08-09-2023 Planning Commission Agenda PacketPLANNING COMMISSION
REGULAR MEETING AGENDA
City Hall – Council Chambers
August 9, 2023 – 5:00 p.m.
1.CALL MEETING TO ORDER
2.ROLL CALL
3.APPROVAL OF MINUTES
Planning Commission Meeting of July 19, 2023
4.PUBLIC COMMENT
5.COMMISSION BUSINESS
a. 2024 Capital Facilities and Utilities Chapter Briefing
6.STAFF BUSINESS
Manager’s Report
7.NEXT MEETING
September 6, 2023 5:00pm – Regular Meeting
8.ADJOURNMENT
Planning Commission meetings are held in-person.
To request accommodation to attend or to provide public comment virtually, please contact Samantha Homan at
253-835-2601 or samantha.homan@cityoffederalway.com, no later than 5:00 p.m. on Tuesday, August 8, 2023.
Commissioners City Staff
Lawson Bronson, Chair Keith Niven, Community Development Director
Vickie Chynoweth, Vice Chair Samantha Homan, Office Manager
Diana Noble-Gulliford www.cityoffederalway.com
Tom Medhurst
Tim O’Neil
Anna Patrick
Jae So
Sanyu Tushabe, Alternate
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PLANNING COMMISSION
REGULAR MEETING AGENDA
City Hall – Council Chambers
July 19, 2023 – 5:00 p.m.
1. CALL MEETING TO ORDER
Chair Bronson called the meeting to order at 5:01pm
2. ROLL CALL
Commissioners Present: Diana Noble Gulliford, Lawson Bronson, Jae So, Anna Patrick, Tim
O’Neil, Vickie Chynoweth, Tom Medhurst, Sanyu Tushabe (alternate)
City Staff Present: Community Development Director Keith Niven, City Attorney Kent Van
Alstyne, Senior Planner Chaney Skadsen, Economic Development Director Tanja Carter,
Office Manager Samantha Homan
3. APPROVAL OF MINUTES
Planning Commission Meeting of June 21, 2023
Commissioner O’Neil moves to approve the June 21, 2023 minutes as written.
Second by Commissioner Medhurst
Motion passes 7-0
4. PUBLIC COMMENT
No public comment
5. COMMISSION BUSINESS
a. Proposed 2023 Comprehensive Plan Amendments Briefing
Director Keith Niven presented on the proposed 2023 Comprehensive Plan Amendments.
The focus being modifying the zoning around Kitts Corner for the City to enter a
development agreement to develop the remaining undeveloped properties. Proposed
code changes include changing from maximum building heights to maximum densities
and intensities, include minim development intensities and densities as well as maximus,
requirements for structured parking, no drive thrus, revision to note the use table in CC-C
and CC-F for Spas, create a downtown overlay, and map changes. Next steps include a
public hearing, presentation at LUTC, and recommendation to City Council.
Deliberations included if the Nelson Properties are included in this discussion, if a market
study has been completed, how this relates to affordable housing, how this will affect
traffic on Pacific Ave, clarifications on open space, clarifications on how the property will
collect taxes, clarification on spas, and how the building heights affect the fire department
and earthquake management.
b. City Center and Downtown Update Briefing
Senior Planner Chaney Skadsen presented on the City Center and Downtown the
proposed amendments to the Comprehensive Plan. The focus being on defining a
downtown boundary and implementing regulations and standards that would promote and
enhance community character, strengthen language to effectively require urban scale
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development that is land use efficient and consistent with meeting growth targets, align
current downtown planning efforts and catalyzing redevelopment strategy, and rectify any
inconsistences between Comprehensive Plan Chapters relating to the vision and
implementation of downtown redevelopment.
Deliberations included the necessity for a city center, what the roads, traffic and parking
will be like in the city center, how lightrail will affect parking, is TC3 large enough to be
self-sustaining, if CPTED has been considered, and how to encourage walkability in the
city center.
6. STAFF BUSINESS
Manager’s Report
Community Development Director Keith Niven announced the hire of new Senior Planner,
scheduled to start in August.
Community Development Director Keith Niven announced that the Community Space
Advisory Group has met twice now, and the next meeting is scheduled for Monday,
August 14.
7. NEXT MEETING
August 2, 2023 5:00 p.m. – Regular Meeting
8. ADJOURNMENT
Commissioner O’Neil moved to adjourn the meeting
Second by Commissioner Medhurst
Motion passes 7-0
Meeting adjourned at 7:30pm
ATTEST: APPROVED BY COMMISSION:
_______________________________________ _____________
SAMANTHA HOMAN, OFFICE MANAGER DATE
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M E M O R A N D U M
DATE: August 2, 2023
TO: Federal Way Planning Commission
FROM: Evan Lewis, Senior Planner
SUBJECT: Capital Facilities and Utilities Chapter Briefing – Federal Way Comprehensive Plan
2024 Update
OBJECTIVE
1. Review current status of updates to the Capital Facilities and Utilities Chapters (chapters six and ten)
of Federal Way’s Comprehensive Plan for the 2024 periodic update.
2. Provide an opportunity for Planning Commission to ask questions, make requests, and provide input on
these chapter updates.
BACKGROUND
The city is updating the Capital Facilities and Utilities chapters with a horizon year of 2044. This is a
briefing to provide an overview of the chapter updates with the Planning Commission. The Planning
Commission may request additional briefings on these chapters.
Both the Capital Facilities and Utilities Chapters are required by the Growth Management Act (GMA)
(RCW 36.70a.070) and must contain the following information:
Capital Facilities Chapter GMA Requirements Utilities Chapter GMA
Requirements
a) Inventory of existing capital facilities owned by public entities;
show locations and capacities of capital facilities;
b) Forecast the future needs for such capital facilities;
c) Show proposed locations and capacities of expanded or new
capital facilities;
d) Provide at least a 6-year plan that will finance such capital
facilities within projected funding capacities and clearly identifies
sources of public money for such purposes; and
e) Reassess the land use element if probable funding falls short of
meeting existing needs and to ensure that the land use element,
capital facilities plan element, and financing plan within the
capital facilities plan element are coordinated and consistent.
Show the general location,
proposed location, and capacity
of all existing and proposed
utilities, including, but not
limited to, electrical lines,
telecommunication lines, and
natural gas lines
33325 8th Avenue South
Federal Way, WA 98003-6325
253-835-7000
www.cityoffederalway.com
Jim Ferrell, Mayor
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UPDATES OVERVIEW
The following summarizes changes shown in the attached draft capital facilities and utilities chapters.
Yellow highlights (__) in the attachments indicate specific text flagged (to-date) for further updates.
Capital Facilities Chapter Updates Overview
1. Updated most sections; some updates pending from subject-matter experts.
2. Refreshed goals and policies consistent with PSRC Vision 2050 and Countywide Planning
Policies, and considering PSRC and county policies that could be more clearly addressed, such as:
a. Equitable access to services
b. Conservation, climate change and hazard resiliency
c. Utility connection requirements
3. Exploring ways to reframe plans “adopted by reference” to instead “implement” the
comprehensive plan. That would make it easier to update such plans adopted by reference.
Special chapter notes:
• The Transportation and Parks & Recreation sections will be updated later consistent with 2024
updates currently underway for both of those separate comprehensive plan chapters.
• Initial review is still in-progress for the Community Facilities and Fire sections.
• Further input still expected from some water and sewer utilities.
• The Community Facilities section may be informed by outcomes of a taskforce that is currently
evaluating the potential for moving City Hall to downtown.
• Maps and graphics are being reviewed and will be refreshed.
Utilities Chapter Updates Overview
1. Deleted “private” from name, so chapter will just be “utilities” chapter consistent with most cities
and the GMA.
2. Removed unnecessary listing of PSRC and Countywide Planning Policies.
3. Refreshed goals and policies consistent with PSRC Vision 2050 and Countywide Planning
Policies, and considering PSRC and county policies that could be more clearly addressed, such as:
a. Affordable and equitable access to services
b. Climate change and hazard resiliency
c. Consistency with new state law(s)
4. Reorganized goals and policies so all policies relate to a goal.
Special chapter notes:
• The entire Puget Sound Energy (PSE) section (and map) is pending updates by PSE.
• The Telecommunications section will be informed by the Federal Way Broadband Planning Study,
described in the 7/25/23 FEDRAC meeting packet (starts on pg. 237 of the PDF).
• Maps and graphics are still being reviewed and will be refreshed.
NEXT STEPS
• Continue gathering updated info from other departments and utilities.
• Complete draft by end of 2023, final draft (ready for adoption) by April 2024.
ATTACHMENTS
A. Capital Facilities Chapter – draft updates as of 8/2/23
B. Utilities Chapter – draft updates as of 8/2/23
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DRAFT - Updates in-Progress for 2024 Comprehensive Plan Update
CHAPTER SIX
CAPITAL FACILITIES
6.0 INTRODUCTION 1
6.1 POLICY BACKGROUND 1
The Growth Management Act 1
VISION 20540 2
Countywide Planning Policies 2
6.2 FUNDING CAPITAL FACILITIES 3
Level of Service 3
Concurrency 4
Impact Fees 4
Funding/Financing 5
6.3 SURFACE WATER 5
Inventory of Existing Facilities 5
Forecast of Future Needs 7
Locations and Capacities of Future Facilities 7
Finance Plan 7
6.4 TRANSPORTATION 9
6.5 PARKS AND RECREATION 9
Inventory of Existing Facilities 9
Forecast of Future Needs 10
Locations & Capacities of Future Facilities 11
Finance Plan 11
6.6 COMMUNITY FACILITIES 11
Projected Community Needs 13
Municipal Facility (General Government, Police, and Court
Operations) 14
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DRAFT - Updates in-Progress for 2024 Comprehensive Plan Update
Maintenance Facility 14
Performing Arts and Events Center 15
Multipurpose Competitive Sports Center 16
Public Parking Facility 16
Financing Plan 16
6.7 SCHOOL FACILITIES 17
Inventory of Existing Facilities 17
Program Capacity 17
Forecast of Future Needs – Student Forecasts 18
Location of New and Improved School Facilities 19
Finance Plan 19
6.8 WATER SYSTEMS 21
Inventory of Existing Facilities 21
Forecast of Future Needs 23
Expanded and Improved Facilities 23
Finance Plan 24
6.9 SEWER SYSTEMS 25
Inventory of Existing Facilities 25
Forecast of Future Needs 25
Expanded and Improved Facilities 26
Finance Plan 26
6.9.1 FIRE FACILITIES 27
Emergency Medical Services 28
Inventory and Capacity of Existing Facilities 28
Forecast of Future Needs 29
Location and Capacity of Expanded or New Facilities 29
Funding Plan 30
6.9.2 GOALS AND POLICIES 31
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DRAFT - Updates in-Progress for 2024 Comprehensive Plan Update
Maps
Map VI-1, Federal Way Drainage Basins
Map VI-2, Surface Water Trunk System
Map VI-3, Park Planning Areas
Map VI-4, Major Parks and Open Spaces
Map VI-4A, Potential Location of City Center Public Open Space
Map VI-5, City Facilities
Map VI-6, Federal Way School District #210
Map VI-7, Lakehaven Water Service Area
Map VI-8, Highline & Tacoma Water Service Area
Map VI-9, Lakehaven Sewer Area
Map VI-10, South King Fire and Rescue
(all maps to be updated)
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DRAFT - Updates in-Progress for 2024 Comprehensive Plan Update
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-1
6.0 INTRODUCTION
The City of Federal Way is expected to add 8,10011,260 new housing units and
12,30020,460 new jobs between the years 201906 and 204431. 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
streetsfor stormwater management, transportation improvements, new parks and other
community facilities, schools, water and sewer utilities, and fire facilities. These new
facilities, and the financial implications they will have for Federal Way and its citizens,
are the subject of this chapter.
6.1 POLICY BACKGROUND
The Growth Management Act (GMA), PSRC VISION 20450, and the King County
Countywide Planning Policies (CWPPs) call for a full range of urban services in the
Urban Growth Area (UGA) to support the Regional Growth Strategy. They also state
that facilities should be sited in ways to avoid adverse social, environmental, and
economic impacts.
The Growth Management Act
RCW 36.70A.020, Planning Goals of 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.
12. 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 (per RCW 36.70a.070) that the City prepare a
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-2
capital facilities plan which contains the following components:
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-3
• 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 of
meeting existing needs, and to ensure that the land use element, capital facilities
plan element, and financing plan within the capital facilities element are
coordinated and consistent. The GMA requires that park and recreation facilities
be included in the capital facilities plan.
In the pages that follow, this chapter complies with the GMA requirements for a capital
facilities plan.
VISION 20540
VISION 20540 contains multi-county planning policies (MPPs) that provide a policy
framework for the region to maintain the health, safety, and economic vitality of our
communitiesprovide “an exceptional quality of life and opportunity for all, connected
communities, a spectacular natural environment, and an innovative, thriving
economy.” The overarching public services goal of VISION 20540 is for, “ the region
to support development with adequate public facilities and services in a timely,
coordinated, efficient, and cost-effective manner that supports local and regional
growth planning objectives.”
New development needs new or expanded public services and infrastructure. At the same
time, existing facilities require ongoing maintenance and upgrading. Taking advantage of
renewable resources and using efficient and environmentally sensitive technologies can
curb some of the need for new infrastructure. VISION 2040 also promotes supporting the
Regional Growth Strategy by locating major investment in centers.The following are
new policies in Vision 2050, added since Vision 2040, that implement that public
services goal:
• Consider the potential impacts of climate change on public facilities and support
the necessary investments to move to low-carbon energy sources.
• Promote affordable and equitable access of public services, including drinking
water and telecommunication infrastructure, to provide access to all
communities, especially underserved communities.
• Locate community facilities and services, including civic places like parks,
schools, and other public spaces, in centers and near transit, with consideration
for climate change, economic, social and health impacts.
• Promote working with school districts on school siting and design to support
safe, walkable access, including strategies to provide adequate urban capacity
for new schools and to avoid serving urban students with schools in the rural
area.
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-4
Federal Way’s 2024 Capital Facilities chapter was developed consistent with new and
existing policies of the regional vision.
Countywide Planning Policies
The CWPPs must be consistent with both the GMA and VISION 20402050. The CWPPs
calls for all jurisdictions to work together and consider environmental justice principles
when siting capital facilities. The CWPPs (originally adopted in 1992, and amended in
1994, and 2012, and 2021) contain a number of goals and policies regarding capital
facilities and the provision of urban services. Federal Way’s 2024 Capital Facilities
chapter was developed consistent with new and existing CWPPS. Examples of these
goals and policies follow:
EN-4 Identify and preserve regionally significant open space networks in both
Urban and Rural areas. Develop strategies and funding to protect lands that provide
valuable functions such as, active and passive outdoor recreation opportunities; wildlife
habitat and migration corridors that preserve and enhance ecosystem resiliency in the
face of urbanization and climate change; and preservation of ecologically sensitive,
scenic, or cultural resources.
EN-14 Manage natural drainage systems to improve water quality and habitat functions,
minimize erosion and sedimentation, protect public health, reduce flood risks, and
moderate peak stormwater runoff rates. Work cooperatively among local, regional, state,
national, and tribal jurisdictions to establish, monitor, and enforce consistent standards
for managing streams and wetlands throughout drainage basins.
T‐3 Increase the share of trips made countywide by modes other than driving alone
through coordinated land use planning, public and private investment, and programs
focused on centers and connecting corridors, consistent with locally adopted mode split
goals.
PF‐5 Support efforts to ensure that all consumers have access to a safe, reliably
maintained, and sustainable drinking water source that meets present and future needs.
PF‐11 Require all development in the Urban Growth Area to be served by a public sewer
system except:
Single‐family residences on existing individual lots that have no feasible access to sewers
may utilize individual septic systems on an interim basis; or
Development served by alternative technology other than septic systems that: provide
equivalent performance to sewers; provide the capacity to achieve planned densities; and
will not create a barrier to the extension of sewer service within the Urban Growth Area.
6.2 FUNDING CAPITAL FACILITIES
Level of Service
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-5
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. AIn 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, concurrencye 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 aboutaddressed in this chapter. 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 locally
owned 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 to say that “concurrent with the development” means 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.
Although project level concurrency is only required for transportation system facilities,
WAC 365-196-840(1)(c) states that, “With respect to facilities other than transportation
facilities, counties and cities may fashion their own regulatory responses and are not
limited to imposing moratoria on development during periods when concurrency is not
maintained.”
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-6
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.
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 moneystate and federal
transportation, parks and stormwater management grants. 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, or one-time spending. 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 new capital facilities.
The City currently has the following General Obligation bonds as of the end of 2013:
Bond In Millions
Community Center Bond $12.25
Valley Communication Bond $0.43
SCORE Bond $14.33
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-7
6.3 SURFACE WATER
Inventory of Existing Facilities
Natural Systems
The City of Federal Way drains to four five major drainage basins: the Hylebos Creek,
Lower Puget Sound, Green River, and Mill Creek basins. The Hylebos Creek Basin
consists of the East and West Hylebos sub-basins divided geographically in the vicinity
of the Interstate 5 alignment. The Lower Puget Sound Basin consists of the Dumas Bay,
Joe’s
Creek, Lakota Creek, Mirror Lake, Central Puget SoundCold Creek, Redondo Creek,
Central Puget Sound, Poverty Bay, and Lower North Puget Sound, and Browns-Dash
sub-basins. Map VI-1 shows the planning area boundary and major drainage basin
boundaries. Map VI-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 2015 Comprehensive Surface Water Plan Update (2015 Surface
Water Plan Update2021 Surface Water Management Comprehensive Plan and 2023
West Hylebos Stormwater Management Action Plan).
Man-Made System
The City maintains a comprehensive GIS inventory of storm drainage assets in the City
(available for download from the City’s website). Map VI-2 shows existing regional
facilities, storm drain trunk lines and streams. Based onAs of 20142018 GIS data,
public storm drain assets include:
• Over 228 386 miles of storm drainage pipe
• Over 89 91 miles of open channels and ditches
• Over 12,25021,735 junction structures (catch basins, manholes, flow splitters, etc.)
• 271 outfalls
• 47 165 bio swales facilities
• 11 19 coalescing plate filterssplates
• 15 48 dispersal trenche facilitiesstrenches
• 148 detention ponds299 stormwater ponds
• 149 99 detention tanks and water qualitystormwater filter vaults
• 388 stormwater vaults or tanks
The City has made a significant number of improvements to the
manmade system since incorporation in 1990. Many of the
projects completed to date corrected existing localized flooding
problems. At the time of the lastDuring the comprehensive plan
update in 2005, the City was transitioning to a regional system
for surface water flow control (detention/retention). Regional
facilities were constructed as capital projects based on existing
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-8
and planned roads, land use, and zoning in the contributing
watershed, and developments were able to buy into storage
capacity in the facilities if they provided stormwater quality
treatment on-site prior to releasing to the regional system. At
present, flow control has shifted to an on-site approach due to
increased regulatory requirements from the state and federal
level as part of the National Pollutant Discharge Elimination
System (NPDES) permit for discharges from Small Municipal Separate Storm Sewers
(MS4s). Municipal stormwater permits have become more stringent and both flow control
and water quality facilities are required on-site at new development and re-development
sites. The NPDES permit also requires new development and re-development to utilize
Low Impact Development (LID) techniques where feasible. Additional regulatory
information is discussed in the current Western Washington Phase II Municipal
Stormwater Permit and the 2009 King County Surface Water Design Manual (KCSWDM).
System Capacity
The City has developed several models of its surface water facilities, including the
natural components as needed. The models and allAll new facility construction use
the following design standards based on the 2009 2021 KCSWDM core
requirements and the 20102021
City of Federal Way Addendum to the KCSWDM, outlined as follows:
• 25-year peak flow conveyance capacity for storm drains
• 25-year peak flow conveyance capacity for culverts
• 25-year peak flow conveyance for ditches and channels
• Tiered duration standard for flow control (see core requirement #3 in KCSWDM)
Based on current design requirements and data on existing facilities, the utility’s
engineers identify deficiencies and the most cost effective ways to resolve them. The
existing facilities inventory and design requirements also allow engineers to plan for new
facilities that will be needed to accommodate growth and development outlined in the
Land Use Chapter. Additional surface water system information is discussed in the 2015
Surface Water Plan Update.2021 Surface Water Management Comprehensive Plan.
Forecast of Future Needs
Utility engineers bi-annually update a detailed 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 the City’s 2015 2021
Surface Water Management Comprehensive PlanPlan Update. As noted earlier, these
projects address existing system deficiencies as well as the new facilities that will be
needed to accommodate projected growth.
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FWCP – Chapter Six, Capital Facilities
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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 for commercial properties is based upon the amount of impervious
surface on the property and for residential properties is a fixed fee per parcel. 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.
Additional information regarding the annual surface water rate structure is available in
Federal Way Revised Code Chapter 11.45.
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 bi-annually updates the capital facilities plan to add, remove,
reschedule, or reprioritize projects as needed. The 2015 Surface Water Plan Update2021
Surface Water Management Comprehensive Plan, which includes the capital facilities
plan, is adopted by reference in this plan, including changes made during the City’s 2014
2020 bi-annual update.
Table VI-1
City of Federal Way Facilities Plan
Surface Water Management Component
2015 2016 2017 2018 2019 2020 2021 2022 Total
SWM SOURCES
Revenues and Financing
Carry Forward from CIP and Operations 6,855,610 6,111,451 4,785,123 3,832,022 4,102,538 3,757,836 4,002,589 1,795,789 35,242,958
User Fees with CPI Inflaction Factor 3,819,505 3,899,437 3,981,038 4,064,343 4,149,388 4,236,209 4,324,843 4,415,328 32,890,092
Interest Earnings 7,183 7,250 7,318 7,387 7,458 7,530 7,604 7,679 59,408
Transfer In 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 800,000
Grant Funding 220,027 120,027 120,027 120,027 120,027 120,027 120,027 120,027 1,060,216
Subtotal Revenues and Financing 11,002,325 10,238,164 8,993,506 8,123,779 8,479,411 8,221,603 8,555,063 6,438,823 70,052,674
Expenditures - One Time & Debt Service
One Time Funding
Public Works Trust Fund Loan 100,926 99,964 99,003 98,042 97,081 495,016
Subtotal Expenditures 100,926 99,964 99,003 98,042 97,081 495,016
Available Revenue 10,901,399 10,138,200 8,894,503 8,025,737 8,382,330 8,221,603 8,555,063 6,438,823 69,557,658
SWM USES
Maintenance and Operations
Current 3,310,860 3,355,181 3,374,981 3,428,547 3,479,891 3,532,025 3,584,961 3,638,712 27,705,159
Subtotal Maintenance and Operations 3,310,860 3,355,181 3,374,981 3,428,547 3,479,891 3,532,025 3,584,961 3,638,712 27,705,159
Annual Programs
111 Fund 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,200,000
Subtotal Annual Programs 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,200,000
Capital Project List 2015 2016 2017 2018 2019 2020 2021 2022 Total
Marine Hills Conveyance System Repairs -
North of S 293rd Street
100,000
885,000
985,000
Marine Hills Conveyance System Repairs -
South of S 293rd Street
103,000
747,000
850,000
South 373rd Street Stream Crossing Re-
Route and Restoration
20,000
81,000
763,000
864,000
West Hylebos Conservation Property
Acquisition
280,000
280,000
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-10
South 356th Culvert Replacement 53,000 172,000 2,551,000 2,776,000
Phase V Highway 99 Project - South 344th
Street at Highway 99
500,000
715,000
1,215,000
South 359th Street Weir Repair 48,000 261,000 309,000
Alderdale Park Trunk Replacement and
Pond Expansion
22,000
1,176,000
1,198,000
Subtotal Capital Projects 900,000 1,681,000 866,000 747,000 101,000 433,000 2,573,000 1,176,000 8,477,000
Grant Dependent Capital Projects 2015 2016 2017 2018 2019 2020 2021 2022 Total
Low Impact Development (LID) Retrofit
Project
2,037,000
2,037,000
West Hylebos Educational Center and Trail 108,000 1,288,000 1,396,000
West Hylebos Trail (Spring Valley) 87,000 2,884,000 2,971,000
South 336th Street at Highway 99 673,000 64,000 1,379,000 2,116,000
Bridges Property Culvert Removal and
Replacement
36,000
279,000
315,000
Subtotal Grant Dependent Capital Projects 2,073,000 279,000 108,000 1,375,000 3,557,000 64,000 1,379,000 8,835,000
6 .4 TRANSPORTATION
The GMA requires that local jurisdictions prepare a transportation chapter as part of the
comprehensive plan. 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 xx3, “Transportation.”
6.5 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,
2006, 2012, and 2019. This plan, which is now called the Parks, Recreation, and Open
Space Plan, is incorporated by reference. The planning area is 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 2019 Parks Plan updated 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 2019.
Table VI-2
Summary of Existing City Park and Recreation Areas
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-11
Developed Park Land Categories Acres
19 Neighborhood Parks 108.05
15 Community Parks 489.70
2 Regional Parks 255.45
12.07 mi Trails Acreage 22.58
6 Community Facilities 12.85
Total Developed Acreage 888.63
Open Space Acreage 436.16
Total Park Acres 1324.79
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, Laurelwood
Neighborhood Park, Brighton Park Open Space, Town Square Park, Klahanee Lake
Community Senior Center, Dumas Bay Centre, Celebration Park, Steel Lake Annex
facilities, the Community Center, and the Brooklake Community Center. In 2004,
Washington State Parks transferred West Hylebos Wetlands Park to the City. King
County has also transferred several properties to the City since incorporation. These
parks and facilities are described in greater detail in the Parks Plan.
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
entered into 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 of
2019, the City was providing 13.46 acres of park land per 1,000 population. For
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.
The City currently provides 1324.79 acres of parkland, which the City maintains and
operates. Of the total 1324.79 acres, 888.63 acres are developed for recreational use
areas and 436.16 acres are undeveloped.
Washington State Parks has a regional park facility partially within the City limits,
which residents often use. Dash Point State Park is 398 acres in size, 230 acres of
which are located within the City. Dash Point State Park 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 because the state
owns, operates, and maintains this facility.
Forecast of Future Needs
The 2019 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
20
FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-12
and PAA. However, much of this acreage is un-programmed, undeveloped open space.
The primary deficiency, both now and projected, is in improved trails.
The 2019 Parks Plan makes recommendations based on five Core Values identified
through an extensive planning process. Five of these relate to capital facilities and
include:
Core Value #1: Improve Existing Facilities and Provide for Multiple Functions in
Parks
Core Value #2: Create Community Gathering Places and Destinations
Core Value #3: Retain and Improve Open Spaces
Core Value #4: Develop a Walking and Biking Community
Core Value #5: Provide a Balance of Services for a Diverse Population
Capital facilities that respond to these Core Values have been incorporated into the Six-
Year CIP. The major efforts planned are shown in Table VI-3.
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, sizes, and cost of these new
facilities, please refer to the 2019 Parks Plan. Map VI-4A shows potential
locations of public spaces in the City Center.
Finance Plan
Table VI-3 (Parks Capital Improvements Plan, 2019-2024) describes the
proposed parks projects that will be needed 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. Potential
funding sources include the City’s General Fund, the Parks Capital Fund, the
Real Estate Excise Tax (REET), Grants, and Developer Mitigation Fees. Please
refer to Chapter 7, “Implementation,” of the 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.
6.6 COMMUNITY FACILITIES
Significant community investments have been made since incorporation 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
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-13
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 234-seat Knutzen Family Theatre in 1998.
City Hall, which consolidates most City administrative
offices, Police, and the Municipal Court in one facility,
was acquired in 2003.
The City began completed construction of a new 72,000
square foot Community Center in the fall of 20052007.
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.
The City of Federal Way Performing Arts and Event
Center (PAEC) opened in 2017. This 44,000 sq. foot,
700 seat facility provides year-round space for
performances, events, conferences and meetings.
Table VI-3
Parks Capital Improvements Plan
Estimated Funding Sources
Funding Sources
Real Estate Excise Tax
Misc. Transfers
Grants/Anticipated
Mitigation Funds
Received
General Fund
Capital Project Fund
Bonds/Levies
Reserve Fund
Dumas Bay Centre Fund
Impact Fees
Table VI-3.1 – Parks Infill List
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
Adelaide
Formalize picnic
areas/install picnic
shelters (2) 2033
$167,000 18.05%
$30,147
Alderbrook
Park
Playground
Replacement 2023
$150,000 18.05%
$27,078
Alderdale
park
Playground
Replacement 2027
$150,000 18.05%
$27,078
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-14
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
BPA
Add a fitness trail and
equipment 2026
$143,000 18.05%
$25,814
BPA Repair asphalt trail 2030-2040
- 0.00%
-
BPA Install monument sign 2028
$7,000 18.05%
$1,264
BPA
Install directional
signage/wayfinding 2030
$12,000 18.05%
$2,166
Brooklake
Demo Hall & Green
Storage Buildings 2023
$8,000 0.00%
-
Brooklake Electrical upgrades 2023
$20,000 18.05%
$3,610
Brooklake
Facility/Feasibility
Assessment - Master
Plan 2023
$4,000 18.05%
$722
Cedar Grove
Park
Playground
Replacement 2031
$175,000 18.05%
$31,591
Celebration
Convert To Artificial
Turf 2032
$11,500,000 18.05%
$2,075,971
Celebration
Sand based turf
replacement 2026
$500,000 18.05%
$90,260
Celebration Replace field fence 2035
$119,000 0.00%
-
Celebration
park
Playground
Replacement 2024
$450,000 18.05%
$81,234
City Hall
add ADA door control
@ Court Entry 2023
$60,000 18.05%
$10,831
City Hall
Card control
replacement/upgrade 2027
$125,000 18.05%
$22,565
City Hall Carpet replacement 2027
$250,000 0.00%
-
City Hall
City Hall Water
Heaters (5) 2028
$75,000 0.00%
-
City Hall Court bench refurbish 2025
$8,500 0.00%
-
City Hall Elevator 2024
$185,000 0.00%
-
City Hall HVAC 2025
$400,000 0.00%
-
City Hall
Reception Counters -
replace Formica 2026
$10,000 0.00%
-
City Hall Roof replacement 2026
$500,000 0.00%
-
City Hall
Security Fence
Around Entire P/E
Parcel/Lot 2024
$75,000 18.05%
$13,539
City Hall
Sidewalk ADA
upgrades 2023-2027
$240,000 0.00%
-
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-15
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
Coronado
Park
Playground
Replacement 2028
$150,000 18.05%
$27,078
Fisher Pond Prepare master plan 2028
$12,000 18.05%
$2,166
Fisher Pond Install picnic shelter 2030
$83,000 18.05%
$14,983
Fisher Pond
Decommission on-site
well 2030
$12,000 0.00%
-
French Lake
Develop/Install
Shelter 2028
$60,000 18.05%
$10,831
FWCC
Exercise Equipment
(full replace) 2026
$150,000 0.00%
-
FWCC
Locker
Rooms/Cabanas
Restoration 2023
$250,000 0.00%
-
FWCC
Replace Pool Water
Slide/Play Equipment 2023
$1,200,000 0.00%
-
FWCC Re-plaster Lap Pool 2027
$400,000 0.00%
-
FWCC Pool/slide repairs 2023
$298,000 0.00%
-
FWCC
Replace pool and play
equipment 2023
$60,000 0.00%
-
FWCC Outdoor areas 2033
$119,000 18.05%
$21,482
Heritage
Woods park
Playground
Replacement 2029
$175,000 18.05%
$31,591
Lake Grove
Park
Playground
Replacement 2032
$200,000 18.05%
$36,104
Lakota
Parking Lot
Replacement 2023
$170,000 0.00%
-
Lakota
Upgrade soccer field
to artificial turf 2021
$1,489,000 18.05%
$268,793
Lakota
Upgrade running
track to rubber 2021
$238,000 18.05%
$42,964
Lakota Upgrade field lighting 2032
$893,000 18.05%
$161,204
Lakota
Upgrade restrooms
and increase parking 2032
$953,000 18.05%
$172,035
Laurelwood Prepare master plan 2025
$36,000 18.05%
$6,499
Laurelwood
Perform master plan
improvements 2027-2037
- 18.05%
-
Laurelwood
Install 1/2 basketball
court 2030
$60,000 18.05%
$10,831
Madrona
Park
Playground
Replacement 2030
$175,000 18.05%
$31,591
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-16
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
Mirror Lake
Replace and improve
playground 2020
$143,000 18.05%
$25,814
Monument
Signs
Complete sign
implementation
program 2023-2033
$48,000 18.05%
$8,665
Olympic
View
Formalize Joe's Creek
social trail 2035
- 18.05%
-
Olympic
View
Improve
neighborhood
entrances (6) 2035
$36,000 18.05%
$6,499
Olympic
View
Install 1/2 basketball
court 2030
$60,000 18.05%
$10,831
Olympic
View Park
Playground
Replacement 2025
$125,000 18.05%
$22,565
Palisades
Repair/replace asphalt
basketball court 2028
$6,000 0.00%
-
Palisades Install picnic shelter 2030
$83,000 18.05%
$14,983
Palisades
Park
Playground
Replacement 2026
$200,000 18.05%
$36,104
Sacajawea
Artificial turf
replacement - SAC 2026
$700,000 0.00%
-
Sacajawea
Natural Turf
Replacement
(ballfields) 2023
$300,000 0.00%
-
Sacajawea
Renovate Ballfield
Drainage 2024
$50,000 0.00%
-
Sacajawea
Replace Rubber
running track 2024
$340,000 0.00%
-
Sacajawea
Tennis Court
Replacement 2025
$200,000 0.00%
-
Sacajawea
Wood Pole
Replacement 2029
$150,000 0.00%
-
Sacajawea
Replace water service
line 2028
$18,000 0.00%
-
Sacajawea
New restroom - sewer
lift station 2035
$89,000 18.05%
$16,066
Sacajawea Install picnic shelter 2030
$83,000 18.05%
$14,983
Safety &
Security
Parking lot lighting
improvements (LED)
at Sacajawea Park,
Saghalie Park, Steel
Lake Park, and Steel
Lake Annex 2028
- 18.05%
-
Safety &
Security
Install security
cameras in parking
lots at Sacajawea 2028
- 18.05%
-
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-17
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
Park, Saghalie Park,
Steel Lake Park, and
Steel Lake Annex
Saghalie
Artificial turf
replacement - Soccer
Field 2032
$600,000 0.00%
-
Saghalie
Tennis Court
Renovation/Resurface 2025
$40,000 0.00%
-
Saghalie
Replace Rubber
running track 2023-2032
$505,000 18.05%
$91,162
Saghalie
Install artificial turf
on football field 2035
$1,429,000 18.05%
$257,962
Saghalie
Renovate basketball
courts 2026
$71,000 0.00%
-
Saghalie Overlay parking lot 2028
$48,000 0.00%
-
Steel Lake Develop a master plan 2033
$149,000 18.05%
$26,897
Steel Lake
Install new shelters
(Sites 2-5) 2028-2033
$292,000 18.05%
$52,712
Steel Lake
Re-pipe annex and
beach house
restrooms 2026
$238,000 0.00%
-
Steel Lake
Annex
Artificial Turf
Replacement - Karl
Grosch 2032
$700,000 0.00%
-
Steel Lake
Annex Parking Lot Repairs 2024
$10,000 0.00%
-
Steel Lake
Park Artificial turf - Site #5 2032
$1,300,000 18.05%
$234,675
Steel Lake
Park Dock Replacement 2027
$1,250,000 0.00%
-
Steel Lake
Shop
New Maintenance
Shop (Parks Share,
33%) 2032
$11,666,667 18.05%
$2,106,058
Steel Lake
Shop
Shop - Backup power
generator 2025
$40,000 18.05%
$7,221
Steel Lake
Shop
Shop - Electrical
Service - new panel 2024
$7,500 18.05%
$1,354
Steel Lake
Shop Shop Roof 2026
$75,000 18.05%
$13,539
Steel Lake
Shop
Storage House - New
Garage Doors 2024
$7,000 18.05%
$1,264
Steel Lake
Shop Storage House Roof 2024
$20,000 18.05%
$3,610
Town
Square Install shade covers 2025
$89,000 18.05%
$16,066
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-18
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
Town
Square Install 2nd shelter 2030
$83,000 18.05%
$14,983
Town
Square Band shell 2028
- 18.05%
-
Town
Square Veteran memorial 2025
- 18.05%
-
Wayfinding
Signs
Implementation of
wayfinding signage
program 2030-2040
- 18.05%
-
Wedgewood
Replace and improve
playground 2019
$167,000 18.05%
$30,147
West
Hylebos
Renovate caretaker
access road 2033
$12,000 0.00%
-
West
Hylebos
Make parking lots
repairs 2025
$48,000 0.00%
-
West
Hylebos Expand parking lot 2033
$149,000 18.05%
$26,897
West
Hylebos
Replace maintenance
garage 2030
$89,000 0.00%
-
Wildwood Repair asphalt trail 2026
$12,000 0.00%
-
Wildwood Upgrade park fixture 2035
$12,000 18.05%
$2,166
Total $44,256,667 $6,325,243
Table VI-3.2 – Parks Expansion List
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
Location Type Year Cost
PIF
Eligibility PIF-Eligible Cost
Downtown Park
Expansion Community Park
2027-
2031 $ 5,500,000 100% $ 5,500,000
South Light
Rail Station
Park Community Park
2027-
2031 11,000,000 100% 11,000,000
Total $ 16,500,000 $ 16,500,000
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-19
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 Own/
Leased Use Sq. ft. /Occupancy
City Hall Own City operations not otherwise listed 88,085/approximately 304 FTE and
Council Chamber
Police Evidence Own Police evidence room 6,000/2 FTE
Federal Way Community
Center
Own Community recreation center with 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.
72,000/ 16 regular FTE and
approximately 40-100 part-time
temporary personnel
Opened in 2007
Steel Lake Annex Own Historical Society 1,161/program only
Steel Lake Maintenance
Shop
Own Maintenance operations, outdoor
equipment and material storage
4,110 office and maintenance bay,
24.5 FTE, approximately 132,000 sq.
ft. storage yard, and approximately
additional 1.5 acres available for
future expansion
Celebration Park
Maintenance Building
Own Grounds equipment and sporting
equipment
2,044 sq. ft. maintenance building
Dumas Bay Centre
(DBC)
Own Public park, meeting/banquet/ overnight
lodging
47,214 sq. ft. – 6 meeting rooms, 70
overnight rooms, 12 acre park ground
Knutzen Family Theater
(at DBC)
Own 234 seats performing arts theatre and
rehearsal room
Miscellaneous Outdoor
Storage
Leased Street maintenance material and park
equipment storage
10,000 material storage
2,000 equipment storage
Miscellaneous Indoor
Storage
Leased Spare office equipment/facility parts/
records
260 sq. ft.
2,160 cubic ft. boxes stored offsite in a
document storage facility
Table VI-5
Projected Community Facility Needs
2012-2018
Type of Facility Year Size
(sf)
Cost
(millions)
1 Competitive Sports Facility
2018
To be determined
To be determined
2. Performing Arts and Events Center /
2016
Approx.
44,000
700 seats
$32.75
3. Maintenance Facility To be
determined2024
13 acres To be
determined$48
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-20
4. Public Parking Facilities To be determined
200 – 400 stalls
To be determined
5. Town Square Park 2016 2-4 acres $1.7
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
88,085 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.
Since 2015, there has been an agreement between Balli Road, LLC and the Police
Department for the use of office space, approximately 1,500 square feet, identified
as the Federal Way Police Department Downtown Substation, located across the
street from the Federal Way Transit Center. The space is used primarily by the
Traffic and the Special Operations Unit.
The location of the Downtown Substation is strategic to enhance patrol operations
and visibility but was also necessary as to the limited office space at the main
station at City Hall. In the next 10 years, the Police Department will require
additional 10,000 square feet or more to accommodate the anticipated growth.
In 2018, due to unsustainable financial obligation, the City of Federal Way discontinued
utilizing South Correction Entity (SCORE) for inmate housing and began managing our
own jail services by using available regional jail services, bringing significant financial
savings for the City. Pursuant to an interlocal agreement, the cities of Auburn, Burien,
Des Moines, Federal Way, Renton, SeaTac, and Tukwila, Washington jointly developed
and constructed a consolidated correctional facility under an autonomous public agency
known as the South Correction Entity (SCORE). The facility became operational in 2011.
The SCORE facility is approximately 137,000 square feet with associated parking and site
improvements on a 15.613-acre collection of parcels. The site is located in Des Moines,
Washington near Des Moines Creek Park where South 208th Street intersects with 18th
Avenue South. The facility is designed to house up to 822 inmates.
Ownership and financial commitment to SCORE are prorated based on each city’s
average daily prisoner population during the previous year—for Federal Way that is
approximately 18 percent of the total operating cost.
Maintenance Facility
The Parks and Public Works maintenance facility is located at 31132 28th Avenue South.
The entire site is 2.254.1 acres with 4,110 square feet of office and work space and
132172,000 square feet in fenced storage space., The structure was originally constructed
as a Fire Station and acquired by the City. The current shop area is where the fire engines
were stored. 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
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FWCP – Chapter Six, Capital Facilities
Revised 2015 VI-21
the maintenance operations includes 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.
The City has outgrown the existing facility and has begun the process to secure additional
adjacent land to the north while simultaneously working on the design of a replacement
facility to meet the City’s current and projected needs. Construction of the new facility is
anticipated to commence in 2024.
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.
Performing Arts and Events 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 and events center. The performing arts and events 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 the feasibility of an integrated performing arts and events center. An
events 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 was $30 to $40 million.
In 2011, the City requested an update to the Webb Management Services report, which
led to continued interest in a performing arts and events center (PAEC) on the part of
City leadership. Consequently, in 2012 the City issued a Request for Qualifications for a
public-private partnership to develop both the PAEC and an accompanying on-site hotel.
Subsequently, proposals were requested from the two RFQ respondents, and in Fall 2012
the City Council chose a development partner and authorized development of concept
plans and an initial construction budget, which were presented in March 2013. Based on
the concept plan and budget, the City Council authorized development of schematic
design plans and an operational pro forma, which were both presented in September,
2013. At that time, City Council authorized submittal of the plans for land use permitting.
In February 2014, the Mayor appointed a Blue Ribbon Panel of experts to review all the
relevant plans and materials, vet the financing, and review construction cost estimates,
pro formas, and project economic impacts. The Panel’s findings were presented in May
2014, leading to a City Council decision to proceed with completion of the design and
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construction of the PAEC. At this time, the PAEC is anticipated to be completed and
open for business in the Fall of 2016.
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.
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 commercial/residential 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 multi-story commercial/
residential mixed-use development. With the construction cost of structured parking at a
premium when compared to land cost, some type of public/private partnership may 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 projects.
Public Parking Facility Recommendation
• Designated public parking spaces of 200 to 400 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
The City has approved the overall budget for the Operations and Maintenance Facility
and is working to refine the design. Currently the expectation is that construction will be
funded through a combination of cash on hand, utility funds, REET, and bonding which
repayment will in part be funded through programmatic savings. As the design
progresses the budget and available funding will continue to be refined.
While it may be desirable to deliver these facilities to the community as soon as possible,
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the City’s projected revenues may not be able to support both their construction and
required operating and on-going maintenance in the near term. Such public facilities may
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.
6.7 SCHOOL FACILITIES
This section summarizes information in the Federal Way School DistrictPublic Schools
(FWPS) No. 210 202415 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, City of Algona, City of Milton 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, Algona, Milton 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.
The FWPS capital facilities plan provides an inventory of school facilities, information
on capacity of current facilities, enrollment trends, projected facility needs, and a 6-year
finance plan.
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.
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*
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CAPACITY 2015
Budget 2016 2017 2018 2019 2020 2021
Elementary
School 8,290 8,290 8,290 8,290 8,290 8,290 8,290
Middle School 5,406 5,406 5,406 5,406 5,406 5,406 5,406
Senior High 5,735 5,735 5,935 5,935 5,935 5,935 5,935
TOTAL 19,431 19,431 19,631 19,631 19,631 19,631 19,631
*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
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.
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Table VI-7 describes increased enrollment through the year 2021. 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) 2015
Budget 2016 2017 2018 2019 2020 2021
Elementary 9,319 9,282 9,398 9,477 9,575 9,645 9,723
Middle School 4,811 5,041 5,145 5,154 5,130 5,264 5,359
Senior High 6,261 6,092 5,950 5,911 6,063 6,107 6,243
TOTAL 20,391 20,415 20,493 20,542 20,768 21,016 21,325
Location of New and Improved School Facilities
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 $6,596,563 available from secure funding sources and an
additional $108,000,000 anticipated from other funding sources between 2015 and 2021.
These funds will cover the $109,520,000 in planned project costs to the year 2021.
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Table VI-8
Federal Way Public Schools 2015 Capital Facilities Plan
Six Year Finance Plan
Securing Funding Sources
Impact Fees (1) $303,161
Land Sale Funds (2) ($11,596,565)
Bond Funds (3) $4,709,857
State Match (4) $13,153,110
TOTAL $6,569,563
Projected Revenue Sources
State Match (5) $27,200,000
Bond or Levy Funds (6) $70,000,000
Land Fund Sales (7) $10,000,000
Impact Fees (8) $800,000
TOTAL $108,000,000
Actual and Planned Expenditures Total Secured Funding and Projected Revenue $114,569.563
NEW SCHOOLS
Estimated
and
Budget
2016
2017
2018
2019
2020
2021
Total Total Cost
Prior Years
2014-2015
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
2020-
2021
2015-2021
MODERNIZATION AND
EXPANSION
Federal Way High School (9) $50,000,000 $45,000,000 $11,000,000 $56,000,000 $106,000,000
SITE ACQUISITION
Norman Center $785,000 $205,000 $215,000 $220,000 $225,000 $235,000 $235,000 $1,335,000 $2,120,000
(Employment Transition Program((10)
TEMPORARY FACILITIES
Portables (11) $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,400,000 $1,400,000
TOTAL $50,785,000 $45,405,000 $11,415,000 $420,000 $425,000 $435,000 $435,000 $200,000 $58,735,000 $109,520,000
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 December 31, 2013.
2. These funds are expected to come from the sale of the current ESC and MOT sites and bond interest. This is year-end balance on December 31, 2013.
3. This is the December 31, 2013, balance of bond funds. This figure includes interest earnings.
4. This represents the balance of State Match funds which will be used to support the rebuilding of Federal Way High School. This is the balance on December 31, 2013.
5. This is an anticipated state match for the rebuilding of Federal Way High School. Application for funds was made .in July 2013.
Revised 2015 VI-20
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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 2015-2021. 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.
6.8 WATER SYSTEMS
This section summarizes the Lakehaven Water and Sewer Utility District’s (the
District’s) 2014 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 areawithin Federal
Way City limits. The Tacoma Public Utilities, for example, serves an area on the west
side of the District’s Federal Way corporate area and the Highline Water District serves a
small portion of the north side of the District’s corporate areanorth side of Federal Way
(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 Map
V-7). These areas are at a higher elevation than the valley cities can cost effectively
serve.Tacoma Public Utilities has xx active accounts in Federal Way. Highline Water
District has 263 active accounts in Federal Way; for comparison Highline has appx.
19,000 connections in their district so Federal Way is a very small share of Highline’s
service area.
Map xx shows the service areas of Lakehaven, Tacoma Public Utilities, and Highline as
water service providers in Federal Way.
Inventory of Existing Facilities
The locations of the District’s wells, storage, and other major components of the
distribution system are provided in the 2014 Water Plan. The water system includes
approximately 450 miles of water main, 25 production wells, 12 storage tanks, and
connection to the Second Supply Project (SSP), which provides surface water from the
Green River. The average annual daily demand during the years 202008 through 202211
was 9.879.68 million gallons-per-day (MDGD). The facilities are described in the
following sections.
Second Supply Project
The District is a partner in the SPP (Green River water source) with the Tacoma, Kent, and
Covington Water Districts. The District’s share of the project provides a water right
capacity of up to 12.6 MGD. Due to operational considerations, stream flows, and water
quality, the SSP is estimated to provide approximately 7.6 MGD on an annual basis. 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
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receive water from and send water to the Second Supply Project (SSP).
Water Quality
Prior to 2000, the District had not had to treat its water supplies to meet regulatory
requirements before distribution to its customers. However, in order to meet newer
regulations, the District began a chlorination and corrosion control treatment program in
July 2001 for all of its groundwater supply.
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 2014 Water System Plan. Regulations that have prompted treatment of
the District’s groundwater supplies include the Lead and Copper Rule, Iron and Manganese
Regulations, Arsenic Rule, and the Surface Water Treatment Rule (due to distribution of surface
water obtained from the SSP). To maintain optimized corrosion control in the distribution
system (per the Lead and Copper Rule), the District adjusts the pH of groundwater pumped from
Well Sites 10/10A, 15/15A, 18, and 19/19A. The District has installed water filtration treatment
systems at Well Sites 9, 17/17A/17B, 19/19A, 20/20A, 21, 22/22A/22B, 23/23A, 29, and Well
33 for the removal of iron and manganese. Arsenic is removed from Wells 19 and 21. Silica is
removed from Wells 9, 19 and 21.
In 2006, the Long Term 2 Enhanced Surface Water Treatment Rule, regulated by the U.S.
Environmental Protection Agency (EPA), required unfiltered surface water utilities to plan
for and provide water treatment to protect against waterborne parasites such as
cryptosporidium (a protozoan that can cause gastro-intestinal illness in humans). After
significant analysis and evaluation, Tacoma Water, Lakehaven Water and SewerUtility
District, Covington Water District, and the City of Kent agreed to design and construct a
surface water filtration facility for the Green River supply to meet the new EPA compliance
requirements. Design of the new The Green River Filtration Facility was completed and
began operation in 2011 and the facility is scheduled to be completed and operational in
2015. In addition to meeting the federal surface water treatment rules, the filtration facility
will also remove turbidity and potential algae that can degrade the reliability and aesthetic
quality of the water from the Green River.
Storage Facilities
The District’s water system was evaluated during the 2014 Water System Plan Update
using extended-period simulation modeling 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 is summarized in Section 9, “System
Analysis,” of the 2014 Water System Plan. In general, the District has a robust water
system with redundant supply, large volumes of storage, and adequate, reliable pumping.
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, an inclining 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 will be 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.
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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 Class 2 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
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 six-year District-wide average of
measured unit consumption, including unaccounted for water, between 2006 and 2011 was
231.55 gallons per day (gpd) per ERU and ranged between 257 gpd per ERU in 2006 to 208
gpd per ERU in 2011. For planning purposes the District conservatively used 248 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 11.43 MGD in 2014, to 13.03 MGD in 2024, and
to 14.3 MGD in 2034.
Expanded and Improved Facilities
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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 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 continue to be implemented at the Howard Hanson Dam on the Green River
in order to expand storage behind the dam. This will help mitigate the seasonal variation in
available water by increasing in-stream flows during the drier parts of the year.
Water Quality
The implementation of a filtration facility on the Green River water
supply conveyed by the Second Supply Project will be completed in
2015 in coordination with the SSP partners. The District also has
plans to install one additional treatment system at the Well 10C site
to remove iron, manganese, and other impurities from the
groundwater.
Transmission/Distribution System
Long-term improvements to the transmission and distribution
pipeline network are recommended in Sections 9 and 11 of the
2014 Water Plan. 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 develop 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 2014
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 also borrow
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FWCP – Chapter Six, Capital Facilities
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money or adjust 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.
6.9 SEWER SYSTEMS
This section summarizes the Lakehaven Water and Sewer Utility District’s 2015
Comprehensive Wastewater 2009 Comprehensive Wastewater System Plan (Wastewater
Plan, incorporated in full by reference), while providing up-to- date information where
warranted. The Lakehaven Utility Water and Sewer 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 existing City limits of Federal Way.
As of the end of 2007, the District was serving a residential population of approximately
120,100 through 27,000 connections.
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 provides sewer service to a small area on the north end of Federal Way’s
City limits. 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 120,100 through 27,000 connections. Lakehaven also
provides by contract the operation and maintenance requirements for most of the sewer
facilities within the City of Edgewood.As of 2023, Midway Sewer District has xx business
connections, 7 single-family connections, as well as connections to two multifamily
complexes and one mobile home park in Federal Way.
Map xx shows the service areas of Lakehaven and Midway.
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 2009
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
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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 six 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 four 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
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
139,970 by 2030, approaching the projected “ultimate” population of 273,430 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 & I), is currently estimated at 6.71 MGD and is
expected to increase to nearly 9.06 MGD by 2030, and nearly 17.24 MGD at full
development. Peak hourly flows tributary to the District’s two wastewater treatment
plants, including I & I, are currently estimated at 30.3 MGD, and are expected to increase
to nearly 45.75 MGD by 2030, and 67.11 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 22.0 MGD for Lakota and 13.8 MGD for Redondo.
Expanded and Improved Facilities
The District has completed construction on the rehabilitation and lengthening of the
Redondo Wastewater Treatment Plant’s outfall pipeline that discharges treated
wastewater into Puget Sound. The old biosolids dewatering equipment was replaced with
new, more efficient equipment to help reduce operating costs . The District is pursuing
many other projects to improve the performance of the facilities (energy conservation,
water quality, biosolid quality, reduced maintenance, etc.). Combining funding from its
water utility, the District also has long-range plans for 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 existing flows
currently being conveyed to other utilities for treatment to its own treatment facilities
(new Pump Station No. 44 and expanded Pump Station No. 33b). On-site emergency
generators are now in place at other existing pump stations (Pump Stations No. 12, 37
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and 41) to allow their continuous operation during a commercial power outage. The
District is continuing to approve new pressure sewer collection systems as an alternative
to gravity systems to provide sewer service availability to residents in established
neighborhoods, particularly those around lakes.
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 develop 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 2009 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 adjust 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.
6.9.1 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.
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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.
• 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 three are staffed on a normal
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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.
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. By 2013, call
volumes had exceeded 16,000 for the year. 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. Structure fires have declined since the 1990s;
however, emergency medical incidents have steadily increased. It is unknown what the
impact of the Affordable Health Care Act will have on call volumes. 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
The Federal Way Fire Department (King County Fire Protection District #39) has existed
since 1949. In the early 1990s, the City of Federal Way annexed into the fire district via a
public vote, thus empowering the stand alone fire district the ability to provide fire and
EMS services to the newly formed city as a municipal corporation governed by an elected
Board of Fire Commissioners. 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 City of Des Moines had previously annexed into King #26, just like the City of
Federal Way’s annexation into King #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.
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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
within the City of Federal Way. The fire department responds on more than 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. The department anticipates
that the calls for service in the south end of the district 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.
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
ma y be appropriate to provide a public meeting room and an office for community
policing in new facilities. The cost of these facilities is approximately $6,000,000.
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 the new fire station, as it would
likely require a voter approved bond issue for funding.
Additionally, the department may have a need for a major station remodel at one of the
Des Moines stations located at approximately 272nd and 16th Avenue South; a major
upgrade to the Training Facility, currently located at 14th Avenue SW and 312th Street;
and the potential for additional fire stations to be built based upon need on property
owned by the fire district at 30th Avenue South and 288th; Hoyt Road and Dash Point
Road SW; and a major piece of property at 320th and 37th Avenue South. The property at
320th and 37th Avenue South has been purchased with a future goal of building an
expanded training facility, drill towers, administrative offices, emergency operations
center for disasters, a fleet shop, and a facilities maintenance building. Any future
development would likely be predicated upon community needs and funded through a
voter-approved bond issue in the future.
Funding Plan
The fire department has established a capital reserve fund for the systematic replacement
of all capital equipment, which took a hit during the recession of 2008-2012. These
reserves were funded from the annual revenues of the department. As the economy
recovers, the capital reserve system will be funded and become active once again. To
bridge the gap created by the recession as related to the capital and equipment needs of
the district, a voter-approved bond issue will likely be placed in front of the electorate in
the 2015-2017 time frame.
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
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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.
6.9.2 GOALS AND POLICIES
The goals and policies in this section implement the requirements of the GMA, VISION
20540 and the CWPPs. 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 Federal Way School District, Lakehaven Utility
District, and South King Fire and Rescue, 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.
Goal
CFG1 RegularlyAnnually 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
CFP1.1 Provide needed public facilities and services to implement the FWCP.
CFP1.2 Support and encourage joint development and use of community facilities with
other governmental or community organizations in areas of mutual concern and
benefit.
CFP1.3 Emphasize capital improvement projects that promote the conservation,
preservation, redevelopment, and revitalization of commercial, industrial, and
residential areas in Federal Way.
CFP1.4 ReferenceAdopt by reference all facilities plans and future amendments
prepared by other special districts that provide services within the City to
support implementation of the FWCP. These plans must be consistent with the
FWCP.
CFP1.5 RAdopt by reference the annual update of the Federal Way Capital
Improvement Program for parks/recreation, surface water management, and the
Transportation Improvement Program to support implementation of the FWCP.
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CFP1.6 Protect investments in existing facilities through an appropriate level of funding
for maintenance and operations.
CFP1.7 Maximize the use of existing public facilities and promote orderly compact
urban growth.
Goal
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.
Policies
CFP8CFP2.1 Give priority consideration to projects mandated by local, state, and federal
law.
CFP9CFP2.2 Give priority consideration to subsequent phases of phased projects
when phase one is fully funded and under construction.
CFP2.310 Give priority consideration to projects that renovate existing facilities and
preserve the community’s prior investment or reduce maintenance and operating
costs.
CFP2.411 Give priority consideration to projects that correct existing capital facilities
deficiencies, encourage full utilization of existing facilities, or replace worn out
or obsolete facilities.
CFP2.512 Give priority to projects where leveraged monies such as grants and low
interest loans can be used.
Goal
CFG3 Provide capital facilities to serve and direct future growth within Federal Way
and its Potential Annexation Area asas it they further develops.
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
CFP3.113 Provide the capital facilities needed to serve the future growth anticipated
by the FWCP.
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CFP3.214 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.
CFP3.315 Give priority consideration to projects needed to meet concurrency
requirements for growth management.
CFP3.416 Plan and coordinate the location of public facilities and utilities in advance of need.
CFP3.517 Continue to iImplement 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.
CFP3.618 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.
CFP3.719 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.
CFP3.821 Consider public/private partnerships to leverage structured parking in
association with City Center development or redevelopment, in fulfillment of
comprehensive plan vision and goals.
CFP3.9 Review the need for and feasibility of adopting a city requirement for new development
to
be served by a public sewer system. Properties lacking sewer connections shall, where
feasible, adopt such a requirement if such a need is identified in Federal Way.
Goal
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
CFP4.122 Manage the City of Federal Way’s fiscal resources to support providing
needed capital improvements. Ensure a balanced approach to allocating
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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.
CFP4.223 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.
CFP4.224 Ensure that long-term capital financing strategies and policies are consistent
with all the other FWCP chapters.
CFP4.325 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.
CFP4.426 Promote a more efficient use of all public facilities by enacting interlocal
agreements which facilitate joint maintenance and operations of those facilities.
CFP4.527 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/or raising property tax levy rates.
▪ Decrease level of service standards to a level that is more affordable.
▪ Decrease the cost of a proposed 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.
CFP4.628 Aggressively pursue grants or private funds when available to finance
capital facility projects.
CFP4.729 Maximize the usefulness of bond funds by using these monies to the greatest
extent possible as matching funds for grants.
Goal
CFPG5 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 reviewed and amended in accordance with state update requirements to verify
that fiscal resources are available to provide public facilities needed to support adopted
LOS standards.
Policies
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CFP5.130 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.
CFP5.231 Review, update, and amend the Capital Facilities Plan in accordance with
state update requirements. 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.
CFP5.332 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.
CFP5.4 Establish new or expanded sites for public facilities, utilities, and infrastructure in a
manner that ensures disaster resiliency and public service recovery.
Goal
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
CFP6.133 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.
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
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CFP6.234 The utility’s funds and resources shall be managed in a professional manner
in accordance with applicable laws, standards, and City financial policies.
CFP6.335 The utility shall remain a self-supporting enterprise fund.
CFP6.436 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.
CFP6.537 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.
CFP6.638 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.
CFP6.739 Rates shall be set at the lowest level necessary to cover utility program
expenses, meet levels of service identified in the “ 2015 2021 Surface
Water Management Comprehensive Plan Update, meet debt coverage
requirements, and sustain a reserve balance consistent with these policies
on a long-term basis.
CFP6.840 Utility rates shall be evaluated bi-annually and adjusted as necessary to
achieve utility financial policy objectives.
CFP6.941 Utility rates will allocate costs between different customer classes on an
equitable basis.
CFP6.1042 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.
CFP6.1143 Rates shall be uniform for all utility customers of the same class
throughout the service area.
CFP6.1244 Rate assistance programs may be provided for specific low-income customers.
CFP6.1345 The utility’s annual budget and rate recommendations shall provide
funding for the following reserve components:
1. A working capital component based on 17 percent 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.
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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.
Goal
CFG7 Ensure planning and siting for all capital facilities is conducted in an environmentally
sound, socially equitable and inclusive manner.
Policies
CFP7.1 Inform the siting or expansion of essential public facilities or facilities of regional
importance using a process that incorporates broad public involvement, especially from historically
marginalized and disproportionately burdened communities, and that equitably disperses impacts
and benefits while supporting the Countywide Planning Policies.
CFP7.2 Work toward more equitable and affordable access to public facilities throughout Federal
Way, with a particular focus on identifying coverage gaps and supporting increased access by
historically marginalized and disproportionately burdened communities.
CFP7.3 Consider climate change, economic, equity, and health impacts when supporting the
siting and building of essential public services and facilities.
CFP7.4 Implement water conservation and efficiency efforts to protect natural resources, reduce
environmental impacts, and support a sustainable long-term water supply to serve the growing
population.
CFP7.5 “Identify opportunities for water reuse and reclamation by high-volume non-potable
water users such as parks, schools, and golf courses, and require where feasible.”
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CHAPTER TEN
PRIVATE UTILITIES
10.0 INTRODUCTION 1
10.1 POLICY BACKGROUND 1
The Growth Management Act 2
VISION 20540 2
Countywide Planning Policies 2
10.2 REGULATORY AND LEGAL CONTEXT 3
10.3 PUGET SOUND ENERGY 3
General Location 3
Electric Plan 3
Gas Plan 5
10.4 TELECOMMUNICATIONS PLAN 5
Telephone System 6
Wireless Networks 6
Internet Service 7
Cable TV 7
Proposed Improvements 7
10.5 FIBER OPTIC NETWORK 7
10.6 SOLID WASTE MANAGEMENT 8
10.7 MODERATE RISK WASTE MANAGEMENT 9
10.8 GOALS AND POLICIES FOR CITY ACTION 9
Map
Map X-1, Existing & Proposed Improvements to the Sub-
Transmission System
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10.0 INTRODUCTION
This chapter satisfies a Growth Management Act (GMA) requirement that cities prepare a
Private Utilities chapter (RCW 36.70A.070). The GMA requires the Federal Way
Comprehensive Plan (FWCP) to have internal consistency. This means that the Private
Utilities chapter must be fully coordinated with other chapters of the FWCP. This is
particularly important for Federal Way’s City Center and in the I-5/99 corridorSouth
Station Subareas where new development and other land use change is anticipated in the
near future.
WAC 365-196-4205-320(1) requires a Private
Utilities chapter to include the general
location, proposed location, and capacity offor
all existing and proposed utilities, including,
but not limited to, electrical lines,
telecommunication lines, and natural gas lines.
Each utility plan describes and analyzes
existing and proposed utility systems within
Federal Way and improvements necessary to
meet growing consumer demand. Information
used to develop the plan was provided by
private utilities. Private utility companies are
continually upgrading and expanding their
systems, therefore, maps quickly become
obsolete. However, Puget Sound Energy (PSE)
provided a map of their existing and proposed
electrical facilities as of 2012 (Map X-1). Plans
for water supply and sewer are found in the
Capital Facilities chapter of the FWCP.
The City sees Tthe GMA requirement to prepare a Private Utilities chapter ias an
opportunity to identify ways of improving the quality of services provided within the
City. The City will use this Private Utilities chapter to identifyies goals and develops
policies to ensure that: provision of utilities is properly coordinated with land use; utility
provision minimizes impacts upon public facilities such as roads; sustainable sources of
power generation are encouraged; and technological innovation is facilitated.
10.1 POLICY BACKGROUND
The GMA, Puget Sound Regional Council (PSRC) VISION 20540, and the King County
Countywide Planning Policies (CWPPs) call for a full range of urban services in the
Urban Growth Area (UGA) to support the Regional Growth Strategy. They also state
that facilities should be sited in ways to avoid adverse social, environmental, and
economic impacts. This Private Utilities chapter is consistent with these goals and
policies.
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The Growth Management Act
Goal No. 12 of The GMA refers to public facilities and services as follows:
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.
VISION 20540
The PSRC Vision 2050 Goal is for “adequate public facilities and services in a
timely, coordinated, efficient, and cost-effective manner that supports local and
regional growth planning objectives.”
Key private utilities addressed in VISION 20540 include solid waste, energy, and
telecommunications. As the region plans for growth, conservation and improved
efficiencies in providing services are essential.
An overarching goal of VISION 20540 is to provide sufficient and efficient public
services and facilities in a manner that is healthy, safe, and economically viable.
Multicounty planning policies address conservation measures to increase recycling and
reduce waste. They also encourage more efficient use of renewable and alternative
energy.
VISION 20540 also encourages improving infrastructure to support development and
maintain healthy and livable communities. Having reliable power and
telecommunications, along with other services and infrastructure, contributes to quality of
life and the region’s economic well-being.
Federal Way’s utilities chapter is consistent with Vision 2050 public services policies as
shown in Appendix xx.
The following are VISION 2040 policies most relevant to Federal Way:
MPP-PS-12: Promote the use of renewable energy resources to meet the region’s energy
needs.
MPP-PS-13: Reduce the rate of energy consumption through conservation and alternative
energy forms to extend the life of existing facilities and infrastructure.
MPP-PS-14: Plan for the provision of telecommunication infrastructure to serve growth
and development in a manner that is consistent with the regional vision and is friendly to
the environment.
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Countywide Planning Policies
The 202112 King County Countywide Planning Policies (CWPPs) includes the
following overarching goal for private utilities:
County residents in both Urban and Rural Areas have access
to the public services needed in order to advance public
health and safety, protect the environment, and carry out the
out the Regional Growth Strategy.
13 policies on private and public utilities. Federal Way's utilities chapter is consistent
with CWPPs.
The following CWPPs are most relevant to Federal Way:
PF‐13: Reduce the solid waste stream and encourage reuse and recycling.
PF‐14: Reduce the rate of energy consumption through efficiency and
conservation as a means to lower energy costs and mitigate environmental
impacts associated with traditional energy supplies.
PF‐15: Promote the use of renewable and alternative energy resources to help
meet the county’s long‐term energy needs, reduce environmental impacts
associated with traditional energy supplies, and increase community sustainability.
PF‐16: Plan for the provision of telecommunication infrastructure to serve growth
and development in a manner consistent with the regional and countywide vision.
10.2 REGULATORY AND LEGAL CONTEXT
Large scale pPrivately owned electrical, natural gas, and line telephone utilities are
regulated by the Washington Utilities and Transportation Commission (WUTC).
Cellular telephone communication companies are licensed by the Federal
Communications Commission (FCC). Cable television companies are regulated by the
FCC and the Communications Act of 1934, as amended. Private utilities must have a
franchise agreement to place utilities in the public right-of-way. Franchise agreements
give each utility the non- exclusive right to provide its category of service within the
City. See Appendix xx for the list of companies that have a franchise agreement with
the City as of the time of this periodic update.
10.3 PUGET SOUND ENERGY
General Location
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PSE supplies electric and natural gas service within the entire limits of the City and
Potential Annexation Area (PAA). Existing facilities are depicted on Map X-1
Electric Plan
Federal Way is served mostly by Puget Sound Energy (PSE), a private electric utility
whose operation and rates are governed by the Washington Utilities and Transportation
Commission, the National Electric Reliability Corporation (NERC) and the Federal
Energy Regulatory Commission (FERC). PSE is part of a Western-states regional
coordination system and provides electric service to over 1.1 million customers in nine
Washington State counties. Electricity is produced elsewhere and transported to
switching stations in Kent and Renton through high-voltage transmission lines. As
electricity nears its destination, the voltage is reduced and redistributed through lower-
voltage transmission lines, distribution substations, and smaller transformers. PSE
provides electrical service to approximately 39,700 electric customers in Federal Way.
Also within the city are several 115 kV transmission lines and a number of
neighborhood distribution substations. The 115 kV lines also deliver electrical energy
to other neighborhood substations in communities adjacent to Federal Way.
PSE imports electrical energy from generation sources in Canada, the Columbia River
basin and other regions outside of PSE’s service territory. Additionally, PSE has its own
hydro, thermal, wind and solar power-generating facilities. There are also about 1,500
small, customer-owned generation facilities that are interconnected with PSE’s system
and can export surplus energy into the grid. The vast majority of these are solar panel
installations. Although this provides a very small portion of PSE’s electrical supply
portfolio, the number of customer-owned installations increases more every year.
PSE’s Integrated Resource Plan (IRP) is updated and filed with the Washington Utilities
and Transportation Commission every two years. The current plan, which was submitted
in Marchay of 202313, details the energy resources needed to reliably meet customers’
wintertime, peak-hour electric demand over the next 20 years. The plan, which will be
updated in the fall of 2015, forecasted that PSE would have to acquire approximately
4,900 megawatts of new power-supply capacity by 2033. This resource need is driven
mainly by expiring purchased-power contracts and expected population and economic
growth in the Puget Sound region. The IRP suggests that roughly half of the utility’s
long-term electric resource need can be met by energy efficiency and the renewal of
transmission contracts. The IPR stated that the rest of PSE’s gap in long-term power
resources is likely to be met most economically with added natural gas-fired resources.
The capacity of individual electric lines depends on
voltage, diameter of the wire, and the clearance to objects
below the line. To meet this demand, some new
transmission lines and substations will need to be
constructed, as well as existing ones rebuilt and/or
maintained. Utility work is sometimes needed to comply
with federal system reliability regulations. Specific
construction that is anticipated includes the following:
• Expand Marine View substation to accommodate a new 115kV line that will
improve reliability through an automatic switching scheme.
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• As electric loads increase a new 115kV transmission line will be necessary from
the Christopher substation to the 115kV line that serves the Weyerhaeuser
substation. This line would continue to the intersection of Enchanted Parkway
South and Military Road South.
Increases in the electric demand on the Weyerhaeuser campus and surrounding area may
require additional substations in any combination of the Five Mile Lake, Enchanted
Parkway or Weyerhaeuser substation areas.
Gas Plan
Puget Sound Energy provides natural gas service to more than 750,000 customers in six
Western Washington counties: Snohomish, King, Kittitas, Pierce, Thurston, and Lewis. It
is estimated that PSE currently serves over 18,880 gas customers within the City of
Federal Way.
Natural gas comes from gas wells in the Rocky Mountains and in Canada and is
transported through interstate pipelines by Williams Northwest Pipeline to Puget Sound
Energy’s gate stations. Supply mains then transport the gas from the gate stations to
district regulators where the pressure is reduced to less than 60 psig. The supply mains
are made of welded steel pipe that has been coated and is cathodically protected to
prevent corrosion. They range in size from 4 to 20 inches.
Distribution mains are fed from the district regulators. They
range in size from 1¼ to 8 inches and the pipe material
typically is polyethylene (PE) or wrapped steel (STW).
Individual residential service lines are fed by the distribution
mains and are typically ⅝ or 1-⅛ inches in diameter.
Individual commercial and industrial service lines are
typically 1¼, 2, or 4 inches in diameter.
PSE Gas System Integrity-Maintenance Planning has several DuPont manufactured main
and service piping and STW main replacements planned began in for 2015 and continues
today. There will be several pipe investigations throughout the City to determine the
exact location of the DuPont
manufactured pipe. Identified DuPont manufactured piping in PSE’s entire system will be
ranked and replaced accordingly.
PSE Gas System Integrity-System Planning does not have any major projects planned in
2015 at this time, but new projects can be developed in the future at any time due to:
1. New or replacement of existing facilities to increase capacity requirements
due to new building construction and conversion from alternate fuels.
2. Main replacement to facilitate improved maintenance of facilities.
3. Replacement or relocation of facilities due to municipal and state projects.
10.4 TELECOMMUNICATIONS PLAN
Telecommunications is not only important for voice transmission but also provides the
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infrastructure for the transmission of images and electronic data. Telecommunications in
Federal Way include both wired (land based) and wireless telephone services, internet
service, and cable and satellite TV. CenturyLink Lumen and Comcast provide land-
based telephone, cable TV service, and internet service. There are also several wireless
telephone providers, wireless internet, and voice over internet providers (VoIP). Direct
TV and Dish Network provide satellite television services.
The City is adapting to new telecommunications technologies and is committed to
supporting the rollout of new telecommunication services in Federal Way in a manner
consistent with the City’s land use, environmental, economic development and human
services priorities.
Telephone System
Existing Facilities and Operations –CenturyLink Lumen and Comcast deliver land based
telephone service throughout the City. Comcast also provides digital phone service
(VoIP) while CenturyLink Lumen provides digital phone service only to its business
customers. Their facilities are constructed overhead and in some cases underground.
Proposed Improvements – The telephone industry tends to be secretive about their facilities
and plans. For this reason the City had difficulty obtaining information and mapped
facility plans. CenturyLink Lumen isTelecommunication providers are required by law
to provide adequate telecommunications services on demand in compliance with
RCW80.36.090 and WUTC regulations.
Accordingly, Telecommunication providers CenturyLink Lumen will provide facilities,
upon reasonable notice, to accommodate whatever growth pattern occurs within the City.
Due to advances in technology, additional capacity is easily and quickly added to the
system.
Wireless Networks
Existing Systems – The City is currently served with a number of wireless service providers
including AT&T, T-Mobile, Direct Wireless and Verizon. Sprint, and Verizon.
Wireless technologies use a line-of-sight radio signal transmitted and received by
antennas. Therefore, it is not possible to underground the antennas or structures on which
the antennas are mounted. Antennas and ancillary equipment are located on freestanding
poles and towers and on existing structures and buildings. City code regulates their siting.
The FCC regulates the cellular telephone industry to ensure that their operation does not
interfere with AM/FM radio and cable television transmissions.
System Capacity – Capacity is a function of frequency of use, the number of sites in a
geographic area, and the number of customers. Cellular facilities are located throughout
the City. Frequent changes in their siting are not conducive to mapping.
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Improvements to the Cellular System – Like the non-cellular telephone companies, wireless
companies expand services in response to growth. For this reason, companies closely
analyze market demand to determine expansions into new service areas. Cellular
technology is constantly advancing so capacity is frequently expanded through
technological advances at existing sites.
Internet Service
Various companies provide internet service by telephone, cable, wireless, and satellite.
As the City constructs or reconstructs streets, it is providing conduits to assist in the
installation of fiber optic communication systems.
Placeholder for information about:
1) Internet service equity in Federal Way
2) Results of broadband task force and study
Cable TV
Cable television service in the City is provided by Comcast, CenturyLinkLumen, Direct
TV, and Dish Network. Comcast and CenturyLink utilize cable and fiber optic
technologies and Direct TV and Dish Network utilize satellite technologies.
Proposed Improvements
Cable television installations are made to new subscribers (either to new dwelling units or,
to a much smaller degree, to residences who have not opted for cable before) at published
rates; provided they are less than 125 feet from a distribution or feeder line.
Connections requiring longer runs are charged on a time and material basis. Most public
work considerations, such as tree trimming, work in the right-of-way, restoration of
property, and so on, are covered in the City of Federal Way Master Cable Television
Ordinance and Franchise Agreements with Cable Television providers.
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10.5 FIBER OPTIC NETWORK
The City has entered into franchise agreements with Comcast and Williams
Communications which have fiber optic networks in the City’s rights-of-way. Williams
Communication has upgraded the City’s conduits along Military road.
In 2013, the City of Federal Way granted the Zayo Group, LLC a franchise for
installation of fiber optic within certain empty and occupied conduit owned by the City.
The main section of conduit runs along Pacific Highway South from approximately South
272nd Street to 16th Avenue South and South 340th Street. Additional conduits are located
along South 320th Street, South 336th Street, South 348th Street, and Enchanted Parkway.
In exchange for leasing the conduit, Zayo Group, LLC is providing an extensive list of
in-kind services to the City. Zayo is in the process of providing fiber optics at several
intersections. This will enable the City to connect additional traffic signals via fiber optic
for enhanced signal synchronizations. Zayo will connect the east and west portions of
South 320th street over I-5 with fiber optics , which will greatly enhance the signal
coordination along South 320th Street, Federal Way’s busiest arterial.
Other in-kind services provided by Zayo include improving certain conduits to increase
capacity, allowing City Hall to connect to the Federal Way School District Educational
Service Center; the South Correctional Entity (SCORE) for enhanced video arraignments;
the Sabey Datacenter in Tukwila for future use for disaster recovery services; as well as a
connection to the regional Community Connectivity Consortium.
The City is responsible for its portion of maintenance and repair fees, should a fiber break
occur. The in-kind services provided by Zayo are a huge benefit to the City both in the
present and long term.
AT&T and CenturyLink Lumen have fiber optic networks within the City but they have
not entered into franchises with the City. The City of Federal Way, City of Tacoma,
King County, the Washington State Department of Transportation (WSDOT), and the
School District also have fiber optic networks. Public agencies do not require
franchises to operate in the City.
10.6 SOLID WASTE MANAGEMENT
The City’s sSolid wWaste mManagement roles
include solid waste planning, public education
and outreach, plus support and promotion of
convenient and sustainable disposal and recycling
options. The City procures and administers
contracts with service providers and monitors
their performance in collecting solid waste,
recyclables, compostable materials, yardyard and
food waste, and public area litter. In this regard,
the City is an advocate for ratepayers in obtaining
the highest service levels at the lowest cost. In
addition, the City is active in managing litter and
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materials illegally dumped in public areas.
A variety of other service providers manage
specific waste types generated in the City,
including service providers for demolition and
land clearing debris, commercial bi-product
management, bio-medical wastes, and charitable reuse.
Regionally, Federal Way and King County have a long-term (through 2040) Solid Waste
Interlocal Agreement (SWIA) that is part of our solid waste planning foundation. The
SWIA references the King County Comprehensive Solid Waste Management Plan (KC-
CSWMP), a state-required plan that focuses on broader waste collection, processing,
transfer, recycling, and disposal elements. The KC-CSWMP also incorporates some
elements outside City purview (such as landfill operations and collection standards in
adjacent unincorporated areas) that are relevant to our City’s Waste waste Management
management system. Cities participate in periodic plan updates, plan ratification, then
carry out the plan’s objectives at the local level. The FWCP incorporates the policies and
initiatives that originate in the KC-CSWMP by reference. However, the City will also
tailor KC- CSWMP elements to best meet Federal Way’s solid waste planning and
service administration objectives. The City actively participates in ongoing forums hosted
by King County Solid Waste Division (KCSWD) to focus on implementation of plan
elements.
The largest near-term impact of the KC-CSWMP is construction of a state-of-the-art
transfer station to replace the aging Algona facility, and new facility will feature
extensive no-cost and fee-based recycling options, making these services more accessible
to area waste generators. Planning for this facility has taken well over a decade. Once
operational (circa 2026), the facility will enhance service equity for South King County
by featuring services that are standard at other transfer stations in the region.
KCSWD is also planning for broader system changes to enable more waste diversion into
the future. The County is revising the solid waste tipping fee rate structure and
implementing elements under a program called “Re+” to foster waste diversion initiatives.
To maximize efficiency and effectiveness, solid waste and recycling shall also be
considered along with the many other elements that go into building design and site
planning. If site access, tenant access, or space for adequate containers is overlooked, it
may mean long-term inefficiency and higher overall ratepayer costs. In 2017, Tthe City
will amended FWRC 19.125.150 to incorporate procedures standards into the plan
review process and City code that to promote adequate infrastructure to achieve these
solid waste policies objectives.
10.7 MODERATE RISK WASTE MANAGEMENT
The Hazardous Waste Management Program in King County was established in 1990 in
response to RCW 70.105.220 which requires jurisdictions to develop a plan for managing
hazardous wastes generated by residents, businesses, and institutions. Jurisdictions within
King County collaborated to develop the Local Hazardous Waste Management Program
Plan (LHWMP) which was last updated in 202110. City staff participate in Moderate
Risk Waste (MRW) collection and communications forums regularly.
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The FWCP incorporates the more detailed policies and initiatives that originate in the
LHWMP by reference. However, the City will also tailor LHWMP elements to best meet
Federal Way’s solid waste planning and service administration objectives. Hazardous
wastes should be properly managed and disposed of according to procedures and
standards set by federal, state, or regional agencies, such as those set forth in the
LHWMP. The City intends to coordinate with South King Fire & Rescue, King County
Board of Health regulations, and Public Health – Seattle & King County in the ongoing
implementation of LHWMP objectives.
As outlined above, the City recognizes that King County is building a new transfer
station to replace the aging Algona facility. As designed, this transfer station will include
a state-of-the-art Moderate Risk Waste drop-off site which (funded, like the rest of
HWMP’s drop-off system, through solid waste and sewer rate surcharges). This site will
be accessible to qualifying residents and to businesses that are Small Quantity Generators
(SQGs), and will replace a ‘temporary’ drop site that has operated with far less service
capacity in Auburn. This drop-off site will bring service equity to south King County,
increasing service levels so they are on par with the rest of the region.
10.8 GOALS AND POLICIES FOR CITY ACTION
The Private Utilities chapter provides an opportunity for the City to assist utility
companies in delivering efficient service to customers and to seek to reduce potential
negative impacts on the natural and built environments. This section builds upon system
descriptions to identify issues and sets forth policies to coordinate the provision of
utilities with City planning.
The GMA requires that the utilities element include the general location, proposed
location, and capacity of all existing and proposed utilities. This has resulted in cities and
counties becoming more actively involved in the way in which utilities are sited and
provided. In order to protect both citizens and utility customers, the City will work in
accordance with the following goals and policies:
Goals
PUG1 Work with private utilitiesy companie, s other jurisdictions, and
interdepartmentally to allow them to providefor full and timely service that
meets the needs of the City’s residents and businesses, both present and future,
and to position the City to accommodate new energy and communications
technologies.
Goal 1 Policies
PUP1.1 The City will, if possible, coordinate with other jurisdictions
on proposed utility improvements that impact a multi-
jurisdictional area.
PUP1.24 The City encourages utilities to inform one another of plans to
expand or improve utility services.
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PUP1.35 The City will endeavor to inform utilities of upcoming
improvements or expansions that may provide opportunities
for joint use.
PUP1.418 The City should provide utility companies with plans, forecasts,
and supporting data to assist in the proper planning for utilities.
PUP1.520 Encourage utilities to provide the City with their utility service
plans to allow better integration with other utilities and City plans.
UP1.6 Identify new public works and development regulations that allow
for or facilitate the adoption of new and emerging energy and
communications technologies in the City.
UP1.7 Placeholder for further policy(ies) calling for City standards and
development regulations that support new tech (such as rooftop
easements to facilitate expansion of future new technology).
PUG2 Work with private utilitiiesty companies to allow them to provide service in a
way that balances cost-effectiveness with environmental protection, aesthetic
impact, public safety, and public health.
Goal 2 Policies
PUP2.13 The City encourages the joint use of trenches, conduits, or poles, so
that utilities may coordinate expansion, maintenance, and upgrading
facilities with the least amount of right-of-way disruption.
PUP2.26 The City will endeavor to notify utilities of proposed plans to make
highway or right-of-way improvements.
PUP1UP2.33 To the maximum extent possible and based upon
applicable regulations, the City should require the
undergrounding of utility distribution lines in new subdivisions,
new construction, and significantly reconstructed facilities,
consistent with all applicable laws.
PUP1UP2.4 To the maximum extent possible and based upon
applicable regulations, the City should work with the utilities in
preparing a plan for undergrounding utilities in areas where their
visual impact is critical to improving the appearance of the City,
such as the City Center and along Highway 99.
PUP1UP2.5 The City should, to the extent practical, work with
utility providers in preparing a right-of-way vegetation plan
that ensures that the needs of landscaping and screening are
balanced with the need to prevent power outages.
PUP1UP2.6 The City should require that site-specific utility facilities
such as antennas and substations be reasonably and appropriately
sited and screened to mitigate adverse aesthetic impacts.
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PUP1UP2.7 Through its development regulations, the City shall
continue to address the siting, screening, and design standards for
wireless/cellular and small cell facilities, substations, and antenna
facilities in such a manner as to allow for reasonable and
predictable review while minimizing potential land use and visual
impacts on adjacent property.
PUP1UP2.89 The City should encourage utility providers to base
extension and sizing of systems on the Land Use Plan in order to
adequately serve anticipated growth.
UP2.9 Adopt public works policies and/or development regulations to
ensure that all utilities operating in City right of ways have a
franchise agreement with the City.
PUG3 Increase opportunities to create and utilize renewable and sustainable energy
sources such as solar and wind power, to reduce the City’s greenhouse gas
emissions, and to improve the City’s resiliency to hazards.
Goal 3 Policies
PUP7UP3.1 To facilitate energy conservation the City shall, at
minimum, ensure that its buildings comply with state and federal
standards for energy conservation.
PUP8UP3.2 The City will endeavor to work with utility companies to
promote and educate the public about strategies for conserving
energy.
PUP9UP3.3 The City should facilitate the use of solar power in
residential, governmental and commercial applications by
implementing straight-forward review and approval processes.
PUP10UP3.4 The City should evaluate and if necessary revise zoning
regulations to address the siting of small-scale wind power
generation facilities (for the use of individual properties).
UP3.5 Evaluate ways to accommodate small scale, neighborhood level
power generation.
UP3.6 Explore options for repurposing natural gas lines for fiber and other
telecommunications.
UP3.7 Establish new or expanded sites for public facilities, utilities, and
infrastructure in a manner that ensures disaster resiliency and
public service recovery.
PUG4 The City actively ensures appropriate recycling and disposal options are in
place and made known to the public to protect the health and welfare of both
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residents and our environment.
Goal 4 Policies
PUP4.1G22 Promote the recycling of solid waste materials by
providing opportunities for convenient recycling and by
developing educational materials on recycling, composting, and
other waste reduction methods. Waste reduction and source
separation are the City’s preferred strategies for managing solid
waste.
Materials remaining after effective waste reduction and source
separation should be managed in accordance with the KC-
CSWMP and HWMP Plan.
PUP4.2G25 Administer solid waste collection services in ways
that minimize adverse impacts such as noise, litter,
environmental pollution, and disruption to businesses and
neighborhoods.
PUP4.3G26 Provide uniform collection service to areas annexed to the
City as soon as practicable, referencing RCW policies but also
seeking uniformity via contract or franchise elements.
PUP4.4G27 Develop and implement Preferred Building Code
Elements, including space allocation for several waste streams
(garbage, compostables, recyclables, hazardous materials, food
waste, and other process wastes). Incorporate design elements that
enable access to services, both for tenants and collection service
vehicle. Consider development of a preference for covered solid
waste enclosures or facilities that are tied to sanitary sewer to help
reduce potential surface water management issues, and perform a
comprehensive analysis to determine which elements should be
grandfathered versus required improvements.
PUP4.5G30 Provide for the safe and convenient disposal of
hazardous household waste through permanent and conveniently
located collection facilities for residents and small businesses to
access.
PUP4.6G29 Educate the public in the proper handling and disposal of
hazardous household waste and on the use of alternative products or
practices which result in reducing the use and storage of hazardous
materials in homes and businesses.
UP4.7 Placeholder for policy to ensure compliance w/new state
requirements on commercial compost collection
PUG5 The City’s goal is to ensure that ratepayers receive high-quality and reliable
services at reasonable cost when contracting with collection service providers.
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Goal 5 Policies
PUP5.1G24 Maintain a cost-effective and responsive solid waste
collection system, with the overarching objective of ratepayers
receiving high-quality services at a reasonable cost. Planning of our
solid waste collection system will consider costs (internal to the
City’s ratepayers – both residents and businesses, and external at the
system level) as well as long-term factors such as cost-effective and
environmentally preferred disposal options.
PUG6 The City actively engages and participates in KC-CSWMP updates and
implementation, working toward aligning the plan with Federal Way’s needs
and the needs of ratepayers.
Goal 6 Policies
PUP6.1G21 The City recognizes the KC-CSWMP and the HWMP
Plan. Policies in these plans will be referenced by the City as
appropriate.
PUP6.2G23 Encourage and actively seek an effective regional
approach to solid waste management, to leverage economies of
scale and move toward similarities in services and parallel
educational messaging.
PUP6.3G28 Cooperate with other private and public agencies in the
region to manage and control hazardous waste and moderate risk
waste, including household hazardous substances and moderate
risk wastes generated by area businesses and institutions.
UG7 The City works toward more equitable and affordable access to telecommunications
services throughout Federal Way, with a particular focus on identifying coverage gaps and
supporting increased access by historically marginalized and disproportionately burdened
communities.
PUP7.12 The City should work to encourage, to the extent practicalossible, the supply of
all utilities to existing and new homes, offices, industrial, and commercial
buildings.
PUP7.12 The City will utilize existing and emerging communications technologies to
communicate with citizens and businesses.
UP7.3 Identify development regulations and policies that support the equitable,
affordable, convenient and reliable utilities in Federal Way.
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Comprehensive Plan
Map X - 1
Existing & Proposed Improvements
to the Sub-Transmission System
Federal Way
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