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FWCP Chap 06 Capital Facilities_201302271051013111CHAPTER SIX - CAPITAL FACILITIES 6.0 INTRODUCTION The City of Federal Way is expected to add 6,188 housing units and 7,481 jobs between the years 2001 and 2022. This growth will stimulate the local economy and maintain a diverse and vibrant community. It will also generate a corresponding demand for new public services and facilities, such as schools, parks, and streets. These new facilities, and the financial implications they will have for Federal Way and its citizens, are the subject of this chapter. The Growth Management Act The Growth Management Act (GMA) refers to capital facilities planning in two of the 13 statewide planning goals. The two relevant goals are: 1. Urban growth. Encourage development in urban areas where adequate public facilities and services exist or can be provided in an efficient manner. 2. Public facilities and services. Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards. More specifically, the GMA mandates that the City prepare a capital facilities plan which contains the following components: • An inventory of existing facilities owned by public entities, showing the locations and capacities of the facilities. • A forecast of the future needs for such facilities. • The proposed locations and capacities of expanded or new facilities. • At least a six -year financing plan that will finance such facilities and clearly identify sources of public money for such purposes. • A requirement to reassess the Land Use chapter if probable funding falls short. In the pages that follow, this chapter complies with the GMA requirements for a capital facilities plan. FWCP — Chapter Six, Capital Facilities Level of Service To prepare a Capital Facilities chapter, one of the first decisions a jurisdiction must make involves establishing a level of service (LOS) standard. The level of service standard refers to the amount and quality of services and facilities that a community wants. For example, the LOS for a parks system is usually described in terms of the number of acres of parkland per 1,000 population. If a community has a strong desire for a good parks system, it will establish a high LOS standard for itself, maybe something on the order of 20 acres of park per 1,000 residents. On the other hand, 20 acres of developed parkland is expensive to acquire, develop, operate, and maintain. As a result, the community may be forced, for financial reasons, to accept a lower LOS standard. In any event, adopting LOS standards for all the services and facilities the City provides would help it: 1) evaluate how well it is serving existing residents, and 2) determine how many new facilities will have to be constructed to service new growth and development. Concurrency In addition to mandating that a Capital Facilities chapter be included in comprehensive plans, the GMA also introduced the concept of concurrency. In general terms, concurrence describes the situation where adequate and necessary public services and facilities are available "concurrent" with the impacts of new development, or within a specified time thereafter. Concurrency has two levels of applicability. The first is at the planning level and refers to all services and facilities, over the long term, and at the citywide scale. Planning level concurrency is what this chapter is all about. It inventories all existing facilities and services, establishes a LOS standard for each, estimates new facility requirements to accommodate projected growth, and develops a financing plan that identifies the revenues necessary to pay for all the new facilities. If the necessary revenues are not available, then the jurisdiction fails the planning level concurrency test and must take appropriate action. Those actions include lowering the LOS standard, raising taxes, restricting growth, or a combination of these actions. This chapter satisfies the planning level concurrency requirement as outlined in the GMA. The second level of concurrency analysis is project specific and only required for transportation facilities. Specifically, the GMA (RCW 36.70A. 070[6]) states: "...local jurisdictions must adopt and enforce ordinances which prohibit development approval if the development causes the level of service on a transportation facility to decline below the standards adopted in the transportation element of the comprehensive plan, unless transportation improvements or strategies to accommodate the impacts of development are made concurrent with the development." That same section goes on say that "concurrent with the development' shall mean that improvements or strategies are in place at the time of development, or that a financial commitment is in place to complete the improvements or strategies within six years. To satisfy the project level concurrency requirement, the last section of chapter three, Transportation, contains a concurrency management discussion. Revised 2010 VI-2 FWCP — Chapter Six, Capital Facilities As mentioned previously, project level concurrency is only required for transportation system facilities. However, the Washington State Office of Community Development's interpretation (WAC 365-195-070[3]) states that, "...concurrence should be sought with respect to public facilities in addition to transportation facilities. The list of such additional facilities should be locally defined." This section goes on to say that local jurisdictions may fashion their own regulatory responses. The City adopted a Transportation Concurrency Management System, which became effective January 1, 2007. Impact Fees Local jurisdictions planning under the GMA are authorized to assess impact fees for development activity as part of financing for public facilities, such as parks, transportation, and schools. The fire district also has a direct impact on their level of service based on growth and thus, is working both locally and legislatively to ensure that they also receive impact fees directly related to growth. Impact fees must be based on an adopted capital facilities plan. In addition, the collected fees must be used for projects that are reasonably related to and will reasonably benefit the development paying the fees. The fees must also be used within a specified time from the date they were collected or returned to the payee. Impact fees may be imposed for system improvement costs previously incurred to the extent that new growth and development will be served by the previously constructed improvements, provided they not be imposed to make up for any system improvement deficiencies. To impose an impact fee program, the City must have a plan in place to make up any existing system deficiencies. Countywide Planning Policies The Countywide Planning Policies (CWPPs) originally adopted in 1992, and amended in 1994, contain a number of goals and policies regarding capital facilities and the provision of urban services. Those relevant CWPPs are the following: C01 Jurisdictions shall identify the full range of urban services and how they plan to provide them. CO2 Jurisdictions and other urban service providers shall provide services and manage natural resources efficiently, through regional coordination, conjunctive use of resources, and sharing of facilities. Interjurisdictional planning efforts shall evaluate approaches to share and conserve resources. CO3 Service provision shall be coordinated to ensure the protection and preservation of resources in both Rural Areas and in areas that are developing, while addressing service needs within areas currently identified for growth. Revised 2010 VI-3 FWCP — Chapter Six, Capital Facilities CO4 All jurisdictions acknowledge the need to develop a regional surface water management system which crosses jurisdictional boundaries and identifies and prioritizes program elements and capital improvements necessary to accommodate growth and protect the natural and built environment. The GMPC shall develop and recommend a financing and implementation strategy to meet this need. CO5 Water supply shall be regionally coordinated to provide a reliable economic source of water and to provide mutual aid to and between all agencies and purveyors. The region should work toward a mechanism to address long-term regional water demand needs of agencies and water purveyors. CO7 Water reuse and reclamation shall be encouraged, especially for large commercial and residential developments and for high water users such as parks, schools, golf courses, and locks. C010 In the Urban Area identified for growth within the next ten years, urban water and sewer systems are preferred for new construction on existing lots and shall be required for new subdivisions. However, existing septic systems, private wells, and/or small water systems may continue to serve the developments so long as densities and physical conditions are appropriate, the systems are allowed by the relevant jurisdictions, and management keeps the systems operating properly and safely. CO13 Urban sewer system extensions in unincorporated King County shall be permitted consistent with the provisions of the King County Sewerage General Plan, Countywide Policies, and the policies of the jurisdiction in whose potential annexation area the extension is proposed. FW13 Cities are the appropriate provider of local urban services to Urban Areas, either directly or by contract. Counties are the appropriate provider of most countywide services. Urban services shall not be extended through the use of special purpose districts without approval of the city in whose potential annexation area the extension is proposed. Within the Urban Area, as time and conditions warrant, cities should assume local urban services provided by special purpose districts. FW32 Public capital facilities of a Countywide or Statewide nature shall be sited to support the Countywide land use pattern, support economic activities, mitigate environmental impacts, provide amenities or incentives, and minimize public costs. Amenities or incentives shall be provided to neighborhoods/jurisdictions in which facilities are sited. Facilities must be prioritized, coordinated, planned, and sited through an interjurisdictional process established by the GMPC, or its successor. Revised 2010 V1 4 FWCP — Chapter Six, Capital Facilities LU29 All jurisdictions shall develop growth -phasing plans consistent with applicable capital facilities plans to maintain an Urban Area served with adequate public facilities and services to meet at least the six -year intermediate household and employment target ranges consistent with LU67 and LU68. These growth phasing plans shall be based on locally adopted definitions, service levels, and financing commitments, consistent with State GMA requirements. The phasing plans for cities shall not extend beyond their potential annexation areas. Interlocal agreements shall be developed that specify the applicable minimum zoning, development standards, impact mitigation, and future annexation for the potential annexation areas. LU30 Where urban services cannot be provided within the next 10 years, jurisdictions should develop policies and regulations to: • Phase and limit development such that planning, siting, density and infrastructure decisions will support future urban development when urban services become available. • Establish a process for converting land to urban densities and uses once services are available. Funding/Financing Typically, cities and the residents they service would like to have higher LOS standards than they can afford. Federal Way has worked hard to provide the highest LOS possible without raising taxes. It is a difficult balance to maintain and the City is currently exploring options to pay for capital facilities and the associated maintenance and operations costs. If the City decides to generate additional revenues, there are several sources available. Some of these revenues are "on -going" in the sense that the City levies the tax and the revenues are added to the City's general fund on an annual basis. On -going revenues include property taxes, sales taxes, utility taxes, impact fees, and business and occupation taxes. The other category of funds is called "one time" funds because the City cannot count on having these funds available on an annual basis. These funds include bond sales and grants such as, TEA-21, IAC, and Urban Arterial Fund money. On -going funds can be used for either capital facilities or maintenance and operations. However, it is prudent financial management and adopted City policy that one-time funds be used only for capital improvements. As is discussed later in this chapter, the City proposed two bond issues to finance capital facilities in the Fall of 1995. As part of that bond issue, voters approved a permanent utility tax to pay for the maintenance and operations costs associated with the new capital facilities. Revised 2010 VI-5 FWCP — Chapter Six, Capital Facilities 6.1 SURFACE WATER Inventory of Existing Facilities Natural Systems The Federal Way area consists of two major drainage basins, the Hylebos Creek and Lower Puget Sound. The Hylebos Creek Basin consists of the West Branch Hylebos Creek, East Branch Hylebos Creek, and the Lower Hylebos Creek Sub -Basins. The Lower Puget Sound Basin consists of the North Lower, Central Lower, and South Lower Puget Sound Sub -Basins. Map VI-1 (maps are located at the end of the chapter) shows the planning area boundary, and boundaries. Map V1-2 shows the major features of the natural system. The natural systems have been reviewed on a sub -basin level. This sub - basin information is contained in the City's Comprehensive Surface Water Facility Plan. Man -Made System As part of its 1994 Surface Water Facilities Plan, the City completed an inventory of the stormwater drainage trunk system. There are ten major trunk lines in the system, and one can find more details about their capacity and location in the Surface Water Plan. The City has made a significant number of improvements to the manmade system since incorporation in 1990. Most of the projects completed to date corrected existing localized flooding problems. As a result of resolving these "spot" problems, the City and its surface water utility have significantly improved the LOS on a system -wide basis. The City has gone to a regional system for detention/retention of surface water. Several regional detention/retention facilities have been, or will be, constructed to handle stormwater runoff. However, individual developments must treat stormwater on site prior to releasing it to the regional system. System Capacity As part of the Surface Water Facilities Plan, the City developed a model of its surface water facilities, including the natural part of the system, the various lakes, streams, and wetlands. This model uses the following design or LOS standards: • 25-year storm conveyance capacity on lateral systems; • 25-year storm conveyance capacity on major trunk systems; • 25-year storm storage capacity in local retention/ detention facilities; and • 100-year storm storage capability in regional retention/detention facilities. Based on these LOS standards and the data on existing facilities, the model helps utility engineers identify deficiencies in the existing system and the most cost effective way to resolve them. The model also allows engineers to describe the new facilities that will be needed in the future to accommodate new growth and development as outlined in the Land Use chapter. Revised 2010 VI-6 FWCP — Chapter Six, Capital Facilities Forecast of Future Needs Based on model results, utility engineers annually update a detailed 10 six -year capital facilities plan. The plan identifies projects, prioritizes them, estimates the cost, and re- examines the utility rate structure to ensure that there is sufficient funding available over the next six years to construct these projects (Table VI-1). Locations and Capacities of Future Facilities Table VI-1 includes the surface water facilities project list. For more complete discussion of this list, and maps describing project locations, please refer to Chapter IV of the City's Comprehensive Surface Water Plan. As noted earlier, these projects address existing system deficiencies as well as the new facilities that will be needed to accommodate projected growth. Finance Plan The City has created a surface water utility to manage stormwater drainage, prevent flooding, and improve water quality. The City charges property owners an annual surface water fee, which is based upon the amount of impervious surface on the property. These fees, along with any outside grant monies and low interest loans, provide the revenues that pay for capital facilities projects, and operation and maintenance of its surface water system. As outlined in Table VI-1, projects are scheduled based on anticipated revenues. The capital facilities spreadsheet indicates project scheduling based on available funding and priority ranking. The City annually updates the capital facilities plan for surface water. The Comprehensive Surface Water Plan, which includes the capital facilities plan, is adopted by reference in this plan, including changes made during the City's annual update. 6.2 TRANSPORTATION The GMA requires that local jurisdictions prepare a transportation chapter as part of the Federal Way Comprehensive Plan (FWCP). The GMA also authorizes jurisdictions to assess impact fees for transportation system improvements that are necessary to accommodate the traffic created by the new development. In order to assess impact fees, the capital facilities plan must include the list of transportation improvements and associated costs that necessitate the impact fees. Discussion related to Transportation - related capital facilities can be found in FWCP Chapter 3, Transportation. Revised 2010 VI-7 FWCP - Chapter Six, Capital Facilities Table VI -I City of Federal Way Facilities Plan Surface Water Management Component 2006 2007 2008 2009 2010 2011 2012 Total SWM SOURCES Revenues and Financing Carry Forward from CIP and Operations 7,030,158 6,206,435 5,025,729 3,896,890 3,351,651 2,878,155 968,961 User Fees with GMA Project Growth 3,239,534 3,232,389 3,256,629 3,281,054 3,305,662 3,330,454 3,355,432 46,657,770 Interest Earnings 75,564 171,536 152,212 131,901 119,685 90,634 64,086 1,449,806 Transfer In - Street Fund 149,901 149,901 149,901 154,398 159,030 163,801 168,715 2,106,172 Grant Funding 1,093,160 720,000 Subtotal Revenues and Financing 11,588,317 10,480,259 8,584,470 7,464,243 6,936,027 6,463,044 4,557,194 113,867,643 Expenditures - One Time & Debt Service One Time Funding 0 Public Works Trust Fund Loan 203,577 201,754 199,930 198,107 196,283 194,459 192,636 3,757,108 Subtotal Expenditures 203,577 201,754 1 199,930 198,107 196,283 1 194,459 192,636 3,757,108 Available Revenue 11,384,739 10,278,505 8,384,540 7,266,137 6,739,744 6,268,584 4,364,559 110,110,535 Total Required Sources 5,254,682 5,454,530 4,687,580 4,112,593 4,057,873 5,494,083 3,859,339 59,421,297 SWM USES Maintenance and Operations Current 2,540,016 2,576,016 2,578,016 2,664,432 2,753,752 2,846,074 2,941,500 36,895,119 Subtotal Maintenance and Operations 2,540,016 2,576,016 2,578,016 2,664,432 2,753,752 2,846,074 2,941,500 36,895,119 Annual Programs I I I Fund 221,744 200,000 207,000 214,245 221,744 229,505 237,537 2,809,041 Subtotal Annual Programs 221,744 2009000 2079000 214,245 221,744 229,505 2379537 2,809,041 Capital Project List SPJ3-CIP-01: Joe Creek Regional Detention Pond 1,542,391 1,946,489 SPJ2-CIP-02: Lake Jeane Outlet Control Structure 125,000 430,000 555,000 SPJ2-CIP-02: Lake Lorene Outlet Control Structure 95,000 295,000 390,000 S 373`d Bridge Replacement Project 160,000 1 661,760 1 910,000 SPJ4-CIP-0l: SW 325d' St Culvert/Trunk Replacement 150,000 150,000 SPIJ-CIP-02: Lower Joes Creek Channel Restoration 323,678 1,898,373 2,222,051 SPL5-CIP-02: SW 332 d St Trunk Replacement 200,000 635,000 835,000 CPR6-CIP-01: S 308d' St Lateral Drainage Intercept 60,000 105,000 165,000 SPM3-CIP-02: East 15-Inch Lateral Detention 211,953 2489092 WH12-CIP-02: S 316d' PI Detention 88,188 517,223 605,411 Revised 2010 VI-8 FWCP - Chapter Six, Capital Facilities 2006 2007 2008 2009 2010 2011 2012 Total Facility WH07-CIP-02: V Way S Trunk 97,634 572,621 670,255 Replacement CPR6-CIP-02: Outlet Channel 50,000 130,000 180,000 Modification WH15-CIP-02: 21' Ave SW Detention 60,615 355,506 416,121 Facility WHll-CIP-04:Low Flow 45,193 265,056 310,249 Diversion/Infiltration Trench W Hylebos Channel Riparian Habitat 400,000 720,000 1,120,000 Easement Acquisition 1 Ov' Ave S Drainage hnprovement 1 55,000 375,000 1 430,000 S 336 h and 348 h Ave S Drainage 25,000 120,000 145,000 hnprovement SR 99 Phase III Cost Share 150,000 150,000 6.3 PARKS AND RECREATION Inventory of Existing Facilities The City of Federal Way adopted the first Park, Recreation, and Open Space Comprehensive Plan in December of 1991. The City updated the Plan in 1995, 2000, and 2006. This plan, which is now called the Parks, Recreation, and Open Space Plan, is incorporated by reference. The planning area of the 2000 and 2006 Parks Plans are based only on the City limits of Federal Way, although the Potential Annexation Area (PAA) is inventoried and discussed. As in previous plans, the Parks Plan has been subdivided into subareas, referred to as Parks Plan Planning Areas (Map VI-3), for purposes of long- range planning. The 2006 Parks Plan updates the inventory to include new parks and properties added to the City's system. In addition to City -owned parks and open space, the Parks Plan also lists school district, state, and county facilities, as well as private recreation facilities. Map VI-4 depicts the location of major parks and open space within the Federal Way planning area. Table VI-2 summarizes this inventory as of June 2006. Table VI-2 Summary of Existing Citv Park -and Recreation Areas DEVELOPED PARK LAND CATEGORIES ACRES 14 Neighborhood Parks 156.4 5 Community Parks 222.3 0 Regional Parks 0.0 4.2 mi Trails Acreage 118.0 4 Park Facilities Acreage 25.8 Total Developed Park Land 522.5 Total Undeveloped Park Land 543.5 Total Park Land in Federal Way 1066.0 Revised 2010 VI-9 FWCP — Chapter Six, Capital Facilities When the City incorporated in 1990, there were approximately eight acres of parkland available per 1,000 population in Federal Way. Since that time, the City has purchased additional property and developed new facilities. These include the Lake Killarney Open Space Park, Heritage Woods Neighborhood Park, Wedgewood Neighborhood Park, BPA Trail I, II, and III, Madrona Park, Cedar Grove Park, Klahanee Lake Community Senior Center, Dumas Bay Centre, Celebration Park, Steel Lake Annex facilities, and the Community Center, which opened March 2007. In 2004, Washington State Parks transferred West Hylebos Wetlands Park to the City. King County has also transferred several properties to the City in the last six years. These parks and facilities are described in greater detail in the Parks Plan. As of 2006, the City is providing 10.9 acres of park land per 1,000 population. The City's goal is to maintain a level of service of 10.9 as Federal Way grows in population and size. In the past, the City has obtained land through plat dedication. The City is also now considering a Park Impact Fee to provide funds for parks acquisition and development. In addition to acquiring and developing new facilities, the City has taken administrative actions to take advantage of other available public recreational facilities. The City enacted interlocal agreements with the School District to jointly operate and maintain school recreational facilities. As a result, the City jointly operates and maintains a major community park in conjunction with Saghalie Middle School. Also, the City has agreements to provide recreational programs and schedule play fields at several elementary schools, in addition to middle schools. These facilities are now formally available nights and weekends, year around for use by local residents. As referenced above, City residents now have access to 10.9 acres of parks and open space per 1,000 population. This inventory includes City owned parks and open space within the City limits. The City currently provides 1066 acres of parkland, which the City maintains and operates. Of the total 1066 acres, 522.5 acres is developed for recreational use areas and 543.5 acres is undeveloped. Note: Washington State Parks has a regional park facility within the City limits, which residents often use. Dash Point State Park is 230 acres of state land, which provides a regional (statewide) recreation use for camping, swimming, picnicking, walking trails, and beachfront. The state park land is not included in the City's LOS simply because the state owns, operates, and maintains this facility. For the purposes of parks planning, the recommended LOS standard in the City's Parks Plan and this Capital Facilities chapter is 10.9 acres of City owned parkland per 1,000 population. Forecast of Future Needs The 2006 Parks Plan states that the inventory of public park and open space land will be adequate to serve both the current and future projected population within the City and PAA. However, much of this acreage is un-programmed, undeveloped open space. The primary deficiency, both now and projected, is in improved trails. Revised 2010 VI-10 FWCP — Chapter Six, Capital Facilities The updated Parks Plan makes recommendations based on five Core Values identified through an extensive planning process. Four of these relate to capital facilities and include: Core Value #1: Improve Existing Facilities and Provide Multiple Functions in Parks Core Value #2: Develop a Walking and Biking Community Through an Integrated Trail and Sidewalk Network Core Value #3: Retain and Improve Our Open Spaces Core Value #4: Create Community Gathering Place and Destinations Capital facilities that respond to these Core Values have been incorporated into the Six - Year CIP. Some of the major efforts planned for this six year period include: • Design and redevelopment of Lakota and Sacajawea Parks • Introduction of community gathering spaces in neighborhood parks • Site and building assessments for Dumas Bay Centre • Trail and Pedestrian improvements • Upgrade Saghalie Park soccer field to artificial turf In addition, the City completed a cultural arts survey in 1994. The survey evaluated several alternatives for a performing arts center and concluded that at some time in the near future, the City would need such a facility with a capacity of about 1,000 seats. The City has converted a portion of Dumas Bay Centre into the Knutzen Family Theatre, a 250-seat civic theater facility. This facility will begin to fulfill the identified community need for a performing arts center. Locations & Capacities of Future Facilities Map VI-4 indicates the location of the parks, recreation facilities, and open space subareas the City will need to maintain the adopted LOS. The Parks Plan breaks the planning area into subareas and addresses future facilities at the subarea level. For more details about the type, size, and cost of these new facilities, please refer to the 2006 Parks Plan. Map VI4A shows potential locations of public spaces in the City Center. Finance Plan Table VI-3 (Parks Six -Year Capital Improvements Plan, 2006-2012) describes the proposed parks projects that will be needed between now and the year 2012, together with cost estimates programmed by year. Table VI-3 also identifies the revenues that will be available during the same time period to finance these new facilities. Please refer to Chapter 7, "Implementation," of the 2006 City of Federal Way Parks, Recreation, and Open Space Plan for information on the finance plan. The City biennially updates its Parks & Recreation Capital Improvement Plan. These updates reflect new project priorities, eliminate projects that have been completed, and add new projects to the program. Revised 2010 VI-11 FWCP - Chapter Six, Capital Facilities Table VI-3 Parks Six -Year Capital Improvements Plan, 2007-2012 (in thousands Sources/Uses 2007 2008 2009 2010 2011 2012 Total Real Estate Excise Tax 1,007 344 460 510 507 421 3249 Misc. Transfers 21 21 Grants/Anticipated 310 500 1,000 1810 Grants/Contributions Received Mitigation Funds Received 110 110 General Fund 0 Total Financing Sources 1448 344 460 1010 507 1421 5190 Park Projects Playground 134 134 136 136 137 138 815 BMX/Bike Facility 15 15 Community Gathering Spaces 30 37 108 112 112 126 525 Downtown Public Space 100 100 Dumas Bay Centre: Building 33 193 140 140 140 1 140 786 Dumas Bay Centre: Site Restoration 137 Lakota Park Design & Redevelopment 723 11,000 11,723 Major Maintenance - Park Facility 110 110 110 110 110 110 660 Panther Lake Open Space 24 68 92 Poverty Bay Master Plan 41 41 Sa halie Park Soccer Field - Artif Turf 920 920 Trail & Pedestrian Access Impacts 40 130 78 65 67 1 70 450 West Hylebos Boardwalk 1,365 1,365 Subtotal (G) 2,732 604 1,456 11,672 581 584 17,629 Unfunded EndinBalance 0 0 (877) (10,669 (988) (7,582) (20,116 6.4 Community Facilities Significant community investments have been made in the last 10 years to implement the community's vision for Federal Way. In addition to the investments in the surface water, transportation, and parks areas, the City also acquired and improved a basic set of community facilities to house City operations and provide space for community gatherings and recreation. The City acquired Dumas Bay Centre (a conference and retreat facility) in 1993. Strong local support in community recreation and arts activities translated into the City Council's adoption of a 2% For the Arts ordinance to provide funding for arts in public places in 1994, and the construction of the 254-seat Knutzen Family Theatre in 1998. City Hall, which consolidates most City administrative offices, Public Safety Police, and the Municipal Court in one facility, was acquired in 2003. The City began construction of a new 72,000 square foot Community Center in fall 2OO5. Construction was completed in early 2007. The facility houses Recreation and Cultural Services staff, and includes athletic and community facilities suitable for a wide variety of events and programs. Revised 2010 VI-12 FWCP — Chapter Six, Capital Facilities Inventory of Existing Facilities As of January 2007, the City owns or occupies a number of facilities, as shown in Table VI4 and Map VI-5. Projected Community Needs The City has identified a number of facilities to help deliver services more efficiently and adjust to the changing demographics of this community in the future. These projected needs are beyond the City's ability to fund within the six -year planning horizon. However, in order to keep the community's vision alive, we purposely did not exclude any of these community projects. The City Council will periodically review and prioritize these projects and provide funding when available. A description of these facilities with a summary list is provided in Table VI-5. Table VI-4 Summary of Existing Community Facilities Building Name Osed Use Sq. ft/Occupancy City Hall Own City operations not otherwise listed 88,085/approximately 300 FTE and Council Chamber Police Evidence Own Police evidence room 6,000/2 FTE Federal Way Community Own Community recreation center with Center gym, pools, indoor track, climbing wall, senior lounge, pre-school, and educational classrooms, day care, arts and crafts program, and multipurpose room with kitchen. Recreation staff offices. Steel Lake Annex Own Historical Society Steel Lake Maintenance Own Maintenance operations, outdoor Shop equipment and material storage Celebration Park Maintenance Building Dumas Bay Center (DBC) Knutzen Family Theater (at DBC) Miscellaneous Outdoor Storage Own Grounds equipment and sporting equipment Own Public park, meeting/banquet/ overnight lodging Own 234 seats performing arts theatre and rehearsal room 72,000/13 regular FTE and approximately 20 part-time temporary personnel Opened in 2007 1, 16 1 /program only 4,110 office and maintenance bay, 32 FTE, approximately 90 sq ft storage yard, and approximately additional 1.5 acres available for future expansion 2,044 sq. ft. maintenance building 6 meeting rooms, 70 overnight rooms, 12 acre park ground Leased Street maintenance material and park 10,000 material storage equipment storage 2,000 equipment storage Miscellaneous Indoor Leased Spare office equipment/facility 260 sf. ft. Storage parts/records 2,160 cubic ft boxes stored offsite in a document storage facility Revised 2010 VI-13 FWCP — Chapter Six, Capital Facilities Table VI-5 Projected Community Facility Needs 2010 — 2020 Type of Facility Year Size Cost (sf) (millions) 1. Indoor Competitive Sports Facility 2015 75,000 To be determined 2. Civic Center — Conference Center / Performing Arts Center 3. Maintenance Facility 4. Public Parking Facilities Appox. 65,000 — 2015 100,000 To be determined 500— 1,1000 seats 2015 To be To be determined determined 2015 200 — 400 stalls To be determined TOTAL To be determined Municipal Facility (General Government, Police, and Court Operations) The City acquired the current City Hall in 2003 and consolidated its police, court, and general governmental operations under one roof. About 10 percent or 8,000 of the total 88,500 square feet of space in this building is currently available for future expansions. In addition to the City Hall parcel, the City also acquired two vacant lots to the north which is the location of the Police Evidence facility and overflow parking for the City Hall/ Municipal Court. Pursuant to an interlocal agreement, the cities of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac, and Tukwila, Washington have agreed to jointly develop, construct, maintain, and operate a consolidated correctional facility to be located in Des Moines, Washington, to provide correctional services essential to the preservation of the public health, safety, and welfare serve for these cities. As part of this agreement, an autonomous public agency was formed, the South Correction Entity (SCORE), with representation from the cities of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac, and Tukwila. Collectively, the cities represent almost 340,000 citizens in South King County. As a result of the shortage of jail beds, King County notified the cities in 2000 that King County would no longer be able to house misdemeanant inmates after 2012. Many cities have contracted with other jail facilities in Eastern Washington to house inmates as an interim measure. However, these contracts expire even sooner, in 2010. While these contracts have provided short term relief for the jail crisis, they are not a long-term solution and additional capacity must be built. For example, the SCORE cities are currently using approximately 350 jail beds every day. However, the Renton and Auburn jails can only house 100 inmates, leaving a need for an additional 250 beds. This is the current deficiency. As the population in the region expands, the shortage of jail beds will become even greater. Revised 2010 VI-14 FWCP — Chapter Six, Capital Facilities All of the King County cities participated in a long-term jail needs study in 2006. This study is known as the Ricci -Greene Study. The study suggested that two sub -regional jails be constructed. The study revealed that 1,440 beds would be needed by all the cities by 2026. Of the 1,440 beds, 700 of them are needed in South King County. After the Ricci -Greene Study was completed, the SCORE cities completed a separate feasibility study to determine if the cities could provide equivalent jail services at a reduced cost. The feasibility study revealed that SCORE could provide the same services at a reduced rate, benefiting the tax payers of the SCORE citizens. The $80.5 million facility will be a single -story building with a housing mezzanine constructed on a sited owned by SCORE located in Des Moines, Washington. The facility will be approximately 137,000 square feet with associated parking and site improvements on a 15.613-acre collection of parcels. The site is near Des Moines Creek Park where South 208dh Street intersects with 18"' Avenue South. The facility is designed to house up to 822 inmates. There will be approximately 120 employees at the facility. The majority of those will be corrections officers, followed by medical staff and administrative personnel. Ownership and financial commitment to SCORE are prorated based on a city's 2007 average daily prisoner population —for Federal Way that is 69 operational beds, or 18 percent of the project. Maintenance Facility The Parks and Public Works maintenance facility is located at 31132 28th Avenue South. The entire site is approximately 1.4 acres, with 1,060 square feet of office space and a 61,000 square foot fenced storage yard. The City acquired two adjacent parcels, for a total of 2.25 acres, to the north of the facility in 2003. Today, the maintenance facility contains around 3,500 square feet of office space and 90,000 in fenced storage space, with an additional 1.5 acres of land area available for future expansions. Parks Maintenance operates seven days a week, two shifts per day. The space needed for the maintenance operations includes a front counter/reception area, crew quarters (including an area for daily time cards, breaks, and crew meetings/training, etc.), as well as a locker room. Public Works streets and surface water maintenance operations have similar needs for office space; operating Monday through Friday, year round, one shift per day. Both Parks and Public Works maintenance operations tend to intensify during the summer months and require up to 15 part-time, seasonal workers at any given time. Depending on how the City grows and transforms over the years, the maintenance facility may involve several options to provide flexibility to accommodate this change and growth, and continue delivery of high quality and timely City services in the future. The design and construction costs for constructing, renovating, and/or expanding the maintenance facility will depend on the operational goals. Revised 2010 VI-15 FWCP — Chapter Six, Capital Facilities Civic Center - Conference/Performing Arts Center In 1994, the City of Federal Way Arts Commission funded a feasibility study of a facility to house a cultural and community events center and the desire to create an image and identity for the City as one which recognizes the value of arts and culture as an essential component of the community. Since then the City has studied the feasibility of a performing arts center. The performing arts center would serve multiple purposes including: performances; lecture series; business conventions; visual arts exhibit space; and event space. In 2009, the City engaged Webb Management Services in conjunction with LMN Architects to study feasibility of an integrated performing arts and conference center. A conference center has the ability to enrich the performing arts center identity and increase visitors through attendees. Based on the consultant's review, a 500 to 700 seat theater would support local arts organizations and operate as large conference space for lectures and presentations. The report found that a conference center should include an 8,000 square foot lobby and conference room and 6,000 square feet of additional meeting space to be used as breakout rooms or for stand-alone events. The estimated cost for an integrated facility is $30 to $40 million. Multipurpose Competitive Sports Center In 2002, the City's Lodging Tax Advisory Committee (LTAC) commissioned a feasibility study, the Hunter Study, for an indoor competitive sports facility in order to increase visitors' stay in local hotels and complement the Aquatic Center and Celebration Park, two other regional/national amateur sports facilities in the City. A number of development concepts have been considered, one of which is a facility to accommodate basketball and volleyball tournaments. Based on this research, the facility would accommodate four to six basketball courts and four volleyball courts. The facility would also require parking. One of the considerations for such a facility would be its ability to be financially self-sustaining. It would also ideally be developed and operated by the private sector, with minimum or no public participation. Competitive Sports Center Recommendation • 75,000 square foot facility • Five -acre site Public Parking Facility The existing city center development is currently near or at capacity with the required surface parking to business -space ratio. To intensify the development, such as the multi- story mixed -use developments envisioned by the community, additional parking space will be needed. These additional parking spaces would most likely be achieved through structured parking, consistent with the multi -story mixed -use business space. Revised 2010 VI-16 FWCP — Chapter Six, Capital Facilities With the construction cost of structured parking at a premium when compared to land cost, some public/private partnership would likely be needed for them to be financially feasible. These facilities could be in part financed with the City's Local Investment Financing Tool (LIFT) funds. In addition, these facilities could be constructed in conjunction with various redevelopment schemes, which may or may not include a Civic Center — Conference Center/Performing Arts Center. Public Parking Facility Recommendation 200 to 400 designated public parking spaces in conjunction with privately developed parking structures for redevelopment projects located within the City Center. Investments will vary depending on the need and type of redevelopment projects at each location. City funding sources would be a combination of the City's economic development incentive fund and other state and federal economic development, and/or infrastructure funding sources. Financing Plan It is desirable to have all theses facilities in the community as soon as possible. However, the City's projected revenues will not support either the development or the required operating and on -going maintenance of these facilities. These facility additions depend on future private or voter -approved funding sources. The City updates its capital improvements program every other year in conjunction with its biennial budget process. These updates will reflect new project priorities and funding availability. 6.4.1 SCHOOL FACILITIES This section summarizes information in the Federal Way School District No. 210, 2008 Capital Facilities Plan (School Plan) and adopts the School Plan by reference. This plan covers the entire Federal Way School District which includes the City of Federal Way, portions of the incorporated City of Kent, City of Des Moines, City of Auburn, and unincorporated areas of King County to the east of Interstate 5. The district provides educational programs to all students who live in the school district service area, whether they live in Federal Way, Kent, Des Moines, Auburn, or unincorporated King County. A school outside the Federal Way City limits may provide service to students who live within the City limits and vice versa. Inventory of Existing Facilities Map VI-6 shows the location of every school in the district. Table VI-6 summarizes the district's student capacity. The district has sufficient capacity in the existing schools and portable buildings to house all of the students in the district. Revised 2010 VI-17 FWCP - Chapter Six, Capital Facilities Program Capacity The school district has established a Standard of Service, similar to LOS, for itself, which it calls "program capacity." The district's program capacity is based on: 1) the number of students per classroom; 2) the number of classrooms per school; 3) the number of classes that can be held in each classroom per day; and 4) other operational conditions. Table VI-6 Summary of Existing Facilities Capacities* CAPACITY 2008 Actual 2009 2010 2011 2012 2013 2014 Elementary School 8,495 8,495 8,495 8,595 8,695 8,695 8,695 Middle School 5,818 5,818 5,818 5,818 5,818 5,818 5.818 Senior High 5,969 5,969 5,969 5,969 5,969 5,969 5,969 TOTAL 20,282 20,282 20,282 20,382 20,482 20,482 20,482 *NOTE: These capacities are for buildings only and do not include portable classrooms. These capacities are based on the maximum use of the buildings. Program capacity assumes that the average class will serve the following numbers of students: Grade K-2 20 Students per classroom Grades 3-5 25 Students per classroom Grades 6-12 26 Students per classroom Special Education 12 Students per classroom Portables 25 Students per classroom The school district uses portables at many school sites as an interim measure to house new students until permanent facilities can be built. There are other administrative measures that the school district could use to increase school capacity. These measures may include double shifting, modified school calendar, and year-round schooling. These measures have been used in the district on a limited basis, but not district wide. Forecast of Future Needs - Student Forecasts The school district's Business Services Department prepares a forecast of student enrollment annually. Projections are detailed at various levels; district total, school - building totals, and grade level totals. Special populations such as vocational students, special education students, and English as Second Language students are also included in the forecast. The basis for projections has been cohort survival analysis. Cohort survival is the analysis of a group that has a common statistical value (grade level) as it progresses through time. In a stable population, the cohort would be 1.00 for all grades. This analysis uses historical information to develop averages and project the averages forward. The district Revised 2010 VI-18 FWCP - Chapter Six, Capital Facilities uses this method with varying years of history and weighting factors to study several projections. Because transfers in and out of school system are common, student migration is factored into the analysis as it increases or decreases survival rates. Entry grades (kindergarten) are a unique problem in cohort analysis. The district collects information on birth rates within the district's census tracts and treats these statistics as a cohort of kindergarten for the appropriate enrollment years. Long-range projections that establish the need for facilities are a modification of the cohort survival method. The cohort method becomes less reliable the farther out the projections are made. The school district study of long-range projections includes information from jurisdictional planners and demographers as they project future housing and population in the region. Table VI-7 describes increased enrollment through the year 2014. It shows that the school district's student population will grow steadily every year with the highest growth in elementary. The district has compared existing school capacity with growth forecasts. New construction, modernization and expansion, and additional portable purchases will mitigate the deficit in permanent capacity for the next six years. Table VI-7 Federal Way School District Student Forecast ENROLLMENT (FTE) 2008 Budget 2009 2010 2011 2012 2013 2014 Elementary 9,025 8,976 9,006 9,054 9,113 9,208 9,312 Middle School 5,162 5,091 5,119 5,120 5,085 5,037 5,011 Senior High 6,880 7,012 6,985 6,797 6,749 6,725 6,729 TOTAL 21,067 21,079 21,110 20,971 20,974 20,970 21,052 Location of New and Improved School Facilities The district presented a bond for voter approval on May 15, 2007, which was approved. The bond will be used to replace four elementary schools (Lakeland, Panther Lake, Sunnycrest, and Valhalla) and one middle school (Lakota). The Transportation, Nutrition Services, and Maintenance departments would also be replaced. Additionally, district wide upgrades to 24 other schools and district facilities will be paid for with the bond. Existing schools are identified in Map VI-6. Finance Plan Table VI-8 describes the school district's six -year finance plan to support the school construction. The table identifies $7,833,686 available from secure funding sources and an additional $123,940,000 anticipated from other funding sources between 2008 and 2014. These funds will cover the $104,386,946 in planned project costs to the year 2014. Revised 2010 VI-19 FWCP — Chapter Six, Capital Facilities Table VI-8 Federal Way Public Schools 2008 Capital Facilities Plan Six Year Finance Plan Securing Funding Projected Revenue Actual and Planned Expenditures Sources Impact Fees (1) 466,443 Land Sale Funds (2) 395,439 Bond Funds (3) 4,545,439 State Match (4) 2,426,365 TOTAL $71833,686 Sources State Match (5) $2Q OOQ 000 Bond or Levy Funds (6) $86,500,000 Land Fund Sales (7) $14,000 000 Impact Fees (8) $3,440,000 TOTAL $123,940,000 NEW SCHOOLS Current and Budget 2008 2009 2010 2011 2012 2013 Total Total Cost Prior Years 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2007-2013 MODERNIZATION AND EXPANSION Valhalla Elementary $7,570,000 $9,930,000 $17,500,000 $17,500,000 Panther Lake Elementary $7,570,000 $9,930,000 $17,500,000 $17,500,000 Lakeland Elementary $7,570,000 $9,930,000 $17,500,000 $17,500,000 Surm crest Elementary $7,570,000 $9,930,000 $17,500,000 $17,500,000 Lakota Middle School $15,361,250 $15,038,750 $3,600,000 $34,000,000 $34,000,000 TEMPORARY FACILITIES Portables (9) $986,946 $386,946 $386,946 $1,373,892 TOTAL $986,946 $15,526,946 $50,361,250 $34,898,750 $3,600,000 $o $0 1 $0 $104,3869946 $105,373,982 NOTES: 1. These fees are currently being held in a King County, City of Federal Way, and City of Kent impact fee account and will be available for use by the District for system improvements. This is year end balance on 12/31/06. 2. These funds come from various sales of land and are set aside for estimated expenditures. This is year end balance on 12/31/06. 3. This is the 12/31/06 balance of bond funds. This figure includes interest earnings. 4. These are state matching funds received for Todd Beamer High School, Truman High School, and the additions to existing buildings This is a year end balance on 12/31/06. 5. This is an anticipated state match for projects attached to future bond issue. This is based on July 1, 2006, state match indices. 6. These are anticipated bond funds. Voters have approved a bond for $149m. 7. Projected sale of surplus properties. 8. These are projected fees based upon known residential developments in the District over the next six years. This figure assumes $50,000 per month for the next six years. 9. These fees represent the cost ofpurchasing and installing new portables. Revised 2010, Community Facilities VI-20 FWCP — Chapter Six, Capital Facilities The School Plan states that state matching funds and impact mitigation fees, if realized, will be used to decrease the need for future bonds or will be used on additional capital fund projects. The School Plan currently covers the years 2008-2014. The School Plan and accompanying six -year finance plan will be updated annually by the school district. This will bring the plan into full compliance with GMA requirements. 6.4.2 WATER SYSTEMS This section summarizes the Lakehaven Utility District's 2006 Comprehensive Water System Plan (Water Plan, incorporated in full by reference) while providing up-to-date information where warranted. Map VI-7 shows Lakehaven Utility District's (hereinafter referred to as "the District" in this section) water service area boundary. Other purveyors provide water to portions of the District's corporate area. The Tacoma Public Utilities, for example, serves an area on the west side of the District's corporate area and the Highline Water District serves a small portion of the north side of the District's corporate area (Map VI-8). The City of Milton serves a small area on the south side of the District's corporate area that is within the City of Milton limits. Areas on the east side of I-5 within the City limits of Auburn and Pacific are also provided water service by the District. These areas are at a higher elevation than the valley cities can cost effectively serve. Inventory of Existing Facilities The locations of the District's wells, storage, and other major components of the distribution system are provided in the Water Plan. The water system includes approximately 450 miles of water main, 24 production wells, and 12 storage tanks. The average annual daily demand in 2007 was about 10.54 million gallons -per -day (MDG). The facilities are described in the following sections. Second Supply Project The District participates in the Second Supply Project (SSP, aka Tacoma's Pipeline No. 5). The District is accessing the pipeline at three flow control facilities provided at strategic locations along its route through greater Federal Way. These facilities allow the District to receive water from and send water to the Second Supply Project (SSP). These facilities together add an average 7.6 MGD to the District's water supply, depending upon the availability of water from the Green River. Water available from the SSP is conditioned upon adequate in -stream flows in the Green River. Water Quality Prior to 2000, the District has not had to treat its water supplies to meet regulatory requirements before distribution to its customers. However, the District began a chlorination and corrosion control treatment program in July 2001 for all of its groundwater and other sources of supply to meet newer regulations. Revised 2010, Community Facilities VI-21 FWCP — Chapter Six, Capital Facilities The district's status with respect to regulated drinking water contaminants covered by the WAC 246-290 and anticipated water quality regulations is summarized in Section 10, "Water Quality," of the Water Plan. Regulations that are prompting treatment of the District's groundwater supplies are the Lead and Copper Rule, the anticipated Ground Water Rule, and the Surface Water Treatment Rule, due to distribution of surface water obtained from the SSP. The District has also installed water treatment systems at Well Sites 9, 17/17A/17B, 19/19A, 20/20A, 21, 22/22A/22B, 23/23A, and 29 that remove iron, manganese, and other impurities from the groundwater. Storage Facilities According to the Water Plan, storage facilities will remain adequate through the planning period. For the storage analysis, extended -period simulation modeling was conducted to evaluate the storage draw -down during fire flow events and to evaluate storage equalization during multiple -day periods of maximum -day demand conditions. The storage analysis model was conducted using the "Backup Power Approach," which is summarized in Section 9, "System Analysis," of the Water Plan. The District has installed an emergency power system at its Well 10/10A Site, and has installed emergency power systems at its Well 17/17A/17B, and 19/19A sites to preclude the need for new storage facilities. Water Conservation Measures The District is committed to implementing aggressive water conservation measures to reduce per capita water consumption. These include programs such as public information campaigns, including block water rate structure to reduce peak day consumption, winter - summer water rate adjustments to reduce summer consumption, and a "wet -month average" sewer rate structure. The District is also working with the City to introduce water conservation measures by amending the zoning and building codes. These measures include a requirement for low flow showerheads and toilets, utilizing species for landscaping with reduced irrigation needs, and use of reclaimed water for irrigation. Transmission/Distribution System The results of computer modeling have found the transmission and distribution pipeline network to be very robust. Of particular note is that the fire insurance rating for South King Fire and Rescue improved from Class 3 to Class 2 in 2004. The majority of the District is served by this fire agency. Forty percent of the score for the rating process is based upon available water supply. This rating improvement is a significant accomplishment, as the new classification is on par with the rating held in Seattle and Bellevue, the only other departments to hold a Class2 rating (no fire agency in Washington holds a Class 1 rating). The pipeline network is continuing to be expanded through developer extension projects undertaken by land development activity. Emergency Interties The District has eight emergency interties with adjoining systems of other utilities. Emergency interties allow the District to buy or sell water with adjoining utilities in an emergency and provides enhanced system reliability. The District has three emergency interties with the City of Tacoma's water system, three emergency interties with Highline Revised 2010, Community Facilities VI-22 FWCP — Chapter Six, Capital Facilities Water District's water systems, one emergency intertie with the City of Milton's water system, and one emergency intertie with the City of Auburn. Forecast of Future Needs The Water Plan estimates future need by analyzing existing water demand (measured consumption plus unaccounted-for/non-revenue water loss) patterns on a daily, seasonal, and yearly basis. The District breaks down the water demand values on an "equivalent residential unit" (ERU) basis, which is essentially the amount of water used by an "average" family residing in an "average" single family residence situated within the District's water service area, if used uniformly over the year. The seven-year District -wide average of measured unit consumption between 1999 and 2005 was 234.41 gallons per day per ERU. When including the unaccounted-for/non-revenue water loss component, the District -wide average day demand becomes about 255 gallons per day per ERU. Population and employment growth projections converted to ERU's are then utilized to estimate future water demands. Utilizing a conservative methodology that disregards the impact of the District's water conservation efforts, the Water Plan estimates average day demands will increase from 10.56 MGD in 2010, to 11.90 MGD in 2012, and to 13.76 MGD in 2025. Expanded and Improved Facilities The District has programmed a number of system improvements to maintain and expand the existing water system. These improvements are summarized below. Groundwater Resources The District is developing an additional production well (Well No. 33) to be added to the Well 19 water right permit. The District is continuing to pursue its OASIS (Optimization of Aquifer Storage for Increased Supply) project, under the ASR (Aquifer Storage and Recovery) concept. The OASIS feasibility study determined that the Mirror Lake Aquifer can be used to store up to approximately 9.4 billion gallons of water filled over the winter from excess water supply and withdrawn over the drier summer months for water supply purposes. Combining funding from its wastewater utility, the District is also pursuing its Water Reuse/Reclamation Program, utilizing wastewater suitably treated at the Lakota Wastewater Treatment Plant, conveyed through a separate pipeline system, and utilized for beneficial purposes, such as augmenting groundwater supplies. Second Supply Pipeline Improvements are being implemented to the Howard Hanson Dam -on the Green River that will expand storage behind it, which will help mitigate the seasonal variation in available water by increasing in -stream flows during the drier parts of the year. Water Quality Filtration is planned for the Green River water conveyed by the Second Supply Project in the future in coordination with the SSP partners. The District has plans to install one additional treatment systems at the Well IOG site to remove iron, manganese, and other impurities from the groundwater. Revised 2010, Community Facilities VI-23 FWCP — Chapter Six, Capital Facilities Transmission/Distribution System Minor improvements to the transmission and distribution pipeline network are recommended in the Water Plan, such as a new transmission main in the Adelaide and Lake Grove neighborhoods to convey water more efficiently to nearby storage facilities. The District has also developed a design feasibility report for the OASIS 538-578 Pressure Zone Transmission Main Project. This project would improve the local supply capabilities from Pressure Zone 538 to Pressure Zone 578. Significant investments are also contemplated to relocate existing pipelines that will conflict with infrastructure resulting from street improvement projects undertaken by other agencies within the District's water service area. Finance Plan A utility undertakes a capital program for many different reasons, including: expanding the capacity of its systems, maintaining the integrity of existing systems, and addressing regulatory requirements. The District is required to comply with its own Water Plan and to support regional decisions on population growth and land use. The District has identified several significant capital improvement projects in its Water Plan. The scheduling of these projects is included in the District's most recent Capital Improvement Program (CIP) that is developed and approved annually. The District has access to sufficient funds that can be utilized for operation and maintenance of its existing facilities, and for pursuing capital projects. In addition, the District has depreciation, interest income, assessment income, and connection charge monies that it can utilize for funding the CIP. Additionally, the District can borrow money or increase rates, if necessary, to best meet the needs of its customers. The District has utilized a very conservative approach in budgeting for the CIP by utilizing the growth projections developed by each of the land use jurisdictions located within the District. The District will provide facilities as required to support growth within its service area. The schedule and project costs will be updated annually through the District's budget and capital improvement program process. 6.4.3 SEWER SYSTEMS Lakehaven Utility District's Comprehensive Wastewater System Plan (Wastewater Plan, incorporated in full by reference, including modifications made to it through the first four amendments [Amendment No. 4 was adopted on February 9, 2006], and any future amendments) was last updated in 1999. The Wastewater Plan is in the process of being updated and is scheduled for completion in the summer of 2009. The Lakehaven Utility District's (hereinafter referred to as "the District" in this section) sewer area is located in the southwest portion of King County, including the unincorporated areas east of the Revised 2010, Community Facilities VI-24 FWCP — Chapter Six, Capital Facilities existing City limits of Federal Way. Map VI-9 shows the District's sewer service area. Other utilities provide retail sewer service to relatively small portions of the District's corporate area, including Midway Sewer District on the north side of the District, the City of Auburn on the east side of the District, and the City of Milton/Pierce County on the south side of the District. In addition, other utilities provide conveyance and treatment services to portions of the District's retail sewer service area, including Midway Sewer District, Metro/King County, Pierce County, and the City of Tacoma. As of the end of 2007, the District was serving a residential population of approximately 114,000 through 24,500 connections. Inventory of Existing Facilities The sanitary sewer system is comprised of three major components: the trunk collection system, the pump station system, and the wastewater treatment and disposal system. The trunk system collects wastewater from drainage basins and conveys it to the treatment facilities, primarily by gravity flow. In areas where the use of gravity flow is not possible, pump stations and force mains are used to pump the sewage to a location where gravity flow can be used. The locations of the major components are provided in the Wastewater Plan. The existing collection system operated and maintained by the District consists of approximately 340 miles of sanitary sewer pipe, 28 pump stations, six siphons, and two secondary wastewater treatment plants, namely the Lakota Wastewater Treatment Plant and the Redondo Wastewater Treatment Plant. The system has been constructed over a number of years, as dictated by development trends in the area. The system is currently divided into seven primary basins and 40 smaller sub -basins. The wastewater generated within the two largest basins, Lakota and Redondo, flow to the District's wastewater treatment plants. The remaining five basins currently discharge to the other utilities for treatment and disposal, as mentioned above. The District currently has the capacity in all the major components of the system to accommodate the existing demand for sanitary sewer service. The wastewater treatment plants have been retrofitted with ultraviolet (UV) disinfection systems to replace chlorination systems to comply with state regulations. Major sewer facilities have recently been constructed to expand sewer service into large "unsewered" areas (the 19th/ 20th Avenue SW Sewer Trunk and Weyerhaeuser Sewer Trunk), and to divert flow to its own treatment facilities that had previously been conveyed to other utilities for treatment (Pump Station No. 45 and the South End Diversion Sewer Trunk). Significant upgrades have been undertaken for its largest pumping facility, Pump Station No. 6, to improve its reliability and provide an odor control system. Other existing pump stations have been significantly upgraded with new pumps and electrical systems (Pump Station No. 7, 10, and 22), and others have been provided on -site emergency generators to allow their continuous operation during a commercial power outage (Pump Station No. 35). A recent major project was undertaken to replace deteriorated pipe material for the North Beach Sewer Trunk Pipeline along the Puget Sound shoreline at Lower Woodmont. In addition to the expansion of the District's collection system funded by developers, the District recently funded a new low pressure sewer collection system in the North Lake and Five Mile Lake areas. Revised 2010, Community Facilities VI-25 FWCP — Chapter Six, Capital Facilities Forecast of Future Needs Population forecasts are based on the adopted land use plans of the various jurisdictions within which the District operates. The population figures are presented by drainage basin to allow for evaluation of the system and consideration of future improvement alternatives. The population within the District's sewer service area is projected to increase to nearly 127,000 by 2028, approaching the projected "ultimate" population of 180,000 based upon land capacity. An estimated 7,500 on -site wastewater disposal systems are in operation within the District's corporate boundary. It is anticipated that sewer service will be extended to these "unsewered" areas as on -site systems become less viable to maintain and/or when new development requires public sewers. The average base daily flow tributary to the District's two wastewater treatment plants, excluding infiltration and inflow (I & 1), is currently estimated at 7.2 MGD and is expected to increase to nearly 8.2 MGD by 2028, and nearly 17.0 MGD at full development. Peak hourly flows tributary to the District's two wastewater treatment plants, including I & 1, are currently estimated at 20.0 MGD, and are expected to increase to nearly 21.3 MGD by 2028, and 40.0 MGD at full development. Hydraulic capacity at both wastewater treatment plants is estimated to be available up to the original design peak hour capacities of 22.2 MGD for Lakota and 13.8 MGD for Redondo. Expanded and Improved Facilities The District has started construction for the rehabilitation and lengthening of the Redondo Wastewater Treatment Plant's outfall pipeline that discharges treated wastewater into Puget Sound. This project will be completed by September 2008. A project to replace old biosolids dewatering equipment with new, more efficient equipment to help reduce operating costs is under design. The District is pursuing many other projects to improve the performance of the facilities (energy conservation, water quality, biosoild quality, reduced maintenance, etc.). Combining funding from its water utility, the District is also pursuing its Water Reuse/Reclamation Project, utilizing wastewater suitably treated at the Lakota Wastewater Treatment Plant, conveyed through a separate pipeline system, and utilized for beneficial purposes, such as augmenting groundwater supplies. Additional new and expanded sewer facilities are planned to divert additional flow to its own treatment facilities that is currently being conveyed to other utilities for treatment (new Pump Station No. 44 and expanded Pump Station No. 33). On -site emergency generators are planned at other existing pump stations (Pump Stations No. 12, 37 and 41) to allow their continuous operation during a commercial power outage. The District is continuing to fund new pressure sewer collection systems to provide sewer service availability to residents in established neighborhoods, particularly those around lakes. Revised 2010, Community Facilities VI-26 FWCP — Chapter Six, Capital Facilities Finance Plan A utility undertakes a capital program for many different reasons, including: expanding the capacity of its systems, maintaining the integrity of existing systems, and addressing regulatory requirements. The District is required to comply with its own Wastewater Plan and to support regional decisions on population growth and land use. The District has identified several significant capital improvement projects in its Wastewater Plan. The scheduling of these projects is included in the District's most current Capital Improvement Program (CIP) that is developed and approved annually. The District has access to sufficient funds that can be utilized for operations and maintenance of its existing facilities, and for pursuing capital projects. In addition, the District has depreciation, interest income, assessment income, and connection charge monies that it can utilize for funding the CIP. Additionally, the District can borrow money or increase rates, if necessary, to best meet the needs of its customers. The District has utilized a very conservative approach in budgeting for the CIP by utilizing the growth projections developed by each of the land use jurisdictions located with the District. The District will provide facilities as required to support growth within its service area. The schedule and project costs will be updated annually through the District's budget and capital improvement program process. 6.4.4 FIRE FACILITIES This section summarizes the South King Fire and Rescue Strategic Leadership Plan, and the department's subsequent updates. The fire department provides service to the entire City of Federal Way, the entire City of Des Moines, and surrounding unincorporated area. Total population in the department's service area is approximately 150,000 citizens. Services include fire suppression, fire prevention (building inspection and public information), emergency medical, hazardous materials responses, public education, emergency management, and rescue emergencies (special operations). South King Fire and Rescue has a contract with the City of Federal Way and Valley Communications for the provision of emergency 911 communications, wherein they act together with the City as a part owner of Valley Communications. The South King Fire and Rescue Strategic Leadership Plan identifies and programs improvements that are necessary to maintain existing service standards and to meet the needs of future residents and businesses. The plan and future updates are adopted by reference into the FWCP. The fire department provides fire suppression service to the entire City. In order to do this, the department has adopted LOS standards found in the South King Fire and Rescue Resolution Number 413. Revised 2010, Community Facilities VI-27 FWCP — Chapter Six, Capital Facilities • Each emergency fire response should include a minimum of 15 trained and equipped firefighters and apparatus commensurate with the emergency (a standard response of four engines, one ladder truck, and one command vehicle are sent on all structural incidents). Each emergency medical response should include a minimum of one response vehicle and three fully -equipped and fully -trained crew members on a responding engine company, or two crew members on an aid car (either an engine or an aid car, or a combination of both, can be sent on the response depending upon the severity). • The fire department provides a full building inspection service for fire code compliance. The department is currently providing service that is generally consistent with its adopted LOS standards. The fire department also depends on having adequate water pressure available in fire hydrants to extinguish fires. The department works with the Lakehaven Utility District, Highline Water District (in the City of Des Moines), and other water utilities within its corporate limits, to ensure that adequate "fire flow" is always available. Lakehaven Utility District's Water System Plan analyzes "fire flow" rates available at different points in its water system, and programs improvements to the water system to ensure that sufficient water is available for fire suppression. Emergency Medical Services Emergency Medical Services (EMS) responds to 911 calls and provides field services. This service is paid for by property taxes. EMS is provided as a marginal cost to the fire department as fire facilities are utilized to provide this service to the community. The fire department replaces its five front line aid cars, of which staffs three on a normal basis, commensurate with its capital replacement plan and capital reserves system. The section on funding (Funding Plan) addresses how the ongoing replacement purchase of these aid cars will be funded. Inventory and Capacity of Existing Facilities The department has two major types of capital facilities. One is fire stations and the other is capital investment in equipment and, in particular, fire engines. The department's fire stations are shown on Map VI-10. Revised 2010, Community Facilities VI-28 FWCP — Chapter Six, Capital Facilities Forecast of Future Needs From 1986 through 1992, emergency responses increased at an average annual rate of over eight percent. In 1990, public education efforts included 911-use/abuse training. The increases in call volume during 1993 and 1994 leveled off with 1994 volume increasing only 1.5 percent from the 1992 level. It is unknown, however, how much, if any, effect the 911 public education effort had on actual call volumes. In 1995 and 1996, calls for service again increased at an average rate of 8.1 percent. Although calls actually decreased slightly in 1997, call volumes increased by 14 percent in 1998. The call data indicates a fairly steady increase of approximately six percent per year. Emergency medical incidents have increased more rapidly than non -medical incidents. During the 1990s, structure fires have declined. The challenge for the fire department will be to manage fixed -cost investments, such as new stations, and to be flexible in its ability to meet fluctuating call volumes. Location and Capacity of Expanded or New Facilities In September of 2005, the citizens within the City of Des Moines (protected by King County Fire Protection District #26) voted overwhelmingly to merge with the Federal Way Fire Department (King County Fire Protection District #39). The result of this merger caused the name of the fire department to change from the Federal Way Fire Department to its present South King Fire and Rescue. The legal name for the fire district is actually King County Fire Protection District #39 (KCFPD #39), although the department does business as South King Fire and Rescue. South King Fire and Rescue operates out of eight stations, seven of which are response stations with the eighth being a training and maintenance facility. Two of the eight stations are located within the City of Des Moines, two stations lie within unincorporated King County, and four are located with the City of Federal Way. As of 2006 projections, the fire department responds on approximately 16,000 emergencies annually. The department may have need for an additional station in the near future in the south end of the City in the vicinity of 356th and Pacific Highway; or, possibly a little more north in the area of South 336th or 348th and Pacific Highway South. If this area continues to experience significant commercial growth, the department anticipates that the calls for service will also continue to grow. In this eventuality, an additional station may be needed to maintain acceptable response times. The department has acquired property in the area of 356th and Pacific Highway South through a swap of properties with Lakehaven Utility District to assure future availability of a station site. Additionally, the department may have a need for an additional station in the future in the far north end of the fire district within the City of Des Moines. The North Hill area of Des Moines is protected both by South King Fire and Rescue, as well as KCFPD #2, via an interlocal first response agreement. The timing of this potential new station would be predicated upon any future merger discussions between the two fire districts (South King Fire and Rescue and KCFPD #2), none of which are currently taking place. Revised 2010, Community Facilities VI-29 FWCP — Chapter Six, Capital Facilities Any new station should be able to accommodate an on -duty crew of three fire fighters, with appropriate living and sleeping quarters. In addition, the structure should be able to house two engines and an aid car, with room for growth dictated by LOS demands. It may also be appropriate to provide a public meeting room and an office for community policing in new facilities. The cost of these facilities is approximately $4,000,000. Equipment would be in the range of $1,000,000 for a new station. The fire department does not presently have a timeline for construction of new fire stations at either of their two proposed fire station locations. Funding Plan The fire department has established a capital reserve fund for the systematic replacement of all capital equipment. These reserves are funded from the annual revenues of the department. The department also has established a long term goal of a minimum of four - paid fire fighters on each fire apparatus (this is the national standard adopted by NFPA 1710). Additional staff that is hired in support of that goal will be funded from either new construction levies or additional voter -approved levies. The department has not established any funds for purchase of new stations or associated equipment. These purchases would require voter -approved bonds. In the department's annually adopted budget, capital projects are identified. This capital projects list is up -dated based on completed projects and changing priorities. The FWCP adopts by reference the South King Fire and Rescue Strategic Leadership Plan, as well as the annual capital improvements program update. Additionally, the department is seeking to receive impact fees based upon growth within the community, which directly affects its level of service. This is being sought both locally and legislatively, as fire districts have to manage growth the same as schools and other public facilities. If successful, impact fees could assist in offsetting the capital costs of added infrastructure. 6.5 GOALS AND POLICIES The goals and policies in this section implement the GMA requirements and the CWPP. The City of Federal Way takes responsibility for implementing only those goals and policies for services provided by the City. Special service districts, such as the school, utility, and fire districts, must implement goals and policies that are consistent with their respective plans. The City does intend, however, to closely coordinate the City's plan with these service districts so that the citizens of Federal Way receive the highest level of service possible. Revised 2010, Community Facilities VI-30 Goal FWCP — Chapter Six, Capital Facilities CFG1 Annually update the Capital Facilities Plan to implement the FWCP by coordinating urban services, land use decisions, level of service standards, and financial resources with a fully funded schedule of capital improvements. Policies Goal CFP1 Provide needed public facilities and services to implement the FWCP. CFP2 Support and encourage joint development and use of community facilities with other governmental or community organizations in areas of mutual concern and benefit. CFP3 Emphasize capital improvement projects that promote the conservation, preservation, redevelopment, or revitalization of commercial, industrial, and residential areas in Federal Way. CFP4 Adopt by reference all facilities plans and future amendments prepared by other special districts that provide services within the City. These plans must be consistent with the FWCP. CFP5 Adopt by reference the annual update of the Federal Way Capital Improvement Program for parks/recreation, surface water management, and the Transportation Improvement Program. CFP6 Protect investments in existing facilities through an appropriate level of maintenance and operation funding. CFP7 Maximize the use of existing public facilities and promote orderly compact urban growth. CFG2 To meet current needs for capital facilities in Federal Way, correct deficiencies in existing systems, and replace or improve obsolete facilities. Balancing existing capital facilities needs with the need to provide additional facilities to serve growth is a major challenge for Federal Way. It is important to maintain our prior investments as well as serve new growth. Clearly, tough priority decisions are facing Federal Way policy -makers. Revised 2010, Community Facilities VI-31 FWCP — Chapter Six, Capital Facilities Policies Goal CFP8 Give priority consideration to projects mandated by law, and those by state and federal agencies. CFP9 Give priority consideration to subsequent phases of phased projects when phase one is fully funded and under construction. CFP10 Give priority consideration to projects that renovate existing facilities and preserve the community's prior investment or reduce maintenance and operating costs. CFP11 Give priority consideration to projects that correct existing capital facilities deficiencies, encourage full utilization of existing facilities, or replace worn out or obsolete facilities. CFP12 Give priority to projects where leveraged monies such as grants and low interest loans can be used. CFG3 Provide capital facilities to serve and direct future growth within Federal Way and its Potential Annexation Area as they urbanize. It is crucial to identify, in advance of development, sites for schools, parks, fire and police stations, major stormwater facilities, greenbelts, open space, and road connections. Acquisition of sites for these facilities must occur in a timely manner and as early as possible in the overall development of the area. Otherwise, acquisition opportunities will be missed, with long-term functional or financial implications. Policies CFP13 Provide the capital facilities needed to serve the future growth anticipated by the FWCP. CFP14 Coordinate efforts between the Public Works and Parks Departments in the acquisition of and planning for public open space, recreation, public education, and stream preservation within the Hylebos Basin. Departments may combine resources as appropriate to increase project efficiencies and success rates in pursuit of grant opportunities. CFP15 Give priority consideration to projects needed to meet concurrency requirements for growth management. CFP16 Plan and coordinate the location of public facilities and utilities in advance of need. CFP17 Implement a concurrency management system which permits project approval only after a finding is made that there is capacity available in the transportation system sufficient to maintain the adopted level of service standard. Revised 2010, Community Facilities VI-32 Goal FWCP — Chapter Six, Capital Facilities CFP18 The provision of urban services shall be coordinated to ensure that areas identified for urban expansion are accompanied with the maximum possible use of existing facilities and cost effective service provisions and extensions while ensuring the protection and preservation of resources. CFP19 Coordinate future economic activity with planning for public facilities and services. CFP20 Purchase property in the Potential Annexation Area and keep it in reserve for future City parks and surface water facilities. CFP21 Consider public/private partnerships to leverage structured parking in association with City Center development or redevelopment, in fulfillment of comprehensive plan vision and goals. CFPG4 Provide adequate funding for capital facilities in Federal Way to ensure the FWCP vision and goals are implemented. The GMA requires that the Land Use chapter be reassessed if funding for capital facilities falls short of needs. The intent is to ensure that necessary capital facilities are available prior to, or concurrently with new growth and development. Capital facilities plans must show a balance between costs and revenues. There are essentially five options available for balancing the capital facilities budget: increase revenues, decrease level of service standards, decrease the cost of the facilities, decrease the demand for the public service, or reduce the rate of growth and new development. Policies CFP22 Manage the City of Federal Way's fiscal resources to support providing needed capital improvements. Ensure a balanced approach to allocating financial resources between: 1) major maintenance of existing facilities; 2) eliminating existing capital facility deficiencies; and 3) providing new or expanding existing facilities to serve new growth. CFP23 Use the Capital Facilities Plan to integrate all of the community's capital project resources including grants, bonds, general funds, donations, impact fees, and any other available funding. CFP24 Ensure that long-term capital financing strategies and policies are consistent with all the other FWCP chapters. CFP25 Pursue funding strategies that require new growth and development to pay its fair share of the cost of facilities that are required to maintain adopted level of service standards. One such strategy that should be implemented in the near term is an impact fee program for parks and transportation. Revised 2010, Community Facilities VI-33 Goal FWCP — Chapter Six, Capital Facilities CFP26 Promote a more efficient use of all public facilities by enacting interlocal agreements which facilitate joint maintenance and operations of those facilities. CFP27 Use the following available contingency strategies should the City be faced with capital facility funding shortfalls: ■ Increase revenues by selling general obligation bonds, enacting utility taxes, imposing impact fees, and raising property tax levy rates. ■ Decrease level of service standards to a level that is more affordable. ■ Decrease the cost of the facility by changing or modifying the scope of the project. ■ Decrease the demand for the service or facilities by establishing a moratorium on development, focusing development into areas where facility capacity is available, or changing project timing and/or phasing. CFP28 Aggressively pursue grants or private funds when available to finance capital facility projects. CFP29 Maximize the usefulness of bond funds by using these monies to the greatest extent possible as matching funds for grants. CFPGS Ensure that the Federal Way Capital Facilities Plan is current and responsive to the community vision and goals. The role of monitoring and evaluation is vital to the effectiveness of any planning program and particularly for the Capital Facilities chapter. The City's revenues and expenditures are subject to economic fluctuations and are used to predict fiscal trends in order to maintain the City's adopted level of service for public facilities. This Capital Facilities Plan will be annually reviewed and amended to verify that fiscal resources are available to provide public facilities needed to support adopted LOS standards. Policies CFP30 Monitor the progress of the Capital Facilities Plan on an ongoing basis, including the completion of major maintenance projects, the expansion of existing facilities, and the addition of new facilities. Evaluate this progress with respect to trends in the rate and distribution of growth, impacts upon service quality, and FWCP direction. CFP31 Review, update, and amend the Capital Facilities Plan annually. Respond to changes in the rates of growth, new development trends, and changing City priorities, budget, and financial considerations. Make provisions to reassess the FWCP periodically in light of the evolving Capital Facilities Plan. Take appropriate action to ensure internal consistency of the chapters in the plan. Revised 2010, Community Facilities VI-34 Goal FWCP — Chapter Six, Capital Facilities CFP32 Continue to coordinate with other capital facility and service providers to ensure that all necessary services and facilities are provided prior to or concurrent with new growth and development. CFPG6 Manage the Surface Water Utility in a manner that makes efficient use of limited resources to address the most critical problems first, and which expresses community values and priorities. Policies CFP33 The utility shall continue to have a role in developing and implementing regional, state, and federal surface water policies and programs and, in doing so, shall seek to: ■ Achieve the City's environmental goals. ■ Contain utility ratepayer costs. ■ Ensure state and federal requirements are achievable. ■ Maintain local control and flexibility in policy/program implementation. ■ Provide consistency with CWPP. The utility's role in developing and implementing regional, state, and federal surface water policies and programs will include: ■ Influencing legislation through lobbying and written and verbal testimony during formal comment periods ■ Participating in rule making ■ Reviewing technical documents ■ Serving on advisory committees and work groups ■ Participating in multi jurisdictional studies and basin planning ■ Entering into cooperative agreements with neighboring and regional agencies to accomplish common goals as appropriate and necessary CFP34 The utility's funds and resources shall be managed in a professional manner in accordance with applicable laws, standards, and City financial policies. CFP35 The utility shall remain a self-supporting enterprise fund. CFP36 The utility Capital Improvement Program (CIP) will provide funding for the following types of projects: 1) Projects addressing flood control problems. 2) Projects needed to meet water quality policies. 3) Projects needed for renewal/replacement or additions to current infrastructure and facilities. 4) Projects necessary for resource protection and stewardship. Revised 2010, Community Facilities VI-35 FWCP — Chapter Six, Capital Facilities CFP37 To the extent of funding limitations, the CIP shall be sustained at a level of service necessary to implement cost effective flood control mitigation; meet water quality policies; maintain system integrity; provide required resource stewardship and protection; and meet federal, state, and local regulations. CFP38 The utility will continue to strive to minimize the use of loans to fund necessary capital improvements, and will generally operate on a "pay-as-you-go basis." However, low interest loans (i.e. Public Works Trust Fund) and/or grants will be used to leverage local funds when feasible. CFP39 Rates shall be set at the lowest level necessary to cover utility program expenses, meet levels of service identified in the "Comprehensive Surface Water Management Plan," meet debt coverage requirements, and sustain a reserve balance consistent with these policies on a long-term basis. CFP40 Utility rates shall be evaluated annually and adjusted as necessary to achieve utility financial policy objectives. CFP41 Utility rates will allocate costs between different customer classes on an equitable basis. CFP42 The utility rate structure will be based on a financial analysis considering cost - of -service and other policy objectives, and will provide adjustments for actions taken under approved City standards to reduce related service impacts. CFP43 Rates shall be uniform for all utility customers of the same class throughout the service area. CFP44 Rate assistance programs may be provided for specific low-income customers. CFP45 The utility's annual budget and rate recommendations shall provide funding for the following reserve components: 1. A working capital component based on 45 days of the current year's budgeted operating and maintenance expenses. Under no circumstances shall a budget be submitted for a planned drop in reserves below this level. 2. An emergency/contingency component to cover excessive costs resulting from unexpected catastrophic events or system failures. Based on historical utility experience, this amount will be set at $500,000, which is the estimate of the net cost of emergency services to be paid from rate resources, excluding any potential reimbursements that may be received from Federal Emergency Management Act grants, the City's General Liability Fund, or other external revenue sources. Revised 2010, Community Facilities VI-36 City of Federal Way Comprehensive Plan Federal Way Drainage Basins Capital Facilities Element Legend: Q Federal Way City Limits L _ i Potential Annexation Area Green River Basin Hylebos Creek Basin Lower Puget Sound Basin Scale: 0 0.5 1 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County ,� Federal Way MAP VI-1 Note: This map is intended for use as a graphical representation only. The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Surface Water Trunk Systems Capital Facilities Element Legend: Q Federal Way City Limits L _ i Potential Annexation Area ti Trunk Drainage System (Piped) Wetlands (1998 City Survey) Lakes Green River Basin Hylebos Creek Basin Lower Puget Sound Basin Map Notes: This map show both natural and manmade features. The Trunk Drainage System is shown only inside the Federal Way city limits. The date of this information is 2002. Scale: 0 0.5 1 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County Federal Way MAP VI-2 Note: This map is intended for use as a graphical representation only. The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Park Plan Planning Areas Capital Facilities Element Legend: Q Federal Way City Limits L _ i Potential Annexation Area Park Planning Area Scale: 0 0.5 1 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County Federal Way MAP VI-3 Note: This map is intended for use as a graphical representation only. The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Major Parks and Open Space � Capital Facilities Element Legend: 0 Federal Way City Limits L _ i Potential Annexation Area City, State and County Parks Open Space Scale: 0 0.5 1 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County Federal Way MAP VI-4 Note: This map is intended for use as a graphical representation only. The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Potential Location of City Center Comprehensive Plan Public Spaces and Bicycle Routes ° Lake 0 Easter 0� o a �. Q❑ ❑°OooamP d � ' �°.� q❑ � p °� �' Ill en aa�o Qaaoo❑ E10 CIO DcDdcaa q p 6� n ° von o❑ `�Q `�j �o9�Pe❑9or�'r�2��SG 0� JI1 �i � � g4C7aopodopa d, 6■, o� a 00 � l� �� ado ❑� '� aoQa � /3 [h��a {� 4 p�,1 Eld (f❑ �❑ ❑0 4 7�}7oCIL_I 4❑ LJ r O�OtS Q OO QooP6 7 o❑�7Q p uWgGla Ca ❑o e d C� o ❑ Q El s3 43 Q ]QEl ° 0 0 0 0 o p°a ❑ d ❑ o❑ o r, o op� p oD Q,6o ❑ th St ❑ ❑ L1 ao o °o j� p I �; ❑ a a � 0th St ❑ �' o le ration p C nter Safeway oD 0 o 0 �O o Celebration Park Legend d alma'�I Q U r❑ Hillside a, El �fm S f Plaza a Steel Lake - — �o ❑ TOP Poods 0 0 � a �o L Q o SeaTac i ! Vllage Q o Potential Public Space Locations Existing Bicycle Route ■ Planned Bicycle Route Surface Water Building 0 Street This map is accompanied by NO warranties. M 1 Park ✓ B° °a o oa�o o� kHarry B 1til��o High ❑o nsit Pal -do -57 a World Plaza 0 The Commons at Federal Way ! ■ f w eras r I fi \ �1 ■ ro jr �Iti +IY� YID�Ila i IT - D,0 ...` 43 + �• �s� i ■ �i'i as . r iiy r Park City Center Core City Center Frame Center N d a t 00 N Map Date: March, 2007 a Scale: N 0 500 1,000 Feet CITY OF Federal Way Capital Facilities Element Map Vl 4a City of Federal Way Comprehensive Plan City Facilities Capital Facilities Element Legend: Q Federal Way City Limits L _ I Potential Annexation Area City -Owned Facilities 4 City Hall 0 Dumas Bay Centre © New Community Center Q Steel Lake Annex City -Leased Facilities © Klahanee Lake Center 0 Police Substation - The Commons 0 Police Substation - North Center 0 Police Substation - Westway Scale: 0 0.5 1 N iiiiiiiiiiiiiiiiiiiiiiiiiiiil Miles Map R— -'-: Odober 2006_ Souree. Cry el Federal way. Wg County Milton [,7 Note: This map is intended for use as a graphical representation only. r3 E� Jt: The City of Federal Way makes no vrarranly as to ills accuracy. Federal Way MAP VI-5 City of Federal Way Comprehensive Plan Federal Way School District #210 Capital Facilities Element Legend: LJ Federal Way City Limits _ Potential Annexation Area Q Federal Way School District #210 El" Elementary School :m Middle School High School Scale: 0 0.5 1 2 N Miles Map Revised: October, 2006. Source: City of Federal Way. King County rpy"'y Federal Way MAP VI-6 Milton '�' F 509 5i Fw" Note: This map is intended for use as a graphical representation only. F fe I� The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Lakehaven Water Service Area Capital Facilities Element Legend: Q Federal Way City Limits i_ - Potential Annexation Area ti Lakehaven Water Service Area • 6, Lakehaven Corporate Boundary Scale: 0 0.5 1 2 N Miles Map Revised: October, 2006. Source: City of Federal Way. King County ��" 'po,LI m rdG111G UTY OF Milton 161 `S L Federal Way MAP VI-7 Note: This map is intended for use as a graphical representation only. F fe a The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Highline & Tacoma Water Service Area Capital Facilities Element Legend: Q Federal Way City Limits r — i Potential Annexation Area ti Highline Water Service Area Boundary ti Tacoma Water Service Area Boundary Scale: 0 6.5 1 2 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County ra""` Fe Milton 61 deral Way MAP VI-8 1`s Note: This map is intended for use as a graphical representation only. F e K Edge\ The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan Lakehaven Sewer Service Area Capital Facilities Element Legend: Q Federal Way City Limits Potential Annexation Area ti Lakehaven Sewer Service Area • • . Lakehaven Corporate Boundary Sewer Basin Scale: 0 0.5 1 2 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County �► Federal Way MAP VI-9 F�fe I �� I CCIQEVf1Bi \ I I Note: This map is intended for use a graphical representation only. w 5 % t The City of Federal Way makes no warranty as to its accuracy. City of Federal Way Comprehensive Plan South King Fire and Rescue Capital Facilities Element Legend: O Federal Way City Limits Potential Annexation Area OSouth King Fire and Rescue Boundary Existing Fire Stations: Station 26 Station 61 Station 62 0 Station 63 TStation 64 Station 65 0 Station 66 0 Station 68 (Training & Maintenance Facility) Proposed Fire Stations A OB Scale: 0 0.5 1 2 N Miles Map Revised: October, 2006. Source: City of Federal Way, King County r o Federal Way MAP VIA 0 ^"y �� 181 Pacific Note: This map is intended for use as a graphical representation only. ilton 161 \ The City of Federal Way makes no warranty as to its accuracy.