Council PKT 05-06-2008 Special/Study
AGENDA
FEDERAL WAY CITY COUNCIL
Council Chambers - City Hall
May 6, 2008
Study Session/Special Meeting
5:00 PM
(www.cityoffederalway.com)
..........................................................................
1. CALL MEETING TO ORDER
2. EXECUTIVE SESSION (5:00-5:30)
. Potential Litigation pursuant to RCW 42.30.110(1 )(i)
3. *RETREAT ITEMS FOLLOW-UP DISCUSSION*
. Classification & Compensation Study
. Performing Arts Center
4. DISCUSSION
5. ADJOURN
*
If needed the Retreat Discussion Items will be continued under the Council
Business Section of the Regular Agenda to follow at 7:00 PM
City of Federal Way
MEMORANDUM
Date:
May I, 2008
Subject:
City Council Members
Mary McDougal, Human Resources Director ~
Neal Beets, City Manager r!jjffJ
Classification and Compensation System Framework
To:
From:
Via:
On April 28 - 30,2008 Bruce Lawson and Sandy Spellman from Fox Lawson & Associates
were here to initiate the City's classification and compensation study budgeted for completion
this year. During this visit, they met with the City's management team and class/comp study
steering committee members, which includes Council members Eric Faison and Linda Kochmar.
Based on those discussions, the attached framework for the City's classification and
compensation system is proposed.
The proposals which may be of particular interest to Council are:
I) Competitive Market
a. Management and Professional Level Classes - includes public sector organization
with which the City competes for labor throughout the Pacific Northwest,
focusing on agencies no smaller than one-half and no greater than twice the size
of the City. On case by case basis may need to include private sector/use of
published sources.
b. Non-management Level Classes - includes cities and other public sector
organizations with which the City competes for labor within the Seattle- Tacoma-
Everett SMSA. On case by case basis may need to include private sector/use of
published sources.
2) Pay Ranges - Pay grades will reflect the top quartile of the defined labor market for each
job as reported in salary survey results in order to recruit and retain well qualified
employees as outlined in the purpose and philosophy statement. This means the City will
pay, on average, at a level where 25% or less ofthe labor market will pay more and 75%
or more of the labor market will pay less.
a. Director Level Classes - Salary range shall be open with only the minimum and
maximum rates of pay defined.
b. All Other Classes - Salary range shall reflect defined steps or increments
3) Salary Progression - For employees at the top ofthe range, merit compensation in the
form of one-time payments may be granted. These payments would not be considered an
addition to base compensation and would need to be re-earned each year.
Please note that the goals, objectives and strategies set forth in the attached plan are subject
to budgetary limitations.
DPJ.Fr
CITY OF FEDERAL WAY, WASHINGTON
DISCUSSION DRAFT
FOCUS FRAMEWORK FOR THE CITY OF FEDERAL WAY'S
CLASSIFICATION AND COMPENSATION SYSTEM
PURPOSE AND PHILOSOPHY
The purpose of the City of Federal Way's (City) classification and compensation
system is to support the recruitment, success, and retention of qualified and
productive employees and to encourage and recognize activities that promote the
City's vision, mission and goals as adopted by the City Council. To that end, the City
desires to recruit and retain individuals who listen carefully, treat citizens and each
with respect and solve problems creatively, efficiently, and proactively, and accept
responsibility, authority, and accountability for work performance. Once employed,
the City believes that opportunities are critical if the employees are to be successful
in achieving the mission, goals and objectives of the City. The City will offer
appropriate developmental and growth opportunities and recognize performance.
The City will administer this in an open, fair, and equitable fashion within the
constraints of the City's financial capabilities.
GOAL 1 - ORGANIZE THE WORK
To provide for a simplified classification system that defines the general scope
and complexity of the work required. The classification system will also
facilitate internal equity across all jobs within all departments of the City of
Federal Way.
OBJECTIVE 1 - Develop broad job classes.
To establish a classification structure that reflects meaningful and
measurable differences in the level of work within each occupational
group.
STRATEGIES
a) The classification system will consist of broadly defined
classes that reflect the essential duties and responsibilities
performed by incumbents in each class. This approach will
facilitate flexibility in the assignment of duties to individual
employees within the job classification.
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City of Federal Way - Draft Focus Framework
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b) Where practical and feasible within each occupational group,
there will be an opportunity for career advancement. The
differences in job levels will be clearly defined and legally
defensible.
c) Determine FLSA status of new broad classifications based on
applicable state and federal law .
OBJECTIVE 2 - Develop and maintain a classification structure
with job descriptions.
The classification plan will meet the current needs of the departments
while providing maximum flexibility to manage and organize the work
in a changing environment.
STRATEGIES
a) The existing classification system will be reviewed to
identify current re~rements that may inhibit
management flexibility. Recommendations will be made
to make the system consistent with the City's goals and
objectives and will position the City to be responsive to
change.
b) The job descriptions, including the statements of essential
duties, minimum qualifications, and physical
requirements, will be written to reflect the current needs
of the City. The goal is to ensure that new hires are
qualified and capable of performing the work required
and that the work being performed is reflected by an
appropriate title. Incumbents who currently do not meet
the minimum qualifications will be grandfathered into
their current classes. However, any incumbent not
meeting the new minimum requirements will be
encouraged to acquire the required knowledge and! or
skills within a reasonable time period so that they will be
qualified for other positions within the City as
opportunities arise.
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OBJECTIVE 3 - Create a process for requesting reclassification of
jobs.
The reclassification process will be administered by the Human
Resources Department in an efficient, cost effective, responsive, fair,
and equitable manner to meet the needs of both the City and its
employees. Because the City has adopted the concept of broad job
classifications, the number of reclassifications should be minimal since
the differences between classifications will be clearly defined.
STRATEGIES
a) Timetables will be established which will set the time the
reclassifications will be reviewed and acted upon.
b) Responsibilities for each step of the reclassification
process will be established to include the employee,
department head, and the Human Resources Department.
c) Employees will be notified in writing of the results of the
reclassification process and the reasons for approval or
denial.
d) Employees who are reclassified will not receive any
adjustment in their base compensation unless the salary
range for the class into which they are reclassified has a
minimum salary that exceeds the employee's current
salary. Reclassification should not be used to circumvent
promotions into a higher job classification.
OBJECTIVE 4 - Develop a process for creating new job classes
The classification system will be responsive to organizational and
environmental change through the creation of new classes and
redefinition of job responsibilities as defined by the City and its
departments.
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STRATEGIES
a) The job descriptions will be reviewed by the departments
on an annual basis to ensure they meet current needs. The
Human Resources Department will facilitate the review
process.
b) The Human Resources Department will respond to
department requests for individual reclassification, and
will assist with the revision of class specifications and
development of new class specifications within the broad
class concept, as necessary to meet the on-going
operational requirements of the City of Federal Way.
GOAL 2 - DISTRIBUTE PAY
The compensation system will reflect both internal equity and external parity
within the various labor markets in which the City must compete. The system
will also recognize employees who perform at "above standard" levels within
their respective job class.
OBJECTIVE 1 - Determine the competitive market and benchmark
positions.
Compensation levels will reflect the multiple and varied labor markets
covering all City jobs, focusing on public sector organizations that
provide a similar breadth of municipal services, and are experiencing a
similar rate of growth.
STRATEGY
a) For management and professional level classes, the labor
market will include public sector organizations with which
the City competes for labor throughout Washington (or
some other defined market such as the Pacific Northwest
or the western United States). For survey purposes, the
survey group will include an equal number of larger and
smaller agencies (or a different criteria such as agencies
that are no smaller than one-half the size of the City of
Federal Way and no larger than twice the size the size of
the City). With this as a general strategy, it is understood
that there may be case-by-case instances where the City
may look outside this defined labor market, including the
use of published sources (For example, jobs such as
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information technology) when necessary to achieve
recruitment objectives.
b) For non-management level classes, the labor market will
include cities and other public sector organizations with
which the City competes for labor within the Seattle-
Tacoma-Everett SMSA. With this as a general strategy, it is
understood that there may be case-by-case instances
where the City may look outside this defined labor
market, including the use of published sources (For
example, jobs such as those in information technology,
water and wastewater treatment) when necessary to
achieve recruitment objectives.
OBJECTIVE 2 - Determine job value.
To define and determine different levels of job value using a formal
method of job evaluation.
STRATEGY
The Decision Band Method ™ of job evaluation (DBM) will
be used to establish the relative internal value and
relationship of all jobs within the City.
DBM involves three basis steps: First, jobs are classified
into one of six different "decision bands" based on the
characteristics of the decisions that the job requires. This
classification process reflects the level of responsibility of
the job within the organization. The second step involves
classifying the jobs within each decision band into
"grades" based on the supervisory relationships of jobs
within the same band. The third and final step involves
further subdivision of jobs within the same grade into
"sub-grades" based on the difficulty, complexity, and
skills required in relation to other jobs that have been
classified into the same band and grade.
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OBJECTIVE 3 - Develop pay ranges for each broad class.
Pay grades will reflect the top quartile of the defined labor market for each
job as reported in salary survey results in order to recruit and retain well
qualified employees as outlined in the purpose and philosophy statement.
This means that the City will pay, on average, at a level where 25% or less of
the labor market will pay more and 75% or more of the labor market will pay
less. Pay range minimums and maximums will be established from survey
results.
STRATEGIES
a) The salary structure will provide sufficient breadth to
recognize the increased value to the City based on
performance that meets or exceeds standards for the job.
Accordingly, range spans will progress from
approximately 25-35% to approximately 50-70%,
depending on the level of job and salary range for the job
classification. Job rate progression between salary ranges
will be at least five percent.
b) The job rate shall be the top of the salary range for the job
classification.
c) For Director level job classifications, the salary range shall
be open with only the minimum and maximum rates of pay
defined. For all other job classifications, the salary range
shall reflect defined steps or increments.
d) The length of time for progression from the bottom of the
salary range to the job rate of the established salary range
will increase as jobs move up the salary grade structure.
Advancement within the range will be based on meeting
or exceeding job requirements. Performance that
exceeds job requirements may result in more rapid
advancement through the salary range. For employees
who are at the top of their defined salary range. merit
compensation in the form of a one-time bonus may be
granted. Bonuses shall not be considered an addition to
base compensation and must be re-earned each year.
e) The hiring range will be from the range minimum for
minimally acceptable qualified candidates to the mid-
point of the salary range for well-qualified individuals.
Appointment above the mid-point of the salary range, but
not to exceed the maximum of the salary range, will be
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allowed subject to the approval of the City Manager or
designee. Where necessary and appropriate, the City
may also use hiring and/or retention bonuses in order to
more effectively meet labor market conditions for a
particular job classification or position.
f) When a market comparison rate for a specific job/class
exceeds the defined job rate by at least 15%, a market
premium may be applied to the specific job/class and
paid to all employees in the job/class. The market
premium amount shall be applied to the full salary range
for the job/class. The market premium shall be subject to
review, no less frequently than every two years, and shall
be adjusted as appropriate based on the market review.
At such time as the market differential becomes less than
15%, it will be eliminated.
OBJECTIVE 4 - Ensure equity.
Classifications not used in development of the salary structure will be
placed in the salary structure based upon their internal relationship as
determined through the City's standardized job evaluation process.
STRATEGY
The compensation structure will be based on market salary data
for benchmark job classifications compiled through a salary
survey. Placement of individual job classifications within the
overall salary grade structure will be based on their relative
internal value using the Decision Band Method™ of job
evaluation.
OBJECTIVE 5 - Link performance management plan to
compensation.
Although not an immediate objective, salary advancement shall, at
some future date, be based on competent performance in the job class
as determined through a valid job related performance appraisal
system that will be developed by the City as a separate activity.
. Development of any pay for performance program is not part of this
study.
STRATEGIES
a) Employees who are hired below the job rate and have
satisfactory performance should be eligible to receive a
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salary increase following completion of an initial
employment period that will be established for each job
classification. Thereafter, all salary increases should be
granted annually, assuming 12 months of continuous full-
time service within the same position and satisfactory
performance. Employees should receive salary increases
until they reach the job rate of the salary grade for
satisfactory or above standard performance. Employees
who perform at less than standard should not receive any
in-range adjustment. Employees who receive above
standard evaluations may be advanced more rapidly
through the established salary range for the job.
b) Where necessary and appropriate, skill and/or
competency based pay may exist in lieu of specific
performance criteria.
Note: The goals, objectives and strategies set forth in this plan are
subject to budgetary limitations. Nothing contained herein is to be
construed as a binding contract.
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GLOSSARY OF TERMS
Advancement Opportunity
An opportunity for an employee to earn additional compensation beyond the
level of his/her current position. Advancement can result either from a
change in job classification or an increase in salary within an established
salary range.
Career Ladder
A number of classes to which an employee may progress based on increasing
knowledge, experience, skill and/or competencies. The progression may be
either vertical or horizontal.
Class Series
A group of jobs that are related in terms of work performed but differ in terms
of level of work and minimum qualifications. In a class series, an individual
employee will typically have the opportunity to progress to the higher level or
levels as (s) he develops increased capabilities and the organization has the
need for work at the higher level. Not all jobs are part of a series. Some jobs
are very narrow and the City does not need more than one level.
Job Evaluation
A process to determine the relative value of jobs within the organization.
There are different approaches to job evaluation ranging from informal
methods such as whole job ranking and market pricing to formal approaches
such as point factor, factor comparison, scored questionnaires and the
Decision Band Method ™ . The informal methods do not use any specific or
structured criteria in determining job value. The formal approaches use pre-
established criteria and all jobs are measured against the same set of
standards resulting in a job hierarchy that is normally more understandable
and defensible. Assuming the City concurs with the broad class concept, The
Decision Band Method ™ is recommended, as the other formal methods
require a high level of detail regarding each position. Given the City's desire
to use broader, more generic job descriptions in order to have flexibility in
assignment of personnel and to simplify the City's classification plan and
processes, the Decision Band Method ™ is the most appropriate tool since it is
based on the essential duties of the job as set forth in the Americans with
Disabilities Act and the level of decisions made by job classification
incumbents, not the specific tasks that are performed by each individual
employee.
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Market Premium
A differential that is paid to employees within a specific job/class when the
labor market value of the job exceeds the City's established salary range
midpoint by at least 15%.
Occupational Group
A group of jobs that fall within a single occupation. Occupational groups may
include one or more class series and individual job classes that are not part of
a series. The various series and jobs are normally related by the type of work
performed, such as administrative, but each series or job will have unique
requirements. Typically, jobs in an occupational group fall within the same
employment category and would, therefore, be treated in a similar manner.
Salary Range
The minimum and maximum dollar value of a job or group of jobs that have
similar economic value to the City. Each job classification will be assigned to
a salary range. Each position within the job classification will be paid at a rate
that is no less than the minimum of the salary range and no more than the
maximum of the salary range assigned to the job classification. The salary
range is based on a combination of internal equity as determined through job
evaluation ratings and external (market) value of the job.
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CITY OF ~
Federal Way
DATE:
TO:
FROM:
SUBJECT:
Tuesday, May 6, 2008
Mayor and~ C. Council
Neal Beets ~.
Performing s Center (PAC) Update
This memo outlines our recent history regarding the PAC effort, action in the 2007
and 2008 Sessions of the State Legislature, and PAC plans and options for the fu-
ture.
I. Where We've Been
A. January, 2007: City Council Goal-Setting Retreat identifies a FW PAC
as a priority; lays out steps to be taken to move forward including identify-
ing and solidifying grassroots support and determining financial feasibility.
B. February, 2007: PAC Grassroots Group starts meeting; has met 14 times
including but not limited to meetings that featured:
~ Federal Way School District
~ FW Coalition of the Performing Arts
~ 30th District State Legislative Delegation
~ PAC Exec. Directors from Auburn and Renton PAC's
~ 4 Culture's Exec Director Jim Kelly
~ Site Visits to PAC's in Auburn, Edmonds, Everett, Kirkland, and
Northshore
~ The Collins Group, professional fundraisers for cultural and non-
profit facilities
~ PAC Feasibility Consultant, Charles Johnson
C. February-March 2007: The City learns of pending legislation to provide the
City of Kent with authority to establish a Public Facility District (PFD) for
its proposed Events Center and hockey arena. Because the PFD legislative
authority is established through a population range (80,000 to 115,000) that
includes Federal Way, we worked on an amendment to allow enough time
for Federal Way to "commence construction" of a potential Performing Arts
1
Center here. Mayor Park, CM Beets, CFO Iwen Wang, and Economic De-
velopment Director Patrick Doherty meet with Sen. Eide. Sen Eide amends
Engrossed House Bill 2388 to change the "commence construction" date
under the PFD legislation from July 1,2008, to July 1,2009. Her amend-
ment passes the Senate but has to be removed from 2388 in the last week of
the Session because the House refuses to concur. Instead, the House fully
funds the Kent Events Center but asks Federal Way to do more "due dili-
gence" on its proposed PAC.
D. August - November, 2007: Council approves $80,000 PAC and Dumas Bay
Conference Center Feasibility Study and contracts with Charles Johnson and
Associates from Chicago, II; Johnson concludes a 500-700 seat PAC is fea-
sible in FW; Johnson identifies capital and operating costs; Johnson esti-
mates economic impact ofP AC as including $6 million per year in con-
sumer spending and $400,000/year in sales tax receipts; recommends co-
location ultimately with a Downtown FW Conference and Meeting Center to
further stimulate economic development. Key community leaders, including
the City's three 30th District state legislators, are briefed on the report and
the need for legislative assistance during the 2008 Session.
E. January, 2008: City Council identifies state funding for a PAC as the City's
#1 Legislative Priority for the 2008 Session, meeting with 30th District Leg-
islative Delegation in the FW Community Center to convey that message.
F. January, 2008: City Council Goal-Setting Retreat; Council Reiterates PAC
priority for FW; Iwen Wang briefs Council about long-range financial fore-
cast including how a PAC could be funded without raising taxes or taking
money from current operations or capital priorities.
G. March, 2008: State Legislature grants $500,000 of "pre-construction" fund-
ing for a FW PAC - only cultural or recreational facility that received fund-
ing (nothing for Sonics, Husky Stadium, or PFD proposed projects in Rich-
land, Tukwila, and Auburn)
2
State funds must be fully encumbered no later than June 30, 2009.
PAC Downtown Sites that offer free land and an opportunity for stimulating eco-
nomic development:
1. Truman High School
2. Paldo World Plaza
City Council Focus Question: Which site do you want us to pursue?
III. Where We Are Going: The Path Forward -- Plans and
Options from Here
A. Hold/Pause
B. Shift Priority to Another Project
C. Proceed with Gaining Site Control for a PAC, Spend $500k in Funds from
State Legislature for PAC Architectural and Engineering Work and a Project
Manager, Seek More State Funds in the 2009 State Legislative Session, and
Pursue Private Fundraising [NOTE: A more detailed plan addressing the
state and county funding effort over the next year is attached for con-
venient reference.]
1. By May 23, apply for $2 million grant from the Building for the Arts
Fund
2. By June 1 S\ contact our 30th District Delegation and the Governor's
Office about 2009 Legislative Agenda Priority of PAC Funding
3. By July 1st, achieve MOD for PAC site
4. By August 1st, do RFP and then Contract for PAC architectural and
engineering work to be paid for with funds from State Legislature
5. By August 1 S\ Contract for project manager to coordinate PAC archi-
tectural, engineering, and private fundraising work
3
6. By YE, Identify and Contact "top 10" likely private contributors to
secure pledges; create and promote naming-rights opportunity
7. By YE, Refine building program for the PAC and construction fund-
ing needs
City Council Focus Question: Which Plan or Option do you want Staff to
pursue?
4
FEDERAL WAY PERFORMING ARTS CENTER -1- YEAR DRAFT TIMELINE
May-June. 2008
. City Council decision on acceptance of $500,000 and continuing forward with project
. City Council decision on exact site near 1-5 and downtown -- Truman HS vs. Paldo
World Plaza
. City Council decision on bidfor architectural, engineering, etc. in connection with
$500,000
. City Council decision on Project Manager
June. 2008 - Remainder
. Receive award letter from State CTED re $500,000 pre-construction activity funding-
complete contract with CTED for specific uses (architectural and engineering, site work
and analysis, building programming, etc.)
. Agree on and Draft contract and Scope of Work for PAC Project Manager position
. Fund-Raising Effort - Kickoff campaign, name Fund-Raising Chair and Executive
Committee, make list of "Top 10" and "most likely" givers, set $$ target and layout
milestones toward achieving (Question: Do we have someone competent in the Commu-
nity or does FW need to bring someone in??)
. Define 2009 Legislative "Ask" -- Begin outreach to legislative, committee, caucus, and
Governor's Office staff
. Issue preliminary design request for qualifications/proposal
Summer 2008
. Project Manager hired and on board - assembles Work Group, sets specific targets and
milestones
. Select Architect firm/A&E team
. Intensify legislative outreach program - See above, specific meeting list - Work to get in
Governor's 2009-11 Capital Budget;
. Discuss issue of whether project of this magnitude -- $10 million-plus being pursued-
necessitates outside lobbying assistance for City/Fanner/Levy (If answer yes, need
Scope, assemble candidates, interview, select - key 'deliverable' would be high-level,
high-profile relationship with Speaker)
. Track "King County Projects Financing Task Force"
. PAC Fund-Raising continues - regular meeting dates and intervals for check-in on pro-
gress and meeting milestones
. Research City dollars in/dollars out for Arts (4Culture) 1992 to present
. Regular meetings of PAC grass-roots group continues - Monthly meetings; Committees
should have specific task lists/assignments - fund-raising helpers; fact-finding/research;
promotional materials and PR; schools liaison
5
Fall 2008
. Governor's Capital Budget and Local/Community Project lists are assembled - contin-
ued dialogue with Governor's Office
. Area Legislators direct dialogue with Governor
. Segue from staff-level, committee-level, caucus-level contacts to contacts with key
Members of Legislature
. Develop more specific legislative proposal and draft bill as needed - partly queuing off
of work ofKC Project Financing Task Force
. Site analysis, site data, cost data, site renderings, "pro forma" needs to be developed
and completed - Project Manager works with Linda Farmer, Doug Levy et al on what is
needed for legislative context
. Meetings with other legislative contacts continue as needed
. Fund-Raising continues - event in late-Nov./Early-Dec. to announce pre-Session $$
amount/pledges
. Grass-roots monthly meetings continue - assemble research and fact-finding into a
document pre-Session
Washington State Legislature - January through April 2009
. Establish Weekly Conference Call among PAC team - invite legislators to join if they so
desire
. Early Session show-and-tell briefing for key legislators - use a breakfast or lunch to do
. Early Session meetings with key legislative leaders
. Organize broad-based coalition within community as top testifiers for public hearings
. Project Manager directs continued maturation of site and cost work and data-gathering
. Fund-Raising efforts continue - be prepared to announce and transmit new $$ fig-
ures/milestones during Session
. PAC Grass-roots meetings continue - Organize Day in Olympia for key Grass-roots
leaders
May-June 2009
. Early May - if a legislative vehicle enacted - meeting with Governor's Office to ensure
fully educated on particulars
. Post-Session assessment and "path forward" discussion
. Dependent on progress, City prepares RFQ for project master developer or City is the
developer of this project and we will need bid for project construction, as with the con-
struction of the Community Center and Celebration Park.
6
Cost and Funding
Development Cost
Preliminary Funding
Proposal
Projected Operating Costs
Total Consumer Spending
Total Employment
Wages/Earnings
$30 - $40 million
City: $15 - $20 million
State PFD: $7 - $9 million (25% to 30% match)
Arts Grants: $3 - $5 million
Private: $2 - $3 million
$200k - $250k annual subsidy - the City is willing to take this on in order to
establish a major, long-term community asset
Economic Impact .
$6 million/)'r; $85 million in "Present Value" over 25 years
60 FTE ongoing jobs. (Combined with a conference center, that number jumps to 200
FTE ongoing jobs.
$1.4 million/yr; $20 million "Present Value" over 25 years
Sales and Use Tax Generation
Total Sales and Use Tax
State Portion
County/Regional Portion
City Portion
$391,OOO/yr, or $5.5 million "Present Value" over 25 years
$280k/yr, or $3.9 million in "Present Value" over 25 years. (The Feasibility Study
also anticipates an additional $658,OOO/yr in sales and use tax revenue from a
conference center. If State B&O and utility tax revenues are factored in, a
. conservative estimate for new revenue generation is well over $1 million/yr.
$74,OOO/yr, or $1 million in "Present Value" over 25 years
$37,OOO/yr, or $520,000 "Present Value" over 25 years
Similar Facilities
Citizens and community leaders, together with LMN Architects, visited a number of performing arts venues in
the region. The proposed Federal Way Performing Arts Center will be designed to have a similar attractive visual
impact and appropriate performance amenities that will serve a wide variety of community needs, contribute to
economic development, and become a regional asset for
decades to come. Some examples of comparable facilities:
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