,604 431,900 310,800 (121,100) -28.04%
150,121 Other Services & Charges 623,043 586,385 636,271 767,100 788,300 21,200 2.76%
0 Intergovmt/Interfund Svcs 24,000 25,000 - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services 28,252 26,010 67,923 27,100 41,900 14,800 54.61%
TOTAL EXPENDITURES 1,656,385$ 1,736,213$ 1,895,160$ 2,278,900$ 2,206,600$ (72,300) -3.17%
Change from Prior Yr. $$181,992$ 261,820$ 238,775$ 542,687$
Change from Prior Year %12.34% 17.76% 14.42% 31.26%
$573,076
FUND BALANCE 677,348$ 566,386$ 538,612$ 428,412$ 367,112$
Change from Prior Yr. $$64,413$ (110,962)$ (27,774)$ (110,200)$ (61,300)$
Change from Prior Year %10.51%-16.38% -4.90% -20.46% -14.31%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2021
ACTUAL
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 3 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Revenue collection for the 0.1% transportation benefit district tax is expected to increase in 2025. Motor vehicle excise
tax and interdepartmental revenue for work performed by the Street Department for utility funds are expected to be
consistent with the 2024 budget. Additionally, as in prior years, the General Fund will continue to transfer funds to
support streets in order to keep the fund balance at 25%. In 2025, this transfer will be $845,800 which is a 13.0% decrease
from 2024.
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2010 $$%$482,299
0 Taxes -$ -$ -$ 509,100$ 548,300$ 39,200 7.70%
417,236 Licenses & Permits 1,887 4,550 7,700 - - - N/A
513 Intergovt. Revenue 409,305 398,222 400,046 395,100 397,000 1,900 0.48%
0 Charges for Goods & Svcs.220 2,050 1,095 - - - N/A
528,168 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 182,687 195,627 198,902 207,600 204,200 (3,400) -1.64%
0 Prop./Trust Income - - - - - - N/A
295,000 Non-Revenues - - - - - - N/A
#######Other Financing Sources 1,126,700 1,024,800 1,259,640 1,056,900 995,800 (61,100) -5.78%
TOTAL REVENUE 1,720,799$ 1,625,249$ 1,867,383$ 2,168,700$ 2,145,300$ (23,400)-1.08%
Change from Prior Yr. $$49,429$ (95,550)$ 242,134$ 301,317$
Change from Prior Year %2.96%-5.55%14.90%16.14%
2010 $$%$686,478
255,871 Salaries and Wages 580,228$ 651,966$ 677,117$ 801,000$ 822,000$ 21,000 2.62%
247,835 Personnel Benefits 184,693 196,095 225,245 251,800 243,600 (8,200) -3.26%
397,947 Supplies 216,169 250,757 288,604 431,900 310,800 (121,100) -28.04%
150,121 Other Services & Charges 623,043 586,385 636,271 767,100 788,300 21,200 2.76%
0 Intergovmt/Interfund Svcs 24,000 25,000 - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services 28,252 26,010 67,923 27,100 41,900 14,800 54.61%
TOTAL EXPENDITURES 1,656,385$ 1,736,213$ 1,895,160$ 2,278,900$ 2,206,600$ (72,300) -3.17%
Change from Prior Yr. $$181,992$ 261,820$ 238,775$ 542,687$
Change from Prior Year %12.34% 17.76% 14.42% 31.26%
$573,076
FUND BALANCE 677,348$ 566,386$ 538,612$ 428,412$ 367,112$
Change from Prior Yr. $$64,413$ (110,962)$ (27,774)$ (110,200)$ (61,300)$
Change from Prior Year %10.51%-16.38% -4.90% -20.46% -14.31%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2021
ACTUAL
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 3 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 150City of Port Angeles • 2025 Budget •
Street Division
Common Expenditures Comparison
Professional Services include budget to contract for bridge inspections and engineering assistance.
Overtime, 13,800
Overtime, 13,800
Su
p
p
l
i
e
s
,
6
6
,
0
0
0
Su
p
p
l
i
e
s
,
66
,
0
0
0
Building &
Maintenance
Supplies,
190,400
Building &
Maintenance
Supplies,
100,200
Traffic
Supplies,
121,600
Traffic
Supplies,
89,500
Fuel, 39,600
Fuel, 39,600
Prof.
Services,
65,500
Prof.
Services,
66,500
Travel & Training, 16,400
Travel & Training, 18,800
Utilites
Expense,
98,900
Utilites
Expense,
105,100
Street
Lighting,
102,000
Street
Lighting,
103,600
Repairs &
Maintenance,
119,900
Repairs &
Maintenance,
119,900
- 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000
2024
2025
Overtime Supplies Building & Maintenance Supplies
Traffic Supplies Fuel Prof. Services
Travel & Training Utilites Expense Street Lighting
Repairs & Maintenance
Page 151City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Real Estate Excise Tax 1 (REET-1) -- Fund #105
2010 $$%$113,710
0 Taxes 564,250$ 463,575$ 380,887$ 308,800$ 325,900$ 17,100 5.54%
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
7,482 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (8,533) (74,550) 34,058 4,400 11,400 7,000 159.09%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$121,192 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 555,717$ 389,025$ 414,945$ 313,200$ 337,300$ 24,100 7.69%
Change from Prior Yr. $$124,975$ (166,692)$ 25,920$ (101,745)$
Change from Prior Year %29.01%-30.00%6.66%-24.52%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
322,631 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 617,800 355,200 900,600 742,800 150,000 (592,800) -79.81%
41,495 Capital Outlay - - - - - - N/A
2,353 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$366,479 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 617,800$ 355,200$ 900,600$ 742,800$ 150,000$ (592,800) -79.81%
Change from Prior Yr. $$229,900$ (262,600)$ 545,400$ (157,800)$
Change from Prior Year %59.27%-42.51%153.55%-17.52%
$177,371
FUND BALANCE 1,048,251$ 1,082,076$ 596,421$ 166,821$ 354,121$
Change from Prior Yr. $$(62,083)$ 33,825$ (485,655)$ (429,600)$ 187,300$
Change from Prior Year %-5.59%3.23%-44.88% -72.03%112.28%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 4 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Real Estate Excise Tax #1 Fund #105
Revenue & Expenditure Summary
Description: The Real Estate Excise Tax (REET) #1 Fund accounts for the proceeds of the first of two 0.25% real estate
excise taxes distributed to the City. According to state law, REET funds shall be used solely for financing capital projects
specified in a capital facilities plan (CFP) element of the Comprehensive Plan.
Funding Source: The real estate excise tax is levied on all sales of real estate within the City limits.
Major Expenditures: Expenditures in REET #1 for 2025 include $150,000 for the Restroom Replacement Program as
approved in the 2025-2030 Capital Facilities Plan.
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Real Estate Excise Tax 1 (REET-1) -- Fund #105
2010 $$%$113,710
0 Taxes 564,250$ 463,575$ 380,887$ 308,800$ 325,900$ 17,100 5.54%
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
7,482 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (8,533) (74,550) 34,058 4,400 11,400 7,000 159.09%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$121,192 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 555,717$ 389,025$ 414,945$ 313,200$ 337,300$ 24,100 7.69%
Change from Prior Yr. $$124,975$ (166,692)$ 25,920$ (101,745)$
Change from Prior Year %29.01%-30.00%6.66%-24.52%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
322,631 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 617,800 355,200 900,600 742,800 150,000 (592,800) -79.81%
41,495 Capital Outlay - - - - - - N/A
2,353 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$366,479 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 617,800$ 355,200$ 900,600$ 742,800$ 150,000$ (592,800) -79.81%
Change from Prior Yr. $$229,900$ (262,600)$ 545,400$ (157,800)$
Change from Prior Year %59.27%-42.51%153.55%-17.52%
$177,371
FUND BALANCE 1,048,251$ 1,082,076$ 596,421$ 166,821$ 354,121$
Change from Prior Yr. $$(62,083)$ 33,825$ (485,655)$ (429,600)$ 187,300$
Change from Prior Year %-5.59%3.23%-44.88% -72.03%112.28%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 4 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Expenditures
Page 152City of Port Angeles • 2025 Budget •
Real Estate Excise Tax #2 Fund #160
Revenue & Expenditure Summary
Description: The Real Estate Excise Tax (REET) #2 Fund accounts for the proceeds of the second of two 0.25% real
estate excise taxes distributed to the City. REET #2 funds are more restrictive and can only be used for public works
projects related to transportation, water systems, storm and sanitary sewer systems, and park improvements. Projects
must be specified in a Capital Facilities Plan (CFP).
Funding Source: The real estate excise tax is levied on all sales of real estate within the City limits.
Major Expenditures: The expenditures for 2025 include $60,000 for Stevens Middle School Walking routes, $93,800
for Waterfront Trail repairs, $50,000 for Valley Street Culvert Crossing, $110,000 for Hamilton School Walking routes,
$100,300 for 1st/2nd/Valley/Oak Green Alley and $30,000 for Speed Feedback sign program. These projects were
approved in the 2025-2030 Capital Facilities Plan.
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Real Estate Excise Tax 2 (REET-2) -- Fund #160
2010 $$%$113,710
0 Taxes 564,250$ 463,575$ 380,887$ 308,800$ 325,900$ 17,100 5.54%
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
4,120 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (8,625) (61,779) 16,189 5,000 3,600 (1,400) -28.00%
0 Prop./Trust Income - - - - - N/A
0 Non-Revenues - - - - - N/A
$117,830 Other Financing Sources - - - - - N/A
TOTAL REVENUE 555,625$ 401,796$ 397,076$ 313,800$ 329,500$ 15,700 5.00%
Change from Prior Yr. $$126,526$ (153,829)$ (4,720)$ (83,276)$
Change from Prior Year %29.49%-27.69%-1.17%-20.97%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 920,422 512,000 1,076,300 180,000 444,100 264,100 146.72%
80,427 Capital Outlay - - - - - - N/A
8,847 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$89,274 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 920,422$ 512,000$ 1,076,300$ 180,000$ $444,100 264,100 146.72%
Change from Prior Yr. $$777,892$ (408,422)$ 564,300$ (896,300)$
Change from Prior Year %545.77%-44.37%110.21%-83.28%
$202,453
FUND BALANCE $883,927 $773,723 $94,499 $228,299 $113,699
Change from Prior Yr. $$($364,798) ($110,204) ($679,224)$133,800 ($114,600)
Change from Prior Year %-29.21% -12.47% -87.79%141.59%-50.20%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 9 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Real Estate Excise Tax 2 (REET-2) -- Fund #160
2010 $$%$113,710
0 Taxes 564,250$ 463,575$ 380,887$ 308,800$ 325,900$ 17,100 5.54%
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
4,120 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (8,625) (61,779) 16,189 5,000 3,600 (1,400) -28.00%
0 Prop./Trust Income - - - - - N/A
0 Non-Revenues - - - - - N/A
$117,830 Other Financing Sources - - - - - N/A
TOTAL REVENUE 555,625$ 401,796$ 397,076$ 313,800$ 329,500$ 15,700 5.00%
Change from Prior Yr. $$126,526$ (153,829)$ (4,720)$ (83,276)$
Change from Prior Year %29.49%-27.69%-1.17%-20.97%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 920,422 512,000 1,076,300 180,000 444,100 264,100 146.72%
80,427 Capital Outlay - - - - - - N/A
8,847 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$89,274 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 920,422$ 512,000$ 1,076,300$ 180,000$ $444,100 264,100 146.72%
Change from Prior Yr. $$777,892$ (408,422)$ 564,300$ (896,300)$
Change from Prior Year %545.77%-44.37%110.21%-83.28%
$202,453
FUND BALANCE $883,927 $773,723 $94,499 $228,299 $113,699
Change from Prior Yr. $$($364,798) ($110,204) ($679,224)$133,800 ($114,600)
Change from Prior Year %-29.21% -12.47% -87.79%141.59%-50.20%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 9 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 153City of Port Angeles • 2025 Budget •
PenCom Fund #107
Personnel Summary
Description: The Peninsula Communications (PenCom) Fund was established in 1992 to
account for revenues and expenditures related to emergency dispatch and records management
services. The City is responsible for PenCom's operations and currently provides dispatch
services for 17 agencies in Clallam County.
Funding Sources: Revenues include sales tax, a 911 phone tax, user fees from member agencies
(including City user fees for Police and Fire), grants and interest income. In the years that
PenCom makes capital purchases, sales tax revenue that is collected and held is used specifically
for these purposes.
Major Expenditures: Salaries and benefits make up the majority of spending, along with
maintenance contracts related to PenCom’s software and hardware.
CITY of PORT ANGELES
2015 City Manager Proposed Budget
PenCom -- Fund #107
2010 $$%1.00
3.00 Deputy Director of PenCom 1.00 1.00 1.00 1.00 1.00 - 0.00%
15.00 Communications Supervisor 4.50 4.50 4.50 4.50 4.50 - 0.00%
2.00 Communications Officer 16.00 16.00 16.00 14.00 14.00 - 0.00%
1.00 System Coordinator 2.00 2.00 2.00 2.00 2.00 - 0.00%
Police Records Specialist 1.00 1.00 1.00 2.00 2.00 - 0.00%
GIS Analyst 0.00 0.00 0.00 1.00 1.00 - 0.00%
TOTAL Authorized Positions 24.50 24.50 24.50 24.50 24.50 - 0.00%
Change from Prior Yr. #2.00 0.00 0.00 0.00 0.00
Change from Prior Year %8.89% 0.00% 0.00% 0.00% 0.00%
2023
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
AUTHORIZED POSITIONS (FTE)
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 5 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 154City of Port Angeles • 2025 Budget •
POLICE CHIEF
POLICE CHIEF
DEPUTY DIRECTOR
OF PENCOM
DEPUTY DIRECTOR
OF PENCOM
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
POLICE RECORDS
SPECIALIST
POLICE RECORDS
SPECIALIST
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
SUPERVISOR
SYSTEM
COORDINATOR
SYSTEM
COORDINATOR
SYSTEM
COORDINATOR
SYSTEM
COORDINATOR
COMMUNICATIONS
SUPERVISOR
COMMUNICATIONS
SUPERVISOR
COMMUNICATION
SUPERVISOR
.50
COMMUNICATION
SUPERVISOR
.50
Police Department
PenCom - Personnel
Police Department
PenCom - Personnel
COMMUNICATIONS
OFFICER
COMMUNICATIONS
OFFICER
POLICE RECORDS
SPECIALIST
POLICE RECORDS
SPECIALIST
GIS ANALYST
GIS ANALYST
PenCom
Page 155City of Port Angeles • 2025 Budget •
PenCom Fund #107
Revenue & Expenditures Summary
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2010 $$%$907,333
0 Taxes -$ -$ -$ -$ -$ - N/A
956,875 Licenses & Permits - - - - - - N/A
252,476 Intergovt. Revenue 3,128,786 3,419,380 3,812,455 3,098,000 3,448,100 350,100 11.30%
0 Charges for Goods & Svcs.404,300 426,100 478,300 457,400 513,900 56,500 12.35%
8,984 Fines & Penalties - - - - - N/A
0 Miscellaneous Revenue (11,593) (101,314) 54,883 15,300 23,100 7,800 50.98%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
#######Other Financing Sources - - - - - - N/A
TOTAL REVENUE 3,521,493$ 3,744,166$ 4,345,638$ 3,570,700$ 3,985,100$ 414,400 11.61%
Change from Prior Yr. $$329,436$ 222,673$ 601,472$ (774,938)$
Change from Prior Year %10.32%6.32%16.06%-17.83%
2010 $$%#######
438,853 Salaries and Wages 1,636,513$ 2,118,886$ 2,354,286$ 2,228,400$ 2,318,000$ 89,600 4.02%
13,780 Personnel Benefits 615,577 707,695 810,127 879,100 940,100 61,000 6.94%
347,694 Supplies 14,320 27,320 36,629 31,700 30,400 (1,300) -4.10%
25,040 Other Services & Charges 767,373 875,717 966,649 925,300 951,600 26,300 2.84%
166,250 Intergovmt/Interfund Svcs 152,700 54,900 440,000 155,000 - (155,000) -100.00%
0 Capital Outlay - - - 50,000 50,000 - 0.00%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services 46 (21) 11,152 - - - N/A
TOTAL EXPENDITURES 3,186,529$ 3,784,497$ 4,618,843$ 4,269,500$ 4,290,100$ 20,600 0.48%
Change from Prior Yr. $$133,524$ 597,968$ 834,346$ (349,343)$
Change from Prior Year %4.37% 18.77% 22.05%-7.56%
$707,211
FUND BALANCE 1,986,822$ 2,070,242$ 1,797,033$ 1,098,233$ 793,233$
Change from Prior Yr. $$334,964$ 83,420$ (273,209)$ (698,800)$ (305,000)$
Change from Prior Year %20.28% 4.20%-13.20% -38.89% -27.77%
2023
ACTUAL
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 6 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Revenues
Expenditures
Revenue in this fund includes county-wide 911 sales tax, a 9-1-1 telephone tax as well as collection of user fees from all
agencies that utilize the 911 system. The increase in revenue as compared to the 2024 Budget is due to anticipated user
fee charges and expected increases for 911 sales and telephone tax collection.
The changes in expenditures are due to increased costs for personnel, software and equipment costs and an increase in the
allocation for administrative costs as well as expected decreased costs for capital transfers in 2025.
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2010 $$%$907,333
0 Taxes -$ -$ -$ -$ -$ - N/A
956,875 Licenses & Permits - - - - - - N/A
252,476 Intergovt. Revenue 3,128,786 3,419,380 3,812,455 3,098,000 3,448,100 350,100 11.30%
0 Charges for Goods & Svcs.404,300 426,100 478,300 457,400 513,900 56,500 12.35%
8,984 Fines & Penalties - - - - - N/A
0 Miscellaneous Revenue (11,593) (101,314) 54,883 15,300 23,100 7,800 50.98%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
#######Other Financing Sources - - - - - - N/A
TOTAL REVENUE 3,521,493$ 3,744,166$ 4,345,638$ 3,570,700$ 3,985,100$ 414,400 11.61%
Change from Prior Yr. $$329,436$ 222,673$ 601,472$ (774,938)$
Change from Prior Year %10.32%6.32%16.06%-17.83%
2010 $$%#######
438,853 Salaries and Wages 1,636,513$ 2,118,886$ 2,354,286$ 2,228,400$ 2,318,000$ 89,600 4.02%
13,780 Personnel Benefits 615,577 707,695 810,127 879,100 940,100 61,000 6.94%
347,694 Supplies 14,320 27,320 36,629 31,700 30,400 (1,300) -4.10%
25,040 Other Services & Charges 767,373 875,717 966,649 925,300 951,600 26,300 2.84%
166,250 Intergovmt/Interfund Svcs 152,700 54,900 440,000 155,000 - (155,000) -100.00%
0 Capital Outlay - - - 50,000 50,000 - 0.00%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services 46 (21) 11,152 - - - N/A
TOTAL EXPENDITURES 3,186,529$ 3,784,497$ 4,618,843$ 4,269,500$ 4,290,100$ 20,600 0.48%
Change from Prior Yr. $$133,524$ 597,968$ 834,346$ (349,343)$
Change from Prior Year %4.37% 18.77% 22.05%-7.56%
$707,211
FUND BALANCE 1,986,822$ 2,070,242$ 1,797,033$ 1,098,233$ 793,233$
Change from Prior Yr. $$334,964$ 83,420$ (273,209)$ (698,800)$ (305,000)$
Change from Prior Year %20.28% 4.20%-13.20% -38.89% -27.77%
2023
ACTUAL
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. 3
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUE
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 6 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 156City of Port Angeles • 2025 Budget •
PenCom Fund
Common Expenditures Comparison
• Administrative Services include costs associated with work performed on behalf of PenCom by General Fund
and Information Services staff.
• Professional Services include contracts for testing associated with hiring.
• Repairs and Maintenance include payments for the dispatch systems and operating computer yearly maintenance.
Ov
e
r
t
i
m
e
,
16
5
,
0
0
0
Ov
e
r
t
i
m
e
,
12
0
,
0
0
0
Supplies, 31500
Supplies, 29,400
Admin.
Services,
220,500
Admin.
Services,
245,600
Professional
Services, 17,500
Professional Services,
18,600
Travel & Training,
55,600
Travel & Training,
38,100
Repairs &
Maintenance,
494,500
Repairs &
Maintenance,
488,000
Communication
Expenses, 52,200
Communication
Expenses, 66,600
Capital
Projects,
$200,000
Capital Projects,
50,000
- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000
2024
2025
Overtime Supplies Admin. Services Professional Services
Travel & Training Repairs & Maintenance Communication Expenses Capital Projects
Page 157City of Port Angeles • 2025 Budget •
Business Improvement Area Fund #165
Revenue & Expenditures Summary
CITY of PORT ANGELES
2015 City Manager Proposed Budget
PBIA - Fund 165
2010 $$%$0
0 Taxes -$ -$ -$ -$ -$ - N/A
16,479 Licenses & Permits - - - - - - N/A
380 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- 235 - - - - N/A
132,790 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 16,410 32,380 31,196 32,900 33,700 800 2.43%
0 Prop./Trust Income - - - - - - N/A
175,000 Non-Revenues - - - - - - N/A
$324,649 Other Financing Sources - - - - - N/A
TOTAL REVENUE 16,410$ 32,615$ 31,196$ 32,900$ 33,700$ 800 2.43%
Change from Prior Yr. $$7,098$ 16,205$ (1,419)$ 1,704$
Change from Prior Year %76.22%98.75%-4.35%5.46%
2010 $$%$131,592
45,690 Salaries and Wages -$ -$ -$ -$ -$ - N/A
5,560 Personnel Benefits - - - - - - N/A
308,045 Supplies - - - - - - N/A
855,180 Other Services & Charges 4,000 9,000 17,573 20,000 - (20,000) N/A
11,268 Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 4,000$ 9,000$ 17,573$ 20,000$ -$ (20,000) N/A
Change from Prior Yr. $$(34,800)$ 5,000$ 8,573$ 2,427$
Change from Prior Year %-89.69%125.00% 95.26% 13.81%
#######
FUND BALANCE 41,055$ 64,671$ 78,294$ 91,194$ 124,894$
Change from Prior Yr. $$12,410$ 23,616$ 13,623$ 12,900$ 33,700$
Change from Prior Year %43.32% 57.52% 21.07% 16.48% 36.95%
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 10 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
CITY of PORT ANGELES
2015 City Manager Proposed Budget
PBIA - Fund 165
2010 $$%$0
0 Taxes -$ -$ -$ -$ -$ - N/A
16,479 Licenses & Permits - - - - - - N/A
380 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- 235 - - - - N/A
132,790 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 16,410 32,380 31,196 32,900 33,700 800 2.43%
0 Prop./Trust Income - - - - - - N/A
175,000 Non-Revenues - - - - - - N/A
$324,649 Other Financing Sources - - - - - N/A
TOTAL REVENUE 16,410$ 32,615$ 31,196$ 32,900$ 33,700$ 800 2.43%
Change from Prior Yr. $$7,098$ 16,205$ (1,419)$ 1,704$
Change from Prior Year %76.22%98.75%-4.35%5.46%
2010 $$%$131,592
45,690 Salaries and Wages -$ -$ -$ -$ -$ - N/A
5,560 Personnel Benefits - - - - - - N/A
308,045 Supplies - - - - - - N/A
855,180 Other Services & Charges 4,000 9,000 17,573 20,000 - (20,000) N/A
11,268 Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 4,000$ 9,000$ 17,573$ 20,000$ -$ (20,000) N/A
Change from Prior Yr. $$(34,800)$ 5,000$ 8,573$ 2,427$
Change from Prior Year %-89.69%125.00% 95.26% 13.81%
#######
FUND BALANCE 41,055$ 64,671$ 78,294$ 91,194$ 124,894$
Change from Prior Yr. $$12,410$ 23,616$ 13,623$ 12,900$ 33,700$
Change from Prior Year %43.32% 57.52% 21.07% 16.48% 36.95%
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 10 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Revenues
Expenditures
Description: The Business Improvement Area Fund tracks and records revenues collected from billing businesses in the
downtown district for parking and downtown improvements.
Funding Sources: Revenues received from businesses in the downtown district.
Major Expenditures: Expenses include enhancements to the downtown district and parking maintenance in the
business improvement area. In 2024, City Council approved a contract with the Downtown Waterfront District for
administration of these funds. This will be reflected in the first amendment to the 2025 Budget.
Page 158City of Port Angeles • 2025 Budget •
Port Angeles Housing Rehabilitation Fund #172
Revenue & Expenditure Summary
Description: The Port Angeles Housing Rehabilitation Fund administers home improvement loans for low-income
individuals. These funds are from a Community Development Block Grant (CDBG) and are used to rehabilitate and build
low income housing in the City. This fund is also used to track and administer funding received for Affordable Housing.
Funding Source: Revenue collected includes repayment of low-income housing loans and an Affordable Housing tax
of 0.10% that took effect April 1, 2020, as well as a sales tax credit to be used for affordable housing. Major changes as
compared to 2024 include expected increases to affordable housing tax collection.
Major Expenditures: Major changes in expenditures as compared to 2024, include a reduction of $50,000 for the
Façade transfer that occurs biennially, next occurring in 2026. Additionally, there is a budgeted transfer of $110,700
to fund the Housing Administrator position in the Community & Economic Development Department utilizing the
Affordable Housing tax collection.
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Port Angeles Housing Rehabilitation -- Fund #172
2010 $$%$0
0 Taxes 564,538$ 627,404$ 639,034$ 563,600$ 588,500$ 24,900 4.42%
62,367 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue 118,590 - 372,199 - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
117,344 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 16,084 291,574 80,797 44,900 49,900 5,000 11.14%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$179,711 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 699,212$ 918,978$ 1,092,030$ 608,500$ 638,400$ 29,900 4.91%
Change from Prior Yr. $$(426,488)$ 219,766$ 173,052$ (483,530)$
Change from Prior Year %-37.89%31.43%18.83%-44.28%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
9 Personnel Benefits - - - - - - N/A
62,730 Supplies - - - - - - N/A
135,664 Other Services & Charges 396,711 - - 82,000 1,000 (81,000) -98.78%
0 Intergovmt/Interfund Svcs 115,930 200,000 545,608 172,700 110,700 (62,000) -35.90%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$198,403 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 512,641$ 200,000$ 545,608$ 254,700$ 111,700$ (143,000) -56.14%
Change from Prior Yr. $$(296,638)$ (312,641)$ 345,608$ (290,908)$
Change from Prior Year %-36.65% -60.99%172.80%-53.32%
$375,454
FUND BALANCE 1,123,640$ 1,842,620$ 2,389,043$ 2,742,843$ 3,269,543$
Change from Prior Yr. $$743,239$ 718,980$ 546,423$ 353,800$ 526,700$
Change from Prior Year %195.38% 63.99% 29.65% 14.81% 19.20%
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 11 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Port Angeles Housing Rehabilitation -- Fund #172
2010 $$%$0
0 Taxes 564,538$ 627,404$ 639,034$ 563,600$ 588,500$ 24,900 4.42%
62,367 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue 118,590 - 372,199 - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
117,344 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 16,084 291,574 80,797 44,900 49,900 5,000 11.14%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
$179,711 Other Financing Sources - - - - - - N/A
TOTAL REVENUE 699,212$ 918,978$ 1,092,030$ 608,500$ 638,400$ 29,900 4.91%
Change from Prior Yr. $$(426,488)$ 219,766$ 173,052$ (483,530)$
Change from Prior Year %-37.89%31.43%18.83%-44.28%
2010 $$%$0
0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
9 Personnel Benefits - - - - - - N/A
62,730 Supplies - - - - - - N/A
135,664 Other Services & Charges 396,711 - - 82,000 1,000 (81,000) -98.78%
0 Intergovmt/Interfund Svcs 115,930 200,000 545,608 172,700 110,700 (62,000) -35.90%
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
$198,403 Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 512,641$ 200,000$ 545,608$ 254,700$ 111,700$ (143,000) -56.14%
Change from Prior Yr. $$(296,638)$ (312,641)$ 345,608$ (290,908)$
Change from Prior Year %-36.65% -60.99%172.80%-53.32%
$375,454
FUND BALANCE 1,123,640$ 1,842,620$ 2,389,043$ 2,742,843$ 3,269,543$
Change from Prior Yr. $$743,239$ 718,980$ 546,423$ 353,800$ 526,700$
Change from Prior Year %195.38% 63.99% 29.65% 14.81% 19.20%
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 11 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 159City of Port Angeles • 2025 Budget •
Code Compliance Fund Summary #175
Description: The Code Compliance Fund accounts for costs associated with enforcing City Code; including
administration, operations and other expenses incurred as part of compliance efforts. This fund also accounts for blighted
property acquisition.
Funding Source: For transparency and ease of tracking, the Code Compliance Fund includes all costs associated with
Code Enforcement as well as those costs associated with the purchase and sale of blighted properties. Initial funding
for blighted properties was transferred from the General Fund in the amount of $50,000. Transfers from the General
Fund will continue to occur to support the cost of Officers and other code enforcement needs. Additionally, fines, fees or
penalties collected from Code Enforcement processes will also be tracked in this fund.
Major Expenditures: Expenses in this fund include costs associated with citywide code enforcement, including
personnel costs. This fund also tracks property purchased or expenses related to blighted properties.
POLICE CHIEF
POLICE CHIEF
DEPUTY POLICE
CHIEF
DEPUTY POLICE
CHIEF
POLICE SERGEANT
0.25
POLICE SERGEANT
0.25
CODE
ENFORCEMENT
OFFICER
CODE
ENFORCEMENT
OFFICER
CODE
ENFORCEMENT
OFFICER
0.45
CODE
ENFORCEMENT
OFFICER
0.45
CODE
ENFORCEMENT
OFFICER
0.45
CODE
ENFORCEMENT
OFFICER
0.45
Police –
Code
Enforcement
Personnel
Code Compliance Fund #175
Personnel SummaryCITY of PORT ANGELES
2015 City Manager Proposed Budget
Code Compliance Enforcement - Fund #175
$$%
Code Enforcement Officer 0.00 1.90 1.90 1.90 1.90 - 0.00%
TOTAL Authorized Positions 0.00 1.90 1.90 1.90 1.90 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00%0.00%0.00%0.00%0.00%
2010 $$%$0
0 Taxes -$ -$ -$ -$ -$ - N/A
16,479 Licenses & Permits - - - - - - N/A
380 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
132,790 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (315) (326) 131 200 600 400 200.00%
0 Prop./Trust Income - - - - - - N/A
175,000 Non-Revenues - - - - - - N/A
$324,649 Other Financing Sources - 145,793 206,444 254,100 256,500 2,400 0.94%
TOTAL REVENUE (315)$ 145,467$ 206,575$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(909)$ 145,782$ 61,108$ 47,725$
Change from Prior Year %-153.03%-46280.00%42.01%23.10%
2010 $$%$131,592
45,690 Salaries and Wages -$ 81,888$ 127,382$ 144,400$ 146,400$ 2,000 1.39%
5,560 Personnel Benefits - 41,812 60,905 51,200 53,000 1,800 3.52%
308,045 Supplies - - 400 7,300 5,400 (1,900) -26.03%
855,180 Other Services & Charges - 4,903 17,758 51,400 52,300 900 1.75%
11,268 Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 326 - - - - - N/A
Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 326$ 128,603$ 206,445$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(1)$ 128,277$ 77,842$ 47,855$
Change from Prior Year %-0.31%39348.77% 60.53% 23.18%
#######
FUND BALANCE 39,421$ 56,285$ 56,416$ 56,416$ 56,416$
Change from Prior Yr. $$(640)$ 16,864$ 131$ -$ -$
Change from Prior Year %-1.60%42.78% 0.23% 0.00% 0.00%
5,297,361 Use of Reserves 1,903,200 480900
6057944 Check totals Revenues (sum of all depts)8,125,748 8,342,015 9,749,092 8,138,300 8,786,900
Cognos Report 8,125,748 8,342,015 9,749,092 10,041,500 9,267,800
Variance (s/b 0)- - - - -
6,885,917 Designated for reserves 564,300 747,700
6720659 Check totals Expenditures (sum of all depts)7,426,336 7,326,921 9,956,712 9,857,600 8,734,000
165,258 Cognos Report 7,426,336 7,326,921 9,956,712 10,421,900 9,481,700
Variance (s/b 0)- - - - -
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
REVENUES
AUTHORIZED POSITIONS (FTE)
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
EXPENDITURES
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 12 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
Page 160City of Port Angeles • 2025 Budget •
Code Compliance Fund #175
Revenue & Expenditure Summary
Revenues
Expenditures
Revenues include a transfer from the General Fund.
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Code Compliance Enforcement - Fund #175
$$%
Code Enforcement Officer 0.00 1.90 1.90 1.90 1.90 - 0.00%
TOTAL Authorized Positions 0.00 1.90 1.90 1.90 1.90 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00%0.00%0.00%0.00%0.00%
2010 $$%$0
0 Taxes -$ -$ -$ -$ -$ - N/A
16,479 Licenses & Permits - - - - - - N/A
380 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
132,790 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (315) (326) 131 200 600 400 200.00%
0 Prop./Trust Income - - - - - - N/A
175,000 Non-Revenues - - - - - - N/A
$324,649 Other Financing Sources - 145,793 206,444 254,100 256,500 2,400 0.94%
TOTAL REVENUE (315)$ 145,467$ 206,575$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(909)$ 145,782$ 61,108$ 47,725$
Change from Prior Year %-153.03%-46280.00%42.01%23.10%
2010 $$%$131,592
45,690 Salaries and Wages -$ 81,888$ 127,382$ 144,400$ 146,400$ 2,000 1.39%
5,560 Personnel Benefits - 41,812 60,905 51,200 53,000 1,800 3.52%
308,045 Supplies - - 400 7,300 5,400 (1,900) -26.03%
855,180 Other Services & Charges - 4,903 17,758 51,400 52,300 900 1.75%
11,268 Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 326 - - - - - N/A
Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 326$ 128,603$ 206,445$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(1)$ 128,277$ 77,842$ 47,855$
Change from Prior Year %-0.31%39348.77% 60.53% 23.18%
#######
FUND BALANCE 39,421$ 56,285$ 56,416$ 56,416$ 56,416$
Change from Prior Yr. $$(640)$ 16,864$ 131$ -$ -$
Change from Prior Year %-1.60%42.78% 0.23% 0.00% 0.00%
5,297,361 Use of Reserves 1,903,200 480900
6057944 Check totals Revenues (sum of all depts)8,125,748 8,342,015 9,749,092 8,138,300 8,786,900
Cognos Report 8,125,748 8,342,015 9,749,092 10,041,500 9,267,800
Variance (s/b 0)- - - - -
6,885,917 Designated for reserves 564,300 747,700
6720659 Check totals Expenditures (sum of all depts)7,426,336 7,326,921 9,956,712 9,857,600 8,734,000
165,258 Cognos Report 7,426,336 7,326,921 9,956,712 10,421,900 9,481,700
Variance (s/b 0)- - - - -
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
REVENUES
AUTHORIZED POSITIONS (FTE)
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
EXPENDITURES
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 12 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Code Compliance Enforcement - Fund #175
$$%
Code Enforcement Officer 0.00 1.90 1.90 1.90 1.90 - 0.00%
TOTAL Authorized Positions 0.00 1.90 1.90 1.90 1.90 - 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year %0.00%0.00%0.00%0.00%0.00%
2010 $$%$0
0 Taxes -$ -$ -$ -$ -$ - N/A
16,479 Licenses & Permits - - - - - - N/A
380 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
132,790 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (315) (326) 131 200 600 400 200.00%
0 Prop./Trust Income - - - - - - N/A
175,000 Non-Revenues - - - - - - N/A
$324,649 Other Financing Sources - 145,793 206,444 254,100 256,500 2,400 0.94%
TOTAL REVENUE (315)$ 145,467$ 206,575$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(909)$ 145,782$ 61,108$ 47,725$
Change from Prior Year %-153.03%-46280.00%42.01%23.10%
2010 $$%$131,592
45,690 Salaries and Wages -$ 81,888$ 127,382$ 144,400$ 146,400$ 2,000 1.39%
5,560 Personnel Benefits - 41,812 60,905 51,200 53,000 1,800 3.52%
308,045 Supplies - - 400 7,300 5,400 (1,900) -26.03%
855,180 Other Services & Charges - 4,903 17,758 51,400 52,300 900 1.75%
11,268 Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 326 - - - - - N/A
Debt Service: Interest - - - - - - N/A
#######Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 326$ 128,603$ 206,445$ 254,300$ 257,100$ 2,800 1.10%
Change from Prior Yr. $$(1)$ 128,277$ 77,842$ 47,855$
Change from Prior Year %-0.31%39348.77% 60.53% 23.18%
#######
FUND BALANCE 39,421$ 56,285$ 56,416$ 56,416$ 56,416$
Change from Prior Yr. $$(640)$ 16,864$ 131$ -$ -$
Change from Prior Year %-1.60%42.78% 0.23% 0.00% 0.00%
5,297,361 Use of Reserves 1,903,200 480900
6057944 Check totals Revenues (sum of all depts)8,125,748 8,342,015 9,749,092 8,138,300 8,786,900
Cognos Report 8,125,748 8,342,015 9,749,092 10,041,500 9,267,800
Variance (s/b 0)- - - - -
6,885,917 Designated for reserves 564,300 747,700
6720659 Check totals Expenditures (sum of all depts)7,426,336 7,326,921 9,956,712 9,857,600 8,734,000
165,258 Cognos Report 7,426,336 7,326,921 9,956,712 10,421,900 9,481,700
Variance (s/b 0)- - - - -
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
REVENUES
AUTHORIZED POSITIONS (FTE)
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32022
ACTUAL
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 3
EXPENDITURES
2024
BUDGET
AMEND. 3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. 32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\6 Special Revenue Funds - 2025 budget pages- READY
Spec. Revenue -- Fund #1XX 12 of 24 Revision Date: September 26, 2014
Print Date: 2/28/2025 7:35 PM
The Code Enforcement personnel costs include 25% of one Police Sergeant that supervises the Code Enforcement Officers.
The 2025 Budget also includes one full-time and two part-time Code Enforcement Officers as well as supplies and vehicle
expenses for this division.
Debt Service Funds are governmental
fund types used to account for the accumulation
of resources for, and the payment of, general long-
term debt principal and interest.
General obligation (G.O.) bonds are those for which the full
faith and credit of the City are pledged. They are payable from
taxes or other revenue sources.
Debt service funds include unlimited (voted) and limited (councilmanic)
tax obligation bonds.
Page 162City of Port Angeles • 2025 Budget •
Debt Service Funds
Revenue & Expenditure Summary
Debt Service Funds
These funds include two councilmanic General Obligation Bonds.
Under RCW 39.36.020(2), the public may vote to approve bond issues for general government in an amount not to exceed
2.5% of the assessed valuation. Within this 2.5% limit, the City Council may approve bond issues not to exceed 1.5% of
the City’s assessed valuation. The City’s remaining debt capacity for general purposes within the 2.5% limit is projected
at $73.1 million (as of January 1, 2024). All voted bonds require a 60% majority approval and to validate the election, the
total votes cast must equal at least 40% of the total votes cast in the last general election.
Debt service for voted bond issues are funded with special property tax levies. Currently there are no outstanding voted
bond issues. Debt Service for Councilmanic bond issues are funded through regular property taxes and by interfund
transfers.
The general obligation bonds have various interest rates between 2.6% and 4.5% with maturity dates to 2039.
The City’s current General Obligation bond rating with Moody’s Investors Service is Aa3. A bond rating is a letter-based
credit scoring system used to judge the quality and credit worthiness of a bond. The higher a bond’s rating, the lower the
interest rate it will carry. The City’s current rating is considered high quality and subject to low credit risk.
This section of the budget only shows debt associated with General Obligation Bonds. However, the City also carries debt
in each of its utility funds. This debt is in the form of bonds and loans. The image shown below demonstrates the total
amount that the City carries by type and maturity date. If no new debt is issued, the City will be debt free in 2039.
Total Debt Owing Y/E
General Government Debt
2014 LTGO - Solid Waste
Utility Debt
Prior Debt Owed
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
2
4
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
GENERAL GOVERNMENT + UTILITY DEBT
PRINCIPAL & INTEREST BALANCE OWING AT YEAR-END
General Government Debt
2014 LTGO - Solid Waste
Utility Debt
Page 163City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2015 LTGO Refunding Bonds (WUGA) -- Fund #217
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (262) 232 2,110 1,800 2,000 200 11.11%
Prop./Trust Income - - - - - N/A
Non-Revenues - - - - - N/A
Other Financing Sources 235,300 231,800 232,200 234,100 233,000 (1,100) -0.47%
TOTAL REVENUE 235,038$ 232,032$ 234,310$ 235,900$ 235,000$ (900) -0.38%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$778855$$ ((33,,000066))$$ 22,,227788$$ 11,,559900$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..3344%%--11..2288%%00..9988%%00..6688%%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 207,000 209,000 215,000 222,000 227,000 5,000 2.25%
Debt Service: Interest 27,972 22,610 17,198 11,700 5,900 (5,800) -49.57%
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 234,972$ 231,610$ 232,198$ 233,700$ 232,900$ (800) -0.34%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$11,,990000$$ ((33,,336622))$$ 558888$$ 11,,550022$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..8822%%--11..4433%%00..2255%%00..6655%%
FUND BALANCE 14,353$ 14,775$ 16,887$ 19,087$ 21,187$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$6666$$ 442222$$ 22,,111122$$ 22,,220000$$ 22,,110000$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..4466%%22..9944%%1144..2299%%1133..0033%%1111..0000%%
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2021
ACTUAL
2022
ACTUAL
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\7 Debt Service - 2025 budget pages
Debt Service -- Funds #2XX (2)3 of 3
Revision Date: September 26, 2014
Print Date: 2/25/2025 9:54 AM
2015 L.T.G.O. Bond Fund #217
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2015 LTGO Refunding Bonds (WUGA) -- Fund #217
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (262) 232 2,110 1,800 2,000 200 11.11%
Prop./Trust Income - - - - - N/A
Non-Revenues - - - - - N/A
Other Financing Sources 235,300 231,800 232,200 234,100 233,000 (1,100) -0.47%
TOTAL REVENUE 235,038$ 232,032$ 234,310$ 235,900$ 235,000$ (900) -0.38%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$778855$$ ((33,,000066))$$ 22,,227788$$ 11,,559900$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..3344%%--11..2288%%00..9988%%00..6688%%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 207,000 209,000 215,000 222,000 227,000 5,000 2.25%
Debt Service: Interest 27,972 22,610 17,198 11,700 5,900 (5,800) -49.57%
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 234,972$ 231,610$ 232,198$ 233,700$ 232,900$ (800) -0.34%
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$11,,990000$$ ((33,,336622))$$ 558888$$ 11,,550022$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..8822%%--11..4433%%00..2255%%00..6655%%
FUND BALANCE 14,353$ 14,775$ 16,887$ 19,087$ 21,187$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$6666$$ 442222$$ 22,,111122$$ 22,,220000$$ 22,,110000$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%00..4466%%22..9944%%1144..2299%%1133..0033%%1111..0000%%
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2021
ACTUAL
2022
ACTUAL
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\7 Debt Service - 2025 budget pages
Debt Service -- Funds #2XX (2)3 of 3
Revision Date: September 26, 2014
Print Date: 2/25/2025 9:54 AM
Description: These bonds are the result of the refunding of the 2005 LTGO bonds and are for the installation of utilities
in the Western Urban Growth Area (WUGA), an area designated for annexation into the City.
Repayment: This bond matures in 2025 and bears an interest rate of 2.59%. Revenues for repayment consist of interest
earned on investment of funds and transfers from the General Fund, and the Electric, Water and Wastewater funds.
Page 164City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
2014 LTGO Bonds (Solid Waste Landfill Bluff) -- Fund #216
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (2,509) (21,771) - - - - N/A
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 598,200 597,200 - - - - N/A
TOTAL REVENUE 595,691$ 575,429$ -$ -$ -$ - N/A
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$((88,,003388))$$ ((2200,,226622))$$ ((557755,,442299))$$ --$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%--11..3333%%--33..4400%%--110000..0000%%NN //AA
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 300 300 - - - - N/A
Intergovmt/Interfund Svcs 25,566 - 156,692 - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 1,275,000 285,000 - - - - N/A
Debt Service: Interest 355,400 311,900 - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 1,656,266$ 597,200$ 156,692$ -$ -$ - N/A
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$11,,005577,,776666$$ ((11,,005599,,006666))$$ ((444400,,550088))$$ ((115566,,669922))$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%117766..7744%%--6633..9944%%--7733..7766%%--110000..0000%%
FUND BALANCE 178,463$ 156,692$ -$ -$ -$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$((22,,552288))$$ ((2211,,777711))$$ ((115566,,669922))$$ --$$ --$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%--11..4400%%--1122..2200%%--110000..0000%%NN //AA NN //AA
2023
ACTUAL
2023
ACTUAL
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\7 Debt Service - 2025 budget pages
Debt Service -- Funds #2XX (2)2 of 3
Revision Date: September 26, 2014
Print Date: 2/25/2025 9:54 AM
CLOSED DEBT
2006 L.T.G.O. Bond Fund #215 &
2014 L.T.G.O. Bond Fund #216
Description: The 2006 Limited Tax General Obligation (LTGO) Bond Fund accounted for principal and interest
payments on the limited general tax obligation bond for the purchase of property adjacent to the International Multi-
Modal Gateway Center. The purchase was made via the issuance of a $1,200,000 limited tax general obligation bond. This
debt was paid in full in 2021. The remaining balance was transferred to the General Fund.
The 2014 LTGO bonds were issued to finance a portion of the costs associated with improving and stabilizing the Port
Angeles Landfill Bluff. This $8,275,000 bond was issued in 2014 and will mature in 2039. Payment of this debt has been
moved directly to Solid Waste Utility Fund.CITY of PORT ANGELES
2015 City Manager Proposed Budget
2014 LTGO Bonds (Solid Waste Landfill Bluff) -- Fund #216
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (2,509) (21,771) - - - - N/A
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 598,200 597,200 - - - - N/A
TOTAL REVENUE 595,691$ 575,429$ -$ -$ -$ - N/A
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$((88,,003388))$$ ((2200,,226622))$$ ((557755,,442299))$$ --$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%--11..3333%%--33..4400%%--110000..0000%%NN //AA
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 300 300 - - - - N/A
Intergovmt/Interfund Svcs 25,566 - 156,692 - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal 1,275,000 285,000 - - - - N/A
Debt Service: Interest 355,400 311,900 - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 1,656,266$ 597,200$ 156,692$ -$ -$ - N/A
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$11,,005577,,776666$$ ((11,,005599,,006666))$$ ((444400,,550088))$$ ((115566,,669922))$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%117766..7744%%--6633..9944%%--7733..7766%%--110000..0000%%
FUND BALANCE 178,463$ 156,692$ -$ -$ -$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY rr .. $$$$((22,,552288))$$ ((2211,,777711))$$ ((115566,,669922))$$ --$$ --$$
CC hh aa nn ggee ffrr oo mm PP rr iioo rr YY eeaa rr %%--11..4400%%--1122..2200%%--110000..0000%%NN //AA NN //AA
2023
ACTUAL
2023
ACTUAL
2022
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\7 Debt Service - 2025 budget pages
Debt Service -- Funds #2XX (2)2 of 3
Revision Date: September 26, 2014
Print Date: 2/25/2025 9:54 AM
Expenditures
Revenues
Enterprise Funds are proprietary fund
types used to account for activities for which a fee is charged to external users for goods or services. The fees charged recover the full cost of providing goods and services. The activities are financed in a manner similar to private business enterprise.
GENERAL DATA
Number of Households Served 10,466
Electric
Number of Substations 7
Water
Ranney Well System minimum yield 11 million gallons
Customers outside of City limits 58
Wastewater
Number of Pump Stations 17
Acres sewer system serves 3,700
Number of gallons rated per day 10.8 million
Number of gallons the peak flow storage tank holds 4.9 million
Solid Waste
Collection offered Weekly/Bi-weekly
Recycling Program participation 80%
Curbside yardwaste participation 50%
Regional Transfer Stations 2
Stormwater
Natural Acting systems; including the use of rain gardens.
Page 166City of Port Angeles • 2025 Budget •
Utilities at a Glance
Page 167City of Port Angeles • 2025 Budget •
Enterprise Funds
Description
Enterprise Funds are used to account for the acquisition,
operation, and maintenance of City facilities and services
that are intended to be entirely or predominately self-
supported from user charges. Operations are accounted
for in such a manner as to show a profit or loss on a
basis comparable with industries in the private sector.
The City operates seven funds in this manner: Electric,
Electric Conservation, Water, Wastewater, Solid Waste,
Stormwater, and Medic I.
Budget Basis of Accounting
The City uses the modified accrual basis in preparing
Enterprise Fund budgets. This allows budgets for debt
service and capital expenditures to be included on the
income and expense part of the budget. For financial
reporting, the City is using the accrual basis of accounting
and both capital and debt are reported on the Statement
of Net Position.
Revenues and expenses are recognized at the time they
occur. For example, when homeowners use electricity
or water, the City records the revenue when the meters
are read and consumption is calculated, not when the
customer pays the utility bill. Similarly, the City reports
expenses when a service is performed or an item is
purchased, not when the City pays the invoice.
Cash Balances
Enterprise Funds are managed differently than general
governmental services. The management of these funds
is not focused on line items of revenue and expenses,
but rather the “bottom line" of whether expenses are
supported by revenues. Instead of fund balance, the City
is using cash balance and working capital to evaluate these
funds. By including capital expenditures and debt service
payments in the reconciliation of these funds, both cash
balance and working capital are more meaningful than the
fund balance.
A City, unlike private sector enterprises, cannot make a
profit. Expenses and revenues should balance. However,
cash reserves should accumulate to a level sufficient for
three purposes:
1. To provide a cushion, or a contingency, for unforeseen
needs and emergencies (similar to fund balances in
governmental funds);
2. To provide adequate security for long-term debt; and
3. To allow for a capital development program that
reduces the need for borrowing.
Allocations Definitions
All allocations are calculated based on personnel hours
provided by various departments for utility activities.
Allocated staff hours are either tracked through work
orders or are calculated based on ac tual activities, for
example:
• Accounts Payable/Receivable - number of
invoices for accounts
• Management function - number of employ ees
• Treasury function - utility cash balances
• Customer Service - number of accounts/utility
rates.
Administrative Charges - Services provided by
City Council, City Manager, Finance Administration,
Accounting, Customer Service, Legal, postage, and Fa cility
Maintenance divisions are included in admin istrative
charges and calculated through the allocation process.
Equipment Services - Equipment Services are internal
charges to various departments and divisions based on
equipment replacement needs and equip ment repairs.
Fuel usage is charged directly to de partments. There are
five components to the de partmental charges:
1. Monthly usage fee - a fee based on the
vehicle type.
2. Fuel charges - the inventory cost plus overhead
for fuel pumped on site at the City’s Corporation
Yard and/or actual cost plus overhead for fuel
pumped off site.
3. Repair charges - parts inventory costs and a
set rate for labor hours, including overhead on
both.
4. Outside repair charges - the actual cost of
the repairs plus a handling percentage.
5. Replacement charges - calculated
based on each department/division’s
regularly used equipment, the life
of the equipment, replacement
value and available
reserves.
Page 168City of Port Angeles • 2025 Budget •
increase to Water residential rates and an average of 15.3%
for commercial rates. Wastewater rates are expected
to increase 2.4% for residential customers and average
increase of 1.1% for commercial customers. No changes
are planned to the combined sewer overflow rate in 2025.
Additionally, in an effort to keep rates as affordable as
possible for citizens all utility fund budgets are given a high
level of scrutiny to ensure costs are as efficient as possible.
Affordability Index
The City updated its Affordability Index in 2024 to
determine whether rates charged in Port Angeles are
affordable to our citizens when compared to cities similar
in size and structure to Port Angeles. Sixteen cities were
selected and compared to Port Angeles. The results of
which showed that on average annual household costs
in Port Angeles were the third lowest of the sixteen
comparable cities, however the median household income
level in Port Angeles is 33.3% lower than in comparable
cities. This showed that while Port Angeles rates are low,
residents have a very limited ability to support increases
based on income levels.
Please refer to Appendix B to view the complete 2024
Affordability Index.
Additional charges may occur if equipment
purchases are made outside of the equipment
replacement schedule. Replacement reserves
are monitored regularly.
Public Works Administrative Charges - based on the
number of employees and tasks in each fund supported by
Engineering.
Information Services Charges - Departments/
divisions are charged by Information Services, an Internal
Service Fund, based on a number of different factors
including telephone usage, server usage and storage,
help desk requests, system and equipment maintenance,
computers, devices, and other information services.
Salary and benefit changes
In the 2025 Budget, the following changes were assumed:
• A cost of living adjustment (COLA) of 2.0%-
5.58% is anticipated for represented employees
in accordance with each bargaining groups
contract. Additionally, two of these contracts
also included salary adjustments to align
positions with comparable cities as part of a
salary survey complete in 2024.
• A 5.0% increase of medical coverage which
includes a 2.0% discount for participation in the
Wellness Program.
• A 2.0% increase for dental and vision coverage.
Utility Rates
Enterprise funds represent more than half of the City’s
budget. The most significant issue affecting Enterprise
Funds is to ensure that these funds are self-supporting and
maintain adequate cash balances to cover operating costs,
debt service, capital transfers, repairs and replacements.
While most of the enterprise funds are self-supporting
and maintain adequate cash reserves, rate adjustments
are needed periodically to ensure this condition continues.
Medic I requires General Fund support to operate.
Early in 2019, City Council, staff, citizens, and the Utility
Advisory Committee spent several months reviewing the
City’s methodologies for all utilities. These methodologies
were then approved by Council for use in the rate setting.
These methodologies were designed to set rates that were
fair, equitable and affordable.
The rates for the Water and Wastewater utilities expired
on December 31, 2024. Rate proposals for each of these
utilities were adopted by City Council in 2024 effective
January 1, 2025. Adjustments in 2025 include a 14.7%
Page 169City of Port Angeles • 2025 Budget •
Electric Utility Fund #401
Description: The Electric Fund accounts for activities related to the provision of electric services to City residents and
businesses and industrial customers. All activities necessary to provide such services, including administration, operations
and maintenance, capital improvements, financing, and related debt service are accounted for in this fund.
The Power Resources division negotiates contracts with Bonneville Power Association (BPA), and
the City’s industrial customer, and oversees conservation efforts although conservation revenues and
expenditures are tracked in the Conservation fund.
The Electric Engineering division works to streamline permitting and oversees projects and other
distribution upgrades, replacements and repairs.
Services:
• Electric delivery and transmission for Commercial, Industrial, and Residential customers
• Meter installations and repairs
• Emergency response
Challenges: Major challenges include keeping rates stable, and at an affordable level, while maintaining cash flow and
infrastructure. The City’s rates will be based on cost recovery needed to provide adequate electrical power for residents
and businesses. Carefully considered plans can be affected by litigation and legislation, all of which can make long-term
planning the most significant challenge.
Debt Payments: $140,400
• 2015 Refunding Electric Bond, $135,000 matures 2025 bearing interest of 2.0-4.0%, or
$5,400 in 2025.
Transfers Out: $836,800
• Capital Fund: $15,000 in support of the NICE program and $100 for emergency management
pods, and $800,000 transfer to capital fund for electric projects in the Capital Facilities Plan
(CFP).
• Debt Service transfer $21,700 for 2015 LTGO Bond maturing in 2025 for the Western Urban
Growth Area bearing interest of 3%-4.5%.
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
SERVICES
SERVICES
FACILITY
MAINTENANCE
FACILITY
MAINTENANCE
PERMITTING
PERMITTING
METERING
METERING
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION
LIGHT
ADMINISTRATION
LIGHT
ADMINISTRATION
PURCHASING &
WAREHOUSING
PURCHASING &
WAREHOUSING
OPERATIONS
OPERATIONS
BPA NEGOTIATIONS
BPA NEGOTIATIONS
MAINTENANCE &
CONSTRUCTION
MAINTENANCE &
CONSTRUCTION
PLANNING
PLANNING
POWER SYSTEMSPOWER SYSTEMSENGINEERING
SERVICES
ENGINEERING
SERVICES
CONSERVATION
CONSERVATION
PW – Electric Utility
Page 170City of Port Angeles • 2025 Budget •
Major Accomplishments in 2024
Metering & Dispatch:
• 181 new and changeout Meters installed.
• 271 primarily older Meters replaced.
• 217 Work Orders closed dealing with meter inquiries.
Substations:
• I Street substation breaker and switchgear replaced with new remote tracking
magnetically operated breakers.
• College Substation load tap changer rebuilt.
• I Street substation legacy communications processor replaced with a Real
Time Automation Controller (RTAC).
Inspections, Traffic Signals & City Electric:
• Updated new firmware into all existing Traffic Conflict Monitors and annual testing completed with ATSI.
• Upgraded the last Traconex traffic controller for the City to the upgraded Siemans M60.
• LED traffic signal lamp retro fits replaced on First and Front Streets intersections.
• New Western system control cabinets on downtown First and Front Streets intersections.
• 1024 Electrical Inspections completed.
• Repairs to damaged or stolen electrical at City Pier, downtown fountain lighting, and Waterfront trail lighting.
• East City Hall Parking Lot electrical lighting upgrades.
• City Electrician successfully received IMSA Traffic Signal Tech I Certification.
Distribution System:
• Continue our scheduled cable replacement projects.
• Continue the pole replacement and maintenance project activity.
• Reconductor key areas to replace aged and worn wire.
Management – Strategy – Training:
• Sent employees to continuing education classes to keep current on new technologies as well as keeping
certifications current.
• Offer “cross-training” to employees in areas that will benefit them and Light Operations.
• Successfully continue to achieve mandatory safety training through an outside contractor.
Key Initiatives for 2025
• Begin Phase 1 of the End of Line Voltage Pilot Program.
• Begin implementation of Outage Management System.
• Increase Substation security by adding cameras in key areas as well as software for monitoring.
• Traffic Signal Network/workstation for new traffic control cabinets.
• Continue maintenance and updating Downtown lighting and event panel electrical service upgrades.
• Begin a program of offering Traffic Signal Maintenance to neighboring communities as a Mutual Aid basis.
• Continue our scheduled cable replacement projects.
• Continue the pole replacement and maintenance project activity.
• Continue progress on CFP Projects.
Light operations Division
Page 171City of Port Angeles • 2025 Budget •
Light operations Division
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
DEPUTY DIRECTOR OF
LIGHT OPERATIONS
DEPUTY DIRECTOR OF
LIGHT OPERATIONS
LINE FOREMAN
LINE FOREMAN
LINE FOREMAN
LINE FOREMAN
LINEMAN
LINEMAN
LINEMAN
LINEMAN
LINEMAN
LINEMAN
LINEMAN
LINEMAN
PW – Light Personnel
EQUIPMENT OPERATOR
EQUIPMENT OPERATOR
POWER RESOURCES
MANAGER
POWER RESOURCES
MANAGER
ELECTRICAL
ENGINEERING
SPECIALIST II
ELECTRICAL
ENGINEERING
SPECIALIST II
ELECTRICAL
ENGINEERING
SPECIALIST II
ELECTRICAL
ENGINEERING
SPECIALIST II
WAREHOUSEMAN/
STOREKEEPER
WAREHOUSEMAN/
STOREKEEPER
SUBSTATION
TECHNICIAN
SUBSTATION
TECHNICIAN
TRAFFIC SIGNAL/
ELECTRICAL
INSPECTOR
TRAFFIC SIGNAL/
ELECTRICAL
INSPECTOR
PUBLIC WORKS
COORDINATOR II
PUBLIC WORKS
COORDINATOR II
SENIOR METER/
RELAY
TECHNICIAN
SENIOR METER/
RELAY
TECHNICIAN
ELECTRICAL
ENGINEER
ELECTRICAL
ENGINEER
CITY ELECTRICIAN
CITY ELECTRICIAN
SERVICEMAN
SERVICEMAN
LINEMAN
LINEMAN
Page 172City of Port Angeles • 2025 Budget •
Electric Utility Fund #401
Personnel SummaryCITY of PORT ANGELES
2015 City Manager Recommended Budget
Electric Utility -- Fund #401
$$%
Operations Manager 1.00 1.00 1.00 0.00 0.00 0.00 N/A
Deputy Director of Light Operations 0.00 0.00 0.00 1.00 1.00 0.00 0.00%
Line Foreman 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
General Foreman 1.00 1.00 0.00 0.00 0.00 0.00 N/A
Public Works Coordinator 0.00 0.00 1.00 1.00 1.00 0.00 0.00%
Lineman 5.00 5.00 5.00 5.00 5.00 0.00 0.00%
Substation Technician 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Equipment Operator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Warehouseman/Purchasing Agent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Serviceman 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Senior Meter Relay Technician 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
SCADA Technician 0.00 1.00 1.00 0.00 0.00 0.00 N/A
City Electrician 1.00 0.00 0.00 1.00 1.00 0.00 0.00%
Electrical Inspector 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Deputy Director of Power Systems 1.00 0.00 0.00 0.00 0.00 0.00 N/A
Power Resource Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Electrical Engineer 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
Electrical Engineering Specialist 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
TOTAL Authorized Positions 20.00 20.00 20.00 20.00 20.00 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.00
Change from Prior Year % 0.00% 0.00% 0.00% 0.00%0.00%
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)1 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Page 173City of Port Angeles • 2025 Budget •
Electric Utility Fund #401
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits 103,851 117,370 90,135 137,700 137,700 - 0.00%
Intergovt. Revenue 57,227 - - 439,600 - (439,600) N/A
Charges for Goods & Svcs.27,880,171 27,908,883 27,316,685 28,296,200 22,270,000 (6,026,200) -21.30%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 74,044 (1,562,092) 1,676,283 501,900 825,700 323,800 64.51%
Prop./Trust Income 108,967 111,806 239,577 150,000 231,300 81,300 54.20%
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 28,224,260$ 26,575,967$ 29,322,680$ 29,525,400$ 23,464,700$ (6,060,700) -20.53%
Change from Prior Yr. $$4,409,584$ (1,648,293)$ 2,746,713$ 202,720$
Change from Prior Year %18.52%-5.84%10.34%0.69%
$$%
Salaries and Wages 1,883,220$ 1,803,362$ 2,396,939$ 2,965,300$ 2,932,600$ (32,700) -1.10%
Personnel Benefits 676,750 589,897 756,491 915,800 924,700 8,900 0.97%
Supplies 16,896,095 16,144,305 13,833,000 18,140,200 12,250,900 (5,889,300) -32.47%
Other Services & Charges 5,132,772 5,873,100 5,696,094 6,223,800 6,532,200 308,400 4.96%
Intergovmt/Interfund Svcs 842,400 836,700 931,352 4,605,200 905,100 (3,700,100) -80.35%
Capital Outlay - - - 150,000 150,000 - 0.00%
Debt Service: Principal 340,000 350,000 190,000 200,000 135,000 (65,000) -32.50%
Debt Service: Interest & Other 44,067 30,338 18,462 13,400 5,400 (8,000) -59.70%
Interfund Pmts. for Services 4,982 34,806 24,318 12,500 15,900 3,400 27.20%
TOTAL EXPENDITURES 25,820,286$ 25,662,508$ 23,846,656$ 33,226,200$ 23,851,800$ (9,374,400) -28.21%
Change from Prior Yr. $$ 4,452,297$ (157,778)$ (1,815,852)$ 9,379,544$
Change from Prior Year % 20.84%-0.61% -7.08%39.33%
Reclassification of Capital/Debt $1,070,080 $325,002 $488,651 $422,167
UNRESTRICTED CASH BALANCE 11,443,657$ 11,855,385$ 16,715,722$ 13,014,922$ 12,627,822$
Change from Prior Yr. $$(1,411,235)$ 411,728$ 4,860,337$ (3,700,800)$ (387,100)$
Change from Prior Year %-10.98%3.60% 41.00%-22.14%-2.97%
2023
ACTUAL
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)2 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Electric utility revenues are comprised primarily from charges for service. However, the electric utility also collects
revenue for electrical permits, pole rentals, interest and settlements. In 2025, a reduction in charges from the City’s
industrial customer is planned. Additional increases are planned for investment earnings resulting from more favorable
market conditions.
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits 103,851 117,370 90,135 137,700 137,700 - 0.00%
Intergovt. Revenue 57,227 - - 439,600 - (439,600) N/A
Charges for Goods & Svcs.27,880,171 27,908,883 27,316,685 28,296,200 22,270,000 (6,026,200) -21.30%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 74,044 (1,562,092) 1,676,283 501,900 825,700 323,800 64.51%
Prop./Trust Income 108,967 111,806 239,577 150,000 231,300 81,300 54.20%
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 28,224,260$ 26,575,967$ 29,322,680$ 29,525,400$ 23,464,700$ (6,060,700) -20.53%
Change from Prior Yr. $$4,409,584$ (1,648,293)$ 2,746,713$ 202,720$
Change from Prior Year %18.52%-5.84%10.34%0.69%
$$%
Salaries and Wages 1,883,220$ 1,803,362$ 2,396,939$ 2,965,300$ 2,932,600$ (32,700) -1.10%
Personnel Benefits 676,750 589,897 756,491 915,800 924,700 8,900 0.97%
Supplies 16,896,095 16,144,305 13,833,000 18,140,200 12,250,900 (5,889,300) -32.47%
Other Services & Charges 5,132,772 5,873,100 5,696,094 6,223,800 6,532,200 308,400 4.96%
Intergovmt/Interfund Svcs 842,400 836,700 931,352 4,605,200 905,100 (3,700,100) -80.35%
Capital Outlay - - - 150,000 150,000 - 0.00%
Debt Service: Principal 340,000 350,000 190,000 200,000 135,000 (65,000) -32.50%
Debt Service: Interest & Other 44,067 30,338 18,462 13,400 5,400 (8,000) -59.70%
Interfund Pmts. for Services 4,982 34,806 24,318 12,500 15,900 3,400 27.20%
TOTAL EXPENDITURES 25,820,286$ 25,662,508$ 23,846,656$ 33,226,200$ 23,851,800$ (9,374,400) -28.21%
Change from Prior Yr. $$ 4,452,297$ (157,778)$ (1,815,852)$ 9,379,544$
Change from Prior Year % 20.84%-0.61% -7.08%39.33%
Reclassification of Capital/Debt $1,070,080 $325,002 $488,651 $422,167
UNRESTRICTED CASH BALANCE 11,443,657$ 11,855,385$ 16,715,722$ 13,014,922$ 12,627,822$
Change from Prior Yr. $$(1,411,235)$ 411,728$ 4,860,337$ (3,700,800)$ (387,100)$
Change from Prior Year %-10.98%3.60% 41.00%-22.14%-2.97%
2023
ACTUAL
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)2 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Expenditures
The 2025 Budget reflects a change in the amount of power purchased from Bonneville Power Association (BPA) to reflect
reduced usage from the City’s industrial electric customer. The 2025 Budget also includes an increase in departmental
charges for services and a decrease in transfers for capital that resulted from a one-time $3.7 million transfer in support
of the light operations building that will not occur in 2025.
Page 174City of Port Angeles • 2025 Budget •
Electric
2024 2025
Professional Services 128,800 128,800 -
Utilities 81,200 104,900 23,700
Admin. Services 1,860,600 2,206,500 345,900
Travel & Training 60,200 60,200 -
Taxes 2,793,900 2,316,900 (477,000)
Fuel 33,100 37,100 4,000
Capital 4,515,100 815,100 (3,700,000)
Liability Insurance 146,600 296,500 149,900
Debt Payments 235,200 162,100 (73,100)
Power Purchase 17,355,000 11,310,500 (6,044,500)
Professional
Services,
Professional
Services,
Utilities, 81,200
Utilities, 104,900
Admin.
Services,
1,860,600
Admin.
Services,
2,206,500
Travel &
Training,
60,200
Travel &
Training,
60,200
Taxes,
2,793,900
Taxes,
2,316,900
Fuel, 33,100
Fuel,
37,100
Capital, 4,515,100
Ca
p
i
t
a
l
,
81
5
,
1
0
0
Liability Insurance, 146,600
Liability Insurance, 296,500
Debt Payments, 235,200
Debt Payments, 162,100
Power Purchase, 17,355,000
Power Purchase, 11,310,500
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000
2024
2025
Professional Services Utilities Admin. Services Travel & Training Taxes
Fuel Capital Liability Insurance Debt Payments Power Purchase
Electric Utility
Common Expenditures Comparison
Administrative Services include transfers to the General Fund and Information Services for work performed, such as
Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Page 175City of Port Angeles • 2025 Budget •
Electric Conservation Utility Fund #421
Description: The Electric Conservation Fund accounts for activities related to the provision of energy conservation
programs for City residents and businesses. All activities necessary to provide such services, including administration,
operations, and loan programs are accounted for in this fund. Additionally, this fund provides education and customer
assistance in the area of electric conservation, using funding from Bonneville Power Administration (BPA) grants.
Services:
• Energy analysis of individual and commercial usage providing energy savings alternatives.
• Marketing of energy savings devices.
• Inspections and approval of conservation improvements for residential and commercial areas.
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
CONSERVATION
CONSERVATION
POWER SYSTEMSPOWER SYSTEMS
PW – Electric Conservation Utility
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
PW – Power
Personnel
POWER RESOURCES
MANAGER
POWER RESOURCES
MANAGER
COMM/INDUSTRIAL
ANALYST
COMM/INDUSTRIAL
ANALYST
Page 176City of Port Angeles • 2025 Budget •
Electric Conservation Utility Fund #421
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Conservation Utility -- Fund #421
$$%
Commercial Energy Analyst 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Change from Prior Yr. #(1.00)0.00 0.00 0.00 0.00
Change from Prior Year %-50.00%0.00%0.00%0.00%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.280,290 417,650 279,310 705,500 536,500 (169,000) -23.95%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (5,125) (30,838) 16,076 4,100 2,800 (1,300) -31.71%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 275,165$ 386,812$ 295,386$ 709,600$ 539,300$ (170,300) -24.00%
Change from Prior Yr. $$ 12,105$ 111,647$ (91,426)$ 414,214$
Change from Prior Year % 4.60% 40.57%-23.64%140.23%
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET AUTHORIZED POSITIONS
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)18 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Electric Conservation Utility Fund #421
Personnel SummaryCITY of PORT ANGELES
2015 City Manager Recommended Budget
Conservation Utility -- Fund #421
$$%
Commercial Energy Analyst 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Change from Prior Yr. #(1.00)0.00 0.00 0.00 0.00
Change from Prior Year %-50.00%0.00%0.00%0.00%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.280,290 417,650 279,310 705,500 536,500 (169,000) -23.95%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (5,125) (30,838) 16,076 4,100 2,800 (1,300) -31.71%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 275,165$ 386,812$ 295,386$ 709,600$ 539,300$ (170,300) -24.00%
Change from Prior Yr. $$ 12,105$ 111,647$ (91,426)$ 414,214$
Change from Prior Year % 4.60% 40.57%-23.64%140.23%
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET AUTHORIZED POSITIONS
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)18 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Electric Conservation revenues are almost entirely driven by incentive funds which are proportionate to power purchased.
Electric Conservation Fund 421
2024 2025
Advertising 3,500 3,500
Admin Services 35,000 53,200
Professional Services 2,000 7,000
Travel & Training 5,000 5,000
Communication 600 700
Conservation Incentives 500,000 300,000
Equipment Services 7,200 7,200
Advertising,
3,500
Advertising, 3,500
Admin Services,
35,000
Admin Services, 53,200
Professional
Services, 2,000
Professional
Services, 7,000
Travel & Training,
5,000
Travel & Training,
5,000
Conservation Incentives,
500,000
Conservation Incentives ,
300,000
Communication, 600
Communication, 700
Equipment
Services,
7,200
Equipment
Services, 7,200
- 100,000 200,000 300,000 400,000 500,000 600,000
2024
2025
Advertising Admin Services Professional Services Travel & Training Conservation Incentives Communication Equipment Services
Page 177City of Port Angeles • 2025 Budget •
ExpendituresCITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 87,562$ 92,266$ 101,392$ 101,000$ 103,700$ 2,700 2.67%
Personnel Benefits 48,006 43,350 47,400 49,800 51,000 1,200 2.41%
Supplies 352 300 658 2,600 2,600 - 0.00%
Other Services & Charges 225,653 367,413 305,480 561,200 382,000 (179,200) -31.93%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest & Other - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 361,573$ 503,329$ 454,930$ 714,600$ $539,300 (175,300) -24.53%
Change from Prior Yr. $$(50,407)$ 141,756$ (48,399)$ 259,670$
Change from Prior Year %-12.24%39.21%-9.62%57.08%
Unrestricted Cash Balance 575,352$ 273,286$ 306,325$ 301,325$ 301,325$
Change from Prior Yr. $$(85,137)$ (302,066)$ 33,039$ (5,000)$ -$
Change from Prior Year %-12.89% -52.50%12.09%-1.63%0.00%
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)19 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Conservation incentives are based on a percentage of reduced power purchased for the electric utility. The 2025 incentives
are based on projections from the BPA.
Electric Conservation Utility
Common Expenditures Comparison
Administrative Services include transfers to the General Fund and Information Services for work
performed, such as Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Description: The Water Fund accounts for activities related to the provision of water services to City residents and
businesses. All activities necessary to provide such services, including administration, operations and maintenance, capital
improvements, financing, and related debt service are accounted for in this fund. Additionally, costs associated with the
protection of water rights are included in this fund. The Water Fund is responsible for the operation, maintenance and
delivery of all water facilities, including the Ranney Well, Port Angeles Water Treatment Plant, and the Industrial Water
Plant.
Services:
• Distribution systems operation
• Water quality testing
• Well operation and maintenance
• Service installations including meter maintenance
Challenges: Rising costs associated with the water treatment plant and aging distribution pumping systems continue to
be a major challenge. Meters for residents and commercial customers are on a scheduled replacement plan. Additionally,
with the acquisition of the Industrial Water Plant the City will have challenges in repairing, maintaining and operating
the plant.
Debt Payments: $284,300
• 2020 Revenue Bond, $186,400 plus $97,900 for interest; matures 2036.
Transfers Out: $1,283,400
• Capital Fund: $15,000 in support of the NICE program and $100 for emergency management
pods, and $1,150,000 for Water Capital fund for water projects in the Capital Facilities Plan.
• Debt Service transfer $118,300 for 2015 LTGO Bond maturing in 2025 for the Western
Urban Growth Area bearing interest of 3%-4.5%.
Page 178City of Port Angeles • 2025 Budget •
Water Utility Fund #402
Page 179City of Port Angeles • 2025 Budget •
Major Accomplishments in 2024
• 1 fire hydrant was repaired or replaced.
• 32 new water service installations were accomplished.
• 55 water main repairs were accomplished.
• Completed 42 Water service leak repairs/replacements.
• Accomplished 75 Water meter replacements.
• Completed 131 Meter reader requests (replace meter box lids, leak requests, investigations, etc.).
• Performed 901 Utility Locates for construction activity.
Water Treatment Plant (WTP)
• 883,847,000 gallons of drinking water produced and distributed.
• Provided Industrial Water users with a continuous supply of Elwha River water.
• 527 Coliform water samples were collected and tested.
• 30 lead and copper samples collected, analyzed and reported.
Key Initiatives for 2025
• Continue to provide prompt and efficient system repair service to our customers at all times of the day or night.
• Support the city goals of promoting new housing by providing new service connections when requested.
• Continue to practice safe work methods and procedures to reduce the possibility of injury.
Water Treatment Plant (WTP)
• Continue to operate the plant well within regulation to insure the health and safety of our customers.
• Continue to provide prompt and efficient Plant system maintenance and repair service to insure healthy and
safe water service for our customers to consume throughout the year.
Water Division
Page 180City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Water Utility -- Fund #402
$$%
Water Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Wastewater/Water Field Superintendent 0.34 0.34 0.50 0.50 0.50 0.00 0.00%
WTP Operator II 0.00 0.00 0.00 0.00 1.00 1.00 100.00%
WTP Lead Worker 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
WTP Operator III 4.00 3.00 4.00 4.00 3.00 (1.00)-25.00%
Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Utility Worker I/II 5.00 5.00 5.00 5.00 6.00 1.00 20.00%
Part time/Seasonal 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 11.84 11.84 13.00 13.00 14.00 1.00 7.69%
Change from Prior Yr. #(1.00)0.00 1.16 0.00 1.00
Change from Prior Year %-7.79%0.00%9.80%0.00%7.69%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 172 - - - - - N/A
Charges for Goods & Svcs.6,708,333 6,623,312 7,387,262 7,213,300 8,631,500 1,418,200 19.66%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (173,249) (1,382,368) 857,078 213,800 297,800 84,000 39.29%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - 400,000 35,400 791,600 756,200 2136.16%
Other Financing Sources 37,500 37,300 37,100 36,900 - (36,900) -100.00%
TOTAL REVENUE 6,572,756$ 5,278,244$ 8,681,440$ 7,499,400$ 9,720,900$ 2,221,500 29.62%
Change from Prior Yr. $$(2,811,207)$ (1,294,512)$ 3,403,196$ (1,182,040)$
Change from Prior Year %-29.96% -19.70%64.48%-13.62%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSTIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)3 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Water Utility Fund #402
Personnel Summary
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
QUALITY TESTING
QUALITY TESTING
SYSTEM
MAINTENANCE
SYSTEM
MAINTENANCE
PERMITTING
PERMITTING
WELL OPERATION &
MAINTENANCE
WELL OPERATION &
MAINTENANCE
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION
WATER
ADMINISTRATION
WATER
ADMINISTRATION
SERVICE
INSTALLATION
SERVICE
INSTALLATION
OPERATIONS
OPERATIONS
COLLECTION SYSTEM
MAINTENANCE
COLLECTION SYSTEM
MAINTENANCE
DISTRIBUTION
SYSTEM OPERATION
DISTRIBUTION
SYSTEM OPERATION
PLANNING
PLANNING
ENGINEERING
SERVICES
ENGINEERING
SERVICES
PW – Water Division
Significant Changes: In 2025, an addition of one Utility Worker II is proposed to assist with
maintenance needs at the Water and Wastewater Treatment Plants. This position is charged to
both divisions accordingly.
For administrative purposes all City Engineers are shown in the General Fund.
However, they are charged directly to the utilities they are assigned.
Page 181City of Port Angeles • 2025 Budget •
PUBLIC WORKS & UTILITIES
DIRECTOR
PUBLIC WORKS & UTILITIES
DIRECTOR
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
WATER TREATMENT PLANT
SUPERINTENDENT
WATER TREATMENT PLANT
SUPERINTENDENT
WTP OPERATOR III
WTP OPERATOR III
WTP LEAD WORKER
WTP LEAD WORKER
LEAD WORKER
LEAD WORKER
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
LABORER/SEASONAL WORKERS
.50
LABORER/SEASONAL WORKERS
.50
PW – Water
Personnel
FIELD CREW
SUPERINTENDENT
.50
FIELD CREW
SUPERINTENDENT
.50
WTP OPERATOR III
WTP OPERATOR III
WTP OPERATOR III
WTP OPERATOR III
WTP OPERATOR II
WTP OPERATOR II
INDUSTRIAL ELECTRICAN
(SCADA TECHNITION)
INDUSTRIAL ELECTRICAN
(SCADA TECHNITION)
INDUSTRIAL OPERATOR
INDUSTRIAL OPERATOR
Water Division
Page 182City of Port Angeles • 2025 Budget •
Water Utility Fund #402
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES2015 City Manager Recommended BudgetWater Utility -- Fund #402 $$%Water Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Wastewater/Water Field Superintendent 0.34 0.34 0.50 0.50 0.50 0.00 0.00%
WTP Operator II 0.00 0.00 0.00 0.00 1.00 1.00 100.00%
WTP Lead Worker 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
WTP Operator III 4.00 3.00 4.00 4.00 3.00 (1.00)-25.00%
Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Utility Worker I/II 5.00 5.00 5.00 5.00 6.00 1.00 20.00%
Part time/Seasonal 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 11.84 11.84 13.00 13.00 14.00 1.00 7.69%
Change from Prior Yr. #(1.00)0.00 1.16 0.00 1.00
Change from Prior Year %-7.79%0.00%9.80%0.00%7.69%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 172 - - - - - N/A
Charges for Goods & Svcs.6,708,333 6,623,312 7,387,262 7,213,300 8,631,500 1,418,200 19.66%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (173,249) (1,382,368) 857,078 213,800 297,800 84,000 39.29%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - 400,000 35,400 791,600 756,200 2136.16%
Other Financing Sources 37,500 37,300 37,100 36,900 - (36,900) -100.00%
TOTAL REVENUE 6,572,756$ 5,278,244$ 8,681,440$ 7,499,400$ 9,720,900$ 2,221,500 29.62%
Change from Prior Yr. $$(2,811,207)$ (1,294,512)$ 3,403,196$ (1,182,040)$
Change from Prior Year %-29.96% -19.70%64.48%-13.62%
2023 ACTUAL
2023
ACTUAL
2021 ACTUAL 2022 ACTUAL 2024 BUDGET AMEND. #3 2025 AMENDED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #3AUTHORIZED POSTIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)3 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Water utility revenues are comprised from charges for services. Changes in revenues as compared to 2024 are attributed
to the proposed adjustments to the utility rate schedule of 13.5% - 16.5% dependent on rate classification as well as
scheduled loan repayments from the Solid Waste division.
Expenditure changes are attributed to increases in overall supplies for repairs and building maintenance, a large increase
to liability insurance premiums and an increase to administrative charges for services provided by other departments.
Increases also include the addition of a Utility Worker II that is reflected in salaries and wages. There is also a decrease
planned in the Water division as compared to the 2024 Budget for the $1.5 million interfund loan to the Solid Waste
division as well as a $1.5 million capital transfer from excess reserves that will not occur in 2025. Finally, a planned use of
$1,147,700 from the National Park Service settlement funds for costs at the industrial water treatment plant is included.
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 1,093,575$ 1,136,191$ 1,384,143$ 1,565,100$ 1,654,100$ 89,000 5.69%
Personnel Benefits 547,368 482,100 550,022 599,900 611,800 11,900 1.98%
Supplies 245,077 260,328 372,274 443,900 508,300 64,400 14.51%
Other Services & Charges 3,329,515 3,043,564 4,270,074 5,180,200 5,538,100 357,900 6.91%
Intergovmt/Interfund Svcs 789,900 2,857,800 931,571 4,987,100 1,309,900 (3,677,200) -73.73%
Capital Outlay 25,582 - - 187,400 50,000 (137,400) -73.32%
Debt Service: Principal 470,230 466,192 1,284,757 332,400 186,400 (146,000) -43.92%
Debt Service: Interest 188,013 170,994 149,456 108,800 97,900 (10,900) -10.02%
Interfund Pmts. for Services 73,195 105,662 167,855 105,700 154,100 48,400 45.79%
TOTAL EXPENDITURES 6,762,455$ 8,522,831$ 9,110,152$ 13,510,500$ $10,110,600 (3,399,900) -25.16%
Change from Prior Yr. $$103,734$ 1,760,376$ 587,321$ 4,400,348$
Change from Prior Year %1.56% 26.03% 6.89% 48.30%
Reclassification of Capital/Debt $245,065 $140,511 $1,091,679 $665,936
Unrestricted Cash Balance 16,907,671$ 13,606,411$ 13,682,958$ 10,247,858$ 11,005,858$
NPS Rate Stabilization Reserves -$ -$ -$ 2,576,000$ 1,147,700$
Change from Prior Yr. $$(100,863)$ (3,301,260)$ 76,547$ (3,435,100)$ 1,905,700$
Change from Prior Year %-0.59% -19.53%0.56%-25.10%7.40%
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)4 of 21 Revision Date: September 26, 2014
Print Date: 3/4/2025 5:50 AM
Page 183City of Port Angeles • 2025 Budget •
Water Utility
Common Expenditures Comparison
Water Fund 402 2024 2025Professional Services 179,800 184,500 4,700 Travel & Training 30,400 32,300 1,900 Liability Insurance 579,500 492,000 (87,500)
Utilities 294,900 294,900 -
Administrative Services 1,191,800 1,422,200 230,400
Taxes 1,035,700 1,241,200 205,500
Fuel 29,300 34,300 5,000
Capital Transfers 2,790,100 1,165,100 (1,625,000)
Debt Payments 560,100 402,600 (157,500)
Building & Maintenance Supplies 86,000 117,500 31,500
Repairs & Maintenance 484,500 419,500 (65,000)
Equipment Services 222,400 245,500 23,100
Industrial Water 1,125,300 1,147,700 22,400
Professional Services,
179,800
Professional Services,
184,500
Travel & Training, 30,400
Travel & Training, 32,300
Liability
Insurance,
579,500
Liability
Insurance,
492,000
U
t
i
l
i
t
i
e
s
,
2
9
4
,
9
0
0
U
t
i
l
i
t
i
e
s
,
2
9
4
,
9
0
0
Administrative
Services,
1,191,800
Administrative
Services, 1,422,200
Taxes,
1,035,700
Taxes,
1,241,200
Fuel, 29,300
Fuel, 34,300
Capital
Transfers,
2,790,100
Capital
Transfers,
1,165,100
Debt Payments,
560,100
Debt Payments,
402,600
Building & Maintenance Supplies,
86,000
Building &
Maintenance Supplies,
117,500
Repairs &
Maintenance,
484,500
Repairs &
Maintenance,
419,500
Equipment Services, 222,400
Equipment Services, 245,500
Industrial
Water,
1,125,300
Industrial
Water,
1,147,700
- 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 10,000,000
2024
2025
Professional Services Travel & Training Liability Insurance Utilities
Administrative Services Taxes Fuel Capital Transfers
Debt Payments Building & Maintenance Supplies Repairs & Maintenance Equipment Services
Industrial Water
Administrative Services include transfers to the General Fund and Information Services for work performed, such as
Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Page 184City of Port Angeles • 2025 Budget •
Wastewater Utility Fund #403
Description: The Wastewater Fund accounts for activities related to the provision of sewer services to City residents
and businesses. All activities necessary to provide such services, including administration, operations and maintenance,
capital improvements, financing, harbor clean-up, and related debt service are accounted for in this fund.
Services:
• Operation of the Wastewater Treatment Facility
• Sewer transmission lines
Challenges: Payment of debt service for the Combined Sewer Outflow (CSO) project, a $46 million project will continue
to be a challenge for years to come. Additionally, costs for mandated clean up of the harbor related to historical outfall have
yet to be fully identified. It is an ongoing challenge to continue to make necessary improvements to capital infrastructure
while maintaining affordable rates for City residents.
Debt Payments: $280,600
• 2020 Revenue Bond, $184,000 plus $96,600 in interest; matures 2026.
Transfers Out: $1,265,900
• Capital Fund: $15,000 in support of the NICE program and $100 for emergency management
pods and $1,200,000 to the Wastewater Capital fund for wastewater projects in the Capital
Facilities Plan.
• Debt Service transfer for WUGA debt on 2015 LTGO Bond $50,800.
Page 185City of Port Angeles • 2025 Budget •
Major Accomplishments in 2024
• 93,047 ft of sanitary sewer main were flushed and cleaned.
• 55,343 ft of sanitary sewer were video inspected.
• 3,370 ft of sanitary sewer were treated for root control.
• 300 manholes were inspected.
• 68 cure-in-place pipe parches were installed.
• 5 sewer excavation repairs were accomplished.
Wastewater Treatment Plant (WWTP)
• 794 million gallons of wastewater was successfully and environmentally safely treated.
• 3 million gallons of septage processed from surrounding area contractors.
• 352 dry tons of biosolids generated and disposed of for beneficial use.
• Maintained and operated 17 sewer lift stations successfully.
• Received WA State Ecology accreditation for the WWTP Laboratory. Adding two new parameters in 2024,
saving money on contracted lab costs.
• Managed permits for 11 industrial dischargers to the sewer system.
Key Initiatives for 2025
• Clean 105,000 feet of sanitary sewer.
• Video inspect 25,000 feet of sanitary sewer.
Wastewater Treatment Plant (WWTP)
• Continue to operate the plant well within regulation to insure the health and safety of our customers.
• Continue to provide prompt and efficient Plant system maintenance and repair service.
• Support the city goals of promoting new housing by providing sufficient wastewater services for new development.
• Continue to practice safe work methods and procedures to reduce the possibility of injury.
Wastewater Division
Page 186City of Port Angeles • 2025 Budget •
Wastewater Utility Fund #403
Personnel Summary
For administrative purposes all City Engineers are shown in the General Fund. However, they
are charged directly to the utilities they are assigned to.
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
PRETREATMENT
PROGRAM
PRETREATMENT
PROGRAM
TREATMENT PLANT
OPERATION
TREATMENT PLANT
OPERATION
PERMITTING
PERMITTING
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION
WASTEWATER
ADMINISTRATION
WASTEWATER
ADMINISTRATION
QUALITY TESTING
QUALITY TESTING
OPERATIONS
OPERATIONS
COLLECTION SYSTEM
MAINTENANCE
COLLECTION SYSTEM
MAINTENANCE
PLANNING
PLANNING
ENGINEERING
SERVICES
ENGINEERING
SERVICES
PW – Wastewater Division
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Wastewater Utility -- Fund #403
$$%
Wastewater Division Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Wastewater/Water Field Superintendent 0.33 0.33 0.50 0.50 0.50 0.00 0.00%
Source Control Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Laboratory Specialist 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Treatment Plant Operator III 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Treatment Plant Operator I/II 3.00 3.00 3.00 3.00 3.00 0.00 0.00%
Utility Worker I/II 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Pollution Prevention Specialist 1.00 1.00 1.00 0.00 0.00 0.00 N/A
Temporary/Seasonal 0.50 0.50 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 12.83 12.83 13.50 12.50 12.50 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.67 (1.00)0.00
Change from Prior Year %0.00%0.00%5.22%-7.41%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits 16,520 20,387 12,883 75,500 75,500 - 0.00%
Intergovt. Revenue 74,587 3,588 80,853 - - - N/A
Charges for Goods & Svcs.7,213,824 7,190,932 7,717,383 7,549,900 8,843,300 1,293,400 17.13%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (55,594) (490,548) 313,469 53,300 112,500 59,200 111.07%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 7,249,337$ 6,724,359$ 8,124,588$ 7,678,700$ 9,031,300$ 1,352,600 17.61%
Change from Prior Yr. $$ 2,017$ (524,978)$ 1,400,229$ (445,888)$
Change from Prior Year % 0.03%-7.24%20.82%-5.49%
2023
ACTUAL
2023
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)5 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Page 187City of Port Angeles • 2025 Budget •
Wastewater Division
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
WASTEWATER
TREATMENT PLANT
SUPERINTENDENT
WASTEWATER
TREATMENT PLANT
SUPERINTENDENT
LABORER/SEASONAL
WORKER
0.5
LABORER/SEASONAL
WORKER
0.5
WWTP SOURCE
CONTROL
COORDINATOR
WWTP SOURCE
CONTROL
COORDINATOR
WWTP LEAD
OPERATOR
WWTP LEAD
OPERATOR
UTILITY WORKER II
UTILITY WORKER II
WWTP OPERATOR II
WWTP OPERATOR II
WWTP OPERATOR III
WWTP OPERATOR III
WWTP OPERATOR II
WWTP OPERATOR II
PW – Wastewater
Personnel
FIELD CREW
SUPERINTENDENT
.50
FIELD CREW
SUPERINTENDENT
.50
UTILITY WORKER II
UTILITY WORKER II
LEAD WORKER
LEAD WORKER
WWTP OPERATOR II
WWTP OPERATOR II
LABORER/SEASONAL
WORKER
0.5
LABORER/SEASONAL
WORKER
0.5
WWTP OPERATOR II
WWTP OPERATOR II
WWTP LAB
SPECIALIST
WWTP LAB
SPECIALIST
Page 188City of Port Angeles • 2025 Budget •
Wastewater Utility Fund #403
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES2015 City Manager Recommended BudgetWastewater Utility -- Fund #403 $$%Wastewater Division Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Wastewater/Water Field Superintendent 0.33 0.33 0.50 0.50 0.50 0.00 0.00%
Source Control Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Laboratory Specialist 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Treatment Plant Operator III 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Treatment Plant Operator I/II 3.00 3.00 3.00 3.00 3.00 0.00 0.00%
Utility Worker I/II 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Pollution Prevention Specialist 1.00 1.00 1.00 0.00 0.00 0.00 N/A
Temporary/Seasonal 0.50 0.50 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 12.83 12.83 13.50 12.50 12.50 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.67 (1.00)0.00
Change from Prior Year %0.00%0.00%5.22%-7.41%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits 16,520 20,387 12,883 75,500 75,500 - 0.00%
Intergovt. Revenue 74,587 3,588 80,853 - - - N/A
Charges for Goods & Svcs.7,213,824 7,190,932 7,717,383 7,549,900 8,843,300 1,293,400 17.13%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (55,594) (490,548) 313,469 53,300 112,500 59,200 111.07%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 7,249,337$ 6,724,359$ 8,124,588$ 7,678,700$ 9,031,300$ 1,352,600 17.61%
Change from Prior Yr. $$ 2,017$ (524,978)$ 1,400,229$ (445,888)$
Change from Prior Year % 0.03%-7.24%20.82%-5.49%
2023 ACTUAL
2023
ACTUAL
2021 ACTUAL 2022 ACTUAL 2024 BUDGET AMEND. #3 2025 AMENDED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #3AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)5 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Wastewater utility revenues are comprised from charges for services. Changes in revenues as compared to 2024 are
attributed to the proposed adjustments to the utility rate schedule of 1.0% - 2.9% dependent on rate classification.
In the 2025 Budget there are expected increases to expenditures for liability insurance premiums, additional tax payments
that resulted from rate adjustments and administrative charges for services provided by other departments. Transfers for
capital are also expected to decrease due to a one-time transfer of $850,000 that will not occur in 2025.
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 1,074,235$ 1,217,967$ 1,343,224$ 1,557,500$ 1,766,700$ 209,200 13.43%
Personnel Benefits 458,199 478,024 526,560 590,000 632,600 42,600 7.22%
Supplies 263,234 320,353 323,268 409,700 417,200 7,500 1.83%
Other Services & Charges 3,189,248 3,484,491 3,773,000 4,340,400 4,665,000 324,600 7.48%
Intergovmt/Interfund Svcs 1,268,100 1,015,600 1,375,952 2,125,600 1,293,100 (832,500) -39.17%
Capital Outlay 84,128 52,675 47,269 60,000 50,000 (10,000) -16.67%
Debt Service: Principal 261,073 252,978 586,462 203,100 184,000 (19,100) -9.40%
Debt Service: Interest 155,251 142,225 127,966 106,800 96,600 (10,200) -9.55%
Interfund Pmts. for Services 85,948 31,270 74,094 68,800 69,300 500 0.73%
TOTAL EXPENDITURES 6,839,416$ 6,995,583$ 8,177,795$ 9,461,900$ $9,174,500 (287,400) -3.04%
Change from Prior Yr. $$ 39,905$ 156,167$ 1,182,212$ 1,284,105$
Change from Prior Year % 0.59% 2.28% 16.90% 15.70%
Reclassification of Capital/Debt $1,380,323 $854,854 $4,571,229 $2,200,664
Unrestricted Cash Balance 3,380,413$ 3,109,707$ 3,014,026$ 1,230,826$ 1,087,626$
Change from Prior Yr. $$ 475,328$ (270,706)$ (95,681)$ (1,783,200)$ (143,200)$
Change from Prior Year % 16.36%-8.01% -3.08% -59.16% -11.63%
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)6 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Page 189City of Port Angeles • 2025 Budget •
Wastewater Utility
Common Expenditures Comparison
Wastewater 2024 2025Professional Services 151,500 161,500 10,000 Travel & Training 26,000 22,700 (3,300) Liability Insurance 616,700 648,200 31,500 Utilities 468,700 478,700 10,000
Administrative Services 1,176,000 1,404,100 228,100
Taxes 1,229,100 1,401,100 172,000
Fuel 73,000 60,500 (12,500)
Capital Transfers 1,873,000 1,460,100 (412,900)
Debt Payments 360,900 280,600 (80,300)
Building & Maintenance 115,000 115,000 -
Repairs & Maintenance 245,000 187,500 (57,500)
Equip. Services 113,400 156,800 43,400
Professional
Services,
151,500
Professional
Services,
161,500
Travel &
Training, 26,000
Travel & Training, 22,700
Liability
Insurance,
616,700
Liability
Insurance,
648,200
Utilities,
468,700
Utilities,
478,700
Administrative Services,
1,176,000
Administrative Services,
1,404,100
Taxes,
1,229,100
Taxes, 1,401,100
Fuel, 73,000
Fuel, 60,500
Capital Transfers,
1,873,000
Capital Transfers,
1,460,100
D
e
b
t
P
a
y
m
e
n
t
s
,
3
6
0
,
9
0
0
Debt Payments,
280,600
Building &
Maintenance,
115,000
Building & Maintenance,
115,000
Repairs &
Maintenance, 245,000
Repairs &
Maintenance, 187,500
Equip. Services,
113,400
Equip. Services,
156,800
- 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000
2024
2025
Professional Services Travel & Training Liability Insurance Utilities
Administrative Services Taxes Fuel Capital Transfers
Debt Payments Building & Maintenance Repairs & Maintenance Equip. Services
Administrative Services include transfers to the General Fund and Information Services Fund for work performed, such
as Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Page 190City of Port Angeles • 2025 Budget •
Solid Waste Utility Fund #404
Description: The Solid Waste Fund accounts for activities related to the provision of solid waste collection services
to City residents and businesses, and for activities related to the operation of the county-wide transfer stations, waste
disposal, and closure/post-closure of the landfill. All activities necessary to provide such services, including administration,
operations and maintenance, capital improvements, financing, and related debt service are accounted for in this fund.
The Collection and Transfer Station functions were combined into one fund. However, the City develops a separate cost
of service analysis (COSA) for each division for more accuracy and accountability between divisions.
Services:
• Collection of City yard waste, trash, and recycling.
• Operations of county-wide Transfer Station and Blue Mountain Transfer Station.
• Provide landfill post-closure care and monitoring.
Challenges: The cost of the Landfill Bluff project was over $21 million, funded by LTGO and Revenue bonds amortized
over the next 14 years. Increased governmental mandates from both state and federal agencies are also an ongoing
concern. In addition, in 2022 the City terminated its collections service contract with Waste Connections and will now
provide services with City staff and City owned equipment. The challenge will be to keep the costs as low as possible to
maintain stable customer rates.
Major expenses were incurred for personnel and equipment as part of this transition to ensure seamless operations for
our customers. As a result of the increased costs, the reserves of the Solid Waste fund have been depleted. Moving
forward it is expected that costs will stabilize and reserves will begin to rebuild in this fund.
Debt Payments: $791,500
• Interfund Water Utility Loan; $400,000 with an interest payment of $15,100; matures in
2027 and $300,000 with an interest payment of $76,400; matures in 2029.
• Principal payment for landfill bluff project resides in the Capital/Debt Fund 454.
Transfers Out: $450,100
• Capital Fund: $100 for emergency management pods and $300,000 to the Solid Waste
capital fund for solid waste projects in the Capital Facilities Plan.
• Street Fund for street maintenance; $150,000.
Solid Waste Division
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
SPECIAL
COLLECTIONS
SPECIAL
COLLECTIONS
LANDFILL
ENVIRONMENTAL
MONITORING
LANDFILL
ENVIRONMENTAL
MONITORING
PERMITTING
PERMITTING
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION
COMPOSTING
COMPOSTING
SUPPORT
SUPPORT
OPERATIONS –
TRANSFER STATION
OPERATIONS –
TRANSFER STATION
RECYCLING
RECYCLING
LEACHATE
TREATMENT
LEACHATE
TREATMENT
PLANNING
PLANNING
OPERATIONS -
COLLECTIONS
OPERATIONS -
COLLECTIONS
ENGINEERING
SERVICES
ENGINEERING
SERVICES
RESIDENTIAL &
COMMERICAL
COLLECTIONS
RESIDENTIAL &
COMMERICAL
COLLECTIONS
PW – Solid Waste
Division
Major Accomplishments in 2024
• Provided scheduled garbage collection service to 7,651 residential and 1,852 commercial customers without
missing a day of schedule.
• Provided on-time scheduled collection service to 6,725 residential recycling customers, 177 commercial recycling
customers, 3,606-yard waste customers, 31 commercial yard waste customers, and 307 OCC customers.
• The Regional Transfer Station processed 105,126 successful financial transactions reflecting:
o 54,847 tons of municipal solid waste
o 2,048 tons of yard waste
o 2,648 tons of mixed recycling
o 1,444 tons of biosolids received and diverted for beneficial use
o 619 customers served at the Moderate Risk Waste Facility
• Blue Mountain Transfer Station was staffed successfully and was well maintained, including resurfacing of the
main tipping area, servicing 26,542 customers and collecting 1,283 tons of municipal solid waste and 506 tons
of mixed recycling.
Key Initiatives for 2025
• Acquire a compactor/baler to substantially reduce recycling costs.
• Review and analyze ways toward a more customer effective and economically sound way of disposing of
Moderate Hazardous Waste.
• Take delivery of replacement collection equipment.
Page 191City of Port Angeles • 2025 Budget •
Solid Waste Division
Page 192City of Port Angeles • 2025 Budget •
PUBLIC WORKS & UTILITIES
DIRECTOR
PUBLIC WORKS & UTILITIES
DIRECTOR
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
SOLID WASTE
SUPERINTENDENT
SOLID WASTE
SUPERINTENDENT
UTILITY WORKER II
UTILITY WORKER II
SOLID WASTE
COORDINATOR
SOLID WASTE
COORDINATOR
LANDFILL SCALE
ATTENDANT
.55
LANDFILL SCALE
ATTENDANT
.55
PW – Solid
Waste
Personnel
TRANSFER STATION
LEAD WORKER
TRANSFER STATION
LEAD WORKER
ASSISTANT SOLID WASTE
SUPERINTENDENT
ASSISTANT SOLID WASTE
SUPERINTENDENT
LANDFILL SCALE
ATTENDANT
LANDFILL SCALE
ATTENDANT
LANDFILL SCALE
ATTENDANT
LANDFILL SCALE
ATTENDANT
BLUE MOUNTAIN
BLUE MOUNTAIN
UTILITY WORKER II
UTILITY WORKER II
SW COLLECTION
DRIVER
SW COLLECTION
DRIVER
SW COLLECTION
DRIVER
SW COLLECTION
DRIVER
UTILITY WORKER II
UTILITY WORKER II
SW COLLECTIONS
DRIVER
SW COLLECTIONS
DRIVER
SW COLLECTIONS
DRIVER
SW COLLECTIONS
DRIVER
SW COLLECTIONS
DRIVER
SW COLLECTIONS
DRIVER
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER I
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
SW COLLECTION
DRIVER
SW COLLECTION
DRIVER
Solid Waste Division
Page 193City of Port Angeles • 2025 Budget •
Solid Waste Utility Fund #404
Personnel Summary
Significant Changes: In 2024, the Transfer Station Supervisor position was closed.
Additionally, one Utility Worker II is planned to promote to a Leadworker in 2025.
For administrative purpose all City Engineers are shown in the General Fund. However, they
are charged directly to the utilities they are assigned to.
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Solid Waste Utility -- Fund #404 (Combined Operations)
$$%
Solid Waste Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Assistant Superintendent 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
Transfer Station Supervisor 1.00 1.00 1.00 0.00 0.00 0.00 N/A
Transfer Station Leadworker 0.00 1.00 1.00 1.00 2.00 1.00 100.00%
Utility Worker I & II 2.00 9.00 9.00 9.00 8.00 (1.00)-11.11%
Solid Waste Collections Driver 2.00 6.00 6.00 6.00 6.00 0.00 0.00%
Solid Waste Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Landfill Scale Attendant 1.50 2.00 2.50 2.50 2.50 0.00 0.00%
Part time/seasonal 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 9.00 22.50 23.00 22.00 22.00 0.00 0.00%
Change from Prior Yr. #0.00 13.50 0.50 (1.00)0.00
Change from Prior Year %0.00%150.00%2.22%-4.35%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 40,804 50,655 85,542 100,000 100,000 - 100.00%
Charges for Goods & Svcs.12,836,849 12,886,058 12,706,568 16,095,600 16,026,200 (69,400) -0.43%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (83,772) (435,416) 256,486 60,800 74,500 13,700 22.53%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - 2,000,000 - 1,500,000 - (1,500,000) N/A
TOTAL REVENUE 12,793,881$ 14,501,297$ 13,048,596$ 17,756,400$ 16,200,700$ (1,555,700) -8.76%
Change from Prior Yr. $$ 209,607$ 1,707,416$ (1,452,701)$ 4,707,804$
Change from Prior Year % 1.67% 13.35%-10.02%36.08%
2023
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)7 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Page 194City of Port Angeles • 2025 Budget •
Solid Waste Utility Fund #404
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES2015 City Manager Recommended BudgetSolid Waste Utility -- Fund #404 (Combined Operations)$$%Solid Waste Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Assistant Superintendent 0.00 1.00 1.00 1.00 1.00 0.00 0.00%
Transfer Station Supervisor 1.00 1.00 1.00 0.00 0.00 0.00 N/A
Transfer Station Leadworker 0.00 1.00 1.00 1.00 2.00 1.00 100.00%
Utility Worker I & II 2.00 9.00 9.00 9.00 8.00 (1.00)-11.11%
Solid Waste Collections Driver 2.00 6.00 6.00 6.00 6.00 0.00 0.00%
Solid Waste Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Landfill Scale Attendant 1.50 2.00 2.50 2.50 2.50 0.00 0.00%
Part time/seasonal 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
TOTAL Authorized Positions 9.00 22.50 23.00 22.00 22.00 0.00 0.00%
Change from Prior Yr. #0.00 13.50 0.50 (1.00)0.00
Change from Prior Year %0.00%150.00%2.22%-4.35%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 40,804 50,655 85,542 100,000 100,000 - 100.00%
Charges for Goods & Svcs.12,836,849 12,886,058 12,706,568 16,095,600 16,026,200 (69,400) -0.43%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (83,772) (435,416) 256,486 60,800 74,500 13,700 22.53%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - 2,000,000 - 1,500,000 - (1,500,000) N/A
TOTAL REVENUE 12,793,881$ 14,501,297$ 13,048,596$ 17,756,400$ 16,200,700$ (1,555,700) -8.76%
Change from Prior Yr. $$ 209,607$ 1,707,416$ (1,452,701)$ 4,707,804$
Change from Prior Year % 1.67% 13.35%-10.02%36.08%
2023 ACTUAL2021 ACTUAL 2022 ACTUAL 2024 BUDGET AMEND. #3 2025 AMENDED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #3AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)7 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 807,622$ 1,463,477$ 1,675,028$ 1,860,900$ 1,917,400$ 56,500 3.04%
Personnel Benefits 409,718 628,771 736,766 786,000 781,400 (4,600) -0.59%
Supplies 128,438 501,489 373,979 421,000 416,900 (4,100) -0.97%
Other Services & Charges 10,811,231 13,427,133 10,804,837 12,538,200 13,157,000 618,800 4.94%
Intergovmt/Interfund Svcs 2,653,763 300,100 324,152 565,500 470,800 (94,700) -16.75%
Capital Outlay - - - - - - N/A
Debt Service: Principal 548,925 3,107,582 400,000 700,000 700,000 - 0.00%
Debt Service: Interest & Other 204,419 38,317 25,200 35,400 91,600 56,200 158.76%
Interfund Pmts. for Services 18,138 89,538 27,231 36,400 44,200 7,800 21.43%
TOTAL EXPENDITURES 15,582,254$ 19,556,407$ 14,367,193$ 16,943,400$ $17,579,300 635,900 3.75%
Change from Prior Yr. $$ 3,243,355$ 3,974,153$ (5,189,214)$ 2,576,207$
Change from Prior Year % 26.29% 25.50%-26.53%17.93%
Reclassification of Capital/Debt $945,252 $1,051,735 $113,672 $829,771
Unrestricted Cash Balance 2,800,872$ (227,935)$ (2,511,625)$ (1,225,725)$ (2,025,825)$
Use of Post Closure Restricted Funds 389,730$ 314,824$ 325,209$ 472,900$ 578,500$
Change from Prior Yr. $$(2,084,254)$ (3,028,807)$ (2,283,690)$ 1,285,900$ (800,100)$
Change from Prior Year %-42.67% -108.14%1001.90%-51.20%65.28%
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)8 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
The primary revenue source in the Solid Waste utility are charges for services. The overall decrease in revenue is attributed
to the $1.5 million loan for the Water division that occurred in 2024 and is not expected in 2025. Additionally, a slight
reduction in waste transported to the Transfer Station is expected in 2025 as compared to the 2024 Budget.
The increases in expenditures are primarily due to contractual services for waste transport that are increasing significantly
in 2025. Other cost increases include personnel costs and charges for administrative services with reductions occurring to
hold capital projects in this fund for a one year period to assist with building the cash balance to acceptable levels. Finally,
$578,500 is planned in spending for post closure in 2025. These costs are not built into rates, rather they are offset by
reserves held for this purpose.
Page 195City of Port Angeles • 2025 Budget •
Solid Waste Utility
Common Expenditures Comparison
SOLID WASTE 2024 2025Professional Services 693,700 674,100 (19,600) Travel & Training 17,800 17,800 - Transfer Station Services 1,550,000 2,051,000 501,000
Admin. Services 1,121,200 1,281,500 160,300
Taxes 1,918,800 2,031,300 112,500
Fuel 258,000 258,000 -
Capital Transfers 400,100 300,100 (100,000)
Debt Payments 420,200 791,600 371,400
Contractual Services 4,878,900 5,292,300 413,400
Repairs & Maintenance 175,800 175,800 -
Equip. Services 760,000 560,500 (199,500)
Street Transfers 150,000 150,000 -
Professional Services,
693,700
Professional Services,
674,100
Travel & Training,
17,800
Travel & Training,
17,800
Transfer
Station
Services,
1,550,000
Transfer
Station
Services,
2,051,000
Admin.
Services,
1,121,200
Admin.
Services,
1,281,500
Taxes,
1,918,800
Taxes,
2,031,300
Fuel, 258,000
Fuel, 258,000
Capital Transfers,
400,100
Capital Transfers,
300,100
Debt Payments,
420,200
Debt Payments, 791,600
Contractual Services, 4,878,900
Contractual Services, 5,292,300
Repairs &
Maintenance, 175,800
Repairs & Maintenance,
175,800
Equip. Services,
760,000
Equip. Services,
560,500
Street Transfers,
150,000
Street Transfers,
150,000
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000
2024
2025
Professional Services Travel & Training Transfer Station Services Admin. Services
Taxes Fuel Capital Transfers Debt Payments
Contractual Services Repairs & Maintenance Equip. Services Street Transfers
Contractual Services include costs associated with waste transport.
Administrative Services include transfers to the General Fund and Information Services for work performed, such as
Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Page 196City of Port Angeles • 2025 Budget •
Stormwater Utility Fund #406
Description: The Stormwater Fund accounts for activities related to the construction of stormwater facilities
to reduce erosion and flooding caused by water runoff. This fund also accounts for the separation of storm and waste
drainage as mandated by the National Pollutant Discharge Elimination System (NPDES) permit.
Services:
• Repair of culverts and catch basins.
• Illicit discharge clean up.
• Permitting costs associated with the City's NPDES permit.
• Department of Ecology compliance for outflows to marine and stream.
Challenges: Increased costs as additional Stormwater requirements continue to be identified. Funding major projects is
heavily dependent on grants from state and federal agencies. An enormous effort is made by senior staff and engineers to
pursue grant opportunities. Additionally, the State requires that our staff participate in certain trainings and certifications.
Debt Payments: $23,000
• 2020 Revenue Bond, $15,100 plus $7,900 in interest; matures 2036.
Transfers Out: $614,100
• Capital Fund: $15,000 in support of the NICE program, $100 for emergency management
pods, $50,000 for the Tumwater Bridge repair, $88,000 for the 16th Street water retrofit C
to E Street project, and $461,000 to the Stormwater capital fund for stormwater projects in
the Capital Facilities Plan.
Major Accomplishments in 2024
• Spent over 296 hours maintaining City-wide rain gardens.
• Spent over 1,078 hours cleaning and inspecting 1,566 stormwater catch basins City-wide.
• Sweeper activity resulted in 2,524 hours and 15,286 miles of streets being swept in order to reduce stormwater
contaminates and maintain a healthy and attractive community for our residents and visitors to enjoy.
Stormwater Division
Page 197City of Port Angeles • 2025 Budget •
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
WATER QUALITY
TESTING
WATER QUALITY
TESTING
PERMITTING
PERMITTING
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION
STORMWATER
ADMINISTRATION
STORMWATER
ADMINISTRATION
OPERATIONS
OPERATIONS
STORM DRAIN
MAINTENANCE
STORM DRAIN
MAINTENANCE
PLANNING
PLANNING
ENGINEERING
SERVICES
ENGINEERING
SERVICES
PW – Stormwater - Division
Stormwater Utility Fund #406
Personnel Summary
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Stormwater Utility -- Fund #406
$$%
Street/Stormwater Superintendent 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
Field Crew Superintendent 0.33 0.33 0.00 0.00 0.00 0.00 N/A
Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Utilty Worker I/II 2.00 2.00 2.00 3.00 3.00 0.00 0.00%
Source Control & Pollution Prevention 0.00 0.00 0.00 1.00 1.00 0.00 100.00%
Street Sweeper 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 4.83 4.83 4.50 6.50 6.50 0.00 0.00%
Change from Prior Yr. #0.00 0.00 (0.33)2.00 0.00
Change from Prior Year %0.00%0.00%-6.83%44.44%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 24,362 204,808 164,432 434,700 184,700 (250,000) -57.51%
Charges for Goods & Svcs.2,514,202 2,633,808 2,677,990 3,262,700 3,233,100 (29,600) -0.91%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (38,063) (334,493) 231,690 27,000 94,300 67,300 249.26%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 2,500,501$ 2,504,123$ 3,074,112$ 3,724,400$ 3,512,100$ (212,300) -5.70%
Change from Prior Yr. $$(121,679)$ 3,622$ 569,989$ 650,288$
Change from Prior Year %-4.64%0.14% 22.76% 21.15%
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)13 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
For administrative purposes all City Engineers are shown in the General Fund. However, they
are charged directly to the utilities they are assigned to.
Page 198City of Port Angeles • 2025 Budget •
Stormwater Division
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
STREET/STORMWATER
SUPERINTENDENT
.50
STREET/STORMWATER
SUPERINTENDENT
.50
LEAD WORKER
LEAD WORKER
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
UTILITY WORKER II
STREET SWEEPER
STREET SWEEPER
PW – Stormwater Personnel
SOURCE CONTROL
POLLUTION PREVENTION
SPECIALIST
SOURCE CONTROL
POLLUTION PREVENTION
SPECIALIST
UTILITY WORKER II
UTILITY WORKER II
DEPUTY DIRECTOR OF
ENGINEERING
DEPUTY DIRECTOR OF
ENGINEERING
Stormwater Utility Fund #406
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Stormwater Utility -- Fund #406
$$%
Street/Stormwater Superintendent 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
Field Crew Superintendent 0.33 0.33 0.00 0.00 0.00 0.00 N/A
Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Utilty Worker I/II 2.00 2.00 2.00 3.00 3.00 0.00 0.00%
Source Control & Pollution Prevention 0.00 0.00 0.00 1.00 1.00 0.00 100.00%
Street Sweeper 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 4.83 4.83 4.50 6.50 6.50 0.00 0.00%
Change from Prior Yr. #0.00 0.00 (0.33)2.00 0.00
Change from Prior Year %0.00%0.00%-6.83%44.44%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 24,362 204,808 164,432 434,700 184,700 (250,000) -57.51%
Charges for Goods & Svcs.2,514,202 2,633,808 2,677,990 3,262,700 3,233,100 (29,600) -0.91%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (38,063) (334,493) 231,690 27,000 94,300 67,300 249.26%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 2,500,501$ 2,504,123$ 3,074,112$ 3,724,400$ 3,512,100$ (212,300) -5.70%
Change from Prior Yr. $$(121,679)$ 3,622$ 569,989$ 650,288$
Change from Prior Year %-4.64%0.14% 22.76% 21.15%
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
AUTHORIZED POSITIONS
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)13 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Stormwater utility revenues are comprised primarily from charges for services. The decrease to revenue planned in 2025
from the 2024 year is the result of a grant from Department of Ecology received in 2024 for equipment that will not occur
in 2025.
Page 199City of Port Angeles • 2025 Budget •
Stormwater
2024 2025
Professional Services 205,500 205,500 -
Travel & Training 20,000 22,400 2,400
Administrative Services 689,900 698,500 8,600
Taxes 335,500 335,500 -
Capital Transfers 837,500 614,100 (223,400)
Repairs & Maintenance 45,000 30,000 (15,000)
Equip. Services 510,600 249,300 (261,300)
Pr
o
f
e
s
s
i
o
n
a
l
Se
r
v
i
c
e
s
,
20
5
,
5
0
0
Pr
o
f
e
s
s
i
o
n
a
l
Se
r
v
i
c
e
s
,
20
5
,
5
0
0
Travel & Training, 20,000
Travel & Training, 22,400
Administrative Services,
689,900
Administrative Services, 698,500
Taxes,
335,500
Taxes,
335,500
Capital Transfers,
837,500
Capital Transfers,
614,100
Repairs & Maintenance, 45,000
Repairs & Maintenance, 30,000
Equip.
Services,
510,600
Equip.
Services,
249,300
- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000
2024
2025
Professional Services Travel & Training Administrative Services Taxes Capital Transfers Repairs & Maintenance Equip. Services
Expenditures
Increased expenditures planned in 2025 are attributed to personnel costs. Reductions to the overall stormwater budget
include removal of equipment costs supported by a grant in 2024 and capital transfers for projects identified in the
Capital Facilities Plan.
Stormwater Utility
Common Expenditures Comparison
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 509,740$ 545,598$ 615,135$ 671,900$ 858,600$ 186,700 27.79%
Personnel Benefits 213,297 227,226 256,524 289,200 315,500 26,300 9.09%
Supplies 56,074 76,626 73,073 98,200 104,500 6,300 6.42%
Other Services & Charges 784,077 1,133,747 1,285,221 1,684,400 1,434,800 (249,600) -14.82%
Intergovmt/Interfund Svcs 916,447 644,109 818,986 968,800 893,400 (75,400) -7.78%
Capital Outlay - - - - - - N/A
Debt Service: Principal 16,860 15,960 15,840 16,700 15,100 (1,600) -9.58%
Debt Service: Interest & Other 11,081 10,197 9,400 8,800 7,900 (900) -10.23%
Interfund Pmts. for Services 54,304 46,938 16,938 48,800 31,900 (16,900) -34.63%
TOTAL EXPENDITURES 2,561,880$ 2,700,401$ 3,091,117$ 3,786,800$ $3,661,700 (125,100) -3.30%
Change from Prior Yr. $$ 366,303$ 138,521$ 390,716$ 695,683$
Change from Prior Year % 16.68% 5.41% 14.47% 22.51%
Reclassification of Capital/Debt $465,784 $25,003 $113,672 $829,771
Unrestricted Cash Balance 2,211,487$ 2,013,649$ 1,993,261$ 1,930,861$ 1,781,261$
Change from Prior Yr. $$(48,970)$ (197,838)$ (20,388)$ (62,400)$ (149,600)$
Change from Prior Year %-2.17% -8.95% -1.01% -3.13%-7.75%
2025
AMENDED
BUDGET EXPENDITURES
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)14 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Professional services include costs for the three year Stormwater Management Program, water testing
and public outreach. Administrative Services include transfers to the General Fund and
Information Services for work performed, such as Human Resources, Accounting,
Information Services, etc., on behalf of the utility.
Page 200City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Medic 1 Utility -- Fund #409
$$%
Fire Chief 0.65 0.65 0.65 0.65 0.65 0.00 0.00%
Deputy Chief/Fire Marshal 0.40 0.40 0.40 0.40 0.40 0.00 0.00%
Division Chief/Training Officer 0.00 0.00 0.00 0.65 0.65 0.00 0.00%
Fire Captain 1.95 1.95 1.95 1.95 1.95 0.00 0.00%
Fire Prevention Specialist 0.00 0.00 0.00 0.25 0.25 0.00 0.00%
Training Officer 0.65 0.65 0.65 0.00 0.00 0.00 N/A
Community Paramedic 1.00 3.00 3.00 2.00 2.00 0.00 0.00%
Administrative Assistant 0.65 0.65 0.65 0.82 0.82 0.00 0.00%
Lieutenant - FF/EMT 1.95 1.95 1.95 1.95 1.95 0.00 0.00%
Firefighters - EMT 1.95 1.95 1.95 2.60 2.60 0.00 0.00%
Firefighters - Paramedic 9.75 9.75 9.75 11.36 11.36 0.00 0.00%
TOTAL Authorized Positions 18.95 20.95 20.95 22.63 22.63 0.00 0.00%
Change from Prior Yr. #1.00 2.00 0.00 1.68 0.00
Change from Prior Year %5.57%10.55%0.00%8.02%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 512,032 428,332 672,349 878,200 1,017,900 139,700 15.91%
Charges for Goods & Svcs.2,161,110 2,127,628 2,865,023 2,933,100 3,284,400 351,300 11.98%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (9,741) 233,328 103,877 70,400 50,500 (19,900) -28.27%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 355,500 265,500 265,500 265,500 265,500 - 0.00%
TOTAL REVENUE 3,018,901$ 3,054,788$ 3,906,749$ 4,147,200$ 4,618,300$ 471,100 11.36%
Change from Prior Yr. $$(262,361)$ 35,887$ 851,961$ 240,451$
Change from Prior Year %-8.00%1.19% 27.89% 6.15%
2021
ACTUAL
2022
ACTUAL
AUTHORIZED POSITIONS
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)15 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Medic I Utility Fund #409
Description: The Medic I Fund accounts for all activities related to the provision of ambulance and emergency medical
services to City residents. Medic 1 is the primary ambulance and medical response team in the City of Port Angeles. Medics
and Firefighters respond to all fire and medical emergencies and are supported by a monthly charge to citizens and
businesses.
Services:
• Medical transportation both emergency and scheduled.
• Assistance with fire calls.
• CPR and first aid classes.
Challenges: Increasing call volume with limited staffing is the most significant challenge faced by the Medic 1 utility.
Another challenge to the utility is the ability to keep the Community Paramedic program operational. Since it’s inception
in 2020 Medic 1 has received grant funding from healthcare entities within the community. In 2025, some of the grant
funding is no longer available or contracts have expired. City staff continues to apply for grants for this program.
FIRE
ADMINISTRATION
FIRE
ADMINISTRATION
ADVANCED & BASIC
LIFE SUPPORT
SERVICES
ADVANCED & BASIC
LIFE SUPPORT
SERVICES
CPR/FIRST AID
EDUCATION
CPR/FIRST AID
EDUCATION
AMBULANCE
SERVICES
AMBULANCE
SERVICES
MEDIC IMEDIC I
Medic I
Division
BASIC LIFE
SUPPORT SERVICES
BASIC LIFE
SUPPORT SERVICES
Medic I Utility Fund #409
Personnel Summary
The Medic 1 FTEs include 2.0 full-time Community Paramedics that are funded
by local community grants. All other positions are split between the General
Fund and Medic 1 utility 35%/65% respectively.
Page 201City of Port Angeles • 2025 Budget •
Medic I Utility Fund #409
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES2015 City Manager Recommended BudgetMedic 1 Utility -- Fund #409 $$%Fire Chief 0.65 0.65 0.65 0.65 0.65 0.00 0.00%Deputy Chief/Fire Marshal 0.40 0.40 0.40 0.40 0.40 0.00 0.00%Division Chief/Training Officer 0.00 0.00 0.00 0.65 0.65 0.00 0.00%
Fire Captain 1.95 1.95 1.95 1.95 1.95 0.00 0.00%
Fire Prevention Specialist 0.00 0.00 0.00 0.25 0.25 0.00 0.00%
Training Officer 0.65 0.65 0.65 0.00 0.00 0.00 N/A
Community Paramedic 1.00 3.00 3.00 2.00 2.00 0.00 0.00%
Administrative Assistant 0.65 0.65 0.65 0.82 0.82 0.00 0.00%
Lieutenant - FF/EMT 1.95 1.95 1.95 1.95 1.95 0.00 0.00%
Firefighters - EMT 1.95 1.95 1.95 2.60 2.60 0.00 0.00%
Firefighters - Paramedic 9.75 9.75 9.75 10.40 10.40 0.00 0.00%
TOTAL Authorized Positions 18.95 20.95 20.95 21.67 21.67 0.00 0.00%
Change from Prior Yr. #1.00 2.00 0.00 0.72 0.00
Change from Prior Year %5.57%10.55%0.00%3.44%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 512,032 428,332 672,349 583,200 1,017,900 434,700 74.54%
Charges for Goods & Svcs.2,161,110 2,127,628 2,865,023 2,933,100 3,284,400 351,300 11.98%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (9,741) 233,328 103,877 70,400 50,500 (19,900) -28.27%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 355,500 265,500 265,500 265,500 265,500 - 0.00%
TOTAL REVENUE 3,018,901$ 3,054,788$ 3,906,749$ 3,852,200$ 4,618,300$ 766,100 19.89%
Change from Prior Yr. $$(262,361)$ 35,887$ 851,961$ (54,549)$
Change from Prior Year %-8.00%1.19% 27.89%-1.40%
2023 ACTUAL
2023
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #2
2024 BUDGET AMEND. #2 2025 PROPOSED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #2
2024
BUDGET
AMEND. #2
2025
PROPOSED
BUDGET REVENUES
2021
ACTUAL
2022
ACTUAL
2021 ACTUAL 2022 ACTUALAUTHORIZED POSITIONS
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated\9 Enterprise Funds - 2024 budget pages
Utilities -- Fund #4XX (2)15 of 28 Revision Date: September 26, 2014
Print Date: 10/8/2024 6:59 PM
CITY of PORT ANGELES
2015 City Manager Recommended Budget
$$%
Salaries and Wages 2,004,532$ 2,065,191$ 2,057,535$ 2,577,800$ 2,804,400$ 226,600 8.79%
Personnel Benefits 558,980 515,915 629,872 675,300 736,000 60,700 8.99%
Supplies 112,163 123,691 182,193 169,800 137,300 (32,500) -19.14%
Other Services & Charges 315,522 347,372 816,314 706,100 905,200 199,100 28.20%
Intergovmt/Interfund Svcs 4,234 15,860 21,314 18,200 18,200 - 0.00%
Capital Outlay - 87,317 - 50,500 50,500 - 0.00%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,995,431$ 3,155,346$ 3,707,228$ 4,197,700$ 4,651,600$ 453,900 10.81%
Change from Prior Yr. $$(120,561)$ 159,915$ 551,882$ 490,472$
Change from Prior Year %-3.87%5.34% 17.49% 13.23%
Unrestricted Cash Balance 1,407,454$ 1,209,657$ 1,454,891$ 1,404,391$ 1,371,091$
Change from Prior Yr. $$ 74,555$ (197,797)$ 245,234$ (50,500)$ (33,300)$
Change from Prior Year % 5.59%-14.05%20.27%-3.47%-2.37%
2021
ACTUAL
2022
ACTUAL
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)16 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Medic 1 revenues include a monthly charge to citizens and businesses for services as well as a transfer from the General
Fund. The increase in revenue is due to grant funding secured for the Community Paramedic program as well as increased
ambulance service fees that are resulting from higher-than-expected transports as compared to the 2024 Budget.
An increase in expenditures is expected for pass through grant funding to community partners for services performed and
personnel cost increases as approved in the most recent collective bargaining agreement.
Page 202City of Port Angeles • 2025 Budget •
Medic 1 Utility
Common Expenditures Comparison
Medic 1 Fund 409
2024 2025
Supplies 104,200 51,000 (53,200)
Professional Services 261,300 523,700 262,400
Travel & Training 90,200 92,200 2,000
PenCom Services 161,100 183,500 22,400
Fuel 18,000 21,000 3,000
Capital Transfers - - -
Equipment Services 106,900 69,500 (37,400)
Supplies,
104,200
Supplies,
51,000
Professional
Services,
261,300
Professional
Services, 523,700
Travel &
Training,
90,200
Travel &
Training,
92,200
PenCom Services,
161,100
PenCom Services,
183,500
Fuel, 18,000
Fuel, 21,000
Equipment
Services,
106,900
Equipment
Services,
69,500
- 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 1,000,000
2024
2025
Supplies Professional Services Travel & Training Fuel Equipment Services
Professional Services include payments for third party billing of services.
PenCom Services are fees transferred to the City’s PenCom 911 fund for dispatch services rendered.
Administrative Services include transfers to the General Fund and Information Services for work performed, such as
Human Resources, Accounting, Information Services, etc., on behalf of the utility.
Page 203City of Port Angeles • 2025 Budget •
Harbor Clean-Up Fund #413
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Harbor Clean-Up -- Fund #413
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - 400,000 1,200,000 800,000 200.00%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 352,676 165,059 113,771 1,650,600 850,600 (800,000) -48.47%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 800,000 - - - - - N/A
TOTAL REVENUE 1,152,676$ 165,059$ 113,771$ 2,050,600$ 2,050,600$ - 0.00%
Change from Prior Yr. $$161,629$ (987,617)$ (51,288)$ 1,936,829$
Change from Prior Year %16.31%-85.68%-31.07%1702.39%
$$%
Salaries and Wages 800,000$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 451,975 207,653 149,570 2,050,600 2,050,600 - 0.00%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - N/A
TOTAL EXPENDITURES 1,251,975$ 207,653$ 149,570$ 2,050,600$ 2,050,600$ - 0.00%
Change from Prior Yr. $$ 287,159$ (1,044,322)$ (58,083)$ 1,901,030$
Change from Prior Year % 29.76%-83.41% -27.97%1271.00%
FUND BALANCE (152,367)$ (381,971)$ (398,622)$ (398,622)$ (398,622)$
Change from Prior Yr. $$ 107,972$ (229,604)$ (16,651)$ -$ -$
Change from Prior Year %-41.47%150.69% 4.36% 0.00%0.00%
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2021
ACTUAL
EXPENDITURES
2025
AMENDED
BUDGET
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)17 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
Description: The Harbor Clean-up Fund accounts for mitigation and legal consultation related to outfall clean-up
of the Harbor. Much of the costs associated with the Harbor Clean-up are reimbursable by insurance, or grant funding.
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Harbor Clean-Up -- Fund #413
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - 400,000 1,200,000 800,000 200.00%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 352,676 165,059 113,771 1,650,600 850,600 (800,000) -48.47%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 800,000 - - - - - N/A
TOTAL REVENUE 1,152,676$ 165,059$ 113,771$ 2,050,600$ 2,050,600$ - 0.00%
Change from Prior Yr. $$161,629$ (987,617)$ (51,288)$ 1,936,829$
Change from Prior Year %16.31%-85.68%-31.07%1702.39%
$$%
Salaries and Wages 800,000$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 451,975 207,653 149,570 2,050,600 2,050,600 - 0.00%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - N/A
TOTAL EXPENDITURES 1,251,975$ 207,653$ 149,570$ 2,050,600$ 2,050,600$ - 0.00%
Change from Prior Yr. $$ 287,159$ (1,044,322)$ (58,083)$ 1,901,030$
Change from Prior Year % 29.76%-83.41% -27.97%1271.00%
FUND BALANCE (152,367)$ (381,971)$ (398,622)$ (398,622)$ (398,622)$
Change from Prior Yr. $$ 107,972$ (229,604)$ (16,651)$ -$ -$
Change from Prior Year %-41.47%150.69% 4.36% 0.00%0.00%
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
AMENDED
BUDGET REVENUES
2021
ACTUAL
EXPENDITURES
2025
AMENDED
BUDGET
2021
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\9 Enterprise Funds - 2024 budget pages - READY
Utilities -- Fund #4XX (2)17 of 21 Revision Date: September 26, 2014
Print Date: 2/27/2025 3:23 PM
City of Port Angeles • 2025 Budget • Page 204
2025 Budget
Internal Service Funds are proprietary
fund types used to account for activities related to the provision of goods or services from one fund, department or agency to other funds, departments or agencies of the primary government on a cost-reimbursement basis.
Page 206City of Port Angeles • 2025 Budget •
Equipment Services Fund #501
Description: The Equipment Services Fund accounts for revenues and expenditures related to maintaining and replacing
all City vehicles and construction equipment. All costs including salaries, maintenance, replacement, and depreciation
are included in rates charged to each department for services rendered.
Replacement Policy: The City’s equipment replacement and vehicle use policy states that similar vehicles and
equipment are grouped by department and division based on percentage of reserves and their target level. Therefore,
departments/divisions only pay replacement costs when they fall below their reserve target level.
PUBLIC WORKS
ADMINISTRATION
PUBLIC WORKS
ADMINISTRATION
FUEL MANAGEMENT
FUEL MANAGEMENT
EQUIPMENT
REPLACEMENT
EQUIPMENT
REPLACEMENT
EQUIPMENT
SERVICES
EQUIPMENT
SERVICES
OPERATIONS
OPERATIONS
EQUIPMENT
MAINTENANCE
EQUIPMENT
MAINTENANCE
UTILITY SERVICES
& PERMITS
UTILITY SERVICES
& PERMITS
PW – Equipment Services
Division
Major Accomplishments in 2024
• Designed and ordered 16 new vehicle replacements to be delivered in 2024/2025 at a cost of $1,941,632.00.
• Completed 1,334 repair and maintenance projects.
• Responded to 46 emergency service calls.
Key Initiatives for 2025
• Implement fleet maintenance management software to improve efficiency, cost control and maintenance
records.
Page 207City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Equipment Services -- Fund #501
$$%
Fleet Maintenance Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Sr. Fleet Maintence Mechanic 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Fleet Maintenance Mechanic 2.00 2.00 2.00 3.00 3.00 0.00 0.00%
Service Writer 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 5.00 5.00 5.00 6.00 6.00 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 1.00 0.00
Change from Prior Year %0.00%0.00%0.00%20.00%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 75 - - - - - N/A
Charges for Goods & Svcs.1,740,834 1,979,141 2,242,428 3,128,300 3,217,100 88,800 2.84%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (45,280) (416,077) 228,285 74,200 80,500 6,300 8.49%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 2,760,000 25,000 76,671 - - - N/A
TOTAL REVENUE 4,455,629$ 1,588,064$ 2,547,384$ 3,202,500$ 3,297,600$ 95,100 2.97%
Change from Prior Yr. $$2,716,327$ (2,867,565)$ 959,320$ 655,116$
Change from Prior Year %156.17%-64.36%60.41% 25.72%
AUTHORIZED POSITIONS
REVENUES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 1 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Equipment Services Division
PUBLIC WORKS &
UTILITIES DIRECTOR
PUBLIC WORKS &
UTILITIES DIRECTOR
FLEET MAINTENANCE
MANAGER
FLEET MAINTENANCE
MANAGER
SENIOR FLEET
MAINTENANCE MECHANIC
SENIOR FLEET
MAINTENANCE MECHANIC
FLEET MAINTENANCE
MECHANIC
FLEET MAINTENANCE
MECHANIC
SERVICE WRITER
SERVICE WRITER
FLEET MAINTENANCE
MECHANIC
FLEET MAINTENANCE
MECHANIC
PW – Equipment Personnel
DEPUTY DIRECTOR OF
OPERATIONS
DEPUTY DIRECTOR OF
OPERATIONS
FLEET MAINTENANCE
MECHANIC
FLEET MAINTENANCE
MECHANIC
Equipment Services Fund #501
Personnel Summary
Page 208City of Port Angeles • 2025 Budget •
Equipment Services Fund #501
2024 REPLA BUDGET ADOPTED
BEG. CASH 2024 2025
Finance 91,148 94,700 -
Community Development 65,574 101,600 -
Police (23,412) 60,500 261,900
Fire & Medic 1 1,176,302 156,900 985,000
Parks & Recreation 229,092 313,300 140,600
Engineering 101,529 19,200 107,800
Light Operations 310,570 284,200 575,900
Water 204,851 (80,900) 70,000
Wastewater 319,183 194,400 330,500
Solid Waste 712,649 405,800 487,000
Stormwater 477,011 484,200 580,300
Conservation 31,955 - -
Equipment Services 438,748 44,700 322,800
Information Services 30,401 30,500 -
Streets 388,618 179,800 348,500
4,554,219 2,288,900 4,210,300EQUIPMENT SERVICES TOTAL
VEHICLE EXPENDITURE LISTING BY YEAR
EQUIPMENT SERVICES CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 10 of 11 Date edited: 9/29/16
Date Printed: 2/27/2025
Equipment Services Fund #501
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Equipment Services -- Fund #501
$$%
Fleet Maintenance Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Sr. Fleet Maintence Mechanic 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Fleet Maintenance Mechanic 2.00 2.00 2.00 3.00 3.00 0.00 0.00%
Service Writer 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
TOTAL Authorized Positions 5.00 5.00 5.00 6.00 6.00 0.00 0.00%
Change from Prior Yr. #0.00 0.00 0.00 1.00 0.00
Change from Prior Year %0.00%0.00%0.00%20.00%0.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 75 - - - - - N/A
Charges for Goods & Svcs.1,740,834 1,979,141 2,242,428 3,128,300 3,217,100 88,800 2.84%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (45,280) (416,077) 228,285 74,200 80,500 6,300 8.49%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 2,760,000 25,000 76,671 - - - N/A
TOTAL REVENUE 4,455,629$ 1,588,064$ 2,547,384$ 3,202,500$ 3,297,600$ 95,100 2.97%
Change from Prior Yr. $$2,716,327$ (2,867,565)$ 959,320$ 655,116$
Change from Prior Year %156.17%-64.36%60.41% 25.72%
AUTHORIZED POSITIONS
REVENUES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 1 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Equipment Services revenues include funds that are collected from other departments and divisions for services rendered
as well as interest paid on investments. Revenues also include yearly transfers from other funds for vehicle replacements.
Fuel, 16,800
Fuel, 7,300
Equipment Replacements, 2,288,900
Equipment Replacements, 4,210,300
Equipment Rentals,
30,000
Equipment Rentals,
23,000
Admin. Services,
292,600
Admin. Services,
322,100
Travel & Training,
18,000
Travel &
Training,
19,400
Utilities Expense,
21,000
Utilities Expense,
26,500
- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000
2024
2025
Fuel Equipment Replacements Equipment Rentals
Admin. Services Travel & Training Utilities Expense
Page 209City of Port Angeles • 2025 Budget •
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
$$%
Salaries and Wages 470,002$ 487,721$ 525,161$ 647,900$ 681,200$ 33,300 5.14%
Personnel Benefits 177,503 174,891 201,874 218,900 267,900 49,000 22.38%
Supplies 30,458 44,496 50,587 103,500 57,000 (46,500) -44.93%
Other Services & Charges 231,720 232,550 371,702 464,300 426,400 (37,900) -8.16%
Intergovmt/Interfund Svcs - - - - - N/A
Capital Outlay 924,153 3,489,681 1,736,914 2,288,900 4,210,300 1,921,400 83.94%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - 1,201 1,987 - - - N/A
TOTAL EXPENDITURES 1,833,836$ 4,430,540$ 2,888,225$ 3,723,500$ 5,642,800$ 1,919,300 51.55%
Change from Prior Yr. $$663,731$ 2,596,704$ (1,542,315)$ 835,275$
Change from Prior Year %56.72%141.60%-34.81%28.92%
Unrestricted Cash Balance $2,577,705 $4,958,858 $4,350,293 $3,829,293 $1,484,093
Change from Prior Yr. $$($1,711,687)$2,381,153 ($608,565)($521,000)($2,345,200)
Change from Prior Year %-39.91%92.37%-12.27%-11.98%-61.24%
Information Technology -- Fund #502
$$%
IT Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Senior Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Information Support Specialist 0.00 0.00 0.00 0.00 0.50 0.50 100.00%
TOTAL Authorized Positions 5.00 5.00 5.00 5.00 5.50 0.50 10.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.50
Change from Prior Year %25.00%0.00%0.00%0.00%10.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 18,645 - - - - - N/A
Charges for Goods & Svcs.1,743,454 2,568,782 2,575,033 2,539,400 2,957,200 417,800 16.45%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (16,065) (189,163) 131,096 36,600 43,100 6,500 17.76%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 1,000,000 133,900 - - - - N/A
TOTAL REVENUE 2,746,034$ 2,513,519$ 2,706,129$ 2,576,000$ 3,000,300$ 424,300 16.47%
Change from Prior Yr. $$627,627$ (232,515)$ 192,610$ (130,129)$
Change from Prior Year %29.63%-8.47%7.66%-4.81%
EXPENDITURES
AUTHORIZED POSITIONS
REVENUES
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 2 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Equipment Services
Common Expenditures Comparison
Administrative Services include transfers to the General Fund and Information Services for work
performed, such as Human Resources, Accounting, Information Services, etc., on behalf of
Equipment Services.
The 2025 Budget includes reductions for supplies and services needs due to replacement of tools and minor equipment
that will not occur in 2025. There was also an increase in charges for allocated services. The increase in capital outlay
spending include additional vehicle replacements planned in 2025 resulting from carrying vehicles that have not yet been
received from the 2024 Budget as outlined in the Capital Facilities Plan.
Page 210City of Port Angeles • 2025 Budget •
Information Services Fund #502
Description: The Information Services Fund accounts for the cost of providing information services to all City
departments. All costs including hardware, software, maintenance, labor, capital improvements, and supplies are included
in rates charged to each department.
The IT Division is charged with the design, planning, implementation, maintenance, upgrade and on-going support of the
City technology needs. This includes everything from desktop and phone support, to network maintenance and security,
to tracking and maintaining all software tools, to database backup and recovery. Ensuring the smooth functioning of City
technology makes the IT division one of the most critical internal support operations within the City.
Major Accomplishments in 2024
• Secured additional position for IT by converting approved part-time position to FTE position.
• Tyler Enterprise Resource Planning and Enterprise Permitting & Licensing deployment assistance and support.
• Deployed 34 total mobile devices including new devices and replacement.
• Deployed 61 total workstations including new workstations and replacements.
• Directly supported over 300 hours of hybrid meetings.
• Deployed new conference Room AV equipment in Vern Burton meeting rooms.
• Onboarded over 65 new users.
• Continued to provide quality customer service experience with over 1500 tickets closed.
o Used ServiceDesk Portal metrics to support departmental allocations and SLA’s.
• Completed Astound remote site inventory. Provided technical guidance on Astound network contract
negotiations monthly billing audit, decommissioning unnecessary network circuits resulting in thousands of
dollars in monthly savings.
• Completed fiscal year 2022 State and Local Cybersecurity Grant Program (SLCGP) grant security systems
enhancement project approval and purchase phase with reimbursement request submitted.
• Submitted FY24 SLCGP grant application for additional cybersecurity enhancement purchases.
• Assisted City Clerk’s office with establishment of data management and retention plan to allow for better data
storage, server management and backup capacity management.
• Transitioned all Tier 1 IT support for Supervisory Control and Data Acquisition (SCADA) environments to Public
Works (PWKS) Systems Coordinator and provided Tier 2 support for all in-plant SCADA systems managed by
PWKS.
• Installed replacement domain controllers and dynamic host control protocol (DHCP) servers and prepared
them for domain upgrade.
• Deployed new Enterprise GIS (ESRI 11.3) servers and facilitated “jumpstart” process for new GIS environment
launch.
• Participated in monthly Community Cybersecurity Preparedness Working Group meetings.
• Implemented network connection for Senior Center HVAC system and software upgrade.
• Completed network reconfiguration and segmentation work.
• Reviewed current Wi-Fi hardware improved functionality of Wi-Fi and Cellular extenders at Corpyard and
Parkshop.
• Worked with PenCom via regular check-in meetings to improve communication officers’ access and PenCom
staff access to COPA resources.
• Assisted Light Operations with outage mapping meter pilot project.
• Decommissioned approximately half of MetroNet Wireless Access Points.
• Assisted with Parks Cemetery software purchase and supported initial implementation.
• Re-engaged the Technology Governance Board with regular monthly meetings.
• Conducted feasibility, planning and network prep work for PAPA server relocation
to City Hall.
Page 211City of Port Angeles • 2025 Budget •
Key Initiatives for 2025
• Implement electronic records retention for Email and Teams messages.
• Support records retention training and onboarding work for new employees with Clerk’s office.
• Create an “IT Service Catalog” detailing standard Information Technology services with per-user/per-year
pricing for more accurate ordering and department budget allocations.
• Submit FY25 SLCGP grant application for additional cybersecurity enhancement purchases.
• Develop draft Emergency Operations Command and disaster recovery IT plan for business continuity by
working with the Cybersecurity and Infrastructure Security Agency (CISA) on incident response plans.
• Complete domain upgrade project achieving latest domain forest functional level.
• Upgrade backup and storage system to extend backup timeframe to 8 months.
• Support Safety Committee work by investigating modern (touchless) HID door locks and access control security.
• Completion dependent on CFP funding.
• Replace core network switch at City Hall
• Support EERP “go live”.
• Complete contract negotiations for new voice and data circuits for City of Port Angeles.
• Implement SharePoint and OneDrive backup system providing local backups for Microsoft 365.
• Reduce data storage on current file servers and mapped drives.
• Continue work with the technology governance board.
• Provide excellent customer service to staff and users of IT infrastructure by keeping pace with mobile device
deployments, workstation deployments, hybrid meeting support and employee onboarding/change/offboarding
support.
• Conduct annual end-user security training.
• Complete relocation of PAPA servers to City Hall.
Page 212City of Port Angeles • 2025 Budget •
Information Services Fund #502
Personnel Summary
CITY of PORT ANGELES
2015 City Manager Proposed Budget
$$%
Salaries and Wages 470,002$ 487,721$ 525,161$ 647,900$ 681,200$ 33,300 5.14%
Personnel Benefits 177,503 174,891 201,874 218,900 267,900 49,000 22.38%
Supplies 30,458 44,496 50,587 103,500 57,000 (46,500) -44.93%
Other Services & Charges 231,720 232,550 371,702 464,300 426,400 (37,900) -8.16%
Intergovmt/Interfund Svcs - - - - - N/A
Capital Outlay 924,153 3,489,681 1,736,914 2,288,900 4,210,300 1,921,400 83.94%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - 1,201 1,987 - - - N/A
TOTAL EXPENDITURES 1,833,836$ 4,430,540$ 2,888,225$ 3,723,500$ 5,642,800$ 1,919,300 51.55%
Change from Prior Yr. $$663,731$ 2,596,704$ (1,542,315)$ 835,275$
Change from Prior Year %56.72%141.60%-34.81%28.92%
Unrestricted Cash Balance $2,577,705 $4,958,858 $4,350,293 $3,829,293 $1,484,093
Change from Prior Yr. $$($1,711,687)$2,381,153 ($608,565)($521,000)($2,345,200)
Change from Prior Year %-39.91%92.37%-12.27%-11.98%-61.24%
Information Technology -- Fund #502
$$%
IT Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Senior Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Information Support Specialist 0.00 0.00 0.00 0.00 0.50 0.50 100.00%
TOTAL Authorized Positions 5.00 5.00 5.00 5.00 5.50 0.50 10.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.50
Change from Prior Year %25.00%0.00%0.00%0.00%10.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 18,645 - - - - - N/A
Charges for Goods & Svcs.1,743,454 2,568,782 2,575,033 2,539,400 2,957,200 417,800 16.45%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (16,065) (189,163) 131,096 36,600 43,100 6,500 17.76%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 1,000,000 133,900 - - - - N/A
TOTAL REVENUE 2,746,034$ 2,513,519$ 2,706,129$ 2,576,000$ 3,000,300$ 424,300 16.47%
Change from Prior Yr. $$627,627$ (232,515)$ 192,610$ (130,129)$
Change from Prior Year %29.63%-8.47%7.66%-4.81%
EXPENDITURES
AUTHORIZED POSITIONS
REVENUES
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 2 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Information Services Fund #502
CITY MANAGER
CITY MANAGER
HELPDESK &
APPLICATION SERVICES
HELPDESK &
APPLICATION SERVICES
TELECOMMUNICATIONS
SERVICES
TELECOMMUNICATIONS
SERVICES
NETWORK SECURITY &
OPERATIONS
NETWORK SECURITY &
OPERATIONS
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
DATA CENTER &
SYSTEMS OPERATIONS
DATA CENTER &
SYSTEMS OPERATIONS
DESKTOP
PROCUREMENT,
SUPPORT & TRAINING
DESKTOP
PROCUREMENT,
SUPPORT & TRAINING
DISASTER RECOVERY
SERVICES
DISASTER RECOVERY
SERVICES
RECORDS
RECORDS
IT
Division
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
Significant Changes: The 2025 Budget includes the addition of a part-time
Information Support Specialist.
SENIOR
SYSTEMS
NETWORK
ANALYST
SENIOR
SYSTEMS
NETWORK
ANALYST
SYSTEMS
NETWORK
ANALYST
SYSTEMS
NETWORK
ANALYST
PRINCIPAL
SYSTEMS
NETWORK
ANALYST
PRINCIPAL
SYSTEMS
NETWORK
ANALYST
SYSTEMS
NETWORK
ANALYST
SYSTEMS
NETWORK
ANALYST
INFORMATION
SUPPORT
SPECIALIST
0.50
INFORMATION
SUPPORT
SPECIALIST
0.50
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
DEPUTY CITY
MANAGER/DIRECTOR
OF COMMUNITY
SERVICES
INFORMATION
TECHNOLOGY
MANAGER
INFORMATION
TECHNOLOGY
MANAGER
IT
Personnel
Page 213City of Port Angeles • 2025 Budget •
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
$$%
Salaries and Wages 461,135$ 493,919$ 540,929$ 602,700$ 625,500$ 22,800 3.78%
Personnel Benefits 192,843 192,407 206,959 214,700 230,300 15,600 7.27%
Supplies 21,007 41,526 19,269 54,600 165,900 111,300 203.85%
Other Services & Charges 1,008,878 1,191,192 1,475,133 1,382,300 1,336,500 (45,800) -3.31%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 307,423 159,342 589,851 2,762,100 932,400 (1,829,700) -66.24%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services 63 - 3,270 - - - N/A
TOTAL EXPENDITURES 1,991,349$ 2,078,386$ 2,835,411$ 5,016,400$ 3,290,600$ (1,725,800) -34.40%
Change from Prior Yr. $$267,738$ 87,037$ 757,025$ 2,180,989$
Change from Prior Year %15.53% 4.37% 36.42% 76.92%
Unrestricted Cash Balance $2,576,358 $2,879,365 $3,067,982 $627,582 $337,282
Change from Prior Yr. $$$674,548 $303,007 $188,617 ($2,440,400) ($290,300)
Change from Prior Year %35.47% 11.76% 6.55%-79.54% -46.26%
VARIANCE FROM 2024
BUDGET AMEND. #3
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 3 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Changes in expenditures compared to 2024 include the addition of a part-time Information Support Specialist, increases
for software services citywide and the inclusion of yearly citywide computer replacements in the IT Budget. Additionally,
in 2025, the IT Department will have fewer planned capital projects as outlined in the Capital Facilities Plan.
Information Services Fund #502
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES2015 City Manager Proposed Budget $$%Salaries and Wages 470,002$ 487,721$ 525,161$ 647,900$ 681,200$ 33,300 5.14%Personnel Benefits 177,503 174,891 201,874 218,900 267,900 49,000 22.38%Supplies 30,458 44,496 50,587 103,500 57,000 (46,500) -44.93%Other Services & Charges 231,720 232,550 371,702 464,300 426,400 (37,900) -8.16%Intergovmt/Interfund Svcs - - - - - N/ACapital Outlay 924,153 3,489,681 1,736,914 2,288,900 4,210,300 1,921,400 83.94%Debt Service: Principal - - - - - - N/ADebt Service: Interest - - - - - - N/AInterfund Pmts. for Services - 1,201 1,987 - - - N/ATOTAL EXPENDITURES 1,833,836$ 4,430,540$ 2,888,225$ 3,723,500$ 5,642,800$ 1,919,300 51.55%Change from Prior Yr. $$663,731$ 2,596,704$ (1,542,315)$ 835,275$ Change from Prior Year %56.72%141.60%-34.81%28.92%Unrestricted Cash Balance $2,577,705 $4,958,858 $4,350,293 $3,829,293 $1,484,093Change from Prior Yr. $$($1,711,687)$2,381,153 ($608,565)($521,000)($2,345,200)Change from Prior Year %-39.91%92.37%-12.27%-11.98%-61.24%Information Technology -- Fund #502
$$%
IT Manager 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Senior Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Systems Network Analyst 2.00 2.00 2.00 2.00 2.00 0.00 0.00%
Information Support Specialist 0.00 0.00 0.00 0.00 0.50 0.50 100.00%
TOTAL Authorized Positions 5.00 5.00 5.00 5.00 5.50 0.50 10.00%
Change from Prior Yr. #0.00 0.00 0.00 0.00 0.50
Change from Prior Year %25.00%0.00%0.00%0.00%10.00%
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 18,645 - - - - - N/A
Charges for Goods & Svcs.1,743,454 2,568,782 2,575,033 2,539,400 2,957,200 417,800 16.45%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (16,065) (189,163) 131,096 36,600 43,100 6,500 17.76%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 1,000,000 133,900 - - - - N/A
TOTAL REVENUE 2,746,034$ 2,513,519$ 2,706,129$ 2,576,000$ 3,000,300$ 424,300
1
6
.
4
7
%
Change from Prior Yr. $$627,627$ (232,515)$ 192,610$ (130,129)$
Change from Prior Year %29.63%-8.47%7.66%-4.81%
EXPENDITURES
AUTHORIZED POSITIONS
REVENUES
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024 BUDGET AMEND. #32021 ACTUAL
2021
ACTUAL
2024 BUDGET AMEND. #3 2025 ADOPTED BUDGET2022 ACTUAL
2022
ACTUAL
2023 ACTUAL
2023
ACTUAL
2024 BUDGET AMEND. #3 2025 ADOPTED BUDGET VARIANCE FROM 2024 BUDGET AMEND. #32021 ACTUAL 2022 ACTUAL 2023 ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 2 of 6 Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Revenues in the Information Services fund are collected from funds for services rendered, capital projects and computer
replacements, and as a result will vary each year dependant on the needs of the City.
Page 214City of Port Angeles • 2025 Budget •
Information Services
Common Expenditures Comparison
Professional Services,
66,000
Professional
Services, 66,000
Co
m
m
.
Ex
p
e
n
s
e
s
,
26
0
,
8
0
0
Co
m
m
.
Ex
p
e
n
s
e
s
,
28
1
,
3
0
0
Network Expenses,
180,000
Network Expenses,
175,300
Travel & Training,
6,500
Travel & Training,
7,500
Copier Leases, 64,600
Copier Leases,
87,000
Software/Hardware
Maintenance,
581,000
Software/Hardware
Maintenance, 688,500
Repairs & Maintenance, 32,500
Repairs & Maintenance, 15,000
Capital ,
2,762,100
Capital ,
932,400
- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000
2024
2025
Professional Services Comm. Expenses
Network Expenses Travel & Training
Copier Leases Software/Hardware Maintenance
Repairs & Maintenance Capital
Professional services include funds for consultant work on the City’s network.
Information Services Projects
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
IT0319 Network Refresh 560,000 - 280,000
IT0618 Virtual Server Replacements 750,000 150,100 -
IT0214 Records Management System 180,500 52,400 -
IT0323 SCADA Server Replacements 550,000 - 150,000
IT1018 UPS Replacement - Disaster Recovery Data Center 300,000 - 79,400
IT0124 Primary Data Backup Systems Replacement 500,000 - 250,000
IT0416 Cemetery Software 30,000 30,000 -
IT0119 Wireless Bridge 60,000 - 36,000
IT0716 ERP Road Map & Replacement 2,454,900 2,255,200 -
IT0320 ESRI Migration to Arc Pro 100,000 74,400 -
IT0324 Primary Data Backup Tape Storage Safe 22,000 - 22,000
IT0123 Intrusion Detection and Prevention 200,000 200,000 -
IT0224 Primary Data Center Fiber Switch Replacement 30,000 - 30,000
IT0423 Building Access Control and Cameras 1,200,000 - 60,000
IT0523 City Owned Fiber Optics 1,500,000 - 25,000
8,437,400 2,762,100 932,400
IT EXPENDITURE LISTING BY YEAR
INFORMATION SERVICES CAPITAL
INFORMATION SERVICES TOTAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 11 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 215City of Port Angeles • 2025 Budget •
Self-Insurance Fund #503
Description: The Self-Insurance Fund accounts for the payment of all City insurance premiums and claims for which
each department is charged. The City is self-insured for medical and workers' compensation, and self-insures for property
and casualty deductibles. Each City department is charged for these services. These charges are transferred into this fund
for payment.
CITY MANAGER
CITY MANAGER
PROPERTY &
LIABILITY
INSURANCE
PROPERTY &
LIABILITY
INSURANCE
MEDICAL, DENTAL,
VISION INSURANCE
MEDICAL, DENTAL,
VISION INSURANCE
HUMAN
RESOURCES
HUMAN
RESOURCES
WORKER’S
COMPENSATION
PROGRAM
WORKER’S
COMPENSATION
PROGRAM
WELLNESS
PROGRAM
WELLNESS
PROGRAM
EMPLOYEE
ASSISTANCE
PROGRAM
EMPLOYEE
ASSISTANCE
PROGRAM
LABOR RELATIONS
LABOR RELATIONS
RECRUITMENT &
SELECTION
RECRUITMENT &
SELECTION
HR
Self Insurance
Page 216City of Port Angeles • 2025 Budget •
Self Insurance Fund #503
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Self Insurance -- Fund #503
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 5,247,027 5,641,558 7,319,152 8,025,100 8,667,100 642,000 8.00%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 5,247,027$ 5,641,558$ 7,319,152$ 8,025,100$ 8,667,100$ 642,000 8.00%
Change from Prior Yr. $$171,603$ 394,531$ 1,677,594$ 705,948$
Change from Prior Year %3.38%7.52%29.74%9.65%
$$%
Salaries and Wages 22,230$ 49,228$ 48,791$ 36,000$ -$ (36,000) N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 5,331,896 5,622,224 7,078,954 8,204,400 8,667,100 462,700 5.64%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 5,354,126$ 5,671,452$ 7,127,745$ 8,240,400$ 8,667,100$ 426,700 5.18%
Change from Prior Yr. $$228,280$ 317,326$ 1,456,293$ 1,112,655$
Change from Prior Year %4.45% 5.93% 25.68% 15.61%
Unrestricted Cash Balance $685,878 $708,766 $1,079,447 $864,147 $864,147
Change from Prior Yr. $$($155,297)$22,888 $370,681 ($215,300)$0
Change from Prior Year %-18.46%3.34% 52.30%-19.95%0.00%
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 4 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Self Insurance -- Fund #503
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue 5,247,027 5,641,558 7,319,152 8,025,100 8,667,100 642,000 8.00%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
TOTAL REVENUE 5,247,027$ 5,641,558$ 7,319,152$ 8,025,100$ 8,667,100$ 642,000 8.00%
Change from Prior Yr. $$171,603$ 394,531$ 1,677,594$ 705,948$
Change from Prior Year %3.38%7.52%29.74%9.65%
$$%
Salaries and Wages 22,230$ 49,228$ 48,791$ 36,000$ -$ (36,000) N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges 5,331,896 5,622,224 7,078,954 8,204,400 8,667,100 462,700 5.64%
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 5,354,126$ 5,671,452$ 7,127,745$ 8,240,400$ 8,667,100$ 426,700 5.18%
Change from Prior Yr. $$228,280$ 317,326$ 1,456,293$ 1,112,655$
Change from Prior Year %4.45% 5.93% 25.68% 15.61%
Unrestricted Cash Balance $685,878 $708,766 $1,079,447 $864,147 $864,147
Change from Prior Yr. $$($155,297)$22,888 $370,681 ($215,300)$0
Change from Prior Year %-18.46%3.34% 52.30%-19.95%0.00%
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\10 Internal Service Funds - 2024 budget pages - READY
Internal Service -- Fund #5XX 4 of 6
Revision Date: September 26, 2014
Print Date: 2/27/2025 11:20 AM
Fiduciary Funds are fund types used to
account for assets held by the government as a trustee or agent and cannot be used to support the government’s own programs. There are four types of fiduciary funds: pension trust funds, investment trust funds, private purpose trust funds, and custodial funds.
Page 218City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Firemen's Pension -- Fund #602
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
18,640 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
32,981 Miscellaneous Revenue 69,149 (85,894) 29,000 19,200 200 (19,000) -98.96%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources - - - - - - N/A
$51,621 TOTAL REVENUE 69,149$ (85,894)$ 29,000$ 19,200$ 200$ (19,000) -98.96%
Change from Prior Yr. $$8,517$ (155,043)$ 114,894$ (9,800)$
Change from Prior Year %14.05%-224.22%-133.76%33.79%
$$%2010
$25,277 Salaries and Wages 22,899$ 28,471$ 21,250$ 30,000$ 19,400$ (10,600) -35.33%
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
107,896 Other Services & Charges 10,837 - 6,668 39,400 23,100 (16,300) -41.37%
0 Intergovmt/Interfund Svcs - - - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
$133,173 TOTAL EXPENDITURES 33,736$ 28,471$ 27,918$ 69,400$ 42,500$ (26,900) -38.76%
Change from Prior Yr. $$(1,797)$ (5,265)$ (553)$ 41,482$
Change from Prior Year %-5.06%-15.61%-1.94%148.59%
$732,796 FUND BALANCE $327,176 $212,811 $213,893 $163,693 $121,393
Change from Prior Yr. $$$35,413 ($114,365)$1,082 ($50,200)($42,300)
Change from Prior Year %12.14%-34.96%0.51%-23.47%-25.84%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\11 Fiduciary Funds - 2025 budget pages - READY
Fiduciary -- Fund #602 1 of 1
Revision Date: September 26, 2014
Print Date: 2/28/2025 9:23 PM
Fireman’s Pension Fund #602
Revenue & Expenditure Summary
Description: The Firemen's Pension Fund is a pension trust fund established to provide a pension system and related
benefits for retired firefighters and surviving spouses that were hired prior to March 1, 1970. One retired firefighter and
one surviving spouse currently participate in this pension plan.
Funding Source: Revenue sources include interest on investments and in prior years fire insurance premiums
distributed by the State. Fire insurance premiums are now recorded in the General Fund due to accounting standard
changes issued by the Governmental Accounting Standards Board (GASB).
Major Expenditures: Expenses for salary, medical and long-term care have continued to exceed revenues causing
significant reductions in the fund balance. Salary increases are the result of the difference between amounts paid by the
state to these pensions and the change to the City’s bargaining contract for the Firefighter’s group. Medical premiums
were also moved to the General Fund as a result of GASB accounting requirement changes for pension and other post-
employment benefits. The General Fund will be responsible for any expenses this fund is unable to accommodate.
Expenditures
Revenues
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Firemen's Pension -- Fund #602
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
18,640 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
32,981 Miscellaneous Revenue 69,149 (85,894) 29,000 19,200 200 (19,000) -98.96%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources - - - - - - N/A
$51,621 TOTAL REVENUE 69,149$ (85,894)$ 29,000$ 19,200$ 200$ (19,000) -98.96%
Change from Prior Yr. $$8,517$ (155,043)$ 114,894$ (9,800)$
Change from Prior Year %14.05%-224.22%-133.76%33.79%
$$%2010
$25,277 Salaries and Wages 22,899$ 28,471$ 21,250$ 30,000$ 19,400$ (10,600) -35.33%
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
107,896 Other Services & Charges 10,837 - 6,668 39,400 23,100 (16,300) -41.37%
0 Intergovmt/Interfund Svcs - - - - - - N/A
0 Capital Outlay - - - - - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
$133,173 TOTAL EXPENDITURES 33,736$ 28,471$ 27,918$ 69,400$ 42,500$ (26,900) -38.76%
Change from Prior Yr. $$(1,797)$ (5,265)$ (553)$ 41,482$
Change from Prior Year %-5.06%-15.61%-1.94%148.59%
$732,796 FUND BALANCE $327,176 $212,811 $213,893 $163,693 $121,393
Change from Prior Yr. $$$35,413 ($114,365)$1,082 ($50,200)($42,300)
Change from Prior Year %12.14%-34.96%0.51%-23.47%-25.84%
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
EXPENDITURES
REVENUES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\11 Fiduciary Funds - 2025 budget pages - READY
Fiduciary -- Fund #602 1 of 1
Revision Date: September 26, 2014
Print Date: 2/28/2025 9:23 PM
Permanent Funds are governmental fund
types used to account for resources that are legally restricted to the extent that only earnings, and not principal, may be used for purposes that support the reporting government’s programs (i.e. for the benefit of the government or its citizenry).
CEMETERY ENDOWMENT -- Fund #601
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
6,868 Miscellaneous Revenue (2,453) (20,911) 13,449 4,200 4,900 700 16.67%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
$6,868 TOTAL REVENUE (2,453)$ (20,911)$ 13,449$ 4,200$ 4,900$ 700 16.67%
Change from Prior Yr. $$(8,808)$ (18,458)$ 34,360$ (9,249)$
Change from Prior Year %-138.60%752.47%-164.32%-68.77%
$$%2010
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest & Other - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
$0 TOTAL EXPENDITURES -$ -$ -$ -$ -$ - N/A
Change from Prior Yr. $$-$ -$ -$ -$
Change from Prior Year %N/A N/A N/A N/A
$373,462 FUND BALANCE $418,606 $397,695 $411,144 $415,344 $420,244
Change from Prior Yr. $$($2,454)($20,911)$13,449 $4,200 $4,900
Change from Prior Year %-0.58%-5.00%3.38%1.02%1.18%
2024
BUDGET
AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
Page 220City of Port Angeles • 2025 Budget •
Cemetery Endowment Fund #601
Revenue & Expenditure Summary
Description: The Cemetery Endowment Fund accounts for the receipts from the sale of Ocean View Cemetery lots,
tracts, parcels, donations, bequests, or grants received prior to April 1, 1981. The principal is invested and cannot be used
for cemetery maintenance until the cemetery reaches full capacity.
Revenues
CEMETERY ENDOWMENT -- Fund #601
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
6,868 Miscellaneous Revenue (2,453) (20,911) 13,449 4,200 4,900 700 16.67%
Prop./Trust Income - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - - - - - N/A
$6,868 TOTAL REVENUE (2,453)$ (20,911)$ 13,449$ 4,200$ 4,900$ 700 16.67%
Change from Prior Yr. $$(8,808)$ (18,458)$ 34,360$ (9,249)$
Change from Prior Year %-138.60%752.47%-164.32%-68.77%
$$%2010
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay - - - - - - N/A
Debt Service: Principal - - - - - - N/A
Debt Service: Interest & Other - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
$0 TOTAL EXPENDITURES -$ -$ -$ -$ -$ - N/A
Change from Prior Yr. $$-$ -$ -$ -$
Change from Prior Year %N/A N/A N/A N/A
$373,462 FUND BALANCE $418,606 $397,695 $411,144 $415,344 $420,244
Change from Prior Yr. $$($2,454)($20,911)$13,449 $4,200 $4,900
Change from Prior Year %-0.58%-5.00%3.38%1.02%1.18%
2024
BUDGET
AMEND. #3
2021
ACTUAL
2021
ACTUAL
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
Expenditures
Governmental, Transportation Benefit District
and Capital Projects Funds are used to account for the financial resources to be used for the acquisition or construction of major utility capital facilities, general City infrastructure and City Street projects.
Page 222City of Port Angeles • 2025 Budget •
Two of the key elements discussed in the Comprehensive Plan are the Capital Facilities Plan (CFP) and the Transportation
Improvement Plan (TIP). Both of these plans are included in brief in this section of the Budget showing only projects
scheduled for 2024 and 2025. The CFP and TIP are approved in June of each year, with projects approved on a six year
cycle. Only projects approved in the CFP and TIP are included in the capital budget. Often times capital project spending
rolls from year to year. The spending for these ongoing projects is included as part of the budget amendment process.
Capital Funds are split into three types of funds:
• General Governmental: The Capital Improvement Fund (#310) accounts for monies related to the
acquisition, construction, or replacement of major governmental facilities. These projects are funded through
the transfers of funds from the City’s General Fund, Lodging Tax Fund and/or Real Estate Excise Tax I & II
Funds as well as grant funds and utility reserves. General governmental projects include those in the Park
Improvement fund (#316). Monies held in this fund are dedicated to the City’s parks. Funds received for a
specific park are restricted for this use only. All other funds may be used for any park improvement.
• Transportation: The Transportation Benefit District Fund (#312) accounts for monies collected from the
Transportation Benefit District (TBD). The additional 0.2% increase to sales tax for the TBD will fund capital
projects included in the TIP; and has been included in a separate fund to more easily show and track activity.
These funds can only be used exclusively for projects related to the improvement of streets and sidewalks.
Additionally, revenue for transportation related projects also is received in transfers from the General Fund
and the Real Estate Excise Tax fund as well as grant funding.
• Utility Capital Projects: All utility capital fund projects are directly related to the maintenance, improvement
and replacement of items used by a specific utility. These projects are funded by transfers from the applicable
utility and are included in the Cost of Service Analysis. It is normal for project costs in these funds to differ
from amounts received as revenue from the utility funds as these transfers are adjusted based on the six-year
CFP cycle that has been averaged to keep rates stable. Each utility has its own corresponding capital account
(#451-#463).
For more detailed information about the Capital Facilities Plan, or the Transportation Improvement Plan,
please visit the City’s website at www.cityofpa.us, or the Capital Facilities Plan page directly at
https://wa-portangeles.civicplus.com/774/Capital-Facilities-Plan.
The Capital Facilities Plan & The
Comprehensive Plan
Page 223City of Port Angeles • 2025 Budget •
Capital Improvement Fund #310
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Governmental Capital Projects -- Fund #310
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
636,115 Intergovt. Revenue 40,355 350,000 350,000 1,552,000 124,000 (1,428,000) -92.01%
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 13,932 (180,202) 322,322 63,200 116,400 53,200 84.18%
0 Prop./Trust Income - - - - - - N/A
58,230 Non-Revenues - - - - - - N/A
2,158,709 Other Financing Sources 1,094,800 1,107,900 1,732,500 3,586,500 516,500 (3,070,000) -85.60%
#######TOTAL REVENUE 1,149,087$ 1,277,698$ 2,404,822$ 5,201,700$ 756,900$ (4,444,800)-85.45%
Change from Prior Yr. $$(673,812)$ 128,611$ 1,127,124$ 2,796,878$
Change from Prior Year %-36.96%11.19%88.22%116.30%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
333,383 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 59,200 - - - 120,000 120,000 100.00%
3,007,098 Capital Outlay 312,119 1,811,617 2,454,017 4,784,400 3,070,600 (1,713,800) -35.82%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
#######TOTAL EXPENDITURES 371,319$ 1,811,617$ 2,454,017$ 4,784,400$ 3,190,600$ (1,593,800) -33.31%
Change from Prior Yr. $$(448,875)$ 1,440,298$ 642,400$ 2,330,383$
Change from Prior Year %-54.73%387.89% 35.46% 94.96%
#######FUND BALANCE $3,477,644 $2,943,726 $2,894,831 $3,312,131 $878,431
Change from Prior Yr. $$$777,768 ($533,918) ($48,895)$417,300 ($2,433,700)
Change from Prior Year %28.81%-15.35% -1.66%14.42%-73.48%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 1 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Governmental Capital Projects -- Fund #310
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
636,115 Intergovt. Revenue 40,355 350,000 350,000 1,552,000 124,000 (1,428,000) -92.01%
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue 13,932 (180,202) 322,322 63,200 116,400 53,200 84.18%
0 Prop./Trust Income - - - - - - N/A
58,230 Non-Revenues - - - - - - N/A
2,158,709 Other Financing Sources 1,094,800 1,107,900 1,732,500 3,586,500 516,500 (3,070,000) -85.60%
#######TOTAL REVENUE 1,149,087$ 1,277,698$ 2,404,822$ 5,201,700$ 756,900$ (4,444,800)-85.45%
Change from Prior Yr. $$(673,812)$ 128,611$ 1,127,124$ 2,796,878$
Change from Prior Year %-36.96%11.19%88.22%116.30%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
333,383 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs 59,200 - - - 120,000 120,000 100.00%
3,007,098 Capital Outlay 312,119 1,811,617 2,454,017 4,784,400 3,070,600 (1,713,800) -35.82%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
#######TOTAL EXPENDITURES 371,319$ 1,811,617$ 2,454,017$ 4,784,400$ 3,190,600$ (1,593,800) -33.31%
Change from Prior Yr. $$(448,875)$ 1,440,298$ 642,400$ 2,330,383$
Change from Prior Year %-54.73%387.89% 35.46% 94.96%
#######FUND BALANCE $3,477,644 $2,943,726 $2,894,831 $3,312,131 $878,431
Change from Prior Yr. $$$777,768 ($533,918) ($48,895)$417,300 ($2,433,700)
Change from Prior Year %28.81%-15.35% -1.66%14.42%-73.48%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 1 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
In 2025, revenue and expenditures reflect a decrease in planned grant funds and spending for the Joint Public Safety
Facility as well as reduced funds planned for the HVAC replacement project at the Senior Center. These are multi-year
projects and amounts remaining in 2024 will carry into the 2025 Budget in the first quarter.
Page 224City of Port Angeles • 2025 Budget •
Governmental Capital Projects fund
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
GG0303 NICE Funds 1,875,000 827,900
GG1113 Facility Security Projects 556,000 319,000 30,000
GG0123 Housing Pipeline Pilot Project 50,000 - 50,000
GG0516 Senior Center Fire Detection System 125,000 - 125,000
GG0416 City Hall Fire Detection System 150,000 - 150,000
GG0121 Broadband Improvement Feasibility Study 50,000 50,000 -
GG0119 Ennis Creek Fish Barrier Removal 1,245,000 - 45,000
FD0615 Fire Hoses 106,500 24,900 9,000
PD0307 Police Regional Training & Gun Range Facility 279,800 83,600 32,000
PD0116 Mobile Data Terminal Replacements 308,300 42,900 16,000
PD0122 Police Radio Replacement 160,000 32,200 20,000
PD0223 Police Body Worn Cameras 450,000 90,000 74,000
FD0124 Mobile Data Terminal Replacements 60,000 - 10,000
FD0224 PAFD Portable Radio Replacements 300,000 - 50,000
PD0120 Police Taser Replacements 296,600 11,000 37,000
PD0121 EOC/911 Dispatch (PenCom center)10,150,000 150,000 -
FD0318 Emergency Management Pods 158,000 - 130,100
FD0315 Fire Station Garage Door Replacement 450,000 - 50,000
FD0218 Fire Station Garage Door Replacement 250,000 19,500 -
GENERAL GOVERNMENT
PROJECT EXPENDITURE LISTING BY YEAR
GOVERNMENTAL CAPITAL
PUBLIC SAFETY
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 3 of 11 Date edited: 9/29/16
Date Printed: 2/27/2025
PK0216 Facility Improvement Revolving Fund 160,000 26,000 15,000
PK0205 Restroom Improvement Program 1,890,000 - 403,000
PK0418 Civic Field Upgrades 835,200 624,100 11,000
PK0223 Aluminum Bleacher Upgrades 73,500 - 23,500
PK0719 Parks Maintenance Building 706,500 - 532,100
PK0519 City Pier Erosion Stabilization & Sidewalk Repair (Peabody Creek)400,000 343,200 -
PK0316 Locomotive #4 Refurbishment 190,800 52,000 80,000
PK0320 HVAC Upgrades at City Facilities 2,150,000 2,128,000 -
PK0324 City Pier Tower Repair 675,500 675,500 -
PK0122 Erickson Playfield Tennis Court Improvement 370,000 - 370,000
PK0222 OVC Columbarium Expansion 50,000 - 50,000
PK0123 Elks Pickleball Court Improvements 55,000 55,000 -
PK0420 Ediz Hook Boat Launch Repairs 1,500,000 - 50,000
PK0220 Synthetic Field Turf @ Volunteer Field 714,000 26,100 -
PK0523 Dream Park Rebuild 31,400 31,400 -
26,822,100 4,784,400 3,190,600 GOVERNMENTAL TOTAL
PARKS AND FACILITIES
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 4 of 11 Date edited: 9/29/16
Date Printed: 2/27/2025
Page 225City of Port Angeles • 2025 Budget •
Park Improvement Fund #316
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Lincoln Park Projects -- Fund #316
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
6,492 Miscellaneous Revenue 15,689 (23) 34,848 18,800 12,500 (6,300) -33.51%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources - - - - - - N/A
$6,492 TOTAL REVENUE 15,689$ (23)$ 34,848$ 18,800$ 12,500$ (6,300)-33.51%
Change from Prior Yr. $$8,808$ (15,712)$ 34,871$ (16,048)$
Change from Prior Year %128.00%-100.15%-151613.04%-46.05%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges - - - - - - N/A
10,000 Intergovmt/Interfund Svcs - - - - - - N/A
0 Capital Outlay - - - 7,500 - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
$10,000 TOTAL EXPENDITURES -$ -$ -$ 7,500$ -$ (7,500) N/A
Change from Prior Yr. $$(9,562)$ -$ -$ 7,500$
Change from Prior Year %-100.00%N/A N/A N/A
$155,857 FUND BALANCE $307,928 $307,906 $342,753 $354,053 $366,553
Change from Prior Yr. $$$15,689 ($22)$34,847 $11,300 $12,500
Change from Prior Year %5.37%-0.01%11.32% 3.30% 3.53%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 3 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Lincoln Park Projects -- Fund #316
$$%2010
$0 Taxes -$ -$ -$ -$ -$ - N/A
0 Licenses & Permits - - - - - - N/A
0 Intergovt. Revenue - - - - - - N/A
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
6,492 Miscellaneous Revenue 15,689 (23) 34,848 18,800 12,500 (6,300) -33.51%
0 Prop./Trust Income - - - - - - N/A
0 Non-Revenues - - - - - - N/A
0 Other Financing Sources - - - - - - N/A
$6,492 TOTAL REVENUE 15,689$ (23)$ 34,848$ 18,800$ 12,500$ (6,300)-33.51%
Change from Prior Yr. $$8,808$ (15,712)$ 34,871$ (16,048)$
Change from Prior Year %128.00%-100.15%-151613.04%-46.05%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
0 Other Services & Charges - - - - - - N/A
10,000 Intergovmt/Interfund Svcs - - - - - - N/A
0 Capital Outlay - - - 7,500 - - N/A
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
$10,000 TOTAL EXPENDITURES -$ -$ -$ 7,500$ -$ (7,500) N/A
Change from Prior Yr. $$(9,562)$ -$ -$ 7,500$
Change from Prior Year %-100.00%N/A N/A N/A
$155,857 FUND BALANCE $307,928 $307,906 $342,753 $354,053 $366,553
Change from Prior Yr. $$$15,689 ($22)$34,847 $11,300 $12,500
Change from Prior Year %5.37%-0.01%11.32% 3.30% 3.53%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 3 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
Page 226City of Port Angeles • 2025 Budget •
Transportation Benefit District Fund #312
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Proposed Budget
Transportation Benefit District - #312
$$%2010
$0 Taxes 1,024,268$ 1,119,825$ 1,164,060$ 896,400$ 1,096,600$ 200,200 22.33%
0 Licenses & Permits - - - - - - N/A
636,115 Intergovt. Revenue 1,329,808 388,917 4,118,627 10,648,400 6,706,700 (3,941,700) -37.02%
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (25,102) (273,271) 202,733 81,600 87,900 6,300 7.72%
0 Prop./Trust Income - - 8,592 - - - N/A
58,230 Non-Revenues - - - - - - N/A
2,158,709 Other Financing Sources 1,668,922 628,500 1,912,500 1,056,700 582,100 (474,600) -44.91%
#######TOTAL REVENUE 3,997,896$ 1,863,971$ 7,406,512$ 12,683,100$ 8,473,300$ (4,209,800)-33.19%
Change from Prior Yr. $$2,225,237$ (2,133,925)$ 5,542,541$ 5,276,588$
Change from Prior Year %125.53%-53.38%297.35%71.24%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
333,383 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs - - - - - - N/A
3,007,098 Capital Outlay 2,858,388 1,373,010 5,040,893 14,366,800 11,701,700 (2,665,100) -18.55%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
#######TOTAL EXPENDITURES 2,858,388$ 1,373,010$ 5,040,893$ 14,366,800$ 11,701,700$ (2,665,100) -18.55%
Change from Prior Yr. $$1,688,535$ (1,485,378)$ 3,667,883$ 9,325,907$
Change from Prior Year %144.34%-51.97%267.14% 185.01%
#######FUND BALANCE $4,375,652 $4,866,614 $7,273,413 $5,589,713 $2,361,313
Change from Prior Yr. $$$1,139,509 $490,962 $2,406,799 ($1,683,700) ($3,228,400)
Change from Prior Year %35.21% 11.22% 49.46%-23.15% -57.76%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 2 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
Changes in the 2025 Budget include reduced funding for several large grant funded projects, including the Signal
Controller Upgrades, Marine Drive Paving and 8th Street paving that occured in 2024 and will not occur in 2025.CITY of PORT ANGELES
2015 City Manager Proposed Budget
Transportation Benefit District - #312
$$%2010
$0 Taxes 1,024,268$ 1,119,825$ 1,164,060$ 896,400$ 1,096,600$ 200,200 22.33%
0 Licenses & Permits - - - - - - N/A
636,115 Intergovt. Revenue 1,329,808 388,917 4,118,627 10,648,400 6,706,700 (3,941,700) -37.02%
0 Charges for Goods & Svcs.- - - - - - N/A
0 Fines & Penalties - - - - - - N/A
0 Miscellaneous Revenue (25,102) (273,271) 202,733 81,600 87,900 6,300 7.72%
0 Prop./Trust Income - - 8,592 - - - N/A
58,230 Non-Revenues - - - - - - N/A
2,158,709 Other Financing Sources 1,668,922 628,500 1,912,500 1,056,700 582,100 (474,600) -44.91%
#######TOTAL REVENUE 3,997,896$ 1,863,971$ 7,406,512$ 12,683,100$ 8,473,300$ (4,209,800)-33.19%
Change from Prior Yr. $$2,225,237$ (2,133,925)$ 5,542,541$ 5,276,588$
Change from Prior Year %125.53%-53.38%297.35%71.24%
$$%2010
$0 Salaries and Wages -$ -$ -$ -$ -$ - N/A
0 Personnel Benefits - - - - - - N/A
0 Supplies - - - - - - N/A
333,383 Other Services & Charges - - - - - - N/A
0 Intergovmt/Interfund Svcs - - - - - - N/A
3,007,098 Capital Outlay 2,858,388 1,373,010 5,040,893 14,366,800 11,701,700 (2,665,100) -18.55%
0 Debt Service: Principal - - - - - - N/A
0 Debt Service: Interest - - - - - - N/A
0 Interfund Pmts. for Services - - - - - - N/A
#######TOTAL EXPENDITURES 2,858,388$ 1,373,010$ 5,040,893$ 14,366,800$ 11,701,700$ (2,665,100) -18.55%
Change from Prior Yr. $$1,688,535$ (1,485,378)$ 3,667,883$ 9,325,907$
Change from Prior Year %144.34%-51.97%267.14% 185.01%
#######FUND BALANCE $4,375,652 $4,866,614 $7,273,413 $5,589,713 $2,361,313
Change from Prior Yr. $$$1,139,509 $490,962 $2,406,799 ($1,683,700) ($3,228,400)
Change from Prior Year %35.21% 11.22% 49.46%-23.15% -57.76%
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2022
ACTUAL
2023
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\8 Governmental Capital Projects - 2025 budget pages - READY
Capital Projects -- Fund #3XX 2 of 4
Revision Date: September 26, 2014
Print Date: 2/28/2025 4:21 PM
Page 227City of Port Angeles • 2025 Budget •
Transportation Benefit District Fund #312
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
TR1118 Revolving Street Improvements 344,500 - 180,000
TR1120 Complete Streets Revolving Fund 900,000 - 300,000
TR0121 Pavement Management Plan 200,000 200,000 -
TR0518 I Street Chip Seal (5th to 16th Streets) 500,000 170,200 -
TR0316 8th Street Chip Seal (A to I Streets)450,000 278,900 -
TR0119 8th Street Paving (Lincoln to A Streets) *2,364,000 2,352,300 -
TR1799 Truck Route at Hwy 101 Intersection *13,675,000 338,900 355,300
TR0420 2023 Pavement Preservation 400,000 400,000 -
TR0716 ADA - Peabody Street *370,000 - 370,000
TR0221 Marine Dr Paving (Valley to Hill Street) *1,140,200 1,140,200 -
TR0417 Ennis Street Pavement Repair 120,000 120,000 -
TR1109 Marine Drive Bulkhead Repairs 3,000,000 - 50,000
TR0124 N Street Construction*3,979,000 - 250,000
TR0620 2026 Pavement Preservation 400,000 - -
TR0915 Park Avenue Paving Overlay (Race to Liberty Streets)700,000 - 36,000
TR1416 Hamilton School Walking Routes *1,735,000 - 220,000
TR0324 Marine Drive Paving Hill Street to Mill Bridge*700,000 - -
TR0624 Lauridsen - Tumwater Truck Route to L Street Chip Seal 300,000 - 300,000
TR0117 Liberty Street Reconstruction 575,000 - 15,000
TR0405 Alley Paving Revolving Funding 2,405,000 - 1,164,900
TR0621 Waterfront Trail Repairs 803,000 136,100 93,800
TR0321 Speed Feedback Sign Program 120,000 30,000 30,000
TR0209 Race Street Complete Design & Construction Phase I *5,251,800 731,600 -
TR0918 Downtown Tree/Sidewalk Replacement Phase III 500,000 500,000 -
TR0101 Laurel Street Stairs Replacement 835,300 94,900 700,000
TR0120 Signal Controller Upgrades 1st/Front *5,677,000 5,144,300 -
PROJECT EXPENDITURE LISTING BY YEAR
TRANSPORTATION CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 1 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
*Projects are funded by Transportation Benefit District taxes.
Page 228City of Port Angeles • 2025 Budget •
Transportation Benefit District Fund #312
Projects Summary
TR1215 City Hall East Parking Lot LID *1,748,600 1,634,100 -
TR0222 First/Front Pedestrian Enhancements *1,280,000 341,000 939,000
TR0414 Peabody Creek/Lincoln Street Culvert Repair *4,107,600 17,800 500,000
TR1399 Traffic Signal Interconnect/Preemption 860,000 614,200 100,000
TR0224 Tumwater Bridge Repair 125,000 - 125,000
TR0821 Facility Assessment 10,000 5,300 -
TR0715 16th Street LID (C to L Streets) *1,990,900 67,000 1,705,300
TR0318 8th/10th Street Bike Lanes *1,959,000 - 1,959,000
TR1116 School Area Speed Signs (Near Franklin) *50,000 50,000 -
TR0416 1st/2nd/Valley/Oak Green Alley *1,742,200 - 220,000
TR0618 Stevens Middle School Walking Routes *930,000 - 130,000
TR0122 First/Front Paving (Lincoln to Tumwater Street) *3,383,000 - 134,000
TR0322 Intersection Control Study 50,000 - 50,000
TR0220 Traffic Circle Program *1,700,000 - 200,000
TR0909 Wayfinding & ODT Signage 400,000 - 159,400
TR1324 Klallam Language Street Signs 30,000 - 30,000
TR0619 Race Street Complete Construction Phase II *6,120,000 - 700,000
TR0919 Traffic Safety Camera Program 35,000 - 35,000
TR0819 Sidewalks for Mt Angeles Rd & Porter St *3,000,000 - -
TR1224 Race Street Complete Design & Construction Phase III *4,000,000 - -
TR0721 Gales Addition Connector Planning *600,000 - 600,000
TR0824 Downtown Streets Study 50,000 - 50,000
81,616,100 14,366,800 11,701,700 TRANSPORTATION TOTAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 2 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
*Projects are funded by Transportation Benefit District taxes.
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
TR1118 Revolving Street Improvements 344,500 - 180,000
TR1120 Complete Streets Revolving Fund 900,000 - 300,000
TR0121 Pavement Management Plan 200,000 200,000 -
TR0518 I Street Chip Seal (5th to 16th Streets) 500,000 170,200 -
TR0316 8th Street Chip Seal (A to I Streets)450,000 278,900 -
TR0119 8th Street Paving (Lincoln to A Streets) *2,364,000 2,352,300 -
TR1799 Truck Route at Hwy 101 Intersection *13,675,000 338,900 355,300
TR0420 2023 Pavement Preservation 400,000 400,000 -
TR0716 ADA - Peabody Street *370,000 - 370,000
TR0221 Marine Dr Paving (Valley to Hill Street) *1,140,200 1,140,200 -
TR0417 Ennis Street Pavement Repair 120,000 120,000 -
TR1109 Marine Drive Bulkhead Repairs 3,000,000 - 50,000
TR0124 N Street Construction*3,979,000 - 250,000
TR0620 2026 Pavement Preservation 400,000 - -
TR0915 Park Avenue Paving Overlay (Race to Liberty Streets)700,000 - 36,000
TR1416 Hamilton School Walking Routes *1,735,000 - 220,000
TR0324 Marine Drive Paving Hill Street to Mill Bridge*700,000 - -
TR0624 Lauridsen - Tumwater Truck Route to L Street Chip Seal 300,000 - 300,000
TR0117 Liberty Street Reconstruction 575,000 - 15,000
TR0405 Alley Paving Revolving Funding 2,405,000 - 1,164,900
TR0621 Waterfront Trail Repairs 803,000 136,100 93,800
TR0321 Speed Feedback Sign Program 120,000 30,000 30,000
TR0209 Race Street Complete Design & Construction Phase I *5,251,800 731,600 -
TR0918 Downtown Tree/Sidewalk Replacement Phase III 500,000 500,000 -
TR0101 Laurel Street Stairs Replacement 835,300 94,900 700,000
TR0120 Signal Controller Upgrades 1st/Front *5,677,000 5,144,300 -
PROJECT EXPENDITURE LISTING BY YEAR
TRANSPORTATION CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 1 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 229City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Electric Utility CIP -- Fund #451
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - 19,249 5,237 1,683,000 421,000 421,000 -74.99%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 800,000 800,000 800,000 4,500,000 800,000 (3,700,000) -82.22%
TOTAL REVENUE 800,000$ 819,249$ 805,237$ 6,183,000$ 1,221,000$ (4,962,000) -80.25%
Change from Prior Yr. $$(2,500,000)$ 19,249$ (14,012)$ 5,377,763$
Change from Prior Year %-75.76%2.41%-1.71%667.85%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 975,936 213,964 424,066 8,924,800 6,411,000 (2,513,800) -28.17%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 975,936$ 213,964$ 424,066$ 8,924,800$ 6,411,000$ (2,513,800) -28.17%
Change from Prior Yr. $$448,245$ (761,972)$ 210,102$ 8,500,734$
Change from Prior Year %84.94%-78.08%98.20% 2004.58%
Unrestricted Cash Balance $12,430,778 $13,022,083 $13,523,181 $10,781,381 $5,591,381
Change from Prior Yr. $$($154,940)$591,305 $501,098 ($2,741,800) ($5,190,000)
Change from Prior Year %-1.23%4.76% 3.85%-20.27% -48.14%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2021
ACTUAL
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 1 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Electric Capital Fund #451
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Electric Utility CIP -- Fund #451
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - 19,249 5,237 1,683,000 421,000 421,000 -74.99%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 800,000 800,000 800,000 4,500,000 800,000 (3,700,000) -82.22%
TOTAL REVENUE 800,000$ 819,249$ 805,237$ 6,183,000$ 1,221,000$ (4,962,000) -80.25%
Change from Prior Yr. $$(2,500,000)$ 19,249$ (14,012)$ 5,377,763$
Change from Prior Year %-75.76%2.41%-1.71%667.85%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 975,936 213,964 424,066 8,924,800 6,411,000 (2,513,800) -28.17%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 975,936$ 213,964$ 424,066$ 8,924,800$ 6,411,000$ (2,513,800) -28.17%
Change from Prior Yr. $$448,245$ (761,972)$ 210,102$ 8,500,734$
Change from Prior Year %84.94%-78.08%98.20% 2004.58%
Unrestricted Cash Balance $12,430,778 $13,022,083 $13,523,181 $10,781,381 $5,591,381
Change from Prior Yr. $$($154,940)$591,305 $501,098 ($2,741,800) ($5,190,000)
Change from Prior Year %-1.23%4.76% 3.85%-20.27% -48.14%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2021
ACTUAL
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 1 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
A one-time transfer occurred in 2024 in the amount of $3.7 million from Operations for completion of the Light Operations
building that will not occur in 2025.
Page 230City of Port Angeles • 2025 Budget •
Electric Capital Fund #451
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
CL0414 Construct New Light Operations Building 10,099,900 5,970,800 3,700,000
CL0216 City/PUD Service Area Capital Needs 400,000 200,000 200,000
CL0123 Overhead Reconductoring - 2024 150,000 150,000 -
CL0719 Underground Cable Replacement - 2024 100,000 100,000 -
CL1124 Decant Facility at Transfer Station 200,000 200,000 -
CL0623 Community Solar Study 10,000 - 10,000
CL0322 Electric Vehicle Charging Station 2,630,000 2,104,000 526,000
CL0222 Advanced Metering & Outage Management 3,000,000 100,000 1,000,000
CL0624 Traffic Signal LED Conversion 400,000 100,000 150,000
CL0724 West Airport Hangar Cable Replacement 150,000 - 150,000
CL0824 East Airport Cable Replacement 200,000 - 200,000
CL0223 Overhead Reconductoring - 2025 150,000 - 150,000
CL1019 Underground Cable Replacement - 2025 100,000 - 100,000
CL0120 "F" Street Transformer Replacement 2,000,000 - 200,000
CL0124 SPCC Civil Engineering for Substations 25,000 - 25,000
19,614,900 8,924,800 6,411,000 ELECTRIC TOTAL
PROJECT EXPENDITURE LISTING BY YEAR
ELECTRIC CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 5 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 231City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Water Utility CIP -- Fund #452
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 650,000 725,000 765,000 3,334,000 1,150,000 (2,184,000) -65.51%
TOTAL REVENUE 650,000$ 725,000$ 765,000$ 3,334,000$ 1,150,000$ (2,184,000) -65.51%
Change from Prior Yr. $$(69,100)$ 75,000$ 40,000$ 2,569,000$
Change from Prior Year %-9.61%11.54% 5.52% 335.82%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 206,267 136,352 1,064,531 2,242,300 2,205,000 (37,300) -1.66%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 206,267$ 136,352$ 1,064,531$ 2,242,300$ 2,205,000$ (37,300) -1.66%
Change from Prior Yr. $$(850,687)$ (69,915)$ 928,179$ 1,177,769$
Change from Prior Year %-80.48% -33.90%680.72% 110.64%
Unrestricted Cash Balance $4,769,111 $5,346,683 $5,048,589 $6,140,289 $5,085,289
Change from Prior Yr. $$$308,708 $577,572 ($298,094)$1,091,700 ($1,055,000)
Change from Prior Year %6.92% 12.11%-5.58%21.62%-17.18%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2025
ADOPTED
BUDGET
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2024
BUDGET
AMEND. #3
2024
BUDGET
AMEND. #3EXPENDITURES
2021
ACTUAL
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 2 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Water Capital Fund #452
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Water Utility CIP -- Fund #452
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 650,000 725,000 765,000 3,334,000 1,150,000 (2,184,000) -65.51%
TOTAL REVENUE 650,000$ 725,000$ 765,000$ 3,334,000$ 1,150,000$ (2,184,000) -65.51%
Change from Prior Yr. $$(69,100)$ 75,000$ 40,000$ 2,569,000$
Change from Prior Year %-9.61%11.54% 5.52% 335.82%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 206,267 136,352 1,064,531 2,242,300 2,205,000 (37,300) -1.66%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 206,267$ 136,352$ 1,064,531$ 2,242,300$ 2,205,000$ (37,300) -1.66%
Change from Prior Yr. $$(850,687)$ (69,915)$ 928,179$ 1,177,769$
Change from Prior Year %-80.48% -33.90%680.72% 110.64%
Unrestricted Cash Balance $4,769,111 $5,346,683 $5,048,589 $6,140,289 $5,085,289
Change from Prior Yr. $$$308,708 $577,572 ($298,094)$1,091,700 ($1,055,000)
Change from Prior Year %6.92% 12.11%-5.58%21.62%-17.18%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2025
ADOPTED
BUDGET
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
2024
BUDGET
AMEND. #3
2024
BUDGET
AMEND. #3EXPENDITURES
2021
ACTUAL
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 2 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
In 2024, a transfer of $1.5 million occurred to offset anticipated large projects and a transfer of $350,000 from reserves
were held for the Industrial Water Facility for projects planned that are not expected in 2025.
Page 232City of Port Angeles • 2025 Budget •
Water Capital Fund #452
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
WT0419 Decant Facility at Transfer Station - Water Soils Decant Bays 880,000 853,800 -
WT0218 Reservoir Instrumentation Upgrades 290,000 144,400 136,000
WT0321 Facility Assessment 10,000 5,300 -
WT0221 Race Street Water Main Replacement South 1,284,800 205,900 -
WT0420 Ennis Creek Water Main Relocate 175,000 175,000 -
WT0519 Water Treatment Plant Repairs 300,000 255,900 -
WT0121 White Creek & 3rd Street Main Crossing 720,000 - 120,000
WT0320 Morse Creek Transmission Main Eval/Design 440,000 - 440,000
WT0123 11th Street ROW Tumwater Creek Crossing 60,000 - 60,000
WT0223 14th Street ROW Tumwater Creek Crossing 60,000 - 60,000
WT0619 Peabody Reservoir Inlet Pipe Replacement 470,000 - 90,000
WT0421 Race Street Water Main Replacement North 1,780,000 - 200,000
WT0219 Peabody Heights Floating Cover Replacement 530,000 - 200,000
WT0319 Ground Water Resiliency Program 1,700,000 - 300,000
WT0222 Elwha - Effluent Distribution Structure Bypass 302,000 302,000 -
WT0122 Elwha - Fish Screen Facility Improvements 549,000 - 549,000
WT0424 Elwha - River Ranney Reach Habitat Restoration 250,000 250,000 -
WT0522 Elwha - Facility Surplus 50,000 50,000 -
WT0624 Analysis of the Industrial Water Line Site 50,000 - 50,000
WATER TOTAL 9,900,800 2,242,300 2,205,000
PROJECT EXPENDITURE LISTING BY YEAR
WATER CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 6 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 233City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Wastewater Utility CIP -- Fund #453
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - 2,357,800 2,357,800 - 0.00%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - 79,200 53,000 (26,200) -33.08%
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 900,000 950,000 978,500 2,357,900 1,320,000 (1,037,900) -44.02%
TOTAL REVENUE 900,000$ 950,000$ 978,500$ 4,794,900$ 3,730,800$ (1,064,100) -22.19%
Change from Prior Yr. $$50,000$ 50,000$ 28,500$ 3,816,400$
Change from Prior Year %5.88% 5.56% 3.00% 390.03%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 981,245 120,941 588,334 6,066,400 2,312,700 (3,753,700) -61.88%
Debt Service: Principal - - - 1,721,200 1,631,100 (90,100) -5.23%
Debt Service: Interest - - - 522,700 470,900 (51,800) -9.91%
Interfund Pmts. for Services - - 2,218,000 - - - N/A
TOTAL EXPENDITURES 981,245$ 120,941$ 2,806,334$ 8,310,300$ 4,414,700$ (3,895,600) -46.88%
Change from Prior Yr. $$149,175$ (860,304)$ 2,685,393$ 5,503,966$
Change from Prior Year %17.93%-87.67%2220.42% 196.13%
Unrestricted Cash Balance $3,618,852 $4,376,875 $5,229,739 $1,714,339 $1,030,439
Change from Prior Yr. $$($308,276)$758,023 $852,864 ($3,515,400) ($683,900)
Change from Prior Year %-7.85%20.95% 19.49%-67.22% -39.89%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 3 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Wastewater Utility CIP -- Fund #453
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.- - - 2,357,800 2,357,800 - 0.00%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - 79,200 53,000 (26,200) -33.08%
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 900,000 950,000 978,500 2,357,900 1,320,000 (1,037,900) -44.02%
TOTAL REVENUE 900,000$ 950,000$ 978,500$ 4,794,900$ 3,730,800$ (1,064,100) -22.19%
Change from Prior Yr. $$50,000$ 50,000$ 28,500$ 3,816,400$
Change from Prior Year %5.88% 5.56% 3.00% 390.03%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 981,245 120,941 588,334 6,066,400 2,312,700 (3,753,700) -61.88%
Debt Service: Principal - - - 1,721,200 1,631,100 (90,100) -5.23%
Debt Service: Interest - - - 522,700 470,900 (51,800) -9.91%
Interfund Pmts. for Services - - 2,218,000 - - - N/A
TOTAL EXPENDITURES 981,245$ 120,941$ 2,806,334$ 8,310,300$ 4,414,700$ (3,895,600) -46.88%
Change from Prior Yr. $$149,175$ (860,304)$ 2,685,393$ 5,503,966$
Change from Prior Year %17.93%-87.67%2220.42% 196.13%
Unrestricted Cash Balance $3,618,852 $4,376,875 $5,229,739 $1,714,339 $1,030,439
Change from Prior Yr. $$($308,276)$758,023 $852,864 ($3,515,400) ($683,900)
Change from Prior Year %-7.85%20.95% 19.49%-67.22% -39.89%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
2021
ACTUAL
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 3 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Wastewater Capital Fund #453
Revenue & Expenditure Summary
Revenues
Expenditures
In 2024, a transfer of $865,000 occured from the Wastewater operations to fund planned projects that will not occur
in 2025. Additionally, in 2024 the Combined Sewer Overflow (CSO) fund was combined with the Wastewater Capital
fund. The CSO fund was utilized to track and account for the surcharge associated with the debt service payment on the
Combined Sewer Overflow project.
The Interfund service payment is for the debt service payment on the 2020 Revenue Bonds and loans for the CSO project,
which is not a Capital Project expense in the CFP, but is an expense of the Wastewater Capital Fund. The CSO fund has
been closed, and these payments are now directly reflected within the Debt Service Principal and Interest line items in this
fund. $2,102,000 in principal and interest is expected for this debt in 2025.
Page 234City of Port Angeles • 2025 Budget •
Wastewater Capital Fund #453
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
WW0319 Wastewater Comprehensive Plan 379,900 11,000 -
WW0519 Decant Facility at Transfer Station - Wastewater Soils Decant Bays 880,000 845,700 -
WW0220 West 4th Street Capacity Improvement 1,655,000 1,245,000 -
WW0121 Facility Assessment 10,000 5,300 -
WW0520 Sanitary Force Main Relocate (Lees Creek)160,000 160,000 -
WW0122 Anaerobic Digester Roof Improvements 4,657,400 248,600 358,800
WW0523 WWTP UST Tank Replacement 250,000 - 250,000
WW0419 WWTP HVAC Replacement 251,700 - 238,900
WW0518 Francis Street Sewer Trestle Repair 230,000 - 230,000
WW0124 WWTP Gas Flare System Replacement 350,000 - 350,000
WW0222 "A" Street Improvements 4,290,000 - 120,000
WW0120 Pump Station #3 Force Main Replacement 5,135,000 3,550,800 -
WW0918 2025 Neighborhood Sewer Rehabilitation 750,000 - 750,000
WW0316 CSO 6 and 7 Reconstruction 243,900 - 15,000
WASTEWATER & CSO TOTAL 19,242,900 6,066,400 2,312,700
PROJECT EXPENDITURE LISTING BY YEAR
WASTEWATER & CSO CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 7 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 235City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Solid Waste Utility CIP -- Fund #454
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 20,790 38,479 1,591 466,200 - (466,200) -100.00%
Charges for Goods & Svcs.1,277,054 1,297,713 1,268,038 1,326,600 1,463,600 137,000 10.33%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (28,073) (168,363) 87,810 34,200 36,000 1,800 5.26%
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 50,000 50,000 206,692 250,000 300,000 50,000 20.00%
TOTAL REVENUE 1,319,771$ 1,217,829$ 1,564,131$ 2,077,000$ 1,799,600$ (277,400) -13.36%
Change from Prior Yr. $$(32,519)$ (101,942)$ 346,302$ 512,869$
Change from Prior Year %-2.40% -7.72%28.44% 32.79%
$$%
Salaries and Wages -$ -$ 7,195,000$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges (69) - 50 300 - (300) 100.00%
Intergovmt/Interfund Svcs 598,200 597,200 71 - - - N/A
Capital Outlay 936,700 1,043,500 82,413 807,200 - (807,200) -100.00%
Debt Service: Principal 290,000 300,000 605,000 625,000 650,000 25,000 4.00%
Debt Service: Interest 304,670 295,921 587,396 567,800 544,400 (23,400) -4.12%
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,129,501$ 2,236,621$ 8,469,930$ 2,000,300$ 1,194,400$ (805,900) -140.29%
Change from Prior Yr. $$928,410$ 107,120$ 6,233,309$ (6,469,630)$
Change from Prior Year %77.30% 5.03% 278.69%-76.38%
Unrestricted Cash Balance $2,270,260 $1,262,431 $1,395,734 $1,472,434 $2,077,634
Change from Prior Yr. $$($823,394) ($1,007,829)$133,303 $76,700 $605,200
Change from Prior Year %-26.62% -44.39%10.56% 5.50% 41.10%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 4 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Solid Waste Capital Fund #454
Revenue & Expenditure Summary
Revenues
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Solid Waste Utility CIP -- Fund #454
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue 20,790 38,479 1,591 466,200 - (466,200) -100.00%
Charges for Goods & Svcs.1,277,054 1,297,713 1,268,038 1,326,600 1,463,600 137,000 10.33%
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (28,073) (168,363) 87,810 34,200 36,000 1,800 5.26%
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 50,000 50,000 206,692 250,000 300,000 50,000 20.00%
TOTAL REVENUE 1,319,771$ 1,217,829$ 1,564,131$ 2,077,000$ 1,799,600$ (277,400) -13.36%
Change from Prior Yr. $$(32,519)$ (101,942)$ 346,302$ 512,869$
Change from Prior Year %-2.40% -7.72%28.44% 32.79%
$$%
Salaries and Wages -$ -$ 7,195,000$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges (69) - 50 300 - (300) 100.00%
Intergovmt/Interfund Svcs 598,200 597,200 71 - - - N/A
Capital Outlay 936,700 1,043,500 82,413 807,200 - (807,200) -100.00%
Debt Service: Principal 290,000 300,000 605,000 625,000 650,000 25,000 4.00%
Debt Service: Interest 304,670 295,921 587,396 567,800 544,400 (23,400) -4.12%
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,129,501$ 2,236,621$ 8,469,930$ 2,000,300$ 1,194,400$ (805,900) -140.29%
Change from Prior Yr. $$928,410$ 107,120$ 6,233,309$ (6,469,630)$
Change from Prior Year %77.30% 5.03% 278.69%-76.38%
Unrestricted Cash Balance $2,270,260 $1,262,431 $1,395,734 $1,472,434 $2,077,634
Change from Prior Yr. $$($823,394) ($1,007,829)$133,303 $76,700 $605,200
Change from Prior Year %-26.62% -44.39%10.56% 5.50% 41.10%
2022
ACTUAL
2022
ACTUAL
2023
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 4 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Expenditures
The Interfund service payment is for the debt service payment on the 2014 LTGO Bond, which is not a Capital Project
expense in the CFP, but is an expense of the Solid Waste Capital Fund. The debt service fund has been closed, and these
payments are now directly reflected within the Debt Service Principal and Interest line items in this fund. $601,100 in
principal and interest is expected for this bond.
In 2024, the City received a grant to fund the Decant Facility project that is not expected in the 2025 Budget. Additionally,
a transfer station surcharge is collected and tracked in this fund for the debt service payment on the Landfill Stabilization
project.
Page 236City of Port Angeles • 2025 Budget •
Solid Waste Capital Fund #454
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
SW0112 Decant Facility at Transfer Station 1,040,400 801,900 -
SW0221 Facility Assessment 10,000 5,300 -
SOLID WASTE TOTAL 1,050,400 807,200 -
PROJECT EXPENDITURE LISTING BY YEAR
SOLID WASTE CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 8 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 237City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Stormwater Utility CIP -- Fund #456
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - 100,000 100,000 100.00%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 545,000 434,000 443,000 667,000 526,000 (141,000) -21.14%
TOTAL REVENUE 545,000$ 434,000$ 443,000$ 667,000$ 626,000$ (41,000) -6.15%
Change from Prior Yr. $$145,000$ (111,000)$ 9,000$ 224,000$
Change from Prior Year %36.25%-20.37%2.07% 50.56%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 439,726 22,186 29,694 1,253,600 953,100 (300,500) -23.97%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest & Other - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 439,726$ 22,186$ 29,694$ 1,253,600$ 953,100$ (300,500) -23.97%
Change from Prior Yr. $$433,206$ (417,540)$ 7,508$ 1,223,906$
Change from Prior Year %6644.26%-94.95%33.84% 4121.73%
Unrestricted Cash Balance $2,860,342 $3,089,060 $3,530,272 $2,943,672 $2,616,572
Change from Prior Yr. $$$288,369 $228,718 $441,212 ($586,600) ($327,100)
Change from Prior Year %11.21% 8.00% 14.28%-16.62% -11.11%
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2023
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 5 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Stormwater Capital Fund #456
Revenue & Expenditure Summary
Revenues
Expenditures
CITY of PORT ANGELES
2015 City Manager Recommended Budget
Stormwater Utility CIP -- Fund #456
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - 100,000 100,000 100.00%
Charges for Goods & Svcs.- - - - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue - - - - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources 545,000 434,000 443,000 667,000 526,000 (141,000) -21.14%
TOTAL REVENUE 545,000$ 434,000$ 443,000$ 667,000$ 626,000$ (41,000) -6.15%
Change from Prior Yr. $$145,000$ (111,000)$ 9,000$ 224,000$
Change from Prior Year %36.25%-20.37%2.07% 50.56%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - - - - - N/A
Capital Outlay 439,726 22,186 29,694 1,253,600 953,100 (300,500) -23.97%
Debt Service: Principal - - - - - - N/A
Debt Service: Interest & Other - - - - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 439,726$ 22,186$ 29,694$ 1,253,600$ 953,100$ (300,500) -23.97%
Change from Prior Yr. $$433,206$ (417,540)$ 7,508$ 1,223,906$
Change from Prior Year %6644.26%-94.95%33.84% 4121.73%
Unrestricted Cash Balance $2,860,342 $3,089,060 $3,530,272 $2,943,672 $2,616,572
Change from Prior Yr. $$$288,369 $228,718 $441,212 ($586,600) ($327,100)
Change from Prior Year %11.21% 8.00% 14.28%-16.62% -11.11%
2022
ACTUAL
2023
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2023
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 5 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
In 2025, a $100,000 grant is planned for the Valley Creek Stormwater Park project.
Page 238City of Port Angeles • 2025 Budget •
Stormwater Capital Fund #456
Projects Summary
PROJECT BUDGET ADOPTED
TOTAL 2024 2025
DR0120 Decant Facility at Transfer Station - Stormwater Soils Decant Bays 1,121,100 1,096,700 -
DR0804 Lincoln Park/Big Boy Pond Study 151,600 151,600 -
DR0121 Facility Assessment 10,000 5,300 -
DR0213 H Street Stormwater Outfall 817,500 - 32,000
DR0322 Park Ave. Outfall to Peabody Creek 512,000 - 512,000
DR0215 Francis Street Outfall Repair 150,000 - 150,000
DR0404 Stormwater at Canyon Edge & Ahlvers 2,090,000 - 109,100
DR0324 Valley Creek Stormwater Park 10,637,300 - 100,000
TR0421 Valley Street Culvert Crossing 50,000 - 50,000
15,539,500 1,253,600 953,100 STORMWATER TOTAL
PROJECT EXPENDITURE LISTING BY YEAR
STORMWATER CAPITAL
CAPITAL SHEETS FOR 2025-READY
Prepared by: Therese (Tess) Agesson 9 of 11
Date edited: 9/29/16
Date Printed: 2/27/2025
Page 239City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
2015 City Manager Recommended Budget
CSO Utility CIP -- Fund #463
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.2,372,200 2,365,459 2,358,176 - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (15,685) (128,794) 108,892 - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - 2,518,000 - - - N/A
TOTAL REVENUE 2,356,515$ 2,236,665$ 4,985,068$ -$ -$ - N/A
Change from Prior Yr. $$(15,432)$ (119,850)$ 2,748,403$ (4,985,068)$
Change from Prior Year %-0.65% -5.09%122.88%-100.00%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - 10,196 - - - N/A
Capital Outlay - 380,064 3,155,165 - - - N/A
Debt Service: Principal 1,735,003 1,683,035 1,676,106 - - - N/A
Debt Service: Interest & Other 667,463 612,599 562,770 - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,402,466$ 2,675,698$ 5,404,237$ -$ -$ - N/A
Change from Prior Yr. $$135,509$ 273,232$ 2,728,539$ (5,404,237)$
Change from Prior Year %5.98% 11.37% 101.97%-100.00%
Unrestricted Cash Balance $1,569,258 $3,117,330 $2,659,536 $0 $0
Change from Prior Yr. $$$13,533 $1,548,072 ($457,794) ($2,659,536)$0
Change from Prior Year %0.87% 98.65%-14.69% -100.00%N/A
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2023
ACTUAL
2023
ACTUAL
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 6 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Closed Capital Funds
Combined Sewer Overflow Capital Fund
RevenuesCITY of PORT ANGELES
2015 City Manager Recommended Budget
CSO Utility CIP -- Fund #463
$$%
Taxes -$ -$ -$ -$ -$ - N/A
Licenses & Permits - - - - - - N/A
Intergovt. Revenue - - - - - - N/A
Charges for Goods & Svcs.2,372,200 2,365,459 2,358,176 - - - N/A
Fines & Penalties - - - - - - N/A
Miscellaneous Revenue (15,685) (128,794) 108,892 - - - N/A
Proprietary Funds Revenue - - - - - - N/A
Non-Revenues - - - - - - N/A
Other Financing Sources - - 2,518,000 - - - N/A
TOTAL REVENUE 2,356,515$ 2,236,665$ 4,985,068$ -$ -$ - N/A
Change from Prior Yr. $$(15,432)$ (119,850)$ 2,748,403$ (4,985,068)$
Change from Prior Year %-0.65% -5.09%122.88%-100.00%
$$%
Salaries and Wages -$ -$ -$ -$ -$ - N/A
Personnel Benefits - - - - - - N/A
Supplies - - - - - - N/A
Other Services & Charges - - - - - - N/A
Intergovmt/Interfund Svcs - - 10,196 - - - N/A
Capital Outlay - 380,064 3,155,165 - - - N/A
Debt Service: Principal 1,735,003 1,683,035 1,676,106 - - - N/A
Debt Service: Interest & Other 667,463 612,599 562,770 - - - N/A
Interfund Pmts. for Services - - - - - - N/A
TOTAL EXPENDITURES 2,402,466$ 2,675,698$ 5,404,237$ -$ -$ - N/A
Change from Prior Yr. $$135,509$ 273,232$ 2,728,539$ (5,404,237)$
Change from Prior Year %5.98% 11.37% 101.97%-100.00%
Unrestricted Cash Balance $1,569,258 $3,117,330 $2,659,536 $0 $0
Change from Prior Yr. $$$13,533 $1,548,072 ($457,794) ($2,659,536)$0
Change from Prior Year %0.87% 98.65%-14.69% -100.00%N/A
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
2021
ACTUAL
2023
ACTUAL
2023
ACTUAL
2022
ACTUAL
2022
ACTUAL
VARIANCE FROM 2024
BUDGET AMEND. #3
VARIANCE FROM 2024
BUDGET AMEND. #3
REVENUES
EXPENDITURES
Y:\BUDGET\2025 Budget\Budget Document\Budget Sections\Updated for Final Budget\13 CFP Utilities - 2025 budget pages - READY
CFP Utilities -- Fund #45X 6 of 6
Revision Date: September 26, 2014
Print Date: 3/4/2025 5:38 AM
Expenditures
Description: The Combined Sewer Overflow (CSO) fund accounted for the debt associated with the $46 million CSO
project that occurred in 2014. A surcharge for this project is collected on City wastewater utility bills for repayment. In
2024, this fund was closed and the surcharge and debt were transferred to the Wastewater Capital fund for tracking
purposes.
City of Port Angeles • 2025 Budget • Page 240
2025 Budget
Page 241City of Port Angeles • 2025 Budget •
Citywide Personnel Summary
By Fund
$$%
City Council 7.00 7.00 7.00 7.00 7.00 0.00 0.00%
City Manager 4.50 5.50 7.50 7.50 7.50 0.00 0.00%
Community Services Division 11.00 11.00 11.00 14.00 14.50 0.50 3.57%
Finance 20.80 20.80 20.80 20.80 20.80 0.00 0.00%
Fire 29.00 31.00 31.00 34.50 34.50 0.00 0.00%
Legal 4.00 4.00 4.00 4.00 4.00 0.00 0.00%
Parks & Recreation 25.30 25.30 25.30 25.30 25.30 0.00 0.00%
Police 60.90 61.90 63.90 64.90 64.90 0.00 0.00%
Public Works & Utilities 92.27 105.00 110.00 119.00 121.00 2.00 1.68%
TOTAL AUTHORIZED POSITIONS 254.77 271.50 280.50 297.00 299.50 2.50 0.84%
Change from Prior Yr. #0.00 16.73 9.00 16.50 2.50
Change from Prior Year %0.00% 6.57% 3.31% 5.88% 0.84%
AUTHORIZED POSITIONS - DEPARTMENT
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Significant Changes: In 2025, three additional positions are planned in the Budget. The Public
Works and Utilities department will see an increase for a Capital Projects Inpector to assist with
completing backlogged capital projects planned in the CFP and a additional Utility Worker to
provide needed maintenance at the Water and Wastewater Treatment facilities. In addition, the
IT department will also have an increase of one part-time Information Support Specialist to assist
with capacity needs.
Page 242City of Port Angeles • 2025 Budget •
$$%
General Fund
City Council 7.00 7.00 7.00 7.00 7.00 0.00 0.00%
City Manager 4.50 5.50 7.50 7.50 7.50 0.00 0.00%
Community & Economic Development 6.00 6.00 6.00 9.00 9.00 0.00 0.00%
Finance 20.80 20.80 20.80 20.80 20.80 0.00 0.00%
Fire 10.05 10.05 10.05 11.87 11.87 0.00 0.00%
Legal 4.00 4.00 4.00 4.00 4.00 0.00 0.00%
Parks & Recreation 18.00 18.50 18.50 18.00 18.00 0.00 0.00%
Police 38.40 37.50 37.50 38.50 38.50 0.00 0.00%
Public Works & Utilities 18.00 18.00 21.00 27.00 28.00 1.00 3.70%
Sub-Total General Fund 126.75 127.35 132.35 143.67 144.67 1.00 0.70%
OTHER FUNDS
Street 7.50 7.50 7.50 7.50 7.50 0.00 0.00%
PenCom 22.50 22.50 24.50 24.50 24.50 0.00 0.00%
Code Compliance - 1.90 1.90 1.90 1.90 0.00 0.00%
Electric 20.00 20.00 20.00 20.00 20.00 0.00 0.00%
Electric Conservation 1.00 1.00 1.00 1.00 1.00 0.00 0.00%
Water 11.34 11.34 12.50 12.50 13.50 1.00 8.00%
Wastewater 12.33 12.33 12.50 12.50 12.50 0.00 0.00%
Solid Waste 8.50 22.00 22.50 22.50 22.50 0.00 0.00%
Stormwater 4.83 4.83 4.50 6.50 6.50 0.00 0.00%
Medic I 18.95 20.95 20.95 22.63 22.63 0.00 0.00%
Equipment Services 5.00 5.00 5.00 6.00 6.00 0.00 0.00%
Information Technology 5.00 5.00 5.00 5.00 5.50 0.50 10.00%
Sub-Total Other Funds 116.95 134.35 137.85 142.53 144.03 1.50 1.05%
Total Permanent Positions 243.70 261.70 270.20 286.20 288.70 2.50 0.87%
General Fund
Parks & Recreation 7.30 6.80 6.80 7.30 7.30 0.00 0.00%
Public Works & Utilities 0.77 - - - - 0.00 N/A
OTHER FUNDS
Street 1.50 1.50 1.50 1.50 1.50 0.00 0.00%
Water 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
Wastewater 0.50 0.50 1.00 1.00 1.00 0.00 0.00%
Solid Waste 0.50 0.50 0.50 0.50 0.50 0.00 0.00%
Total Seasonal Positions 11.07 9.80 10.30 10.80 10.80 0.00 0.00%
TOTAL PERMANENT & SEASONAL POSITIONS 254.77 271.50 280.50 297.00 299.50 2.50 0.84%
Change from Prior Yr. #7.00 16.73 9.00 16.50 2.50
Change from Prior Yr. %2.83% 6.57% 3.31% 5.88% 0.84%
SEASONAL POSITIONS - BY FUND
PERMANENT POSITIONS - BY FUND
2021
ACTUAL
2022
ACTUAL
2024
BUDGET
AMEND. #3
2025
ADOPTED
BUDGET
VARIANCE FROM 2024
BUDGET AMEND. #32023
ACTUAL
Citywide Personnel Summary (continued)
Page 243City of Port Angeles • 2025 Budget •
Citywide Personnel Summary
Personnel by Function
Admin/Legal Services
4%
Street Maintenance
3%
Equipment Services
2%
Public Safety
34%
Parks &
Recreation
9%
Computer Support
2%
Finance
7%
Engineering Services
9%
Utilities
27%
Community & Economic
Development
3%
PERSONNEL POSITIONS BY FUNCTION
$$%
Full time Salaries 18,467,535$ 19,973,677$ 22,385,591$ 25,684,300$ 28,227,100$ 2,542,800 9.90%
Part Time Salaries 184,005 517,467 517,065 656,500 530,500 (126,000) -19.19%
Seasonal/Temporary Salaries 276,424 204,528 233,476 346,800 431,700 84,900 24.48%
Overtime 1,055,038 1,473,231 1,502,764 1,185,700 888,600 (297,100) -25.06%
Benefits 7,750,382 8,152,491 9,847,429 10,704,100 11,288,200 584,100 5.46%
Travel & Training 183,331 322,273 415,475 574,200 554,100 (20,100) -3.50%
Memberships & Subscriptions 191,719 116,006 173,908 171,800 188,900 17,100 9.95%
Uniforms 55,332 77,907 70,160 52,500 49,600 (2,900) -5.52%
TOTAL EXPENDITURES 28,163,766$ 30,837,580$ 35,145,868$ 39,375,900$ 42,158,700$ 2,782,800 7.07%
Change from Prior Yr. $$1,484,802$ 2,673,814$ 4,308,288$ 4,230,032$
Change from Prior Year %5.57% 9.49% 13.97% 12.04%
2021
ACTUAL
2022
ACTUAL
EXPENDITURES
VARIANCE FROM 2024
BUDGET AMEND. #3
2025
ADOPTED
BUDGET
2024
BUDGET
AMEND. #3
2023
ACTUAL
Total Citywide Personnel Expenditures
City of Port Angeles • 2025 Budget • Page 244
2025 Budget
Page 245City of Port Angeles • 2025 Budget •
AFSCME LOCAL #1619
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Note: The COLA percent below drives all Monthly Salary Increases through an absolute reference in the formula.
COLA Factor 3.00%
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
1 $52.002 $4,160.16 $9,013.68 $108,164.16
RANGE 35 2 $53.562 $4,284.96 $9,284.08 $111,408.96
Civil Engineer III 3 $55.169 $4,413.52 $9,562.63 $114,751.52
Senior Engineer 4 $56.826 $4,546.08 $9,849.84 $118,198.08
5 $58.529 $4,682.32 $10,145.03 $121,740.32
6 $60.285 $4,822.80 $10,449.40 $125,392.80
7 $62.094 $4,967.52 $10,762.96 $129,155.52
1 $50.488 $4,039.04 $8,751.25 $105,015.04
RANGE 34 2 $52.002 $4,160.16 $9,013.68 $108,164.16
Senior Engineering Project Supervisor 3 $53.562 $4,284.96 $9,284.08 $111,408.96
4 $55.169 $4,413.52 $9,562.63 $114,751.52
5 $56.826 $4,546.08 $9,849.84 $118,198.08
6 $58.529 $4,682.32 $10,145.03 $121,740.32
7 $60.285 $4,822.80 $10,449.40 $125,392.80
1 $49.017 $3,921.36 $8,496.28 $101,955.36
RANGE 33 2 $50.488 $4,039.04 $8,751.25 $105,015.04
Principal Systems Network Analyst 3 $52.002 $4,160.16 $9,013.68 $108,164.16
4 $53.562 $4,284.96 $9,284.08 $111,408.96
5 $55.169 $4,413.52 $9,562.63 $114,751.52
6 $56.825 $4,546.00 $9,849.67 $118,196.00
7 $58.529 $4,682.32 $10,145.03 $121,740.32
1 $47.592 $3,807.36 $8,249.28 $98,991.36
RANGE 32 2 $49.017 $3,921.36 $8,496.28 $101,955.36
Parks & Recreation Manager 3 $50.488 $4,039.04 $8,751.25 $105,015.04
Principle Planner 4 $52.005 $4,160.40 $9,014.20 $108,170.40
5 $53.571 $4,285.68 $9,285.64 $111,427.68
6 $55.181 $4,414.48 $9,564.71 $114,776.48
7 $56.836 $4,546.88 $9,851.57 $118,218.88
1 $46.208 $3,696.64 $8,009.39 $96,112.64
RANGE 31 2 $47.592 $3,807.36 $8,249.28 $98,991.36
Civil/Utility Engineer II 3 $49.017 $3,921.36 $8,496.28 $101,955.36
Engineering Project Supervisor 4 $50.488 $4,039.04 $8,751.25 $105,015.04
Senior Systems Network Analyst 5 $52.005 $4,160.40 $9,014.20 $108,170.40
6 $53.571 $4,285.68 $9,285.64 $111,427.68
7 $55.181 $4,414.48 $9,564.71 $114,776.48
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 1 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
The following salary schedules are approximations calculated from the negotiated Cost of Living Adjustments (COLA)
and Wage Adjustments for each contract. The amounts listed will be updated to align with the payroll system after
January 1st, 2025.
Page 246City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $44.866 $3,589.28 $7,776.77 $93,321.28
RANGE 30 2 $46.208 $3,696.64 $8,009.39 $96,112.64
3 $47.592 $3,807.36 $8,249.28 $98,991.36
4 $49.017 $3,921.36 $8,496.28 $101,955.36
5 $50.488 $4,039.04 $8,751.25 $105,015.04
6 $52.005 $4,160.40 $9,014.20 $108,170.40
7 $53.571 $4,285.68 $9,285.64 $111,427.68
1 $43.562 $3,484.96 $7,550.75 $90,608.96
RANGE 29 2 $44.866 $3,589.28 $7,776.77 $93,321.28
Civil/Utility Engineer I 3 $46.208 $3,696.64 $8,009.39 $96,112.64
Senior Planner 4 $47.592 $3,807.36 $8,249.28 $98,991.36
Systems Coordinator -PenCom 5 $49.017 $3,921.36 $8,496.28 $101,955.36
Systems Coordinator - Public Works 6 $50.488 $4,039.04 $8,751.25 $105,015.04
7 $52.005 $4,160.40 $9,014.20 $108,170.40
1 $42.294 $3,383.52 $7,330.96 $87,971.52
RANGE 28 2 $43.562 $3,484.96 $7,550.75 $90,608.96
Water Treatment Plant Lead Operator 3 $44.866 $3,589.28 $7,776.77 $93,321.28
4 $46.208 $3,696.64 $8,009.39 $96,112.64
5 $47.592 $3,807.36 $8,249.28 $98,991.36
6 $49.017 $3,921.32 $8,496.20 $101,954.36
7 $50.488 $4,039.04 $8,751.25 $105,015.04
1 $41.061 $3,284.88 $7,117.24 $85,406.88
RANGE 27 2 $42.294 $3,383.52 $7,330.96 $87,971.52
Capital Project Manager 3 $43.562 $3,484.96 $7,550.75 $90,608.96
Project Manager 4 $44.866 $3,589.28 $7,776.77 $93,321.28
5 $46.208 $3,696.64 $8,009.39 $96,112.64
6 $47.592 $3,807.36 $8,249.28 $98,991.36
7 $49.017 $3,921.36 $8,496.28 $101,955.36
1 $39.859 $3,188.72 $6,908.89 $82,906.72
RANGE 26 2 $41.061 $3,284.88 $7,117.24 $85,406.88
WWTPO Lead Operator 3 $42.294 $3,383.52 $7,330.96 $87,971.52
4 $43.562 $3,484.96 $7,550.75 $90,608.96
5 $44.866 $3,589.28 $7,776.77 $93,321.28
6 $46.208 $3,696.64 $8,009.39 $96,112.64
7 $47.592 $3,807.36 $8,249.28 $98,991.36
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 2 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 247City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $38.693 $3,095.44 $6,706.79 $80,481.44
RANGE 25 2 $39.859 $3,188.72 $6,908.89 $82,906.72
Associate Planner 3 $41.061 $3,284.88 $7,117.24 $85,406.88
Capital Project Inspector III 4 $42.294 $3,383.52 $7,330.96 $87,971.52
Contract Specialist III 5 $43.562 $3,484.96 $7,550.75 $90,608.96
Engineering Technician III 6 $44.866 $3,589.28 $7,776.77 $93,321.28
Systems Network Analyst 7 $46.208 $3,696.64 $8,009.39 $96,112.64
Transfer Station Supervisor
WTP Operator III
WWTP Operator III
1 $37.567 $3,005.36 $6,511.61 $78,139.36
RANGE 24 2 $38.693 $3,095.44 $6,706.79 $80,481.44
Electrical Engineering Specialist II 3 $39.859 $3,188.72 $6,908.89 $82,906.72
Senior Building Inspector 4 $41.061 $3,284.88 $7,117.24 $85,406.88
Senior Development Services Specialist 5 $42.294 $3,383.52 $7,330.96 $87,971.52
Street/Traffic Supervisor 6 $43.562 $3,484.96 $7,550.75 $90,608.96
WWTP Lab Technician 7 $44.866 $3,589.28 $7,776.77 $93,321.28
WWTP Source Control Specialist
1 $36.474 $2,917.92 $6,322.16 $75,865.92
RANGE 23 2 $37.567 $3,005.36 $6,511.61 $78,139.36
Accountant 3 $38.693 $3,095.44 $6,706.79 $80,481.44
Contract Specialist II 4 $39.859 $3,188.72 $6,908.89 $82,906.72
GIS Analyst 5 $41.061 $3,284.88 $7,117.24 $85,406.88
GIS Analyst - PenCom 6 $42.294 $3,383.52 $7,330.96 $87,971.52
WTP Operator II 7 $43.562 $3,484.96 $7,550.75 $90,608.96
WWTP Operator II
1 $35.415 $2,833.16 $6,138.52 $73,662.20
RANGE 22 2 $36.474 $2,917.92 $6,322.16 $75,865.92
Backflow Prevention Specialist 3 $37.567 $3,005.36 $6,511.61 $78,139.36
Building Inspector 4 $38.693 $3,095.44 $6,706.79 $80,481.44
Cemetary Coordinator 5 $39.859 $3,188.72 $6,908.89 $82,906.72
Development Services Specialist 6 $41.061 $3,284.88 $7,117.24 $85,406.88
Electrical Engineering Specialist I 7 $42.294 $3,383.52 $7,330.96 $87,971.52
Grant Specialist II
Parks Leadworker
PW&U Leadworker
Solid Waste Coordinator
Traffic Control Maintenance Specialist II
Transfer Station Leadworker
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 3 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 248City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $34.377 $2,750.16 $5,958.68 $71,504.16
RANGE 21 2 $35.415 $2,833.20 $6,138.60 $73,663.20
Assistant Planner 3 $36.474 $2,917.92 $6,322.16 $75,865.92
Capital Projects Inspector II 4 $37.567 $3,005.36 $6,511.61 $78,139.36
Engineering Technician II 5 $38.693 $3,095.44 $6,706.79 $80,481.44
Facilities Operations Specialist 6 $39.859 $3,188.72 $6,908.89 $82,906.72
Information Support Specialist 7 $41.061 $3,284.88 $7,117.24 $85,406.88
Parks Operations Specialist
RANGE 20 1 $33.382 $2,670.56 $5,786.21 $69,434.56
Contract Specialist I 2 $34.377 $2,750.16 $5,958.68 $71,504.16
Information Support Specialist 3 $35.415 $2,833.20 $6,138.60 $73,663.20
Lead Scale Attendant 4 $36.474 $2,917.92 $6,322.16 $75,865.92
Source Control Pollution Prevention Specialist 5 $37.567 $3,005.36 $6,511.61 $78,139.36
PW&U Leadworker 6 $38.693 $3,095.44 $6,706.79 $80,481.44
7 $39.859 $3,188.72 $6,908.89 $82,906.72
1 $32.405 $2,592.40 $5,616.87 $67,402.40
RANGE 19 2 $33.382 $2,670.56 $5,786.21 $69,434.56
Customer Service Lead 3 $34.377 $2,750.16 $5,958.68 $71,504.16
GIS Technician 4 $35.415 $2,833.20 $6,138.60 $73,663.20
5 $36.474 $2,917.92 $6,322.16 $75,865.92
6 $37.567 $3,005.36 $6,511.61 $78,139.36
7 $38.693 $3,095.44 $6,706.79 $80,481.44
1 $31.467 $2,517.36 $5,454.28 $65,451.36
RANGE 18 2 $32.405 $2,592.40 $5,616.87 $67,402.40
Grant Speciliast I 3 $33.382 $2,670.56 $5,786.21 $69,434.56
Industrial WTP Operator 4 $34.377 $2,750.16 $5,958.68 $71,504.16
Parks Facility Caretaker II 5 $35.415 $2,833.20 $6,138.60 $73,663.20
Solid Waste Collections Driver 6 $36.474 $2,917.92 $6,322.16 $75,865.92
Street Sweeper 7 $37.567 $3,005.36 $6,511.61 $78,139.36
Utility Services Coordinator
Utility Worker II
WTP Operator I/OIT
WWTP Operator I/OIT
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 4 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 249City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $30.546 $2,443.68 $5,294.64 $63,535.68
RANGE 17 2 $31.467 $2,517.36 $5,454.28 $65,451.36
Capital Projects Inspector I 3 $32.405 $2,592.40 $5,616.87 $67,402.40
Engineering Technician I 4 $33.382 $2,670.56 $5,786.21 $69,434.56
Utility Billing Specialist 5 $34.377 $2,750.16 $5,958.68 $71,504.16
6 $35.415 $2,833.20 $6,138.60 $73,663.20
7 $36.474 $2,917.92 $6,322.16 $75,865.92
1 $29.654 $2,372.32 $5,140.03 $61,680.32
RANGE 16 2 $30.546 $2,443.68 $5,294.64 $63,535.68
CD Technician 3 $31.467 $2,517.36 $5,454.28 $65,451.36
Meter Reader III 4 $32.405 $2,592.40 $5,616.87 $67,402.40
Planning Technician 5 $33.382 $2,670.56 $5,786.21 $69,434.56
Traffic Control Maintenance Spec I 6 $34.377 $2,750.16 $5,958.68 $71,504.16
7 $35.415 $2,833.20 $6,138.60 $73,663.20
1 $28.793 $2,303.44 $4,990.79 $59,889.44
RANGE 15 2 $29.654 $2,372.32 $5,140.03 $61,680.32
Accounting Technician II 3 $30.546 $2,443.68 $5,294.64 $63,535.68
Faciltiy Rental Coordinator 4 $31.467 $2,517.36 $5,454.28 $65,451.36
Parks Facility Caretaker I 5 $32.405 $2,592.40 $5,616.87 $67,402.40
Utility Worker I 6 $33.382 $2,670.60 $5,786.30 $69,435.56
7 $34.377 $2,750.16 $5,958.68 $71,504.16
1 $27.958 $2,236.64 $4,846.05 $58,152.64
RANGE 14 2 $28.793 $2,303.44 $4,990.79 $59,889.44
Administrative Specialist II 3 $29.654 $2,372.32 $5,140.03 $61,680.32
Facility Rental Coordinator 4 $30.546 $2,443.68 $5,294.64 $63,535.68
Meter Reader II 5 $31.467 $2,517.36 $5,454.28 $65,451.36
Public Works Coordinator II 6 $32.406 $2,592.48 $5,617.04 $67,404.48
7 $33.382 $2,670.56 $5,786.21 $69,434.56
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 5 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
CITY of PORT ANGELESSalary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $30.546 $2,443.68 $5,294.64 $63,535.68
RANGE 17 2 $31.467 $2,517.36 $5,454.28 $65,451.36
Capital Projects Inspector I 3 $32.405 $2,592.40 $5,616.87 $67,402.40
Engineering Technician I 4 $33.382 $2,670.56 $5,786.21 $69,434.56
Utility Billing Specialist 5 $34.377 $2,750.16 $5,958.68 $71,504.16
6 $35.415 $2,833.20 $6,138.60 $73,663.20
7 $36.474 $2,917.92 $6,322.16 $75,865.92
1 $29.654 $2,372.32 $5,140.03 $61,680.32
RANGE 16 2 $30.546 $2,443.68 $5,294.64 $63,535.68
CD Technician 3 $31.467 $2,517.36 $5,454.28 $65,451.36
Meter Reader III 4 $32.405 $2,592.40 $5,616.87 $67,402.40
Planning Technician 5 $33.382 $2,670.56 $5,786.21 $69,434.56
Traffic Control Maintenance Spec I 6 $34.377 $2,750.16 $5,958.68 $71,504.16
7 $35.415 $2,833.20 $6,138.60 $73,663.20
1 $28.793 $2,303.44 $4,990.79 $59,889.44
RANGE 15 2 $29.654 $2,372.32 $5,140.03 $61,680.32
Accounting Technician II 3 $30.546 $2,443.68 $5,294.64 $63,535.68
Faciltiy Rental Coordinator 4 $31.467 $2,517.36 $5,454.28 $65,451.36
Parks Facility Caretaker I 5 $32.405 $2,592.40 $5,616.87 $67,402.40
Utility Worker I 6 $33.382 $2,670.60 $5,786.30 $69,435.56
7 $34.377 $2,750.16 $5,958.68 $71,504.16
1 $27.958 $2,236.64 $4,846.05 $58,152.64
RANGE 14 2 $28.793 $2,303.44 $4,990.79 $59,889.44
Administrative Specialist II 3 $29.654 $2,372.32 $5,140.03 $61,680.32
Facility Rental Coordinator 4 $30.546 $2,443.68 $5,294.64 $63,535.68
Meter Reader II 5 $31.467 $2,517.36 $5,454.28 $65,451.36
Public Works Coordinator II 6 $32.406 $2,592.48 $5,617.04 $67,404.48
7 $33.382 $2,670.56 $5,786.21 $69,434.56
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 5 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 250City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $27.146 $2,171.64 $4,705.22 $56,462.68
RANGE 13 2 $27.958 $2,236.64 $4,846.05 $58,152.64
Accounting Technician I 3 $28.793 $2,303.44 $4,990.79 $59,889.44
4 $29.654 $2,372.32 $5,140.03 $61,680.32
5 $30.546 $2,443.68 $5,294.64 $63,535.68
6 $31.467 $2,517.36 $5,454.28 $65,451.36
7 $32.405 $2,592.40 $5,616.87 $67,402.40
1 $26.363 $2,109.04 $4,569.59 $54,835.04
RANGE 12 2 $27.146 $2,171.68 $4,705.31 $56,463.68
Meter Reader I 3 $27.958 $2,236.64 $4,846.05 $58,152.64
4 $28.793 $2,303.44 $4,990.79 $59,889.44
5 $29.654 $2,372.32 $5,140.03 $61,680.32
6 $30.546 $2,443.68 $5,294.64 $63,535.68
7 $31.467 $2,517.36 $5,454.28 $65,451.36
1 $25.595 $2,047.60 $4,436.47 $53,237.60
RANGE 11 2 $26.363 $2,109.04 $4,569.59 $54,835.04
Administrative Specialist I 3 $27.146 $2,171.68 $4,705.31 $56,463.68
Custodian 4 $27.958 $2,236.64 $4,846.05 $58,152.64
Landfill Scale Attendant 5 $28.793 $2,303.44 $4,990.79 $59,889.44
Public Works Coordinator I 6 $29.654 $2,372.32 $5,140.03 $61,680.32
7 $30.546 $2,443.68 $5,294.64 $63,535.68
1 $24.859 $1,988.72 $4,308.89 $51,706.72
RANGE 10 2 $25.595 $2,047.60 $4,436.47 $53,237.60
Customer Service Representative 3 $26.363 $2,109.04 $4,569.59 $54,835.04
4 $27.146 $2,171.68 $4,705.31 $56,463.68
5 $27.958 $2,236.64 $4,846.05 $58,152.64
6 $28.793 $2,303.44 $4,990.79 $59,889.44
7 $29.654 $2,372.32 $5,140.03 $61,680.32
1 $24.129 $1,930.32 $4,182.36 $50,188.32
RANGE 9 2 $24.859 $1,988.72 $4,308.89 $51,706.72
Administrative Specialist Trainee 3 $25.595 $2,047.60 $4,436.47 $53,237.60
Administrative Support & Scheduling Asst 4 $26.363 $2,109.04 $4,569.59 $54,835.04
5 $27.146 $2,171.68 $4,705.31 $56,463.68
6 $27.958 $2,236.64 $4,846.05 $58,152.64
7 $28.793 $2,303.44 $4,990.79 $59,889.44
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 6 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 251City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $23.422 $1,873.76 $4,059.81 $48,717.76
RANGE 8 2 $24.129 $1,930.32 $4,182.36 $50,188.32
3 $24.859 $1,988.72 $4,308.89 $51,706.72
4 $25.595 $2,047.60 $4,436.47 $53,237.60
5 $26.363 $2,109.04 $4,569.59 $54,835.04
6 $27.146 $2,171.68 $4,705.31 $56,463.68
7 $27.958 $2,236.64 $4,846.05 $58,152.64
1 $22.736 $1,818.88 $3,940.91 $47,290.88
RANGE 7 2 $23.422 $1,873.76 $4,059.81 $48,717.76
PW & U Seasonal Laborer 3 $24.129 $1,930.32 $4,182.36 $50,188.32
4 $24.859 $1,988.72 $4,308.89 $51,706.72
5 $25.595 $2,047.60 $4,436.47 $53,237.60
6 $26.363 $2,109.04 $4,569.59 $54,835.04
7 $27.146 $2,171.68 $4,705.31 $56,463.68
1 $22.083 $1,766.64 $3,827.72 $45,932.64
RANGE 6 2 $22.736 $1,818.88 $3,940.91 $47,290.88
3 $23.423 $1,873.84 $4,059.99 $48,719.84
4 $24.129 $1,930.32 $4,182.36 $50,188.32
5 $24.859 $1,988.72 $4,308.89 $51,706.72
6 $25.595 $2,047.60 $4,436.47 $53,237.60
7 $26.362 $2,108.96 $4,569.41 $54,832.96
1 $21.436 $1,714.88 $3,715.57 $44,586.88
RANGE 5 2 $22.083 $1,766.64 $3,827.72 $45,932.64
3 $22.736 $1,818.88 $3,940.91 $47,290.88
4 $23.422 $1,873.76 $4,059.81 $48,717.76
5 $24.129 $1,930.32 $4,182.36 $50,188.32
6 $24.859 $1,988.72 $4,308.89 $51,706.72
7 $25.595 $2,047.60 $4,436.47 $53,237.60
1 $20.814 $1,665.12 $3,607.76 $43,293.12
RANGE 4 2 $21.436 $1,714.88 $3,715.57 $44,586.88
3 $22.083 $1,766.64 $3,827.72 $45,932.64
4 $22.736 $1,818.88 $3,940.91 $47,290.88
5 $23.422 $1,873.76 $4,059.81 $48,717.76
6 $24.129 $1,930.32 $4,182.36 $50,188.32
7 $24.859 $1,988.72 $4,308.89 $51,706.72
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 7 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Page 252City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Salary Classification Schedule -- AFSCME #1619
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- AFSCME Local #1619 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 3.0% COLA
1 $20.199 $1,615.92 $3,501.16 $42,013.92
RANGE 3 2 $20.814 $1,665.12 $3,607.76 $43,293.12
3 $21.436 $1,714.88 $3,715.57 $44,586.88
4 $22.083 $1,766.64 $3,827.72 $45,932.64
5 $22.736 $1,818.88 $3,940.91 $47,290.88
6 $23.422 $1,873.76 $4,059.81 $48,717.76
7 $24.129 $1,930.32 $4,182.36 $50,188.32
1 $19.612 $1,568.96 $3,399.41 $40,792.96
RANGE 2 2 $20.199 $1,615.92 $3,501.16 $42,013.92
Seasonal Parks Laborer 3 $20.814 $1,665.12 $3,607.76 $43,293.12
4 $21.436 $1,714.88 $3,715.57 $44,586.88
5 $22.083 $1,766.64 $3,827.72 $45,932.64
6 $22.736 $1,818.88 $3,940.91 $47,290.88
7 $23.422 $1,873.76 $4,059.81 $48,717.76
1 $19.033 $1,522.68 $3,299.14 $39,589.64
RANGE 1 2 $19.612 $1,569.00 $3,399.50 $40,793.96
Youth Parks Seasonal 3 $20.199 $1,615.96 $3,501.24 $42,014.92
4 $20.814 $1,665.12 $3,607.76 $43,293.12
5 $21.436 $1,714.92 $3,715.66 $44,587.88
6 $22.083 $1,766.68 $3,827.80 $45,933.64
7 $22.736 $1,818.88 $3,940.91 $47,290.88
1 $16.850 $674.00 $1,460.33 $17,524.00
RANGE 0 2 $17.372 $694.88 $1,505.57 $18,066.88
3 $17.910 $716.40 $1,552.20 $18,626.40
4 $18.461 $738.44 $1,599.95 $19,199.44
Note:
The Monthly Salary number is adjusted by the COLA amount via use of a Microsoft Excel
calculation rounded to nearest whole dollar amount. The annual salary is calculated by
multiplying the monthly amount by twelve rounded to the nearest whole dollar. The Bi-weekly
amount is caclulated by dividing the annual salary by 26 rounded to the nearest whole penny.
The Hourly Rate is calculated by dividing the annual salary by 2,080 round to three (3) decimal
points.
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\AFSCME 2025 with 1-1-25 COLA & Wage Adjustment
2025 AFSCME 1-1-25 8 of 8
Revision Date: 1/17/2020
Print Date: 1/8/2025 11:58 AM
Note: The annual salary is adjusted in Central Square by the COLA amount of 3.0% effective 1/1/2025.
Due to differences in rounding between Excel and Central Square some salaries may vary within a few cents.
Page 253City of Port Angeles • 2025 Budget •
Occup. Code, Range, &
Classification Steps Annual Work
Hours Hourly Bi-Weekly Monthly Annual
1 2,588 32.0862$ 3,193.81$ 6,919.93$ 83,039.05$
2 2,588 34.6503$ 3,449.04$ 7,472.92$ 89,675.00$
RANGE 01 3 2,588 37.4193$ 3,724.66$ 8,070.09$ 96,841.24$
Occup. Code 3000 4 2,588 40.4097$ 4,022.32$ 8,715.02$ 104,580.21$
FIREFIGHTER 5 2,588 43.6389$ 4,343.75$ 9,411.46$ 112,937.56$
1 2,588 34.2637$ 3,410.56$ 7,389.55$ 88,674.50$
2 2,588 37.0018$ 3,683.12$ 7,980.07$ 95,760.81$
RANGE 02 3 2,588 39.9588$ 3,977.44$ 8,617.78$ 103,413.41$
Occup. Code 3001 4 2,588 43.1521$ 4,295.29$ 9,306.46$ 111,677.54$
FIREFIGHTER/PARAMEDIC 5 2,588 46.6005$ 4,638.53$ 10,050.17$ 120,602.11$
1 2,588 31.9556$ 3,180.81$ 6,891.76$ 82,701.08$
RANGE 02-F 2 2,588 33.5514$ 3,339.66$ 7,235.92$ 86,831.10$
Occup. Code 3000 3 2,588 35.2285$ 3,506.59$ 7,597.62$ 91,171.40$
PARAMEDIC - Floater 4 2,588 36.9723$ 3,680.17$ 7,973.69$ 95,684.31$
Authorized by Section J of the CBA
5 2,588 38.7973$ 3,861.83$ 8,367.29$ 100,407.48$
1 2,588 45.9074$ 4,569.55$ 9,900.68$ 118,808.24$
RANGE 03 2 2,588 47.6492$ 4,742.92$ 10,276.33$ 123,316.10$
Occup. Code 3002 3 2,588 49.4557$ 4,922.74$ 10,665.93$ 127,991.27$
FIRE CAPTAIN 4 2,588 51.3327$ 5,109.58$ 11,070.75$ 132,848.99$
1 2,080 40.6541$ 3,252.33$ 7,046.70$ 84,560.45$
RANGE 04 2 2,080 43.9058$ 3,512.47$ 7,610.35$ 91,324.16$
Occup. Code 3004 3 2,080 47.4191$ 3,793.52$ 8,219.31$ 98,631.73$
Fire Prev. Spec. I 4 2,080 51.2142$ 4,097.14$ 8,877.12$ 106,525.54$
Class Not In Use 5 2,080 55.3967$ 4,431.72$ 9,602.08$ 115,225.10$
1 2,080 41.1329$ 3,290.63$ 7,129.71$ 85,556.47$
RANGE 05 2 2,080 44.4204$ 3,553.63$ 7,699.53$ 92,394.39$
Occup. Code 3006 3 2,080 47.9697$ 3,837.58$ 8,314.76$ 99,776.94$
Fire Prev. Spec. II 4 2,080 51.8041$ 4,144.33$ 8,979.38$ 107,752.56$
Class Not In Use 5 2,080 55.9071$ 4,472.57$ 9,690.57$ 116,286.80$
1 2,588 45.9074$ 4,569.55$ 9,900.69$ 118,808.24$
RANGE 06 2 2,588 47.6492$ 4,742.93$ 10,276.34$ 123,316.10$
Occup. Code 3007 3 2,588 49.4557$ 4,922.74$ 10,665.94$ 127,991.27$
Medical Officer (no position)4 2,588 51.3327$ 5,109.57$ 11,070.74$ 132,848.99$
1 2,080 43.5271$ 3,482.16$ 7,544.70$ 90,536.45$
RANGE 07 2 2,080 46.9865$ 3,758.92$ 8,144.34$ 97,731.92$
Occup. Code 3008 3 2,080 50.7226$ 4,057.81$ 8,791.91$ 105,503.01$
Paramedic Prev.Spec.I 4 2,080 54.7570$ 4,380.55$ 9,491.21$ 113,894.46$
Class Not In Use 5 2,080 59.0949$ 4,727.59$ 10,243.12$ 122,917.42$
City of Port Angeles -- IAFF Local #656 Collective Bargaining Agreement
Salary & Classification Schedule effective January 1, 2025 --3.0% COLA & 2.5% Wage Adjustment
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\IAFF Calculations for 2025 - 2588 Hrs
2025 - 2588 hours Page 1 of 2 Print Date: 11/26/2024, 3:03 PM
IAFF Local #656 - Fire Department
The following salary schedules are approximations calculated from the negotiated Cost of Living Adjustments (COLA)
and Wage Adjustments for each contract. The amounts listed will be updated to align with the payroll system after
January 1st, 2025.
Page 254City of Port Angeles • 2025 Budget •
1 2,080 43.9958$ 3,519.66$ 7,625.95$ 91,511.35$
RANGE 08 2 2,080 47.4879$ 3,799.03$ 8,231.24$ 98,774.86$
Occup. Code 3009 3 2,080 51.2240$ 4,097.92$ 8,878.83$ 106,545.99$
Paramedic Prev.Spec.II 4 2,080 55.2485$ 4,419.88$ 9,576.40$ 114,916.96$
Class Not In Use 5 2,080 59.6054$ 4,768.43$ 10,331.60$ 123,979.15$
1 2,340 55.7080$ 5,013.72$ 10,863.05$ 130,356.64$
RANGE 09 2 2,340 57.8223$ 5,204.01$ 11,275.36$ 135,304.15$
Occup. Code 3003 3 2,340 60.0148$ 5,401.32$ 11,702.87$ 140,434.56$
TRAINING OFFICER 4 2,340 62.2881$ 5,605.93$ 12,146.18$ 145,754.24$
RANGE 10 1 2,588 41.5762$ 4,138.43$ 8,966.60$ 107,599.29$
Occup. Code 3010 2 2,588 43.1874$ 4,298.80$ 9,314.08$ 111,769.08$
FIRE LIEUTENANT 3 2,588 44.8647$ 4,465.78$ 9,675.84$ 116,109.94$
4 2,588 46.6081$ 4,639.31$ 10,051.82$ 120,621.76$
RANGE 10-F 1 2,080 53.6090$ 4,288.72$ 9,292.23$ 111,506.64$
Occup. Code 3010 2 2,080 55.6877$ 4,455.01$ 9,652.52$ 115,830.41$
FIRE LIEUTENANT-Floater 3 2,080 57.8488$ 4,627.91$ 10,027.13$ 120,325.55$
4 2,080 60.0923$ 4,807.39$ 10,416.00$ 124,992.03$
RANGE 11 1 2,588 44.2982$ 4,409.38$ 9,553.65$ 114,643.82$
Occup. Code 3011 2 2,588 46.0516$ 4,583.91$ 9,931.80$ 119,181.61$
PARAMEDIC LIEUTENANT 3 2,588 47.8743$ 4,765.34$ 10,324.90$ 123,898.82$
4 2,588 49.7706$ 4,954.09$ 10,733.85$ 128,806.31$
RANGE 11-F 1 2,588 45.6270$ 4,541.63$ 9,840.20$ 118,082.56$
Occup. Code 3011 2 2,588 47.4345$ 4,721.56$ 10,230.04$ 122,760.50$
PARAMEDIC LT-Floater 3 2,588 49.3136$ 4,908.60$ 10,635.30$ 127,623.62$
4 2,588 51.2643$ 5,102.77$ 11,056.00$ 132,671.94$
Note:
This Salary Table is an approximation using MS Excel for calculating the 3.0% COLA and 2.5%
Wage Adjustment for 2024. Final calculations will be made after approval of the CBA and the
COLA & Wage Adjustment have been entered into the payroll system in Central Square.
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\IAFF Calculations for 2025 - 2588 Hrs
2025 - 2588 hours Page 2 of 2 Print Date: 11/26/2024, 3:03 PM
Occup. Code, Range, & Classification Steps Annual Work Hours Hourly Bi-Weekly Monthly Annual12,588 32.0862$ 3,193.81$ 6,919.93$ 83,039.05$ 2 2,588 34.6503$ 3,449.04$ 7,472.92$ 89,675.00$ RANGE 01 3 2,588 37.4193$ 3,724.66$ 8,070.09$ 96,841.24$ Occup. Code 3000 4 2,588 40.4097$ 4,022.32$ 8,715.02$ 104,580.21$ FIREFIGHTER 5 2,588 43.6389$ 4,343.75$ 9,411.46$ 112,937.56$ 1 2,588 34.2637$ 3,410.56$ 7,389.55$ 88,674.50$ 2 2,588 37.0018$ 3,683.12$ 7,980.07$ 95,760.81$ RANGE 02 3 2,588 39.9588$ 3,977.44$ 8,617.78$ 103,413.41$ Occup. Code 3001 4 2,588 43.1521$ 4,295.29$ 9,306.46$ 111,677.54$ FIREFIGHTER/PARAMEDIC 5 2,588 46.6005$ 4,638.53$ 10,050.17$ 120,602.11$ 1 2,588 31.9556$ 3,180.81$ 6,891.76$ 82,701.08$ RANGE 02-F 2 2,588 33.5514$ 3,339.66$ 7,235.92$ 86,831.10$ Occup. Code 3000 3 2,588 35.2285$ 3,506.59$ 7,597.62$ 91,171.40$ PARAMEDIC - Floater 4 2,588 36.9723$ 3,680.17$ 7,973.69$ 95,684.31$ Authorized by Section J of the CBA 5 2,588 38.7973$ 3,861.83$ 8,367.29$ 100,407.48$ 1 2,588 45.9074$ 4,569.55$ 9,900.68$ 118,808.24$ RANGE 03 2 2,588 47.6492$ 4,742.92$ 10,276.33$ 123,316.10$ Occup. Code 3002 3 2,588 49.4557$ 4,922.74$ 10,665.93$ 127,991.27$ FIRE CAPTAIN 4 2,588 51.3327$ 5,109.58$ 11,070.75$ 132,848.99$ 1 2,080 40.6541$ 3,252.33$ 7,046.70$ 84,560.45$ RANGE 04 2 2,080 43.9058$ 3,512.47$ 7,610.35$ 91,324.16$ Occup. Code 3004 3 2,080 47.4191$ 3,793.52$ 8,219.31$ 98,631.73$ Fire Prev. Spec. I 4 2,080 51.2142$ 4,097.14$ 8,877.12$ 106,525.54$ Class Not In Use 5 2,080 55.3967$ 4,431.72$ 9,602.08$ 115,225.10$ 1 2,080 41.1329$ 3,290.63$ 7,129.71$ 85,556.47$ RANGE 05 2 2,080 44.4204$ 3,553.63$ 7,699.53$ 92,394.39$ Occup. Code 3006 3 2,080 47.9697$ 3,837.58$ 8,314.76$ 99,776.94$ Fire Prev. Spec. II 4 2,080 51.8041$ 4,144.33$ 8,979.38$ 107,752.56$ Class Not In Use 5 2,080 55.9071$ 4,472.57$ 9,690.57$ 116,286.80$
1 2,588 45.9074$ 4,569.55$ 9,900.69$ 118,808.24$
RANGE 06 2 2,588 47.6492$ 4,742.93$ 10,276.34$ 123,316.10$
Occup. Code 3007 3 2,588 49.4557$ 4,922.74$ 10,665.94$ 127,991.27$
Medical Officer (no position)4 2,588 51.3327$ 5,109.57$ 11,070.74$ 132,848.99$
1 2,080 43.5271$ 3,482.16$ 7,544.70$ 90,536.45$
RANGE 07 2 2,080 46.9865$ 3,758.92$ 8,144.34$ 97,731.92$
Occup. Code 3008 3 2,080 50.7226$ 4,057.81$ 8,791.91$ 105,503.01$
Paramedic Prev.Spec.I 4 2,080 54.7570$ 4,380.55$ 9,491.21$ 113,894.46$
Class Not In Use 5 2,080 59.0949$ 4,727.59$ 10,243.12$ 122,917.42$
City of Port Angeles -- IAFF Local #656 Collective Bargaining AgreementSalary & Classification Schedule effective January 1, 2025 --3.0% COLA & 2.5% Wage Adjustment
Y:\ACCOUNTING\Payroll\Salary Schedules\2025 Salary Schedules\IAFF Calculations for 2025 - 2588 Hrs
2025 - 2588 hours Page 1 of 2 Print Date: 11/26/2024, 3:03 PM
Note: This Salary Table is an approximation using MS Excel for calculating the 3.0% COLA and 2.5% Wage Adjustment
for 2025. Final calculations will be made after the COLA & Wage Adjustment have been entered into the payroll system
in Central Square.
Page 255City of Port Angeles • 2025 Budget •
IBEW Local #997
% of
Lineman
Position
% of Fleet
Maint.
Mechanic
Position
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly
Salary
Amount
MONTHLY
SALARY
Annual Salary
Range #400
115.0%General Foreman
Range #401
112.5%Line Foreman
Range #402
100.0%Lineman
75.0%Range #403 1 $51.278 $4,102.20 $8,888.10 $106,657.24
78.0%Apprentice Lineman/Meterman 2 $53.328 $4,266.26 $9,243.56 $110,922.76
81.0%3 $55.379 $4,430.32 $9,599.02 $115,188.28
84.0%4 $57.431 $4,594.46 $9,954.66 $119,455.94
87.0%5 $59.481 $4,758.52 $10,310.12 $123,721.46
90.0%6 $61.533 $4,922.66 $10,665.76 $127,989.12
95.0%7 $64.952 $5,196.14 $11,258.31 $135,099.74
Range #404
89.5%Equipment Operator
Range #405
82.5%Head Groundman
Range #406
69.0%Groundman/Meterman Helper
Range #407
100.0%Electrical Inspector
Range #408
112.5%Shop Foreman
Range #409
100.0%Meter Relay Technician
Range #410
87.0%Warehouse/Storekeeper
Range #411
100.0%Fleet Maintenance Mechanic $8,163.08 $97,956.961$47.095 $3,767.58
1 $59.481 $4,758.52 $10,310.12 $123,721.46
$11,850.69 $142,208.231$68.369 $5,469.55
1 $76.916 $6,153.30 $13,332.16 $159,985.86
$11,850.69 $142,208.231$68.369 $5,469.55
1 $47.175 $3,774.00 $8,177.01 $98,124.06
$9,776.84 $117,322.111$56.405 $4,512.39
1 $61.190 $4,895.22 $10,606.31 $127,275.70
$11,850.69 $142,208.231$68.369 $5,469.55
1 $76.916 $6,153.30 $13,332.16 $159,985.86
$13,628.34 $163,540.101$78.625 $6,290.00
City of Port Angeles -- IBEW Local #997 Collective Bargaining Agreement
Salary & Classification Schedule effective May 1, 2025 with 3.0% COLA
The following salary schedules are approximations calculated from the negotiated Cost of Living Adjustments (COLA)
and Wage Adjustments for each contract. The amounts listed will be updated to align with the payroll system after
January 1st, 2025.
Page 256City of Port Angeles • 2025 Budget •
% of
Lineman
Position
% of Fleet
Maint.
Mechanic
Position
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly
Salary
Amount
MONTHLY
SALARY
Annual Salary
City of Port Angeles -- IBEW Local #997 Collective Bargaining Agreement
Salary & Classification Schedule effective May 1, 2025 with 3.0% COLA
Range #412
106.0%Sr. Fleet Maintenance Mechanic
Range #413
100.0%Maintenance Technician
Range #414
105.0%Senior Electrical Inspector
Range #415 1 $43.232 $3,458.58 $7,493.58 $89,922.96
Commercial/Industrial Analyst 2 $44.339 $3,547.16 $7,685.50 $92,226.04
3 $45.457 $3,636.56 $7,879.21 $94,550.54
4 $46.593 $3,727.45 $8,076.13 $96,913.61
5 $47.667 $3,813.39 $8,262.34 $99,148.13
6 $48.821 $3,905.68 $8,462.30 $101,547.62
7 $50.093 $4,007.44 $8,682.79 $104,193.48
Range #416
87.5%Service Writer
Range #417
100.0%City Electrician
Range #418
105.0%Serviceman
Range #419
105.0%Substation Technician
Range #420
105.0%Senior Meter-Relay Technician
Range #421
105.0%Industrial Electrician/SCADA Technician $12,443.24 $149,318.85
NOTE: On 5/1/2025 the following increases will be implemented: Lineman 3.0% COLA, Fleet &
Conservation 3.0% COLA.
Due to rounding differences between Central Square and Excel, some salaries may differ within a few cents.
$12,443.24 $149,318.85
1 $71.788 $5,743.03
1 $71.788 $5,743.03
1 $71.788 $5,743.03 $12,443.24 $149,318.85
$12,443.24 $149,318.851$71.788 $5,743.03
1 $68.369 $5,469.55 $11,850.69 $142,208.23
$7,142.58 $85,711.001$41.207 $3,296.58
1 $71.788 $5,743.03 $12,443.24 $149,318.85
$11,850.69 $142,208.231$68.369 $5,469.55
1 $49.920 $3,993.60 $8,652.80 $103,833.56
Note: On 5/1/2025, the following increases will be implemented: Lineman 3.0% COLA, Fleet & Conservation 3.0% COLA.
Due to rounding differences between Central Square and Excel, some salaries may vary within a few cents.
Page 257City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
Annual Hour Factor =2,080
3.000%
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 19.3273$ 1,546.19$ 3,350.07$ 40,200.88$
Grade M-01 2 19.9125$ 1,593.00$ 3,451.50$ 41,417.97$
3 20.5113$ 1,640.90$ 3,555.29$ 42,663.44$
4 21.1237$ 1,689.89$ 3,661.44$ 43,937.26$
5 21.3338$ 1,706.70$ 3,697.85$ 44,374.20$
6 21.5506$ 1,724.05$ 3,735.44$ 44,825.29$
7 21.7634$ 1,741.07$ 3,772.32$ 45,267.85$
8 21.9844$ 1,758.75$ 3,810.62$ 45,727.46$
9 22.2026$ 1,776.21$ 3,848.45$ 46,181.39$
10 22.4263$ 1,794.10$ 3,887.22$ 46,646.67$
11 22.6486$ 1,811.89$ 3,925.76$ 47,109.09$
12 22.8777$ 1,830.22$ 3,965.48$ 47,585.71$
13 23.1028$ 1,848.23$ 4,004.49$ 48,053.85$
MANAGEMENT RANGE 1 19.9125$ 1,593.00$ 3,451.50$ 41,417.97$
Grade M-02 2 20.5113$ 1,640.90$ 3,555.29$ 42,663.44$
3 21.1237$ 1,689.89$ 3,661.44$ 43,937.26$
4 21.7593$ 1,740.74$ 3,771.61$ 45,259.35$
5 21.9775$ 1,758.20$ 3,809.44$ 45,713.28$
6 22.1971$ 1,775.77$ 3,847.50$ 46,170.01$
7 22.4181$ 1,793.45$ 3,885.80$ 46,629.62$
8 22.6431$ 1,811.45$ 3,924.81$ 47,097.74$
9 22.8696$ 1,829.57$ 3,964.06$ 47,568.71$
10 23.0973$ 1,847.79$ 4,003.54$ 48,042.46$
11 23.3292$ 1,866.34$ 4,043.73$ 48,524.80$
12 23.5584$ 1,884.67$ 4,083.45$ 49,001.42$
13 23.7998$ 1,903.98$ 4,125.30$ 49,503.55$
MANAGEMENT RANGE 1 20.5113$ 1,640.90$ 3,555.29$ 42,663.44$
Grade M-03 2 21.1237$ 1,689.89$ 3,661.44$ 43,937.26$
3 21.7593$ 1,740.74$ 3,771.61$ 45,259.35$
4 22.4099$ 1,792.79$ 3,884.39$ 46,612.63$
5 22.6363$ 1,810.91$ 3,923.63$ 47,083.56$
6 22.8628$ 1,829.02$ 3,962.88$ 47,554.52$
7 23.0919$ 1,847.35$ 4,002.60$ 48,031.15$
8 23.3238$ 1,865.90$ 4,042.79$ 48,513.45$
9 23.5529$ 1,884.23$ 4,082.51$ 48,990.06$
10 23.7916$ 1,903.33$ 4,123.88$ 49,486.56$
11 24.0276$ 1,922.21$ 4,164.78$ 49,977.35$
12 24.2663$ 1,941.30$ 4,206.15$ 50,473.84$
13 24.5104$ 1,960.83$ 4,248.47$ 50,981.67$
MANAGEMENT RANGE 1 21.1237$ 1,689.89$ 3,661.44$ 43,937.26$
Grade M-04 2 21.7593$ 1,740.74$ 3,771.61$ 45,259.35$
3 22.4099$ 1,792.79$ 3,884.39$ 46,612.63$
4 23.0864$ 1,846.92$ 4,001.65$ 48,019.80$
5 23.3142$ 1,865.14$ 4,041.13$ 48,493.60$
6 23.5475$ 1,883.80$ 4,081.56$ 48,978.73$
7 23.7834$ 1,902.67$ 4,122.46$ 49,469.53$
8 24.0194$ 1,921.55$ 4,163.36$ 49,960.33$
9 24.2594$ 1,940.76$ 4,204.97$ 50,459.65$
10 24.5063$ 1,960.51$ 4,247.76$ 50,973.14$
11 24.7491$ 1,979.93$ 4,289.85$ 51,478.16$
12 24.9974$ 1,999.79$ 4,332.88$ 51,994.51$
13 25.2456$ 2,019.65$ 4,375.90$ 52,510.82$
COLA =
Management & Non-Represented Employees
The following salary schedules are approximations calculated from the negotiated Cost of Living Adjustments (COLA)
and Wage Adjustments for each contract. The amounts listed will be updated to align with the payroll system after
January 1st, 2025.
Page 258City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 21.7593$ 1,740.74$ 3,771.61$ 45,259.35$
Grade M-05 2 22.4099$ 1,792.79$ 3,884.39$ 46,612.63$
3 23.0864$ 1,846.92$ 4,001.65$ 48,019.80$
4 23.7766$ 1,902.13$ 4,121.28$ 49,455.34$
5 24.0126$ 1,921.01$ 4,162.18$ 49,946.17$
6 24.2526$ 1,940.21$ 4,203.79$ 50,445.47$
7 24.4968$ 1,959.74$ 4,246.11$ 50,953.28$
8 24.7423$ 1,979.38$ 4,288.66$ 51,463.97$
9 24.9905$ 1,999.24$ 4,331.69$ 51,980.29$
10 25.2374$ 2,018.99$ 4,374.49$ 52,493.82$
11 25.4897$ 2,039.18$ 4,418.22$ 53,018.67$
12 25.7448$ 2,059.59$ 4,462.43$ 53,549.21$
13 26.0040$ 2,080.32$ 4,507.35$ 54,088.23$
MANAGEMENT RANGE 1 22.4099$ 1,792.79$ 3,884.39$ 46,612.63$
Grade M-06 2 23.0864$ 1,846.92$ 4,001.65$ 48,019.80$
3 23.7766$ 1,902.13$ 4,121.28$ 49,455.34$
4 24.4913$ 1,959.31$ 4,245.16$ 50,941.95$
5 24.7355$ 1,978.84$ 4,287.48$ 51,449.78$
6 24.9810$ 1,998.48$ 4,330.04$ 51,960.46$
7 25.2292$ 2,018.34$ 4,373.06$ 52,476.77$
8 25.4843$ 2,038.74$ 4,417.28$ 53,007.33$
9 25.7366$ 2,058.93$ 4,461.01$ 53,532.16$
10 25.9958$ 2,079.66$ 4,505.93$ 54,071.20$
11 26.2549$ 2,100.39$ 4,550.86$ 54,610.26$
12 26.5182$ 2,121.45$ 4,596.48$ 55,157.79$
13 26.7828$ 2,142.62$ 4,642.35$ 55,708.19$
MANAGEMENT RANGE 1 23.0864$ 1,846.92$ 4,001.65$ 48,019.80$
Grade M-07 2 23.7766$ 1,902.13$ 4,121.28$ 49,455.34$
3 24.4913$ 1,959.31$ 4,245.16$ 50,941.95$
4 25.2238$ 2,017.90$ 4,372.12$ 52,465.46$
5 25.4788$ 2,038.31$ 4,416.33$ 52,995.97$
6 25.7298$ 2,058.38$ 4,459.83$ 53,517.97$
7 25.9903$ 2,079.23$ 4,504.99$ 54,059.86$
8 26.2481$ 2,099.85$ 4,549.67$ 54,596.06$
9 26.5127$ 2,121.02$ 4,595.54$ 55,146.47$
10 26.7760$ 2,142.08$ 4,641.17$ 55,694.01$
11 27.0433$ 2,163.47$ 4,687.51$ 56,250.09$
12 27.3134$ 2,185.07$ 4,734.32$ 56,811.80$
13 27.5875$ 2,207.00$ 4,781.84$ 57,382.05$
MANAGEMENT RANGE 1 23.7766$ 1,902.13$ 4,121.28$ 49,455.34$
Grade M-08 2 24.4913$ 1,959.31$ 4,245.16$ 50,941.95$
City Hall Attendant 3 25.2238$ 2,017.90$ 4,372.12$ 52,465.46$
4 25.9549$ 2,076.39$ 4,498.84$ 53,986.12$
5 26.2167$ 2,097.34$ 4,544.24$ 54,530.82$
6 26.4800$ 2,118.40$ 4,589.86$ 55,078.36$
7 26.7446$ 2,139.57$ 4,635.73$ 55,628.75$
8 27.0133$ 2,161.06$ 4,682.30$ 56,187.64$
9 27.2806$ 2,182.45$ 4,728.65$ 56,743.74$
10 27.5548$ 2,204.38$ 4,776.16$ 57,313.96$
11 27.8276$ 2,226.21$ 4,823.45$ 57,881.37$
12 28.1058$ 2,248.47$ 4,871.68$ 58,460.12$
13 28.3868$ 2,270.94$ 4,920.38$ 59,044.54$
Page 259City of Port Angeles • 2025 Budget •
CITY of PORT ANGELESManagement Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 24.9796$ 1,998.37$ 4,329.80$ 51,957.61$
Grade M-09 2 25.7284$ 2,058.28$ 4,459.60$ 53,515.17$
3 26.4745$ 2,117.96$ 4,588.92$ 55,067.02$
4 27.2711$ 2,181.69$ 4,726.99$ 56,723.86$
5 27.5466$ 2,203.73$ 4,774.75$ 57,296.94$
6 27.8208$ 2,225.66$ 4,822.27$ 57,867.20$
7 28.0976$ 2,247.81$ 4,870.26$ 58,443.10$
8 28.3800$ 2,270.40$ 4,919.20$ 59,030.38$
9 28.6610$ 2,292.88$ 4,967.90$ 59,614.79$
10 28.9474$ 2,315.79$ 5,017.55$ 60,210.57$
11 29.2352$ 2,338.82$ 5,067.44$ 60,809.22$
12 29.5298$ 2,362.39$ 5,118.50$ 61,422.03$
13 29.8258$ 2,386.06$ 5,169.80$ 62,037.64$
MANAGEMENT RANGE 1 25.7284$ 2,058.28$ 4,459.60$ 53,515.17$
Grade M-10 2 26.4745$ 2,117.96$ 4,588.92$ 55,067.02$
3 27.2711$ 2,181.69$ 4,726.99$ 56,723.86$
4 28.0881$ 2,247.05$ 4,868.60$ 58,423.24$
5 28.3718$ 2,269.74$ 4,917.78$ 59,013.36$
6 28.6528$ 2,292.22$ 4,966.48$ 59,597.79$
7 28.9392$ 2,315.14$ 5,016.13$ 60,193.57$
8 29.2297$ 2,338.38$ 5,066.49$ 60,797.87$
9 29.5203$ 2,361.62$ 5,116.85$ 61,402.15$
10 29.8149$ 2,385.19$ 5,167.91$ 62,014.93$
11 30.1163$ 2,409.31$ 5,220.16$ 62,641.94$
12 30.4123$ 2,432.98$ 5,271.47$ 63,257.59$
13 30.7192$ 2,457.54$ 5,324.66$ 63,895.91$
MANAGEMENT RANGE 1 26.4745$ 2,117.96$ 4,588.92$ 55,067.02$
Grade M-11 2 27.2711$ 2,181.69$ 4,726.99$ 56,723.86$
3 28.0881$ 2,247.05$ 4,868.60$ 58,423.24$
4 28.9310$ 2,314.48$ 5,014.71$ 60,176.55$
5 29.2216$ 2,337.72$ 5,065.07$ 60,780.83$
6 29.5121$ 2,360.97$ 5,115.43$ 61,385.13$
7 29.8053$ 2,384.43$ 5,166.26$ 61,995.10$
8 30.1068$ 2,408.54$ 5,218.51$ 62,622.10$
9 30.4055$ 2,432.44$ 5,270.28$ 63,243.40$
10 30.7124$ 2,456.99$ 5,323.48$ 63,881.71$
11 31.0179$ 2,481.43$ 5,376.44$ 64,517.23$
12 31.3275$ 2,506.20$ 5,430.10$ 65,161.25$
13 31.6385$ 2,531.08$ 5,484.01$ 65,808.08$
MANAGEMENT RANGE 1 26.7364$ 2,138.91$ 4,634.31$ 55,611.72$
Grade M-12 2 27.5357$ 2,202.86$ 4,772.86$ 57,274.26$
3 28.3650$ 2,269.20$ 4,916.60$ 58,999.15$
4 29.2147$ 2,337.18$ 5,063.89$ 60,766.66$
5 29.5053$ 2,360.42$ 5,114.25$ 61,370.95$
6 29.8012$ 2,384.10$ 5,165.55$ 61,986.57$
7 30.0999$ 2,408.00$ 5,217.32$ 62,607.88$
8 30.4000$ 2,432.00$ 5,269.34$ 63,232.05$
9 30.7028$ 2,456.23$ 5,321.82$ 63,861.86$
10 31.0097$ 2,480.78$ 5,375.02$ 64,500.20$
11 31.3234$ 2,505.87$ 5,429.39$ 65,152.72$
12 31.6331$ 2,530.64$ 5,483.06$ 65,796.75$
13 31.9536$ 2,556.29$ 5,538.62$ 66,463.44$
Page 260City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 27.5357$ 2,202.86$ 4,772.86$ 57,274.26$
Grade M-13 2 28.3650$ 2,269.20$ 4,916.60$ 58,999.15$
3 29.2147$ 2,337.18$ 5,063.89$ 60,766.66$
4 30.0918$ 2,407.34$ 5,215.90$ 62,590.85$
5 30.3932$ 2,431.46$ 5,268.15$ 63,217.85$
6 30.6946$ 2,455.57$ 5,320.40$ 63,844.85$
7 31.0015$ 2,480.12$ 5,373.60$ 64,483.21$
8 31.3112$ 2,504.89$ 5,427.27$ 65,127.20$
9 31.6262$ 2,530.10$ 5,481.88$ 65,782.54$
10 31.9399$ 2,555.20$ 5,536.26$ 66,435.09$
11 32.2591$ 2,580.73$ 5,591.58$ 67,098.94$
12 32.5851$ 2,606.81$ 5,648.08$ 67,777.00$
13 32.9056$ 2,632.45$ 5,703.64$ 68,443.70$
MANAGEMENT RANGE 1 28.3650$ 2,269.20$ 4,916.60$ 58,999.15$
Grade M-14 2 29.2147$ 2,337.18$ 5,063.89$ 60,766.66$
3 30.0918$ 2,407.34$ 5,215.90$ 62,590.85$
4 30.9920$ 2,479.36$ 5,371.94$ 64,463.33$
5 31.3016$ 2,504.13$ 5,425.61$ 65,107.34$
6 31.6180$ 2,529.44$ 5,480.46$ 65,765.53$
7 31.9318$ 2,554.54$ 5,534.84$ 66,418.04$
8 32.2523$ 2,580.18$ 5,590.40$ 67,084.77$
9 32.5742$ 2,605.93$ 5,646.19$ 67,754.28$
10 32.8975$ 2,631.80$ 5,702.23$ 68,426.70$
11 33.2289$ 2,658.31$ 5,759.67$ 69,116.06$
12 33.5617$ 2,684.94$ 5,817.36$ 69,808.34$
13 33.8986$ 2,711.89$ 5,875.76$ 70,509.06$
MANAGEMENT RANGE 1 29.2147$ 2,337.18$ 5,063.89$ 60,766.66$
Grade M-15 2 30.0918$ 2,407.34$ 5,215.90$ 62,590.85$
3 30.9920$ 2,479.36$ 5,371.94$ 64,463.33$
4 31.9372$ 2,554.98$ 5,535.78$ 66,429.41$
5 32.2564$ 2,580.51$ 5,591.11$ 67,093.27$
6 32.5837$ 2,606.70$ 5,647.85$ 67,774.16$
7 32.9043$ 2,632.34$ 5,703.40$ 68,440.85$
8 33.2357$ 2,658.86$ 5,760.86$ 69,130.27$
9 33.5685$ 2,685.48$ 5,818.54$ 69,822.49$
10 33.9054$ 2,712.43$ 5,876.94$ 70,523.26$
11 34.2450$ 2,739.60$ 5,935.81$ 71,229.66$
12 34.5860$ 2,766.88$ 5,994.91$ 71,938.94$
13 34.9298$ 2,794.38$ 6,054.49$ 72,653.88$
-$
MANAGEMENT RANGE 1 30.0918$ 2,407.34$ 5,215.90$ 62,590.85$
Grade M-16 2 30.9920$ 2,479.36$ 5,371.94$ 64,463.33$
Payroll Technician 3 31.9372$ 2,554.98$ 5,535.78$ 66,429.41$
4 32.8893$ 2,631.14$ 5,700.81$ 68,409.66$
5 33.2180$ 2,657.44$ 5,757.78$ 69,093.39$
6 33.5494$ 2,683.95$ 5,815.23$ 69,782.76$
7 33.8863$ 2,710.91$ 5,873.63$ 70,483.55$
8 34.2232$ 2,737.86$ 5,932.03$ 71,184.30$
9 34.5656$ 2,765.25$ 5,991.37$ 71,896.39$
10 34.9093$ 2,792.74$ 6,050.94$ 72,611.31$
11 35.2598$ 2,820.79$ 6,111.70$ 73,340.43$
12 35.6145$ 2,849.16$ 6,173.17$ 74,078.07$
13 35.9677$ 2,877.42$ 6,234.41$ 74,812.88$
Page 261City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 30.9920$ 2,479.36$ 5,371.94$ 64,463.33$
Grade M-17 2 31.9372$ 2,554.98$ 5,535.78$ 66,429.41$
3 32.8893$ 2,631.14$ 5,700.81$ 68,409.66$
4 33.8850$ 2,710.80$ 5,873.39$ 70,480.70$
5 34.2246$ 2,737.97$ 5,932.26$ 71,187.13$
6 34.5683$ 2,765.46$ 5,991.84$ 71,902.06$
7 34.9161$ 2,793.29$ 6,052.12$ 72,625.49$
8 35.2612$ 2,820.90$ 6,111.94$ 73,343.28$
9 35.6158$ 2,849.27$ 6,173.41$ 74,080.92$
10 35.9691$ 2,877.53$ 6,234.64$ 74,815.69$
11 36.3305$ 2,906.44$ 6,297.29$ 75,567.52$
12 36.6920$ 2,935.36$ 6,359.95$ 76,319.35$
13 37.0616$ 2,964.93$ 6,424.01$ 77,088.16$
MANAGEMENT RANGE 1 31.9372$ 2,554.98$ 5,535.78$ 66,429.41$
Grade M-18 2 32.8893$ 2,631.14$ 5,700.81$ 68,409.66$
Administrative Assistant 3 33.8850$ 2,710.80$ 5,873.39$ 70,480.70$
Legal Administrative Assistant 4 34.8984$ 2,791.87$ 6,049.05$ 72,588.63$
Payroll Specialist 5 35.2489$ 2,819.91$ 6,109.81$ 73,317.74$
6 35.6008$ 2,848.07$ 6,170.81$ 74,049.69$
7 35.9568$ 2,876.54$ 6,232.51$ 74,790.15$
8 36.3155$ 2,905.24$ 6,294.69$ 75,536.31$
9 36.6770$ 2,934.16$ 6,357.35$ 76,288.16$
10 37.0453$ 2,963.62$ 6,421.18$ 77,054.12$
11 37.4176$ 2,993.41$ 6,485.72$ 77,828.66$
12 37.7900$ 3,023.20$ 6,550.26$ 78,603.17$
13 38.1705$ 3,053.64$ 6,616.23$ 79,394.70$
-$
MANAGEMENT RANGE 1 32.8893$ 2,631.14$ 5,700.81$ 68,409.66$
Grade M-19 2 33.8850$ 2,710.80$ 5,873.39$ 70,480.70$
Administrataive Analyst 3 34.8984$ 2,791.87$ 6,049.05$ 72,588.63$
4 35.9473$ 2,875.78$ 6,230.86$ 74,770.29$
5 36.3060$ 2,904.48$ 6,293.04$ 75,516.46$
6 36.6688$ 2,933.50$ 6,355.92$ 76,271.09$
7 37.0371$ 2,962.97$ 6,419.76$ 77,037.12$
8 37.4081$ 2,992.65$ 6,484.07$ 77,808.80$
9 37.7777$ 3,022.22$ 6,548.14$ 78,577.64$
10 38.1542$ 3,052.33$ 6,613.39$ 79,360.66$
11 38.5388$ 3,083.10$ 6,680.06$ 80,160.71$
12 38.9234$ 3,113.88$ 6,746.73$ 80,960.77$
13 39.3122$ 3,144.97$ 6,814.11$ 81,769.32$
MANAGEMENT RANGE 1 33.8850$ 2,710.80$ 5,873.39$ 70,480.70$
Grade M-20 2 34.8984$ 2,791.87$ 6,049.05$ 72,588.63$
3 35.9473$ 2,875.78$ 6,230.86$ 74,770.29$
4 37.0248$ 2,961.98$ 6,417.63$ 77,011.58$
5 37.3931$ 2,991.45$ 6,481.47$ 77,777.59$
6 37.7695$ 3,021.56$ 6,546.72$ 78,560.61$
7 38.1432$ 3,051.46$ 6,611.50$ 79,337.95$
8 38.5293$ 3,082.34$ 6,678.40$ 80,140.85$
9 38.9125$ 3,113.00$ 6,744.84$ 80,938.07$
10 39.2985$ 3,143.88$ 6,811.75$ 81,740.95$
11 39.6941$ 3,175.53$ 6,880.31$ 82,563.69$
12 40.0910$ 3,207.28$ 6,949.11$ 83,389.27$
13 40.4920$ 3,239.36$ 7,018.61$ 84,223.34$
Page 262City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 34.8984$ 2,791.87$ 6,049.05$ 72,588.63$
Grade M-21 2 35.9473$ 2,875.78$ 6,230.86$ 74,770.29$
Legal Assistant/Paralegal 3 37.0248$ 2,961.98$ 6,417.63$ 77,011.58$
Public Works Safety & Operations Specialist 4 38.1351$ 3,050.81$ 6,610.08$ 79,320.93$
5 38.5170$ 3,081.36$ 6,676.28$ 80,115.30$
6 38.9030$ 3,112.24$ 6,743.18$ 80,918.21$
7 39.2903$ 3,143.23$ 6,810.33$ 81,723.91$
8 39.6845$ 3,174.76$ 6,878.65$ 82,543.84$
9 40.0801$ 3,206.41$ 6,947.21$ 83,366.57$
10 40.4811$ 3,238.49$ 7,016.72$ 84,200.65$
11 40.8862$ 3,270.90$ 7,086.94$ 85,043.29$
12 41.2954$ 3,303.63$ 7,157.86$ 85,894.36$
13 41.7073$ 3,336.58$ 7,229.26$ 86,751.16$
MANAGEMENT RANGE 1 35.9473$ 2,875.78$ 6,230.86$ 74,770.29$
Grade M-22 2 37.0248$ 2,961.98$ 6,417.63$ 77,011.58$
Communications & Records Management Coordinator 3 38.1351$ 3,050.81$ 6,610.08$ 79,320.93$
Human Resources Specialist 4 39.2767$ 3,142.14$ 6,807.96$ 81,695.55$
5 39.6723$ 3,173.78$ 6,876.52$ 82,518.28$
6 40.0664$ 3,205.32$ 6,944.85$ 83,338.21$
7 40.4688$ 3,237.50$ 7,014.59$ 84,175.12$
8 40.8739$ 3,269.91$ 7,084.81$ 85,017.72$
9 41.2817$ 3,302.54$ 7,155.50$ 85,866.03$
10 41.6937$ 3,335.49$ 7,226.90$ 86,722.80$
11 42.1151$ 3,369.21$ 7,299.96$ 87,599.46$
12 42.5352$ 3,402.82$ 7,372.77$ 88,473.24$
13 42.9567$ 3,436.54$ 7,445.83$ 89,349.91$
MANAGEMENT RANGE 1 37.0248$ 2,961.98$ 6,417.63$ 77,011.58$
Grade M-23 2 38.1351$ 3,050.81$ 6,610.08$ 79,320.93$
Public Works Management Assistant 3 39.2767$ 3,142.14$ 6,807.96$ 81,695.55$
Senior Center Manager 4 40.4647$ 3,237.18$ 7,013.88$ 84,166.61$
5 40.8616$ 3,268.93$ 7,082.68$ 84,992.20$
6 41.2708$ 3,301.67$ 7,153.61$ 85,843.33$
7 41.6827$ 3,334.62$ 7,225.01$ 86,700.08$
8 42.0974$ 3,367.79$ 7,296.88$ 87,562.55$
9 42.5216$ 3,401.73$ 7,370.41$ 88,444.89$
10 42.9444$ 3,435.55$ 7,443.70$ 89,324.37$
11 43.3727$ 3,469.82$ 7,517.93$ 90,215.20$
12 43.8105$ 3,504.84$ 7,593.83$ 91,125.90$
13 44.2443$ 3,539.54$ 7,669.01$ 92,028.08$
MANAGEMENT RANGE 1 38.1351$ 3,050.81$ 6,610.08$ 79,320.93$
Grade M-24 2 39.2835$ 3,142.68$ 6,809.15$ 81,709.75$
3 40.4647$ 3,237.18$ 7,013.88$ 84,166.61$
4 41.6800$ 3,334.40$ 7,224.54$ 86,694.43$
5 42.0947$ 3,367.57$ 7,296.41$ 87,556.88$
6 42.5175$ 3,401.40$ 7,369.70$ 88,436.38$
7 42.9417$ 3,435.33$ 7,443.22$ 89,318.68$
8 43.3700$ 3,469.60$ 7,517.46$ 90,209.52$
9 43.8064$ 3,504.51$ 7,593.12$ 91,117.38$
10 44.2374$ 3,539.00$ 7,667.82$ 92,013.87$
11 44.6835$ 3,574.68$ 7,745.13$ 92,941.60$
12 45.1295$ 3,610.36$ 7,822.44$ 93,869.32$
13 45.5810$ 3,646.48$ 7,900.70$ 94,808.41$
Page 263City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 39.2835$ 3,142.68$ 6,809.15$ 81,709.75$
Grade M-25 2 40.4647$ 3,237.18$ 7,013.88$ 84,166.61$
3 41.6800$ 3,334.40$ 7,224.54$ 86,694.43$
4 42.9308$ 3,434.46$ 7,441.33$ 89,295.99$
5 43.3618$ 3,468.94$ 7,516.04$ 90,192.50$
6 43.7887$ 3,503.10$ 7,590.04$ 91,080.51$
7 44.2293$ 3,538.34$ 7,666.41$ 91,996.88$
8 44.6698$ 3,573.59$ 7,742.77$ 92,913.23$
9 45.1199$ 3,609.59$ 7,820.79$ 93,849.45$
10 45.5700$ 3,645.60$ 7,898.81$ 94,785.68$
11 46.0229$ 3,681.83$ 7,977.30$ 95,727.58$
12 46.4907$ 3,719.26$ 8,058.39$ 96,700.70$
13 46.9504$ 3,756.03$ 8,138.07$ 97,656.78$
MANAGEMENT RANGE 1 40.4647$ 3,237.18$ 7,013.88$ 84,166.61$
Grade M-26 2 41.6800$ 3,334.40$ 7,224.54$ 86,694.43$
Assistant City Attorney 3 42.9308$ 3,434.46$ 7,441.33$ 89,295.99$
4 44.2197$ 3,537.58$ 7,664.75$ 91,977.02$
5 44.6630$ 3,573.04$ 7,741.59$ 92,899.05$
6 45.1117$ 3,608.94$ 7,819.37$ 93,832.42$
7 45.5619$ 3,644.95$ 7,897.39$ 94,768.68$
8 46.0147$ 3,681.18$ 7,975.88$ 95,710.58$
9 46.4757$ 3,718.06$ 8,055.79$ 96,669.47$
10 46.9422$ 3,755.38$ 8,136.65$ 97,639.75$
11 47.4128$ 3,793.02$ 8,218.21$ 98,618.53$
12 47.8847$ 3,830.77$ 8,300.01$ 99,600.14$
13 48.3634$ 3,869.07$ 8,382.99$ 100,595.93$
MANAGEMENT RANGE 1 41.6800$ 3,334.40$ 7,224.54$ 86,694.43$
Grade M-27 2 42.9308$ 3,434.46$ 7,441.33$ 89,295.99$
3 44.2197$ 3,537.58$ 7,664.75$ 91,977.02$
4 45.5482$ 3,643.86$ 7,895.03$ 94,740.30$
5 46.0052$ 3,680.41$ 7,974.23$ 95,690.72$
6 46.4621$ 3,716.97$ 8,053.43$ 96,641.13$
7 46.9272$ 3,754.18$ 8,134.05$ 97,608.55$
8 47.3978$ 3,791.82$ 8,215.61$ 98,587.34$
9 47.8724$ 3,829.79$ 8,297.89$ 99,574.62$
10 48.3539$ 3,868.31$ 8,381.34$ 100,576.09$
11 48.8326$ 3,906.61$ 8,464.33$ 101,571.90$
12 49.3209$ 3,945.68$ 8,548.96$ 102,587.56$
13 49.8161$ 3,985.29$ 8,634.79$ 103,617.44$
MANAGEMENT RANGE 1 42.9308$ 3,434.46$ 7,441.33$ 89,295.99$
Grade M-28 2 44.2197$ 3,537.58$ 7,664.75$ 91,977.02$
City Clerk 3 45.5482$ 3,643.86$ 7,895.03$ 94,740.30$
4 46.9176$ 3,753.41$ 8,132.39$ 97,588.66$
5 47.3828$ 3,790.62$ 8,213.01$ 98,556.12$
6 47.8588$ 3,828.70$ 8,295.52$ 99,546.24$
7 48.3375$ 3,867.00$ 8,378.50$ 100,542.05$
8 48.8176$ 3,905.41$ 8,461.72$ 101,540.69$
9 49.3100$ 3,944.80$ 8,547.07$ 102,564.88$
10 49.8011$ 3,984.08$ 8,632.18$ 103,586.19$
11 50.3003$ 4,024.02$ 8,718.71$ 104,624.56$
12 50.8036$ 4,064.29$ 8,805.95$ 105,671.42$
13 51.3110$ 4,104.88$ 8,893.90$ 106,726.79$
Page 264City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 44.2197$ 3,537.58$ 7,664.75$ 91,977.02$
Grade M-29 2 45.5482$ 3,643.86$ 7,895.03$ 94,740.30$
3 46.9176$ 3,753.41$ 8,132.39$ 97,588.66$
4 48.3225$ 3,865.80$ 8,375.91$ 100,510.86$
5 48.8081$ 3,904.65$ 8,460.07$ 101,520.83$
6 49.2950$ 3,943.60$ 8,544.47$ 102,533.67$
7 49.7888$ 3,983.10$ 8,630.06$ 103,560.70$
8 50.2853$ 4,022.82$ 8,716.11$ 104,593.36$
9 50.7872$ 4,062.98$ 8,803.11$ 105,637.37$
10 51.2946$ 4,103.57$ 8,891.06$ 106,692.77$
11 51.8088$ 4,144.71$ 8,980.19$ 107,762.33$
12 52.3271$ 4,186.17$ 9,070.03$ 108,840.40$
13 52.8509$ 4,228.07$ 9,160.82$ 109,929.84$
MANAGEMENT RANGE 1 45.5482$ 3,643.86$ 7,895.03$ 94,740.30$
Grade M-30 2 46.9176$ 3,753.41$ 8,132.39$ 97,588.66$
Assistant Solid Waste Supintendent 3 48.3225$ 3,865.80$ 8,375.91$ 100,510.86$
Customer Service Manager 4 49.7724$ 3,981.79$ 8,627.22$ 103,526.63$
Financial Systems Analyst 5 50.2730$ 4,021.84$ 8,713.99$ 104,567.82$
6 50.7722$ 4,061.78$ 8,800.52$ 105,606.18$
7 51.2823$ 4,102.59$ 8,888.94$ 106,667.23$
8 51.7925$ 4,143.40$ 8,977.36$ 107,728.31$
9 52.3135$ 4,185.08$ 9,067.67$ 108,812.06$
10 52.8373$ 4,226.98$ 9,158.46$ 109,901.50$
11 53.3624$ 4,268.99$ 9,249.48$ 110,993.74$
12 53.8957$ 4,311.66$ 9,341.92$ 112,103.03$
13 54.4372$ 4,354.97$ 9,435.78$ 113,229.33$
MANAGEMENT RANGE 1 46.9176$ 3,753.41$ 8,132.39$ 97,588.66$
Grade M-31 2 48.3225$ 3,865.80$ 8,375.91$ 100,510.86$
3 49.7724$ 3,981.79$ 8,627.22$ 103,526.63$
4 51.2646$ 4,101.17$ 8,885.86$ 106,630.35$
5 51.7788$ 4,142.31$ 8,974.99$ 107,699.93$
6 52.2958$ 4,183.66$ 9,064.60$ 108,775.16$
7 52.8223$ 4,225.78$ 9,155.86$ 109,870.28$
8 53.3501$ 4,268.01$ 9,247.35$ 110,968.24$
9 53.8820$ 4,310.56$ 9,339.56$ 112,074.66$
10 54.4235$ 4,353.88$ 9,433.41$ 113,200.97$
11 54.9637$ 4,397.09$ 9,527.04$ 114,324.42$
12 55.5161$ 4,441.29$ 9,622.79$ 115,473.46$
13 56.0671$ 4,485.37$ 9,718.30$ 116,619.58$
MANAGEMENT RANGE 1 48.3225$ 3,865.80$ 8,375.91$ 100,510.86$
Grade M-32 2 49.7724$ 3,981.79$ 8,627.22$ 103,526.63$
Budget Accountant 3 51.2646$ 4,101.17$ 8,885.86$ 106,630.35$
Capital Accountant 4 52.8032$ 4,224.25$ 9,152.55$ 109,830.56$
Cost Accountant 5 53.3283$ 4,266.26$ 9,243.57$ 110,922.81$
Financial Accountant 6 53.8643$ 4,309.14$ 9,336.48$ 112,037.76$
Planning Supervisor 7 54.4003$ 4,352.03$ 9,429.39$ 113,152.72$
Power Resources Manager 8 54.9487$ 4,395.89$ 9,524.43$ 114,293.21$
Senior Financial Systems Analyst 9 55.4970$ 4,439.76$ 9,619.48$ 115,433.72$
10 56.0521$ 4,484.17$ 9,715.70$ 116,588.39$
11 56.6141$ 4,529.12$ 9,813.10$ 117,757.24$
12 57.1801$ 4,574.41$ 9,911.22$ 118,934.65$
13 57.7516$ 4,620.13$ 10,010.28$ 120,123.35$
Page 265City of Port Angeles • 2025 Budget •
CITY of PORT ANGELESManagement Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 49.7724$ 3,981.79$ 8,627.22$ 103,526.63$
Grade M-33 2 51.2646$ 4,101.17$ 8,885.86$ 106,630.35$
Field Crew Superintendent 3 52.8032$ 4,224.25$ 9,152.55$ 109,830.56$
Fleet Manager 4 54.3853$ 4,350.83$ 9,426.79$ 113,121.52$
Solid Waste Superintendent 5 54.9309$ 4,394.48$ 9,521.36$ 114,256.35$
Street/Stormwater Superintendent 6 55.4793$ 4,438.34$ 9,616.40$ 115,396.85$
7 56.0385$ 4,483.08$ 9,713.34$ 116,560.02$
8 56.5977$ 4,527.82$ 9,810.27$ 117,723.21$
9 57.1624$ 4,572.99$ 9,908.15$ 118,897.74$
10 57.7312$ 4,618.49$ 10,006.73$ 120,080.81$
11 58.3108$ 4,664.87$ 10,107.21$ 121,286.54$
12 58.8919$ 4,711.35$ 10,207.93$ 122,495.12$
13 59.4838$ 4,758.71$ 10,310.53$ 123,726.40$
MANAGEMENT RANGE 1 51.2646$ 4,101.17$ 8,885.86$ 106,630.35$
Grade M-34 2 52.8032$ 4,224.25$ 9,152.55$ 109,830.56$
Water Superintendent 3 54.3853$ 4,350.83$ 9,426.79$ 113,121.52$
Wastewater Superintendent 4 56.0207$ 4,481.66$ 9,710.26$ 116,523.15$
5 56.5813$ 4,526.51$ 9,807.43$ 117,689.14$
6 57.1460$ 4,571.68$ 9,905.31$ 118,863.69$
7 57.7175$ 4,617.40$ 10,004.37$ 120,052.44$
8 58.2958$ 4,663.67$ 10,104.61$ 121,255.32$
9 58.8769$ 4,710.15$ 10,205.33$ 122,463.94$
10 59.4661$ 4,757.29$ 10,307.46$ 123,689.52$
11 60.0635$ 4,805.08$ 10,411.01$ 124,932.16$
12 60.6623$ 4,852.99$ 10,514.80$ 126,177.63$
13 61.2679$ 4,901.43$ 10,619.77$ 127,437.27$
MANAGEMENT RANGE 1 52.8032$ 4,224.25$ 9,152.55$ 109,830.56$
Grade M-35 2 54.3853$ 4,350.83$ 9,426.79$ 113,121.52$
3 56.0207$ 4,481.66$ 9,710.26$ 116,523.15$
4 57.7011$ 4,616.09$ 10,001.53$ 120,018.39$
5 58.2781$ 4,662.25$ 10,101.54$ 121,218.46$
6 58.8605$ 4,708.84$ 10,202.49$ 122,429.88$
7 59.4484$ 4,755.87$ 10,304.39$ 123,652.65$
8 60.0431$ 4,803.45$ 10,407.47$ 124,889.59$
9 60.6418$ 4,851.35$ 10,511.25$ 126,135.04$
10 61.2502$ 4,900.02$ 10,616.70$ 127,400.39$
11 61.8640$ 4,949.12$ 10,723.09$ 128,677.05$
12 62.4778$ 4,998.22$ 10,829.48$ 129,953.74$
13 63.1038$ 5,048.31$ 10,938.00$ 131,255.95$
MANAGEMENT RANGE 1 55.4233$ 4,433.87$ 9,606.71$ 115,280.51$
Grade M-36 2 57.0860$ 4,566.88$ 9,894.91$ 118,738.87$
Capital Projects Engineer 3 58.8005$ 4,704.04$ 10,192.09$ 122,305.04$
Electrical Engineer 4 60.5641$ 4,845.13$ 10,497.78$ 125,973.35$
IT Manager 5 61.1697$ 4,893.58$ 10,602.75$ 127,233.00$
6 61.7821$ 4,942.57$ 10,708.90$ 128,506.82$
7 62.3973$ 4,991.78$ 10,815.53$ 129,786.33$
8 63.0220$ 5,041.76$ 10,923.81$ 131,085.70$
9 63.6535$ 5,092.28$ 11,033.27$ 132,399.26$
10 64.2905$ 5,143.24$ 11,143.68$ 133,724.15$
11 64.9315$ 5,194.52$ 11,254.80$ 135,057.59$
12 65.5808$ 5,246.46$ 11,367.33$ 136,408.01$
13 66.2382$ 5,299.06$ 11,481.29$ 137,775.49$
Page 266City of Port Angeles • 2025 Budget •
CITY of PORT ANGELESManagement Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 57.0860$ 4,566.88$ 9,894.91$ 118,738.87$
Grade M-37 2 58.8005$ 4,704.04$ 10,192.09$ 122,305.04$
Light Operations Manager 3 60.5641$ 4,845.13$ 10,497.78$ 125,973.35$
4 62.3809$ 4,990.47$ 10,812.69$ 129,752.29$
5 63.0042$ 5,040.34$ 10,920.74$ 131,048.82$
6 63.6344$ 5,090.75$ 11,029.96$ 132,359.53$
7 64.2686$ 5,141.49$ 11,139.90$ 133,678.78$
8 64.9152$ 5,193.21$ 11,251.96$ 135,023.53$
9 65.5630$ 5,245.04$ 11,364.26$ 136,371.13$
10 66.2191$ 5,297.53$ 11,477.98$ 137,735.76$
11 66.8779$ 5,350.23$ 11,592.17$ 139,106.02$
12 67.5503$ 5,404.03$ 11,708.73$ 140,504.72$
13 68.2214$ 5,457.71$ 11,825.05$ 141,900.54$
MANAGEMENT RANGE 1 58.8005$ 4,704.04$ 10,192.09$ 122,305.04$
Grade M-38 2 60.5641$ 4,845.13$ 10,497.78$ 125,973.35$
Division Chief 3 62.3809$ 4,990.47$ 10,812.69$ 129,752.29$
Fire Marshall/Assistant Chief 4 64.2523$ 5,140.18$ 11,137.06$ 133,644.72$
5 64.8961$ 5,191.68$ 11,248.65$ 134,983.79$
6 65.5426$ 5,243.41$ 11,360.72$ 136,328.59$
7 66.2000$ 5,296.00$ 11,474.67$ 137,696.04$
8 66.8629$ 5,349.03$ 11,589.57$ 139,074.85$
9 67.5258$ 5,402.06$ 11,704.47$ 140,453.64$
10 68.2050$ 5,456.40$ 11,822.21$ 141,866.50$
11 68.8884$ 5,511.07$ 11,940.66$ 143,287.87$
12 69.5758$ 5,566.07$ 12,059.81$ 144,717.75$
13 70.2714$ 5,621.72$ 12,180.38$ 146,164.61$
MANAGEMENT RANGE 1 60.5641$ 4,845.13$ 10,497.78$ 125,973.35$
Grade M-39 2 62.3809$ 4,990.47$ 10,812.69$ 129,752.29$
Community Services Deputy/CED Manager 3 64.2523$ 5,140.18$ 11,137.06$ 133,644.72$
Deputy Director of PenCom 4 66.1782$ 5,294.25$ 11,470.89$ 137,650.62$
Senior Assistant City Attorney 5 66.8411$ 5,347.29$ 11,585.79$ 139,029.44$
6 67.5108$ 5,400.86$ 11,701.87$ 140,422.43$
7 68.1887$ 5,455.09$ 11,819.37$ 141,832.45$
8 68.8666$ 5,509.33$ 11,936.87$ 143,242.47$
9 69.5554$ 5,564.43$ 12,056.26$ 144,675.15$
10 70.2496$ 5,619.97$ 12,176.60$ 146,119.24$
11 70.9548$ 5,676.38$ 12,298.83$ 147,585.99$
12 71.6613$ 5,732.91$ 12,421.30$ 149,055.58$
13 72.3788$ 5,790.30$ 12,545.65$ 150,547.84$
MANAGEMENT RANGE 1 62.3809$ 4,990.47$ 10,812.69$ 129,752.29$
Grade M-40 2 64.2523$ 5,140.18$ 11,137.06$ 133,644.72$
Deputy Police Chief 3 66.1782$ 5,294.25$ 11,470.89$ 137,650.62$
4 68.1764$ 5,454.11$ 11,817.24$ 141,806.90$
5 68.8461$ 5,507.69$ 11,933.33$ 143,199.90$
6 69.5363$ 5,562.90$ 12,052.95$ 144,635.42$
7 70.2319$ 5,618.55$ 12,173.53$ 146,082.34$
8 70.9302$ 5,674.42$ 12,294.58$ 147,534.90$
9 71.6409$ 5,731.27$ 12,417.75$ 149,013.02$
10 72.3597$ 5,788.78$ 12,542.35$ 150,508.15$
11 73.0799$ 5,846.39$ 12,667.18$ 152,006.11$
12 73.8150$ 5,905.20$ 12,794.61$ 153,535.27$
13 74.5488$ 5,963.91$ 12,921.80$ 155,061.58$
Page 267City of Port Angeles • 2025 Budget •
CITY of PORT ANGELESManagement Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 64.2523$ 5,140.18$ 11,137.06$ 133,644.72$
Grade M-41 2 66.1782$ 5,294.25$ 11,470.89$ 137,650.62$
City Engineer/Deputy Director of Engineering 3 68.1764$ 5,454.11$ 11,817.24$ 141,806.90$
Deputy Director of Light Operations 4 70.2183$ 5,617.46$ 12,171.16$ 146,053.97$
Deputy Director of Operations 5 70.9111$ 5,672.89$ 12,291.27$ 147,495.18$
Deputy Fire Chief 6 71.6191$ 5,729.52$ 12,413.97$ 148,967.63$
7 72.3379$ 5,787.03$ 12,538.56$ 150,462.76$
8 73.0594$ 5,844.75$ 12,663.63$ 151,963.55$
9 73.7905$ 5,903.24$ 12,790.35$ 153,484.21$
10 74.5311$ 5,962.49$ 12,918.73$ 155,024.72$
11 75.2731$ 6,021.85$ 13,047.34$ 156,568.06$
12 76.0274$ 6,082.19$ 13,178.08$ 158,136.96$
13 76.7885$ 6,143.08$ 13,310.00$ 159,720.01$
MANAGEMENT RANGE 1 66.1782$ 5,294.25$ 11,470.89$ 137,650.62$
Grade M-42 2 68.1764$ 5,454.11$ 11,817.24$ 141,806.90$
Director of Community & Economic Development 3 70.2183$ 5,617.46$ 12,171.16$ 146,053.97$
4 72.3297$ 5,786.37$ 12,537.14$ 150,445.73$
5 73.0498$ 5,843.99$ 12,661.97$ 151,943.68$
6 73.7809$ 5,902.48$ 12,788.70$ 153,464.36$
7 74.5202$ 5,961.62$ 12,916.84$ 155,002.03$
8 75.2608$ 6,020.87$ 13,045.21$ 156,542.54$
9 76.0165$ 6,081.32$ 13,176.19$ 158,114.25$
10 76.7748$ 6,141.99$ 13,307.64$ 159,691.64$
11 77.5441$ 6,203.53$ 13,440.98$ 161,291.75$
12 78.3188$ 6,265.51$ 13,575.27$ 162,903.20$
13 79.1031$ 6,328.25$ 13,711.21$ 164,534.49$
-$
MANAGEMENT RANGE 1 68.1764$ 5,454.11$ 11,817.24$ 141,806.90$
Grade M-43 2 70.2183$ 5,617.46$ 12,171.16$ 146,053.97$
Finance Director 3 72.3297$ 5,786.37$ 12,537.14$ 150,445.73$
Fire Chief 4 74.4970$ 5,959.76$ 12,912.82$ 154,953.81$
Human Resources Director 5 75.2404$ 6,019.23$ 13,041.67$ 156,499.98$
Parks & Recreation Director 6 75.9974$ 6,079.79$ 13,172.88$ 158,074.55$
Police Chief 7 76.7516$ 6,140.13$ 13,303.62$ 159,643.43$
8 77.5250$ 6,202.00$ 13,437.67$ 161,252.04$
9 78.2943$ 6,263.54$ 13,571.01$ 162,852.13$
10 79.0813$ 6,326.50$ 13,707.43$ 164,489.12$
11 79.8724$ 6,389.79$ 13,844.55$ 166,134.62$
12 80.6730$ 6,453.84$ 13,983.33$ 167,799.93$
13 81.4792$ 6,518.33$ 14,123.05$ 169,476.64$
MANAGEMENT RANGE 1 70.2237$ 5,617.90$ 12,172.11$ 146,065.31$
Grade M-44 2 72.3228$ 5,785.83$ 12,535.96$ 150,431.52$
3 74.4970$ 5,959.76$ 12,912.82$ 154,953.81$
4 76.7353$ 6,138.82$ 13,300.78$ 159,609.38$
5 77.4964$ 6,199.71$ 13,432.71$ 161,192.46$
6 78.2738$ 6,261.91$ 13,567.46$ 162,809.57$
7 79.0567$ 6,324.54$ 13,703.17$ 164,438.02$
8 79.8479$ 6,387.83$ 13,840.29$ 166,083.53$
9 80.6430$ 6,451.44$ 13,978.13$ 167,737.51$
10 81.4532$ 6,516.26$ 14,118.56$ 169,422.74$
11 82.2689$ 6,581.51$ 14,259.94$ 171,119.28$
12 83.0941$ 6,647.53$ 14,402.98$ 172,835.70$
13 83.9220$ 6,713.76$ 14,546.48$ 174,557.81$
Page 268City of Port Angeles • 2025 Budget •
CITY of PORT ANGELES
Management Non-Represented Classification Salary Schedule -- Effective January 1, 2025
GRADE DESCRIPTION Step Hourly
Rate
Bi-Weekly
Amount
Monthly
Salary Annual
MANAGEMENT RANGE 1 72.3297$ 5,786.37$ 12,537.14$ 150,445.73$
Grade M-45 2 74.4943$ 5,959.54$ 12,912.35$ 154,948.14$
City Attorney 3 76.7353$ 6,138.82$ 13,300.78$ 159,609.38$
Public Works & Utilities Director 4 79.0349$ 6,322.79$ 13,699.39$ 164,392.65$
5 79.8219$ 6,385.75$ 13,835.80$ 166,029.61$
6 80.6239$ 6,449.92$ 13,974.82$ 167,697.80$
7 81.4273$ 6,514.19$ 14,114.07$ 169,368.82$
8 82.2443$ 6,579.55$ 14,255.68$ 171,068.20$
9 83.0627$ 6,645.02$ 14,397.54$ 172,770.45$
10 83.8975$ 6,711.80$ 14,542.23$ 174,506.72$
11 84.7336$ 6,778.69$ 14,687.15$ 176,245.84$
12 85.5833$ 6,846.67$ 14,834.44$ 178,013.30$
13 86.4385$ 6,915.08$ 14,982.68$ 179,792.13$
MANAGEMENT RANGE 1 74.4970$ 5,959.76$ 12,912.82$ 154,953.81$
Grade M-46 2 76.7326$ 6,138.60$ 13,300.31$ 159,603.72$
Deputy City Manager/Director of Community Service 3 79.0349$ 6,322.79$ 13,699.39$ 164,392.65$
4 81.4069$ 6,512.55$ 14,110.52$ 169,326.27$
5 82.2157$ 6,577.26$ 14,250.72$ 171,008.64$
6 83.0423$ 6,643.38$ 14,393.99$ 172,727.92$
7 83.8702$ 6,709.62$ 14,537.50$ 174,449.99$
8 84.7104$ 6,776.83$ 14,683.13$ 176,197.61$
9 85.5574$ 6,844.59$ 14,829.95$ 177,959.42$
10 86.4140$ 6,913.12$ 14,978.42$ 179,741.08$
11 87.2787$ 6,982.30$ 15,128.31$ 181,539.77$
12 88.1517$ 7,052.13$ 15,279.62$ 183,355.49$
13 89.0301$ 7,122.41$ 15,431.88$ 185,182.54$
MANAGEMENT RANGE 1 76.7353$ 6,138.82$ 13,300.78$ 159,609.38$
Grade M-47 2 79.0322$ 6,322.58$ 13,698.92$ 164,386.98$
3 81.4069$ 6,512.55$ 14,110.52$ 169,326.27$
4 83.8484$ 6,707.87$ 14,533.72$ 174,404.59$
5 84.6831$ 6,774.65$ 14,678.40$ 176,140.84$
6 85.5342$ 6,842.74$ 14,825.93$ 177,911.19$
7 86.3881$ 6,911.04$ 14,973.93$ 179,687.16$
8 87.2542$ 6,980.33$ 15,124.06$ 181,488.70$
9 88.1230$ 7,049.84$ 15,274.66$ 183,295.89$
10 89.0069$ 7,120.55$ 15,427.86$ 185,134.30$
11 89.8976$ 7,191.80$ 15,582.24$ 186,986.91$
12 90.7964$ 7,263.71$ 15,738.04$ 188,856.51$
13 91.7034$ 7,336.27$ 15,895.26$ 190,743.14$
MANAGEMENT RANGE 1 91.138$ 7,291.05$ 15,797.30$ 189,567.55$
Grade M-48
MANAGEMENT RANGE 1 93.872$ 7,509.78$ 16,271.22$ 195,254.58$
Grade M-49
MANAGEMENT RANGE 1 96.689$ 7,735.08$ 16,759.35$ 201,112.22$
Grade M-50
City Manager
MANAGEMENT RANGE 1 99.589$ 7,967.13$ 17,262.13$ 207,145.60$
Grade M-51
MANAGEMENT RANGE 1 102.577$ 8,206.14$ 17,780.00$ 213,359.97$
Grade M-52
**Includes 1/1/2025 COLA of 3.0%.
Note: Due to differences in rounding between Excel and Central Square some salaries may vary
within a few cents.
Page 269City of Port Angeles • 2025 Budget •
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly
Salary
Amount
MONTHLY
SALARY
Annual Salary
1 $29.142 $2,331.36 $5,051.28 $60,615.36
RANGE 1 2 $30.587 $2,446.96 $5,301.75 $63,620.96
Communications Officer 3 $32.123 $2,569.84 $5,567.99 $66,815.84
4 $33.706 $2,696.48 $5,842.37 $70,108.48
5 $35.398 $2,831.84 $6,135.65 $73,627.84
6 $37.172 $2,973.76 $6,443.15 $77,317.76
7 $39.031 $3,122.48 $6,765.37 $81,184.48
1 $37.364 $2,989.12 $6,476.43 $77,717.12
RANGE 2 2 $39.212 $3,136.96 $6,796.75 $81,560.96
Communications Supervisor 3 $41.197 $3,295.76 $7,140.81 $85,689.76
4 $43.271 $3,461.68 $7,500.31 $90,003.68
5 $45.435 $3,634.80 $7,875.40 $94,504.80
1 $31.664 $2,533.12 $5,488.43 $65,861.12
RANGE 3 2 $33.232 $2,658.56 $5,760.21 $69,122.56
Police Records Supervisor 3 $34.915 $2,793.20 $6,051.93 $72,623.20
4 $36.671 $2,933.68 $6,356.31 $76,275.68
1 $23.557 $1,884.52 $4,083.14 $48,997.62
RANGE 4 2 $24.737 $1,978.99 $4,287.81 $51,453.69
Police Records Specialist 3 $25.974 $2,077.88 $4,502.07 $54,024.88
4 $27.267 $2,181.36 $4,726.29 $56,715.46
5 $28.626 $2,290.10 $4,961.87 $59,542.50
1 $19.605 $1,568.40 $3,398.20 $40,778.40
RANGE 6 2 $20.699 $1,655.92 $3,587.82 $43,053.89
Parking Control Officer 3 $21.913 $1,753.04 $3,798.25 $45,579.04
4 $22.871 $1,829.68 $3,964.31 $47,571.67
5 $23.896 $1,911.68 $4,141.97 $49,703.68
6 $25.108 $2,008.64 $4,352.05 $52,224.64
1 $22.423 $1,793.83 $3,886.64 $46,639.63
RANGE 7 2 $23.547 $1,883.79 $4,081.54 $48,978.44
Warrant Entry Clerk 3 $24.720 $1,977.59 $4,284.79 $51,417.44
4 $25.956 $2,076.49 $4,499.05 $53,988.64
5 $27.256 $2,180.46 $4,724.33 $56,692.01
1 $22.871 $1,829.68 $3,964.31 $47,571.68
Range 8 2 $24.014 $1,921.12 $4,162.43 $49,949.12
Code Enforcement Officer 3 $25.215 $2,017.20 $4,370.60 $52,447.20
4 $26.476 $2,118.08 $4,589.17 $55,070.08
5 $27.800 $2,224.00 $4,818.67 $57,824.00
6 $29.190 $2,335.20 $5,059.60 $60,715.20
NOTE: Effective 01/01/2024 the annual salary is adjusted by the COLA amount (2.50% & 5.0%)
depending on the job classification. Due to rounding differences between Central Square and Excel,
some salaries may differ within a few cents.
City of Port Angeles -- TEAMSTERS Local #589 Communications & Support Unit
Salary & Classification Schedule effective January 1, 2024 -- 2.50% COLA Records & Code Enforcement
--5.0% COLA for Communications Officers and Communications Supervisors
Police Department Non-Sworn
Note: Effective 1/1/2024, the annual salary is adjusted by the COLA amount (2.50% & 5.0%)
depending on the job classification. Due to rounding differences between Central Square
and Excel, some salaries may differ within a few cents.
The rates shown are for 2024. The 2025 negotiations were not complete when the preliminary 2025 budget document
was published.
Page 270City of Port Angeles • 2025 Budget •
Salary Range Step Hourly Rate
based on
2,080 work
hours
Bi-weekly
Salary
Amount
MONTHLY
SALARY
Annual Salary
1 $40.0619 $3,204.95 $6,944.06 $83,328.72
RANGE 1 2 $41.864 $3,349.13 $7,256.44 $87,077.31
Police Officer 3 $43.765 $3,501.21 $7,585.96 $91,031.49
4 $45.736 $3,658.89 $7,927.59 $95,131.10
5 $47.707 $3,816.58 $8,269.23 $99,230.73
RANGE 2 1 $53.193 $4,255.46 $9,220.16 $110,641.96
Police Sergeant 2 $54.997 $4,399.83 $9,532.96 $114,395.53
1 $44.275 $3,542.00 $7,674.34 $92,092.12
RANGE 3 2 $45.467 $3,637.38 $7,881.00 $94,571.97
Police Corporal 3 $48.043 $3,843.47 $8,327.52 $99,930.29
4 $49.112 $3,928.93 $8,512.65 $102,151.85
5 $51.082 $4,086.60 $8,854.29 $106,251.47
RANGE 4 1 $36.945 $2,955.56 $6,403.71 $76,844.56
Training
1 $24.264 $1,941.10 $4,205.71 $50,468.52
RANGE 5 2 $25.477 $2,038.15 $4,416.00 $52,991.96
Code Enforcement Sworn Officer 3 $26.751 $2,140.06 $4,636.80 $55,641.55
4 $28.088 $2,247.06 $4,868.64 $58,423.63
5 $29.493 $2,359.42 $5,112.07 $61,344.82
6 $30.967 $2,477.39 $5,367.67 $64,412.05
Due to rounding differences between Central Square and Excel, some salaries may differ within a few cents.
City of Port Angeles -- TEAMSTERS Local #589 Sworn Officers Unit
Salary & Classification Schedule effective January 1, 2024 -- 3.0% COLA and 2.5% Wage Adjustment
Teamsters Local #589 - Police Department
Note: Due to rounding differences between Central Square and Excel, some salaries may differ within a few cents.
The rates shown are for 2024. The 2025 negotiations were not complete when the preliminary 2025 budget document
was published.
Page 271City of Port Angeles • 2025 Budget •
Financial Policies Financial Policies
City of Port Angeles
4 | Page
1. FINANCIAL POLICIES
1.1. Goals & Objectives:
1.1.1. The Financial Policies assemble all of the City’s key financial policies in one document. This
comprehensive document provides the guidelines to ensure that the City is financially able
to meet its immediate and long-term service objectives. The individual policies contained
herein serve as guidelines for both the financial planning and internal financial management
of the City.
1.2. Fiduciary Responsibility:
1.2.1. The City of Port Angeles is accountable to its citizens for the use of public funds. Municipal
resources must be used prudently to ensure adequate funding for the services, public
facilities, and infrastructure to meet the present and future needs of the community. These
policies safeguard the fiscal stability required to achieve the City’s goals and objectives.
1.3. Annual Review and Recommendations for Changes to Financial Policies:
1.3.1. The Chief Financial Officer shall, on an annual basis, prepare and deliver a report to the City
Council and City Manager detailing the results of the review of the City of Port Angeles
Financial Policies. In the report, the Chief Financial Officer shall make recommendations for
revisions to existing policies, addition of new policies or the deletion of existing policies to
accommodate any changes in generally accepted accounting principles (GAAP), changes in
state regulations and laws or changes in federal regulations and laws.
1.3.2. Should a change be required in the City’s Financial Policies as a result of a court decision or
changes in state or federal laws before the City Council can review and take any action, the
City Manager, upon recommendation by the Chief Financial Officer, is empowered to make
any revisions to existing policies, creation of new policies or deletion of existing policies to
allow the City of Port Angeles to be in compliance with governing authorities.
1.3.2.1. Provided that when the City Manager makes such change, the Chief Financial
Officer shall immediately inform the City Council in writing of the change, the
reason necessitating the change and the anticipated date the proposed revision
will come before Council for their consideration.
Page 272City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
5 | Page
2. LONG-RANGE FINANCIAL POLICIES
2.1. Resolution of Conflict between Policies:
2.1.1. If there is any conflict between the Long-Range Financial Policies and an individual financial
policy contained elsewhere in this document, the Long-Range Financial Policy shall govern.
In such case, the Chief Financial Officer shall notify the City Council and the City Manager in
writing of the conflict together with recommendations that will correct any conflict going
forward.
2.2. Ability to Pay:
2.2.1. Council shall consider the overall impact on the community and its “ability to pay” against
the need to enact any tax, utility rate or fee/charge increase.
2.3. Use of Reserves:
2.3.1. Council shall not use reserves/fund balance as a funding source for on-going operations
except on an emergency, short-term basis.
2.3.1.1. The use of rate stabilization reserves to provide for a “phase-in” of a larger utility
rate increase shall be permitted provided that Council has adopted a scheduled
plan for the utility rate increases as well as a plan to replenish the rate
stabilization reserve account for funds previously advanced.
2.4. Unassigned Fund Balance:
2.4.1. Council shall direct that General Fund unassigned fund balance (“reserves”) be increased
from its current minimum level of 10% of the current year General Fund expenditures to
25% of the current year General Fund expenditures.
2.4.1.1. To meet the additional funding requirement, Council shall consider the following
actions in rank priority:
2.4.1.1.1. Allocation of any savings generated from prior year operations in the
General Fund;
2.4.1.1.2. Allocation of additional utility excise tax revenues as a result of
Council-adopted utility rate increases;
2.4.1.1.3. Allocation of new revenues to the General Fund resulting from
levying the 1.0% increase in property tax as allowed by state law;
2.4.1.1.4. Allocation of any new sales tax revenue projected in the subsequent
year operating budget for the General Fund; and
2.4.1.1.5. Reduction in overall spending in the General Fund necessary to
generate the resources to be allocated to the General Fund
unassigned fund balance as authorized by Council.
2.4.2. Council recognizes that the actions required to achieve a 25% unassigned fund balance in
the General Fund may take an extended period to achieve. Therefore, the Council shall
target a five-year horizon to achieve the desired funding level and Council shall review the
target funding level on an annual basis as part of its deliberations for the next year’s
operating budget.
Page 273City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
6 | Page
2.5. General Fund Subsidy to Street Fund and Medic I Utility Fund:
2.5.1. Council shall consider implementing a “phase-out” of General Fund subsidy for the Street
Fund (Fund #102) and the Medic 1 Utility Fund (Fund #409).
2.5.2. The phase-out shall be over a period of not less than three (3) years nor more than five (5)
years.
2.5.3. Consideration of replacing funding currently provided by the General Fund for the Street
Fund shall include the option of the creation and implementation of a Transportation
Benefit District (TBD).
2.5.4. Prior to consideration of either a Council-approved TBD or placement on the ballot for
voter-approval, the Chief Financial Officer together with the Director of Public Works and
Utilities shall prepare a report for consideration by the City Council and City Manager that:
2.5.4.1. Analyzes the proposed method of funding for the TBD, provide an estimate of
the revenue for the next six (6) years to be generated if the TBD is approved, and
provide a specific list of projects to be funded along with a timeline for
completion of the identified projects.
2.5.5. Replacement funding for the Medic I Utility subsidy currently provided by General Fund for
the Medic I Utility Fund shall be coordinated with an upward adjustment to applicable
Medic I utility rates as provided in a Cost of Service Analysis (COSA). The COSA shall also
include a time-line for the utility rate increases intended to replace funding support from
the General Fund.
2.6. Issuance of New Debt and Ability to Pay:
2.6.1. Council shall consider, prior to the issuance of any new general government or utility debt,
the overall impact of the City’s ability to repay the debt obligation from existing taxes or
utility rates.
2.6.2. If new taxes and/or increases in utility rates are necessary to generate revenue for the new
debt service, the Chief Financial Officer shall provide the City Council and the City Manager
a report detailing the annual and total estimated costs of the debt repayment and the plan
or schedule for future tax and/or utility rate increases required to pay for the new debt.
2.7. Considerations for Debt Financing:
2.7.1. Council shall require the following for consideration of debt financing for projects:
2.7.1.1. If long-term debt financing is proposed, a financial analysis shall be required
prior to any approval of the project that analyzes the long-term sustainability of
funding from City resources, as well as the overall impact to the City’s total debt
obligation.
2.7.1.2. Any maintenance and operation (M&O) costs associated with the completed
project must be identified along with the proposed source of funding for the
M&O costs prior to seeking Council approval of the capital project.
2.8. Disposition of Unused Property:
2.8.1. Council shall consider selling of the Niichel property and other unused City properties to
allow the City to have the resources to meet the debt service obligations of the 2005
Limited Term General Obligation Bond and its $1,000,000 balloon payment in 2021.
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2.9. Use of Highly Volatile Funding Sources:
2.9.1. Council shall prohibit the use of highly volatile funding sources such as Lodging Tax (“hotel-
motel tax”), Real Estate Excise Tax I (REET-I), or Real Estate Excise Tax II (REET-II) for debt
service or other long-term commitments. Preference for use of such volatile funding
sources should be given to one-time capital expense, short-term funding commitments for
a capital expense or saving to create a funding pool that can “cash-out” a capital project.
2.10. Consideration for Smaller Scale Public Works Projects:
2.10.1. Council shall require that the Department of Public Works and Utilities examine its
proposed public works construction schedule to identify any opportunities to encourage
local contractors to bid on projects that are in line with their company’s economic
resources and/or bonding capabilities.
2.11. Capital Funding Priorities:
2.11.1. Council shall require that first priority for funding of capital projects should be given to
those projects designed to preserve and maintain existing infrastructure.
2.11.1.1. Council has established the following rank order:
2.11.1.1.1. Legal and statutory requirements and mandates provided realistic
and affordable sources of funding are available to the City.
2.11.1.1.2. Continuation of multi-year projects provided realistic and affordable
sources of funding are available to the City.
2.11.1.1.3. Capital funding shall be given to those projects that leverage City
funding with grants from the State and/or federal agencies.
2.11.1.1.4. Capital funding shall be given to public-private partnership projects,
whereby the City can leverage its contribution with private dollars to
enable a more economically diverse project where the primary risk
for the long-term financing is transferred to a private partner.
2.12. Use of One-time Revenues:
2.12.1. Council shall require that one-time revenues or revenues significantly above the budgeted
revenue target be used for one-time expenses and not be utilized to fund recurring
expenses such as salaries and wages or debt service.
2.13. Property Tax and Future Budgets:
2.13.1. Council shall require that in the development of all preliminary annual operating budgets,
the Chief Financial Officer should include a 1.0% property tax revenue increase for
consideration by Council.
2.13.2. The Chief Financial Officer shall forward to the City Council and City Manager prior to any
approval from Council for the 1.0% property tax increase a report that details the estim ated
revenue that may be generated if the 1.0% increase would be approved by Council. In
addition, the report shall also include an analysis of the potential long-term impact on the
General Fund if Council decided not to levy the 1.0% increase.
2.14. Use of Banked Property Tax Capacity:
2.14.1. Council shall not consider levying of any “banked” property tax levy capacity unless the
following conditions exist:
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2.14.1.1. The Council is considering adopting an annual budget that requires a reduction
in core services as identified by Council; and
2.14.1.2. Council has voted to authorize the implementation of the 1.0% in property tax
collections.
2.15. Utility Excise Tax Rates:
2.15.1. Council shall not consider any increase to the City’s utility excise tax rates through at least
the end of the 2019 fiscal year.
2.15.2. Prior to any proposal to Council for an increase in a utility excise tax rate, the Chief Financial
Officer shall prepare a report for the City Council and the City Manager, noting the amount
of the proposed tax increase, an estimate of new or additional annual revenues for the next
six (6), years and the need for the additional funding to be derived from the increased utility
excise tax rate.
2.16. Setting of Fees and Charges for Building Permits:
2.16.1. Council shall consider that the fees and charges for building permits shall include a total
cost recovery of direct and indirect costs.
2.16.2. Council may consider a potential reduction in the fees and charges for a building permit;
only if a project creates long-term family wage jobs and/or an identifiable long-term
revenue increase in sales tax as a result of the project’s construction.
2.16.3. The Chief Financial Officer, together with the Director of Community and Economic
Development, shall prepare a report to the City Council and City Manager every three (3)
years and prior to consideration of the next annual operating budget that compares the
City’s building permit fee and charges in comparison to fees and charges from other
comparable cities, together with an analysis of the net subsidy required of the General Fund
to off-set any shortfall in revenues associated with the total building permit operating costs.
2.17. Setting of Fees and Charges for Parks and Recreation Programs and Services:
2.17.1. Council shall require that fees and charges imposed for parks and recreation shall be based
on a cost recovery hierarchy.
2.17.2. The cost recovery hierarchy shall give consideration for potential subsidy from other parks
and recreation fees and/or the General Fund for programs based on targeted audiences
such as children and youth, special populations or broad-based community programs.
2.18. Utility Rate Design:
2.18.1. Council shall require that utility rates be designed to reflect the underlying nature of the
costs for each respective utility.
2.18.2. Council may consider establishing differential utility rates for specified utility classes to
achieve specific, identifiable goals such as reduced rates to encourage recycling of used
tires or construction materials.
2.19. Economic Development Fund:
2.19.1. Council shall consider creation and/or identification of a long-term, dedicated funding
source for the Economic Development Fund (Fund #103) which allows for funding of a
reserve fund for the collection of resources that could be used as a grant match and/or
source of local government direct project funding.
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2.20. Implementation of Utility Rate Increases:
2.20.1. Council shall give preference to more frequent, but smaller, incremental increases to rates,
fees, and charges rather than less frequent but larger increases.
2.20.2. In all cost of service analysis (COSA) efforts, preference shall be given to utilizing a “phased-
in” approach for all future rate increases, even if it may be necessary to slow-down or delay
planned capital project implementation as part of an overall “ability to pay” analysis within
the COSA.
2.21. Annexation and Cost of Service Analysis:
2.21.1. Council shall require a Cost of Service Analysis (COSA) prior to any consideration of a
potential annexation. Included in the COSA will be an estimation of costs associated with
providing the current level of City services to an area under consideration for annexation as
well as an estimate of all revenue that may be derived from the area included in the
proposed annexation.
2.22. Employee Salaries and Benefits:
2.22.1. Council shall require a salary and benefit survey to assess the comparability of salaries,
wages, and benefits paid by the City of Port Angeles in comparison to the market place for
prospective City employees. Included in that analysis shall be the following:
2.22.1.1. The survey shall be done no more often than every three (3) years nor less often
than every five (5) years.
2.22.1.2. The survey shall take into account internal comparability for responsibility and
critical importance to the City for short and long-term decision-making.
2.22.1.3. The survey shall take into account external factors including comparable cities,
private-sector jobs, and other factors that influence the City’s ability to recruit
and retain qualified employees.
2.22.1.4. The Chief Financial Officer shall prepare and deliver a report in writing to the
City Council and City Manager prior to any consideration of a change in salary,
wages, or benefit levels for unionized and/or non-represented employees that
details the estimated costs of any proposals that are under consideration for
approval by Council.
2.22.1.5. The Mayor, with approval of the Council, may appoint a special, ad hoc Council
Committee to work with the City Manager in the development of any proposals
regarding salaries, wages, and benefits for employees of the City.
2.23. Employee Contributions for Health Insurance:
2.23.1. Council shall require that all employees contribute to the cost of their health insurance
coverage for both the employee as well as any family coverage that may be required.
2.23.2. Council recognizes that implementation of this policy statement may require amendments
to collective bargaining agreements covering various groups of City employees and will
need to be negotiated as part of a collective bargaining process.
2.24. Payments by the City to Vendors and Employees:
2.24.1. Council shall require that all payments made by the City be accomplished via electronic
funds transfer wherever possible, as a means of reducing costs to the City.
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3. OPERATING POLICIES
3.1. Goals
3.1.1. To ensure delivery of an exceptional level of municipal services by assuring reliance on
ongoing resources and by maintaining a stable financial base.
3.1.2. To ensure that the City is in a position to respond to changes in the economy or new service
requirements without an undue amount of financial stress.
3.1.3. To maintain an excellent credit rating in the financial community and assure taxpa yers that
the City is well managed financially and maintained in sound fiscal condition.
3.1.4. To adhere to the highest accounting and management policies as set by the Government
Finance Officers’ Association (GFOA), the Governmental Accounting Standards Board
(GASB), and other professional standards for financial reporting and budgeting.
3.1.5. To ensure the legal use of financial resources through an effective system of internal
controls.
3.2. Revenue Policies
3.2.1. The City will strive to maintain a diversified mix of revenues in order to maintain needed
services during periods of declining economic activity.
3.2.2. General Fund revenue estimates should be prepared on a conservative basis in order to
minimize fluctuations in service levels during periods of economic downturn.
3.2.3. As much as is reasonably possible, City services that provide private benefit shall be
supported by fees and charges in order to provide maximum flexibility in the use of general
revenues to meet the cost of services of broader public benefit. The City shall establish user
charges as follows:
3.2.3.1. Building Permits: Fees shall be based on total cost recovery of direct and
indirect expenses.
3.2.3.2. Parks & Recreation: Fees shall be based on a cost recovery hierarchy whereby
adult programs help to subsidize programs for children, youth, and special
populations.
3.2.3.3. Rental of City Facilities: Fees shall be based on 100% of total direct and indirect
costs, plus an amount to be reserved for future major maintenance of assets
utilized by the rental if the rental is for private business purposes. As a general
requirement, the rental fees shall, at a minimum, cover the direct expenses
associated with permitting and facilitating the rental unless the event is
sponsored by the City of Port Angeles.
3.2.3.4. In the event that fees and charges do not achieve their targeted cost recovery
benchmarks, the City Manager shall recommend a plan for consideration by
Council that either reduces programs and services to be offered or provides for a
one-time subsidy from the General Fund for the current fiscal year’s operation.
3.2.3.5. Consideration of any future subsidy from the General Fund shall be included in
discussions by Council prior to the adoption of the next fiscal year’s budget.
3.2.4. The City shall systematically review user fees and rates and consider adjustments as
necessary to take into account the effects of additional service costs and inflation. Rate
studies shall take into account direct and indirect costs of operations, administration, plant
maintenance, debt service, depreciation of capital assets, and other related costs.
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3.2.5. Proceeds of specific revenue sources that are legally restricted to expenditures for specified
purposes will be accounted for in separate special revenue funds, unless the Chief Financial
Officer issues a finding that directs the revenue to be accounted for in a different fund for a
specific reason. Budgeted special revenue funds will be included and reviewed in the City’s
annual budget process.
3.2.6. The City will follow an aggressive policy of collecting all monies due, to the extent that the
collection efforts are cost effective.
3.2.6.1. The City may elect to not collect minor amounts due the City if the costs of
collection equal or exceed the amount of money to be collected. The Chief
Financial Officer shall determine on an annual basis what constitutes a minor
amount referenced above and shall inform the Council and City Manager as to
the determination of what constitutes a minor amount.
3.2.7. Economic downturns and anticipated funding shortfalls will be analyzed by the Chief
Financial Officer and City Manager for potential solutions. Deficit financing and borrowing
to support on-going expenditures is not the policy of the City as a response to long-term
revenue shortfalls. Revenue forecasts will be revised and expenditures will be reduced to
conform to the revised forecast.
3.2.8. All potential grants shall be carefully examined for matching requirements and other City
obligations prior to grant acceptance. Some grants may not be accepted if local matching
funds cannot be justified. Grants may also be rejected if programs must be continued with
local resources after grant funds are exhausted or if they place an unacceptable strain on
local resources.
3.2.9. Significant preference shall be given to rate and fee increases that are smaller and applied
more frequently than intermittent but significantly larger rate increases.
3.3. Expenditure Policies
3.3.1. The City will only propose operating expenditures that can be supported from on-going
operating revenues. Before the City undertakes any agreements that would create fixed
on-going expenses, the cost implications of such agreement will be fully determined for
current and future years. Capital expenditures may be funded from one-time revenues, but
the operating budget expenditure impacts of capital purchases will be reviewed for
compliance with this policy provision.
3.3.2. Department directors are responsible for managing their budgets within the total
appropriation for their department.
3.3.3. The City will assess charges for services provided internally by other funds . The estimated
direct and indirect costs of service will be budgeted and charged to the fund receiving the
service. Interfund service fees charged to recover these costs will be recognized as revenue
to the providing fund. The allocation method will be reviewed annually.
3.3.4. Emphasis is placed on improving individual and work group productivity rather than adding
to the work force. The City will invest in technology and other efficiency tools to maximize
productivity. The City will hire additional staff only after the need of such positions has
been demonstrated and documented.
3.3.5. All compensation planning and collective bargaining will focus on the total costs of
compensation, including direct salary, healthcare benefits, pension contributions,
educational and longevity pay, and other non-salary benefits which are a cost to the City.
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3.4. Capital Improvement Policies
3.4.1. It is the City’s policy to ensure that adequate resources are allocated to preserve existing
infrastructure and other capital assets before targeting resources toward construction or
acquisition of public facilities or major equipment.
3.4.2. The City will develop a multi-year Capital Facilities Plan (CFP) to identify and coordinate
infrastructure, facility, and equipment needs in a way that maximizes the return to the
community. All capital improvements will be made according to the adopted CFP.
3.4.3. The Capital Facilities Plan will be formulated using an analysis of long-term, overall
resources and will include projected funding sources and ongoing operations and
maintenance costs. Future changes in economic or demographic factors identified in the
financial forecasting process will be incorporated in the capital budget projections. The
plan will be updated annually. Any planned use of debt financing shall include an analysis
of debt service costs and funding resources available to pay the associated debt.
3.4.4. The first year of the Capital Facilities Plan will constitute the capital budget for the ensuing
budget year. The capital budget and the base operating budget will be reviewed at the
same time to assure that the City’s capital and operating needs are evaluated in a balanced
manner.
3.4.5. A long-range Transportation Improvement Plan (TIP) will provide the framework for the
City’s future investment in transportation related infrastructure. This ensures that
infrastructure projects incorporated into the Capital Facilities Plan (CFP) will be the
embodiment of the officially stated direction of the City’s Comprehensive Plan and
supporting documents.
3.4.6. The City may administer a Local Improvement District (LID) program. For capital projects
whose financing depends in part or wholly on an LID, interim financing may be issued to
support the LID’s portion of the project budget. The amount of the interim financing shall
be the current estimate of the final assessment roll as determined by the administering
department.
3.4.7. The City will determine the most cost effective financing method for all new projects.
Whenever possible, the City will use intergovernmental assistance and other outside
resources to fund capital projects. Additional funding may come from designated surpluses
in the General Fund and certain special revenue funds as outlined in the operating budget
policy.
3.4.8. An operating cost projection, including all funding sources, will be required for all projects
proposed for funding within six (6) years.
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3.5. Reserve Fund Policies
3.5.1. Part of financial stability is to maintain adequate reserves and fund balances. The definition
of Fund Balance is the net worth of a fund, measured by total assets minus total liabilities.
3.5.2. In the governmental funds, the City recognizes the following hierarchy of fund balance
classifications, which are based primarily on the extent to which the City is bound by
constraints placed on resources:
3.5.2.1. Nonspendable -- Amounts that cannot be spent due to form (such as
inventories and pre-paid amounts), and amounts that must be maintained intact
legally or contractually (including the corpus or principal of a permanent fund).
In addition, long-term loan and notes receivables, and property held for resale
would be reported here unless the proceeds are restricted, committed, or
assigned.
3.5.2.2. Restricted -- Amounts constrained for a specific purpose by external parties,
constitutional provision, or enabling legislation.
3.5.2.3. Committed -- Amounts constrained for a specific purpose as authorized by the
City Council. Additional action by the Council is required in order to remove or
change the constraints placed on the resources. The action to constrain
resources must occur prior to year-end; however, the amount can be
determined in the subsequent period.
3.5.2.4. Assigned -- For all governmental funds other than the general fund, any
remaining positive amounts not classified as nonspendable, restricted, or
committed. For the general fund, the City Manager has been delegated
authority to assign amounts intended to be used for a specific purpose. All
assigned fund balance requests from departments must be approved in writing
by the City Manager and provided to the Finance Department by year-end in
order to be officially considered assigned. Amounts reported as assigned should
not result in a deficit in unassigned fund balance.
3.5.2.5. Unassigned -- For the general fund, amounts not classified as nonspendable,
restricted, committed, or assigned and are available to use for any purpose. The
general fund is the only fund that would report a positive amount in unassigned
fund balance. For all other governmental funds, unassigned fund balance is the
amount expended in excess of resources that are nonspendable, restricted,
committed, or assigned. If this results in a deficit in unassigned fund balance,
then assigned fund balance shall be reduced.
3.5.3. Special Revenue Funds will maintain sufficient fund balances to provide adequate cash flow
and to withstand downturns in the economy. These fund balances will be analyzed
annually.
3.5.4. The General Fund’s targeted unassigned fund balance will be a minimum of 25% of
expenditures, excluding capital expenditures. This fund balance will be established and
maintained to:
3.5.4.1. Offset unanticipated economic downturns;
3.5.4.2. Provide a sufficient cash flow for daily financial needs at all times;
3.5.4.3. Establish an adequate level of reserves to provide for the timely replacement of
equipment; and
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3.5.4.4. Sustain City services in the event of a catastrophic event such as a
natural/manmade disaster or a major downturn in the economy.
3.5.4.5. If unassigned fund balance falls below the required minimum level, the City
Manager shall notify the Council immediately. The Council must adopt a plan to
restore this balance to the target level within 60 months.
3.5.5. In addition, the general fund will maintain a committed fund balance to be used as a
contingency as specified in PAMC 3.04.040. There are no minimum requirements on the
level of contingency fund balance.
3.5.6. There are no specific requirements on the level of assigned fund balance in the general
fund, unless future revenue streams are specified by the donor or source of funding.
3.5.7. The City will maintain the following reserves for the proprietary funds identified below:
3.5.7.1. An operating reserve will be established and maintained to provide sufficient
cash flow to meet daily financial needs as recommended by the City’s financial
advisor. The reserve requirements will be reviewed every three years and will
be based upon:
3.5.7.2. 60 days operating expenses: Electric, Water, and Wastewater Funds.
3.5.7.3. 90 days operating expenses: Solid Waste and Stormwater Funds.
3.5.7.4. Operating expenses exclude ending fund balances, capital purchases,
construction costs, debt service payments, and transfers.
3.5.7.4.1. A rate stabilization reserve will be established and maintained for the
Electric Fund to provide a means to mitigate wholesale power
purchase cost increases. A rate stabilization reserve will be
established and maintained for the Wastewater Fund to provide a
means to mitigate retail rate increases based on unforeseen cost
increases. These accounts will be analyzed annually to ensure an
adequate amount is placed in reserves.
3.5.7.4.2. A post-closure maintenance reserve within the Solid Waste fund will
be established and maintained to provide sufficient cash flow to meet
the anticipated cost of maintenance in accordance with State law.
This reserve requirement will be reviewed annually.
3.5.7.4.3. Bond reserves will be created and maintained as required in utility
funds in accordance with the provisions set forth in the bond
covenants.
3.5.7.4.4. A contingencies and replacement reserve for the Electric fund will be
established and maintained in accordance with bond covenants.
3.5.7.4.5. The City will maintain reserve funds to meet requirements for the
guarantee of debt service in compliance with bond indenture
agreements.
3.5.7.4.6. The City will maintain the self-insurance funds at a sufficient level to
provide health care and workers’ compensation benefits and avoid
catastrophic loss.
3.5.7.4.7. The City will maintain equipment replacement reserves as specified in
the City’s Equipment Replacement and Vehicle Use Policy.
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3.5.7.4.8. The City will maintain adequate reserves in the Information
Technology Fund to ensure timely replacement, upgrade, and/or
additions to the City’s technology infrastructure.
3.5.8. The City will maintain a Firemen’s Pension Fund. Any amounts placed in this fund will be
used solely for the payment of Firemen’s Pension Fund liabilities as determined by the
agreement between the Firemen’s Pension Fund members, and/or spouses and the City.
Once the fund has been exhausted the General fund will be responsible for any ongoing
liabilities, which will be paid in a timely manner.
Financial Policies
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4. ACCOUNTING & REPORTING POLICIES
4.1. Accounting Requirements:
4.1.1. The City’s accounting and financial reporting systems will be maintained in conformance
with current accepted principles and standards of the Governmental Accounting Standards
Board (GASB), Generally Accepted Accounting Principles (GAAP), and the Government
Finance Officers Association (GFOA). As a commitment to this policy, the Finance
Department will periodically submit its Comprehensive Annual Financial Report (CAFR) for
the GFOA Certificate of Achievement for Excellence in Financial Reporting.
4.2. BARS – Budgeting, Accounting and Reporting System:
4.2.1. The State Auditor’s Office provides a standard account classification system through its
Budgeting, Accounting and Reporting System (BARS). The City will maintain its records on a
basis consistent with BARS and current BARS manuals will be maintained in the Finance
Department.
4.3. Requirements of the Finance Department:
4.3.1. The Finance Department will maintain financial systems to monitor expenditures, revenue,
and performance of all municipal programs on an ongoing basis. Regular monthly financial
reports will present a summary of financial activity for the period and the cumulative data
for the budget year.
4.3.2. All applicable standard governmental accounting practices will be used to maintain the
City’s financial records, including the appropriate uses of accrual and modified accrual
methods of accounting, encumbrance accounting, current financial resources and economic
resources focus for statement presentation, and the proper classification of funds.
4.3.3. The Finance Department will maintain fixed asset and depreciation records for all capital
assets owned by the City. The threshold for capitalization of non-infrastructure assets is
$7,500.
4.3.4. Under GASB Statement No. 34, infrastructure will be included as capital assets in the
financial reports. The City will develop and follow a methodology of maintaining
infrastructure records, including appropriate depreciation, under the guidelines of the
statement.
4.4. External Auditing Requirement:
4.4.1. The State Auditor’s Office will annually perform a financial and compliance audit and issue
an audit report. Results of the annual audit will be provided to the City Council and public.
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5. GRANT COMPLIANCE
5.1 Grant Management:
5.1.1 Each department of the City manages their own grants and assigns a Grant Manager (grant
official), subject to City Manager, or the City Managers’ designee, approval. The Grant
Manager is responsible for performing a financial analysis to review whether the grant is
cost effective, with approval by the Department Director to go forward with the request.
5.1.2 The Grant Manager forwards the signed grant agreement to the Finance Department for
inclusion in the Budget and also the Capital Facilities Plan if the grant is funding a capital
project. Finance staff are responsible for setting up a work order with a separate job order
for each grant task listed. If the grant is funding a capital project, Finance will provide the
project and work order numbers in existence for that capital project. Operating and capital
grant work orders are set up in relation to the reporting requirements of the grant, typically
listed as tasks.
5.1.3 Grant spending is contingent on meeting a fair bidding process, providing full and open
competition consistent with the standards of purchasing set forth in this Financial Policy,
and State and Federal regulations. As defined by OMB Guidance § 200.318 General
procurement standards.
5.1.3.1 The City cannot place unreasonable requirement on firms in order for them to
qualify to do business;
5.1.3.2 The City cannot require unnecessary experience or excessive bonding;
5.1.3.3 The City cannot consider noncompetitive pricing practices between firms or
affiliated companies;
5.1.3.4 The City cannot consider noncompetitive contracts to consultants that are on
retainer contracts;
5.1.3.5 The City cannot specify only “name brand” products, thus eliminating “an equal”
product to be offered; or describe the product or performance or other relevant
requirements of the procurement such to exclude those products;
5.1.3.6 The City cannot require procurement in a manner that prohibits the use of
products or statutorily or administratively imposes a state or local geographical
preference in the evaluation of bids, except in the case where the grant or
Federal statutes mandate or encourage such an action.
5.1.4 The Grant Manager is responsible for maintaining the official, permanent grant file of
record, and ensures that all requirements of the grant agreement, State laws, State archives
record retention, City policies, and the Federal Super Circular are followed, as applicable.
Grant funds used for capital require keeping all records for at least 10 years before
transferring to the State archives for appraisal value, with most having a much longer
retention period due to the length of the asset life. The City Clerk can assist in dete rmining
the record retention requirements.
5.1.5 The Grant Manager submits payment requests on a timely basis and sends a copy to the
Finance Department. The Finance Department ensures that grant funds are requested and
received on a timely basis and are spent on the intended program or project and have
proper documentation.
5.1.6 The Grant Manager is responsible for meeting bid requirements and checking for
debarment on all project vendors prior to signing a contract with those vendors. The
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debarment check includes keeping a written record on file of the page researched online,
noting the date checked and initialing the information. This written record should remain in
the project file for access by the State auditors. If the grant covers multiple years, the
debarment checks need to be completed annually. Please refer to Section 9 Purchasing
Policies.
5.1.7 The Finance Department is responsible for the preparation of the Schedules of Expenditures
of Federal and State Awards as part of the annual Financial Statements.
5.1.8 Failure of City staff to comply with grant requirements may adversely affect the City and as
such disciplinary action may be taken per the City of Port Angeles Personnel Policy &
Procedures Manual, and/or the Employee Union Contract.
5.1.9 Grant Managers and all employees shall be responsible to maintain arms-length
transactions (non-related or not in self-interest) transactions when accepting bids and
making payment or using grant related monies.
5.1.9.1 Disciplinary action for non-compliance of this sections shall include up to
termination as defined by each employees’ Union contract or the City of Port
Angeles Personnel Policy & Procedures Manual.
5.1.9.1.1 Employees are any person receiving a check from the City for work
completed where the City withholds employment taxes.
5.1.9.2 Conflicts of interest or financial interest by an employee shall fall into this
section.
5.1.10 Council accepts and authorizes all grants with the exception of those grants assigned to City
employees by the City Council , and those grants under $25,000.
5.2 Federal Funds – Sub-Recipients and Vendors
5.2.1 Sub-recipients and Vendors – The City Official in the department responsible for the
contract is responsible to ensure that awards and/or payments are not made to any party
who is debarred or suspended or otherwise excluded from or ineligible for participation in
federal assistance programs. Prior to signing a contract with a sub-recipient or vendor the
City Official responsible for administration of the contract is responsible to ensure that sub-
recipient or vendors are eligible to receive federal funds.
5.2.2 Contract Requirements for sub-recipient – When the City contracts with a sub-recipient
who distributes federal funds, the sub-recipient is subject to the Single Audit Act. Contracts
with sub-recipient will include the language addressing the following:
5.2.2.1 The secondary recipient of the federal funds should be referred to in the
contract as a "sub-recipient" once it is determined that they are a sub-recipient,
not a vendor.
5.2.2.2 Single Audit requirements should be defined for sub-recipient as follows:
5.2.2.2.1 The sub-recipient must comply with the Single Audit Act of 1984 as
amended.
5.2.2.2.2 The sub-recipient must permit the City and/or independent auditors
access to their financial records.
5.2.2.2.3 The sub-recipient maintain accounting records that will enable
identification of all federal funds received and expended by catalog of
federal domestic assistance number (CFDA#).
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5.2.2.2.4 If a Single Audit is required, a copy of the audit report is submitted to
the City, within the time limit set forth in the Single Audit Act.
5.2.2.2.5 If a Single Audit is not required, the City is allowed to perform a fiscal
review of the sub-recipient’s financial records.
5.2.2.2.6 If a sub-recipient is debarred or suspended from participation in
federal programs during the contract period, the contract is voided.
5.2.2.2.7 The sub-recipient check the “List of Parties Excluded from Federal
Procurement and Non-procurement Programs,” prior to awarding
sub-grants.
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6. BUDGET POLICIES
6.1. Primary Budget Responsibility
6.1.1. The City Manager is responsible for preparing and submitting to the Council a tentative
budget for the fiscal year. The City Manager is also responsible for keeping the Council fully
advised of the financial condition of the City and its future needs.
6.1.2. The City Council has final responsibility for approving the annual Operating Budget and
Capital Budget.
6.1.3. Department directors, under the direction of the City Manager, are responsible for
proposing programs, recommending funding levels, and formulating budget proposals for
implementing service programs in accordance with established goals and directives.
6.1.4. The Finance Department is responsible for coordinating the overall preparation and
administration of the City’s budget in compliance with applicable State of Washington
statutes governing local government budgeting practices.
6.1.5. The Finance Department provides revenue budget estimates, assists department staff in
identifying budget problems and formulating alternative solutions, and prepares and
distributes the final budget document.
6.1.6. To facilitate and implement the budget process, the Chief Financial Officer will provide the
Council with an annual budget calendar in accordance with State law.
6.2. Operating Budget
6.2.1. The operating budget will define the City’s annual financial plan as developed by the City
Council in establishing goals and objectives for the ensuing year.
6.2.2. Ongoing revenues should be equal to or greater than ongoing expenditures. Each City fund
budget shall identify ongoing resources that at least match expected ongoing annual
requirements. One-time cash transfers and non-recurring ending fund balances will be
applied to reserves or to fund one-time expenditures; they will not be used to fund ongoing
programs.
6.2.3. In accordance with State law, the City Manager is authorized to transfer budgeted amounts
within any fund; however, any revisions that alter the total expenditure authority
(appropriation) of a fund must be approved by the City Council.
6.2.4. Additional staff positions should be recommended only after the need has been fully
substantiated. An increase in the number of full-time equivalent position must be approved
by the City Council. The City Manager has the authority to approve additions and/or
changes to temporary, seasonal, and part-time positions. Nothing in this paragraph is
intended to diminish or interfere with the City Manager’s right to control the appointment
and removal of City employees.
6.2.4.1. Only the City Council can authorize an increase in the authorized City career
staffing complement. Such approval is accomplished through the adoption of
the annual operating budget or through subsequent budget amendments
approved by the City Council.
6.2.5. The City will maintain a level of expenditures, which will provide for the public well-being
and safety of the residents of the community.
6.2.6. The operating budget will provide for appropriate design, construction, maintenance and
replacement of the City’s capital infrastructure, plant, and equipment.
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6. BUDGET POLICIES 6.1. Primary Budget Responsibility 6.1.1. The City Manager is responsible for preparing and submitting to the Council a tentative budget for the fiscal year. The City Manager is also responsible for keeping the Council fully advised of the financial condition of the City and its future needs. 6.1.2. The City Council has final responsibility for approving the annual Operating Budget and Capital Budget. 6.1.3. Department directors, under the direction of the City Manager, are responsible for proposing programs, recommending funding levels, and formulating budget proposals for implementing service programs in accordance with established goals and directives. 6.1.4. The Finance Department is responsible for coordinating the overall preparation and administration of the City’s budget in compliance with applicable State of Washington statutes governing local government budgeting practices. 6.1.5. The Finance Department provides revenue budget estimates, assists department staff in identifying budget problems and formulating alternative solutions, and prepares and distributes the final budget document. 6.1.6. To facilitate and implement the budget process, the Chief Financial Officer will provide the Council with an annual budget calendar in accordance with State law. 6.2. Operating Budget 6.2.1. The operating budget will define the City’s annual financial plan as developed by the City Council in establishing goals and objectives for the ensuing year. 6.2.2. Ongoing revenues should be equal to or greater than ongoing expenditures. Each City fund budget shall identify ongoing resources that at least match expected ongoing annual requirements. One-time cash transfers and non-recurring ending fund balances will be applied to reserves or to fund one-time expenditures; they will not be used to fund ongoing programs. 6.2.3. In accordance with State law, the City Manager is authorized to transfer budgeted amounts within any fund; however, any revisions that alter the total expenditure authority (appropriation) of a fund must be approved by the City Council. 6.2.4. Additional staff positions should be recommended only after the need has been fully substantiated. An increase in the number of full-time equivalent position must be approved
by the City Council. The City Manager has the authority to approve additions and/or
changes to temporary, seasonal, and part-time positions. Nothing in this paragraph is
intended to diminish or interfere with the City Manager’s right to control the appointment
and removal of City employees.
6.2.4.1. Only the City Council can authorize an increase in the authorized City career
staffing complement. Such approval is accomplished through the adoption of
the annual operating budget or through subsequent budget amendments
approved by the City Council.
6.2.5. The City will maintain a level of expenditures, which will provide for the public well-being
and safety of the residents of the community.
6.2.6. The operating budget will provide for appropriate design, construction, maintenance and
replacement of the City’s capital infrastructure, plant, and equipment.
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6.2.7. A multi-year vehicle and equipment maintenance and replacement schedule will be
developed based on the City’s projections of its future replacement and maintenance
needs. The projections will be updated and the schedule revised on an annual basis.
6.2.8. The budget will provide sufficient levels of maintenance and replacement funding to ensure
that all capital facilities and equipment are properly maintained and that such future costs
will be minimized.
6.2.9. The following criteria must be met to qualify any portion of the year-end General Fund
surplus for one-time operations, nonrecurring emergency capital expenditures, or
dedicated to the Capital Facilities Plan:
6.2.9.1. There are surplus balances remaining after all reserve requirements and current
expenditure obligations are met.
6.2.9.2. An analysis has occurred assuring that the City has an adequate level of short
and long-term resources to support the proposed use of surplus balances.
6.2.9.3. The funds are specifically appropriated by the City Council.
6.2.10. Year-end surplus in the Street Fund shall be designated for use in the Capital Facilities Plan
or be used for one-time capital expenditures for street and parks projects. Use of surplus
for these purposes must be approved by the Council.
6.3. Budgetary Control
6.3.1. The budget will be developed and administered in compliance with applicable State of
Washington budgetary statutes.
6.3.2. The Finance Department will maintain a system for monitoring the City’s budget
performance. The system will include provisions for amending the budget during the year
in order to address unanticipated needs or emergencies.
6.3.3. Appropriations requested after the original budget is adopted wi ll be approved only after
consideration of the availability of current and future revenues. Such appropriations must
be approved by City Council.
6.3.4. Accounting and reporting practices will be maintained to provide accurate and timely
monitoring of the City’s budget performance.
6.3.5. Monthly budget reports will be issued by the Finance Department to Department Heads
regarding the department’s actual performance compared to budget estimates. The
department also assists in implementing any needed corrective action a pproved by the City
Manager.
6.3.6. Current revenues and operating expenditures will be reviewed quarterly by the City Council,
and the Chief Financial Officer will prepare a mid-year assessment of the City’s financial
position for presentation to the Council.
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6.2.7. A multi-year vehicle and equipment maintenance and replacement schedule will be developed based on the City’s projections of its future replacement and maintenance needs. The projections will be updated and the schedule revised on an annual basis. 6.2.8. The budget will provide sufficient levels of maintenance and replacement funding to ensure that all capital facilities and equipment are properly maintained and that such future costs will be minimized. 6.2.9. The following criteria must be met to qualify any portion of the year-end General Fund surplus for one-time operations, nonrecurring emergency capital expenditures, or dedicated to the Capital Facilities Plan: 6.2.9.1. There are surplus balances remaining after all reserve requirements and current expenditure obligations are met. 6.2.9.2. An analysis has occurred assuring that the City has an adequate level of short and long-term resources to support the proposed use of surplus balances. 6.2.9.3. The funds are specifically appropriated by the City Council. 6.2.10. Year-end surplus in the Street Fund shall be designated for use in the Capital Facilities Plan or be used for one-time capital expenditures for street and parks projects. Use of surplus for these purposes must be approved by the Council. 6.3. Budgetary Control 6.3.1. The budget will be developed and administered in compliance with applicable State of Washington budgetary statutes. 6.3.2. The Finance Department will maintain a system for monitoring the City’s budget performance. The system will include provisions for amending the budget during the year in order to address unanticipated needs or emergencies. 6.3.3. Appropriations requested after the original budget is adopted wi ll be approved only after consideration of the availability of current and future revenues. Such appropriations must be approved by City Council. 6.3.4. Accounting and reporting practices will be maintained to provide accurate and timely monitoring of the City’s budget performance. 6.3.5. Monthly budget reports will be issued by the Finance Department to Department Heads regarding the department’s actual performance compared to budget estimates. The department also assists in implementing any needed corrective action a pproved by the City
Manager.
6.3.6. Current revenues and operating expenditures will be reviewed quarterly by the City Council,
and the Chief Financial Officer will prepare a mid-year assessment of the City’s financial
position for presentation to the Council.
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7. DEBT MANAGEMENT POLICIES
7.1. Goals
7.1.1. All borrowing is subject to approval by the City Council. The basic objectives of the City’s
debt management policy are:
7.1.1.1. To achieve the lowest possible cost for borrowing.
7.1.1.2. To ensure access to the bond market to adequately provide the capital needed
to finance public improvement and other long-term development objectives.
7.1.1.3. To maintain strong and sound credit, demonstrated by its commitment to meet
all obligations in a timely fashion.
7.1.1.4. To maintain a level and structure of outstanding indebtedness that does not lead
to excessive debt service requirements, thereby avoiding unnecessary strains on
the operating budget.
7.1.1.5. To maintain the confidence of lending markets and the taxpayers.
7.2. Short-Term Debt
7.2.1. Short-term debt covers a period of one (1) year or less. With careful monitoring and
planning of cash inflow and outflow requirements, it is intended that the City will avoid the
use of short-term indebtedness to the maximum extent possible.
7.2.2. The City may use short-term debt to cover temporary cash flow shortages resulting from
delay in receipting tax revenues or issuing long-term debt or to finance capital construction.
7.2.3. Interfund loans with a repayment period of three years or less, may be used to meet short-
term cash flow needs as an alternative to outside debt instruments. Interfund loans will be
permitted only if an analysis of the lending fund indicates excess funds are available and
that the use of these funds will not adversely affect current operations.
7.3. Long-Term Debt
7.3.1. Long-term debt is defined as debt that exceeds three years. The City will confine long-term
borrowing to capital improvements that cannot be financed from current revenues.
7.3.2. Acceptable uses of bond proceeds will include items that can be capitalized and
depreciated. Refunding bond issues designed to restructure current outstanding debt is an
acceptable use of bond proceeds, provided an analysis is done that determines the net
present value (NPV) of savings is favorable for the City.
7.3.3. Where possible, the City will use special assessment revenue, or other self-supporting
bonds, instead of general obligation bonds.
7.3.4. The City will not use long-term debt for current operations.
7.3.5. The City will maintain communications with bond rating agencies regarding its financial
condition. The City will follow a policy of full disclosure on financial reports and bond
prospectuses including proactive compliance with disclosure to the Electronic Municipal
Market Access (EMMA) according to guidelines established by the Municipal Securities
Rulemaking Board (MSRB).
7.4. General Obligation Bond Policy
7.4.1. Before general obligation bond propositions are placed before the voters, projects
proposed for financing through general obligation debt should be included in the Capital
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7. DEBT MANAGEMENT POLICIES 7.1. Goals 7.1.1. All borrowing is subject to approval by the City Council. The basic objectives of the City’s debt management policy are: 7.1.1.1. To achieve the lowest possible cost for borrowing. 7.1.1.2. To ensure access to the bond market to adequately provide the capital needed to finance public improvement and other long-term development objectives. 7.1.1.3. To maintain strong and sound credit, demonstrated by its commitment to meet all obligations in a timely fashion. 7.1.1.4. To maintain a level and structure of outstanding indebtedness that does not lead to excessive debt service requirements, thereby avoiding unnecessary strains on the operating budget. 7.1.1.5. To maintain the confidence of lending markets and the taxpayers. 7.2. Short-Term Debt 7.2.1. Short-term debt covers a period of one (1) year or less. With careful monitoring and planning of cash inflow and outflow requirements, it is intended that the City will avoid the use of short-term indebtedness to the maximum extent possible. 7.2.2. The City may use short-term debt to cover temporary cash flow shortages resulting from delay in receipting tax revenues or issuing long-term debt or to finance capital construction. 7.2.3. Interfund loans with a repayment period of three years or less, may be used to meet short-term cash flow needs as an alternative to outside debt instruments. Interfund loans will be permitted only if an analysis of the lending fund indicates excess funds are available and that the use of these funds will not adversely affect current operations. 7.3. Long-Term Debt 7.3.1. Long-term debt is defined as debt that exceeds three years. The City will confine long-term borrowing to capital improvements that cannot be financed from current revenues. 7.3.2. Acceptable uses of bond proceeds will include items that can be capitalized and depreciated. Refunding bond issues designed to restructure current outstanding debt is an acceptable use of bond proceeds, provided an analysis is done that determines the net present value (NPV) of savings is favorable for the City. 7.3.3. Where possible, the City will use special assessment revenue, or other self-supporting bonds, instead of general obligation bonds. 7.3.4. The City will not use long-term debt for current operations. 7.3.5. The City will maintain communications with bond rating agencies regarding its financial condition. The City will follow a policy of full disclosure on financial reports and bond prospectuses including proactive compliance with disclosure to the Electronic Municipal
Market Access (EMMA) according to guidelines established by the Municipal Securities
Rulemaking Board (MSRB).
7.4. General Obligation Bond Policy
7.4.1. Before general obligation bond propositions are placed before the voters, projects
proposed for financing through general obligation debt should be included in the Capital
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Facilities Program and be accompanied by an analysis of the future operating and
maintenance costs associated with the project.
7.4.2. Bonds will not be issued for a longer maturity schedule than a conservative estimate of the
useful life of the asset to be financed.
7.4.3. Limited Tax General Obligation (LTGO) Bond Policy:
7.4.3.1. As a precondition to the issuance of limited tax general obligation bonds,
alternative methods of financing should also be examined.
7.4.3.2. Limited tax general obligation bonds will be issued under certain conditions:
7.4.3.2.1. A project in progress which requires monies not available from
alternative sources;
7.4.3.2.2. Matching fund monies are available which may be lost if not applied
for in a timely manner; or
7.4.3.2.3. Catastrophic or emergency conditions exist.
7.4.3.2.4. A clearly identified need that helps achieve Council’s desired vision
for the City and is in line with the priorities approved by the City
Council.
7.4.4. Unlimited Tax General Obligation (UTGO) Bonds and Legal Debt Limits:
7.4.4.1. Under RCW 39.36.020(2), the public may vote to approve UTGO bond issues for
general government purposes in an amount not to exceed 2.5% of assessed
valuation. Within the 2.5% limit, the Port Angeles City Council may approve
LTGO bond issues and/or lease purchases up to 1.5% of the City’s total assessed
value (RCW 39.36.020(2) and RCW 35.42.200). In addition, state law provides
for an additional 2.5% of assessed valuation for parks and open space purposes
with a vote of the people.
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8. INVESTMENT POLICIES
8.1. Introduction
8.1.1. The Investment Policy defines the parameters within which funds are to be invested by the
City of Port Angeles (“City”). Part of the City’s overall Financial Policies and Procedures, this
policy formalizes the framework to provide the authority and constraints for effective and
judicious management of City funds.
8.1.2. These policies are intended to be broad enough to allow the Chief Financial Officer, City
Treasurer or designated investment officer, to function properly within the parameters of
responsibility and authority, yet specific enough to adequately safeguard the investmen t
assets.
8.2. Governing Authority
8.2.1. The investment authority for the City is derived from Chapter 35A.40.050 RCW. Investing
activities shall be operated in conformance with Washington Revised Statutes and
applicable Federal Law. The policy outlines investments scope, objectives, delegation of
authority, reporting requirements, internal control, investment limitations, safeguarding
requirements, liquidity, performance expectation, quality, and maturity.
8.2.2. The goal of the policy is to invest public funds in a manner which will provide the highest
investment return with the maximum security while meeting the daily cash flow demands
and conforming to all Washington statutes governing the investment of public funds.
8.3. Scope
8.3.1. This policy applies to activities of the City with regard to investing the financial assets of all
funds as defined and reported in the City’s Comprehensive Annual Financial Report (CAFR).
All funds within the scope of this policy are subject to regulations established by the state of
Washington.
8.3.2. Except for funds in certain restricted or special funds, the City commingles its funds to
maximize investment earnings and to increase efficiencies with regard to investment
pricing, safekeeping and administration. Investment income is allocated to the vario us
funds based on average daily cash balances.
8.4. Objective
8.4.1. All funds will be invested in a manner that is in conformance with federal, state and other
legal requirements. The primary objectives, in priority order, of the City’s investment
activities shall be as follows:
8.4.1.1. Safety: Safety of principal is the foremost objective of the City. Investments shall
be undertaken in a manner that seeks to ensure the preservation of capital in
the overall portfolio. To obtain this objective, investments will be diversified
among highly rated securities and with various securities and financial
institutions.
8.4.1.2. Liquidity: The City’s investment portfolio shall remain sufficiently liquid to
enable the City to meet all cash requirements which might be reasonably
anticipated. Therefore, the investments shall be managed to maintain a balance
to meet daily obligations.
8.4.1.3. Return on Investment (Yield): Yield should become a consideration only after
the basic requirements of safety and liquidity have been met. The City’s
investment portfolio shall be managed in a manner to attain a market rate of
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return throughout budgetary and economic cycles, taking into account the
investment risk constraints of safety and liquidity needs. The core of
investments are limited to relatively low risk securities in anticipation of earning
a fair return relative to the risk being assumed.
8.4.1.4. Legal Considerations: Investments will be placed in accordance with RCW
statutes and legal requirements of the City.
8.5. Standards of Care
8.5.1. Delegation of Authority
8.5.1.1. Governing Body: The ultimate responsibility and authority for the investment of
City funds resides with the governing body, or the City Council.
8.5.1.2. Investment Officers: Authority to manage the investment program is granted to
the City Manager, Chief Financial Officer, City Treasurer or designee as designated
by the City Council within the Investment Policy.
8.5.1.3. Responsibility for the operation of the investment program is hereby delegated to
the Chief Financial Officer, City Treasurer, or designee, who shall act in accordance
with established written procedures and internal controls for management of the
investment program consistent with this Investment Policy. Officers will prepare
investment reports to the City Council as may be deemed necessary.
8.5.1.4. Investment Adviser: The City may engage the services of an external investment
manager to assist in the management of the entity’s investment portfolio in a
manner consistent with the entity’s objectives. Such advisors shall provide
recommendation and advice regarding the City investment program including but
not limited to advice related to the purchase and sale of investments in accordance
with this Investment Policy.
8.5.2. Prudence
8.5.2.1. The standard of prudence to be used by investment officials shall be the “prudent
person” standard, which states “...investments shall be made with judgement and
care, under circumstances then prevailing, which persons of prudence, discretion
and intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their capital as
well as the probable income to be derived.”
8.5.2.2. In determining whether an Investment official has exercised prudence with respect
to an investment decision, the determination shall be made taking into
consideration the investment of all funds over which the official had responsibility
rather than a consideration as to the prudence of a single investment, and,
whether the investment decision was consistent with the written investment
policy.
8.5.2.3. The Investment officer, or designee, acting in accordance with written procedures
and exercising due diligence, shall be relieved of personal responsibility for an
individual security’s credit risk or market price changes, provided that deviations
from expectations are reported in a timely fashion and appropriate action is taken
to control adverse development.
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8.5.3. Ethics and Conflicts of Interest
8.5.3.1. Officers and employees involved in the investment process shall refrain from
personal business activity that could conflict with proper execution of the
investment program, or that could impair their ability to make impartial
investment decisions. Employees and investment officials shall disclose any
material interests in financial institutions with which they conduct business.
Disclosure shall be made to the governing body. They shall further disclose any
personal financial/investment positions that could be related to performance of
the investment portfolio.
8.6. Authorized Financial Institutions, Depositories, and Broker/Dealers
8.6.1. Broker/Dealers and Financial Institutions
8.6.1.1. The City Treasurer will maintain a list of authorized financial institutions and
broker/dealers that are selected by credit worthiness. These may include dealers
that qualify under Securities and Exchange Commission Rule 15C3-1 (uniform net
capital rule). Additions and deletions to the list will be made at the City’s
discretion.
8.6.1.2. Authorized broker/dealers and financial institutions will be limited to those that
meet one or more of the following:
8.6.1.2.1. Financial institutions approved by the Washington Public Deposit
Protection Commission; or
8.6.1.2.2. Primary dealers recognized by the Federal Reserve Bank; or
8.6.1.2.3. Non-primary dealers or institutions qualified under U.S. Securities and
Exchange Commission Rule 15c3-1, the Uniform Net Capital Rule, and a
certified member of the Financial Industry Regulatory Authority
(FINRA).
8.6.2. To maintain approved status for investment transactions with the City, broker/dealers are
required to provide a current audited financial statement demonstrating compliance with
state and federal capital adequacy guidelines. A periodic review of the financial condition
and registration of all qualified broker/dealers will be conducted by the City Treasurer.
8.6.3. The City will only place funds exceeding the current FDIC insurance limits with banks who
are currently authorized by the Washington State Public Deposit Protection Commission
(PDPC) in accordance with RCW 39.58.240. The City Treasurer or designated investment
officer will verify the eligibility of banking institutions utilizing the Washington State
Treasurer’s websites: http://www.tre.wa.gov/documents/pdpc/publicDepositoriesBanks-
Thrifts.shtml
and http://www.tre.wa.gov/documents/pdpc/publicDepositoriesCreditUnions.shtml.
8.6.4. Investment Advisers
8.6.4.1. The City may hire an investment adviser to provide investment management
services in a non-discretionary capacity, requiring approval from the City prior to
all transactions.
8.6.5. Competitive Transactions
8.6.5.1. The City Treasurer or designated investment officer shall obtain competitive bid
information on investment instruments purchased on the secondary market.
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8.7. Safekeeping, Custody and Controls
8.7.1. Delivery vs. Payment
8.7.1.1. All trades of marketable securities will be executed (cleared and settled) on a
delivery
vs. payment (DVP) basis to ensure that securities are deposited in the City’s
safekeeping institution prior to the release of funds.
8.7.2. Third Party Safekeeping
8.7.2.1. Securities will be held by an independent third-party safekeeping institution
selected by the City. The safekeeping institution shall be required to provide
confirmation of investing transactions and a monthly investment ledger to the City
listing each specific security. The investment ledger should itemize and describe
each investment to include: specific security, CUSIP number, par value, purchase
date, maturity date and market value.
8.7.2.2. All collateral securities pledged to the City for certificates of deposit shall be held in
a segregated account at the issuing financial institution that reports to the state’s
Public Deposit Protection Commission (PDPC).
8.7.3. Internal Controls
8.7.3.1. The Chief Financial Officer is responsible for establishing and maintaining an
internal control structure designed to ensure that the assets of the City are
protected from loss, theft or misuse. The investment portfolio and related
investment transactions shall be reviewed and verified by staff members other
than the investment officer originating the transaction.
8.7.3.2. The internal control structure shall be designed to provide reasonable assurance
that these objectives are met. The concept of reasonable assurance recognizes
that the cost of a control should not exceed the benefits likely to be derived and
the valuation of costs and benefits requires estimates and judgments by
management. At a minimum, the internal controls shall address the following
points:
8.7.3.2.1. Control of collusion
8.7.3.2.2. Separation of transaction authority from accounting and recordkeeping
8.7.3.2.3. Custodial safekeeping
8.7.3.2.4. Avoidance of physical delivery securities
8.7.3.2.5. Clear delegation of authority to subordinate staff members
8.7.3.2.6. Written confirmation of transactions for investments and wire transfers
8.7.3.2.7. Dual authorizations of wire transfers
8.7.3.2.8. Staff training and
8.7.3.2.9. Review, maintenance and monitoring of security procedures both
manual and automated.
8.7.3.3. The Washington State Auditor shall provide an annual independent review to
assure compliance with state law, policies and procedures.
8.8. Authorized Investments and Investment Parameters
8.8.1. Authorized Investments
8.8.1.1. Any local government in the state of Washington, as outlined in RCW 39.59 may
invest in:
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8.8.1.1.1. Bonds of the state of Washington and any local government in the state
of Washington;
8.8.1.1.2. General obligation bonds of a state and general obligation bonds of a
local government of a state, which bonds have at the time of
investment one of the three highest credit ratings of a nationally
recognized rating agency;
8.8.1.1.3. Subject to compliance with RCW 39.56.030, registered warrants of a
local government in the same county as the government making the
investment;
8.8.1.1.4. Certificates, notes, or bonds of the United States, or other obligations
of the United States or its agencies, or of any corporation wholly owned
by the government of the United States; or United States dollar
denominated bonds, notes, or other obligations that are issued or
guaranteed by supranational institutions, provided that, at the time of
investment, the institution has the United States government as its
largest shareholder;
8.8.1.1.5. Federal home loan bank notes and bonds, federal land bank bonds and
federal national mortgage association notes, debentures and
guaranteed certificates of participation, or the obligations of any other
government sponsored corporation whose obligations are or may
become eligible as collateral for advances to member banks as
determined by the board of governors of the federal reserve system;
8.8.1.1.6. Bankers’ acceptances purchased on the secondary market;
8.8.1.1.7. Commercial paper purchased in the secondary market, provided that
any local government of the state of Washington that invests in such
commercial paper must adhere to the investment policies and
procedures adopted by the state investment board; and
8.8.1.1.8. Corporate notes purchased on the secondary market, provided that any
local government of the state of Washington that invests in such notes
must adhere to the investment policies and procedures adopted by the
state investment board.
8.8.1.1.9. Certificates of Deposit of financial institutions which are qualified public
depositories (RCW 39.58.010)
8.8.1.1.10. Local Government Investment Pool managed by the Washington State
Treasury (RCW 43.250)
8.8.2. Suitable Investments and Diversification
8.8.2.1. Suitable investments for the City were selected due to the lower level of credit risk
exposure and ongoing resources required for oversight of credit risk. To ensure
diversification within the investment portfolio, limits have been placed on each
class of securities. To eliminate risk of loss resulting from over-concentration of
assets in a specific maturity, issuer, or class of securities, assets in all City funds
shall be diversified by maturity, issuer, and class of security. Diversification
strategies shall be determined and revised periodically by the investment officers.
INVESTMENT TYPE DEFINITION MAXIMUM %
OF PORTFOLIO
U.S. Treasury Obligation Direct obligations of the United States Treasury 100%
GSE – Agency Obligations Government Sponsored Enterprises (GSEs) – Federal
Instrumentality Securities include, but are not limited
to Federal National Mortgage Association (FNMA), the
100%
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Federal Home Loan Mortgage Corporation (FHLMC),
Federal Home Loan Banks (FHLB), and the Federal
Farm Credit Bureau (FFCB). Although 100% of the
portfolio may be allocated to agencies, no more than
30% of the portfolio should be allocated to any one
agency to ensure diversification among agency
securities.
Local Government Investment
Pool (LGIP)
Investment Pool managed by the Washington State
Treasury office. RCW 43.250
100%
Certificates of Deposit Non-negotiable Certificates of Deposit of financial
institutions which are qualified public depositories as
defined by RCW 39.58 and in accordance with
restrictions therein.
25%
Municipal Debt Obligations Bonds of the state of Washington and any local
government in the state of Washington; at the time of
investment the bonds must have one of the three
highest ratings of a national rating agency. Debt of the
City is not required to be rated.
25%
8.8.2.2 Due to fluctuations in the aggregate surplus funds balance, maximum percentages
for a particular issuer or investment type may be exceeded at a point in time
subsequent to the purchase of a particular issuer or investment type. Securities
need not be liquidated to realign the portfolio; however, consideration should be
given to this matter when future purchases are made to ensure that appropriate
diversification is maintained.
8.8.3 Maturities and Mitigating Market Risk in the Portfolio
8.8.3.1 Market risk is the risk that the portfolio value will fluctuate due to changes in the
general level of interest rates. The City recognizes that, over time, longer-
term/core portfolios have the potential to achieve higher returns with a higher
volatility of return. The City shall provide adequate liquidity for short-term cash
needs and make longer-term investments only with funds that are not needed for
current cash flow purposes. The City adopts the following strategies to provide
adequate liquidity and to mitigate its exposure to market risk.
MATURITY CONSTRAINTS DEFINITION MINIMUM %
OF PORTFOLIO
Under 30 days Liquidity Funds - Readily Available Funds: Local
Government Investment Pool
Bank deposits
Certificates of deposits
10%
Under 1 year Cash Flow Requirements for Operating Budget
Includes short-term liquid funds and short-term
maturities maturing within one year.
25%
Under 5.50 years Funds in Excess of Liquidity Requirements
Those funds not required for immediate use or to
meet operating budget requirements may be invested
in longer-term maturities. The long-term portion of
the portfolio includes higher quality and liquid
securities such as treasuries, agencies and municipal
100%
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8.8.4 Continuing Evaluation of Market Risk and Liquidity
8.8.4.1 As a general practice securities will be purchased with the intent to hold to
maturity. However, it is acceptable for securities to be sold under the following
circumstances:
8.8.4.1.1 A security with a declining credit may be sold early to protect the
principal value of the portfolio.
8.8.4.1.2 The portfolio duration or maturity ladder needs to be adjusted to better
reflect the structure of the underlying portfolio benchmark.
8.8.4.1.3 A security exchange that would improve the quality, yield and target
maturity of the portfolio based on market conditions.
8.8.4.1.4 A sell of a security to provide for unforeseen liquidity needs.
8.9 Performance Standards
8.9.1 The market return performance will be considered after compliance with state and local
laws, and after safety of principal and cash flow requirements are met. The investment
portfolio shall be designed to attain a market-average rate of return throughout economic
cycles using the Local Government Investment Pool and the 12-month moving average of
the two-year Treasury as benchmarks.
8.10 Reporting Requirements
8.10.1 The City Treasurer is charged with the responsibility of preparing a quarterly report to the
City Council and City Manager on investment activity including securities holdings, cash
balances, market values in the investment portfolio and distribution by type of investment.
The report will be prepared in a manner which will allow the governing body to ascertain
whether investment activities during the reporting period have conformed to the
investment policy and that the portfolio performance meets the appropriate benchmarks.
8.11 Distribution of Income
8.11.1 Interest income received shall be distributed monthly based on average daily cash balances
within each participating fund.
8.12 Investment Policy Adoption
8.12.1 The investment policy shall be reviewed at a minimum every two years to ensure its
consistency with current law, financial and economic trends and overall investing objectives.
The policy should be adopted by resolution of the City Council.
bonds. Maturities longer than 5.50 years must have
approval of the Chief Financial Officer.
WAM (weighted average maturity) To ensure liquidity needs are met, the weighted
average maturity and effective duration of the overall
portfolio shall not exceed three years without the
approval of the Chief Financial Officer.
3.0 years
Bond Proceeds for Capital
Improvement Projects
Bond proceeds should be placed in the Local
Government Investment Pool to be readily available
for capital project payments. Exceptions for
investment of bond proceeds may be made should a
capital improvement project exceed one year
construction duration and with prior approval of the
Chief Financial Officer.
100% of Bond
Proceeds
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City Treasury Function Responsibilities
Function Employee(s) Responsible
1. Authorization of investment transactions
a. Formal investment policy
- Prepared by Accounting Staff
- Adopted by City Council
2. Execution of investment transactions Chief Financial
Officer/Treasurer/Investment designee
3. Timely recording investment transactions
a. Recording of investment transactions in
Treasurer’s records
Treasurer/Investment designee
4. Verification of investment
a. Receipt of broker confirmation
b. Receipt of safekeeping confirmation
Accounting Staff
5. Safeguarding of Assets and Records Treasurer
Reconciliation of Treasurer’s records
to accounting records
Accounting Staff
Reconciliation of Treasurer’s records
to bank statement and safekeeping records
Accounting Staff
Review of Portfolio
a. Financial institution’s financial
condition
b. Safety, liquidity, and yields of
investments
Chief Financial Officer
Maintaining complete and current financial
institution and brokerage company files
Accounting Staff
Periodic reviews of authorized public
depositories
City Treasurer
6. Management’s periodic review of the investment
portfolio in conformance to stated investment
policy
- Monthly City Treasurer
- Quarterly Chief Financial Officer/City Manager/City Council
7. Annual review of the Investment Policy
and Investment Program
Treasurer/Chief Financial Officer
8. Changes in the Investment Policy
- Prepared by Accounting Staff
- Adopted by City Council
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9. PURCHASING POLICIES
9.1. Goal
9.1.1. This document establishes guidelines and clarifies the policies for purchasing supplies and
materials, and contracting for services by the City of Port Angeles. The City of Port Angeles
dedicates itself to purchasing goods and services seeking maximum operational value
thereby assuring the prudent and economical use of public monies. The purpose of this
policy is to ensure that authorized personnel approve purchases in advance whenever
possible, that expenditures are recorded electronically as soon as possible, to maximize
internal controls without sacrificing efficiency, and to provide management with the ability
to analyze purchasing patterns and cash flow requirements. It is not the intent of this policy
to limit or prohibit contracting procedures or options authorized by State law.
9.2. Interpretation of this Policy
9.2.1. The Chief Financial Officer shall be responsible for interpretation of this Policy.
9.3. Financial Information Provided to Council
9.3.1. Prior to any consideration for approval of a motion, resolution, or ordinance for City Council
authorization to purchase or acquire any goods or services, including professional services
and construction contracts, for the City of Port Angeles, the Council shall be provided with a
Fiscal Note prepared by the Chief Financial Officer or designee that details the source and
amount(s) of revenues proposed to pay for the purchase together with a budget for the
acquisition.
9.3.1.1. The Fiscal Note is required to be included in the Agenda packet delivered to the
Council prior to the meeting as well as the packet posted on the City’s website.
9.3.1.2. No proposed acquisition of goods or services may be considered by the Council
without the inclusion of a Fiscal Note designed to allow the City Council to make
an informed decision on the particular issue at hand.
9.3.1.3. If the proposed acquisition of goods or services is part of a larger project, the
Fiscal Note shall include the total budget for the project, the source of funding
and a summary of all expenditures made prior to the proposed acquisition.
9.3.2. On a quarterly basis, the Chief Financial Officer shall provide Council with a written report
and analysis of the City’s Operating and Capital budgets. The report shall be provided by
the 25th day following the end of the quarter unless the Chief Financial Officer has informed
the City Council and City Manager of the need for a delay in the delivery of the report. In
the message from the Chief Financial Officer informing the City Council and City Manager of
the delay in providing the quarterly report, the Chief Financial Officer shall provide the
reason for the delay together with the projected date for the delivery of the quarterly
report.
9.3.2.1. The quarterly report shall be posted to the City web site following delivery to the
City Council.
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9.4. Purchasing Policy Definitions
9.4.1. Approval Levels: Set by City Council, these are specific dollar levels of authorization for the
approval of purchases and payments made on behalf of the City of Port Angeles as noted
below.
Purchase Amount Authorizing Official/Entity
$0.01 - $4,999.99 Department Director
$5,000.00 - $14,999.99 Department Director & Chief Financial Officer
$15,000.00 – 24,999.99 City Manager, Department Director & Chief Financial
Officer
$25,000.00 or greater City Council + City Manager, Department Director &
Chief Financial Officer
9.4.2. Any contract or agreement for the purchase of goods or services shall require authorizing
signatures:
Purchases of Less than $5,000:
Purpose Authorizing Official/Entity
Approval to purchase Department Director
Purchases of Greater than $5,000 but less than $14,999.99:
Purpose Authorizing Official/Entity
Approval to Purchase Department Director
Availability of Funds Department Director, Chief Financial Officer
Purchases of Greater than $15,000:
Purpose Authorizing Official/Entity
Approval to Purchase City Manager
Department Approval Department Director
Availability of Funds Chief Financial Officer
Approval as to Form City Attorney
9.4.3. Blanket Purchase Order (BPO): Otherwise known as an “Open Purchase Order,” a BPO is a
purchase order used for purchases with local vendors or frequently utilized vendors. BPOs
are created with a set dollar amount and are received and invoiced as purchases are made.
BPOs are generally for items that are needed daily, but not always anticipated. BPOs are
also used for annual agreements such as copier charges, maintenance agreements, etc.
9.4.4. Emergency Purchases: An emergency purchase is created by an urgent need affecting the
health and safety of citizens, which requires immediate action, and where the occurrence
or condition is “unforeseen.” Lack of anticipation or planning cannot be deemed as a cause
for declaring an emergency.
9.4.5. Field Purchase Order (FPO): FPOs can be used as a quick way to obtain goods or services.
An FPO can also be used to request advance payments for legitimate business expenses
such as travel, food, lodging, and conference fees. FPO’s should not be used for purchases
over $1,000 unless as specified in policy.
9.4.6. Purchase Order (PO): Computer generated numbered document used to authorize a
vendor to ship merchandise or to perform services for a proposed price. POs are generated
by a requisition, or documentation that has been approved a t all required approval levels.
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With regular purchase orders, you must add the line item information describing the
merchandise or services when you create them. With blanket purchase orders, you can add
the line items when you receive or invoice them.
9.4.7. Requisition: A request to order goods that must be processed through approval levels
before a purchase order can be generated. Funds are then pre-encumbered at this
requisition phase of purchasing. Buyers then process items from approved requisitions
onto purchase orders to selected vendors.
9.4.8. Sole Source & Single Source: A sole source can be a manufacturer, software developer or
service provider that sells direct and there are no other sources offering an “equal” product
or service. A single source could be a distributor/wholesaler/retailer that has a contractual
agreement for a specific territory to the exclusion of others.
9.5. Policy Requirements
9.5.1. All employees making purchases on behalf of the City of Port Angeles shall maintain
effective and professional public, vendor and customer relationships. Opportunity will be
provided to all responsible suppliers to do business with the City of Port Angeles unless this
purchase is required from a sole source. No official or employee will be interested
financially in contracts or purchases entered into by the City of Port Angeles.
9.5.2. Most purchases will be processed with one of these options:
9.5.2.1. Requisitioned Purchase Orders (PO)
9.5.2.2. Blanket Purchase Order (BPO)
9.5.2.3. Field Purchase Order (FPO)
9.5.3. Finance will administer travel, credit card purchases, utility bills, phone charges, and petty
cash in accordance with City policies and statutory requirements.
9.5.4. Authorization levels of purchases $5,000 and under will be determined by the Department
Director. Each Department Director shall supply the Chief Financial Officer with
departmental policy for individual authorization. Individuals authorized to approve
requisitions for purchase orders will only have security set up for their level of approval and
with those accounts as authorized.
9.6. Requisitioned Purchase Orders (PO)
9.6.1. Purchase Orders are created from an authorized requisition. Purchase Orders are for all
purchases other than those authorized by blanket purchase orders and field purchase
orders. All purchases for capital items, contracts that are subject to retainage, and
inventory items need to be made with a purchase order. The requisition for purchase is
processed and approved before the purchase is physically made, however this may not be
the case in emergency purchases. With regular purchase orders, the line item must be
added describing the merchandise or services from the authorized requisition. An
authorized person creates the purchase orders, that includes: purchase order information,
such as purchase order date, type, and buyer name; vendor information, suc h as vendor
number, name, and terms; quantities of items ordered; unit cost of each item ordered; and
inventory information for each item on the purchase order.
9.7. Blanket Purchase Order (BPO)
9.7.1. Approval levels established by policy are required as signatures on the Blanket Purchase
Order (BPO) request form to authorize creation of a BPO.
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9.7.2. BPOs are used for frequently purchased items from a frequently utilized vendor. BPOs are
usually created at the beginning of the year with an annual anticipated dollar amount of
expected purchases. Some department heads or directors may indicate the maximum
dollar amount of a single purchase to be entered on a BPO. When a purchase exceeds the
authorized maximum, a requisition/purchase order will need to be created for that
purchase. The BPO request form includes a section to be completed authorizing the
increase on a BPO when the initial balance requested is expended. On BPOs, line items are
added as the items are received.
9.8. Receipt of Goods
9.8.1. When items are received from a vendor, the receipt is recorded against an open purchase
order. Open purchase orders are purchase orders that are not canceled and still have items
that are not fully received, invoiced, or both. All items on a purchase order can be received
at once or individual items or quantities of an item received separately. The department
that created the original purchase order is responsible to receipt all items on the purchase
order.
9.9. FPO (Field Purchase Order)
9.9.1. An FPO can be used for smaller purchases that may be under $1,000, such as subscriptions,
registrations, and routine budgeted transactions. All items previously posted to an account
other than an expense account will be paid using an FPO. FPOs may also be used for larger
transactions, insurance payments, debt redemption, other liabilities previously approved,
and to request advance payments for legitimate business expenses. Contracts having
retainage need to be processed using purchase orders.
9.10. Invoicing
9.10.1. Claims shall be processed for payment by the Finance Department after proper processing
and receiving is completed at the department level. Invoices should be sent directly to the
Finance Department from the vendor. All invoices should be complete with the following:
(1) City purchase order number; (2) complete description of goods or service provided; (3)
quantity; (4) unit prices and extensions; (5) discount terms; and (6) invoice number.
9.10.2. Adequate documentation will be attached to City payment vouchers to assure that it
supports a valid, legally authorized purchase. Payments will be made only on original
invoices. Properly prepared and approved requisitions, purchase orders, and receiving
reports will be attached when applicable.
9.10.3. All City claims approved by the Departments are certifying that the materials have been
furnished, the services rendered or the labor performed, and that the claim is a just, due
and unpaid obligation against the City, prior to submitting the claim to the Finance
Department for payment.
9.10.4. The department initiating the claim will be responsible for compliance and documentation
for bid requirements, prevailing wages, approved change orders, and any additional
statutory consideration related to the transaction.
9.11. Check Signing
9.11.1. To be valid, all checks in payment of claims must be signed by both the City Manager and
the Chief Financial Officer.
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9.12. Approval of Payment Claims
9.12.1. It shall be the duty of the Chief Financial Officer to present at each regularly scheduled
meeting of the City Council, a list showing all claims paid and the date of payment to enable
the City Council to make inquiry on any item appearing thereon. Upon satisfaction of such
inquiry, if any, the City Council shall by motion approve the report of claims paid as a
permanent record.
9.13. Contracts
9.13.1. The City Manager or his designee may sign contracts of less than $25,000.
9.13.2. The City Manager or his designee is authorized to enter into lease or rental agreements,
provided the agreement does not obligate the City of Port Angeles in excess of $25,000 and
the agreement is for a period that does not exceed one year.
9.13.3.
9.13.4.
9.14. Authority to Enter into Contracts, Leases or Rental Agreements
9.14.1. The City Manager or his designee is hereby authorized to enter into contracts and leases or
rental agreements provided that the following conditions are met:
9.14.1.1. The contract does not obligate the City to expend in excess of $25,000.
9.14.1.2. The particular expenditure of City funds has been approved in the City Budget as
approved by the City Council.
9.14.1.3. The lease or rental agreement is for a period that does not exceed one year and
involves a total rental amount or value that does not exceed $25,000. As
deemed appropriate by the City Manager, the City Council's Real Estate
Committee may be consulted prior to executing any such lease or rental
agreement.
9.14.1.4. The City Manager or his designee shall notify the Council in writing of contracts
entered into pursuant to this section.
9.14.2.
9.15. Change orders on construction contracts and amendments to professional service agreements
9.15.1. Upon subsequent approval by the City Council of a single or collective series of change
orders requiring Council approval, the approval threshold shall be re-set based on the most
recent Council–approved contract amount as the starting point.
9.15.2. When approval occurs by the City Manager or respective department head for change
orders or professional services agreement amendments according to the conditions stated
above, they shall notify the City Council of the change order or amendment in the next
bi-monthly contract status report submitted to City Council.
9.16. Definition of credit card
9.16.1. As used in this chapter, "credit card" means a card or device issued under an arrangement
pursuant to which the issuer gives to a cardholder the privilege of obtaining credit from the
issuer.
9.17. Issuance, use and control of credit cards
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9.17.1. The City Council hereby adopts the following system for the issuance, use and control of
credit cards by City officials and employees:
9.17.1.1. The Finance Department shall implement the following system for the
distribution, authorization, control, credit limits and payment of bills related to
the use of credit cards by City officials and employees:
9.17.1.1.1. Distribution. Credit cards will be distributed to those City officials
and employees who have job responsibilities which would be
facilitated by the use of a credit card and the credit card use would
benefit the City. This shall include the City Council, City Manager,
Department Heads, Division Managers, and other officials and
employees as determined by the City Manager.
9.17.1.1.2. Authorization and control. The Finance Department shall develop
the implementation guidelines and accounting controls to ensure
the proper usage of credit cards and credit card funds.
9.17.1.1.3. Credit limits. The Finance Department shall set credit limits on
each credit card issued. The credit limit shall not exceed $2,500
without written approval of the City Manager.
9.17.1.1.4. Payment of bills. The Finance Department shall establish and
implement a written procedure for the payment of all credit card
bills.
9.17.1.1.5. Unauthorized charges. No employee shall use the City-issued
credit card for non-City business use. Any employee who violates
this policy by using a City-issued credit card for non-City business
shall be subject to disciplinary action and shall be billed for all
charges on the credit card. The City Manager or his/her designee is
authorized and directed to make payroll deductions to recover any
unauthorized charges.
9.17.1.1.6. Cash advances. Cash advances on credit cards are prohibited.
9.17.2. The Finance Department is authorized to adopt any additional procedures or policies
necessary to implement the provisions of this section.
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10. POST ISSUANCE COMPLIANCE FOR GOVERNMENTAL BONDS
10.1. Scope:
10.1.1. This Post Issuance Compliance Policy addresses the City of Port Angeles, Washington’s (the
“City”) compliance with federal tax, federal securities and state law requirements and
contractual obligations applicable to the City’s tax-advantaged governmental bond issues.
The Post Issuance Compliance Policy applies generally to all of the City’s tax-exempt
governmental bonds, and other bonds subject to comparable requirements, such as taxable
direct-pay bonds. As used in this Post Issuance Compliance Policy, references to “bonds”
include bonds, lines of credit, bond anticipation notes, and equipment and other financing
leases.
10.2. Purpose:
10.2.1. This Post Issuance Compliance Policy is intended to improve the City’s ability to:
10.2.1.1. Prevent violations in bond requirements from occurring in the first place,
10.2.1.2. Timely identify potential violations, and
10.2.1.3. Correct identified violations through appropriate remedial steps.
10.3. Schedule of Review:
10.3.1. The Post Issuance Compliance Policy is to be reviewed at least annually and upon each
issuance of new bonds, including refunding bonds. In connection with this periodic review,
the Chief Financial Officer will consider whether the Post Issuance Compliance Policy should
be amended or supplemented:
10.3.1.1. To address any particular requirements associated with the new bond issue, or
10.3.1.2. To reflect general changes in requirements since the prior bond issue.
10.4. Requirements at Bond Closing:
10.4.1. Numerous federal tax, federal securities, and state law requirements must be met in
connection with a bond issue. In some circumstances (e.g., revenue bonds) rate and other
covenant requirements will also need to be satisfied. These requirements are addressed in
the bond transcript completed at bond closing, and confirmed in certain respects by the
legal opinions included in the bond transcript.
10.5. Requirements after Bond Closing:
10.5.1. Other federal tax, federal securities law, and state law requirements and contractual
obligations require on-going monitoring after the issuance of the bonds.
10.6. Officials or Employees Responsible for Review:
10.6.1. The following officers and employees of the City are identified as the responsible persons
for reviewing compliance with the City’s post-issuance obligations. Each responsible
individual is to institute a calendaring system to track compliance with tasks in a timely
manner.
10.6.1.1. Federal tax requirements, including arbitrage, use of proceeds, use of facilities
and IRS filings:
10.6.1.2. Arbitrage, IRS Filings: Chief Financial Officer or as designated by Chief Financial
Officer
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10.6.1.3. Use of Proceeds: Chief Financial Officer or as designated by Chief Financial
Officer
10.6.1.4. Use of Facilities: Department Director as designated by City Manager
10.6.2. Continuing disclosure requirements:
10.6.2.1. Annual Filing: Chief Financial Officer or as designated in writing by the Chief
Financial Officer
10.6.2.2. Material Event Notices: Chief Financial Officer or as designated by Chief
Financial Officer
10.6.2.3. Prior to filing each annual filing or material event notice, the Chief Financial
Officer is to circulate the draft filing or notice to bond counsel or to the City
Attorney for review.
10.6.3. The Chief Financial Officer is responsible for reviewing the other requirements under this
policy.
10.6.4. The responsible persons identified above may need to confer, from time to time, with the
City’s bond counsel and/or financial advisor (if any) to confirm the applicability and scope of
the requirements outlined in this policy. For reference, the contact information for these
advisors is provided below:
10.6.4.1. Pacifica Law Group LLP, as bond counsel
10.6.4.1.1. Deanna Gregory at 206-245-1716 or
Deanna.gregory@pacificalawgroup.com, or
10.6.4.1.2. Stacey Crawshaw-Lewis at 206-245-1714 or
Stacey.Lewis@pacificalawgroup.com
10.6.4.1.3. Edward McCullough at 206-245-1727 or
Edward.mccullough@pacificalawgroup.com
10.6.5. Training of the responsible official/employee. The City provides opportunities for training
to the responsible individuals, specifically including the following training opportunities:
10.6.5.1. At or after bond closing, a conference call or meeting with bond counsel to
review the requirements applicable to a new bond issue.
10.6.5.2. Identify other training activities, if applicable – such as participation in in-house
training sessions, CPE seminars, or seminars conducted by professiona l
organizations (e.g., GFOA, WFOA, WMTA)
10.6.6. Records to be Maintained. The following documents are maintained in connection with
each bond issue. The goal is to retain adequate records to substantiate compliance with
federal tax, securities law, state law and other contractual requirements applicable to the
City’s bonds. Generally, records should be maintained for the term of the bonds (plus any
refunding) plus four years. Unless otherwise specified, the following records are to be
maintained in the office of the Chief Financial Officer.
10.6.6.1. Complete bond transcript (provided by bond counsel) in CD or hard copy.
10.6.6.2. Records of investment of bond proceeds in a format showing the date and
amount of each investment, its interest rate and/or yield, the date any earning s
are received and the amount earned, and the date each investment matures
and if sold prior to maturity, the sale date and sale price.
Page 305City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
40 | Page
10.6.6.3. Records of expenditure of bond proceeds in a format showing the amount,
timing, and the type of expenditure.
10.6.6.4. Records of invoices or requisitions, together with supporting documentation
showing payee, payment amount, and type of expenditure, particularly for
projects involving multiple sources of funds.
10.6.6.5. Records necessary to document the allocation of bond proceeds and other
sources of funds to particular projects or portions of projects.
10.6.6.6. Records documenting the final allocation of bond proceeds to projects, including
any reallocations of bond proceeds, in a format showing the timing and
substance of the reallocation, if applicable.
10.6.6.7. Records demonstrating compliance with arbitrage and rebate requirements,
including arbitrage calculations, documentation of spending exceptions to
rebate, rebate reports and IRS filings and payments.
10.6.6.8. Copies of contracts relating to the use of the bond-financed facility, including
leases, concession agreements, management agreements and other agreements
that give usage rights or legal entitlements with respect to the facility to
nongovernmental persons (e.g., advertising displays, cell tower leases, and
naming rights agreements).
10.6.6.9. Copies of contracts relating to ongoing compliance with respect to the bonds.
10.6.6.10. Copies of any filings or correspondence with the IRS, the SEC or other regulatory
body.
10.7. Investment of Bond Proceeds:
10.7.1. In general, bond proceeds and certain other funds can only be invested at a rate that
exceeds the yield on the bonds under limited circumstances. Furthermore, amounts earned
by investing above the bond yield must be rebated to the IRS, unless the City qualifies as a
small issuer or a spending exception is met. The arbitrage and rebate requirements for
each bond issue are detailed in the federal tax certificate. The Chief Financial Officer (or the
City Treasurer if assigned the responsibility in writing by the Chief Financial Officer) will
monitor the investment and expenditure of the funds and accounts listed below. The Chief
Financial Officer (or the City Treasurer if assigned the responsibility in writing by the Chief
Financial Officer) determines whether the bond issue meets the requirement for one o f the
expenditure exceptions to arbitrage rebate. The Chief Financial Officer (or the City
Treasurer if assigned the responsibility in writing by the Chief Financial Officer) in
consultation with bond counsel will determine whether a rebate calculation is necessary
and, if so, will perform the calculation or engage a rebate consultant. The Chief Financial
Officer (or the City Treasurer if assigned the responsibility in writing by the Chief Financial
Officer) will arrange for the payment of any required rebate to the IRS together with the
appropriate IRS form on the dates described below.
10.7.1.1. Funds to Monitor.
10.7.1.1.1. Bond or debt service funds/accounts
10.7.1.1.2. Project or construction funds/accounts
10.7.1.1.3. Debt service reserve funds/accounts
10.7.1.1.4. Other accounts with bond proceeds or amounts pledged to pay
bonds
Page 306City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
41 | Page
10.7.1.2. Arbitrage Reports; Rebate May Be Due.
10.7.1.2.1. During construction, monitor expenditures to confirm satisfaction
of expected exception to rebate (such as six month exception, 18
month exception, 24 month exception)
10.7.1.2.2. The first rebate payment is due five years after date of issue plus 60
days
10.7.1.2.3. Rebate is due every succeeding five years if there are unspent gross
proceeds of the bonds
10.7.1.2.4. Final rebate payment is due 60 days after early redemption or
retirement of the bonds
10.7.1.3. Limitations on Type of Investments. Bond proceeds must be invested as
permitted under state law. In addition, the bond ordinance or any bond
insurance agreement may further limit the permitted investments. To monitor
compliance with these investment restrictions, the City invests bond proceeds in
the State Local Government Investment Pool as well as other investments
authorized by the City’s Investment Policy and Washington State law.
10.7.1.4. Use of Bond Proceeds During the Construction Period.
10.7.1.4.1. Monitoring the expenditure of bond proceeds is necessary to
assure that the required amount of bond proceeds are expended
for capital expenditures and that not more than 10% of the bond
proceeds are expended for projects that will be used for in a
private trade or business (including by the federal government and
nonprofit entities).
10.7.1.5. The Chief Financial Officer is responsible for reviewing the transcript for the
bonds, and in particular, the authorizing documents and the federal tax
certificate, as well as invoices and other expenditure records to monitor that the
bond proceeds are spent on authorized project costs.
10.7.1.6. If, at the completion of the project, there are unspent bond proceeds, the Chief
Financial Officer, conferring with bond counsel, will direct application of the
excess proceeds for permitted uses under federal tax law, state law, and bond
authorization documents.
10.7.1.7. If the project involves bond proceeds and other sources of funds and included
both governmental and nongovernmental use of the financed facilities, the Chief
Financial Officer will undertake a final reconciliation of bond proceeds
expenditures with project costs no later than 18 months after the later of the
date of expenditure or the date that the project is placed in service (but in no
event more than five years after the date of issue).
Page 307City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
42 | Page
10.8. Use of Bond-Financed Facilities:
10.8.1. Monitoring (and limiting) any private use of the bond-financed facility is important to
maintaining the federal tax treatment of governmental bonds. In general, no more than
10% of the bond-financed facility can be used in a private trade or business (including by
the federal government and nonprofit entities). Private use can arise through any of the
following arrangements, either directly or indirectly.
10.8.2. Types of Private Use
10.8.2.1. Selling all or a portion of the facility
10.8.2.2. Leasing all or a portion of the facility
10.8.2.3. Entering into a management contract for the facility (except for qualified
management contracts under IRS Rev. Proc. 97-13)
10.8.2.4. Use of all or a portion of the facility for research purposes under a research
contract (except for qualified research contracts under IRS Rev. Proc. 97-14)
10.8.2.5. Entering into contracts giving “special legal entitlement” to the facility (for
example, selling advertising space or naming rights)
10.8.3. Procedures for monitoring private use; procedures reasonably expected to timely identify
noncompliance.
10.8.3.1. All leases and other contracts involving bond-financed property will be sent prior
to execution to the Chief Financial Officer for review.
10.8.4. Procedures ensuring that the City will take steps to timely correct noncompliance.
10.8.4.1. If the City takes official action to sell, lease or otherwise change the use of bond-
financed facilities to private use, action should be taken under Treas. Reg. §
1.141-12 within 90 days to apply net proceeds of the sale or lease of the facility
to other qualifying capital expenditures or to redeem or defease bonds. Upon a
determination that there has been or could be a change in use of a bond-
financed facility under the monitoring procedures described above, the Chief
Financial Officer shall consult with bond counsel and apply net proceeds of the
change in use as required.
10.9. Continuing Disclosure:
10.9.1. The City is required to make annual filings with the Municipal Securities Rulemaking Board
(“MSRB”) as described in the continuing disclosure undertaking for each bond issue (which
may include tax-exempt or taxable bonds), and to file notice of certain material events.
10.9.1.1. Submissions will be made in electronic form through the MSRB’s web-based
system known as Electronic Municipal Market Access (“EMMA”), currently
available at http://www.emma.msrb.org. Submissions will be made in word-
searchable PDF.
10.9.1.2. Annual filings to be made:
10.9.1.2.1. Financial information and operating data about the City included in
the Official Statement for the bonds
10.9.1.2.2. Change in fiscal year; other information described in the continuing
disclosure undertaking
10.9.1.2.3. Audited financial statements
Page 308City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
43 | Page
10.9.1.2.4. These reports must be filed no later than nine months (e.g.
September 30) for the majority of the City’s bonds, and seven
months (e.g. July 31) with respect to one issue, after the end of the
City’s fiscal year (the City’s fiscal year currently ends December 31)
10.10. Material event notices:
10.10.1. The City is required to provide or cause to be provided to the MSRB, in a timely manner,
notice of certain events with respect to the bonds. Amendments to SEC Rule 15c2-12 (the
“Rule”) in 2010 expanded the list of events requiring disclosure and added a 1 0-day
compliance period for undertakings effective after December 1, 2010.
10.10.2. Generally, if any of the following events occur, the City shall provide, or cause to be
provided, to the MSRB, in a timely manner not in excess of ten business days after the
occurrence of the event, notice of the occurrence of the any of the following events with
respect to the bonds:
10.10.2.1. Principal and interest payment delinquencies
10.10.2.2. Non-payment related defaults, if material
10.10.2.3. Unscheduled draws on debt service reserves reflecting financial difficulties
10.10.2.4. Unscheduled draws on credit enhancements reflecting financial difficulties
10.10.2.5. Substitution of credit or liquidity providers, or their failure to perform
10.10.2.6. Adverse tax opinions, the issuance by the IRS of proposed or final
determinations of taxability, Notices of Proposed Issue (IRS Form 5701-TEB) or
other material notices or determinations with respect to the tax status of the
bonds, or other material events affecting the tax status of the bonds
10.10.2.7. Modifications to the rights of bondholders, if material
10.10.2.8. Bond calls, if material, and tender offers
10.10.2.9. Defeasances
10.10.2.10. Release, substitution, or sale of property securing repayment of the Bonds, if
material
10.10.2.11. Rating changes (both upgrades and downgrades)
10.10.2.12. Bankruptcy, insolvency, receivership or similar event of the City
10.10.2.13. The consummation of a merger, consolidation, or acquisition involving the City
or the sale of all or substantially all of the assets of the City, other than in the
ordinary course of business, the entry into a definitive agreement to undertake
such an action or the termination of a definitive agreement relating to any such
actions, other than pursuant to its terms, if material
10.10.2.14. Appointment of a successor or additional trustee or the change of name of a
trustee, if material
10.10.3. Procedure for ensuring that notice of the above events is provided to the responsible
individual(s) identified above: Chief Financial Officer (or the City Treasurer if assigned the
responsibility in writing by the Chief Financial Officer)
Page 309City of Port Angeles • 2025 Budget •
Financial Policies City of Port Angeles
44 | Page
10.10.4. Periodic check of information regarding bonds on EMMA. Periodically and at least prior to
each new bond issue, the City will search EMMA for its continuing disclosure filings to
confirm proper filings have been made.
10.11. Compliance with Bond Covenants:
10.11.1. Particularly for revenue bond issues, the City has made rate and other covenants for the
benefit of bond owners. The City monitors compliance with these bond covenants on an
annual basis, as part of its annual audit process. These covenants are summarized below:
Covenant Requirement Document; Section Timing
Rates
Insurance
Sale or disposition
of property
Debt Service
Reserve Fund
Balance
10.11.2. Other Reports. Under the terms of bond insurance policies, letter of credit reimbursement
agreements, debt service reserve surety agreements, financing agreements, loan
agreements, and remarketing agreements, the City may be required to send copies of
budget, disclosure and other documents as well as notice of the issuance of additional
bonds, events of default, redemptions or defeasances, or amendments to the bond
documents. The following entities are required to receive copies of the following
documents or notices.
Entity Type Name/Contact Document; Section Requirement Timing
Bond Insurer
Letter of Credit Bank
Underwriter/Remarketing Agent
Bank
City of Port Angeles • 2025 Budget • Page 310
2025 Budget
Page 311City of Port Angeles • 2025 Budget •
MMeetthhooddoollooggyy aanndd CCoommppaarriissoonn CCrriitteerriiaa
The purpose of this study is to determine the affordability of utilities, housing and living costs in Port
Angeles by residents. This study further compares similar cities to Port Angeles in terms of cost of
utilities, employment rate, housing costs and median income levels. This study was last conducted
in 2022, this index is an update to that study. Selection criteria for comparable cities is as follows:
Population size within 20% of the Port Angeles
Population density
National Pollution Discharge Elimination System (NPDES) Permit Requirement
Location West of the Cascades
Based on the above criteria the following cities were selected as comparisons for this study:
Aberdeen Anacortes Arlington
Battleground Bonney Lake Camas
Centralia Covington Kenmore
Mill Creek Monroe Mukilteo
Oak Harbor Tukwila Tumwater
The data contained in this study was gathered from the US census, county assessor data,
Department of Revenue data, and utility cost research performed by the City of Port Angeles
Finance Department. In all comparisons the average household usage in Port Angeles was used
whenever possible to keep data consistent. These averages include1,300 kw per hour for electric
utility usage, 450 cubic yards of water and wastewater and weekly garbage pickup.
FFiinnddiinnggss
Exhibit 1 below indicates that Port Angeles annual household costs for utilities, housing, property
tax and sales tax are $19,081 which is 43.7% less than the average of $23,032 for all comparable
cities. Total costs to Port Angeles residents are 30.4% less than the average of $27,411 for all
comparable cities. However, when comparing the total annual costs to residents against the
median household income for each comparable city the affordability of these services to Port
Angeles residents is considerably lower than that of 14 of the other comparable cities making Port
Angeles the fourth highest in terms of utility and tax related household income used as compared
to median household income. This is demonstrated in exhibit 4 below. Indicating that while utility
rates in Port Angles are among the lowest in regard to comparable cities they are also one of the
least affordable in terms of household income. exhibit 2 below. Indicating that while utility rates
in Port Angeles are among the lowest in comparable cities they are also one of the least
affordable in terms of household income.
Additionally, unemployment rates in Port Angeles have remained the same since 2022 at the sixth
highest at 5.7%. Food stamp usage increased slightly, approximately 1.4% since 2022, however the
AAFFFFOORRDDAABBIILLIITTYY IINNDDEEXX AANNDD CCOOSSTT CCOOMMPPAARRIISSOONN
2024 Affordability Index & Comparison Study Update Page | 2
percentage of the Port Angeles population receiving public assistance remained largely the same
as compared to 2022 going from 5th highest o the 16 cities to the 9th highest, a 0.5% decrease and
5.3% lower than the average comparable cities in 2024.
Exhibit 1:
Exhibit 2:
$5
0
,
0
0
8
$5
0
,
4
2
2
$6
0
,
2
1
2
$6
8
,
0
3
9
$7
6
,
3
3
1
$8
4
,
1
7
7
$8
6
,
9
1
1
$8
9
,
5
8
7
$9
0
,
3
2
5
$9
4
,
3
6
0
$9
9
,
7
1
3
$1
1
8
,
2
7
6
$1
2
3
,
0
3
6
$1
2
3
,
0
6
5
$1
2
3
,
4
6
2
$1
3
2
,
1
9
1
$1
3
3
,
8
2
9
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000 Median Household Income
$16,530 $18,217 $19,081
$24,991 $25,078 $25,135 $26,575 $26,824 $27,188
$31,507 $32,171 $32,422 $32,597 $33,085 $33,331
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Aberdeen Centralia Port
Angeles
Battle
Ground
Oak
Harbor
Anacortes Tumwater Arlington Tukwila Monroe Camas Covington Mukilteo Bonney
Lake
Mill Creek
Annual Costs to Home Owners
Housing Cost Property Taxes Utilities Cost Retail Sales Taxes Total
Page 312City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 2 percentage of the Port Angeles population receiving public assistance remained largely the same
as compared to 2022 going from 5th highest o the 16 cities to the 9th highest, a 0.5% decrease and
5.3% lower than the average comparable cities in 2024.
Exhibit 1:
Exhibit 2:
$5
0
,
0
0
8
$5
0
,
4
2
2
$6
0
,
2
1
2
$6
8
,
0
3
9
$7
6
,
3
3
1
$8
4
,
1
7
7
$8
6
,
9
1
1
$8
9
,
5
8
7
$9
0
,
3
2
5
$9
4
,
3
6
0
$9
9
,
7
1
3
$1
1
8
,
2
7
6
$1
2
3
,
0
3
6
$1
2
3
,
0
6
5
$1
2
3
,
4
6
2
$1
3
2
,
1
9
1
$1
3
3
,
8
2
9
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000 Median Household Income
$16,530 $18,217 $19,081
$24,991 $25,078 $25,135 $26,575 $26,824 $27,188
$31,507 $32,171 $32,422 $32,597 $33,085 $33,331
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Aberdeen Centralia Port
Angeles
Battle
Ground
Oak
Harbor
Anacortes Tumwater Arlington Tukwila Monroe Camas Covington Mukilteo Bonney
Lake
Mill Creek
Annual Costs to Home Owners
Housing Cost Property Taxes Utilities Cost Retail Sales Taxes Total
Page 313City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 3
Exhibit 3:
$11,220
$12,540
$13,728
$18,492
$18,552
$19,656
$19,716
$20,064
$21,156
$25,056
$25,236
$25,536
$25,884
$25,896
$26,448
$- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000
Aberdeen
Centralia
Port Angeles
Anacortes
Oak Harbor
Battle Ground
Tumwater
Tukwila
Arlington
Camas
Monroe
Mukilteo
Bonney Lake
Covington
Mill Creek
Average Yearly Housing Costs
Exhibit 4:
24.04%
25.61%
26.35%
26.48%
26.49%
26.80%
28.18%
28.92%
29.94%
31.57%
31.60%
31.69%
33.05%
35.62%
36.13%
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%
Camas
Kenmore
Covington
Battle Ground
Mukilteo
Bonney Lake
Mill Creek
Anacortes
Arlington
Tumwater
Monroe
Port Angeles
Aberdeen
Tukwila
Centralia
Total Cost as % of Median Household Income
Page 314City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 4
Exhibit 5:
2.40%2.50%2.80%
3.40%3.70%3.80%
4.20% 4.20%
4.30% 4.30%
5.70% 5.70%
6.20%6.30%6.40%
6.90%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
Unemployment Rates (2022)
Exhibit 6:
1.3%
1.5%
1.8%
1.9%
2.0%
2.4%
2.4%
2.7%
3.3%
3.8%
4.3%
5.2%
6.7%
6.8%
9.7%
11.7%
0.0%2.0%4.0%6.0%8.0%10.0%12.0%
Mukilteo
Bonney Lake
Kenmore
Covington
Mill Creek
Monroe
Camas
Anacortes
Battle Ground
Oak Harbor
Tumwater
Arlington
Port Angeles
Tukwila
Aberdeen
Centralia
Percent of Population Using Food Stamps/SNAP (2022)
Page 315City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 5
Exhibit 7:
6.
9
%
8.
8
%
11
.
4
%
12
.
6
%
13
.
1
%
13
.
7
%
14
.
5
%
14
.
6
%
14
.
7
%
18
.
6
%
21
.
6
%
25
.
5
%
25
.
9
%
31
.
4
%
33
.
9
%
50
.
7
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Percent of Population Receiving Public Assistance (2022)
In terms of utility rate comparisons Port Angeles’ total average utility bill is the lower third of the
comparable cities, or 6.0% lower than the average of the 16 comparable cities as demonstrated
in Exhibit 8 and 9 below. The overall change to a Port Angeles residents utility bill as compared to
2022 is estimated at an increase of $16.65 per month or $199.80. This estimation and comparison
includes the CSO and Landfill surcharges which make up approximately 5.6% of resident’s overall
utility bills.
Exhibit 8:
$- $50.00 $100.00 $150.00 $200.00 $250.00 $300.00 $350.00 $400.00 $450.00
Tukwila
Oak Harbor
Bonney Lake
Anacortes
Tumwater
Covington
Aberdeen
Kenmore
Monroe
Mukilteo
Centralia
Port Angeles
Arlington
Mill Creek
Battle Ground
Camas
TOTAL AVERAGE MONTHLY UTILITY BILL BY TYPE
Water Wastewater Stormwater Solid Waste Recycle Yard Waste Electric
Page 316City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 6
Exhibit 9:
$282.62
$302.17
$315.59
$336.53
$338.29
$346.65
$355.79
$362.57
$366.13
$368.79
$397.21
$405.89
$408.87
$417.43
$- $50.00 $100.00 $150.00 $200.00 $250.00 $300.00 $350.00 $400.00 $450.00
Camas
Battle Ground
Mill Creek
Arlington
Port Angeles
Mukilteo
Monroe
Kenmore
Aberdeen
Covington
Tumwater
Anacortes
Bonney Lake
Oak Harbor
When comparing individual utilities Port Angeles’ water, wastewater and stormwater rates are
amid the highest in the comparable cities. This is largely due to debt resulting from mandated
projects, such as the combined sewer overflow. However, Port Angeles’ electric and solid waste
utility rates are one of the lowest.
Page 317City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 7
Exhibit 10:
$24.14
$25.24
$25.30
$26.57
$30.73
$31.81
$31.87
$33.98
$35.27
$39.26
$39.86
$41.59
$41.68
$41.93
$43.83
$64.39
$- $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00
Battle Ground
Camas
Tumwater
Mill Creek
Covington
Bonney Lake
Mukilteo
Kenmore
Monroe
Tukwila
Arlington
Centralia
Aberdeen
Anacortes
Oak Harbor
Port Angeles
WATER
$50.61
$59.42
$65.80
$67.01
$70.18
$70.64
$73.19
$74.06
$75.24
$79.41
$80.33
$87.11
$92.15
$97.30
$115.04
$125.81
$- $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00
Camas
Battle Ground
Mill Creek
Anacortes
Mukilteo
Tumwater
Kenmore
Arlington
Aberdeen
Covington
Port Angeles
Tukwila
Monroe
Centralia
Bonney Lake
Oak Harbor
WASTEWATER
$7.75
$12.49
$13.78
$14.00
$14.91
$15.27
$15.38
$15.45
$16.41
$18.21
$18.83
$20.66
$21.14
$24.90
$29.73
$30.92
$- $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00
Arlington
Centralia
Aberdeen
Bonney Lake
Tumwater
Battle Ground
Camas
Oak Harbor
Anacortes
Mill Creek
Tukwila
Port Angeles
Monroe
Kenmore
Covington
Mukilteo
STORMWATER
$37.42
$40.49
$42.50
$43.38
$44.65
$44.73
$45.39
$45.75
$45.83
$46.41
$52.04
$55.41
$68.55
$74.01
$77.08
$102.65
$- $20.00 $40.00 $60.00 $80.00 $100.00 $120.00
Monroe
Camas
Battle Ground
Port Angeles
Kenmore
Tukwila
Arlington
Mill Creek
Mukilteo
Centralia
Covington
Oak Harbor
Aberdeen
Bonney Lake
Anacortes
Tumwater
SOLID WASTE
$-
$-
$-
$-
$-
$-
$-
$-
$-
$-
$-
$5.72
$7.63
$9.99
$10.67
$19.53
$- $5.00 $10.00 $15.00 $20.00 $25.00
Port Angeles
Tukwila
Arlington
Bonney Lake
Tumwater
Covington
Mill Creek
Aberdeen
Mukilteo
Centralia
Oak Harbor
Monroe
Camas
Battle Ground
Kenmore
Anacortes
RECYCLE
$-
$8.14
$9.58
$10.00
$10.18
$11.01
$11.05
$11.06
$12.44
$12.88
$14.04
$14.82
$14.89
$16.44
$17.83
$18.05
$- $5.00 $10.00 $15.00 $20.00
Aberdeen
Bonney Lake
Battle Ground
Camas
Port Angeles
Covington
Oak Harbor
Monroe
Kenmore
Tukwila
Centralia
Mukilteo
Mill Creek
Arlington
Tumwater
Anacortes
YARD WASTE
Page 318City of Port Angeles • 2025 Budget •
2024 Affordability Index & Comparison Study Update Page | 8
$120.95
$130.99
$133.27
$141.27
$144.37
$153.03
$153.03
$153.03
$162.75
$165.88
$165.88
$165.88
$165.88
$165.88
$166.88
$217.04
$- $50.00 $100.00 $150.00 $200.00 $250.00
Port Angeles
Centralia
Camas
Battle Ground
Mill Creek
Arlington
Mukilteo
Monroe
Kenmore
Bonney Lake
Tumwater
Covington
Oak Harbor
Anacortes
Aberdeen
Tukwila
ELECTRIC
CCoonncclluussiioonn
The results of the Affordability Index show that while overall annual costs to homeowners are low
when compared to other similar cities, due to a lower than average median household income
Port Angeles residents pay more for services and taxes as a percentage of their annual income.
This is particularly problematic in terms of affordability of the utility to meet demands and
expectations of customers as the Port Angeles utilities have the same need for capital, debt,
maintenance and personnel as other similar utilities. Additionally, due to recent mandates Port
Angeles has undertaken some very large capital projects that have resulted in high amounts of
debt to the utilities that have been incorporated into the rates. The reduction of just one of these
additional charges, in this example the combined sewer overflow, results in a 4.5% reduction in
utility bill costs and changes the rank of Port Angeles in terms of wastewater utility costs from the
highest to average when compared to other cities of the same size.
Also of consideration is the impact of less family wage jobs in the Port Angeles area contributing
to the difficulty of residents to afford all of the household costs for services despite being one of
the lowest in terms of overall costs. The Port Angeles median income is 33.3% less than the average
for comparable cities in this study and the average household costs for services are 7.1% less,
leaving about a 25% gap between the average costs of cities of comparison. This difference is the
source of what is driving the ability of Port Angeles residents to afford household services and
should be heavily weighed when considering any rate or tax increases.
Page 319City of Port Angeles • 2025 Budget •
Budget Glossary
Accrual Basis - A basis of accounting in which
transactions are recognized at the time they are incurred,
as opposed to when cash is received or spent. Used in
proprietary and non-expendable types of funds.
Agency Fund - One of four types of fiduciary funds.
Agency funds are used to report resources held by the
reporting government in a purely custodial capacity
(assets equal liabilities). Agency funds typically involve
only the receipt, temporary investment, and remittance of
fiduciary resources to individuals, private organizations,
or other governments.
Appropriation - The legal spending level authorized
by an ordinance of the City Council. Spending should not
exceed this level without approval by the Council.
Arbitrage – The simultaneous purchase and sale of the
same asset in different markets in order to profit from
differences in the asset’s listed price.
Assessed Valuation – The value assigned to properties
within the City which is used in computing the property
taxes to be paid by property owners.
Asset - Resources owned or held by a government which
have monetary value.
Association of Washington Cities (AWC) - A
nonprofit, non-partisan organization funded through
service fees paid by its member cities.
Audit - The examination of financial records to determine
if funds were handled properly and all required records and
filings are accurate. The City is audited by the Washington
State Auditor’s Office (SAO) annually.
Available (Undesignated Fund Balance) - Refers
to the funds remaining from the prior year which are
available for appropriation and expenditure in the current
year.
Balanced Budget - A budget wherein revenues equal
expenditures.
BARS - The state of Washington Budgeting, Accounting
and Reporting System required for all governmental
entities in the State.
Benefits - Benefits provided for employees, such as
Social Security, retirement, worker’s compensation, life
insurance, and medical insurance.
Bond - A written promise to pay a sum of money at a
specified interest rate. The interest payments and the
repayment of the principal are detailed in a bond ordinance.
The most common types of bonds are general obligation,
revenue bonds, and special improvement district bonds.
These are most frequently used to finance capital projects.
Bond Refinancing - The payoff and re-issuance of bonds
to obtain better interest rates and/or bond conditions.
Budget - The financial plan for the operation of a program
or organization for the year (or other fiscal period).
Budget Calendar - The schedule of key dates which a
government follows in the preparation and adoption of the
budget.
Budgetary Basis - This refers to the basis of accounting
used to estimate financing sources and uses in the budget.
This generally takes one of three forms: GAAP, cash, or
modified accrual.
Budgetary Control - The control or management of a
government in accordance with the approved budget for
the purpose of keeping expenditures within the limitations
of available appropriations and resources.
Budgeting for Priorities - Priority driven budget
process to allocate resources to programs or services that
achieve the goals and objectives that are the greatest value
to the community.
Capital Expenditures - Expenditures for capital assets
including land, buildings, equipment, infrastructure or
improvements thereof, which will have a useful life greater
than one year. Routine capital expenditures range from
$7,500 to $30,000 and have no significant impact on the
operating budget. Non-routine capital expenditures in
excess of $30,000 are those that will have a significant
impact on the operating budget.
Capital Facilities Plan (CFP) - The six-year plan or
schedule of project expenditures for public facilities,
equipment, and infrastructure.
Page 320City of Port Angeles • 2025 Budget •
Capital Improvement Program (CIP) - The one- year
plan or schedule of project expenditures for public facilities,
equipment, and infrastructure, that is incorporated into
the Budget.
Capital Outlay - Expenditures for furnishings,
equipment, vehicles, or machinery that results in the
acquisition of assets with a useful life of more than
one year. These expenditures are routine in nature.
Capital Project - The largely one-time cost for
acquisition, construction, improvement, replacement,
or renovation of land, structures, and improvements
thereon. Capital project budgets are adopted at the time
the project is authorized and continue until completion.
These expenditures are non-routine in nature.
Cash Basis - A basis of accounting in which transactions
are recognized only when cash is increased or decreased.
CDBG - Community Development Block Grant.
Grants issued by the Washington State Department of
Community, Trade and Economic Development, for the
purpose of funding low income housing rehabilitation and
health related community projects.
(COLA) Cost-of-Living Adjustment - An increase
in salaries to offset the adverse effect of inflation on
compensation.
Consumer Price Index (CPI) - The measure of
changes in prices of all goods and services purchased for
consumption by urban households.
Contingency - The appropriation of reserve funds for
future allocation in the event specific budget allotments
have expired and additional funds are needed.
COSA - Cost of Service Analysis. An analysis of costs
associated with providing services, in an effort to determine
revenue requirements to recover those costs.
Cost Allocation - Assignment of applicable costs and
charges from one fund to another required by treating
each fund as an independent entity.
Coverage - Percent of revenues which covers expenditures.
COVID-19 - A respiratory disease caused by a corona
virus discovered in 2019 that generated a global pandemic
in 2020 through present day.
CSO - Combined Sewer Overflow. The overflow of
stormwater into the City’s sewer system.
Debt Service - The annual payment of principal and
interest on the City’s bonded indebtedness. Bonds are
issued to finance the construction of capital projects such
as utility facilities and expansion.
Debt Service Coverage Ratio - The ratio of pledged
revenues to related debt service payments.
Debt Service Funds - One of five governmental fund
types. Debt service funds are used to account for the
accumulation of resources for, and the payment of, general
long-term debt principal and interest.
Department - The basic organizational unit of
government which is functionally unique in its delivery of
services.
Depreciation - The periodic transfer of cost to expense.
Distinguished Budget Presentation Awards
Program - A voluntary awards program administered by
the Government Finance Officers Association to encourage
governments to prepare effective budget documents.
Division - A group of homogeneous cost centers within
a department, i.e. Accounting Division within the Finance
Department.
Employee Benefits - Contributions made by a
government to meet commitments or obligations for
employee fringe benefits. Included are the government’s
share of costs for Social Security and the various pension,
medical, and life insurance plans.
Encumbrances - The amount of funds committed to
vendors for goods or services received or to be received by
the City as specified in a City purchase order.
Enterprise Funds - One of two proprietary fund types.
Enterprise funds are used to report activities for which
a fee is charged to external users for goods or services.
The City budgets seven such funds, the Electric, Electric
Conservation, Water, Wastewater, Solid Waste Collection,
and Transfer Station/Landfill, Stormwater and Medic I
Funds.
Estimated Revenue - The amount of projected revenue
to be collected during the fiscal year.
EUGA - Eastern Urban Growth Area. The geographical
area east of current City limits, proposed for urban
development within the next twenty years, as required
by the Growth Management Act.
Page 321City of Port Angeles • 2025 Budget •
Expenditure - Funds spent in accordance with budgeted
appropriations on assets or goods and services obtained.
Expense - Charges incurred (whether paid immediately
or unpaid) for operations, maintenance, interest or other
charges.
Fees - A general term for any charge levied by the City
associated with providing a service, permitting an activity,
or imposing a fine or penalty. Major types of fees include
business licenses, fines, and user charges.
Fiduciary Funds - Funds used to report assets held
in a trustee or agency capacity for others and which
therefore cannot be used to support the government’s own
programs. The fiduciary fund category includes pension
(and other employee benefit) trust funds, investment trust
funds, private-purpose trust funds, and agency funds.
Fiscal Policy - A government’s policies with respect to
revenues, spending, and debt management as these relate
to government services, programs and capital investment.
Fiscal policy provides an agreed upon set of principles for
the planning and programming of government budgets
and their funding.
Full Faith and Credit - A pledge of a government’s
taxing power to repay debt obligations.
Full-Time Equivalent Position (FTE) - A part-time
position converted to the decimal equivalent of a full-time
position based on 2,080 hours per year. For example, a
part-time employee working 20 hours per week would be
the equivalent to 0.5 of a full-time position.
Fund - A fiscal and accounting entity with a self-
balancing set of accounts recording cash and other
financial resources, together with all related liabilities and
residual equities or balances, and changes therein, that are
segregated for the purpose of carrying on specific activities
or attaining certain objectives in accordance with special
regulations, restrictions, or limitations.
Fund Balance - The excess of the assets of a fund over its
liabilities, reserves, and carry-over.
Fund Type - One of eleven classifications into which all
individual funds can be categorized. Governmental fund
types include the general fund, special revenue funds,
debt service funds, capital project funds, and permanent
funds. Proprietary fund types include enterprise funds
and internal service funds. Fiduciary fund types include
pension (and other employee benefit) trust funds,
investment trust funds, private-purpose trust funds, and
agency funds.
GAAP - Generally Accepted Accounting Principles are
standards used for accounting and reporting for both
private industry and governments. Government GAAP is
currently set by the Governmental Accounting Standards
Board.
GASB - Governmental Accountant Standards Board
established in 1985 is the current standards-setting board
for governmental GAAP.
General Fund - One of five governmental fund types.
The general fund typically serves as the chief operating
fund of a government. The general fund is used to account
for all financial activities except those that are required to
be accounted for in another fund.
General Obligation (G. O.) Bond - This type of bond
is backed by the full faith, credit and taxing power of the
government.
GFOA - Government Finance Officers Association of the
United States and Canada. A professional association of
state/provincial and local finance officers in the United
States and Canada, founded in 1906. This association
plays a major role in the development and promotion of
GAAP for state and local governments.
Goal - A statement of broad direction, purpose or intent
based on the needs of the community. A goal is general
and timeless.
Governmental Capital Projects Funds - One of
five governmental fund types. Capital projects funds are
used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other
than those financed by proprietary funds and trust funds).
Governmental Funds - Funds used to account for
tax supported activities. There are five different types of
governmental funds: the general fund, special revenue
funds, debt service funds, governmental capital projects
funds, and permanent funds.
Grants - A contribution by a government or other
organization to support a particular function. Grants may
be classified as either operational or capital, depending
upon the grantee.
Growth Management Act (GMA) - Passed in
1990 by the Washington State Legislature & later
amended in 1991, 1993, and 1995. The Act
provides a growth strategy that
Page 322City of Port Angeles • 2025 Budget •
protects property rights and the environment, encourages
economic development, and gives local cities and counties
experiencing rapid population growth, the tools to better
manage the development that accompanies it.
Implicit Price Deflator (IPD) - An index of inflation
for personal consumption expenditures for the previous
12 months, as published in September of each year by the
Bureau of Economic Analysis.
lnterfund Transfers - The movement of monies
between funds of the same governmental entity.
Intergovernmental Revenue - Revenue from other
governments, primarily shared State revenue from auto
excise tax, and liquor profits and tax.
Internal Control - The system of controls established by
the City to protect the assets from misappropriation and
ensure accurate reporting of financial transactions.
Internal Service Funds - One of two proprietary
fund types. Internal service funds are used to report any
activity that provides goods or services to other funds,
departments, or agencies of the primary government
and its component units, or to other governments, on a
cost reimbursement basis. The City budgets three such
funds, Equipment Services, Information Services and Self
Insurance Funds.
LEOFF - Law Enforcement Officers and Firefighters
Retirement System provided in the State of Washington.
Levy Rate - The rate of tax to be imposed on the assessed
value of real property for the computation of property tax
revenues.
Licenses and Permits - Revenue category that includes
building permits, business licenses, and any other
miscellaneous licenses.
LID -Local Improvement District or Special Assessments
made against certain properties to defray part or all of
the cost of a specific improvement or service deemed to
primarily benefit those properties.
Long-term Debt - Debt with a maturity of more than
one year after the date of issuance.
LTGO -Limited Tax General Obligation Bond. Non-voted
or councilmanic debt payable from regular tax levies or
general revenues.
Major Fund - A fund where total assets, liabilities,
revenues, or expenditures/expenses of that individual
governmental or enterprise fund are at least ten percent
of the corresponding element total, for all funds of
that category or type, and is at least five percent of the
corresponding element total for all governmental and
enterprise funds combined.
Metropolitan Park District - A park district created
for the management, control, improvement, maintenance,
and acquisition of parks, parkways, boulevards, and
recreational facilities.
Miscellaneous Revenue - The account which provides
for accumulation of revenues not specifically identified
in other accounts. This includes interest, rents, and
incidentals.
Modified Accrual - Basis of accounting according
to which revenues are recognized when available and
measurable, and expenditures are recognized when the
underlying liability is incurred.
NICE Program - Neighborhood Improvement
Community Enhancement program. A revolving program
for infrastructure improvements that enhance economic
development.
NPDES -National Pollutant Discharge Elimination
System. Used in reference to the waste discharge permit
that is required to operate a wastewater treatment plant.
Non-Major Fund - A fund that does not meet the
requirements of a major fund. Please see the definition of
major fund for more details.
Non-Operating Expense - Expenses of enterprise
funds that are incidental to the main purpose of the fund.
Objective - A strategy that when carried out results in
the accomplishment of a goal. An objective is specific,
measurable, achievable, realistic, and time bound.
Operating Budget - An operation plan, expressed in
financial terms, by which a program is funded. It should
include: (1) the mission; (2) the services provided; (3)
impact on future years; and (4) current year operations.
Operating Expense - Those costs including expenditures
for salaries and wages, benefits, supplies, services, and
charges which are necessary to support the primary
services of the organization.
Operating Revenue - Funds that the
government receives as income to pay
for ongoing operations. It includes such
items as taxes, fees from specific
services, interest earnings,
Page 323City of Port Angeles • 2025 Budget •
and grant revenues. Operating revenues are used to pay
for day-to-day services.
PDA - Public Development Authority. A public corporation
established under RCW 35.21. 730 to develop and oversee
a specific area or venue. Used in reference to the Port
Angeles Harbor Works PDA, which was established to
assist in the redevelopment of the former Rayonier Mill
site.
Pension Trust Funds - One of four fiduciary fund
types. Pension trust funds are used to report resources
that are required to be held in trust for the members and
beneficiaries of defined benefit pension plans, defined
contribution plans, other post-employment benefit plans,
or other employee benefit plans. The City budgets one
such fund, the Firemen’s Pension Fund.
Permanent Fund – Funds required to be used to report
resources that are legally restricted to the extent that
only earnings may be used for purposes that support the
reporting government programs.
Proprietary Fund – A fund that accounts for activities
that involve business-like interactions.
Reserve - An account used either to set aside budgeted
revenues that are not required for expenditure in the
current budget year or to earmark revenues for a specific
future purpose.
Resources - Total amounts available for appropriation
including estimated revenues, fund transfers, and
beginning balances.
Revenue - Sources of income financing the operations of
government.
Revenue Bonds - A municipal bond issued to provide
funding for utility or other projects that serve the public.
Future revenues from the projects are pledged for payment
of debt service on the bonds.
Service Level - Services or products which comprise
actual or expected output of a given program. Focus is on
results, not measures of workload.
Source of Revenue - Revenues are classified according
to their source or point of origin.
Self-Supporting Bonds - General obligation or revenue
bonds whose principal and interest are payable primarily
or solely from the non-tax earnings of the municipality.
Special Revenue Funds - One of five governmental
fund types. Special revenue funds are used to account for
the proceeds of resources that are restricted or committed
to expenditures for specified purposes other than debt
service or capital projects.
Standard Work Year - 2080 hours, or 260 working
days.
Tax Levy - The resultant product when the tax rate per
one hundred dollars is multiplied by the tax base.
Taxes - Compulsory charges levied by a government
for the purpose of financing services performed for the
common benefit of the people. This term does not include
specific charges made against particular persons or
property for current or permanent benefit, such as special
assessments.
TBD - Transportation Benefit District. Additional
0.2% sales tax collection to be used solely for capital
transportation projects as listed in the Capital Facilities
Plan.
TIP - Transportation Improvement Program. A six-year
specific program of transportation improvements for
roadways, transit, and other transportation infrastructure,
including non-motorized improvements.
Transfers In/Out - See lnterfund Transfers.
TSFP - Transportation Services and Facilities Plan. This
plan supplements and expands the goals and policies
stated in the Comprehensive Plan for the City. It addresses
the City’s transportation standards, existing deficiencies,
traffic forecasting, future transportation system needs and
funding.
Unreserved Fund Balance - The portion of a fund’s
balance that is not restricted for a specific purpose and is
available for general appropriation.
UTGO - Unlimited Tax General Obligation Bond. Voter
approved debt payable from a specific excess bond levy.
WFOA - Washington Finance Officers Association. A
Washington State nonprofit association of public finance
professionals and governmental officials founded in 1956,
whose mission is “To promote excellence in governmental
finance through leadership, education and communication
for the public benefit.”
Page 324City of Port Angeles • 2025 Budget •
Working Capital - The excess of current assets over
current liabilities representing the capital immediately
available for continued operation of business-type
activities in Enterprise and Internal Service Funds.
Workload Indicator - A unit of work to be done (e.g.,
number of permit applications received, the number of
households receiving refuse collection service, or the
number of burglaries to be investigated).
WUGA - Western Urban Growth Area. The geographical
area west of current City limits, proposed for urban
development within the next twenty years, as required by
the Growth Management Act.