amended adopted chapter 6 - cap facilities
CHAPTER SIX
CAPITAL FACILITIES
6.0 INTRODUCTION 1
6.1 POLICY BACKGROUND 1
The Growth Management Act 1
VISION 2040 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
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
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
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6.0 INTRODUCTION
The City of Federal Way is expected to add 8,100 new housing units and 12,300 new jobs
between the years 2006 and 2031. This growth will stimulate the local economy and
maintain a diverse and vibrant community. It will also generate a corresponding demand
for new public services and facilities, such as schools, parks, and streets. These new
facilities, and the financial implications they will have for Federal Way and its citizens,
are the subject of this chapter.
6.1 POLICY BACKGROUND
The Growth Management Act (GMA), VISION 2040, 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.
2. Public facilities and services. Ensure that those public facilities and
services necessary to support development shall be adequate to serve the
development at the time the development is available for occupancy and
use without decreasing current service levels below locally established
minimum standards.
More specifically, the GMA mandates that the City prepare a capital facilities plan which
contains the following components:
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• 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 2040
VISION 2040 contains multi-county planning policies (MPPs) that provide a policy
framework for the region to maintain the health, safety, and economic vitality of our
communities. The overarching goal of VISION 2040 is for the region to support
development with adequate public facilities and services in a 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.
Countywide Planning Policies
The CWPPs must be consistent with both the GMA and VISION 2040. 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) contain a number of goals and policies regarding capital facilities and the
provision of urban services. 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.
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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:
a) Single‐family residences on existing individual lots that have no feasible
access to sewers may utilize individual septic systems on an interim
basis; or
b) 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
To prepare a Capital Facilities chapter, one of the first decisions a jurisdiction must make
involves establishing a level of service (LOS) standard. The level of service standard
refers to the amount and quality of services and facilities that a community wants. For
example, the LOS for a parks system is usually described in terms of the number of acres
of parkland per 1,000 population. If a community has a strong desire for a good parks
system, it will establish a high LOS standard for itself, maybe something on the order of
20 acres of park per 1,000 residents. On the other hand, 20 acres of developed parkland is
expensive to acquire, develop, operate, and maintain. As a result, the community may be
forced, for financial reasons, to accept a lower LOS standard. In any event, adopting LOS
standards for all the services and facilities the City provides would help it: 1) evaluate
how well it is serving existing residents; and 2) determine how many new facilities will
have to be constructed to service new growth and development.
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Concurrency
In addition to mandating that a Capital Facilities chapter be included in comprehensive plans,
the GMA also introduced the concept of concurrency. In general terms, concurrence describes
the situation where adequate and necessary public services and facilities are available
“concurrent” with the impacts of new development, or within a specified time thereafter.
Concurrency has two levels of applicability. The first is at the planning level and refers to
all services and facilities, over the long term, and at the citywide scale. Planning level
concurrency is what this chapter is all about. It inventories all existing facilities and
services, establishes a LOS standard for each, estimates new facility requirements to
accommodate projected growth, and develops a financing plan that identifies the revenues
necessary to pay for all the new facilities. If the necessary revenues are not available, then
the jurisdiction fails the planning level concurrency test and must take appropriate action.
Those actions include lowering the LOS standard, raising taxes, restricting growth, or a
combination of these actions. This chapter satisfies the planning level concurrency
requirement as outlined in the GMA.
The second level of concurrency analysis is project specific and only required for
transportation facilities. Specifically, the GMA (RCW 36.70A. 070[6]) states:
“...local jurisdictions must adopt and enforce ordinances which prohibit
development approval if the development causes the level of service on a 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 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.”
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.
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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 money. On-going funds can
be used for either capital facilities or maintenance and operations. However, it is prudent
financial management and adopted City policy that one-time funds be used only for
capital improvements, 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
6.3 SURFACE WATER
Inventory of Existing Facilities
Natural Systems
The City of Federal Way drains to four 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
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Creek, Lakota Creek, Mirror Lake, Central Puget Sound, Redondo Creek, Central Puget
Sound, Poverty Bay, and Lower North Puget Sound 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 Update).
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. As of 2014, public storm drain assets
include:
• Over 228 miles of storm drainage pipe
• Over 89 miles of open channels and ditches
• Over 12,250 junction structures (catch basins, manholes, flow splitters, etc.)
• 47 bio swales
• 11 coalescing plates
• 15 dispersal trenches
• 148 detention ponds
• 149 detention tanks and water quality vaults
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 last 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
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 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 all new facility construction use the
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following design standards based on the 2009 KCSWDM core requirements and the 2010
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.
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 Surface
Water Plan Update. As noted earlier, these projects address existing system deficiencies
as well as the new facilities that will be needed to accommodate projected growth.
Finance Plan
The City has created a surface water utility to manage stormwater drainage, prevent
flooding, and improve water quality. The City charges property owners an annual surface
water fee, which 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.
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 Update, which
includes the capital facilities plan, is adopted by reference in this plan, including changes
made during the City’s 2014 bi-annual update.
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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
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
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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 3, “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
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
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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
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.
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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 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 construction of a new 72,000 square foot
Community Center in the fall of 2005. 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.
Source: City of Federal Way
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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
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
FWCP – Chapter Six, Capital Facilities
VI-13
Last Revised 2023 – Ord. 23-956 and 23-967
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
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%
-
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%
-
FWCP – Chapter Six, Capital Facilities
VI-14
Last Revised 2023 – Ord. 23-956 and 23-967
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
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
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
FWCP – Chapter Six, Capital Facilities
VI-15
Last Revised 2023 – Ord. 23-956 and 23-967
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
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
Park, Saghalie Park,
Steel Lake Park, and
Steel Lake Annex 2028
- 18.05%
-
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
FWCP – Chapter Six, Capital Facilities
VI-16
Last Revised 2023 – Ord. 23-956 and 23-967
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
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
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
FWCP – Chapter Six, Capital Facilities
VI-17
Last Revised 2023 – Ord. 23-956 and 23-967
Location Type Year Cost
PIF
Eligibility
PIF-
Eligible
Cost
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 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
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
FWCP – Chapter Six, Capital Facilities
VI-18
Last Revised 2023 – Ord. 23-956 and 23-967
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
FWCP – Chapter Six, Capital Facilities
VI-19
Last Revised 2023 – Ord. 23-956 and 23-967
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 determined To be determined
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.
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 2.25 acres with 4,110 square feet of office and work space and 132,000
square feet in fenced storage space, with an additional 1.5 acres of land area available for
future expansions.
FWCP – Chapter Six, Capital Facilities
VI-20
Last Revised 2023 – Ord. 23-956 and 23-967
Parks Maintenance operates seven days a week, two shifts per day. The space needed for
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.
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
construction of the PAEC. At this time, the PAEC is anticipated to be completed and
open for business in the Fall of 2016.
FWCP – Chapter Six, Capital Facilities
VI-21
Last Revised 2023 – Ord. 23-956 and 23-967
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
While it may be desirable to deliver these facilities to the community as soon as possible,
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.
FWCP – Chapter Six, Capital Facilities
VI-22
Last Revised 2023 – Ord. 23-956 and 23-967
6.7 SCHOOL FACILITIES
This section summarizes information in the Federal Way School District No. 210 2015
Capital Facilities Plan (School Plan) and adopts the School Plan by reference. This plan
covers the entire Federal Way School District which includes the City of Federal Way,
portions of the incorporated City of Kent, City of Des Moines, City of Auburn, and
unincorporated areas of King County to the east of Interstate 5. The district provides
educational programs to all students who live in the school district service area, whether
they live in Federal Way, Kent, Des Moines, Auburn, or unincorporated King County. A
school outside the Federal Way City limits may provide service to students who live
within the City limits and vice versa.
Inventory of Existing Facilities
Map VI-6 shows the location of every school in the
district. Table VI-6 summarizes the district’s student
capacity. The district has sufficient capacity in the
existing schools and portable buildings to house all of
the students in the district.
Program Capacity
The school district has established a Standard of Service, similar to LOS, for itself, which
it calls “program capacity.” The district’s program capacity is based on: 1) the number of
students per classroom; 2) the number of classrooms per school; 3) the number of classes
that can be held in each classroom per day; and 4) other operational conditions.
Table VI-6
Summary of Existing Facilities Capacities*
CAPACITY 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.
FWCP – Chapter Six, Capital Facilities
VI-23
Last Revised 2023 – Ord. 23-956 and 23-967
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 st udent
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.
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.
FWCP – Chapter Six, Capital Facilities
VI-24
Last Revised 2023 – Ord. 23-956 and 23-967
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.
FWCP – Chapter Six, Capital Facilities
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 t he 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-25
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VI-26 Last Revised 2023 – Ord. 23-956 and 23-967
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 Utility 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 area. The Tacoma Public Utilities,
for example, serves an area on the west side of the District’s corporate area and the
Highline Water District serves a small portion of the north side of the District’s corporate
area (Map VI-8). The City of Milton serves a small area on the south side of the District’s
corporate area that is within the City of Milton limits. Areas on the east side of I-5 within
the City limits of Auburn and Pacific are also provided water service by the District Map
V-7). These areas are at a higher elevation than the valley cities can cost effectively serve.
Inventory of Existing Facilities
The locations of the District’s wells, storage, and other major components of the
distribution system are provided in the 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 2008 through 2011 was
9.87 million gallons-per-day (MDG). 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
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
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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.
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 Utility 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 Green River Filtration Facility began 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
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.
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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
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.
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6.9 SEWER SYSTEMS
This section summarizes the Lakehaven Utility District’s 2009 Comprehensive Wastewater
System Plan (Wastewater Plan, incorporated in full by reference), while providing up-to-
date information where warranted. The Lakehaven Utility District’s (hereinafter referred to
as “the District” in this section) sewer area is located in the southwest portion of King
County, including the unincorporated areas east of the existing City limits of Federal Way.
Map VI-9 shows the District’s sewer service area. Other utilities provide retail sewer
service to relatively small portions of the District’s corporate area, including Midway
Sewer District on the north side of the District, the City of Auburn on the east side of the
District, and the City of Milton/Pierce County on the south side of the District. In addition,
other utilities provide conveyance and treatment services to portions of the District’s retail
sewer service area, including Midway Sewer District, Metro/King County, Pierce County,
and the City of Tacoma. As of the end of 2007, the District was serving a residential
population of approximately 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.
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
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.
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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
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.
FWCP – Chapter Six, Capital Facilities
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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.
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.
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• 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
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.
FWCP – Chapter Six, Capital Facilities
VI-34 Last Revised 2023 – Ord. 23-956 and 23-967
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.
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.
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Any new station should be able to accommodate an on-duty crew of three fire fighters,
with appropriate living and sleeping quarters. In addition, the structure should be able to
house two engines and an aid car, with room for growth dictated by LOS demands. It
may 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
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.
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6.9.2 GOALS AND POLICIES
The goals and policies in this section implement the requirements of the GMA, VISION
2040 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 Annually update the Capital Facilities Plan to implement the FWCP by
coordinating urban services, land use decisions, level of service standards, and
financial resources with a fully funded schedule of capital improvements.
Policies
CFP1 Provide needed public facilities and services to implement the FWCP.
CFP2 Support and encourage joint development and use of community facilities with
other governmental or community organizations in areas of mutual concern and
benefit.
CFP3 Emphasize capital improvement projects that promote the conservation,
preservation, redevelopment, and revitalization of commercial, industrial, and
residential areas in Federal Way.
CFP4 Adopt by reference all facilities plans and future amendments prepared by other
special districts that provide services within the City. These plans must be
consistent with the FWCP.
CFP5 Adopt by reference the annual update of the Federal Way Capital Improvement
Program for parks/recreation, surface water management, and the Transportation
Improvement Program.
CFP6 Protect investments in existing facilities through an appropriate level of funding
for maintenance and operations.
CFP7 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.
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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
CFP8 Give priority consideration to projects mandated by local, state, and federal law.
CFP9 Give priority consideration to subsequent phases of phased projects when phase
one is fully funded and under construction.
CFP10 Give priority consideration to projects that renovate existing facilities and preserve
the community’s prior investment or reduce maintenance and operating costs.
CFP11 Give priority consideration to projects that correct existing capital facilities
deficiencies, encourage full utilization of existing facilities, or replace worn out
or obsolete facilities.
CFP12 Give priority to projects where leveraged monies such as grants and low interest
loans can be used.
Goal
CFG3 Provide capital facilities to serve and direct future growth within Federal Way
and its Potential Annexation Area as they further develop.
It is crucial to identify, in advance of development, sites for schools, parks, fire and
police stations, major stormwater facilities, greenbelts, open space, and road connections.
Acquisition of sites for these facilities must occur in a timely manner and as early as
possible in the overall development of the area. Otherwise, acquisition opportunities will
be missed, with long-term functional or financial implications.
Policies
CFP13 Provide the capital facilities needed to serve the future growth anticipated by
the FWCP.
CFP14 Coordinate efforts between the Public Works and Parks Departments in the
acquisition of and planning for public open space, recreation, public education,
and stream preservation within the Hylebos Basin. Departments may combine
resources as appropriate to increase project efficiencies and success rates in
pursuit of grant opportunities.
CFP15 Give priority consideration to projects needed to meet concurrency
requirements for growth management.
CFP16 Plan and coordinate the location of public facilities and utilities in advance of need.
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CFP17 Implement a concurrency management system which permits project approval
only after a finding is made that there is capacity available in the transportation
system sufficient to maintain the adopted level of service standard.
CFP18 The provision of urban services shall be coordinated to ensure that areas
identified for urban expansion are accompanied with the maximum possible use
of existing facilities and cost effective service provisions and extensions while
ensuring the protection and preservation of resources.
CFP19 Coordinate future economic activity with planning for public facilities and services.
CFP20 Purchase property in the Potential Annexation Area and keep it in reserve for
future City parks and surface water facilities.
CFP21 Consider public/private partnerships to leverage structured parking in
association with City Center development or redevelopment, in fulfillment of
comprehensive plan vision and goals.
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
CFP22 Manage the City of Federal Way’s fiscal resources to support providing needed
capital improvements. Ensure a balanced approach to allocating financial
resources between: 1) major maintenance of existing facilities; 2) eliminating
existing capital facility deficiencies; and 3) providing new or expanding
existing facilities to serve new growth.
CFP23 Use the Capital Facilities Plan to integrate all of the community’s capital project
resources including grants, bonds, general funds, donations, impact fees, and
any other available funding.
CFP24 Ensure that long-term capital financing strategies and policies are consistent
with all the other FWCP chapters.
CFP25 Pursue funding strategies that require new growth and development to pay its
fair share of the cost of facilities that are required to maintain adopted level of
service standards. One such strategy that should be implemented in the near
term is an impact fee program for parks.
FWCP – Chapter Six, Capital Facilities
VI-39 Last Revised 2023 – Ord. 23-956 and 23-967
CFP26 Promote a more efficient use of all public facilities by enacting interlocal
agreements which facilitate joint maintenance and operations of those facilities.
CFP27 Use the following available contingency strategies should the City be faced
with capital facility funding shortfalls:
▪ Increase revenues by selling general obligation bonds, enacting utility
taxes, imposing impact fees, and/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.
CFP28 Aggressively pursue grants or private funds when available to finance capital
facility projects.
CFP29 Maximize the usefulness of bond funds by using these monies to the greatest
extent possible as matching funds for grants.
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
CFP30 Monitor the progress of the Capital Facilities Plan on an ongoing basis,
including the completion of major maintenance projects, the expansion of
existing facilities, and the addition of new facilities. Evaluate this progress with
respect to trends in the rate and distribution of growth, impacts upon service
quality, and FWCP direction.
CFP31 Review, update, and amend the Capital Facilities Plan 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.
FWCP – Chapter Six, Capital Facilities
VI-40 Last Revised 2023 – Ord. 23-956 and 23-967
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.
CFP32 Continue to coordinate with other capital facility and service providers to
ensure that all necessary services and facilities are provided prior to or
concurrent with new growth and development.
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
CFP33 The utility shall continue to have a role in developing and implementing
regional, state, and federal surface water policies and programs and, in doing so,
shall seek to:
▪ Achieve the City’s environmental goals.
▪ Contain utility ratepayer costs.
▪ Ensure state and federal requirements are achievable.
▪ Maintain local control and flexibility in policy/program implementation.
The utility’s role in developing and implementing regional, state, and federal
surface water policies and programs will include:
▪ Influencing legislation through lobbying and written and verbal testimony
during formal comment periods
▪ Participating in rule making
▪ Reviewing technical documents
▪ Serving on advisory committees and work groups
▪ Participating in multi-jurisdictional studies and basin planning
▪ Entering into cooperative agreements with neighboring and regional
agencies to accomplish common goals as appropriate and necessary
CFP34 The utility’s funds and resources shall be managed in a professional manner in
accordance with applicable laws, standards, and City financial policies.
CFP35 The utility shall remain a self-supporting enterprise fund.
CFP36 The utility Capital Improvement Program (CIP) will provide funding for the
following types of projects:
1) Projects addressing flood control problems.
2) Projects needed to meet water quality policies.
3) Projects needed for renewal/replacement or additions to current
infrastructure and facilities.
4) Projects necessary for resource protection and stewardship.
FWCP – Chapter Six, Capital Facilities
VI-41 Last Revised 2023 – Ord. 23-956 and 23-967
CFP37 To the extent of funding limitations, the CIP shall be sustained at a level of
service necessary to implement cost effective flood control mitigation; meet
water quality policies; maintain system integrity; provide required resource
stewardship and protection; and meet federal, state, and local regulations.
CFP38 The utility will continue to strive to minimize the use of loans to fund necessary
capital improvements, and will generally operate on a “pay-as-you-go basis.”
However, low interest loans (i.e. Public Works Trust Fund) and/or grants will
be used to leverage local funds when feasible.
CFP39 Rates shall be set at the lowest level necessary to cover utility program
expenses, meet levels of service identified in the “ 2015 Surface Water Plan
Update, meet debt coverage requirements, and sustain a reserve balance
consistent with these policies on a long-term basis.
CFP40 Utility rates shall be evaluated bi-annually and adjusted as necessary to achieve
utility financial policy objectives.
CFP41 Utility rates will allocate costs between different customer classes on an
equitable basis.
CFP42 The utility rate structure will be based on a financial analysis considering cost-
of-service and other policy objectives, and will provide adjustments for actions
taken under approved City standards to reduce related service impacts.
CFP43 Rates shall be uniform for all utility customers of the same class throughout the
service area.
CFP44 Rate assistance programs may be provided for specific low-income customers.
CFP45 The utility’s annual budget and rate recommendations shall provide funding for
the following reserve components:
1. A working capital component based on 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.
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.