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Jefferson Port Of Port Townsend Commissioner, District 2

4-year term (ports in counties with over 100,000 pop); 4 or 6 year term counties with under 100,000 pop) Salary $42,106 (2013) in King, varies in other port districts. The Port District is responsible for the maintenance and operation of the port facilities within their jurisdiction. The commission sets the general policies of the district, which are implemented by the hired professional Port Director and their professional staff. One of commission's main duties is the adoption of the district's budget and proposal of any Port levies to be placed on the ballot to the people. The commission sets policies and approves all spending via the budget, whether for operations or capital items or public facility maintenance and improvements. The council also sets salaries for district employees.
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    Brad Clinefelter (NP) Owner/Operator of BC Marine Services

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    Bill Putney (NP) Technologist - Volunteer

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Biographical Information

Why did you decide to run for this position?

What are three major issues facing the port?

Of the three, which one is the most urgent?

What is your primary interest in the operation of the port?

Phone (360) 531-1303
Town where you live Nordland
Experience (300 characters max) 43 years in various marine trades. Worked in the tugboat and heavy marine construction industry for 10 years. Managed a bulk ship loading/unloading facility in the Port of Port for about 20 years. Responsible for all areas of marine terminal operations, environmental, safety, maintenance, production
To continue on with my efforts to see all areas of Port Operations be conducted in a responsible manner considering all 7 elements of the Jefferson County Community developed Port of Port Townsend Strategic Plan. This includes Community Access to Port facilities, Sustainable Economic Development in which the Port stimulates countywide economic vitality, Responsible Infrastructure Maintenance and Development, Public Involvement and Responsiveness to Community Needs, To improve services to Public, Customers and Port Tenants, Fiscal Transparency and Accountability to strengthen the Ports financial performance and provide budgetary information to the public, Community Stewardship to become a recognized leader in environmental stewardship and protection of Community Assets. I will continue to push for the need to employ the project priority scoring matrix developed during my term on the Commission to ensure all capitol expenditures are made in the best interests of the Community and Port.
The present state of the Port is challenged with many enormous deferred maintenance issues, a legacy of decades of no responsible long term capital repair and replacement planning. I pushed for the need to establish such long term planning which is now being integrated into the Port's annual budget development process by the new Port Administration.

The need to strengthen the Port's financial performance and stimulate Jefferson County's economic vitality. Two decades ago a major investment was made in the shipyard to facilitate business development with the investment in the 330 ton travel lift, since that time very little has been invested in efforts to develop a robust economic improvement plan.

Corrective measures to improve environmental issues in the boatyard and shipyard. Dept. of Ecology has issued an Administrative Order to which the Port must implement corrective measures to ensure ship yard operations can continue, employment and customer service will continue to grow.
The decades of deferred capital repair and replacement of Port infrastructure at Point Hudson, Boat Haven, Ship and Boat Yards, Jefferson County Airport, Quilcene Property and Marina as well as Boat Ramps in Gardner, Mats Mats and Port Hadlock has resulted in the Port now being in a state of immediate needs that far outweigh the Port's financial capacity. Difficult decisions on how to most responsibly allocate financial resources for these needs yet continue with meeting all the other criteria as outlined in the Port's Strategic Plan is the driving tasks at hand today for the Port Administration and Commission. Employing the Project Priority Matrix is critical. The replacement of Point Hudson Marina South Breakwater alone will financially burden the Port to the point of having very limited resources to apply to other elements of the Port's Mission to grow and develop economic vitality in Jefferson County as well as continue to improve social consequences and environmental circumstance.
I intend to continue with my efforts as Commissioner to maintain the responsible path our Port is now on, In the years prior to my presence on the Commission the Port made very large investments into things such as renovating offices for Port Administrations Staff, then later constructing a new Port Administration building for Port Staff while ignoring failing/crumbling critical infrastructure such as the Point Hudson Breakwater. I plan to see that the Port maintains the course it is now on which is a trajectory towards fulfilling all of the tasks as outlined in the Strategic Plan which I have outlined above. I pushed for hiring our new Executive Director and she clearly recognizes the need to continue on the path we as the Commission and the Port's New Administrative team has now forged in her first 15 months on the job. I fully intend to see these efforts continue and the Port stay focused on all needed corrective measures and improvements to our economy.
Phone (360) 302-5577
Town where you live We live in the Woodland Hills neighborhood, between the airport and Kala Point.
Experience (300 characters max) I’ve been a telecommunications engineer, project manager, technology analyst, Internet entrepreneur, and aircraft mechanic at the Port of Oakland. As a volunteer, I planned and built KPTZ, I work for PTFF and The Port of Port Townsend. I received the Jefferson County 2016 Heart of Service Award.
I deeply care about the Port and its Mission. To be in a position to defend and promote the Port's Mission, the port must, above all else remain a financially viable independent entity. A failed Port would be catastrophic for the community.

While it is critical to maintain ongoing infrastructure and regulatory compliance, the Port must move beyond maintenance and develop new income streams and new cost saving processes. It will be, at first, a painful effort but one that must be undertaken to insure that County tax payers and Port tenants can continue to have meaningful enjoyment of the Port's facilities in future years.

With the potential collapse of the Point Hudson Jetty and millions of dollars of other deferred maintenance, the Port is in a serious financial predicament. To address these problems, the Port needs new direction from its Port Commissioners. I have the time, energy, experience, and dedication to expand the Port’s scope into countywide development.

First is keeping the Port’s marine infrastructure sound and ecologically viable. The failing jetty at Point Hudson is an example of the kind of expensive to repair infrastructure that is at risk.

Second, The Port’s capital reserves have declined significantly over the last decade. There are a lot of reasons for the decline, including a soft economy, under valuation of Port services and under staffing in critical areas that has led to higher project costs.

Third, the Port needs to exercise its leadership role in job creation and business development in the County. This will directly and indirectly benefit the Port financially. Moreover, it is the right thing to do for the health and well being of the citizens of Jefferson County.
Infrastructure maintenance and ecological compliance has to be job one right now. To accomplish this goal, we have to build collaborations with City, County, State and Federal agencies, as well as, community and business stakeholders.

Building the Port’s financial portfolio through economic expansion will be critical to the continued development and support of the Port’s assets and services to the community.
The Port Commission is an executive body which answers to the citizens of the Jefferson County. Operationally it exercises oversight of Port operations and policies and expresses that through the office of the Executive Director.

I want a financially healthier Port and a stronger relationship between the Port and the citizens of the County. I believe that, while Port Commission meetings and workshops are important, they do not provide sufficient time for individual citizens to have a meaningful dialog with Commissioners. I will establish County-wide office hours on a regular basis to hear individual or group concerns and ideas that I can take to the full Commission for action.

I will be a champion for Jefferson County. I will seek out partnerships that will bring jobs and enterprises to our County that will enrich our lives without compromising who we are and this special place we have. logo


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