Federal Way Incorporation Study January 1989..............
Seattfe
6
1
The
..........
INCOR
Vashon
Island
RATION
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509
-520
...... Bellevue
....... 405
Issaqui
Renton
Rive
Twila
wila
1C
99
181 167
Kent
516----
18
........... .....
................
.............
...........
Tacoma
KING COUNTY
PIERCE COUNT
.............................................I I
prepared for
• WASHINGTON STATE BOUNDARY REVIEW BOARD
repar*d by
for KING COUNTY
The GEORGETTE GROU
The Georgette Group
Federal Way Incorporation Study
Project Team
Madelaine Georgette, Project Manager
Richard Dickens, Chief Investigator
David McDowell, Research Analyst
Beverley Scruton, Graphic Design
Piotr Jankowski, Research Assistant
Mercer Island Secretarial Service
Word Processing
•
•
FEDERAL WAY INCORPORATION STUDY
Table of Contents
Page #
List of Tables
List of Figures
List of Charts
PART I: INCORPORATION AND LOCAL GOVERNANCE
1.
Foreword............................................................
I-1
2.
Executive Summary
I-4
...................................................
A.
INTRODUCTION
I-4
....................................................
B.
HIGHLIGHTS OF RESEARCH FINDINGS .................................
I-4
1. City of Federal Way Profile ...............................
I-4
2. New City Budget ...........................................
I-5
3. Services
..................................................
4. Transition Process
I-7
........................................
5. King County Impacts
I-7
.......................................
6. Special Purpose Districts .................................
I-7
I-9
7. Land Use
..................................................
I-9
3.
Legal Framework of Incorporation ....................................
I-10
A.
STATUTORY REQUIREMENTS ..........................................
I-10
B.
TRANSITION PROCESS ..............................................
I-12
C.
FORM OF GOVERNMENT ..............................................
I-12
4.
Local Governments in the State of Washington ........................
I-15
A.
COUNTY GOVERNMENTS ..............................................
I-15
B.
MUNICIPAL GOVERNMENTS ...........................................
I-15
C.
SCHOOL DISTRICT GOVERNMENTS .....................................
I-16
D.
SPECIAL DISTRICT GOVERNMENTS ....................................
I-16
E.
SUBORDINATE AGENCIES AND AREAS ..................................
I-20
5.
Revenue Sources Available to Local Governments ......................
I-22
A.
INTRODUCTION
I-22
....................................................
B.
LOCALLY LEVIED TAXES ............................................
I-24
C.
STATE SHARED TAXES ..............................................
I-28
•
D.
OTHER SOURCES OF REVENUE ........................................
I-31
PART II: THE PROPOSED CITY OF FEDERAL WAY
Page #
1
Boundaries
for
the Proposed City
of
Federal Way
..................... II -1 •
2
Population
Analysis
and Development
Scenarios .......................
II -3
A. POPULATION - CURRENT ESTIMATES, HISTORIC TRENDS AND
FUTURE PROJECTIONS ............................................. II -3
1. Current Estimates of Federal Way's Population ............... II -3
2. Historic Population Trends..................................II-4
3. Population Projections ...................................... II -7
B. DEVELOPMENT SCENARIOS ........................................... II -9
1. Low Growth Scenario ......................................... II -11
2. Mid -Range Growth Scenario .......II -11
3. High Growth Scenario ........................................ II -12
4. Methodology ................................................. II -12
3. Case Study Cities ................................................... II -14
A. INTRODUCTION.................................................... II -14
B. FEDERAL WAY PROFILE ............................................. II -15
C. COMPARATIVE ANALYSIS OF COMMUNITY CHARACTERISTICS ............... II -15
4. Public Opinion Survey ................................................ II -23
is
PART III: CURRENT SERVICES PROVIDED TO THE COMMUNITY
1. Services Provided by King County ....................................
III -1
A.
INTRODUCTION....................................................
III -1
III -1
1. Expenditures ...........................................
2. Revenues ...............................................
III -2
3. Comparative Considerations for Service Delivery ........
III -2
4. Distinction Between Municipal and Non -Municipal ServicesIII-3
5. Summary of King County Costs ...........................
III -5
B.
DEPARTMENT OF PUBLIC SAFETY .....................................
III -7
C.
DEPARTMENT OF PUBLIC WORKS ......................................
III -12
III -12
1. Roads and Engineering ..................................
III -21
2. Surface Water Management ...............................
3. Solid Waste ............................................
III -27
D.
DEPARTMENT OF PARKS, PLANNING AND RESOURCES .....................
III -30
1. Planning and Community Development .....................
III -30
2. Building and Land Development ..........................
III -35
3. Natural Resources and Parks ............................
III -38
4. Cultural Resources Division ............................
III -50
•
(ii)
Page #
E. JUDICIAL, LEGAL AND CORRECTION SERVICES ......................... III -52
• 1. Judicial Services ...................................... III -52
2. Legal Services •-.•• III -56
(a) Office of Public Defense .......................... III -56
(b) Prosecuting Attorney .............................. III -58
3. Correctional Services .................................. III -60
F. DEPARTMENT OF PUBLIC HEALTH .................................... III -63
1. Medical Examiner ........................................ III -63
2. Emergency Medical Services .............................. III -63
3. Seattle/King County Health Department ................... III -66
4. Alcoholism and Substance Abuse Services ................. III -70
G. ANIMAL CONTROL .................................................. III -72
H. LEGISLATIVE FUNCTIONS ........................................... III -74
1. Office of Zoning and Subdivision Examiner III -76
I. GENERAL ADMINISTRATION, BUDGETING AND SUPPORT SERVICES .......... III -77
2. Special Purpose Districts ........................................... III -79
A. FIRE PROTECTION SERVICE ......................................... III -79
1. Profile of Fire District #39 ............................ III -79
2. Analysis of Service Options ............................. III -83
• 3. Impacts of Incorporation ................................ III -84
B. WATER SERVICE ................................................... III -88
1. Profiles of Water Districts Serving the Federal Way Area III -88
2. Analysis of Service Options ............................. III -89
3. Impacts of Incorporation ................................ III -94
C. SEWER SERVICE .... III -96
1. Profiles of Sewer Districts Serving the Federal Way Area III -96
2. Analysis of Service Options ............................. III -96
3. Impacts of Incorporation ................................ III -101
D. KING COUNTY LIBRARY SYSTEM ...................................... III -104
1. Profile of the Existing Service System for the
Federal Way Area ....................................... III -105
2. Analysis of Service Options ............................. III -106
3. Impacts of Incorporation ................................ III -106
3. Federal Way School Districts ........................................ III -107
4. Services Provided by the State of Washington ........................ III -109
A. WASHINGTON STATE PATROL ......................................... III -109
• B. WASHINGTON STATE DEPARTMENT OF TRANSPORTATION ................... III -111
4 Land Use Policy Plan and Policy Effects of Incorporation ............ IV -63
A. KING COUNTY COMPREHENSIVE PLAN .................................. IV -63
B. COMMUNITY PLANS ................................................. IV -63
1. The Federal Way Community Plan Process ...................... IV -63
2. Parks and Open Space ........................................ IV -64
C. FUNCTIONAL PLANS ................................................ IV -65
1. Transportation ............................... IV -65
2. Federal Way Transportation Plan ............................. IV -65
3. King County Shoreline Master Program ........................ IV -66
4. South King County Coordinated Water System Plan ............. IV -68
•
PART IV: THE NEW CITY OF FEDERAL
WAY OPERATIONS
.
Page #
1. Revenue Estimates...................................................
IV-1
A.
INTRODUCTION....................................................
IV-1
B.
FEDERAL WAY REVENUES............................................
IV-1
C.
ANALYSIS OF TAX OPTIONS .........................................
IV-11
D.
KING COUNTY REVENUES............................................
IV-11
2. Transition Plan and Start-Up Budget .................................
IV-14
A.
INTRODUCTION....................................................
IV-14
B.
TRANSITION PLAN.................................................
IV-15
C.
START-UP BUDGET .................................................
IV-21
IV-25
3. Expenditures
........................................................
A.
INTRODUCTION....................................................
IV-25
B.
BUDGET DEVELOPMENT..............................................
IV-25
IV-25
1. Data Sources............................................
IV-26
2. Staffing Levels.........................................
IV-26
3. Service Delivery........................................
•
4. Budget Format and Comparability .........................
IV-26
C.
BUDGET FOR FIRST YEAR OF OPERATIONS AFTER
INCORPORATION .........
IV-27
1. Introduction............................................
IV-27
IV-31
2. Contract Services .......................................
3. Direct Expenses and Capital Funding .....................
IV-31
4. Bonding Capacity........................................
IV-32
D.
EXPENDITURE PROJECTIONS.........................................
IV-34
IV-35
E.
BUDGET DETAIL...................................................
4 Land Use Policy Plan and Policy Effects of Incorporation ............ IV -63
A. KING COUNTY COMPREHENSIVE PLAN .................................. IV -63
B. COMMUNITY PLANS ................................................. IV -63
1. The Federal Way Community Plan Process ...................... IV -63
2. Parks and Open Space ........................................ IV -64
C. FUNCTIONAL PLANS ................................................ IV -65
1. Transportation ............................... IV -65
2. Federal Way Transportation Plan ............................. IV -65
3. King County Shoreline Master Program ........................ IV -66
4. South King County Coordinated Water System Plan ............. IV -68
•
Page #
D. LAND USE........................................................ IV-68
Is 2. Zoning ...........................1. Introduction...................... IV-68
IV-68
3. Environmental Development Constraints ....................... IV-70
E. SERVICE PROVIDERS............................................... IV-70
1. Water District #24 Comprehensive Plan ....................... IV-72
2. Tacoma Water District Plan.................................. IV-72
3. Lakehaven Sewer District Comprehensive Plan ................. IV-72
F. PLAN AND POLICY EFFECTS OF INCORPORATION ........................ IV-73
1. Development of a Municipal Comprehensive Plan ............... IV-73
2. Shoreline Master Program .................................... IV-74
3. Environmental Policy........................................ IV-74
BIBLIOGRAPHY
•
•
( v )
LIST OF TABLES
(vi)
Page #
I -5-A-1
Major City and County Taxes................................I-23
•
II -2-A-1
Historic Population Trends for Census Tracts in the
Proposed Federal Way Incorporation .........................
II -5
II -2-A-2
Historic Trends in Total Population, Housing and
Employment in the Federal Way Study Area ...................
II -7
II -2-A-3
Population Projections for Census Tracts in the Proposed
Federal Way Incorporation Area for 1990 and 2000 ...........
II -8
II -2-B-1
Development Scenarios for the Federal Way Area .............
II -9
II -3-B-1
Case Study Cities Profile ..................................
II -16
III -1-A-1
Summary of King County Costs for Municipal Services to
Federal Way, 1988 ..........................................
III -5
III -1-A-2
Projected King County Service Contract Options for 1990 ....
III -6
III -1-B-1
Southwest Precinct Statistics for Patrol Districts That
Are All or Partially Within the Proposed Federal Way
Boundaries.................................................
III -10
III -1-C-1
King County Capital Improvement Program Transportation
III -16
Projects Serving the Federal Way Area ......................
III -1-C-2
Federal Way Area Surface Water Management Projects, King
County Capital Improvement Program, 1989-1994 ..............
III -24
III -1-D-1
Federal Way Planning Services ..............................
III -33
III -1-D-2
King County Park Facilities in the Federal Way Area ........
III -39
III -1-D-3
King County Park Projects in the Federal Way Area,
1988-1994 ..................................................
III -41
III -1-D-4
Maintenance Costs for King County Parks and Recreation
Facilities in the Federal Way Area .........................
III -44
III -1-D-5
1987 Performance Indicators for Parks in the Federal
WayArea ...................................................
III -47
III -2-A-1
Profile of Fire District #39 ...............................
III -81
III -2-A-2
Summary of Assessed Valuation Status of Fire District #39
Serving the Federal Way Area ............................... III -84
III -2-A-3
Estimate of Current Cost of Service for Fire District #39
Serving the Federal Way Area ...............................
III -85
•
(vi)
•
LIST OF TABLES (Continued)
Page #
III -2-A-4
Summary of Potential Impacts to Fire District #39 Under
Two Different Service Options
...............................
III -86
III -2-B-1
Water District/Purveyor Profiles ............................
III -90
III -2-B-2
Scheduled Capital Improvement Projects for Water
Districts in the Federal Way Area ...........................
III -91
III -2-B-3
Summary of Assessed Valuation Status of All the Water
Districts Serving the Federal Way Area ......................
III -95
III -2-C-1
Sewer District Profiles .....................................
III -98
III -2-C-2
Sewer District Capital Improvement Projects .................
III -99
III -2-C-3
Summary of Assessed Valuation Status of the Sewer
Districts Serving the Federal Way Incorporation Area ........
III -102
III -2-D-1
King County Library System: Facilities Serving
Federal Way .................................................
III -105
III -5-B-1
Typical Highway Maintenance Responsibilities for Cities......
III -113
III -5-B-2
Washington State Department of Transportation Six -Year
Highway Construction Program, Capital Improvement Plan,
•
1989-1995 ...................................................
III -114
IV -1-A-1
Tax Rate Comparison .........................................
IV -2
IV -1-A-2
Estimated Per Capita Tax Revenues for Major Revenue
Sources for Case Study Cities, 1988 .........................
IV -3
IV -1-B-1
Revenue Estimates for Fiscal Year 1990 and Projected Revenues
Under Three Development Scenarios for 2000 for the Proposed,
City of Federal Way .........................................
IV -5
IV -1-D-1
King County Revenue Estimates, 1988 and Fiscal Year 1990 ....
IV -12
IV -2-C-1
Start-up Budget for the Proposed City of Federal Way ........
IV -23
IV -2-C-2
Direct Expenses for Initial Start-up of Proposed City of
FederalWay .................................................
IV -24
IV -3-C-1
Projected Expenditures for the Proposed City of Federal
Way for Fiscal Year 1990 and Under Three Development
Scenarios for 2000 ..........................................
IV -28
IV -3-C-2
Bonding Capacity for the Proposed City of Federal Way .......
IV -33
•
•
•
LIST OF FIGURES
Page #
Fig.
I-1
Proposed Federal Way Incorporation
Boundary ..................
I-2
Fig.
I-2
Incorporation Process ........................................
I-13
Fig.
II -1
Proposed Federal Way Incorporation
Boundary ..................
II -2
Fig.
II -2
Census Tract Boundaries and Growth
Rates (1988-2000) .........
II -6
Fig.
III -1
Federal Way Patrol Districts .................................
III -8
Fig.
III -2
Capital Improvement Projects .................................
III -19A
Fig.
III -3
King County Parks ............................................
III -40
Fig.
III -4
County Council District Boundaries
...........................
III -75
Fig.
III -5
King County Fire Protection District
#39 .....................
III -80
Fig.
III -6
Water District Service Areas .................................
III -89
Fig.
III -7
Sewer District Service Areas .................................
III -97
Fig.
III -8
Federal Way School District #210 .............................
III -108
Fig.
IV -1
Shoreline Environments .......................................
IV -67
Fig.
IV -2
Existing Zoning ..............................................
IV -69
Fig.
IV -3
Erosion, Seismic Landslide Areas
.............................
IV -71
Fig.
IV -4
Streams, Lakes and Wetlands ..................................
IV -72
LIST OF CHARTS
II -1
Development Scenarios for the Federal Way Incorporation ......
II -10
II -2
Growth Trends for Federal Way and
Case Study Cities
(1970-1988) ..................................................
II -20
II -3
Land Use for Federal Way and Case
Study Cities ...............
II -20
II -4
Total Assessed Value for Federal
Way and Case Study
Cities (1988) .....................................
..........
II -22
II -5
Per Capita Assessed Value (1988)
and Per Capita Retail
Sales (1987) for Federal Way and
Case Study Cities ...........
II -22
•
•
LIST OF CHARTS (Continued)
Page #
IV -1 Estimated Revenues for Fiscal Year 1990 and Projected Revenues
Under Three Development Scenarios for 2000 for the Proposed
City of Federal Way .......................................... IV -7
IV -2 Sources of Basic Revenues, 1990 .............................. IV -8
IV -3 Transition Schedule for Proposed Federal Way
Incorporation ................................................ IV -16
IV -4 Fiscal Year 1990 Expenditures for the Proposed City of
Federal Way ................................................. IV -29
I
V-5 Projected Reserves for the Proposed City of Federal Way for
Fiscal Year 1990 and Under Three Growth Scenarios for 2000 .. IV -30
IV -6 City Government Organization Chart for the Proposed City
of Federal Way ........................................ IV -36
IV -7 Police Department Organization Chart for the Proposed
City of Federal Way ......................................... IV -45
•
•
PART I. INCORPORATION AND LOCAL GOVERNANCE
1. Foreword
Federal Way is a large, urbanized community located in south King County
(see Figure I-1). The Federal Way First Committee, a local citizen group,
desirous of more local control over the development and management of the Federal
Way area, brought a petition to the Washington State Boundary Review Board (BRB)
for King County to incorporate a city within the Federal Way area. This was the
fourth petition for cityhood since the late sixties. The boundaries of the
proposed City of Federal Way include I-5 on the east; the King County - Pierce
County line on the south; Puget Sound on the west and northwest; and South 272nd
Street on the north.
This study is to measure the fiscal and socioeconomic feasibility of the
proposed incorporation of Federal Way. The purpose of this introduction is to
give readers a flavor of what has gone into the Federal Way Incorporation Study.
Conducting the research and writing the report has been a tremendous undertaking,
especially when trying to distill all the information into its most salient
points and to organize and present the data in a meaningful and useful form for
the reader. The report comprises a wide variety of information, some of which is
rather technical, but most of which is amenable to analysis and qualitative
statements. We have tried hard to format the document so that it is easy to find
the information and not to embed it in reams of descriptive text. To facilitate
interpretation of the text, we have included many tables, charts and figures to
illustrate key information. There are no recommendations or conclusions in the
• report; we have deliberately presented information in a strictly factual form and
have outlined service options, impacts and issues for consideration so that the
reader can reach his/her own conclusions.
A few words about the organization of the document. It is divided into five
parts, which in turn have several sections addressing different topics. The five
parts consist of:
•
I. Incorporation and Local Governance, which includes an executive summary
of the major findings of the study and includes background information on the
legal framework of incorporation; a discussion of the different types of local
governments in the State of Washington, and a description of the variety of
revenue sources available to local governments.
II. The Proposed City of Federal Way which includes chapters on the
boundaries for the proposed city, a population analysis and forecast with
descriptions of three development scenarios used in our revenue projections and
a comparative analysis of the "City of Federal Way" with other case study cities
such as Everett, Kent and Redmond.
III. Current Services Provided to the Community which consists of a
detailed analysis of approximately 25 service providers covering the Federal Way
area including all the King County departments, Special Purpose Districts and
relevant State agencies.
I-1
Federal Way Incorporation Study
PROPOSED FEDERAL WAY
INCORPORATION BOUNDARY
The Georgette Group Figure I -
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S 359 St
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I-2
I
n
U
IV. The New City of Federal Way: Operations which includes chapters on
revenue and expenditure estimates for 1990 and projections under three different
development scenarios to 2000; and preliminary budgets for the new city for both
the start-up phase and the first year of operations, along with a transition
plan. A chapter on the land use plan and and policy effects of incorporation
is also included.
Y. References and Other Data Sources which includes a listing of all
references and other sources used to conduct the research and compile the report.
Since there are many tables, charts and figures in the report, we thought a
few words about the numbering system might help. Tables are identified with four
digits, the first three corresponding to the Part, Section, and Topic; and the
last being a consecutive numbering system; e.g., Table III -2-B-1 Water District/
Purveyor Profiles is found in Part III - Current Services Provided to the
Community, Section 2 - Special Purpose Districts, Topic B - Water Service and is
the first table in this chapter of the document.
Figures and Charts are identified with two digits; the first corresponds to
the Part; the second is a consecutive numbering system; e.g., Figure III -3, King
County Parks, is found in Part III - Current Services Provided to the Community
and is the third figure in this portion of the report.
The Georgette Group would like to express our sincere appreciation to all
the various people who contributed time and information to the Federal Way
Incorporation study process. We would especially like to thank all King County
departments who responded to our questionnaires and who provided us with the
benefits of their experiences in servicing the Federal Way area; all the Special
Purpose Districts including Fire, Water and Sewer Districts; and Washington State
Department of Transportation, and Washington State Patrol, who also responded to
questionnaires and were willing to be interviewed for additional information
based on their experience serving the area. We held a workshop with the Federal
Way First Committee's Resource Group, which proved to be most helpful, and we
appreciate their input and assistance. Great appreciation goes to the Boundary
Review Board for King County; Brice Martin, Executive Secretary, and his staff;
and the Board's Federal Way Study Committee for all their support, assistance with
data collection and editing of the report.
The Federal Way Incorporation Study has been a challenging and most
interesting project. To all our readers, we hope you find the information you
need to assist you in understanding all the facts and making an informed decision
about the future of the Federal Way area. To the Federal Way community, we wish
you good luck and good voting!
I-3
The Georgette Group
I -2-A
2. Executive Summary
A. INTRODUCTION
The purpose of this introduction is to guide the reader in using the Federal
Way Incorporation Study as an aid in reaching a decision on the relative costs
and benefits to the Federal Way area of incorporation. The purpose of the study
is to evaluate the feasibility and viability of incorporating the Federal Way
area as proposed by the petitioners, as well as to gauge the effects of
incorporation upon existing service providers (see Fig. I-1).
You will not find any section in this report that tells you whether
incorporation is the "best" decision; that is for each one of you to decide.
What you will find are the facts about the different aspects of service and the
revenue and cost impacts of incorporation. This will enable you to look at each
service system and decide whether you think incorporation or remaining part of
unincorporated King County would serve you better. The analysis does not tell
you the impact of NOT incorporating; the implication is that things would stay
the same.
As you are reading through the report and trying to formulate your own
picture of the effects of incorporation, please keep in mind the less
quantifiable aspects of your decision. What will your community look like five
or ten years from now if you do or don't incorporate? Do you like the status quo
and how can you guarantee that things will stay the same? If you don't like the
statu.s quo, what is the most effective way to change it? This is not just a
decision about incorporation - yes or no - but a decision about the future
direction of your community; what direction will that be and under whose control?
What will happen to the area if it does not incorporate is an equally valid
question that needs careful consideration as you read and analyze this report.
What about preservation of your community identity? What about growth issues,
traffic congestion, crime, commercial sprawl, recreational opportunities and many
more issues facing the Federal Way area. For each of these issues you need to
decide whether incorporation or remaining part of unincorporated King County is
the best way to address these problems, for you as an individual, as well as for
your community at large.
B. HIGHLIGHTS OF RESEARCH FINDINGS
1. City of Federal Way Profile
•
° Population: (1988) 58,000 Similar to Everett's population of 60,920.
(2000) 79,900 Compare with Bellevue's current population
of 85,180.
° PSCOG forecasts continued growth in Federal Way faster than King
County's rate.
° Housing: (1988) 24,200 S -Family 64%; M -Family 33%; Mob. Homes 3%
Compare with Yakima's 22,074 total units.
° Land Area: 19.9 sq. mi. Similar to Kent's 18.98 sq. miles.
Population Density: 2,900/sq. mi. Compare with Bellevue and Tacoma
at 3,400/sq. mi.
I-4
I -2-B
•
BASIC REVENUES
Property Tax
1. City of Federal Way Profile - continued
Retail Sales & Use Tax
°
Real Estate Excise Tax
Employment: (1988) 10,300
Business Licenses
(2000) 14,400
Building & Planning Fees
° Median Household Income:
Storm Drainage Charges
(1987) $25,486 - $40,534
Fines & Forfeitures
(Range based on different census tracts in the Federal Way area.)
Gambling Taxes
° Assessed Value (AV)
(1988) $1,994,312,800 or $34,400 per capita, similar
to Redmond's Assessed Value $1,975,450,098 or $62,300
per capita
° Taxable Retail Sales
1987 $362 million or $6,700 per capita: compare
with Kirkland at $384 million or Vancouver at
$379 million.
2. New City Budget
° The city budget assumes no new taxes or charges, only the ones now
being paid by Federal Way residents and businesses. Tax rates are
at or below existing levels due to the $3.375/$1,000 regular levy
limitation on a new city's property taxes.
Revenues Available to the New City During Fiscal Year 1990.*
Fiscal Year
REVENUE SOURCES 1990
•
BASIC REVENUES
Property Tax
$7,348,239
Retail Sales & Use Tax
3,658,425
Real Estate Excise Tax
541,800
Business Licenses
25,873
Building & Planning Fees
695,400
Storm Drainage Charges
1,102,500
Fines & Forfeitures
661,500
Gambling Taxes
252,000
BASIC REVENUES SUBTOTAL $14,285,736
I-5
I -2-B
BASIC & SHARED REVS.
SUBTOTAL $17,054,472
*These are annualized estimates and do not take into account the timing
of when revenues would actually be available, since this is entirely
dependent upon the actual date of incorporation of the new city.
Source: The Georgette Group
Estimated Expenditures During Fiscal Year 1990*
$4,065,000
Fiscal Year
REVENUE SOURCES
1990 (Continued)
STATE SHARED REVENUES
19%
Motor Vehicle Excise Tax
849,828
Motor Vehicle Fuel Tax
1,251,488
Liquor Excise Tax
199,320
Liquor Board Profits
468,100
ST.SHARED REVS. SUBTOTAL
$2,768,736
BASIC & SHARED REVS.
SUBTOTAL $17,054,472
*These are annualized estimates and do not take into account the timing
of when revenues would actually be available, since this is entirely
dependent upon the actual date of incorporation of the new city.
Source: The Georgette Group
Estimated Expenditures During Fiscal Year 1990*
$4,065,000
Police Department
24%
3,266,000
Fire Dept. (Contract)
19%
2,691,000
Public Works Dept.
16%
1,536,000
Non -Departmental
9%
11000,000
Reserves
6%
901,000
Legal/Judicial
5%
730,000
Library (Contract)
4%
715,000
Park & Recreation Dept.
4%
591,000
Finance Dept.
3%
509,000
Building Dept.
3%
364,000
Planning & Community Dev.
2%
303,000
Central Support Services
2%
180,000
Administrative Dept.
1%
134,000
Legislative Dept. - less
than 1%
70,000
Hearing Examiner Itit
1%
$17,055,000 (rounded)
*Exclusive of capital improvement projects which may be eligible for
grant funds, developer mitigation funds, LID's and other financing plans
to be determined by the new city government.
Source: The Georgette Group
Bonding capacity: 1990 - with voter approval: $54,431,398
1990 - without voter approval: $16,329,419
I-6
•
I -2-B
3. Services
160 FTE personnel providing in-house municipal services for Federal
• Way. If all services were provided in-house and none by contract,
employment would be 403 FTE.
° Existing service providers are assumed to continue to serve the city
for fire protection, sewer and water service and refuse collection.
There are about 160 FTE currently providing these municipal services to
the incorporation area.
° The new city is also assumed, at least in the short term, to
contract with King County, nearby cities or private contractors for:
- street, traffic and storm drainage maintenance and operations
- public health services
- jail
- municipal court
- police communications
- legal services
- parks maintenance and operations
- senior services
- many planning and engineering support services.
These contract services would total 83 FTE.
The Federal Way Police Department is budgeted for 75 FTE, including
• 61 FTE commissioned officers and 14 FTE civilian support personnel.
° King County has not made the decision on the transfer of "community"
and "neighborhood" parks to the new city. The new city budget allows
for maintenance and operations for all these parks to ensure a
conservative analysis.
4. Transition Process
° The transition process is assumed to span 12 months, from the vote on
incorporation until the date of incorporation, one year later.
° Personnel will be added gradually. Key personnel to be hired during
the transition include:
- City Manager (interim)
- Police Chief
- City Clerk/Personnel Assistant
- Finance Director
- Public Works Director
- Building Official
- Planning Director
- Parks Director
5. King County Impacts
• ° 1988 Revenues from Federal Way area: $11,908,900
This does not include revenues for fire service and library service
which go directly to Fire District #39 and the King County Library
District. I-7
I -2-B
1988 Expenditures on Municipal Services:
King County Costs for Municipal Services to Federal Way - 1988 Budgeted •
Department of Public Safety
$2,620,200
Department of Public Works
1,835,400
Roads & Engineering
Surface Water Management
657,200
Department of Parks, Planning & Resources
Planning & Community Development
81,860
Building & Land Development
1,357,871
Natural Resources & Parks
422,919
Judicial, Legal & Correction Services
Judicial Services
353,800
Legal Services
Office of Public Defense
140,200
Prosecuting Attorney
42,000
Correctional Services
187,296
Department of Public Health
Seattle/King County Health Department -
725,446
Legislative Functions
138,620
Office of Zoning & Subdivision Examiner
27,897
General Admin., Budgeting & Support Services
620,020
9,210,729
Total
Capital Improvement Projects
° No definite information on the status of capital improvement •
projects in the study area can be provided at this time since county
policies regarding capital projects in annexation and incorporation
areas remain undetermined at this time.
° Funding sources include federal and state grants, joint projects
with Washington State Department of Transportation, METRO and cities
as well as the County Road Fund. Grand funding is project specific
and difficult to predict for projects scheduled in future years.
° While projects on the CIP are considered high priority, funding
depends on many factors including: council priorities for county -wide
needs; available revenues; scheduling considerations; community
complaints and special state programs.
° Comparisons of spending in different years yield results that are
not amenable to generalizations about spending on capital projects in
a particular future year.
Example:
Budgeted Projected
1988 1989
Road Projects in Federal Way $8,157,341 $7,577,713
Grant Funding $1,900,465 $6,159,970
RM
I -2-B
1989 - 1994 CIP indicates $14,246,713 for transportation projects in
Federal Way; over 53% of which is tentatively scheduled for 1989.
° Roads: $8,157,341 budgeted in 1988, compared to $3,200,579 which is
seven year average between 1988 - 1994.
Surface Water Management: $404,509 budgeted in 1988, compared to
$249,192 which is the five-year average between 1988 -1992.
Parks: $652,570 budgeted in 1988, compared to $828,173 which is the
two-year average between 1988 and 1989, the only years for which
figures are available.
6. Special Purpose Districts
% of District's
1988 Cost to Serve Assessed Valuation
Fire District Incorporation Area in Incorporation Area
Fire District #39 $3,412,221 67.0%
Water Purveyors
Federal Way Water & Sewer N/A 71.4%
Tacoma Water Division N/A 0.6%
Water District #75 N/A 1.3%
Sewer Districts
Federal Way Water & Sewer N/A 71.4%
Des Moines Sewer District N/A 1.2%
7. Land Use
° The new City of Federal Way would probably adopt by reference the
relevant portions of the County Comprehensive Plan as the City's
interim plan, and adopt other plans as appropriate, e.g. the Federal
Way Community Plan and Area zoning.
° The City would likely draft an interlocal agreement with King County
Building and Land Development for continuation of building inspection
services for projects begun prior to incorporation.
Readers are encouraged to review the entire report for detailed
explanations of information found in this summary.
I -3-A
3. Legal Framework of Incorporation
A. STATUTORY REQUIREMENTS
Municipal incorporation proceedings are described in RCW 35 and RCW 35A
Optional Municipal Code. In 1986 the law was amended to provide for a transition
from county jurisdiction to cityhood. The changes in the law are described in RCW
35.02.130 which covers the effective date of incorporation, limited powers during
the interim period, terms of elected officers, and the first municipal election.
The process includes:
° A petition for incorporation signed by at least 10% (previously 20% of
the vote was required) of the voters cast in the last state general
election is submitted to the Washington State Boundary Review Board
(BRB) and the County Auditor (Department of Records and Elections in
King County).
° The petition is to contain:
1. an indication of city status: noncharter code city under Title
35A RCW or city or town under Title 35 RCW.
2. a statement of the form of government - 35A RCW mayor/council or
council/manager form, 35 RCW mayor/council, council manager or
commission form.
3. the proposed boundaries
4. the name of the new city
5. the population
6. a request for incorporation
° The Department of Records and Elections notifies the petitioners
within 5 days after determining that there are sufficient valid
signatures and issues a certificate of sufficiency to the County
Council.
° The BRB holds a public hearing if a request for review is
filed. If no request is filed, the proposal goes directly to the
county council for establishment of an election date.
° If BRB approval is granted or there is no request for review,
elections are scheduled.
1. Election on question of incorporation: to be held 60 days or more
after the final public hearing or approval of petition by BRB.
County Council calls for the election which requires a majority of
the total vote for passage.
2. Election to nominate city officials (i.e. primary): to be held at
least 60 days after election on incorporation. (Candidates file
notice of candidacy 30-45 days prior to primary).
I-10
1-3-A
3. Election of city officials (i.e. final): to be held at least 30
days after certification of results of the primary election.
New city is to become an incorporated city between 180-360 days after
• the initial election on the question of incorporation.
° Transition/Interim Period: 180-360 days.
Power of Elected Officials:
1. Adopt ordinances and resolutions.*
2. Enter into contracts/agreements for services.*
3. Issue tax or revenue anticipation notes.
4. Acquire facilities, supplies, insurance and staff.
5. Submit ballot propositions to voters for taxes to be collected on
or after official date of incorporation.*
6. Authorize an annexation of the city by a fire protection district
and/or a library district to be effective immediately upon the
official date of incorporation.
(*ordinances, resolutions, contracts, agreements and tax collections to become
effective on or after the official date of incorporation)
° Elected officials hold office until the next general municipal
• election held after the official date of incorporation.
° The boundaries of the new city become effective on the date the
initial election results are certified or on January 1st of the
following year if the new city does not impose property taxes in the
same year as the incorporation election.
On the official date of incorporation, ownership of territory
exchanges hands as follows:
1. ownership of county roads reverts to the new city
2. territory from fire protection districts and library districts
becomes part of the newly incorporated city unless the fire
protection districts and/or the library district have annexed the
city during the transition period. As long as the fire protection
district collects taxes levied in the incorporated area, it is
required to provide fire protection services to that area. The
same is true for library districts. (For further information on
the annexation process, please see Part III, Section 2, Special
Purpose Districts).
Services by the county are to continue at the same level through the
transition period as follows:
1. law enforcement is to be provided for up to 60 days after the
official date of incorporation or until the new city could start
receiving sales tax distributions, whichever is shorter.
I -3-B
2. Road maintenance is to be provided for up to 60 days after the
official date of incorporation or until the new city received road •
district tax distributions, whic—Fiever is shorter.
On the official date of incorporation, franchises are canceled and
forthwith reissued to continue business for a period not less than the
remaining term of the original franchise or permit, or for five years,
whichever is shorter. The new city may not grant new franchises or
permits for similar or competing services unless it can be shown that
the existing franchise is unable or refuses to adequately serve the
incorporated territory at a reasonable price.
B. TRANSITION PROCESS
Once the new city is formally established and city officials are sworn in, the
transition process begins. The following steps are taken, which includes:
° The new city council begins the selection process for a new city manger;
the mayor and/or manager, as the case may be, begins the process of
selection of city department heads.
° A city budget is prepared for both the transition phase and the first
formal year of operations.
A determination is made on temporary transitional housing of city offices •
and facilities.
• Key city departments are organized.
° A determination of the new city's relationship to special districts is
made.
° A determination is made of initial operating policies.
• A determination of initial fiscal policies is made.
• Decisions are legally established through the adoption of appropriate city
ordinances by the new city council.
Figure I-2 illustrates the incorporation process and the transition
phase along with a timeline and Part IV -2-B of this report describes
the Transition Plan.
C. FORM OF GOVERNMENT
There are three basic plans of municipal government organization utilized in
Washington state: the commission form, the council-manager form, and the
mayor -council form. Chapter 35A RCW states that cities which incorporate under
•
I-12
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the provisions of the Optional Municipal Code must operate under one of the plans •
authorized therein. The following is a brief description of the council-manager
form of government, which is proposed in the petition for the incorporation of
Sea -Tac.
Under the council-manager form of government all legislative and
policy-making powers, including authorizing, levying and collection of taxes,
making appropriations of revenue, and deciding how much money shall be spent, are
vested in the city council. Members of the city council are usually elected at
large, although they may be chosen by wards.
City administration is not within the province of the city council. The
council employs a city manager to carry out the policies it adopts. The city
manager, who serves as the chief administrative officer of the city, is appointed
on the basis of administrative ability, training, experience, and other
qualifications, and not for political reasons. The administrative management of
the city including the actual expenditures of city revenue, the annual
preparation of the budget, and the appointment and removal of department heads
and other employees, with the exception of those whose appointment is entrusted
to other officials by the city charter or by state law, is vested in the city
manager, subject to applicable civil service provisions. The city council
controls the city manager's tenure since he serves at the pleasure of the city
council. The city manager is generally empowered to recommend for adoption by
the city council such measures as may be deemed necessary or expedient.
The mayor is usually selected by the city council from among its members, •
although it is recognized that in some council-manager cities (i.e., Tacoma,
Spokane, and Vancouver), the mayor is elected as mayor by the voters. The mayor
presides at meetings of the city council and may vote as any other council
member; he acts as the head of the city for all ceremonial purposes and for
purposes of military law, and has the duty of preserving order in time of
emergency. The mayor has the rights, privileges, and immunities of a member of
the city council, but does not possess veto power.
•
I-14
I-4
• 4. Local Governments in the State of Washington
(Partial listing adapted from the U.S. Census of Governments 1980 and A History
of Washington's Local Governments, Vol. I, Final Report of the Local Governance
Study Commission, January, 1988.)
As of January 1982, Washington ranked 18th among the States in number of
local governments with 1,734, broken down as follows:
Counties -- 39
Municipalities -- 265
School Districts -- 300
Special Purpose Districts -- 1,130
A. COUNTY GOVERNMENTS
There are no areas in Washington lacking county government. The governing
body is the Board of County Commissioners or County Council. Counties are
divided into classes according to population size. A Class AA county has a
population of 500,000 or more, e.g., King County; and Class A counties, such as
Pierce, Snohomish and Spokane, have a population of 210,000 - 500,000.
B. MUNICIPAL GOVERNMENTS
• Municipal governments in Washington comprise the cities and towns.
Municipalities are divided into classes according to population size as follows:
First class 20,000 inhabitants or more
Second class 10,000 to 19,999 inhabitants
Third class 1,500 to 9,999 inhabitants
Fourth class (towns) 300 to 1,499 inhabitants
Change from one class to another occurs only after voter approval. The minimum
population requirements for incorporation is 300, however, if the proposed
incorporation area is within five air miles of a city with a population of 15,000
or more, the minimum population requirement is 3,000.
Classification by population is established by the State Legislature as a
means of allocating powers, responsibilities, and salaries of municipal officers
according to a city's population. They are considered "non -code" cities and
operate under Title 35 RCW; first class have independent charters. When
population increases beyond the threshold of the next higher class, a city may by
majority vote enter that higher classification.
First class cities draft their own charters; and any city of 10,000 or more
may do so. "Code" cities are those organized under the Optional Municipal Code
of 1967 (Title 35A RCW) which grants broader powers to all cities without
classification. They may adopt their own charter if population is 10,000 or
more, though none have.
•
I-15
I-4
Cities may have different forms of government which include: •
The "Mayor -Council" form of government has a separately -elected Mayor with
responsibility for the administration of city government, plus a Council of
five to seven members, depending on population, elected either at large or
from a ward or district system (4 year term). Tukwila and Kent are examples
of this form.
The "Council -Manager" system is one in which the elected council chooses a
professional City Manager, who administers the city government and hires
city employees subject to the Council's policy making. In most cases, the
Council chooses one of its members to serve as Mayor, chiefly for procedural
and ceremonial rather than administrative purposes. All offices are for 4
year terms. Des Moines is a nearby city with this form.
The Commission form (now in use only in Raymond, Shelton, and Wenatchee)
has three elected Commissioners, each of whom bears responsibility for the
administration for one of the three administrative areas: (public works;
public safety, who also serves as "mayor"; and financial). Each serves a 4
year term.
Charter cities may adopt their own governmental structure.
C. SCHOOL DISTRICT GOVERNMENTS
The two basic classes of school districts in Washington included in the •
census count of government are first class, defined as those having 2,000 or more
students, and second class, those having fewer than 2,000 students. A school
district may include territory in more than one county; such districts are known
as joint (intercounty) school districts, which are organized within the basic
classification framework as first or second class districts. School districts
are also divided into high school and non -high school districts on the basis of
whether or not they operate a high school.
In order to administer school affairs, each type of school district has an
elected board of directors. In addition to the funds from State property tax
levies for common schools, county real estate exise taxes, profits from school
trust lands, and allocations of grants from State and Federal governments, a
school district may submit special levy propositions to the voters for
maintenance and operation, or bond issues for capital construction.
D. SPECIAL DISTRICT GOVERNMENTS
Washington statutes authorize the creation of a variety of special districts
or authorities that are counted as governments. Only selected districts that
relate to the study area are profiled here. Only seven states have more types of
special purpose districts than the State of Washington, and Washington competes
for first place in the number of such districts per capita.
•
I-16
I-4
• 1. Fire Protection Districts
Fire protection districts may be established in unincorporated areas upon
petition of voters filed with the county auditor and after Boundary Review Board
approval and an election called by the legislative authority. Each district is
governed by an elected board of three commissioners. The district may levy a
property tax; issue bonds and create Local Improvement Districts with the approval
of the voters. Local improvement districts, with power to levy special benefit
assessments, are subordinate areas of the main districts and are not counted as
separate governments.
Fire districts may be annexed by a petition of voters and an election with a
3/5ths majority. They may also operate jointly with fire districts in other
counties. Dissolution of fire districts can only be done via a special
election.
2. Sewer Districts
Sewer districts are created upon petition of voters to the boundary review
board and county legislative authority followed by hearing and voter approval; or
by a resolution of the legislative authority plus an election with a 3/5ths
majority; or by a direct petition with no election.
The district body is an elected board of three commissioners. Sewer
• districts may engage in construction and maintenance of sewer systems and
treatment plants, and provision of domestic water and irrigation.
•
The district may levy special benefit assessments, fix rates and charges,
and submit property tax levies to the voters. This special levy is a voted upon
property tax apart from regular property taxes. Comprehensive plans must have
the approval of the county engineer and the State Departments of Ecology and
Social and Health Services. Bond issues to finance the comprehensive plan
require voter approval.
Districts may establish utility local improvement districts (ULID) as
dependent entities and levy special benefit assessments therein. ULID's are not
counted as separate governments.
3. Water Districts
Water districts, which may provide domestic water supply, sanitary sewerage,
fire protection, and street lighting, are created by petition of voters to the
legislative authority and after Boundary Review Board and voter approval. Each
district is governed by an elected board of three commissioners. The district
may levy special benefit assessments, fix rates and charges, issue bonds, and
submit property tax levies to the voters.
I-17
I-4
Local improvement districts or utility local improvements districts may be •
created within a water district as dependent entities of the parent water
district. They are not counted as separate governments.
Water districts may annex using a number of different processes; these
include:
° A petition of voters, plus an election
• A petition of landowners, plus an election
° A resolution of County Commissioners, plus an election
° A direct petition with no election
Also, water districts may merge with sewer districts or consolidate with water
districts in other counties.
Dissolution of water districts can occur through either a petition of voters
plus an election, or via court proceedings similar to port districts. Annexation
dissolution and formation all require Boundary Review Board approval.
4. Port Districts
Port districts are formed either through a petition of voters calling for an
election, or through a resolution adopted by County Commissioners with an
election. In either case, it takes a majority vote to pass the formation of a
port district. The governing body consists of three or five elected
commissioners. is
Port districts may provide a system of harbor improvements, belt line
railways, water and land transfer and terminal facilities, airports, and toll
bridges and tunnels. Revenues may come from property taxes, plus a special levy
outside the 106% limitation; bonds; charges for services, and Local Improvement
Districts or a Benefit Assessment Tax.
Port districts annex through a petition of the voters plus an election; a
port commission petition, consolidation of port districts within one county or
through a joint resolution. They may be dissolved by a resolution of County
Commissioners plus an election, or via a petition by the port commission.
5. Library Districts
Washington statutes authorize the following types of library districts,
which are counted as governments for census purposes:
Regional libraries are formed by action of the governing bodies of two or
more local governments. The intergovernmental agreement establishing the
regional library specifies the membership of the library board. Expenses of
the regional library are apportioned among the participating governments as
provided in the agreement.
71
I-18
I-4
• Rural library districts are established in unincorporated areas by the
county commissioners atter petition of voters and voter approval. Each
district is governed by a board of library trustees, appointed by the county
commissioners. The district may levy taxes and issue bonds.
Intercounty rural library districts are formed by petition of voters and
after voter approval, by identical resolutions of the boards of county
commissioners, or by majority vote of the county commissioners in joint
session. District finances and powers are the same as for rural library
districts.
6. Metropolitan Municipal Corporations (e.g., METRO)
State law provides that any area containing two or more cities, one of
which is a city of the first class, may organize as a metropolitan municipal
corporation for one or more of the following metropolitan functions. Sewage
disposal, water supply, public transportation, garbage disposal, parks and
parkways, water pollution abatement and comprehensive planning. Establishment is
by a petition of voters and an election, or by a resolution of county
commissioners. (Seattle is the only first class city in Washington).
The governing body of a corporation is a metropolitan council whose members
are appointed by and from officials of the participating county and city
governments. An additional member of the council is selected by members to serve
• as chairman of the corporation.
Metropolitan municipal corporations may fix fees and charges, and issue
general obligation and revenue bonds. Upon voter approval, they may also levy a
retail sales and use tax and a motor vehicle excise tax for public transportation
purposes. A one-year property tax can only be submitted for voter approval at
the establishing election. If income is insufficient, supplemental payments are
made by the component towns and cities to the corporation.
•
Local improvement districts may be established within metropolitan municipal
corporations. They are classified as dependent activities of the metropolitan
municipal corporation for census purposes, and are not counted as separate
governments.
7. Public Hospital Districts
The question of creating hospital districts is submitted to the voters by
the county commissioners on their own initiative or upon petition of the voters.
Each district is governed by an elected board of commissioners. The district
may fix rates, levy a property tax, and issue bonds.
Other Special Purpose Districts
A partial listing of other special districts that are counted as
governments in the State of Washington include:
I-19
I-4
Air Pollution Control Authorities •
Cemetery Districts
County Airport Districts
Diking and Drainage Districts
Ferry Districts
Flood Control Districts
Housing Authorities
Irrigation or Reclamation Districts
Metropolitan Park Districts
Park and Recreation Districts
Public Transportation Benefit Area
Public Utility Districts
E. SUBORDINATE AGENCIES AND AREAS
Shown below are various Washington governmental designations that have
certain characteristics of governmental units but which are classified in census
statistics as subordinate agencies of the State or local governments and are not
counted as separate governments.
The subordinate agencies and areas listed below represent "special
taxing areas within the territory of an established government. Although used
by some municipal and township governments in a few states, this method of
financing additional services in limited areas by property taxation is more
widely used by county governments. Washington laws also provide for various •
types of local areas for election purposes and administration of justice.
County
County airport districts (with ex officio boards)
County park and recreation service areas
County public transportation authorities
County improvement districts (roads and streets, road lighting, sanitary or
storm sewers, water supply, safeguards from specified hazards, or
combination of these functions)
Emergency medical service districts
Flood control districts -- 1935 Act
Flood control zone districts
Health districts
Improvement districts for drainage, diking or sewerage
Local improvement districts (water and sewerage systems)
Park and recreation service areas
Public corporations (county)
Public waterway districts
Road districts
Solid waste collection districts
Television reception improvement districts
Unincorporated transportation benefit areas
Weed control districts
•
I-20
I-4
• Municipal
•
•
Flood control -- 1935 Act
Improvement districts for drainage, diking or sewerage
Local improvement districts
Public corporations (municipal)
Urban renewal agencies
I-21
I-5
5. Revenue Sources Available to Local Government •
A. INTRODUCTION
This section provides information on the different revenue sources
available to local government. Table I -6-A-1 shows major city and county
taxes, the tax base and rate and whether voter approval is required for passage
of these taxes. This is followed by a summary of locally levied taxes which
includes information on the legal citation of the tax; how the tax is
administered, and what the current base and tax rate is. A similar summary of
state shared taxes is also included. This information is taken from "Taxes in
a Nutshell," Washington State Senate Committee on Ways & Means, 1987, and "The
Quiet Crisis of Local Governance in Washington," Volume 2 Washington State
Local Governance Study Commission, 1988.
•
•
I-22
I -S-A
TABLE I -5-A-1
•
MAJOR CITY AND COUNTY TAXES
MAJOR CITY TAXES
TAX
TAX BASE & RATE
VOTER APPROVAL
PROPERTY
Up to:
NO
$3.375/$1000 AV
$ .225/$1000 AV
BUSINESS
Up to 0.2% of gross value
YES
of business activity, no
(for new tax or
limits if measured as a
rate increase)
fixed fee, fee based on #
of employees or sq. footage
UTILITY*
Up to 6% of gross value of
YES
business activity for gas,
(for rate
telephone, steam &
increase)
electricity. No limit on
others (e.g., water, sewer
or solid waste)
SALES
Up to 1% of retail sales
NO
1st 0.5%
(but 2nd 0.5%
•
2nd 0.5%
subject to voter
referendum)
REAL ESTATE
Up to 0.5% of real estate
NO
EXCISE TAX
sales transaction
(but subject to
voter referendum)
Up to 0.25% of real estate
NO
sales transaction
MAJOR COUNTY TAXES
TAX TAX BASE & RATE VOTER APPROVAL
PROPERTY Up to: NO
$1.80/$1000 AV (General)
$2.25/$1000 AV (Roads)
SALES Up to 1% of retail sales NO
1st 0.5% (but 2nd 0.5%
2nd 0.5% subject to voter
referendum)
REAL ESTATE Up to 0.5% real estate NO
EXCISE TAX sales transaction (but subject to
• voter referendum)
Up to 0.25% of real estate NO
sales transaction
Source: Washington State Local Governance Study Commission, Volume II,
January, 1988. 1-23
I -5-B
B. LOCALLY LEVIED TAXES
Property Tax: The property tax is basically a local tax levied by local .
taxing districts. The regular property tax for schools
($3.60 per $1,000 of state -adjusted valuation) is the only
property tax levied by the state.
Legal Title 84.52 RCW
Citation:
Administered County Assessor and Treasurer: It is the assessor's role to
By: determine the proper tax base upon which the taxing
district's levies are extended and to make sure that no
district's levy exceeds state law. All real property must
be revalued and physically inspected at least once every
four years.
Current Base: The true and fair (market) value of real and personal
property. Property qualifying as "open space, timber or
farmland" which meets certain specified criteria may be
valued on the basis of its current use. All taxable real
and personal property must be assessed at 100% of true and
fair value.
Constitu- Regular property tax levies cannot exceed 1% of true and
tional Rate: fair value. Port and public utility district levies are not
included within this 1% limitation.
Statutory-- The regular property tax maximum rates are set by law as
Special Levy: follows ($/$1,000 Assesse Va ue):
Incorporated Unincorporated
Taxing Authority Areas Areas
State (public schools) $3.60 $3.60
County 1.80 1.80
City 3.60 0
Roads 0 2.25
Special Districts 0.15 1.50
Total Levy $9.15 $9.15
Regular levies are also limited to a 6% annual increase.
The 6% limit applies to the total revenues produced by each
taxing district's regular levy, not the taxes of individual
taxpayers. The regular property taxes for taxing districts
are limited to the sum of the following:
I-24
•
•
I -5-B
a. 106% of the amount of regular property taxes lawfully
levied for such districts in the highest of the three
preceding years;
b. An additional dollar amount calculated by multiplying
the increase in assessed valuation attributable to new
construction and improvements to property by the regular
property tax levy rate for that district for the
preceding year.
In actual practice, the 106% limit has resulted in property
tax levies increasing by about 8% per year, due to the new
construction addition in "b," above.
Statutory-- If taxing districts need additional monies, they may ask the
Special Levy: voters for authorization to impose a temporary levy for a
specific dollar amount. Special levies require approval of
60% of those voting and the "yes" vote must equal at least
24% of those voting at the last general election. Special
levies for schools are further limited to 10% of the amount
received by the district the previous year for basic
education.
Retail Sales Counties and cities may levy a local sales tax on retail
Tax: sales of tangible personal property and the sale of certain
• services.
Legal Chapter 82.14 RCW
Citation:
Administered The tax is collected by the Department of Revenue and
By: distributed every other month.
Current Base: Price of article or service sold.
Current Rate: Basic 0.5%, plus up to an additional 0.5% (subject to
special referendum procedure) for a maximum of 1%. Counties
may impose the tax within city boundaries, but cities
receive 85% of the tax so collected.
Real Estate Counties and cities may levy a real estate sales excise tax
Sales xcise in lieu of taxing or charging fees for land development and
Tax: building construction, which became substantially restricted
by law in 1982. An additional percentage rate may be
imposed in lieu of the optional local sales/use tax.
Legal Chapter 82.46 RCW
Citation:
I-25
I -5-B
Administered County Treasurer
By:
Current Base: Selling price of real property transferred
Current Rate: 0.25% maximum, plus up to an additional 0.5% (subject to
special referendum procedure), if the additional 0.5% local
sales/use tax is not imposed by the taxing district. Cities
may impose the tax only within municipal boundaries,
counties only within unincorporated areas.
Municipal (Local Business and Occupation Tax)
Business Tax•
Cities and towns may tax private businesses and municipal or
private utility companies within their jurisdiction.
Counties are not authorized to levy such taxes.
Legal RCW 35.21.710, 35.22.280, 35.23.440(9), 35.24.290(7),
Citation: 35.27.370(9), 35A.82.020, 35A.82.050
Administered Cities and Towns
By:
Current Base: Varies according to the city or town. Generally, one or
more of the following different tax bases are used: •
a. gross receipts/gross income
b. type of business (fixed license fee)
c. number of employees (fixed fee)
d. amount of floor space square footage of business
(fixed fee)
Current Rate: Public Utility Taxes: 6% maximum on electric energy,
natural gas and telephone service, unless a higher rate is
voter approved. Those rates in excess of 6% on 4/20/82 must
be reduced annually by one-tenth of the excess amount so as
to conform with the 6% limit. Other utility tax rates are
not limited.
Other Business Taxes: 0.2% maximum if tax is based solely
on gross income or receipts; if municipal B&O tax exceeds
0.2% as of 1/1/82, the rate need not be reduced. However,
all future increases are limited to 10% above the 1/1/82
rate, and the annual increases in reaching this maximum may
not exceed 2% above the current rate. Limits may be
exceeded through voter approval. Rate increases or the
first time imposition of business and occupation taxes are
subject to special referendum procedure.
I-26
•
I -5-B
If a tax or fee is based on other than gross income or
• receipts, there is no rate limitation. However, rate
increases are subject to special referendum procedure.
Leasehold The leasehold excise tax applies to private lessees who
Excise ax: lease or rent publicly -owned property, which is contitu-
tionally exempt from property taxation.
Legal Chapter 82.29A RCW
Citation:
Administered Department of Revenue
By:
•
•
Current Base: Contract rent or true rental value of property
Current Rate: 12.84%, includes permanent surcharge of 7%. (Counties and
cities may levy up to 6% and 4%, respectively. City tax is
credited against county tax, and both are credited against
state tax.)
Admissions Counties, cities and towns have the authority to levy a tax
Tax: on admissions.
Legal RCW 35.21.280 and 36.38.010
Citation:
Administered Counties, cities and towns
By:
Current Base: Admission charges
Current Rate: 5.0% maximum
Public school activities are exempt from the tax. Counties
may not impose the tax within the corporate limits of cities
and towns which impose their own admission tax.
Gambling Tax: The legislative authority of any county, city or town may
tax certain types of "nonprofessional" gambling activity
within its jurisdiction. Gambling may be conducted only for
fund raising purposes by charitable and nonprofit
organizations and as a commercial stimulation by private
enterprises and individuals.
Legal RCW 9.46.110
Citation:
Administered State Gambling Commission, counties, cities, towns
By:
I-27
1-5-C
Current Base 1. Punch Boards and - tax may not exceed 5% of gross •
and Rate: pull tabs receipts
2. Bingo and raffles - tax may not exceed 10% of
gross revenues, less amount
paid for prizes
3. Amusement games - tax may not exceed 2% of gross
revenues, less amount paid for
prizes
4. Social card games - tax may not exceed 20% of
gross revenue
5. There is no tax on bingo, raffles, and amusement games
conducted by nonprofit or charitable organizations,
when gross income is less than $5,000 for the year,
and operating and management personnel are not paid
employees.
C. STATE SHARED TAXES
A major portion of all income received by cities and counties comes from the
state in the form of shared revenue. These revenues consist of taxes imposed
and collected by the state which are shared with local governments. The amount
each local government receives is determined by a formula specified in state law
and in some cases fluctuates with available revenue. Most formulas use
population as a key element.
Motor Vehicle An excise tax is imposed on the privilege of using a motor
Excise ax: vehicle in the state. The tax is in lieu of property
taxation.
Legal Chapter 82.44 RCW
Citation:
Administered Department of Licensing
By:
Current Base: Fair market value of motor vehicles registered in the state
(determined by the Department of Revenue)
Current Rate: 2.454%, includes permanent surcharge of 7% of the previous
rate, plus a temporary surcharge of 0.1% of the value of
collections ending December 1990.
Revenues derived from the tax are shared with cities.
Distribution is set as shown in the following table. Cities
must spend these revenues for police protection, fire
prevention, or public health purposes. Payments are made
1-28
•
0
I -5-C
• quarterly. Distributions are made on a per capita basis as
last determined by the state census board.
Motor Vehicle Excise Tax Revenues
Distribution
Retirement of School Bonds (State)
Cities and towns
General Fund, State
Motor Vehicle Fuel Fund (State)
State Ferries
Mass Transit Districts
Rail Development Fund
Motor Vehicle A fuel tax is collected from every distributor who sells
Fuel ax: gasoline. The tax is included in the selling price.
Legal Chapter 82.36 RCW
Citation:
Administered Department of Licensing
is
By.
•
Current Base: Per gallon of motor vehicle fuel
Current Rate: Set by statute at $0.18, effective July 1, 1984
Cities and counties share along with the state in the gas tax
receipts on a formula set by state law and the
Transportation Commission.
Distribution of Motor Vehicle Fuel
Distribution
State
Counties
Cities
Urban Arterial Trust Account
Rural Arterial Trust Account
State Urban Highway Bonds
Puget Sound Reserve Account
Operation of State Ferries
I-29
I -5-C
Hotel/Motel The 1967 legislature authorized any Class AA county (King)
Sales Tax: to levy a tax on the charges for transient lodging in order •
to finance stadium construction. The law was revised in
1973 to allow any city or county to levy the tax. The use
of funds has been expanded to include public athletic or
convention centers, performing and visual arts centers, and
facilities for encouraging tourist expansion.
Legal RCW 67.28
Citation:
Administered Department of Revenue
By:
Current Base: Charges for transient lodging
Current Rate: 2% in all cities (except Seattle) and in all unincorporated
areas of King County.
Distribution: A percentage of the state's sales tax on lodging is shared
with cities (2% maximum) and counties (2% maximum) if levied
for the above-mentioned facilities.
Liquor Sales Washington State derives revenue from alcoholic beverages in
Tax: three ways: taxes, licenses and profits. The liquor sales
tax is collected on all retail sales of spirits and strong •
beer in the original package (if more than 8% by weight).
Legal RCW 82.08.150
Citation:
Administered
Liquor Control Board
By:
Current Base:
Selling price
Current Rate:
1. 17.1% on sales price
(cost plus
markup) of spirits and
strong beer; includes permanent
surcharge of 14%
2. 11.4% on sales price
(cost plus
markup, less 15%
discount) of spirits
and strong
beer sold to Class H
licensees; includes
permanent surcharge of 14%
I-30
�j
I -5-D
• Distribution: Liquor sales taxes are distributed as follows:
1. 65% of permanent rate collections to the State General
Fund
2. 35% of permanent rate collections to local government
a. 80% to cities and towns on basis of population
b. 20% to counties on basis of population
3. 100% of surcharge collections to State General Fund
Liquor profits are collected in the Liquor Revolving Fund
with the following distributions:
1. 50% to the State General Fund
2. 40% to cities on the basis of population
3. 10% to counties on the basis of population
D. OTHER SOURCES OF REVENUE
Several sources of revenue were identified but excluded from the analysis
• for the following reasons: (a) not applicable to the proposed new city of
Federal Way, (b) insignificant amounts that could not be accurately estimated at
this time, or (c) already combined with other revenue source categories. These
revenue sources include:
•
Public Utility District Excise Tax - not applicable
Harbor Improvements and Tidelands Lease Rentals - not applicable
Travel Trailers and Campers Excise Tax - included in the estimates of the
Motor Vehicle Excise Tax
Mass Transit Assistance - applies to Metro; incorporation would not alter
the amount distributed or the distribution
Forest Excise Tax - goes to the county irrespective of whether
incorporation occurs or not
Snomobile Registration Fees - to the county irrespective of whether
incorporation occurs or not
Household Tax (for support of public transportation systems) - since
Metro already levies a local transit sales tax, the new city would not be
allowed to impose this household tax (RCW 82.14.045)
I-31
I -5-D
Snomobile Registration Fees - to the county irrespective of whether •
incorporation occurs or not
Household Tax (for support of public transportation systems) - since
Metro already levies a local transit sales tax, the new city would not be
allowed to impose this household tax (RCW 82.14.045)
I-32
n
U
. PART II: THE PROPOSED CITY OF FEDERAL WAY
1. Boundaries For the Proposed City of Federal Way
The proposed incorporation boundaries of the new City of Federal Way are
shown in Figure II -1. These boundaries were determined by the Federal Way First
Committee which initiated the petition process. The criteria for decision on
where to draw the boundaries included consideration of the previous proposals for
incorporation of the area; sources of community support for the incorporation;
physical features such as major transportation corridors, service area boundaries
for water and sewer districts, natural barriers, and the King -Pierce County line.
These boundaries were used in the petition filed with the Boundary Review Board
and King County.
Northern Boundary:
The Northern boundary runs across the south margin of S. 272nd in a westerly
direction to where S. 272nd intersects with Highway 99 (Pacific Highway South);
then southerly along the east margin of Highway 99 to approximately S. 280th
Street, then west to 16th Avenue S. The boundary continues south down 16th
Avenue S. to S. 284th Street, where it goes in a westerly direction to 2nd Avenue S.
The boundary continues south until 2nd Avenue S. intersects with Redondo Way
and then it proceeds in a northwesterly direction along the west margin of
Redondo Way to approximately S. 284th Street. At this point, the incorporation
boundary follows a southwesterly direction along the Marine Hills Subdivision to
• S. 289th Street, where it proceeds due south until approximately S. 293rd Street,
where it goes westerly until S. 293rd Street reaches the extension of 1st Avenue S.;
here it proceeds northerly along the west margin of 1st Avenue S. until it reaches
the Sound. (Please refer to Fig II -1.)
Eastern Boundary:
The Eastern boundary is the eastern margin of Interstate 5 from S. 272nd to
the north city limits of Milton. It then crosses over to the western side of
I-5 (which is the city limit of Milton), until I-5 intersects with the
King -Pierce County line.
Southern Boundar
The Southern boundary conforms with the south line of the King -Pierce County
line from Puget Sound on the west to I-5 on the east.
Western Boundary:
The western boundary runs along Puget Sound from the extreme western point
of Dash Point State Part to the northerly extension of the west margin of 1st
Avenue South.
•
Federal Way Incorporation Study
PROPOSED FEDERAL WAY
INCORPORATION BOUNDARY
The Georgette Group Figure II—
, ` 1
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cop`:, Py
9
3 w
(A u
Dash oint
N
r� State Park:
J_ :........ ...... .... .._....
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L
I
Pp !1
Browns p
La
a /
TAC/OMA
V S'w 312 St 1
Mirror LaKe
_ W 316 St'�j\
4Ln
320
N ;
West Cir
St
JEPjJ zo
PO
Redondo
z,14
Buenna
'I
/ S 268 St
q272 St
DES MOINES
\. S 301
Steel Lake
320 St,
S324
N
2 N
L`
e: a
� k� uornet
East Campu
S 344 St
X18
/I
S3 St
99
S Sl
a' a
%35
StW e
S 359 St I
6 Q
u Mud
lake
v
l ace, Md� Ji z3Q v
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NORTH
II -2-A
. 2. Population Analysis and Development Scenarios
•
The Federal Way Incorporation Study is based on a ten year planning horizon
with projections made under three development scenarios. The planning time frames
are as follows:
Transition Year for new City of Federal Way 1989
First Year of Operations 1990
Ten Year Planning Horizon 2000
A. POPULATION: CURRENT ESTIMATES, HISTORIC TRENDS & FUTURE PROJECTIONS
In defining the development scenarios, a number of data collection/
calculation steps were taken.
1. Current Estimates of Federal Way's Population
The Sections, Townships and Range were identified for the proposed Federal
Way city boundary. The total number of housing units for 1987 by quarter section
were obtained from King County Land Development Information System (LDIS). In
order to have a population estimate as of April 1, 1988 to be consistent with
other population estimates from Washington State's Office of Financial
Management, the number of new housing permits by quarter section were obtained
and added to the 1987 total housing counts.
Around the perimeter of the proposed boundary are some partial quarter
sections which had to be included in the estimate. To disaggregate these, a
windshield survey of the area was conducted. A reverse telephone directory was
also used to determine the distribution of housing units within the study area.
Mobile home parks were identified from our windshield survey and telephone
directory listings. The number of units in each park was evaluated from reverse
directory survey results. These additional housing units were factored into the
LDIS data. For each quarter section a housing vacancy factor and a persons/
household factor were applied which corresponded to the census tract in which
that quarter section is located. These factors were obtained from PSCOG's 1987
estimates of population. Population in group homes from PSCOG were also added to
the estimates derived from housing counts. A total estimated population of
58,131 was obtained.
In order to cross-check methodology, a second approach to the process was
taken. This involved using PSCOG's 1987 estimates of population by census tract.
Census tracts 300.01 and 301 had to be disaggregated along the Federal Way
northwest boundary. A windshield survey of the area was conducted, and a reverse
telephone directory was used to determine which housing units were within the
study area. New building permit data was used to update PSCOG housing counts to
April 1, 1988. By using the PSCOG vacancy factors a total estimated population
of 58,277 was derived.
II -3
II -2-A
In a fast-growing area such as the Federal Way community, it is often
difficult to estimate current population. Growth rates that were obtained from •
the LDIS and PSCOG data were also checked against data from local Federal Way
sources. Sewer and water hookups, as well as estimates of housing units, were
obtained from the Federal Way Water and Sewer District. The Federal Way School
District was also consulted for their own growth indicators. The district
considers the attendance change from kindergarten to first grade a good indicator
of growth in the community. The school district's change during 1987-1988 was
7.6%, while the population increase included in our PSCOG based estimate was
7.5%.
The LDIS and PSCOG based estimates are within one half of one percent of one
another and it was decided to round these to 58,000 to take account of any
overcounting. This rounding is to counteract any overestimating that might have
resulted from the assumed relationship between building permits issued, homes
built and homes occupied in a fast -developing area and to reflect that this
figure is only an estimate, not a census of the area.
2. Historic Population Trends
Historic population trends for the Federal way study area are shown in
Table II -2-A-1. The following major trends are indicated:
Total population increased by approximately 18,000 people or 69%
between 1970 and 1980. 0
Between 1980 and 1988 total population showed an increase of nearly
13,500, or 30%.
° Population growth by census tract varied from a low of 28.2% to a high
of 224.5%. Please also refer to Figure II -2, Census Tract Boundaries.
Housing counts (not shown in the Table) increased even more rapidly
than population from 1970 to the present, with a 115.6% increase between
1970 and 1980 and a 44.2% increase from 1980-1988.
There has been a consistent increase in the proportion of multi -family
housing. The area had only 7% multi -family housing in 1970; however, by
1988 its share of the total housing reached about 36%.
•
II -4
•
II -5
TABLE II -2-A-1
HISTORIC POPULATION TRENDS FOR
•
CENSUS TRACTS IN THE PROPOSED
FEDERAL WAY INCORPORATION AREA*
Change
Census
1970 1980
1988
1970-1988
Tract
Pop. Pop.
Pop. Net
Percent
300.01*
4,900 2,600
4,146 5,646
115.%
.02 I
5,706
6,400
301.00* I
4,150 6,000
6,630 2,480
59.8%
302.01
7,787 3,520
4,767 2,196
28.2%
.02
5,049
5,216
303.01
9,503 14,982
19,088 21,338
224.5%
.02
I
2,097
5,925
.03
3,085
4,000
.04
1,492
1,828
Total
26,340 44,531
58,000 31,660
120.2%
* Table shows The
Georgette Group's
allocations of population
to partial
census tracts.
1. Census data
with allocations
by The Georgette Group for
partial census
tracts.
2. PSCOG 1987
estimates of population
adjusted for 1988 and
rounded
upward to reflect undercount
of residences without permits.
Source: The Georgette
Group
•
II -5
•
II -2-A
Historic trends in total population, housing and employment are shown in
Table II -2-A-2.
TABLE II -2-A-2
HISTORIC TRENDS IN TOTAL POPULATION, HOUSING AND EMPLOYMENT
IN THE FEDERAL WAY STUDY AREA
1970
1980
1988
POPULATION 26,340
44,531
58,000
HOUSING 7,772
16,753
24,166
EMPLOYMENT 2,754
7,347
10,349
Source: The Georgette Group
3. Population Projections
Table II -2-A-3 shows population projections by census tract for 1990-2000.
Please also refer to Figure II -2, Map of Census Tract Boundaries showing growth
rates from 1988-2000.
Total population in the study area is projected to increase by nearly
38% from 1988 to 2000.
° Population increases will vary for the different census tracts, from a
low of 11.8% to a high of 62.9%.
II -7
* Table shows The Georgette Group's allocations of population to partial census
tracts.
1. PSCOG estimates of population adjusted for 1988 and rounded up to reflect
undercount of residences without permits.
2. PSCOG forecasts adjusted for partial census tracts. Please note that PSCOG
Estimates of Population and Forecasts of Population are not correlated; they are
produced independently and by different consultants.
Source: The Georgette Group
•
II -8
TABLE II -2-A-3
POPULATION PROJECTIONS FOR
CENSUS
TRACTS IN THE PROPOSED
FEDERAL WAY INCORPORATION
AREA*
FOR 1990 and 2000
Change
Census
1988
1990
2000
1988-2000
Tract
Pop.
Pop.
Pop.
Net Percent
300.01*
4,146
4,516
5,262
1,116
26.9%
.02
6,400
6,547
7,156
756
11.8%
301.00*
6,630
7,703
9,008
2,378
35.9%
302.01 I
4,767
4,961
5,780
1,013
21.3%
.02
� 5,216
7,045
8,497
281
3,281
62.9%
303.01
19,088
20,968
28,535
9,447
48.8%
.02
I 5,925
6,210
7,681
1,756
29.6%
.03
4,000
4,352
5,249
1,249
31.2%
.04
1,828
2,008
2,733
905
49.5%
Total
I 58,000
64,310
79,901
21,901
37.8%
* Table shows The Georgette Group's allocations of population to partial census
tracts.
1. PSCOG estimates of population adjusted for 1988 and rounded up to reflect
undercount of residences without permits.
2. PSCOG forecasts adjusted for partial census tracts. Please note that PSCOG
Estimates of Population and Forecasts of Population are not correlated; they are
produced independently and by different consultants.
Source: The Georgette Group
•
II -8
•
II -2-B
B. DEVELOPMENT SCENARIOS
Three development scenarios were derived for the Federal Way study area:
° The Low Growth Scenario represents a conservative estimate assuming
minimal economic growth.
° The Mid -Range Growth Scenario represents the most likely estimate of what
can be expected within the next twelve years; and,
° The High Growth Scenario represents a high potential rate of growth
that assumes sustained economic growth.
The basic parameters of population, housing and employment for each
development scenario are displayed in Table II -2-B-1 and Chart II -1.
TABLE II -2-B-1
DEVELOPMENT SCENARIOS FOR THE FEDERAL WAY AREA
CURRENT MID-RANGE
• EST. LOW GROWTH GROWTH HIGH GROWTH
19 8
200U— 2000 0
POPULATION 58,000 69,428 79,901 88,664
HOUSING 24,166 29,514 33,966 37,691
EMPLOYMENT 10,349 12,476 14,449 16,097
Source: The Georgette Group
The Federal Way community will continue to grow in the future, so the only
question to be answered in the three development scenarios is how fast? The mid-
range growth forecast is taken from the PSCOG Traffic Analysis Zone (smaller area).
This forecast shows the Federal Way area growing at a rate approximately 80% faster
than the King County growth rate.
PSCOG forecasts employment in the Federal Way area to grow at a slightly
higher rate than population. This relationship appears to be reasonable
considering the economic structure of the Federal Way area. Roughly 90% of its
employment is in the retail and services sectors, which largely serve the needs
of the Federal Way market area population.
The mid-range forecast indicates housing will grow at a faster rate than
population, consistent with the continuing decline in household size. The
related trend to more multi -family housing in the area is also forecast to
continue in the PSCOG data. The vacant developable land in the Federal Way area
is forecast to decline to zero by the year 2000 in two out of the three Forecast
Analysis Zones. (Twin Lakes is shown as not completely built out.)
II -9
U
N
I
T
S
O
F
M
E
A
S
R
E
CHART II -1
DEVELOPMENT SCENARIOS FOR THE FEDERAL WAY INCORPORATION AREA
90000
80000
70000
60000
50000
Population
® Housing
40000 ES
Employment
30000
20000
10000
Low Growth Scenario MI0-ndfjyt7 %.;11U -U' myn %.7iunruI ..-
Scenario
Source: The Georgette Group
II -10
•
II -2-B
The low growth and high growth scenarios are scaled down and up respectively
from the PSCOG forecast to present a relevant range of population forecasts for
the Federal Way Incorporation Area. Since PSCOG data indicated that only the
Twin Lakes area would have vacant developable land by the year 2000, this would
be the only area that could grow more than the PSCOG forecast.
In arriving at a high growth forecast, an upward bound of full development
was tested. Full development of the Federal Way Incorporation Area would add
nearly 18,000 to the PSCOG forecast. This rate of growth would mean that new
development in Twin Lakes would consume about one-third of all land in the area
in the next twelve years. This amount of growth was seen as not feasible during
the planning horizon. A more feasible growth rate was selected for the higher
growth scenario by averaging the full development and the PSCOG population growth
rates.
The low growth scenario was determined to be the same rate of growth as King
County's. This rate of growth was about half the PSCOG forecast rate for the
Federal Way area. Employment and housing forecasts were in proportion to the
respective population growth scenarios. It should be noted that a city council
could impact growth in the area through its economic development policies and
land use, zoning and growth management practices. No assumptions regarding these
types of changes have been included in the development of the three growth
scenarios presented here.
1. Low Growth Scenario
This development scenario is scaled down from the PSCOG forecasts to reflect
a minimal rate of growth in the Federal Way Incorporation Area. The area was
projected to grow only as fast as the King County average rate of growth per
the 1988 PSCOG forecasts. See Table II -2-B-1 for the population, housing and
employment comparisons.
Employment growth in the study area is 1.57% per year
° Population growth in the study area is 1.51% per year
° Housing growth in the study area is 1.68% per year
2. Mid -Range Growth Scenario
This is intended to be the most probable growth rate for the study area. It
is based on the 1988 PSCOG forecasts as allocated to the proposed incorporation
area. See Table II -2-B-1 for the population, housing and employment comparisons.
° Employment growth in the study area is 2.82% per year
Population growth in the study area is 2.71% per year
° Housing growth in the study area is 2.88% per year
•
II -2-B
3. High Growth Scenario 0
This scenario is scaled up from the PSCOG forecasts to reflect a faster
rate of growth. See Table II -2-B-1 for the population, housing and employment
comparisons.
Employment growth in the study area is 3.75% per year
Population growth in the study area is 3.60% per year
Housing growth in the study area is 3.77% per year
4. Methodology
The factors which were analyzed in order to derive the three development
scenarios included:
- Historic trends from LDIS building permit data for 1978-1987
- U. S. Census historic population data from Databank
- Population and employment forecasts by PSCOG by Forecast Analysis Zone
(FAZ)
- Population and employment forecasts by PSCOG by Transportation Analysis
Zone JAZ)
- Sewer and water connections in the Federal Way Sewer & Water District
- Enrollment trends from the Federal Way School District
- Current zoning and land use in the area, PSCOG vacant developable land •
estimates
- An analysis of buildout for the West Campus Planned Community for residential
and non-residential development
- Several area planning studies including the draft King County Coordinated
Water System Plan (August 1988).
The process used in formulating the development scenarios were:
• Census tract, Transportation Analysis Zone and quarter section units
were disaggregated by using windshield surveys of the area, land use
maps, building permit trends and a reverse telephone directory.
° Population, housing and employment statistics from PSCOG were allocated
to the Federal Way incorporation area.
° Population trends for PSCOG in the study area were correlated with
PSCOG employment trends within the same area.
• PSCOG household trends in the study area were correlated with PSCOG
population trends in same area.
•
II -12
•
•
•
II -2-B
° The PSCOG forecasts, as allocated to the study area, became the mid-
range forecast for the 10 year planning horizon (year 2000).
° PSCOG projections for two FAZ's in the Federal Way area show maximum
development (i.e. - no developable vacant land) by 2000. In order to
test the implications of full development by 2000 for the entire study
area a growth rate of 4.46%/year was derived; this was considered the
upper limit for the high growth scenario.
° An average of the full development growth rate and the PSCOG rate was
determined to be a feasible long-term, 3.6%/year rate of growth.
Employment and housing growth rates for the low and high growth
scenarios are related to their respective population forecasts by the
same factors established in the PSCOG forecasts.
° The employment, population and housing figures for all development
scenarios were cross checked with vacant developable land in the study
area and with major development proposals for the area.
II -13
II -3-A
3. Case Study Cities Analysis
i
A. INTRODUCTION
The objective of this analysis was to identify other cities that are similar
to Federal Way in population, size, density, household size, median household
income, employment, land use, growth trends, assessed value and taxable retail
sales. These factors influence both the kind and cost of services required in a
community, as well as the revenues accruing to the jurisdiction. In reviewing
potential case study cities, we did not find a single community in King County or
the State of Washington that is directly comparable to Federal Way. The
following analysis is to provide the reader with a greater understanding of what
makes up the Federal Way community profile and is provided as a context within
which one can compare certain demographic and socioeconomic variables.
The case study cities' analysis provides a means of comparison when using
cost and level of service data in developing the budgets for the new city. Cities
in close proximity to the Federal Way area were preferred to those farther away.
Major factors such as labor market costs, public service expectations, traffic
conditions and the county/city service structure influence both costs and
revenues which tend to vary across the state.
Case study cities were first identified by selecting cities in the State
of Washington with demographics somewhat similar to that of Federal Way and
within the region's labor market. Candidate case study cities included:
1988 Annual Growth
City Population Rates 1980-88
Everett 60,920 1.14%
Yakima 49,470 -0.07%
Bellingham 46,610 0.18%
Kent 32,350 4.38%
Redmond 31,710 3.92%
° Kent is an adjacent city that was included due to the common interests,
common labor market, similar environment and geographic location.
• The City of Redmond was also included as a benchmark city for comparative
purposes, since it is also in King County, and both Federal Way and
Redmond have similar growth rates and are relatively new communities.
• Yakima and Bellingham were initially included because of their
population; however, they were eliminated from further consideration
since their geographic location and employment and residential make up is
significantly different from that of the Federal Way area.
° Based on discussions with the BRB, the number of case study cities was
limited to Kent, Redmond and Everett. Reasons for this final selection
included:
•
II -14
II -3-B
- needing a community with the same expectations as Federal Way.
- having cities with similar growth trends, i.e., Redmond and Kent.
- being relatively new cities, i.e., Redmond and Kent.
being cities within King County with similar cost structures and
development structures.
- needing a city of similar size and geographic area to Federal Way, i.e.,
Kent.
- having cities of similar age and infrastructure.
- having a city with a similar size population, i.e., Everett.
B. FEDERAL WAY PROFILE
Federal Way is a growing community located in South King County that has
many special characteristics which are not similar to other cities in the region.
Its current population is estimated at 58,000, which would make Federal Way the
third largest city in King County, behind only Seattle and Bellevue. Population_
density in the incorporation area is relatively high compared with the case study
cities of Everett, Kent and Redmond, eclipsing 2,900 persons per square mile.
Population increased rapidly during the 1970s in the Fede al Way area,
growing at nearly 5.4% per year. The rate of growth slowed somewhat during the
1980s; however, it still grew at nearly 3.4% per year, or about 2.5 times as fast
as the King County average. Single family housing makes up 64% of the existing
housing stock, a greater proportion than in the case study cities. Consistent
with its housing composition, Federal Way has a larger average household size
than the case study cities, amounting to 2.65 persons per household.
Employment in the Federal Way area has increased along with population
growth. The retail and service sectors account for about 90% of employment in
the Federal Way incorporation area. Despite continued growth in residential and
commercial development in the Federal Way area, it remains essentially a
retail -service economy and does not have any primary economic activities. The
1988 assessed value of Federal Way is estimated at $1,994,312,833 or $34,400 per
capita. This is $50 more than the per capita assessed value for unincorporated
King County. 1988 taxable retail sales in the incorporation area were estimated
at $399,026,785 or $6,879 per capita, up from $6,700 per capita for 1987.
C. COMPARATIVE ANALYSIS OF COMMUNITY CHARACTERISTICS
In general, Federal Way is similar to the City of Everett in total
population, is similar to the city of Kent in land area, and similar to the city
of Redmond as a relatively young, growing community. In many other variables,
Federal Way is unique and does not compare well with other Washington cities.
Refer to Table II -3-B-1 for comparative information.
Population
° Estimated population April 1, 1988, for Federal Way is 58,000.
• ° Everett is the only city in the state of Washington that has a
population level comparable to Federal Way.
II -15
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II -3-C
° Federal Way is an urbanized area with a population density of 2,900
people per square mile. This is significantly higher than the population
densities for any of the case study cities and actually compares better
with the 3,400 per square mile of Bellevue and Tacoma. 0
Population Growth Trends - See Chart II -2
° Federal Way grew very rapidly during the 1970s, recording a 5.39%/year
growth rate, faster than any of the case study cities.
° Growth in Federal Way slowed during the 1980s; however, the growth rate
remained two -and -one-half times the King County average.
• During the 1980s, Kent and Redmond grew at a faster rate than Federal
Way, however Everett, a more mature city, continued to grow more slowly.
° Annexation in the case study cities has contributed little to population
growth since 1980, even though Everett has added over 5.5 square miles
during that period of time.
Housing and Household Size
° Federal Way has a significantly higher proportion of single family housing
(64%) than the cities of Everett, Kent or Redmond.
° Overall housing composition is not similar to the case study cities,
however, the City of Everett's 55% single family, 41% multi -family and 3%
mobile home is the closest comparison of the three. 0
° Federal Way and Redmond have similar, average household size, with 2.65
persons per unit and 2.58 persons per unit respectively.
° The three case study cities are similar to Federal Way in the incidence
of mobile home or manufactured housing, ranging from 3% in Redmond to 6%
in Kent.
Land Use - See Chart II -3
• Federal Way at 19.9 square miles is most comparable in land area to Kent,
a city with a much lower population.
• Federal Way and Redmond are the most comparable in percentage of land
devoted to residential uses, with 36% and 38% respectively.
° The proportion of land devoted to employment uses is 9%, significantly
lower than in the other case study cities, but consistent with its low
employment -to -population ratio.
Vacant developable land in Federal Way is 21%, most similar to Redmond
and Kent; Everett has a much larger proportion of its land area (28%)
available for development.
•
II -19
5.5
A 5.0
N
N G 4.5
U R 4.0
A O
L W 3.5
T 3.0
A H
V 2.5
E R 2.0
R A 1.5
A T
G E 1.0
E 0.5
0.0
Federal Way
Source: The Georgette Group
•
P
E
R
C
E
N
T
A
G
E
0
100
90
80
70
60
50
40
30
20
10
0
t-eoerai Way
CHART II -2
GROWTH TRENDS FOR FEDERAL WAY AND
CASE STUDY CITIES (1970-1988)
Everett Kent Redmond
CHART II -3
LAND USE FOR FEDERAL WAY AND CASE STUDY CITIES (1988)
Everett Kent Redmond
Source: The Georgette Group
II -20
■ 1970-1980
0 1980-1988
Residential
®
Employment
Vacant
Developable
Land
Other
(streets,
parks, and
undevelopable
II -3-C
Median Household Income
The range of estimated 1987 median household income (by census tract) is
most similar to Kent and significantly higher than Everett.
9
The range of $25,486 - $40,534 includes the overall King County median
household income of $28,930.
° The median household income is consistent with the community's housing,
which is predominantly single family.
Employment
° Employment in the Federal Way area primarily serves the residential
community. Federal Way is not a regional employment activity center.
• Employment in retail and service industries accounts for about 9,000
jobs, or 90% of total area employment.
By contrast, Kent, which has 3/5ths of Federal Way's population, is an
important regional employment activity center and it employs more people
than the total population residing in Kent.
PSCOG forecasts, extrapolated to 1988, indicate the employment
population ratio is 0.18 for Federal Way, 0.56 for Redmond, 0.91 for
Everett and 1.19 for Kent.
Assessed Value - See Charts II -4 and II -5
King County's Department of Assessments data shows $1,994,312,833 in
taxable real and personal property within the proposed city limits of
Federal Way.
• The assessed value of the Federal Way area is comparable to Redmond but
only two-thirds of Everett, a city with a similar population base.
° Per capita assessed value in Federal Way is $34,400, $50 more than
the per capita average for all of unincorporated King County, yet
substantially lower than the other case study cities.
Taxable Retail Sales - See Chart II -5
° Calendar 1987 taxable retail sales and use transactions exceed
$360 million.
° Taxable retail sales and use totals are substantially lower than case
study cities, but comparable to the cities of Kirkland and Vancouver,
Washington.
° Looking at taxable retail sales, total employment, assessed value of the
area and land use for employment activities allows one to conclude that
Federal Way is more typical of a retail -service economy and does not have
any primary economic activities.
II -21
U
T
H
O
U
S
A
N
D
S
•
3.0
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B 2.0
1
L 1.5
L
I
O 1.0
N
S 0.5
out
CHART II -4
TOTAL ASSESSED VALUE FOR FEDERAL WAY
AND CASE STUDY CITIES (1988)
Federal Way Everett
Source: The Georgette Group
80000
70000
60000
50000
40000
30000
20000
10000
0
Kent Redmond
CHART II -5
PER CAPITA ASSESSED VALUE (1988) + PER CAPITA RETAIL
SALES (1987) FOR FEDERAL WAY AND CASE STUDY CITIES
Federal Way Everett Kent Redmond
Source: The Georgette Group
II -22
Assessed Value
Retail Sales
II -4
4 Public Opinion Survey
In order to obtain a sense of how people living in the Federal Way area
feel about services currently provided in the community and to identify service
priorities and issues, the consultants conducted a survey. A written
questionnaire was prepared and initially distributed to approximately 125 people
attending a Federal Way Community Council meeting. Additional copies were to be
distributed by the Federal Way First Committee at other local functions and
meetings of different civic organizations in the Federal Way area.
The consultants recognized that the information derived from the responses
did not represent a random sample of residents or business persons in the area in
the same way that petition signatures, public comments at a public hearing and
elections returns are not a random sample of public opinion either. However, the
responses would reflect the opinions of people interested in the service issues
related to the proposed incorporation of the Federal Way area. The results were
to be viewed as indicators of community perception in the Federal Way area and
not as statistically accurate public opinion survey results. There was some
public reaction against the method of distribution of the survey and some people
wanted the survey mailed to every resident within the Federal Way study area
boundaries. However, both the time frame and budget constraints of this study
precluded a more detailed, comprehensive approach. In addition, various
community organizations were asked to distribute the survey and they were
reluctant to do so fearing a perception that this would bias the findings of the
survey and thereby impact the validity of the study's findings.
As a result, a decision was made by the Boundary Review Board to delete the
survey results from the study process. To those who did participate in our
initial survey effort, we thank you, and appreciate your input and regret that
we are unable to include any survey findings in this report.
II -23
III -1
PART III. CURRENT SERVICES PROVIDED TO THE COMMUNITY
1. Services Provided by King County
A. INTRODUCTION
The purposes of this section are:
to identify the municipal services currently provided to the proposed
incorporation area by King County,
° to assess the costs incurred by each service entity, and,
° to determine the revenues accrued.
This profile estimates the costs of service to Federal Way by King County,
identifies some major revenue sources, and provides a guide for determining
what service costs would be for the new City of Federal Way.
This section consists of profiles of each municipal service currently
provided by King County to the incorporated area. These profiles are designed to
capture the essential elements of each service category and are not intended as
detailed descriptions of each service system. Most of the data was obtained in
response to detailed questionnaires sent to each service provider, so the
profiles are significantly dependent upon the information we received. This
introduction explains some of the limitations of the data, particularly with
reference to using the data from King County as a baseline or indicator of the
actual revenues and expenditures for the new City of Federal Way. (Subsequent
• sections provide detailed estimates of revenue and expenditures along with line
item budgets for the new city.)
We urge readers to read this section carefully in order -to understand the
limitations of the data; the degree of comparability and, most importantly, the
fact that we are describing and analyzing municipal services only. The analysis
does not include a discussion of regional services provided by the County, since
they would not be affected by incorporation.
1. Expenditures
There are limitations to the expenditure data that necessitate
adaptation if data is to be used as an indicator of future costs for the
proposed City of Federal Way; these constraints include:
° Many costs that are part of an operating service delivery system,
e.g, administration and support cannot be broken down to accurately
reflect the portion allocated to a particular geographic area, such
as the proposed Federal Way incorporation area.
° Cost data is organized by department and is not always useful for
deriving unit costs.
° When a service area is reduced and reorganization within the service
delivery system occurs, some elements of .service that are not
readily quantifiable, such as allocations of staff time, are not
accounted for.
Consequently, the reader must consider that the County's costs
derived for each service area are anaeproximation and not a
comprehensive accounting of all possible costs tit go into providing
such service. Estimates of staff reductions have been made only where
such information was either supplied by the department or could be
calculated from existing information, e.g., police department.
2. Revenues
Budget data, personnel and performance indicators are generally
taken from the King County 1988 Adopted Budget. There are limitations
to revenue data that restrict its direct application to a proposed
city. These include:
° Some funding sources (e.g., auto licensing fees) that are available
to a county are not available to a city. (By contrast, some
revenues such as utility taxes and business and occupation taxes
area available to cities and not to counties.)
° Fees for services could differ between the county and the new city
due to the level of service provided and the scale of operations.
° Formulas governing the distribution of revenues (e.g.,
intergovernmental) may differ for county and city.
° Funds are frequently deposited to a current expense account and
then reallocated for different service departments, thereby
preventing an identification of their original source.
Because of these limitations, fiscal impact evaluation becomes an •
approximation of what could be expected to occur if incorporation is
approved. Only where there is a direct relationship between revenues
identified for King County municipal services and those that could be
provided to the new city does the data provide a definitive baseline
for determining future revenues for the new city.
3 Comparative Considerations for Service Delivery
The following considerations apply to the data provided in the
service delivery profiles:
° In using this data as a baseline to estimate future service costs
for the new city, it is important to remember that King County
functions at a service level by which it may achieve substantial
savings due to economies of scale. In order for the new city to
operate at the same level it may be more costly because its scale of
operation would be smaller. Conversely, operating some services on
a large scale can require substantial overhead costs which a new
city may not have to incur.
° The city may not choose to provide the same services or the same
levels of service that King County now provides.
° The service delivery organization or structure may be very •
different for the new city when compared with King County (i.e., use
of independent contractors, degree of supervision, staff support
levels, the degree of unionization, etc.).
III -2
Therefore, there is not necessarily a direct relationship between the
costs for a particular service provided by the County and the costs
that would be incurred by the new city. This issue will be addressed
in more detail in Part IV -3, Expenditures.
Within each service profile, the report also identifies options
open for the new City of Federal Way in governing and providing public
services to its residents. These options identify the different
service delivery alternatives that would be available to the City of
Federal Way. These are derived from what is permitted under Washington
State law.
Issues relating to both the current service systems and the
development of alternative service providers by the new city are also
presented. The issues list identifies the various issues that should
be considered when selecting a service delivery option and in
considering the question of incorporation. The list of
issues is derived from experience in the area, research, community
input and the knowledge and experience of service providers currently
serving the area e.g., fire chief, precinct commander, department
heads, etc.
Federal Way also could enter into a variety of different inter-
local agreements under the authority of the Intergovernmental
Cooperation Act (Chapter 34.34 RCW). Both contractual arrangements
and interlocal agreements could possibly result in some savings to
the new city. The issues and options relating to inter -governmental
• agreements are beyond the scope of the study.
The impact section of the analysis describes both the qualitative
and quantitative service impacts that would result from incorporation of
the area.
4. Distinction between Municipal and Non -Municipal Services
Municipal services are traditionally considered to be those
services usually performed by a city within its jurisdictional
boundaries, e.g., local legislative functions performed by a city
council. Non -municipal services are those provided by a jurisdiction
that encompasses many municipalities and unincorporated areas, e.g.,
county assessor. There are also Special Purpose Districts, which are
special taxing districts and/or collect fees directly for services they
provide. Part III -1 focuses on King County's municipal services and
Part III -2 describes Special Purpose Districts.
a) Methodology
In order to derive the portion of expenditures and revenues that
relate to the provision of County service to the incorporation area,
detailed questionnaires were sent to each King County department and
some interviews were conducted. Department budgets and annual reports,
where available, were extensively analyzed to produce the information
in the following department profiles. Where it was possible to
is disaggregate information for the area within the proposed
incorporation, the data was used directly. For other levels of
disaggregation a variety of methods were used to allocate costs and
revenues on a per capita basis or a unit basis to approximate actual
future costs for the incorporated area. In each instance, the method
selected for application to a particular municipal service provided the
most precise estimate of costs/revenues that could be obtained.
Method 1: A fiscal management study done in 1976 by the King
County epartment of Budget and Program Development showed that 57% of
the general services provided by the county were provided to the
unincorporated areas of the county, while 43% were provided to
residents of the incorporated areas of the county. The study also
related the costs of these services to the proportion of all county
population living in unincorporated areas.
The Washington State Office of Financial Management estimates that
the 1988 unincorporated King County population of 571,629 is roughly
40.4% of the total County population of 1,413,900. Using the ratio of
the historic data compared to the 1988 estimate of population of
unincorporated King County one finds that in 1988, 62.3% of general
services are provided to unincorporated areas while incorporated areas
receive 37.7% of these services. In order to calculate the portion of
services allocated to municipal services, one subtracts the 38% from
the 63% provided to unincorporated areas and obtains 25% of the
expenditures for municipal services.
This methodology was then used to obtain per capita estimates of .
different service costs for all of unincorporated King County. Using
current estimates of population for the Federal Way incorporated area,
total costs for each service category were then derived.
Method 2: In some instances where a service boundary smaller
than King aunty could be defined another methodology was used: The
proportion of population in the proposed Federal Way incorporation area
as a percentage of the service sub -area was derived and applied to
expenditure/revenue data to derive per capita estimates for service to
the Federal Way area.
Method 3: Using a comparable city methodology, other types of
service were analyzed and per capita expenditures or unit costs for
Federal Way were derived.
Method 4: Some service unit costs could only be analyzed by
comparing at the ratio of the Federal Way population to the total
population served by the County (i.e., 4.1%) or the ratio of the
Federal Way population to the total population in the unincorporated
areas only (i.e., 10.15%).
Table III -1-A-1 provides a summary of King County costs for municipal
services to Federal Way in 1988 and Table III -1-A-2 shows projected
King County service contract options for Federal Way and their costs
for 1990. 0
III -4
•
•
•
TABLE III -1-A-1
SUMMARY OF KING COUNTY COSTS FOR MUNICIPAL SERVICES TO FEDERAL WAY - 1988 BUDGETED
Department of Public Safety
$ 2,620,200
Department of Public Works
Roads & Engineering
1,835,400
Surface Water Management
657,200
Solid Waste
N/C
Department of Parks, Planning & Resources
Planning & Community Development
81,860
Building & Land Development
1,357,871
Natural Resources & Parks
422,919
Cultural Resources
N/C
Judicial, Legal & Correction Services
Judicial Services
353,800
Legal Services
Office of Public Defense
140,200
Prosecuting Attorney
42,000
Correctional Services
187,296
Department of Public Health
Medical Examiner
N/C
Emergency Medical Services
N/C
Seattle/King County Health Dept.
725,446
Alcoholism & Substance Abuse
N/C
Animal Control (included in Gen. Admin,
N/C
Budgeting & Support Services)
Legislative Functions
138,620
Office of Zoning & Subdivision Examiner
27,897
General Admin., Budgeting & Support Services.
620,020
Total
$9,210,729
Capital Improvement Projects - 1988 Budgeted
Roads $8,157,341
(UAB Grants) (1,900,465)
Surface Water Management 404,509
Parks 589,846
Total $7,251,355
Note: ° See Part IV -1-D for summary of King County revenues.
° N/C refers to no change in costs irrespective of whether
incorporation occurs
Source: The Georgette Group
* Street operating and maintenance expenses (less cost of street lighting),
traffic operations and maintenance expenses, and drainage facilities
operating and maintenance expenses.
Source: Compiled by The Georgette Group from the analysis of current King
County costs of service and budget prepared for first year of
operations for the new City of Federal Way.
•
III -6
TABLE III -1-A-2
PROJECTED
KING
COUNTY SERVICE CONTRACT
.
OPTIONS FOR 1990
Probable
Potential
Contracts
Contracts
Total
K.C.
Health Department
$ 730,000
$
$ 730,000
K.C.
Alcoholism & Substance Abuse 14,000
14,000
K.C.
Natural Resources & Parks
240,000
240,000
Federal Way Senior Center,
40,000
40,000
K.C.
Dept of Adult Detention
250,000
250,000
K.C.
Public Works Department*
1,550,000
1,550,000
K.C.
Federal Way District Court
400,000
400,000
K.C.
Office of Public Defense
155,000
155,000 •
K.C.
Animal Control
75,000
75,000
K.C.
Dept. of Public Safety
4,065,000
4,065,000
Total
$1,664,000
$5,855,000
$7,519,000
* Street operating and maintenance expenses (less cost of street lighting),
traffic operations and maintenance expenses, and drainage facilities
operating and maintenance expenses.
Source: Compiled by The Georgette Group from the analysis of current King
County costs of service and budget prepared for first year of
operations for the new City of Federal Way.
•
III -6
B. DEPARTMENT OF PUBLIC SAFETY
• The Department of Public Safety provides police protection to the Federal
Way area. Its overall service area includes unincorporated King County plus the
cities of North Bend and Beaux Arts (by contract).
The proposed new city includes all or portions of the six patrol districts
operating out of the Federal Way Station. These are shown on Figure III -1.
Patrol districts are staffed 90% to 100% of the time with one officer in one car,
24 hours a day, 365 days a year. Operations performed by personnel assigned to
the Federal Way Station include patrol, crime prevention and investigation of
crimes such as burglary, vandalism, larceny and simple assault.
Department Profile
Headquarters King County Courthouse:
516 Third Avenue, Seattle, WA
Service Area:
Population Served:
Total Personnel:
Commissioned Officers:
Support Staff:
Budget:
1,900+ square miles
574,197 (4/1/88)
750.2 FTE (including all
584 (1.02 officers/1,000
166.2 FTE
$38,379,280 ($66.84 per
Expenditures by Division:
Sheriff's office 11%
Technical Services 18%
Field Operations 53%
Criminal Investigation 16%
Automated Fingerprint ID System 2%
TOTAL 10
Federal Way Station Profile:
34004 - 9th Ave. South, Federal Way, WA
Leased Space:
Cost:
Personnel:
Commissioned Officers:
Support Staff:
Reserve Officers:
Breakdown by Staff Level:
precincts)
population)
capita)
5,440 sq. ft.
$4,429/mo. (decreasing to $4,080 as of September, 198'
58
56
2
10
1 Lieutenant
1 Administrative Officer
1 Detective Sergeant
4 Detectives
6 Patrol Sergeants
1 Station Fleet and Evidence Officer
1 Crime Prevention Officer
• 37 Patrol Officers
2 Clerical
10 Reserve Officers
4 Recruits in Training III -7
—
Federal Way Incorporation Study
KING COUNTY POLICE
JURISDICTIONAL BOUNDARIES
Patrol District Boundaries
...................
The Georgette Group Figure 111-1
SO Lako
YO dk� O JPSgPy
........................
,0
DES MOINES
E
2
G 3
Options
• ° Continue King County Public Safety Department police protection to
the City of Federal Way on a contract basis at a service level and cost
negotiated between the City and King County.
° Establish a new police department for the City of Federal Way and offer
a service level consistent with the community's needs and financial
resources.
Issues
Local control over police services.
° Community concerns about the current level of police service in the
Federal Way community.
° Public perceptions of the crime rate in the Federal Way area (see Table
III -1-B-1).
Coordination with multiple public safety agencies in King County and the
Federal Way community including the fire district, Washington State
Patrol and nearby cities.
.° Availability of King County Special Operations Units and investigative
resources, i.e. K-9 patrol, marine patrol, tactical squad, bomb disposal,
hostage negotiation, criminal information (intelligence), homicide,
robbery, special assault, drug enforcement, vice control, criminal
warrants, auto theft, check/fraud and pawn shop details.
Economies of scale offered by a large organization such as King County
Department of Public Safety.
Overall allocations of King County Police resources; community patrol
visibility vs. administrative, support and specialized units.
The Federal Way area is not easily served from the King County
Southwest or Southeast Police Precincts. Therefore, the department
maintains a substation in the area. Maintaining this substation, should
incorporation occur, could be an issue due to limited resources.
° Start up costs of a new city's police department (station, cars,
equipment, uniforms, supplies, etc.).
Liability insurance required by a new city police department.
° Experience of the new department and individual officers.
•
TABLE III -1-B-1
SOUTHWEST PRECINCT STATISTICS FOR PATROL DISTRICTS
THAT ARE ALL OR PARTIALLY WITHIN THE PROPOSED FEDERAL WAY BOUNDARIES •
Source: King County Dept. of Public Safety, 1987, Statistical Report. •
The Georgette Group provided per capita information.
* Crimes Part I refer to homicide, rape, robbery, assault, burglary,
larceny, vehicle theft and arson.
** Crimes Part II refer to simple assault, forgery, fraud, embezzlement,
vandalism, stolen property, vice, indecent exposure, narcotics, gambling,
DWI, liquor violations, domestic violence, disorderly conduct, vagrancy,
blackmail, kidnapping, trespassing, suicide.
•
Cal s
for
Per
Crimes
Per
Crimes
Per
Crimes
Per
District
Population
Service
rapita I
Part I*
Capita
Part II**
Capita
Total
Capita
G1
14,500
6,989
.482
979
.068
465.032
1,444
.100
G2
11,600
3,664
.316
483
.042
257
.022
740 (
.064
G3 I
8,700
4,330
.498
590
.068
204
.023
794
.091
G4
I 19,900
7,289.366
834
.042
480
.024
11314
.066
G5
16,800
4,902
.292
645
.038
377
.023
1,022
.061
G6
11,300
11,085
.981
1,937
.171
908
.081
2,845
.252
TOTAL
82,800
38,259
.462
( 5,468
.066
2,691
.033
8,159
.099
KING
COUNTY
576,780
245,147
0.43
30,391
0.053
116,686
0.029
47,080
0.082
SERVICE
AREA
Source: King County Dept. of Public Safety, 1987, Statistical Report. •
The Georgette Group provided per capita information.
* Crimes Part I refer to homicide, rape, robbery, assault, burglary,
larceny, vehicle theft and arson.
** Crimes Part II refer to simple assault, forgery, fraud, embezzlement,
vandalism, stolen property, vice, indecent exposure, narcotics, gambling,
DWI, liquor violations, domestic violence, disorderly conduct, vagrancy,
blackmail, kidnapping, trespassing, suicide.
•
•
C,
•
° Continuity of police protection.
Cost To Serve Federal Way
° 37 Full Time Equivalent (FTE) Patrol Officers serve the 6 patrol
districts (G1 -G6) operating out of the Federal Way Station. The
population of the incorporation area represents 65% of patrol
districts G1 -G6.
° Therefore 24.0 FTE Patrol Commissioned Officers serve the area.
° Additional staff associated with Federal Way patrol operations would
include:
12.4 FTE Supervising and Support Officers at the Federal Way Station.
11.6 FTE Commissioned Officers assigned to other offices -
providing administration, supervision, major and special
investigation, warrants, K-9 unit, marine patrol, tactical
squad, bomb disposal, hostage negotiation and traffic
enforcement.
13.7 FTE Civilian Support Personnel - providing administration,
legal, communications, identification and training.
° 61.7 Total Personnel to service the Federal Way area.
Cost of Service
Patrol Hours/Year
Patrol District Coverage
Total Hours/Year
Cost/Hour Patrol (1988 est.)
Total Cost
Impacts
8,760
x 4.57
40,033.2
x $65.45
$2,620,200 (rounded)
° The total estimated cost for King County to provide police protection
to the Federal Way area is $2,620,200.
There are 36.4 FTE Commissioned Officers at the Federal Way Station who
work on behalf of the Federal Way incorporation area.
° If the City did not contract for service with King County, personnel
(Commissioned Officers plus support personnel) now serving the Federal
Way community could be relocated to other precinct assignments.
° Incorporation of the Federal Way area would create "islands" of
unincorporated King County in the Redondo/Woodmont areas and east of I-5,
between Federal Way, Kent, Auburn, Algona, Pacific, Milton and Pierce
County. The "islands" may not be logical service areas for the King
County department and may not be served effectively and efficiently due
to reductions in resources that would result from incorporation of the
Federal Way area. (Department stated entire area south of Des Moines
comprises a logical service area.)
III -1-C-1
C. DEPARTMENT OF PUBLIC WORKS
The Department of Public Works is responsible for programs related to:
1. design, construction, and maintenance of King County's
transportation network.
2. the disposal and recycling of solid waste.
3. flood control and the regulation of drainage
4. the management of the Motor Pool and Public Works Equipment Rental
and Revolving Funds, and
5. management and development of King County International Airport.
1. Roads and Engineering
Service Area
Unincorporated King County - 2,726 miles of roadway
Purpose
° Manage County Road Operating and Capital Funds, administer Roads
Maintenance Program.
° Ensure road design and construction meet King County standards.
Maintain and operate County roads, sidewalks, pathways and bridges.
Design, install and maintain traffic control devices, review
development plans to make sure they are consistent with County
traffic control policies.
Perform comprehensive transportation planning projects in the
unincorporated area of King County.
Headquarters
956 King County Administration Building
500 Fourth Avenue, Seattle, WA
Division Budget
Administration
Engineering Support
Operations
Traffic
Transportation Planning*
Total
1988
Adopted
Amount
FTE
$ 7,269,216
12.00
510,079
86.00
19,810,697
256.30
3,665,599
50.00
863,027
25.00
$32,118,618 429.30
* Transferred to this Division in 1987.
III -12
•
•
III -1-C-1
•
Performance Indicators
Activity
Administration
1986 1987 1988
Act. Est. Proj.
Emergent Nature Projects
15
31
20
Reimbursable Projects
109
121
112
Engineering Support
4,327
3,523
5,443
RID's Processed
19
20
20
Legal Descrip. Prepared & Processed
214
250
250
Construction Contracts Processed
25
24
24
Designs & Specifications Prepared
44
54
55
Operations
Seal Coat (miles)
44.95
45
30
Overlay (miles)
69.23
71
86
Square Cut Patching (tons)
4,327
3,523
5,443
Shoulder Grading (miles)
6,414
1,963
1,440
Ditching (lineal miles)
172.7
159.0
176.3
Street Sweeping (miles)
18,175
16,804
16,804
Pot Hole Patching (tons)
3,191
3,172
3,172
Traffic
New Signs Installed
1,836
2,200
2,000
Traffic Signs Maintained
19,513
19,575
19,650
The following is an analysis of the costs to serve Federal Way of each section
within the Roads and Engineering Division.
A. Operations Section
Road Maintenance Division #5 (RMD #5)
26701 - 28th Avenue South, Kent
(5 blocks north of incorporation area)
427 miles roads in Road Maintenance Division #15
Roads In The Federal Way Incorporation Area
1.95 portland cement concrete
179.70 miles asphalt concrete
16.73 miles light bituminous
.88 miles gravel
199.26 miles total - Represents 7.3% of total King County roads in
unincorporated areas, or 46.7% of mileage in RMD #5.
Cost of Service To Maintain Roads in Federal Way Incorporation Area
• Division/Special Maintenance $753,100
Major Maintenance 124,500
Contract Costs 331,400
Total $1,209,000
III -1-C-1
B. Traffic Signal and Sign Maintenance Section
King County Road Maintenance Section •
155 Monroe Avenue, N.E., Renton
Cost of Service To Maintain Traffic Signal and Signs In The Federal Way
Incorporation Trea
Striping $ 12,400
Signs and markings 87,500
Signals and flashers 73,500
Street lighting 77,400
Total $250,800
C. Transportation Planning
Section
956 King County Administration
Building
500 Fourth Avenue, Seattle, WA
Cost of Service For The
Federal
Way Area
Transportation Planning
1985
1986
1987
1988
1989 1990
Total
Federal Way Community
8,000
Plan Update (FWCP) $4,000
$4,000
5,000
FWCP draft EIS
5,000
Federal Way
Transportation Update
$36,000
$44,000
$48,000
128,OC
General Transportation
Planning $15,000
15,000
15,000
15,000
15,000 $15,000
90,00.
TOTAL $19,000
$24,000
$51,000
$59,000
$63,000 $15,000
$231,000
Average Annual Cost: $38,500
D. Other Sections
Other Costs of Service For Federal Way Incorporation Area
Administration* $299,900
Engineering Support 37,200
Total Allocated Costs $337,100
* Includes cost for administration, finance, road engineer,
self-insurance, debt service on maintenance facilities. This is based
on Federal Ways proportion of unincorporated King County road mileage,
i.e. 7.3%. Reasons why this figure is used include: relatively new
infrastructure; developer required improvements that meet county road
standards - therefore, requiring lower maintenance costs; location of
Road Maintenance Division shop which is close to the Federal Way area;
cities tend to have lower street maintenance costs than rural areas,
and Federal Way is an urbanized area.
•
III -1-C-1
Summary of Annual Service Costs For Road and Engineering Services for
the Federal Way Area
• A. Operations $1,209,000
B. Traffic Signal and Signs 250,800
C. Transportation Planning 38,500
D. Other 337,100
Total Cost $1,835,400*
*This does not include capital improvement projects which amount to
$8,157,341 in 1988. See Table III -1-C-1.
Capital Improvement Program (CIP)
No definite information on the status of capital improvement
projects in the study area can be provided at this time since
County policies regarding capital projects in annexation and
incorporation areas remain undetermined at this time.
° The 1988 county budget for road projects in Federal Way is
$8,157,341.
° The average annual program cost for the years 1988 - 1994 is
$3,200,579 for projects in Federal Way.
Funding sources include federal and state grants, joint projects
• with Washington State Department of Transportation, METRO and
cities, as well as the County Road Fund.
While projects on the CIP are considered high priority, funding
depends on available revenues, council priorities for a particular
year, scheduling considerations, community complaints and special
state programs.
The Transportation Needs Report (TNR) contains additional projects
that scored a priority ranking lower than 450.
° Table III -1-C-1 identifies King County capital improvement
transportation projects for the Federal Way area only. See also
Figure III -2.
° Projects shown in Table III -1-C-1 represent all the projects
contained in the proposed incorporation area that are listed in the
1989-1994 Capital Improvement Program Resource Book and this
information has been reviewed by the Department of Public Works as
of early January, 1989.
Options
° The new City of Federal Way could form a public works department
and contract with King County, nearby cities or private contractors
for service for any or all of the following roads and engineering
services, road operations and maintenance (0&M), traffic signal and
sign 0&M, transportation planning and engineering support.
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Federal Way IncorporationStudy
CAPITAL IMPROVEMENTS PROJECTS
El
King County Surface Water King County
CIP Parks CIP
r� .,;. King County Transportation
?f CIP
The Georgette Group Figure 111-2
t `�11 Lakotz
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MILTON i
FIFE tea`` I
III -19A
P_�
III -1-C-1
Issues
° The new city could hire personnel and acquire equipment to provide
all of its own roads and engineering services.
Some combination of the above arrangements could be implemented;
for example, having city public works planning and engineering staff
but opting to have the city street superintendent manage the 0&M
contracts with the County, another city or private contractors.
Cost to contract for service versus providing in-house
capabilities.
° Start-up time for a new city public works department.
Continuity of street 0&M service and transportation planning.
° Adequacy of current C.I.P. planning for the Federal Way area.
° Coordination with WSDOT planning and new transportation projects.
Impacts
The Federal Way area receives Roads and Engineering Division
Services equivalent to 5.7% of the division's 1988 budget (roads
in Federal Way represent 7.3% of total King County roadways in
unincorporated areas). If the City decided not to contract with
King County Public Works, then the department might have a small
reduction in its overall workload; however, the RMD #5 would
definitely experience a significant reduction in workload and some
personnel and resources would probably be reassigned.
No definite information on the status of capital improvement
projects in the study area can be provided at this time since County
policies regarding capital projects in incorporation and annexation
areas remain undetermined at this time.
° Projects shown in Table III -1-C-1 represent all the projects
contained in the proposed incorporation area that are listed in the
1989-1994 Capital Improvement Program Resource Book and this
information has been reviewed by the Department of Public Works as
of early January 1989.
III -20
III -1-C-2
2. Surface Water Management
Service Area
The Surface Water Management (SWM) Division of Public Works is
responsible for establishing programs to control urban drainage,
managing a flood warning system, and maintaining major river channels
and storm drainage systems in the interest of preventing property
damage and protecting the natural environment.
The Urban Drainage Program
The Urban Drainage Program was established on Jan. 1, 1987 and the
program focuses on addressing drainage problems in the most urbanized
areas of King County.
A service charge is applied to all residential and commercial
property owners within the designated service area (approximately the
western third of King County). The service charge supports several
program elements within the service area including:
Natural Resource Planning:
•
Identify drainage problems and propose immediate and long
range solutions for selected watersheds in the service area
(proposed solutions may include a combination of capital
projects, land use regulations and stream enhancement •
projects).
Capital Improvements:
Design and construct facilities to control drainage
(including large-scale regional drainage control facilities
and smaller -scale stream enhancement projects).
Maintenance:
Inspect and maintain on-site drainage facilities in
residential developments (e.g., storage ponds and
underground tanks.
Regulation:
° Enforce existing County drainage codes.
° Respond to drainage complaints and investigate problems.
° Provide technical engineering support involving drainage
related claims and lawsuits.
Develop and implement new regulations for reducing the
drainage impacts of new development.
III -1-C-2
• Community Involvement and Education:
Provide staff support to citizen advisory committees.
° Coordinate activities that promote citizen awareness and
involvement in surface water management programs (e.g.,
Community Action Grant Program, Flood Awareness Workshops).
The River Improvement Program
The River Improvement Program provides services to all of King
County. These services are financed by the River Improvement Fund
levy, a portion of the King County property tax levy. The major
services supported by the program are as follows:
Maintenanre-
° Maintain river banks and levee systems through King County.
Flood Warning:
° Operate a flood warning system during major storm events.
Planning:
• Develop plans and policies for floodplain management.
° Recommend future capital projects, ongoing maintenance
activities, and develop financing options.
Division Budget
Surface Water Management Fund
Section
General Admin.
Finance & Billing
Facilities Mtce.
Drainage Invest.
Project Mgmt. & Design
River & Water Resources
Total
III -22
1988 Adopted
Amount
FTE
$ 3,848,988
6.00
620,447
14.00
1,385,440
9.00
409,923
12.00
127,791
12.00
1,154,978
9.00
$ 7,547,567 62.00
III -1-C-2
River Improvement Fund
Section
General Admin.
Intergovernmental Projects
River Channel Mtce.
Flood Emergency
Project Mgmt. & Design
Development Review
Drainage Invest.
Total
1988 Adopted
Amount
FTE
$ 216,824
0.00
502,672
5.50
483,043
0.00
110,761
0.00
0
0.00
0
0.00
0
0.00
$ 1,313,300 5.50
° Table III -1-C-2 shows the scheduled Surface Water Management
projects for the Federal Way area. See also Figure III -2 in Roads
and Engineering.
° Total estimated costs for 1988-1992 for those projects is
$1,701,803.
Surface Water Management Service Charges (Annual)
Residential (1-3 units) $26.07/parcel*
Commercial & Industrial $26.07/parcel - $404.10/ac.
(depending on impervious surface coverage)
* Subject to a low income senior citizen exemption.
Estimate of service charges collected in the Federal Way area:
Residential $ 395,811
Commercial 464,158
State Hwy./County Roads 153,000
Total $1,012,969
Estimate is from King County SWM Department and is based on
1988 accounts. New development in the area will increase
revenues in subsequent years.
III -23
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-24
III -1-C-2
Cost of Service
According to Surface Water Management estimates, the costs of •
operating and maintaining their installations in the Federal Way area
are $657,200 or 12.4% of the total surface water management 0&M 1988
budget (exclusive of capital projects) of $5.3 million.
Options
• The new City of Federal Way could create a storm water drainage
utility with charges based on needs of the area.
° The city could adopt King County's drainage policies and standards
on a temporary or permanent basis.
• The city could prepare and pass policies and ordinances (regular
controls) governing storm and surface water runoff control; these
would define the service level within the new city.
° The city could create its own municipal public works department or
contract with King County, a nearby city or private contractors to
perform the following:
- Review development plans
- Conduct inspections during construction
- Maintain drainage facilities
- Plan and construct new storm drainage systems.
Issues
Continuity of planning and service for projects currently under
review or construction.
° Effectiveness of the current storm water management system.
• Cost to contract for services vs. cost of in-house capabilities.
Impacts
° The County Surface Water Management Division would lose about
12.4% of its revenues and budgetary adjustments would be necessary
if the new City of Federal Way did not contract with King County
for storm and surface water management services.
° No definite information on the status of capital improvement
projects in the study area can be provided at this time. County
policies regarding capital projects in incorporation and annexation
areas remains undetermined at this time.
III -25
III -1-C-2
• Projects shown in Table III -1-C-2 represent all the projects
contained in the proposed incorporation area—Tat are listed in
the 1989-1994 Capital Improvement Program Resource Book and this
information has been reviewed by the Surface Water Management
Division as of early January 1989.
n
U
0
III -26
III -1-C-3
3. Solid Waste
Service Area Responsibilities
King County Department of Public Works, Solid Waste Division
(SWD), provides comprehensive planning, management, transfer and final
disposal functions for all of King County. Private firms provide
residential and commercial collection services in the unincorporated
areas of the county. Their rates are regulated by the Washington
Utilities and Transportions Commission (WUTC) in Olympia. SWD operates
several transfer stations where haulers and residents can deposit
refuse on a fee basis. King County then trucks the refuse to its Cedar
Hills Regional Landfill in Maple Valley for final disposal.
Residential refuse collection is optional in unincorporated King
County.
Division Budget
1988
Adopted
Section
Amount
FTE
Administration
$
36,637,968
39.76
Shop Operations
3,379,122
2,955,001
27.50
53.17
Transfer Stations
Transportation
2,600,254
53.42
Cedar Hills - Disp. Div.
6,506,840
52.25
Cedar Hills - Litigation
64,796
1,597,256
-
20.00
Rural Landfill Div.
1,070,470
21.00
Operations Mgmt.
TOTAL
$
54,811,707
267.10
Performance Indicators
1986
1987
1988
Activity
Actual
Estimated
Projected
Tonnage
Transfer System
624,247
678,082
740,300
Cedar Hills
294,830
602,013
589,742
38,324
Rural Landfills
39,053
50,568
Customer Activity
Transfer Stations
821,782
733,236
747,975
Cedar Hills
Rural Landfills
18,773
162,907
42,125
145,860
42,971
148,740
Loads Hauled
36,118
35,341
40,016
Note: Although the number of loads has decreased actual tonnage has
increased due to the fact that people are putting more garbage in fewer
cans to reduce their costs of collection.
Transfer Station
Algona Transfer Station
35315 West Valley Highway
Algona, WA
III -27
•
•
•
III -1-C-3
. Design Capacity and Operations Summary (tons)
Daily Monthly Yearlyl
Design Capacity (1 8 -hr shift/day) 2752 8,3002 99,550
Amount of Waste Received (1987) 328 9,840 118,084
2 362 days/year
Average
° Existing County transfer stations lack the capacity for the
quantities of waste that are expected to be generated in the
future. It is likely that the Algona facility will be closed and
a replacement facility constructed. The existing transfer station
is rapidly nearing capacity and no on-site expansion is possible,
given the facility's location between steep slopes and a major
road.
At this time, King County has no definitive plans to build new
transfer stations in the Federal Way area. The County has
conducted preliminary studies for future facilities in the South
County area, and based on these studies, it may be recommended that
the Algona Transfer Station be closed after the construction of a
larger facility in the South Green River Valley area. This
recommendation is preliminary and does not represent County
• commitment to implement this plan.
Local WUTC Franchise Contractors
° Federal Way Disposal, serving the general area west of I-5 and
north to S. 282nd Street.
° Sea -Tac Disposal Company (Rabanco) serving the area generally
north of S. 282nd Street to S. 272nd Street and west of I-5.
•
The residential and commercial rate structures are the same for both
companies.
Monthly Residential Rate Structure:
One can $ 7.10 Weekly pickup
Two cans 9.85
Three cans 12.80 "
Four cans 15.80 "
Five cans 18.80 "
Six cans 21.80 "
Extra cans 2.55 each
One pickup per month, on call, $3.55 for one can.
III -28
III -1-C-3
Monthly Commercial Rate Structure
One cubic yard container $ 34.58 Weekly pickup •
Two cubic yard container 65.63 "
Four cubic yard container 110.08 "
Six cubic yard container 152.34 "
Eight cubic yard container 191.84 "
Drop Box - 20 cu.yds. rental $29.10
- each pickup $50.00
- dumping fee at landfill $47.00
Options
° The city cannot make any changes to the regulation and collection
franchises now operating in the Federal Way area for the next five
years.
° Thereafter, the city may exercise some control over solid waste by
granting licenses or franchises to private haulers.
° The city may contract directly with a private residential garbage
collection service. The rates, billing and collection operation
could be regulated by the city and the service would usually be
mandatory.
The city could establish its own garbage collection system, and
could exercise the maximum control in regulation, rates and •
billing.
Issues
° Continuity of service to the Federal Way area.
° Possible displacement of the current private garbage collection
contractors.
Cost of refuse collection services.
• Regulation of solid waste collection, imposition of mandatory
garbage collection.
° Economies of scale for the city's public works department and
potential for combined utility billing.
Impact
King County SWD would remain responsible for planning and
operation of regional solid waste disposal under all feasible city
options.
III -29
•
III -1-D-1
• D. DEPARTMENT OF PARKS, PLANNING AND RESOURCES
The Department of Parks, Planning and Resources is responsible for managing:
1. comprehensive community and resource planning
2. parks and recreation
3. building, land use, and other regulatory codes
4. the program authorized by the Housing and Community Development
Act of 1974
5. administration of the Historic Preservation and Arts Commission
The department is divided into five divisions:
1. Planning and Community Development Division (addressed in Section
D-1)
2. Building and Land Development Division (addressed in Section D-2)
3. Natural Resources and Parks Division (addressed in Section D-3)
• 4. Policy Direction Division which provides overall administration
and policy direction to the whole department. It has a total 1988
budget of $234,260 and a staff of four full time employees.
5. Cultural Resources Division (addressed in Section D-4)
•
1. Planning and Community Development Division
The Planning and Community Development Division serves all of King County.
It is responsible for the following:
° Draft, revise and support implementation of comprehensive
county -wide plans, community plans, functional plans and zoning
policies.
° Ensure plans are consistent with King County growth policies.
Maintain Land Development Information System (LDIS). Prepare the
annual Growth Report on land development and population trends.
° Coordinate county planning and policies with other agencies and
jurisdictions.
III -30
III -1-D-1
Regional Policy Goals
Through its Interlocal Agreements Program, Planning and Community
Development has identified six countywide issues for which King County is
particularly interested in providing regional leadership. They are:
urban residential and employment densities
° the provision of a full range of housing opportunities, including
affordable housing
° the protection of the environment, including natural resources,
rural areas and open spaces
° transportation
° economic development
• historic preservation
Division Budget
Section
Administration
Community Planning
Comprehensive Planning
Housing and Economic Dev.
Total
Community Development Block Grant (CDBG)
Section
Program Administration
Block Grant Projects
Total
1988 Adopted
Amount FTE
$ 363,631 3.50
983,382 23.07
427,946 9.00
162,789 4.33
$1,937,748 39.90
1988 Adopted
Amount FTE
$ 403,267 12.00
4,886,502 12.70
$5,289,769 24.70
° The Planning and Community Development Division administers
the CDBG program.
King County's annual Community Development Block Grant (CDBG)
entitlement (as much as $4.4 million in 1989) is based on the
population characteristics of all unincorporated King County plus
the participating cities (all cities except Seattle, Bellevue and
Auburn, which receive their own CDBG entitlements).
•
•
•
III -1-D-1
• 1988 Estimate of Costs of Planning & Community Development Services
For the Federal WayArea:
Specific Planning Projects (see Table III -1-D-1) $ 66,500
Administration (4.5% allocation) 15,360
Total
E, :.
Table III -1-D-1 shows planning projects in the Federal Way area.
Options
° The new city may adopt existing King County land use, historic
preservation and arts policies, programs and plans by reference as
an interim or permanent action.
The city could revise existing or draft new policies, programs and
plans to reflect community needs and values. This process could be
done by either city staff or professionals on a contract basis.
° The city could hire a planning director and staff or have the
director contract for planning services with consultants as needed.
• ° The new city may wish to support ongoing King County planning
projects that address Federal Way community concerns.
Issues
•
° Continuity of plans and policies and their administration.
Local control over land use plans and policies.
° Accessibility to land use planning processes and decision making.
County and City working to develop and adopt an interlocal
agreement which addresses not only local issues and services, but
the County's regional issues and goals as well. That interlocal
agreement may define which regional services King County will
continue to provide to the people of Federal Way.
Cost of land use planning services.
° Lead time to make decisions on real estate development projects.
Coordination with adjoining cities and King County in developing
comprehensive plans, policies and a zoning ordinance.
III -32
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III -1-D-1
Impacts: Planning & Community Development Division
° Incorporation by Federal Way means the city would be responsible for
all land use planning activities within its jurisdiction.
° The incorporation of Federal Way would affect the Planning and
Community Development Division's management of land use issues in
the community. No longer would the Division develop or update land
use plans for Federal Way, nor would it review development proposals
to ensure they comply with the King County Comprehensive Plan and
Federal Way Community Plan.
° Federal Way's incorporation would also affect, but not eliminate,
the Planning and Community Development Division's responsibility to
ensure that land use and development decisions in Federal Way help
achieve regional policy goals.
° King County Planning Divisions may experience a slight decline in
workload, however, the marginal decline will not be as large as the
Federal Way percentage share of 1988 projects.
Impacts to Community Development Block Grant Program
° If Federal Way incorporates with a population of about 58,000, it
will become an entitlement city like Seattle, Bellevue and Auburn.
How large an entitlement Federal Way would receive is unknown.
(Please note that Auburn, with a 1987 population of 30,260, is
receiving as much as $240,000 in 1989; and that Bellevue, with a
1987 population of 82,070, is receiving as much as $440,000. The
federal government uses poverty, condition of housing and other
factors in addition to population to determine the amount of the
entitlement.)
The new City of Federal would not begin receiving its own
entitlement until 1991.
° King County's community development responsibilities to Federal Way
will end and King County's entitlement will decline by an unknown
amount.
° King County would continue to have responsibility in 1989 and 1990,
subject to an agreement between the new city and the county.
III -34
III -1-D-2
2 Building and Land Development Division
The King County Building and Land Development Division (BALD) of the
Parks, Planning and Resources Department provides building administrative
services and arson investigation services through its Fire Marshall's
offices to all of unincorporated King County. The services include:
building permit review, inspection, subdivision review, code enforcement
and fire prevention programs.
BALD Office: 3600 - 136th Place S.E., Bellevue, WA
Options
• The city could adopt by reference those codes, regulations, fee
schedules and permit requirements which King County has operational
within unincorporated King County as an interim or permanent action.
° The city could draft or select its own codes, regulations, fee
schedules and permit requirements consistent with State standards.
III -35
1988 Adopted
Division Budget
Amount
FTE
Manager's Office
$ 1,845,612
4.00
Administrative Services
2,135,224
18.75
Subdivision Administration
2,207,423
54.00
Commercial/Multi-Family
2,155,177
51.00
Single-Family/Residential
1,828,081
47.50
Protective Services
1,311,017
26.00
Land Use Controls
509,952
14.00
Technical Services
670,987
14.50
Total
$ 12,663,473
229.75
Performance Indicators
,
1986
1987
1988
Activity
Actual Estimated
Projected
Residential Bldg. Permit Applic.
5,376
5,866
7,550
Commercial Bldg. Permit Applic.
1,571
1,410
1,883
Preliminary Plats
76
80
91
87
101
Final Plats
Preliminary Short Plats
100
862
1,083
400
Final Short Plats
360
360
390
40
Zoning Reclassifications
56
60
4
Unclassified Use Permits
8
8
20
Conditional Use Permits
40
40
70
Variances
50
75
Total Workload
8,499
9,073
10,545
Options
• The city could adopt by reference those codes, regulations, fee
schedules and permit requirements which King County has operational
within unincorporated King County as an interim or permanent action.
° The city could draft or select its own codes, regulations, fee
schedules and permit requirements consistent with State standards.
III -35
III -1-D-2
0 ° The city could contract with professionals to assist with code and
regulation selection, fee schedules and permit requirements.
•
The city could form its own Building Administration Department,
including a zoning administrator and hearing examiner, to plan,
administer and enforce the respective codes, with all work performed
by city personnel.
° The city could assign the building administration and enforcement
functions to other city departments such as Public Works or Fire
Department (district) with the requisite expertise.
° The responsible city department could hire professionals to perform
review, inspection and enforcement duties on a contract basis.
° The city could elect to "grandfather" in all projects previously
approved by King County and allow them to proceed as approved.
° The city could attempt to re -review all projects approved by King
County and impose a moratorium on construction until such review has
been completed.
Issues
° Continuity of planning, administration, regulation and enforcement
of codes and regulations.
Local control over building and land use policies.
° Citizen accessibility to building and land use administrative
processes and proceedings.
Timely permit application processing by building and planning
administration.
° Cost of building administration services to Federal Way residents
and businesses.
Impact
° If the new city did not contract with BALD for building
administration services, some staff reduction could be required.
However, because of economics of scale, personnel turnover, current
unmet demand for BALD services and transitional BALD follow-up on
projects started before incorporation, these reductions would be
less than the 25 FTE indicated below derived from a strictly
proportional analysis.
III -36
III -1-D-2
Personnel and Cost to Serve Federal Way 0
FTE
Residential Services
$177,606
4.7
Commercial Services
360,148
8.2
Subdivision Services
137,553
3.6
Land Use Control Services
57,986
1.5
Technical Services
73,928
1.6
Protective Services
140,713
2.6
Mgt. & Administrative Services
409,937
2.8
Total
$1,357,871*
25.0
* Costs to move BALD Division to Bellevue have been excluded from
this analysis.
III -37
•
•
•
•
Is
III -1-D-3
3. Natural Resources and Parks Division
Service Area
King County Natural Resources and Parks Division is responsible
for planning, developing and managing park facilities that are used by
the general public in both the incorporated and unincorporated areas of
the county.
Services
Services include athletic fields, passive parks, swimming pools,
beaches, community recreation facilities and the King County Fair.
Division Budget
Section
Amount 1988
AdoptedFTE
Administration
$ 1,343,923
12.00
Aquatics
Parks Capital Improvement
3,161,196
733,836
45.00
17.00
County Fair
546,552
3.58
Parks Maintenance
4,442,854
102.00
Recreation Services
1,562,953
25.14
Utilities
578,013
0.00
Resource Planning
329,973
7.50
Surface Water Planning
0
9.50
Parks and Open Space Plan
100,030
2.00
Total
$12,799,330
223.72
° Table III -1-D-2 provides information on the park and recreation
facilities in the Federal Way area. See also Figure III -3.
° Table III -1-D-3 shows capital improvement projects in the Federal
Way area and their annual funding for 1988 and 1989. See also
Figure III -2 in Roads and Engineering.
° Table III -1-D-4 shows maintenance costs for each of the park
facilities.
° Table III -1-D-5 provides performance indicators for parks and
recreation facilities in the Federal Way area: these are based
on actual data for 1987.
III -38
TABLE III -1-D-2
KING COUNTY PARK FACILITIES IN THE FEDERAL WAY AREA
Park Address
Adelaide
16th PL SW
& SW 307th
Alderbrook
13th SW & 325th SW
Dumas Bay
44th SW of
310th SW
Lake Grove
SW 308th &
8th Ave SW
Lakota
Dash Pt Rd
& 21st Ave SW
Mirror Lake
10th Ave S
& S 315th
Olympic View
29th SW & SW 330th
Palisades
50th PL SW
& Dash Pt Rd
Poverty Bay
SW 302nd &
25th Ave SW
Sacajawea
Dash Pt Rd
& 16th Ave S
Steel Lake
2410 S 312th
West Campus
S 320th - S 336th
Trail
along 6th
Ave S
Wildwood
23rd Ave S
& S 300th
Kenneth Jones
2.60
Neighborhood
(Federal Way)
.50
Pool
Pool
30421 16th
Ave S
.7
Acreage
Classification
Status
6.80
Neighborhood
Developed
10.00
Neighborhood
Developed
23.00
Natural Resources
Developed
4.80
Neighborhood
Developed
28.15
Community
Developed
3.40
Neighborhood
Developed
9.80
Neighborhood
Developed
3.20
Neighborhood
Under Constr.
37.00
Natural Resources
Undeveloped
18.00
Community
Developed
51.92
Community
Developed
10.00
Trail
Developed
2.60
Neighborhood
Developed
.50
Pool
Developed
Land Leased
from Federal
Way School
District
Parks not in incorporation boundary, but in general Federal Way area:
Redondo Redondo Beach Rd.
Waterfront and Redondo Way S. 2.30 Neighborhood
Wooten Redondo Beach Rd.
and Redondo Way S. 2.30 Neighborhood
Woodmont 12th Avenue S.
and S. 268th St. 8.70 Neighborhood
Source: King County Parks, Planning and Resource Department,
Personal Correspondence, September, 1988.
III -39
Developed
Undeveloped
Undeveloped
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TABLE III -1-D-4
MAINTENANCE COSTS FOR KING COUNTY PARKS AND RECREATION
FACILITIES IN THE FEDERAL WAY AREA
Park/Facility 1987 Cost Actual Hours
Wildwood Park
Mowing Crew
$ 135
20.5
Park Manager
1,036
159.5
Utility Worker
25
2.0
Support Tasks
47
3.5
Special Maintenance
22
2.0
Rehabilitation Tasks
90
10.0
Other
44
5.0
Total for Wildwood Park
1,3
Lake Grove Park
Mowing Crew
$ 111
16.0
Park Manager
625
94.5
Utility Worker
387
31.0
Rehabilitation Tasks
297
38.5
Special Maintenance
124
10.5
Other
80
8.5
Total for Lake Grove Park
1,624
199.0
• Mirror Lake
Mowing Crew
$ 152
24.0
Park Manager
380
60.0
Special Maintenance
55
5.0
Rehabilitation Tasks
457
44.0
Total for Mirror Lake
1,044
-1T3
•
Olympic View Park
Mowing Crew
$ 205
33.0
Park Manager
722
104.5
Utility Worker
249
20.0
Rehabilitation Tasks
3,483
375.0
Special Maintenance
78
6.0
Total for Olympic View Park
4,77
538.5
Adelaide Park
Mowing Crew
$ 3
0.5
Park Manager
655
82.0
Utility Worker
461
37.0
Support Tasks
58
4.5
Special Maintenance
96
11.0
Rehabilitation Tasks
40
8.0
Total for Adelaide Park
$ 1,31
14 .
III -44
III -1-D-4
III -45
TABLE III -1-D-4
(continued)
,
Park/Facility
1987 Cost
Actual Hours
Poverty Bay
$ 21
2.0
Mowing Crew
46
4.5
Park Manager
25
2.0
Utility Worker
Total for Poverty Bay
97
Dumas Bay Park
$ 782
105.5
Park Manager
230
19.0
Support Tasks
Total for Dumas Bay Park
Steel Lake Park
$30,162
4,108.0
Park Manager
2,806
339.0
Mowing Crew
67
6.0
Other
O
Utility Worker
517
41.5
Rehabilitation Tasks
76558.0
T34,317
,55 ..5
Total for Steel Lake Park
Steel Lake Addition
$ 1,037
125.5
Mowing Crew
62
5.0
Utility Worker
62
5.0
Special Maintenance
Total for Steel Lake Addition 1,161
1T5—.5
Sacajawea Park
$ 2,520
304.5
Mowing Crew
9,116
1,314.5
Park Manager
194
15.5
Utility Worker
118
14.5
Support Tasks
Rehabilitation Tasks
582
51.0
Total for Sacajawea Park
$1 30
1,700.0
Lakota Park
$ 1,530
176.5
Mowing Crew
6,389
952.0
Park Manager
1,119
95.0
Utility Worker
1,002
74.0
Support Tasks
539
51.0
Special Tasks
871
79.0
Rehabilitation Tasks
$—lr,4-5'U
19427.5
Total for Lakota Park
III -45
III -1-D-4
. TABLE III -1-D-4 - Continued
Park/Facility 1987 Cost Actual Hours
Federal Way Park
Mowing Crew
$ 60
9.5
Park Manager
622
151.0
Utility Worker
1,288
109.5
Support Tasks
4,109
295.5
Other Tasks
1,117
129.0
Rehabilitation Tasks
5,780
569.5
Total for Federal Way Park
$12,97
1
West Campus/Trail
Mowing Crew
$ 33
5.0
Park Manager
802
119.5
Utility Worker
137
11.0
Special Maintenance
185
12.5
Other
109
6.5
Total for West Campus/Trail
1,266
5
Alderbrook Park
Mowing Crew
$ 442
48.0
• Park Manager
715
96.5
Utility Worker
174
14.0
Rehabilitation Tasks
123
15.5
Special Tasks
44
3.0
Other
45
3.0
Total for Alderbrook Park
1,54
180.0
Total 1987 Costs for Parks
in the Federal Way area:
$86,464
10,763.0
•
Note:
Park Manager includes: athletic field maintenance; sweeping; playground
maintenance; litter; restroom maintenance; landscape maintenance; painting;
drainage maintenance.
III -46
III -1-D-3
Utility work includes: athletic field fixtures; pruning; •
carpentry/fences, locks; asphalt, concrete, gravel; fabrication;
vehicle and equipment maintenance.
Support tasks include: carpentry; irrigation; chemical application;
turf maintenance; equipment operation; hauling; equipment maintenance.
Rehabilitation tasks include: carpentry and painting.
Special tasks include: irrigation; building/barn maintenance; welding;
sweeping; repairs from vandalism.
Tasks are performed by a mix of full-time and seasonal employees.
Source: Personal Correspondence from Department of Parks, Planning and
Resources, November, 1988 - and The Georgette Group
TABLE III -1-D-5
1987 PERFORMANCE INDICATORS FOR PARKS IN THE FEDERAL WAY AREA
•
Activity 1987 Actual
Park Operations 10,763.0 hours
Park Capital Improvements 3.0
Park Completed Developments 0
Park Completed Acquisitions 0
Park Completed Surveys 0
Aquatics - Kenneth Jones (Federal Way) Pool
1987 Information
• Attendance 16,166
° Therms used 38,828
° Kilowatt hours used 504,425
Recreation
° Attendance* 282,000
*Attendance is not kept by site, but by program element in each
recreation district. There is one recreational district in the
Federal Way study area.
III -47
III -1-D-3
Costs of Service
Based on 1987 actual labor hours expended on parks maintenance in
Federal Way, a total of 5.43 full time employees (FTE) was derived.
Maintenance on the Federal Way Pool was excluded from the analysis
since it will likely remain a County facility.
° 5.43 = 1987 FTE for parks maintenance in Federal Way
94.42 = 1987 unincorporated King County
= 5.75%
° Using 5.75% of the 1988 adopted Parks' budget, the following costs
to serve Federal Way were derived:
$255,464 Parks Maintenance
89,870 Recreation Services
33,236 Utilities
44,349 Administration
$422,919 Total cost for Parks Services
* Administration costs for Federal Way based on 3.3% share of total
administration budget.
Options
"The Natural Resources and Parks Divisions would recommend the
• transfer of community and neighborhood parks to the new city. The
final decision on this transfer would be made by the elected
officials of the county." (Correspondence, December, 1988). See
Table III -1-D-2.
° Under the above assumption acquisition of any of the remaining
facilities i.e. Dumas Bay, Poverty Bay and West Campus Trail by the
new city, joint development and/or operation would have to be the
subject of Federal Way/King County negotiations after
incorporation.
Issues
° Cost of parks and recreation facilities and services.
Access to and adequacy of parks and recreation services for
Federal Way residents.
° Cost to contract for service versus providing in-house
capabilities.
° Start-up time for a new city parks and recreation department.
Continuity of park maintenance.
is
Adequacy of current C.I.P. planning for the Federal Way area.
III -48
III -1-D-3
Impacts
° Assuming all neighborhood and community parks did transfer to the
new City, then there would be a reduction of approximately $423,000
in park expenditures to the County (excluding the Federal Way
Pool).
• No definitive information on the status of capital improvement
projects in the study area can be provided at this time, since
County policies regarding capital projects in incorporation and
annexation areas remain undetermined at this time.
° Projects shown in Table III -1-D-3 represent all the projects
contained in the proposed incorporation area that are listed in the
1989-1994 Capital Improvement Program Resource Book. The status of
each project is shown in the footnotes to this table. This
information was provided by the Natural Resources and Parks
Division as of early January 1989.
III -49
17J
•
III -1-D-4
4. Cultural Resources Division
• The Division of Cultural Resources provides programs and services
for arts, historical preservation, and museum assistance activities in
conjunction with the Landmarks Commission and the Arts Commission.
The Arts Commission initiates, sponsors and conducts a variety of
programs designed to further public awareness of, interest in and
enjoyment of visual, performing, literary and media arts. The Arts
Commission also administers King County's "1% for Art" program.
° The Landmarks Commission and the Office of Historic Preservation
seek to identify, evaluate and preserve buildings and sites that
depict the heritage of King County. This is accomplished through a
combination of regulations, incentives, and public education.
° Museum Assistance provides educational and technical assistance
services to community historic museums throughout King County.
Programs include technical assistance, workshops, conferences, a
newsletter, special events, and exhibit and curriculum development
to support community historical museum efforts.
The division has a total 1988 adopted budget of $1,153,410 and the
equivalent of 11.6 full time employees.
• Historic Preservation
There are 15 sites listed on the King County Historic Sites Survey
located within the proposed Federal Way incorporation area. Under King
County jurisdiction, sites listed in the King County Historic Sites Survey
are considered potentially eligible for landmark designation and protection
under KCC 20.62. Prior to designation, any development action affecting
these sites is informally reviewed by the Historic Preservation Program
through coordination with the Building and Land Development Division. Sites
with strong historical significance and physical integrity may be further
considered for official designation as a result of this preliminary review.
Impacts
° Incorporation of Federal Way would remove the protective juris-
diction, which now applies to these specific sites as well as to
potential landmarks not yet identified.
° In order to satisfactorily mitigate this impact, Federal Way would
need to implement a cultural resource protection mechanism that is
comparable in scope to the County's, or enter into a landmarks
interlocal agreement with King County. The landmarks interlocal
agreement basically provides for landmark designation by King County
and design review regulation by the local jurisdiction.
•
III -1-D-4
Arts •
The Federal Way area has been difficult to provide arts services to
because of the lack of a centrally organized community cultural and arts
provider. Incorporation of this diverse area may aid the Arts Commission by
giving it a system through which a government -related local arts agency may
be established. Through this agency, a more consistent dialogue could occur
between the community and the Arts Commission.
L'
!I
III -1-E-1
E. JUDICIAL, LEGAL AND CORRECTION SERVICES
• 1. Judicial Services
King County District Courts Service Area
King County is divided into 11 judicial districts. The Federal
Way incorporation area is within the jurisdictional boundaries of the
Federal Way District Court.
Jurisdiction
In King County there are two types of courts of limited
jurisdiction: district courts and municipal courts. Courts of
limited jurisdiction may hear minor criminal matters, small claims,
civil matters involving small claims, and traffic cases. In addition,
some felony actions are initially filed in district courts for
fact-finding.
King Country District Courts Budget
1988
Adopted
Section Amount
FTE
District Cts. $ 7,136,553
191.00
Court Adm. 1,373,078
9.00
• Probation 1,453,723
43.20
Warrants 180,016
8.00
Total $10,143,370
251.20
Performance Indicators
1986
1987
1988
Activity
Actual
Est.
Proj.
Traffic Infractions
139,974
134,000
149,000
Criminal Cases
46,873
50,000
48,000
Domestic Violence Petitions
679
700
750
Civil Filings
24,873
23,000
27,000
Small Claims Filings
9,414
9,300
9,300
Felony Cases
7,240
7,300
7,000
Magistrate Hearings
37,672
46,000
50,000
Jury Trials Set
14,176
18,000
16,000
Non -Jury Trials Set
37,150
37,500
41,000
Requests for Pre -/Post -Sentence,
DWI & Deferred Prosecution
Report/Evaluation
4,538
5,000
4,500
Requests for Probation Supervision
3,250
3,500
3,750
Probation Sentence of 2 or more yrs. 1,566
2,000
2,000
r�
U
III -52
III -1-E-1
Facilities Serving Area
Population
Federal Way District Court 82,507
33506 - 10th Place South
Federal Way, WA
District Court Budget
Categories
Personnel
$599,523
Supplies
7,070
Services
42,797
Intergovt.
2,302
Capital
2,450
Subtotal $654,142
Allocated Costs
Probation $147,964
Warrants 17,239
Admin. 52,197
Subtotal $217,400
Total
$871,542
District Court Revenue Projections*
Categories
City $ 0
Svc. Chg. 32,053
Fine/Forf. 885,422
Misc. 10,865
$915,610
* After remittances to State of Washington
III -53
III -1-E-1
•
17J
Staffing Formula
° The number of judges allocated to a district court depends upon
the certified population of that district as determined by the
Washington State Office of Financial Management (OFM).
40,000
to less than 60,000 =
1
judge
60,000
to less than 125,000
= 2
judges
125,000
to less than 200,000 =
3
judges
200,000
or more =
3
judges, plus 1 judge per every
100,000 or any fraction thereof.
Estimated Cost of Service for the Federal WaX area, using Auburn and
Kent budget contract costs to derive per capita ata.
Auburn Budget Cost $155,000
Kent Budget Cost 230,000
Total $385,000
$385,000
63,140 pop. = $6.10/capita
Auburn population 30,790
Kent population 32,350
63,140
Estimated cost to Federal Way for Court Filing Fees: $353,800
Options
° Create a full municipal court with its own judge.
Create a municipal department within the district court system.
Create a traffic violations bureau in the city along with either
of the above options.
° Contract for all services through the King County District Court.
Form an interlocal agreement with other interested municipalities
to form own court system.
Issues
° Continuity of service during the transition phase and during the
time a municipal court was being established.
° Cost to establish and staff own municipal court.
Cost of contract services with the King County District Court
System.
III -54
III -1-E-1
Impac •
• If the city chose to form a municipal court and traffic violations
bureau, the Federal Way District Court would be impacted by a loss
of over 70% of its caseload.
• District Court Administration, Probation and Warrants sections
would only be marginally affected.
III -55
•
III -1-E-2
2. Legal Services
• a) King County Department of
Human Resources Office of Public
Defense
Service Area
° The Public Defense Program
indigents charged with
administers defense services to
in
crimes King County Superior Court,
District Courts and in several municipal courts (cities). The PDP
contracts with a non-profit defender association
to provide
these
services. Therefore, most
these
of their budget
consists of charges for
contract services.
Public Defense Budget
1988
Public Defense
Ado ted
10,430,06
FTE
18.0
Performance Indicators
1986
1987
1988
Contracted Cases:
Actual
Estimated
Proj.
Felony/Probation
5,300
6,000
7,150
King County Misdemeanor
7,535
91000
8,422
Seattle Municipal
11,607
12,884 11,828
Juvenile Offender
6,985
7,590
8,166
• Dependency
1,580
1,826
2,118
Involuntary Commitment
2,581
2,626
2,743
Assigned Council Assignments:
Felony
Felony Probation
148
42
80
20
146
King County Misdeameanor
270
265
48
324
Juvenile Offender
440
375
710
Juvenile Review
122
105
32
Dependency Petition
55
70
80
Dependency Review
487
660
0
Civil Contempt
96
108
303
Seattle Municipal
66
40
4
Interview
27,213
30,100 34,295
District Court Cases Defended/Contract Cost
1987
1987
1988
Cases
Cost/Case
Cost/Case
Federal Way 1,230
$156.44
$168.46
The Federal Way District Court
100,000
generates 1,434
indigent defense
cases
per population based on
1,230 cases/85,800 population.
•
III -56
III -1-E-2
Cost of Service •
58,000 Federal Way Population
x.01434 Cases/Capita
8T2 Cases
$168.46 1988 Contract Cost/Case
$140,200.00 Cost to serve Federal Way (rounded)
Options
Contract with the King County Office of Public Defense.
Contract directly for public defender services with other service
providers.
Issues
° Cost of indigent defense services.
Impacts
If the city chose not to contract for services with PDP, then the
non-profit defense association would have a lower caseload and lower
contract payments. The marginal effect on King County's
administrative workload would be minimal. •
III -57
•
III -1-E-2
b) Prosecuting Attorney
16 Service Area
•
The King County Office of Prosecuting Attorney provides legal
services to King County including the roles of legal advisor, defense,
criminal and civil prosecution under State and County law, conveying
and advising the grand jury, screening and prosecuting cases under the
Juvenile Code, representing the State in mental health and alcoholism
commitments as well as child support enforcement. The Prosecuting
Attorney serves the King County District Courts with the following
services:
° Prosecute all Washington State Patrol cases.
° Prosecute all King County Police cases.
° Administer pre-trial hearings, probation hearings and sentencing.
° Establish trial calendars.
Hold jury trials.
Handle appeals of cases to the Superior Court.
Budget Summary 1988 Adopted
Amount FTE
Policy & Administration $ 1,034,910 17.00
Criminal Division 5,402,800 130.50
Civil Division 3,257,076 82.75
Fraud Division 637,116 13.00
Total
$10,331,902 243.25
Total Prosecution Costs for Federal Way District Court
Deputy Prosecutor $ 24,500
Legal Assistant 19,600
Special Deputies 900 hr./yr. 7,200
Administrative, Overhead & Benefits (30%) 15,400
Total
$ 66,700
Cost of Service to the Federal Way Incorporation Area
° The Federal Way District Court serves the Federal Way
incorporation area. Using a ratio of the Federal Way
population to the population of the Federal Way District
Court, a total prosecution cost of $42,000 to serve the
Federal Way incorporation area was derived.
III -58
III -1 -E -2-b
Options
° Contract for prosecuting attorney services for both civil and
criminal cases from a private law firm.
° Employ a City Attorney for prosecution services.
Issues
° Would prosecution work load justify in-house city legal staff?
° Cost of in-house prosecution versus private contract legal
services.
° Continuity of prosecution services.
• Coordination with District Court or Municipal Court schedules and
proceedings.
Impact
° The new city would become responsible for prosecution of cases
brought under municipal law.
•
•
III -59
III -1-E-3
• 3. Correctional Services
King County Department of Adult Detention provides jail services to
King County, the Federal Government and many individual cities in the
county. Over 24% of the department budget comes from contract payments from
Seattle, other cities and the Federal Marshall (see Budget, below).
Adult Detention Expensesl
III -60
1988 Adopted
Amount
FTE
Directors Office
394,26
8.50
Administrative Services
5,098,505
12.00
West Wing/Work Release
1,851,892
48.50
Inmate Services
1,099,948
22.50
Court Services
761,594
20.45
Detention Administration
140,278
3.00
Intake
2,714,802
65.00
Security
5,286,315
133.00
Commitment/Court Detail
1,575;555
39.00
Maintenance/Supply
1,006,275
10.00
Kitchen
1,582,451
16.00
Total
$21,511,879
$377.95
Adult Detention Revenues
1988
1988
1987 Executive
Council
Estimated Estimated
Estimated
Current Expense Fund
Work Release Room & Board
Inmate Reimb.
570,000 206,488
206,488
Work Release Admissions
Interview Fees
34,000 29,410
29,401
Involuntary Treatment
Transport Fees
87,234 106,116
106,116
State Reimbursement -
Parole Holds
100,000 147,384
147,384
Jail Services Contract Pymts:
City of Seattle
5,127,070 5,207,695
5,253,023
Other King County Cities
788,876 802,479
886,321
Federal Marshall
31,536 34,608
34,608
Seattle Municipal Court
126,428 115,825
115,825
Commissary Revenue
325,000 350,000
350,000
Miscellaneous Revenue
32,380 54,560
54,560
Total Agency Revenues
$7,222,524 $7,054,556
$7,183,726
1 King County Budget, 1988 Adopted.,
Page G-6
•
III -60
III -1-E-3
Performance Indicators
•
1986
1987
1988
Activity
Actual
Estimated Projected
Population
1,368
1,494
1,564
Main Jail ADP (Male & Female)
1,027
1,072
1,173
Male Work Release ADP (West Wing)
142
163
84
Contracted Work Release Beds
20
20
40
No. Rehab. Fac. ADP (Long Term)
151
174
172
NRF -DWI ADP
6
7
6
Average Length Stay
11.47
11.73
11.87
Number of Bookings/Year
43,515
46,492
48,270
Primary Classification Interviews
20,399
16,269
16,300
Pretrial Release Interviews
16,108
18,138
20,200
° Jail population and bookings have
increased
steadily over
the years
The population in the new King
County Jail
that opened in
1986 is
significantly over design capacity
and the
above projections.
Facilities
King County Jail, 500 Fifth Avenue,
Seattle.
North Rehabilitation Facility at
Firlands, 2002 N.E. 150th,
Seattle.
Cost
•
Cost of Service for Federal Way Area Number* 1988 Fee
Misdemeanor Bookings
609
$56.24
34,250
Misdemeanor Maintenance Days
5,005
30.29
151,601
618
Investigation Bookings
110
273
5.62
3.03
827
Investigation Maintenance Day
Total
$187,296
*Estimated from City of Bellevue
1987, Detention Summary Billing Report.
Options
Contract for corrections service through King County.
° Establish their own corrections facility (however, this is
unlikely).
° Contract for service with other nearby jurisdiction(s) having jail
capacity, e.g. Kent and Auburn.
Issues
° Cost to establish own facility
° Exposure to liability due to operation of a new city jail.
• III -1-E-3
•
•
° Continuity of service through transition phase while municipal
facility is built and corrections department is developed.
° Cost of contract detention and corrections services.
° Distance to the contract jail facility, time lost in transporting
prisoners.
Impacts
° The most likely affect of incorporation of the new City of Federal
Way with emphasis on improved police protection would be a greater
number of arrests with a commensurate increase in bookings and an
increase in fees for King County.
III -62
F. DEPARTMENT OF PUBLIC HEALTH
The Department of Public Health includes: •
° The Office of Medical Examiner
° Emergency Medical Services
Seattle -King County Health Department
° Alcoholism and Substance Abuse Services
1. Medical Examiner
Service Area
King County, Seattle office only. No city within King County
provides its own medical examiner.
Services
The Medical Examiner's Office is responsible for investigating
sudden and unexpected, violent or suspicious deaths. The
investigations are performed under the authority of State statute and
include field investigation, performance of autopsies, certification of
death, and control and disposition of the personal property of the
deceased.
Impacts
Incorporation of Federal Way would not affect the Office of the
Medical Examiner.
2. Emergency Medical Services
The Emergency Medical Services Division (EMS) is responsible for:
° Developing, implementing and administering a mobile intensive care
paramedic services program in cooperation with King County Fire
Districts.
• Setting standards for the training and examination of emergency
medical service personnel, equipment and facilities in the County.
° Coordinating all aspects of emergency medical service in the County
with Federal, State or private agencies.
° Implementing emergency medical services training programs, public
information procedures and delivery systems.
• Developing, implementing, and administering a program to coordinate
private ambulance company operations in emergency situations.
•
III -63
Budget and Personnel
• 1988 Adopted Budget
Section Amount FTE
Administration
$ 454,972
4.50
Training Services
178,351
2.00
Provider Groups
4,160,742
34.00
Communications
13,332
0.00
CPR Education
89,636
1.00
EMT Defibrillation
58,901
1.00
Basic Life Support
5,189,295
2.00
Injury Prevention
44,080
1.00
Community Services
158,328
0.00
Donations
29,991
0.00
Total
$10,377,628
45.50
Performance Indicators
1987
1988
Activity
Estimated
Projected
Training Services:
# EMTs Certified
150
150
# EMTs Recertified
400
450
SKC Paramedic Program:
• # Responses
8,800
91000
CPR Education:
# Students Trained
18,000
18,000
EMT Defibrillation:
# EMT -D Manual Trainees
120
100
# EMT -D Automatic Trainees
120
150
Injury Prevention:
# Bicycle Safety Trainees
500
400
# Bicycle Safety Instructors
40
40
SKC = Seattle/King County
CPR = Cardiac Pulmonary Resuscitation
EMT = Emergency Medical Technicians
Service Delivery
The King County Emergency Medical Services (EMS) system is organ-
ized as a layered response system. When a call for emergency medical
help is received, the nearest fire department aid unit is dispatched.
These units respond to every reported medical emergency. Aid units
are manned by firefighter/emergency medical technicians (EMTs) with
training in advanced first aid (basic life support services).
•
III -64
° Paramedic units, the second layer of EMS response, are dispatched
simultaneously with aid units to severe medical emergencies.
Paramedics are trained in advanced life support services (ALSS). •
Allocation of Basic Life Support Services
Formula: 1/3 determined by assessed valuation of property
in jurisdiction
1/3 determined by annual number of responses
for emergency medical aid
1/3 determined by estimated annual population
in jurisdiction
° Example: If a fire department has 5% of the total number of aid
calls, then that department receives 5% of the funds
allocated to the total aid call category. Similar
calculations are done for assessed valuation and
estimated population. The total annual BLS funding
is the sum of the three dollar amounts.
1988 Basic Life Support Allocations
Fire District $
# 39 354,828 •
° Total King County 1988 BLS: $5,094,209
Impacts
• Funding of basic life support services through King County Fire
Protection District #39 will continue. (Also see Fire Protection,
Part III -2-A).
° Adjustments in annual BLS funding amounts will occur due to changes
in assessed valuation, population, and number of aid responses (see
formula for allocation). The amount of these adjustments will
depend on the geographical area included in the proposed Federal Way
incorporation, and the arrangements made by the new city for the
provision of basic life support services.
• Incorporation will not alter the provision of paramedic services
to the area so long as fire protection services remain unchanged.
° Both paramedic and BLS services will continue to be provided to
the area through the end of 1991, the end of the next EMS levy.
•
III -65
III -1-F-3
3. Seattle/King County Health Department
• This Department is divided into four divisions:
° Regional Health Services providing service center management;
treatment for sexually transmitted diseases; epidemiology; vital
statistics; jail health and laboratory.
Seattle Health Services
County (Personal) Health Services including:
- Administration/Planning
- Health Education
- Service Center Management
- Personal Health Supervision
- Pediatrics & Teen Health
- Day Care Screening
- Maternal Care
- Immunizations
- Renton Medical Clinic
- School Health
- Family Planning
- Women, Infant & Children
- Muckleshoot Reservation Services
• - Geriatrics
- Crippled Children Services
- Surgical Services
- Dental Services
- Buckle Baby First
- South County Dental
- Services Provided by Others
•
Environmental Health Services including:
- Administration/Planning
- Environmental Health Supervision
- Water Quality
- Solid Waste
- Sewage Disposal
- Plumbing Refrigeration & Gas Piping
- Vector/Nuisance
- Food Service Establishments
- Meat Inspection
- Chemical & Physical Hazards
- Living Environment
- Noise Control
- Community Environmental Health
- Sewer Baiting
III -66
III -1-F-3
The department provides diagnostic and treatment services through •
a network of clinics to the entire county, including both incorporated
and unincorporated areas. Both (personal) health services and
environmental health services are provided to the residents of the
proposed Federal Way incorporation area through the Department's
Southwest District Health Center located at 10821 - 8th Ave. S.W.,
Seattle, WA.
Personal health services are provided at the South District Health
Center located at 20 Auburn Avenue, Auburn, WA. Personal health
services are also provided on a 2 1/2 days per week schedule by South
District staff at the South King County Multi -Service Center located at
1505 South 356th Street, Federal Way, WA.
Southwest District Health Center 1988 Budget
Administrative $ 149,473
Personal Health Services 1,502,603
Environmental Health Services 651,656
Total $2,303,732
Southwest District Revenue Sources
Current Expense
(King County & Cities)
Federal & State Funding
Fees, Permits, Reimbursement,
Donations
Total
$1,278,039 (55.5%)
435,755 (18.9%)
589,938 25.6%
$2,303,732 (100.0%)
South District Health Center 1988 Budget
enc udes services provided at outh King County Multi -Service Center)
Administrative
$ 91,471
Personal Health Services
1,846,972
Total
$1,938,443
South District Revenue Sources
Current Expense
(King County & Cities)
$1,107,306
(57.1%)
Federal & State Funding
Fees, Reimbursements, Donations
646,440
184,697
(33.4%)
9.5%
Total
$1,938,443
(100.0%)
III -67
•
•
III -1-F-3
•
•
Costs are charged to line item program budgets; costs are allocated
to program revenues based on the percentage distribution of the
various revenue sources that support the program.
Costs for services to outside revenue sources are done on a
fee-for-service basis (e.g., third parties) and a unit -of -service
basis for suburban cities pursuant to the Health Services Contract.
° There is no established per capita rate, but an amount is
determined annually, which is used to charge incorporated cities for
services provided to their residents.
° The Health Department calculates the total actual service costs
which include administrative costs.
° A portion of the total departmental costs are then assessed to each
city based on the actual number of encounters generated by the
city's residents.
Estimated Cost of Service for the Federal Way Area
Using Auburn as a comparable city:
Auburn population 1988 (OFM) 30,790
Federal Way population 1988 58,000
(188.4% of Auburn)
Auburn used 16,930 units of Basic Health Services in 1988.
- Health Dept. contract costs to serve
residents of Auburn in 1988:
- Estimated Health Dept. contract costs
to serve residents of new city of
Federal Way in 1988:
(i.e. 1.884 x $385,056)
Options
$385,056
$725,446
° To contract for personal and environmental health services with the
Seattle -King County Department of Public Health.
To establish their own public health department and provide local
service. (This option, however, appears to be highly unlikely since
the Seattle -King County Health Department provides service to all
residents, both within and outside cities. Currently there are no
cities in King County that have their own Public Health Department.)
III -68
III -1-F-3
Issues
° Continuity of service during the transition from a regional service
provider to local municipal service.
° Cost to establish a Public Health Department.
° Access to public health service facilities.
° Provision of a range of services similar to current service levels.
Impacts
° If incorporation takes place and the city elects to contract for
service, there would be no impact on King County.
° Estimated costs for service to Federal Way in 1988: $725,446
III -69
•
•
III -1-F-4
4. Alcoholism and Substance Abuse
Services
The Alcohol and Substance Abuse Division administers and delivers
regional alcoholism and drug abuse services throughout King County and
operates North Rehabilitation Facility, a community based corrections
facility located at Firlands.
Administration
° Coordination of inpatient/outpatient services.
° Contracts with private non-profit affiliate agencies.
° Preparation of State required service plans.
Detoxification
Provides medically controlled withdrawal from alcohol and drugs on
a 24 hour daily basis.
Extended Care Unit
° Long-term treatment program.
. Cedar Hills Alcoholism Treatment Facility (CHAT)
•
° Pre -care program.
° Intensive 30 -day program.
Emergency Services Patrol
° Intervention and transportation in downtown Seattle, two shifts,
seven days a week.
Prevention Services Program
° Coordinates prevention activities targeted toward pre -adolescents
and adolescents.
Treatment and Community Services
° Counseling services to King County and City of Seattle employees.
North Rehabilitation Facility
° Minimum security jail housing "long-term" alcohol and drug
offenders; and short-term program for DWI offenders.
III -70
III -1-F-4
Washington Center Building
° Treatment facility for a variety of services.
The Alcohol and Drug Abuse Contract Services
° Contract with community based agencies to provide out-patient
treatment services.
DWI Section
Develops strategies to prevent drunk driving.
Federal Omnibus Section
° Administers federal funds for outreach to youth.
Assessment Center Section
° Services for all state general assistance unemployable clients.
Budget and Personnel
Section
Administration
Detoxification
Cedar Hills Treatment
Emergency Svs. Patrol
Prevention Services
Treatment & Commun. Svs.
North Rehab. Facility
Washington Center Bldg.
DWI Prevention
Omnibus Federal Grant
Assessment Center
Alcohol Contract Svs.
Drug Abuse Contract Svs.
Total
1988
Adopted
Amount
FTE
$ 687,185
15.00
2,502,315
60.00
2,297,284
55.50
223,631
6.00
53,286
1.00
217,785
4.00
1,919,280
43.50
690,019
9.00
46,552
1.00
33,911
.50
864,014
15.00
519,333
0.00
1,348,570
0.00
$11,403,165 210.50
Impact
° Incorporation of Federal Way would not affect the Division of
Alcoholism and Substance Abuse.
•
C7
G. ANIMAL CONTROL
The Animal Control Section is within the General Services Division of the
Department of Executive Administration. King County Animal Control serves all
areas of King County except the cities of Seattle, Renton, and Des Moines.
Des Moines houses impounded animals at the Kent Animal Shelter.
Farilitiac
Main operations in Kent: an administrative facility and complaint
and communications center.
Shelter Hours: 9:00 a.m. - 8:00 p.m. 7 days.
Complaints 24 hours/7days a week.
Satellite Shelter for Eastside: Redmond -Fall City Road,
12:00 p.m. - 8:00 p.m. Closed Sunday.
Equipment
10 trucks, 1 passenger vehicle
Personnel
10 Field Officers
• Budget
$1,509,922 for 1988. Revenues come from licensing, permits and
inspection fees for pet shops, grooming parlors, hobby and commercial
kennels and penalties. All fees are governed by ordinance. Not all
expenditures are covered by these sources of revenue.
Revenue Estimates
License Fees $ 850,000
Control Fees 90,000
Spay/Neuter Deposits 45,000
Penalties 25,000
Other 499,922
All revenues from civil penalties, impounds and licensing are paid
to and retained by King County.
Interlocal Services Agreements
The terms of the Interlocal Services Agreement require that cities
adopt an ordinance substantially similar to King County's ordinance,
preferably adopting the King County Code by reference. King County
Animal Control provides each municipality with the same level of
service as that provided to the unincorporated areas of the county.
• All revenues accrue to the General Services Division for use by the
Animal Control Section.
III -72
Leash Laws •
Leash laws are by city ordinance and enforced by the Animal
Control Division. In order to petition for a leash law, 10% of the
registered voters are required. The King County Council needs to
approve the law after a hearing is held.
Options
The new City of Federal Way could contract for animal control
service with King County or other service providers.
° The City of Federal Way could provide its own service.
Issues
° If Federal Way incorporates and decides to contract for animal
control services with the county, then a city ordinance, similar
to the King County ordinance, would need to be adopted. This
ordinance, which must require similar fees to those set forth in the
county ordinance, would form the basis for animal control
enforcement within the City of Federal Way.
Impacts
° Incorporation would not alter the revenue/expenditure structure •
of the King County Animal Control Section (See General
Administration, Budgeting and Support Services, Section I).
•
III -73
H. LEGISLATIVE FUNCTIONS
The King County Council and its agencies serve all areas of the County, both
cities and unincorporated areas. The Federal Way community is served by Council
District 7. (See Figure III -4.) There are nine members on the council.
U
Impacts
° The new city would have its own City Council. Therefore, there would be
a slight decrease in the council and its agencies' workload.
III -74
1988
Adopted
Budget
Amount
FTE
Council & Disability Retirement Board
$ 1,156,740
$ 18.00
Council Administrator and Program Director
3,071,298
47.70
Zoning and Sub -Division*
265,686
6.00
Auditor
589,599
12.00
Ombudsman
185,709
4.00
Tax Advisor
141,487
3.00
Board of Appeals and Equalization
324,539
4.00
Total
$ 5,735,058
$ 94.70
* Annalyzed separately
Cost of Service
° Per capita cost for the unincorporated area
is $2.39.
° Estimated cost to provide Federal Way area
with council
services is
. $138,620.
U
Impacts
° The new city would have its own City Council. Therefore, there would be
a slight decrease in the council and its agencies' workload.
III -74
•
•
U
III -1-H-1
1 . Office of Zoning and Subdivision Examiner
This office is a King County Council Agency. It provides a public
hearing process for zoning reclassification applications, planned unit
developments, land subdivisions, unclassified use permits and current use
classifications for unincorporated King County. It is sometimes referred
to as the hearing examiner.
300 King County Administration Building
500 Fourth Avenue
Seattle, WA 98104
Budget and Personnel
Zoning and Subdivision
Cost of Service
1988 Adopted
Amount FTE
$265,686 6.0
The cost of the hearing examiner's services to the Federal Way
community would approximate $27,897.
Impact
The impact of incorporation would result in a 10.5% decrease
in workload for the Office of Zoning and Subdivision Examiner based on
King County Building and Land Development (BALD) activity estimates.
III -76
I. GENERAL ADMINISTRATION, BUDGETING AND SUPPORT SERVICES
The County Executive, Deputy County Executive and the Department of Executive
Administration provide executive, general administration, budgeting and support
services to all of King County, both incorporated and unincorporated areas.
BUDGET AND PERSONNEL
1988 Adopted
Amount FTE
COUNTY EXECUTIVE
Current Expense Fund
bounty Executive $ 146,012 2.00
DEPUTY COUNTY EXECUTIVE
Current Expense Fund
Deputy county Executive $ 666,482 13.00
Budgets 1,382,342 28.50
Finance 4,681,385 82.80
Subtotal $ 6,730,209 124.30
RISK MANAGEMENT
Internal Service Fund
7'is-F75nagement $ 4,205,895 7.00
Total $10,936,104 131.30
DEPT. OF EXECUTIVE ADMINISTRATION
Current Expense Fund
Administrative Division $ 1,759,798 45.75
General Services 3,077,609 80.00
Personnel 1,268,146 27.50
Real Property 1,249,298 31.00
Records and Elections 4,754,492 43.50
Facilities Management 5,479,082 97.00
Subtotal
$17,588,425 324.75
Internal Service Fund
urc asing Stores $ 132,316 3.00
Printing/Graphic Arts Services 449,921 ,7.50
Safety & Worker's Comp. 2,207,156 11.00
Systems Services 6,813,160 85.40
Subtotal
Special Revenue Fund
E-911
TOTAL
III -77
$ 9,602,553 106.90
$ 2,808,490 2.00
$29,999,468 433.65
•
0
•
Cost of Service
County Executive
Deputy County Executive
Department of Executive Administration
County Executive
Deputy County Executive
Department of Executive Administration
(includes Animal Control)
TOTAL
*Current Expense Fund
Impacts
Per Capita Cost
for Unincorporated
Area
$ .06
2.94*
7.69*
$ 10.69
Estimated Cost to
Serve Federal Way Area
$ 3,480.00
170,520.00*
446,020.00*
$620,020.00
The City of Federal Way would provide its own, executive general administra-
tion and support services, however, the effects on King County would be slight,
with only a 2.53% or smaller budget impact (calculation based on total budget
minus Internal Service Funds and Special Revenue Fund - E-911).
III -78
III -2-A
CURRENT SERVICES PROVIDED TO THE FEDERAL WAY COMMUNITY
2. Special Purpose Districts
Special district governments, their formation and purpose are explained
in Part One, Chapter 4, Local Governments in the State of Washington. This
section describes the services to the Federal Way area provided by special
purpose districts including the fire district, water districts, sewer
districts, King County Library System, and Federal Way school district.
A. FIRE PROTECTION SERVICE
1 Profile of King County Fire Protection District #39
The area comprising the City is served by King County Fire Protection
District #39 (Federal Way). The district serves an area of 36 square
miles. The boundaries of the district and the facilities located within
the study area are shown in Figure III -5. Table III -2-A-1 provides a
profile of the district.
In addition to its regular service, Fire District #39 dispatches for
Burien Fire District, Fire District #44, Black Diamond Fire District,
Medic 4 and Medic 8, and for the Federal Way Water and Sewer District on
weekends only. Fire District #39 has mutual aid interlocal agreements
with almost all King County fire departments and some fire departments in
Pierce County (A mutual aid agreement is to assist another fire district
if requested to respond to an incident.) Fire District #39 has automatic •
response agreements with the City of Tacoma and the City of Kent. (An
Automatic Response Agreement means that two or more districts agree,
before the fact, to both respond to certain types of incidents).
Fire District #39 has a class 3 insurance rating. Fire districts are
rated for insurance purposes by the Washington Surveying and Rating Bureau
based on the districts/departments ability to serve the public. The major
criteria include size of service area; number and type of pieces of
equipment; water supply; and personnel. The highest rating is a class 1,
a class 10 refers to an unprotected area. Seattle and Tacoma municiple
fire departments both have an insurance rating class 2. There are no fire
districts in Washington state with a class 2 rating. These rates are then
translated into insurance rates for residential and commercial properties
located within that fire district.
•
III -79
•
Federal Way Incorporation ;Study
KING COUNTY
FIRE PROTECTION DISTRICT #39
Moc«s.rwc. ttwa bouwarNa mar axtwW beywW uta SUWy Ane
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III -82
11 1-2-A
2. Analysis of Service Options
The new City of Federal Way would have the following options with .
regard to providing fire protection service to residents and businesses
within its city limits:
• Continue to have Fire District #39 serve the area, with the
City contracting with the district for its services.
° Annex the City into the Fire District; the District would
continue to provide services and collect its operating levy.
° Form its own municipal fire department and assume ownership of
Fire District's #39 assets.
1) Since the proposed incorporation area contains at least 60% of
the value of the real property in the fire district then the new
city could assume ownership of all the district's assets.
a. City must pay the fire district (within one year) for part
of its assets equivalent to the portion of the district's
real property value remaining outside the city if the
districts' residents vote to do so.
b. Payment can be made in cash, properties or contract for fire
protection services. •
c. The fire district may require the city to provide service by
contract to the area outside the city if its residents vote
to do so.
Issues
° Control over the delivery of fire protection services.
• Local service areas.
° Continuity of service if a new city municipal fire department
were established.
° Coordination between the fire department and city building
administration for building code and fire code enforcement. A
cooperative arrangement between the planning and fire department
is used by the cities of Kirkland and Kent, and is an example of
how a coordinated approach to building and fire code enforcement
works to provide increased protection to the public.
° Access to additional funding options including grants, sales
tax, etc.
° Liability insurance required by a new city fire department.
III -83
•
•
is
III -2-A
Coordination and joint planning between the fire department and
the city police department. For example the City of Federal Way
could contract police dispatch to also enter the fire district's
computer aided dispatch centers so the fire district could better
respond to criminal and. traffic emergencies and -incidents in the
Federal Way area.
3. Impacts of Incorporation
Table III -2-A-2 shows the assessed valuation status of Fire
District # 39
TABLE III -2-A-2
SUMMARY OF ASSESSED VALUATION STATUS OF
FIRE DISTRICT #39 SERVING THE FEDERAL WAY AREA
Fire District #39 1988 Assessed Valuation
Assessed valuation of Fire District #39 contained
within proposed Federal Way city limits
Assessed valuation of area as a % of total
assessed valuation for Fire district #39
Revenues lost if new City of Federal Way
provides municipal fire service *
Fire district entitled to retain control
of assets even if incorporation occurs
$2,897,036,525
$1,994,312,800
68.84%
$ 3,248,719
No
* Consists of operating and reserve levies and the EMS allocation. Does not
reflect value of assets of fire district that would have to be paid to the new city.
° Fire District #39, having in excess of 60% of its assessed
valuation within the proposed Federal Way boundary, could have its
assets assumed by the new city.
° Negotiations between the city and the district could result in
return of some of these assets to the district as compensation,
or cash or payment in services may be made to the district.
Property owners within Fire District #39 would remain liable for
payment of their share of the district's bonded indebtedness.
° This Table does not reflect the value of the assets of the fire
district that wouTU-have to be paid to the new city. An
assessment of asset values is beyond the scope of this study.
Table III -2-A-3 provides an estimate of the current cost of service for
Fire District #39.
III -84
III -2-A
TABLE III -2-A-3
ESTIMATE OF CURRENT COST OF SERVICE FOR
FIRE DISTRICT #39 SERVING THE FEDERAL WAY AREA
Per capita of service for all of fire district 39* $58.83
Population estimate for service area contained within the
proposed city limits 58,000
Cost to serve fire district within proposed city boundary $3,412,221
Cost as a % of total fire district #39 budget 67%
* Based on population estimate of 80,000 used to allocate EMS funds; total
cost of service is $4,706,513, consisting of EMS and general levy revenues.
Table III -2-A-4 provides a summary of potential impacts to Fire
District #39 under two different scenarios:
° The City of Federal Way contracts for service with the fire
district.
° The City of Federal Way provides its own municipal fire department.
The reader is reminded that the list of potential impacts reflects a worst
case scenario for a new municipal fire department, and that some of these
impacts might not occur.
III -85
r�
•
•
TABLE III -2-A-4
SUM14ARY OF POTENTIAL IMPACTS TO FIRE DISTRICT 139
UNDER TWO DIFFERENT SERVICE OPTIONS
City of Federal Way City of Federal Way Provides Own
Contracts for Services Municipal Fire Department
IMPACTS IMPACTS
No reduction in fire district's service
Reduction in service area equal
area.
to portion of fire district
contained within the new city limits.
No reduction in fire district's revenues.
Substantial reduction in revenues to
No reduction in district's personnel.
fire district. $3.25 million;
(see Table III -2-A-2).
No re -configuration of service delivery.
Substantial reduction in paid
No changes in insurance rating of the
district fire fighting personnel.
District.
Personnel would likely be
transferred to the new municipal
Payments for contract services remitted
department.
by the city to fire district.
Loss of tax revenues and/or assets
Four of the district's commissioners
would likely result in re -rating of
currently live in the proposed
district's insurance rating.
incorporation area; they would no
longer be eligible to serve as a
Redeployment of district's resources
• commissioners for the unincorporated
most likely would result in reduction
portion of the district.*
in level of service to area of fire
district remaining in unincorporated
King County. i.e. - east of I-5 and
north section of fire district.
Any degradation in insurance rating
would adversely affect commercial
and possibly residential insurance
premiums, for businesses/residents
of the fire district that are not
within the boundaries of the new
City of Federal Way.
Four of the district's commissioners
currently live in the proposed
incorporation area; they would no
longer be eligible to serve as
commissioners for the unincorporated
portion of the district.*
* If the new City annexes into Fire District #39, then all commissioners could
continue to serve on the board.
III -86
III -2-A-4 continued
In discussions with Chief Thorson about the growth and operations of the fire •
district the following additional points were noted:
° The history of mergers with Fire District #22 in 1967; Fire District #32
in 1972 and Fire District #30 in 1980 provided a lot of experience with
the transition process which could be helpful should the Federal Way
area incorporate.
° The purpose of the mergers was to pool resources and thereby provide a
better and higher level of fire protection services to the community;
the district has had an aggressive program to keep up with the growth in
the area.
° The fire district has the knowledge, skills and capabilities to assist
in the operation of a city building department and would be available to
work closely with the city to develop building and fire codes.
° The district has provided leadership in the community and works closely
with other fire departments and law enforcement agencies in the area,
(both King and Pierce County).
• Growth in the area will include high rise buildings as the amount of
developable land decreases; building and fire code regulations will
become more complex.
° Capital improvements - the district is in the process of developing a .
long range capital improvement plan. The plan for the previous five
years is just being completed with the construction of a new station #4
at 33rd Ave. South and South 320th to be operational by March 1989.
III -87
III -2-B
B. WATER SERVICE
• 1. Profiles of Water Districts/Purveyor Serving the Federal Way Area
Water service in the Federal Way area is now provided by three different
Water Districts/Purveyor: Federal Way Water & Sewer District, Water District
#75 and the Tacoma Water Division. Their district boundaries are shown in
Figure III -6.
Profiles of these water districts/purveyors are shown in Table III -2-B-1. TablE
III -2-B-2 provides a list of capital improvement projects for each district.
The use of "district" is also meant to include "purveyor".
2. Analysis of Service Options
Options
° The City of Federal Way allows all the water districts to continue
operations as before incorporation and continues to have each water
district provide service to their respective portion of the new city.
This option would obtain unless the city decided to adopt another.
Other options could be selected in the future.
° The City of Federal Way assumes jurisdiction and operations of some
or all of the Districts serving the incorporation area.
• If the portion of a district's territory within the new city's
boundaries is more than 60% of the area or assessed valuation, but less
than 100%, the City may by ordinance assume jurisdiction over the entire
district (except any portion of the district within another city) or over
only that portion of the district within City boundaries. Should the City
decide to assume jurisdiction over only that portion of a district within
its limits, the district may, by election, require the City to assume
responsibility for all of the district's operations. The City would then
administer the district and collect fees from all service users.
° The City of Federal Way assumes jurisdiction and operations of only
the portion of Water Districts that are within its corporate limits,
thereby forming its own municipal water service. This may occur only
when the proportion of the water district that is within the new city
boundaries is less than 60%.
Issues
° Consistency of City and Water District/Purveyor planning.
° Potential economies of scale of combined operations.
• Access to technical expertise concentrated with a municipal public
works department.
• ° Coordination of interrelated systems in a municipal public works
department; i.e. roads, storm water management, water, sewer.
HMW -181
Federal Way Incorporation Study
WATER DISTRICT SERVICE AREAS
� Federal Way Water and Sewer District
Tacoma Municipal _ Boundary
Water Service Area Water District #75
Service Area
Federal Way Water
Service Area
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III -2-B
° Provision of water service depends upon technical factors such as
supply sources and physical features of the area, so a new city
boundary may create an arbitrary or artificial service area, not a
logical one.
Continuity of water service planning, operations, billings and
finances.
A city may have access to more funding options including
additional grants.
3. Impacts of Incorporation
These impacts will depend upon the options selected by the new City of Federal
Way.
° It is most probable that the status quo regarding water service
in the area will remain for a time even if incorporation occurs.
Under this scenario each water district would continue to provide
service to its respective service area within the Federal Way city
limits.
° Table III -2-B-3 shows the assessed valuation status of all the
water districts serving the Federal Way area. If the status quo is
not maintained after incorporation, then the following impacts could
occur:
- The new city could assume jurisdiction over all water
service in the Federal Way city limits, including Federal
Way Water & Sewer, Tacoma Water Division and Water
District #75. However, Federal Way Water & Sewer customers
outside the city may vote to have the city provide service to
them as well.
- The new city could assume jurisdiction over Federal Way
Water & Sewer (and by election, the whole FWWS District),
then could either assume jurisdiction or contract for
service with either the Tacoma Water Division or Water
District #75, or leave these peripheral areas in the
status quo.
° Transfer of water service from the existing purveyor(s) to the new
city would entail negotiations and careful consideration of all
technical factors that impact service.
•
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III -2-C
• C. SEWER SERVICE
1. Profiles of Sewer Districts Serving the Federal Way Area
The Federal Way area currently receives sewer service from two
different Sewer Districts, these include: Federal Way Water and Sewer
District and Des Moines Sewer District. Their service area boundaries are
shown in Figure III -7.
A profile of each of these sewer districts is shown in Table III -2-C-1.
Table III -2-C-2 provides a list of capital improvement projects for each
sewer district.
2. Analysis of Service Options
Options
The City of Federal Way allows the two sewer districts to continue
operations as before incorporation and contracts with them for service.
° The City of Federal Way assumes jurisdiction and operations of the
Federal Way Water and Sewer District and creates its own municipal sewer
department. It could either contract with Des Moines Sewer District or
assume jurisdiction over that portion which provides services to the
•city.
If the portion of a district's territory within the new city's
boundaries is more than 60% of the area or assessed land valuation, but less
than 100%, the City may by ordinance assume jurisdiction over the entire
district (except any portion of the district within another city) or over
only that portion of the district within City boundaries. Should the City
decide to assume jurisdiction over only that portion of a district within
its limits, the district may, by election, require the City to assume
responsibility for all of the district's operations. The City would then
administer the district and collect fees from all service users.
•
Issues
° Consistency of City and Sewer District planning.
Access to technical expertise concentrated with a municipal public
works department.
Coordination of interrelated systems in a municipal public works
department; i.e. roads, storm water management, water, sewer.
III -96
Federal Way Incorporation Study
SEWER DISTRICT BOUNDARIES
ON mm Federal way water and Sewer District
Boundary
Federal way water and
Sewer District service Area
Des Moines Sewer District unserviced
Service Area Area
Notgd;Wvftf am boundmies may extend beyond the SUKIV At" Bounder I"
The Georgette Group Figure 111-7
TACOMA
NORTH
ety
FIFE
Redonac
-W
DES MOINES
260 St
Des*ine.,1 Sew6e
D _ trict
J*-trict
T
Mud
Lake
an
2 St
•
TABLE III -2-C-1
SEWER DISTRICT PROFILES
• NAME: Federal Way Water & Sewer
ADDRESS: 31627 - 1st Ave. S.
Federal Way, WA
NO. FTE PERSONNEL:
SERVICE AREA POP.:
NO. CUSTOMERS (4/88):
RESIDENTIAL:
IND./COMMERCIAL:
SEWAGE TREATMENT:
1988 BUDGET DATA:
0 & M COSTS:
TOTAL REVENUES:
SEWER RATES:
PLANT IN SERVICE:
BONDED INDEBTEDNESS:
45
90,000
15,276
829
2 FWWSD Treatment Plantsl
$ 3,698,249
$10,460,270
$9.50 - $18.20/unit/mo.
$62,571,434
$11,628,975
22620 - 7th Ave. S.
Des Moines, WA 98704
20
60,000
5,800
14,000 (Total res.
equiv = 22,730)
1 Treatment Plant 2
$3,700,000
$5,000,000
$15.00 per month
residential equivalent
$45,000,000
$22,000,000
Footnotes:
#1 - ° Redondo Wastewater Treatment Plant, located at 515 South 288th Street,
has a capacity of 5.5 MGD and provides both primary and secondary treatment.
The Lakota Wastewater Treatment Plant, located at 3045 Southwest Dash
Point Road, has a current capacity of 5.3 MGD and provides only primary
treatment. However, this is currently being expanded to 10.0 MGD and
upgraded to provide both primary and secondary treatment (construction
should be completed by fall of 1990).
° A small proportion of the Federal Way Water and Sewer District's
discharge is also directed to four other agencies: Metro, Pierce County,
City of Tacoma, and Des Moines Sewer District.
#2 - ° Des Moines Sewage Treatment Plant is currently being upgraded to
secondary treatment.
Source: Information provided by sewer districts to The Georgette Group.
III -98
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TABLE III -2-C-2 (Continued)
PROJECTS FOR 1993-2000 FROM THE COMPREHENSIVE SEWERAGE PLAN
R FEDERALWY WATER AND SEWER DISTRICT
Pump Station Upgrades
Sewer Main Repairs
Infiltration/Inflow Rehabilitation
General Sewer ULID's
Road Project Relocations
Unplanned Emergencies
Lakota WWTP Upgrades
$300,000/year
$400,000/year
$200,000/year
$500,000/year
$100,000/year
$500,000/year
$20,000,000 (beyond year 2000)
Financing would include a combination of revenue bonds; general sewer
revenues; ULID's and some grant funding for particular projects e.g.
Lakota WWTP.
Key to Priority Definitions
1 = Critical
Imperative
for reliable water/sewer service
2 = Essential
Absolutely
necessary for operation of the district
3 = Necessary
Needed for
efficient operation of the district
4 = Desirable
Useful for
the proper operation of the district
5 = Pending
Of no immediate consequence.
Source: Information provided by each sewer district to The Georgette Group.
III -100
III -2-C
• Continuity of sewer service planning, operations, billings and
finances. •
° A city may have access to more funding options including grants.
° Since sewer districts and their service systems are designed to
serve a specific drainage basin they risk losing their efficiency
if these boundaries are changed and also increase the likelihood
residents would have to pay for changes to the system thereby
driving up the costs.
3. Impacts of Incorporation
° Impacts of incorporation will depend upon the service option
elected by the new City of Federal Way.
• Current planning assumes that the status quo regarding sewer
service in the area will remain unchanged even if incorporation
occurs. Under this scenario the two sewer districts under contract
with the new city would continue to provide service to the area.
This would not adversely impact the operation and maintenance of the
sewer system.
° Table III -2-C-3 shows the assessed valuation status of the sewer
districts serving the Federal Way area. If the status quo is not
maintained after incorporation, then the following impacts could— •
occur:
- The new city could assume jurisdiction over all sewer
service in the Federal Way city limits, including Federal
Way Water & Sewer and Des Moines Sewer District. However,
Federal Way Water & Sewer customers outside the city could
vote to have the city provide service to them as well.
- The new city could assume jurisdiction over Federal Way
Water & Sewer (and by election, the whole FWWS District),
then could either assume jurisdiction or contract for
service with the Des Moines Sewer District, or leave this
peripheral area in the status quo.
Transfer of sewer service from the existing purveyor(s) to the new
city would entail negotiations and careful consideration of all
technical factors that impact service.
•
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III -102
III -2-C
The Federal Way Water and Sewer District offered the following comments on i
potential impacts of incorporation:
In terms of the Federal Way Water and Sewer District capital
improvement program, it is anticipated that replacement and
rehabilitation type projects could continue unaffected to maintain
the acceptable level of service.
Expansion of sewer service into new areas of the City would need to
conform to the City's land use goals and the Federal Way Water and Sewer
District's system planning documents would be changed to reflect these
goals if they differed from those of the existing County land use plan.
If the new City actually assumed jurisdiction of the Federal Way Water
and Sewer District, it would leave the "extremities" of the sewer system
to the District (especially on the east side of Interstate 5). In this
case significant impacts would be felt by the District. The present
systems operate as a "whole" based upon the entire Federal Way
territory, and the District's planning documents reflect this point of
view, especially in terms of system expansion.
It would not be possible to separate the sewer system along the
proposed City boundaries. The sewer system operates as a "tree," with
much of the trunk and intercepter pipelines and treatment facilities •
located within the proposed City boundaries. Sewage flows are from
"outside -city" areas into the "city" area.
Under this scenario, agreements between the City and District would
have to be negotiated to have the City continue certain functions of the
sewer system that could not be feasibly performed by the "reduced"
District, such as sewage pumping and sewage treatment.
III -103
•
III -2-D
D. KING COUNTY LIBRARY SYSTEM
Service Area
The King County Library System (KCLS) provides service to all of King
County, except the cities of Seattle, Renton, Enumclaw and Auburn. The
system estimates its service area population is 846,000. See Table III -2-D-1
for facilities serving the Federal Way area.
The system also provides library services to public institutions, such
as the Washington State Department of Rehabilitation, King County Jail, King
County Youth Services Center, King County Division of Alcoholism and the
Firlands Rehabilitation Center. The system provides service to 24 cities
as well as unincorporated King County, which makes up the "rural library
district."
Administrative Service Center
300 - 8th Avenue North
Seattle, WA
39 libraries in KCLS
General Fund Budqet Data
• Description 1986 1987 1988
Administration
945,745
1,049,701
1,150,566
Public Services
5,340,104
5,736,930
6,166,531
Technical Services
2,103,657
2,515,170
2,642,432
Collection Development
2,682,336
2,864,811
3,053,500
Support Services
1,728,263
1,764,916
2,020,593
Staff Development
49,550
42,500
61,800
Buildings & Grounds
1,580,624
1,627,262
1,958,214
Total Expenditures
14,430,279
15,601,290
17,053,636
Transfer to Const./Cum. Resv.*
0
3,108,048
2,600,000
Total
14,430,279
18,709,338
19,653,636
I�
U
*Does not include funding for new libraries and additions that will be
financed as a result of the successful levy election held September, 1988.
Assessed Value: $26,306,067,746 (1988)
Levy Rate: $.50/$1,000 A.V. (1988)
III -104
III -2-D
1 Profile of the Existing Service System for the Federal Way Area
Cost of Service •
Federal Way Population 58,000
Per Capita 0&M Expenditure $20.16
Federal Way Share $1,169,300 (rounded)
TABLE III -2-D-1
KING COUNTY LIBRARY SYSTEM FACILITIES SERVING FEDERAL WAY
Year * Hours FTE
Federal Way Library Built Volumes Circulation Open/Week STAFF
848 S. 320th St. (1987j --Tl-F87
Federal Way, WA 1976 113,899 548,186 62 12.86
* Includes books, periodicals, records, audio and video cassettes, and compact
discs. In addition, borrowers have access to the entire KCLS collection.
Planned Capital Improvements •
° Voters in the KCLS district approved a bond issue to fund new libraries and
improvements to existing facilities in September, 1988.
° KCLS plans to close the existing facility at 848 S. 320th St. and replace
it with a new 25,000 sq. ft. library at a site in Federal Way which could
reach the design phase in 1989, and the construction phase in 1990-1991.
° In addition, KCLS plans a new 10,000 sq. ft. library at a site north of the
existing Federal Way Library. This could be in the design phase by 1995.
• Library service demand may result in the need for a third library in the
Federal Way area. In that case, the present library could be remodeled to
serve the community.
• Capital improvement plans for the Federal Way area depend upon community
needs and continued KCLS service after incorporation.
° KCLS has not acquired sites for the new libraries. Site selection would
depend upon service area demand, cost and availability of land.
•
III -105
III -2-D
• 2 . Analysis of Service Options
Options
The new city could negotiate a contract with KCLS for service.
KCLS would require the contract include purchase of the libraries or
a lease of those facilities to the city.
The new city could annex into KCLS so it would levy directly on
properties in the incorporation area and continue services as it
does now.
The new city could purchase or lease the libraries from KCLS and
operate its own library system.
Issues
° Cost and accessibility of public library services to Federal Way
residents and business users.
° Continuity of public library service delivery.
3. Impacts of Incorporation
• ° It is assumed that the new city would continue service with KCLS
through contract or annexation into the district.
•
Regardless of the service option selected, the capital improvement
levy passed by the voters in September, would continue to be
collected on the taxable properties in the Federal Way incorporation
area.
III -106
3 Federal Way School District 0
Since the proposed City of Federal Way would be completely within the Federal
Way School District boundaries, the school district will not be affected by
incorporation. However, many people do relate to their local school when trying to
identify their community. We have therefore included a map (Figure III -8) showing
the locations of the schools which serve the Federal Way incorporation area.
•
•
III -107
Federal Way Incorporation Study
FEDERAL WAY SCHOOL DISTRICT
. NO. 210
■ Elementary School -dk- Junior High School
a Senior High School
NOte:Swvice area boundaries may extend beyond the Study Area Boundaries
The Georgette Group Figure 111-8
019
9 Lakc
COO
410G
L.-
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.
TACOMA
e41 0
lI`V
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LrFT,/ t
DES MOINES
III -4-A
4. Services Provided by The State of Washington
A. WASHINGTON STATE PATROL
The Washington State Patrol (WSP) has law enforcement jurisdiction over
the entire state. Its usual areas of responsibility include:
° traffic enforcement on state and interstate highways
° assistance to local law enforcement in drug investigation
° organized crime investigations
° a crime information and communication network
° identification
° crime laboratory
° back-up to local agencies under emergency situations
° assistance to local agencies with hazardous material incidents
along state and interstate highways.
Highways Patrolled in Sea -Tac Area
Limited Access
Other State Highways
I-5
509
99 (Pacific Hwy. South)
18
161
Operations
The South Office of WSP District 2 includes the Federal Way area. The
facility is located at 15666 -Pacific Highway South.
Personnel:
1 lieutenant
7 sergeants
46 troopers
4 vehicle identification officers
1 trooper cadet
1 clerk typist
This office is assigned 7 of the 14 Detachments in District 2,
including detachments: 3, 4, 5, 6, 7, 8 and 13.
Cost of Operations for Seven Detachments in District 2
South Office Patrol Costs
(Office share of State totals)
South Office Other Costs
(Office share of State totals)
Total WSP costs allocated to South Office
III -109
$3,044,549
508,987
$3,553,536
•
•
•
III -4-A
.7
Impacts
° The usual informal agreement between a city and the WSP is that
the local police are responsible for traffic patrol and accident
investigation on non -limited access state highways within a city. This
is the agreement the cities of Des Moines and Kent have re Highway 99.
Therefore, the major result of the Federal Way incorporation would be
shifting this responsibility for Highways 509, 99, 18 and 161 from WSP
to the City (WSP would continue to be responsible for limited access
Highway I-5.
Cost of Service for Seven Detachments in District 2 for Federal Way
WSP estimates it has 14 troopers, 7 sergeants and varying numbers of
special emphasis motorcycle units patrolling the state highways in the
Federal Way Incorporation Area.
The annual cost of these enforcement activities (exclusive of the
special emphasis units) is indicated as $832,000.
° The WSP Narcotics Section is likely to be called upon to support the
city police in narcotics investigations.
•
•
III -4-B
B. WASHINGTON STATE DEPARTMENT OF TRANSPORTATION 0
The portions of state highways that are located within the boundaries of the
proposed City of Federal Way are shown below.
I-5 6.72 miles (limited access)
SR 99 7.24 (no access control)
SR 509 6.44 (no access control)
SR 161 0.72 (planned modified access control)
SR 18 0.52 (no access control west of SR 161;
limited access east of SR 161)
Responsibilities for any facility within limited access areas (I-5) remain
with the State, regardless of the city population. Therefore, the proposed new
city would take over responsibilities for SR 99, SR 509, SR 161 and part of SR 18.
Table III -5-B-1 shows which maintenance responsibilities the city will have for
those highways.
Cost Estimates for SR 99, SR 509, SR 161 and SR 18 (City share upon incorporation)
General Maintenance
$110,998
Signal Maintenance
17,000
Signal Operations
5,000
Maintenance of luminaires*
8,200
Striping
60,000
Roadside
2,675 •
Beacon
242
$204,115
* Includes routine maintenance, power consumption and anticipated
knockdowns of luminaire poles.
Source: The Georgette Group and personal correspondence,
Washington State Department of Transportation,
November 1988.
Capital improvement projects planned for the Federal Way area area shown in Table
III -5-B-2. See also Fig. III -2, in Roads & Engineering section of Part III -1.
•
III -5-B
Issues
• ° Continuity of road maintenance service to SR 99, SR 509, SR 161
and SR 18.
° Maintenance and operating costs.
Impacts
The total estimated cost to maintain and operate SR 99, SR 509, SR 161
and SR 18 would be $204,115 for the new City of Federal Way.
The city will not have any maintenance responsibilities for I-5, because
it is a limited access highway.
° According to WSDOT, incorporation would have no affect on projects
proposed for limited access facilities (See Table III -5-B-2).
•
TABLE III -5-B-1
TYPICAL HIGHWAY MAINTENANCE
RESPONSIBILITIES FOR
CITIES
•
Population
of Cities
Over
Under
Maintenance Item
15,000
15,000
Channelization
City
State
City Street Intersections - Surface
State
State
Crosswalks
City
State
Curbs and Gutters
State
State
Directional Signs (Prime)
State
State
Enforcement against R/W Encroachments
City
City
Guardrail
City
City
Illumination
City
City
Parking Signs
City
City
Regulatory Signs
City
State
Right of Way Cleanup
City
City
Roadside Ditches
City
City
Road Approach Culverts
City
City
Roadway Shoulders
State
State
Regulations of Utility Franchises
City
City
Roadway Surface
State
State
•
Route Markers
State
State
Sand Removal
City
City
Snow Removal
City
City
Street Cleaning
City
City
Street Sweeping
City
City
Stop Signs for Intersecting Streets
City
State
Striping
City
State
Stability of Cuts and Fill Slopes
City
State
Underground Facilities (including storm
City
City
sewers and cross culverts)
Note: These are maintenance responsibilities, as determined by statute, agreement,
or policy, on city streets that are certified as part of a non -controlled access
state highway route. In accordance with statutes, cities with a population
greater than 15,000 have different requirements for some types of maintenance
than do cities with a population less than 15,000. In general, the city or town
is responsible for any portion of the facility beyond the curbs. If no curb is
installed, the city or town's responsibility begins at the shoulder edge.
f
Source: Personal correspondence from WSDOT, September 1988. •
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•
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•
IV -1-A
PART IV.: THE NEW CITY OF FEDERAL WAY: OPERATIONS
1. Revenue Estimates
A. INTRODUCTION
The resources available for the operations of the new City of Federal Way
are presented in this chapter. As background information, Table IV -1-A-1 provides
a comparison of tax rates for major revenue sources for Federal Way, King County
and the case study cities. Also, Table IV -1-A-2 shows estimated per capita tax
revenues for major revenue sources for case study cities.
Federal Way revenue projections are presented in Section B, followed by an
analysis of tax options for the new city in Section C. Revenues accruing to King
County from the Federal Way tax base are discussed in Section D.
B. FEDERAL WAY REVENUES
Revenue estimates for 1990 and projected revenues under three development
scenarios for 2000 are shown in Table IV -1-B-1, and Chart IV -1.
Fiscal Year 1990 is assumed to be the first full year of Federal Way
operations. Revenue estimates are annualized and do not take into account the
timing of when revenues would actually be available to the new city. Chart V-2
shows sources of basic and state -shared revenues. Each mayor revenue source
described below required specific methodologies for a complete evaluation.
. Property Taxes
The Federal Way area includes many levy code areas. All levy codes that are
fully contained within the study area were identified and listed for evaluation.
Levy code areas which were divided by the proposed city limits were evaluated by
a property parcel identification process from the assessor's quarter -section maps
and data base searches. The total taxable assessed value was determined by
summation of all full levy codes in the area and the values of properties within
the city that only constituted partial levy code areas. The 1988 assessed value
was determined to be $1,994,312,800. Previous Federal Way incorporation studies
done in 1981 and updated in 1985 estimated the assessed value of the area by
assuming a percentage of the total assessed value for Fire District #39. In
1985, the estimated assessed value for Option B was $1.91 billion. (Option B
area is somewhat similar to the proposed study area; however, it excluded the
area south of S. 356th Street). It is our opinion that this method overestimated
the assessed value of the proposed incorporation area and that revenue
projections derived therefrom were not representative of the actual revenues
available to the new city.
The methodology used in this study has been carefully evaluated and checked
for accuracy. The estimates were derived in conjunction with the King County
Department of Assessments, who provided us with the base data for the study area
and who reviewed the calculations with us. We are confident the current estimate
closely approximates the actual Assessed Value and that the revenue projections
derived from this represent the actual revenues that would be available to the
is new city.
IV -1.
TABLE IV -1-A-1
TAX RATE COMPARISON
(a) includes bond levy for Fire District #39
(b) Based on a nominal $2.50 per employee per year
(c) $10 per business.
(d) $25 for Home Occupation, $50 for Renewal, $75 for First Time License Fee
(e) Redmond business license schedule: 5-19 employees $50 plus $5.00 per employee
20-99 $125 plus $4.00
100-199 $445 plus $3.50 "
200 or more $800 plus $3.00
(f) King County has authority, but does not impose this tax
(g) Depends on type of gambling activity
(h) 2% amusement games; 5% pull tabs; 10% bingo & raffles; 12% general card games:
i 4% for garbage pickup; 5% for cable T.V.
Source: Compiled by The Georgette Group
IV -2
PROPOSED
0
CITY OF
FEDERAL WAY
KING
COUNTY
EVERETT
KENT
REDMOND
Gen. Levy 3.566
2.61166
1.77896
Property Tax
(a)
G.O. Bond 0
.48462
1.41655
0
•Levy
($/$1,000 A V.)
$3.69457(')
$4.00063
LID Guarantee 0
---
Total 3.566
3.09628
3.19551
Sales Tax
1%
1%
1%
1%
1%
Real Estate
Excise Tax
.25%
.25%
.25%
.25%
.25%
B&O Tax
N/A
N/A
.125
N/A
N/A
Business
License Fee
$2.50(b)
N/A
$10.00(c)
$25-$75(d) $50-$800+ e
Utility Taxes
N/A
N/A
5.75%
3.5%
5.5%
Admissions Tax
N/A
N/A(f)
4-5%
N/A
N/A
Gambling Tax
2%-11%
2%-11%
4%-4.5%
2%-10%(g)
2%-12%(r
•
Franchise Tax Fee
N/A
N/A
5%
5%
Accommodations Tax N/A
N/A
N/A
N/A
N/A
(a) includes bond levy for Fire District #39
(b) Based on a nominal $2.50 per employee per year
(c) $10 per business.
(d) $25 for Home Occupation, $50 for Renewal, $75 for First Time License Fee
(e) Redmond business license schedule: 5-19 employees $50 plus $5.00 per employee
20-99 $125 plus $4.00
100-199 $445 plus $3.50 "
200 or more $800 plus $3.00
(f) King County has authority, but does not impose this tax
(g) Depends on type of gambling activity
(h) 2% amusement games; 5% pull tabs; 10% bingo & raffles; 12% general card games:
i 4% for garbage pickup; 5% for cable T.V.
Source: Compiled by The Georgette Group
IV -2
TABLE IV -1-A-2
ESTIMATED PER CAPITA TAX REVENUES FOR MAJOR REVENUE SOURCES
• FOR CASE STUDY CITIES, 1988
IV -3
KENT
REDMOND
EVERETT
Sales Tax
$252.60
$156.10
$158.77
Property Tax
193.35
85.08
100.15
Business Licenses
3.89
6.40
0.92
B&O Tax
N/A
N/A
81.03
Real Estate Excise Tax
6.34
11.04
14.61
Building & Planning Fees
15.46
23.17
9.44
Fines & Forfeits
15.60
6.31
10.75
Motor Vehicle, Mobile Home/
Camper Excise Tax*
14.07
14.07
14.07
• Motor Vehicle Fuel Tax*
20.72
20.72
20.72
Liquor Excise Tax*
3.30
3.30
3.30
Liquor Board Profits*
7.75
7.75
7.75
Admissions Tax
.37
N/A
2.13
Gambling Tax
7.73
1.69
8.88
Leasehold Tax
.06
N/A
2.76
Cable TV Utility Tax
.83
3.85
3.68
Telephone Utility Tax
15.20
19.67
12.38
Electric Utility Tax
34.03
32.45
36.20
Water Utility Tax
4.81
N/A
9.27
Sewer Utility Tax
3.84
N/A
4.88
Garbage
6.03
4.00
4.92
Gas Utility Tax
7.85
9.46
8.02
IV -3
TABLE IV -1-A-2
ESTIMATED PER CAPITA TAX REVENUES FOR MAJOR REVENUE SOURCES
FOR CASE STUDY CITIES, 1988
(Continued)
* Based on 1987 population allocation by the State.
** Combined with WSDOT funding.
Sources:
(1) 1988 Adopted Budgets for Cities of Kent, Redmond & Everett
(2) Budget Suggestions for 1988 by Municipal Research and Services
Center of Washington and Municipal Research Council in cooperation
with Association of Washington Cities, 1988
(3) The Georgette Group
IV -4
•
•
{
•
KENT
REDMOND
EVERETT
Storm Drainage Fees
N/A
$34.00
N/A
and Charges
Block Grants
$ 7.12
N/A
$ 6.33
UAB, FAUS &
Federal Aid Safety
7.73
56.04
15.66**
WSDOT
39.54
N/A
N/A
* Based on 1987 population allocation by the State.
** Combined with WSDOT funding.
Sources:
(1) 1988 Adopted Budgets for Cities of Kent, Redmond & Everett
(2) Budget Suggestions for 1988 by Municipal Research and Services
Center of Washington and Municipal Research Council in cooperation
with Association of Washington Cities, 1988
(3) The Georgette Group
IV -4
•
•
{
•
TABLE IV -1-B-1
REVENUE ESTIMATES FOR FISCAL YEAR 1990
. AND PROJECTED REVENUES UNDER THREE DEVELOPMENT SCENARIOS FOR 2000
FOR THE PROPOSED CITY OF FEDERAL WAY*
(1988 Dollars)
*These are annualized estimates and do not take into account the timing of when
revenues would actually be available, since this is entire - -y dependent upon the
actual date of incorporation of the new city.
•
Please
2000
2000
2000
Source:
Fiscal Year
LOW
MID-RANGE
HIGH
REVENUE SOURCES
1990
GROWTH
GROWTH
GROWTH
BASIC REVENUES
Property Tax
$7,348,239
$8,220,411
$9,463,211
$10,493,705
Retail Sales & Use Tax
3,658,425
4,902,648
4,711,394
5,224,440
Real Estate Excise Tax
541,800
596,840
687,140
762,820
Business Licenses
25,873
31,190
36,123
40,243
Building & Planning Fees
695,400
382,500
695,400
959,600
Storm Drainage Charges
1,102,500
1,214,990
1,398,268
1,551,620
Fines & Forfeitures
661,500
728,994
838,961
930,972
Gambling Taxes
252,000
277,712
319,604
354,656
BASIC REVENUES SUBTOTAL
$14,285,736
1$15,545,284
x$18,150,099
I $20,318,056
STATE SHARED REVENUES
I
Motor Vehicle Excise Tax
849,828
962,388
( 1,094,646
1,204,392
Motor, Vehicle Fuel Tax
1,251,488
1,417,248
1,612,016
1,773,632
Liquor Excise Tax
199,320
225,720
256,740
282,480
•Liquor Board Profits
468,100
530,100
602,950
663,400
ST.SHARED REVS. SUBTOTAL
$2,768,736
I $3,135,456
I$ 3,566,352
$ 3,923,904
BASIC & SHARED REVS.
II
SUBTOTAL
$17,054,472
x$18,680,740
1$21,716,451
$24,241,960
UTILITY TAXES - OPTIONAL REVENUES
I
Telephone
694,890
765,482
881,297
978,361
Electricity
1,509,480
1,662,824
1,914,404
2,125,252
Water
310,590
342,142
393,907
437,291
Sewer
192,150
211,670
243,695
I 270,535
Garbage
219,870
242,206
278,851
309,563
Gas
372,330 +
410,154
472,209
524,217
Cable T.V.
122,850 (
135,330
155,805
172,965
Storm Drainage
55,440 (
61,072
70,312
78,056
UTILITY SUBTOTAL
$3,477,600 I
$3,830,880
$4,410,480
$4,896,240
TOTALS
$20,532,072 x$22,511,620
$26,126,931
$29,138,200
Notes:
*These are annualized estimates and do not take into account the timing of when
revenues would actually be available, since this is entire - -y dependent upon the
actual date of incorporation of the new city.
•
Please
refer
to text for details on each category of revenue.
Source:
The
Georgette Group
IV -5
Footnotes to Table IV -1-B-1:
The following assumptions were used to forecast revenues:
1. Property taxes based on $3.375/$1000 assessed valuation. •
2. Retail sales tax revenues based on 1% city sales tax; only 83.98% of this
would be remitted to the new city.
3. Business licenses based on $2.50 per employee.
4. Storm drainage charges based on $17.50 per capita, which is based on current
King County estimate for Federal Way.
5. Fines and forfeitures based on $10.50 per capita average, same as King County
per capita average.
6. Gambling tax based on $4.00 per capita, same as King County per capita
average.
7. All state shared revenues based on the allocation made by the State of
Washington using the OFM population estimate for the previous year, i.e.,
1990 revenues based on 1989 OFM estimate.
8. All utility taxes are based on per capita averages for comparable cities,
using 70% of the per capita average.
Source: The Georgette Group
IV -6
•
CHART IV -1
• ESTIMATED REVENUES FOR FISCAL YEAR 1990 AND PROJECTED REVENUES UNDER THREE
DEVELOPMENT SCENARIOS FOR THE PROPOSED CITY OF FEDERAL WAY (1988 DOLLARS)
M
I
L
L
I
O
N
S
30
27
24
21
18
15
12
9
6
3
0
fiscal year 1990 2000 2000 2000
low growth mid-range growth high growth
is Basic revenues include: - property tax
- retail sales and use tax
- real estate excise tax
- business licences
- building and planning fees
- storm drainage charges
- leasehold excise tax
- fines and forfeitures
- gambling taxes
State shared revenues: - motor vehicle excise tax
- motor vehicle fuel tax
- liquor excise tax
- liquor board profits
Utility taxes are optinal and they can include:
- telephone
- electricity
- water
- sewer
-garbage
-gas
-cable T.V.
- storm drainage
• Source: The Georgette Group
IV -7
®
Basic Revenues
State Shared
Revenues
Utility Taxes
El
Total Revenues
CHART IV -2
SOURCES OF BASIC REVENUES PLUS STATE SHARED REVENUES, FISCAL YEAR 1990
16%
3%
4%
� e/
Source: The Georgette Group
IV -8
43%
•
•
t
•
Property Tax
Gambling Tax
❑
Retail Sales & Use
Tax
Real Estate Excise
Tax
m
State Shared
Revenues
®
Building & Planning
Fees
m
Storm Drainage
Charges
Fines & Forfeitures
•
•
t
•
IV -1-B
Projections of future assessed value for Federal Way were done in constant
or "real" dollars, removing the less predictable effects of inflation in the
area. We examined the trends of the major taxing districts in the area and the
level of building permit activity since 1978. During the period 1978 - 1987,
there was $721,249,098 in new construction, as measured by building permit
activity (Land Development Information System, 1988).
The majority of development activity was in the residential categories over
the period 1978-1987. Since residential construction activity correlated with
both population and employment growth in the Federal Way area, the growth rate of
households forecast by PSCOG at 2.88% per year was used to project the most
probable or mid-range growth scenario for assessed value in the year 2000. The
low growth rate of 1.68% per year was applied for the respective assessed value
forecast and the high growth rate of 3.77% per year was applied to assessed value
to determine the top end of the range.
Retail Sales and Use Tax
Taxable retail sales for the Federal Way incorporation area have been
estimated via a complex process using several resources. The Washington State
Department of Revenue maintains detailed records of sales by jurisdiction, i.e.
cities and counties. However, they do not have data for portions of a
jurisdiction such as part of unincorporated King County. Limited information is
available on aggregate taxpayer returns by zip code from which they were filed.
This data does not include the sales of multiple outlets or chains whose returns
are filed from outside the area (central reporting). This problem is
• particularly significant in the Federal Way area since there are many chain
stores or multiple outlets. The zip code areas also do not correspond with the
proposed Federal Way city limits, so the Department of Revenue data must also be
disaggregated to reflect that limitation.
•
To supplement the state data, a survey of the commercial areas in the
Federal Way area was conducted. A total of almost 250 separate stores were
evaluated individually in order to estimate their volume of retail sales.
The survey included analysis of reverse directory listings, a telephone and field
inventory, consultation with local managers, research on national/regional chain
store sales and research of trade publications. The result of this process was
an estimate of $399,026,800 in 1988 taxable retail sales. The rates of growth
under the low, mid-range and high growth scenarios that were applied to estimate
future real growth in assessed value were also used to estimate future real
growth in taxable retail sales.
Real Estate Excise Tax
This tax is applied to the sale of real estate or real property in the
area. A per capita estimate of $8.60 was used to project revenues from real
estate excise tax. This is twenty percent higher than the per capita rate for
unincorporated King County, reflecting the higher level of real estate sales
experienced in the Federal Way area. The long-term real estate excise tax
revenue trend follows growth forecasts for Federal Way's assessed value.
IV -9
IV -1-C
Business Licenses and Permits
The business license fee would approximate $2.50 per employee, reflecting a
minimal revenue posture by the city. Growth of this revenue was forecast
according to projected increases in Federal Way employment.
Storm Drainage Charges
King County Public Works Department, Surface Water Management Division
(SWM) has estimated their current service charges collected within the Federal
Way study area at $1,012,969. A similar surface water management program is
envisioned for the new city, with a similar fee schedule based upon the
impervious surface coverage for development in the area. A per capita rate of
$17.50 based on King County's current estimate for Federal Way was used to
project revenues from Surface Water Management service charges.
State Shared Revenues
These revenues consist of monies collected by the State of Washington that
are later distributed to the cities and counties based on a formula (see Revenue
Sources Available to Local Governments, Part I-5). They consist of the Motor Vehicle
Excise Tax (including Travel Trailer and Camper Excise Tax), the Motor Vehicle
Fuel Tax, Liquor Excise Tax and Liquor Board Profits. All of these revenues have
been estimated on a per capita basis from figures provided by the Municipal
Research and Services Center of Washington. The timing of when these revenues
would actually be made available to the new city has not been taken into account
in the estimates of revenues for the 1990 fiscal year. •
Utility Taxes
These revenues are considered optional in the proposed city's budget
because they would be a new source of revenue which is not authorized for
counties in Washington State. Projections for Federal Way are based on the per
capita averages for the case study cities. Table IV -1-A-2 shows the per capita
revenue estimates for the case study cities of Everett, Kent and Redmond.
Other Revenues
These other revenue sources include Building and Planning Fees, the Fines
and Forfeitures and Gambling Taxes. Building and Planning Fees include charges
for building permits, plan checks, subdivision fees, etc. They are based on
current King County experience. Building Fees are forecast based on the range of
historical permit activity over the past ten years. Fines and Forfeitures would
be similar to existing King County revenues, and are estimated on a per capita
basis. Gambling Taxes are also considered to be similar to the existing King
County revenues and are estimated on a per capita basis.
IV -1°0
IV -1-C
C. ANALYSIS OF TAX OPTIONS
• City Service Configurations
The new City of Federal Way would have several options as to service
delivery and annexation to special purpose districts. In Table IV -1-B-1, showing
revenue projections under three different development scenarios, it was assumed
that the new city would contract for service with King County Fire Protection
District #39 and with the King County Library System (Option A). The city would
impose the regular levy of $3.375/$1,000 assessed valuation and remit contract
payments (based on city/district negotiations) to the respective service
providers. Taxpayers would still be liable for retirement of any pre-existing
bonded indebtedness incurred by the fire district and library system.
Under Option B, the new city would annex into the respective special
purpose districts. The fire district and the library system would continue to
levy property taxes within the city. The city could impose the remaining
$1.375/$1,000 assessed valuation as its regular property tax levy. The city levy
could rise only with voter approval. Taxpayers in the area would remain liable
for retirement of pre-existing bonded indebtedness of the special purpose
districts.
Under Option C, the new city would establish its own municipal fire
department and municipal library. In this case, the city would be able to impose
a regular levy of $3.375/$1,000 assessed valuation (without voter approval). The
amounts allocated to those services would be determined through the city budget
process. Taxpayers would remain liable for retirement of the respective special
is
purpose districts bonded indebtedness.
Should the new city want to collect utility taxes for water and sewer service,
they would need to form their own municipal water and sewer utilities.
•
D. KING COUNTY REVENUES
Estimates of King County revenues available from the Federal Way tax base
and estimates of revenues lost should incorporation take place are shown in
Table IV -1-D-1. If incorporation of Federal Way took place, King County revenues
would be reduced by $12,152,500 in fiscal year 1990 based upon current tax rates,
fees, charges for services and state shared revenue distributions. This lost
revenue assumes a worst case scenario, because due to lags in cash flow
distributions, not all of these revenues would be fully impacted in the first
year. A full cash flow budget analysis is beyond the scope of this study, since
the exact timing of the incorporation will determine the ultimate cash flow of
funds in the budget. Table IV -1-D-1 shows the amount from each revenue source
currently accruing to King County from the Federal Way tax base. The total loss
could be lower if the new city and King County contracted for continuation of
some services.
IV -11
TABLE IV -1-D-1
KING COUNTY REVENUE ESTIMATES 1988 and FISCAL YEAR 1990
REVENUES AVAILABLE REVENUES LOST •
Notes: 1 Estimates derived from probable growth scenario. Estimates represent
annualized revenues and do not include actual timing of when revenues
wou d be available; this would u timate y depen on the actual date of
incorporation.
2 $1.68106/$1,000 assessed valuation
3 Quarter 1: .8% Quarters 2-4: 1% King County would continue to
receive 15% of all taxable retail sales remittances from the City of
Federal Way
4 $19.50/per capita
5 King County Budget Division, Office of Financial Management,
December 1988.
Source: The Georgette Group
IV -12
•
FROM FEDERAL WAY
SHOULD INCORPORATION
REVENUE SOURCE
TAX BASE 1988
TAKE PLACE 1990
Property Tax
$3,352,600
$3,660,000
(Road District)
Retail Sales and Use Taxa
3,771,300
3,658,400
Real Estate Excise Tax
498,800
541,800
Gambling Tax
232,000
252,000
Fines and Forfeitures
609,000
661,500
Gas Tax
1,053,000
1,177,800
Liquor Tax and Profits
145,800
163,100
Surface Water Management
1,013,000
1,102,500
Service Charge
BALD and Planning Fees
993,400
695,400
Misc. Licenses and Fees
240,000
240,000 •
TOTAL
$11,908,900
$12,152,500
Notes: 1 Estimates derived from probable growth scenario. Estimates represent
annualized revenues and do not include actual timing of when revenues
wou d be available; this would u timate y depen on the actual date of
incorporation.
2 $1.68106/$1,000 assessed valuation
3 Quarter 1: .8% Quarters 2-4: 1% King County would continue to
receive 15% of all taxable retail sales remittances from the City of
Federal Way
4 $19.50/per capita
5 King County Budget Division, Office of Financial Management,
December 1988.
Source: The Georgette Group
IV -12
•
IV -2
° Services by the county are to continue at pre -incorporation levels
through the transition period as follows:
• 1. Law enforcement is to be provided for up to 60 days after the
official date of incorporation or until the new city could start
receiving sales tax distributions, whichever is shorter.
2. Road maintenance is to be provided for up to 60 days after the
official date of incorporation or until the new city received road
district tax distributions, whichever is shorter.
On the official date of incorporation, franchises are canceled and
forthwith reissued to continue business for a period not less than the
remaining term of the original franchise or permit, or for five years,
whichever is shorter. The new city may not grant new franchises or
permits for similar or competing services unless it can be shown that the
existing franchise is unable or refuses to adequately serve the
incorporated territory at a reasonable price.
B. TRANSITION PLAN
The transition phase could (according to statute) last a minimum of 180
days or a maximum of 360 days. The transition plan for Federal Way presented
here is based on a period of 12 calendar months from the election on
incorporation. The transition plan has two phases. Phase 1 allows a period of
six months from the election on incorporation to the final election of city
officials, i.e. when a City Council is elected. This schedule assumes a primary
• election held on May 16, 1989, and a final election of city officials on
September 19, 1989. Phase 2 is the period from month 7-12 which refers to the
start-up budget. This assumes a certified elected city council by October 1,
1989, and the date of incorporation to be March 14, 1990 (or 360 days after the
election on incorporation).
•
The transition plan and the start-up budget are hypothetical and reflect a
certain set of assumptions. The tasks to be undertaken could clearly be carried
out in a different order and under a different time frame. In addition, some of
these activities and decisions may not actually occur since ultimately they are
dependent upon the priorities and decisions of the Federal Way City Council.
Initial actions need to be taken by the City Council to provide the
necessary administrative and legal framework for the new city government. To
facilitate and accelerate this process the Council would be selecting and
contracting with a legal firm specializing in municipal law. This firm would be
able to supply draft ordinances, resolutions, contracts, and terms of office for
special boards and commissions. After taking office, the Council's first action
would be to appoint a City Manager. The Manager in conjunction with the City's
legal consultant would then present to the Council a series of proposed actions
to be taken on "start-up" ordinances, resolutions, contracts and motions.
Council action on the following items would be necessary. Chart IV -3 shows a
hypothetical transition schedule for Federal Way. Only major activities have
been identified in this table.
IV -15
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•
IV -1-D
Once incorporation took place, King County would no longer receive road
district tax revenues from Federal Way. King County would still receive 15% of
the retail sales and use tax collected for the City of Federal Way. King County
would no longer receive its real estate excise tax revenues on Federal Way
transactions. Fines and forfeitures collected by a municipal court or municipal
departments of the district courts and proceeds from a traffic violations bureau
would be collected by the new city. Gas tax distributions, liquor tax and
Liquor Board profits would also be lost. Gambling taxes collected in the Federal
Way area would also no longer go to King County. All fees related to development
in Federal Way and Surface Water Management charges would no longer be paid to
King County unless some of these services were contracted out to the County.
Other licenses and fees such as business licenses, franchise fees and park user
fees for facilities in the incorporation area would no longer accrue to King
County.
IV -13
IV -2
2 Transition Plan and Start-up Budget
. 0
A. INTRODUCTION
The statutory framework for incorporation was described in Part I,
Section 3. A portion of that has been reprinted here to facilitate understanding
of the incorporation transition process.
° The new city is to become an incorporated city between 180-360 days
after the initial election on the question of incorporation. So the
transition period can be anything from 180-360 days. However, it takes
at least 90 days after the election on incorporation to choose a City
Council. This is the statutory minimum and may take longer depending
upon when election dates are available for municipal elections. The
powers of elected council members include:
1. Adopt ordinances and resolutions.*
2. Enter into contract/agreements for services.*
3. Issue tax or revenue anticipation notes.
4. Acquire facilities, supplies, insurance and staff.
5. Submit ballot propositions to voters for taxes to be collected on
or after official date of incorporation.* •
6. Authorize an annexation of the city into the fire protection district
and/or the library district to be effective immediately upon the
official date of incorporation.
*(Ordinances, resolutions, contracts, agreements and tax collections to become
effective on or after the official date of incorporation.)
° Elected officials hold office until the next general municipal
election held after the official date of incorporation.
° The boundaries of the new city become effective on the date the
initial election results are certified or on January 1st of the
following year if the new city does not impose property taxes in the
same year as the incorporation election.
° On the official date of incorporation, ownership of territory
exchanges hands as follows:
1. Ownership of county roads passes to the new city.
2. Territory from the fire protection district and library district
becomes part of the newly incorporated city unless the city
annexed into the fire protection district and or the library
district during the transition period. As long as the fire •
protection district collects taxes levied in the incorporated area,
it is required to provide fire protection services to that area.
The same is true for the library district.
IV -14
IV -2
° Services by the county are to continue at pre -incorporation levels
through the transition period as follows:
• 1. Law enforcement is to be provided for up to 60 days after the
official date of incorporation or until the new city could start
receiving sales tax distributions, whichever is shorter.
2. Road maintenance is to be provided for up to 60 days after the
official date of incorporation or until the new city received road
district tax distributions, whichever is shorter.
On the official date of incorporation, franchises are canceled and.
forthwith reissued to continue business for a period not less than the
remaining term of the original franchise or permit, or for five years,
whichever is shorter. The new city may not grant new franchises or
permits for similar or competing services unless it can be shown that the
existing franchise is unable or refuses to adequately serve the
incorporated territory at a reasonable price.
B. TRANSITION PLAN
The transition phase could (according to statute) last a minimum of 180
days or a maximum of 360 days. The transition plan for Federal Way presented
here is based on a period of 12 calendar months from the election on
incorporation. The transition plan has two phases. Phase 1 allows a period of
six months from the election on incorporation to the final election of city
officials, i.e. when a City Council is elected. This schedule assumes a primary
election held on May 16, 1989, and a final election of city officials on
• September 19, 1989. Phase 2 is the period from month 7-12 which refers to the
start-up budget. This assumes a certified elected city council by October 1,
1989, and the date of incorporation to be March 14, 1990 (or 360 days after the
election on incorporation).
The transition plan and the start-up budget are hypothetical and reflect a
certain set of assumptions. The tasks to be undertaken could clearly be carried
out in a different order and under a different time frame. In addition, some of
these activities and decisions may not actually occur since ultimately they are
dependent upon the priorities and decisions of the Federal Way City Council.
Initial actions need to be taken by the City Council to provide the
necessary administrative and legal framework for the new city government. To
facilitate and accelerate this process the Council would be selecting and
contracting with a legal firm specializing in municipal law. This firm would be
able to supply draft ordinances, resolutions, contracts, and terms of office for
special boards and commissions. After taking office, the Council's first action
would be to appoint a City Manager. The Manager in conjunction with the City's
legal consultant would then present to the Council a series of proposed actions
to be taken on -"start-up" ordinances, resolutions, contracts and motions.
Council action on the following items would be necessary. Chart IV -3 shows. -a
hypothetical transition schedule for Federal Way. Only major activities have
been identified in this table.
IV -15
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IV -18
l-
IV -2
Organization and Procedures:
o
Council will elect its Mayor Pro Tem.
° Establish the day, time and place of Council meetings.
° Select newspapers for publication of and locations for posting of
ordinances, notices, etc.
° Adopt rules of procedure for City Council meetings.
Create a Board of Adjustment and Appeals and set their terms of office.
° Determine whether to create a Planning Commission or Hearing Examiner
and define their powers, duties, and terms of office.
Establish a Violations Bureau, and define its duties; set bail
procedures.
Establish City Departments and describe their duties.
° Provide a court system by creation of its own municipal court or a
municipal department of the district court. The jurisdiction of the
court is limited and relates primarily to ordinances passed by the City.
In the meantime, criminal and traffic offenders could be arrested or
• cited under State law, and prosecution would be in County courts.
Finances:
° Create a Claims Fund for payment of City obligations.
Create a Payroll Fund for payment of salaries and wages.
° Create special activity funds such as Street Fund and Capital
Improvement Fund.
° Enact an ordinance entitling the City to collect its portion of the
retail sales tax.
° Authorize issuance and sale of Tax Anticipation Notes to provide
start-up funds for activity during the assumed eight month transition
period.
° Adopt a City Budget for the balance of the year. Monitor the budget on
a weekly basis and, with the help of the City Manager and staff, make
adjustments as experience requires.
°> Set fees for City permits and licenses.
Set salaries of the Mayor and Council members.
IV -19
IV -2
Land Use and Development:
° Adopt by reference certain Uniform Codes such as Building Code,
Plumbing Code, Mechanical Code and Fire Code.
• Adopt by reference the relevant -portions of the County's Comprehensive
Plan as the City's interim plan. Adopt other plans as appropriate,
e.g., The Federal Way Community Plan and Area Zoning.
° Adopt by reference other County land use ordinances as needed, as
interim City ordinances.
° Approve agreement authorizing County to continue inspections on
construction for which it has issued permits.
Personnel:
Under the Council -Manager form of government, the Council appoints the
City Manager, and it is the Manager's responsibility to recruit, select
and appoint City employees. An interim City Manager would be appointed
by the Council immediately after taking office. The time period
required in recruiting, selecting and appointing key personnel is
typically about three months. During the transition, the City Manager
will hire several staff persons in secretarial and clerical positions,
appoint a Police Chief, and hire a Planning Director, Public Works
Director and Finance Director. The City Clerk and Police Chief are the
positions mandated by State law. The City Clerk is the registrar of
voters and supervises city participation in the election process. The
County Auditor is ex officio the supervisor of elections within the
City.
The Council would:
Adopt an Employee Salary Schedule and preliminary Personnel Policy.
° Authorize participation in the Washington Public Employees' Retirement
System (PERS).
° Authorize creation of a Municipal Employees' Benefit Trust (MEET).
Contracts:
° Contract for services would be the most efficient and reliable method
for providing immediate services to the new City of Federal Way.
° Approve contract(s) for street maintenance. Approve leases for City
facilities and equipment.
° Approve contracts regarding public health, jail,"animal control,
alcoholism, traffic sign maintenance, and storm drainage maintenance.
IV -20
IV -2
° Approve insurance contracts.
• ° Form interlocal agreements between the City and the fire district.
Either the City would continue to have the fire district provide service
under contract or annex into the fire district or create a municipal fire
department (see Fire Department Budget for service options).
Formulate a contract with the King County Library System or annex into
the system to continue library service to the area.
C. START-UP BUDGET
A start-up budget has been prepared for Phase 2 of the transition plan which
is assumed to last five and a half months (from October 1, 1989, to March 14,
1990). The start-up budget is shown in Table IV -2-C-1. It represents a
hypothetical allocation of resources to start up certain departments to provide
the most basic municipal services to the new city during the transition. The
service configuration represents only one set of service options and is provided
only as an example for readers.
The start-up budget reflects the following priorities:
° The delivery of basic services, i.e., police protection and
maintenance of roads.
° Working out continuing service agreements with King County e.g. have
the Department of Building and Land Development remain responsible for
building inspection and review for projects begun before incorporation.
Tying in with King County Planning Department through the adoption of
codes and ordinances.
° Hiring key personnel such as Police Chief, Finance Director and Public
Works Director within the first three months.
Hiring additional key personnel such as a Parks and Recreation
Director, a Building Official and Planning Director as soon as possible
after hiring the key personnel above.
° Gradually adding the necessary clerical and support staff to each
department so new tasks can be taken on and programs developed and
expanded.
° Arranging for the transfer of ownership of King County parks and
providing for the necessary maintenance and operations of these
facilities. The city will negotiate a contract with the Federal Way
Senior Center.
° Utilizing contract services where appropriate and cost-effective, such
as legal services, accounting services and temporary clerical help.
° Developing the necessary interlocal agreements with fire, water and
sewer districts, as well as the King County Library System and formulating
• contracts for continued service to the City.
IV -21
IV -2
The direct expenses incurred during the start-up period are shown in Table
IV -2-C-2. The costs of operations during start-up would initially be financed
through tax anticipation notes to be repaid after the city receives its revenues.
Capital costs could also be financed initially through tax anticipation notes and
either repaid from the reserves in the budget or financed on a longer term
through city bonds.
io
11
IV -22
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IV -23
TABLE IV -2-C-2
DIRECT EPENSES FOR INITIAL START-UP OF PROPOSED CITY OF FEDERAL WAY
Office Equipment and Supplies
Telephone Installation (125)
Typewriters (35)
Calculators (85)
Desk, Chairs, File Cabinets, Bookcase (125 sets)
Tables, Chairs
Copy Machines (12)
Computer Hardware
Software/Programming
Fireproof Files, Safes
Dividers
Drafting Equipment
References
Office Supplies
Printing and Binding
TOTAL
Police Department Capital Equipment
Patrol Vehicles
22 @ $17,850 (equipment & installation)
Unmarked Vehicles
5 @ $16,700 (equipment & installation)
Undercover Vehicles
2 @ $11,000 (equipment & installation)
Motorcycles
2 @ $10,000 (equipment & installation)
Quartermaster Packages
(uniforms, handguns, bullet-proof vests,
ammunition, rain gear, manuals, etc.)
61 @ $2,000
Portable Radios
31 @ $1,000
Radar Units
4 @ $2,000
Shotguns
30 @ $300
Camera Kits 35mm
30 @ $200
Crime Scene Search Kits
30 @ $150
Crime 'Scene Video Equipment
Misc. (Special weapons, supplies, etc.)
TOTAL
IV -2.4
$ 8,000
$ 35,000
$ 11,000
$125,000
$ 13,000
$ 96,000
$300,000
$ 70,000
$ 10,000
$ 20,000
$ 6,000
$ 8,000
$ 17,000
$ 26,000
$745,0
$392,700
$ 83,500
$ 22,000
$ 20,000
$122,000
$ 31,000
$ 8,000
$ 9,000
$ 6,000
$ 4,500
$ 3,000
$ 2_
$721,700
•
F1
IV -3-A
3. Expenditures
A. INTRODUCTION
This section provides information on the expenditures the city will incur
during the first year of operations after incorporation occurs. The first year
of operations is assumed to begin in fiscal year 1990 most likely beginning on
March 14, 1990. The expenditures are identified in detailed department budgets,
along with a description of the staffing composition and functions of each
department.
In addition, a list of issues and considerations when making decisions on
department organization.are included. These are similar to the lists of issues
and considerations in the analysis of existing services to the area, and are
reproduced here to facilitate reading and to provide a more complete discussion
for the budget. Expenditure projections for 2000 under three different
development scenarios are also provided. The following section outlines the
methodology used in developing the budget and includes an explanation of the
major assumptions that were included in the analysis.
B. BUDGET DEVELOPMENT
The purpose of preparing a city budget for the proposed City of Federal Way
is twofold:
(1) to test the fiscal feasibility of the new city and,
• (2) to demonstrate to the reader, in an understandable format, how the new
city could spend its money to provide services and address community concerns and
priorities. This budget is intended as a conservative accounting analysis, by
understating revenues and overstating expenditures.
1. Data Sources
In compiling this budget, the consultants used many sources, thus the result
is a composite of all these inputs. Budgets from the cities of Auburn, Bellevue,
Bothell, Everett, Kent, Kirkland, Redmond, Renton and Tukwila were analyzed in
detail for salary levels, line item costs for each department and staffing
levels. King County and other service providers in the area, such as the fire
district, Washington State Patrol and Washington Department of Transportation,
were studied to gain from their experience serving the area and to obtain their
service costs to be applied to the new city budget, if appropriate.
Federal Way community concerns and priorities were identified through
research of news clippings over the past seven years. In addition, a workshop
was held with the Resource Group of the Federal Way First Committee. This group
comprised approximately 16 members of the community with special interest and/or
expertise in service areas within the community. This group represented the fire
district, water and sewer district, police protection, land use,.transportation,
parks and senior services to mention only a few of.the.major issue areas. Their
information provided additional insights into community priorities and areas of
concern which were considered when compiling the proposed budget. It should be
emphasized that this budget represents a hypothetical configuration of services
and resource allocations which ultimately will depend on the choices and
priorities of the new city council.
IV -25
IV -3-A
Finally, the budget reflects the consultants' experience and judgment gained
from several incorporation and annexation studies and many fiscal impact studies
performed over a twelve-year period. The experience of starting up a new city
was explored through an interview with the Mill Creek City Manager and analysis
of their budget data. (Mill Creek is the most recent new city in Washington
State; the interview was conducted in 1986 during a similar incorporation study.)
2. Staffing Levels
In testing the fiscal feasibility of the new city, it became necessary to
examine city expenditures under full operating conditions with a full complement
of personnel. During the first year of operation, many city services would be
brought on-line gradually, with a commensurate gradual build up of personnel.
Certain basic services, such as police, fire, and public works, would be brought
up to full operational levels quickly, with the majority of hiring and contract
services arranged for during the eight-month start-up period. (See Section IV -2,'
Transition Plan and Start-up Budget.) Overall, the average staffing level for
the first year would approach 75%, making the city's total expenditures roughly
proportional to that staffing level.
Salaries and benefit levels are one of the most important budget items in
any city budget. It is important to have competitive salaries to recruit able
and experienced personnel and make sure that the overall budget is realistic.
The cities of Kent, Renton and Tukwila were analyzed to set the new city's salary
and benefit levels. Since those three cities do not have a council/manager form
of government, Bellevue and Kirkland provided the point of reference for the city
manager's salary.
3. Service Delivery
Service delivery assumptions for the new city are critical in understanding
the budget. The city's fire, library, water, sewer and refuse collection
services are assumed to remain with the current service providers. The Budget
includes funds for contract payments to Fire District #39 and the King County
Library System. Under the status quo the water and sewer service providers and
refuse contractors would continue to bill their customers directly. In addition,
the city is assumed to contract for many services with King County, other cities
or private contractors in order to minimize start-up time and lower initial
capital costs. The decision to contract for services would be reviewed
periodically to evaluate the quality and cost-effectiveness of each program.
4 Budget Format and Comparability
The reader is cautioned in comparing this budget with bud ets from other
com arab a sized cities. The budget assumes many of he current providers will
continue to provide services to the area so many of these expenditures and
revenues -are -not shown in the city's budget. Contracting for road, storm
drainage and parks maintenance, a city attorney, indigent defense, jail services,
a municipal court and many planning and engineering services will result in
Federal Way having fewer employees than other "comparable cities.
IV -26
IV -3-B
To illustrate the comparability problem, Kirkland (population 35,820) has
a 1988 Current Expense Budget of $10,472,297 and 204 employees, while Redmond
• (population 31,710) has a 1988 General Fund Budget of $17,226,000 and 272
employees. The Current Expense Fund and the General Fund are similarly charged
with providing only basic municipal services. Both Eastside cities provide a
full complement of city services and are generally considered well managed
municipalities.
The following proposed budget has been laid out in a simplified format to
aid understanding. It is not a cash flow budget and does not reflect the funds
format required by Washington State law. Cities use internal service funds to
charge individual departments for use of equipment such as automobiles.
Therefore, the automobile use is counted twice, once in the department that uses
it and again in the service fund that provides it. A new city can realize many
efficiencies based on state -of -the art technology and the opportunity to
negotiate effective contracts for service delivery systems. The advent of
affordable, user-friendly computer systems can make clerical and technical
support more efficient and less costly than in "old-line" cities.
In summation, the fewer services being provided in-house, the absence of
double counting inherent in funds accounting, and the significant efficiencies
available to a new city result in fewer personnel and a much lower budget than
other cities of the same size.
C. BUDGET FOR FIRST YEAR OF OPERATIONS AFTER INCORPORATION
1. Introduction
• The following budget reflects a fully functional new city capable able of
providing municipal services to the Federal Way community. A detailed budget is
provided for each department, along with a description of the staffing levels
and major functions. A summary of the city's expenditures is shown on Table
IV -3-C-1. The budget's emphasis is on basic municipal services such as police
and fire protection and public works plus growth impacted departments such as
parks and recreation and planning and community development. Police protection
accounts for 24% of the budget. Fire protection is the next largest expenditure
at 19%. Upkeep of the community infrastructure, including streets, traffic
management and maintenance of storm drainage systems, accounts for 16% of the
budget. Non -departmental expenses, including rent, insurance, the King County
Public Health Department Contract, and other smaller budget items, together total
9% of the city's budget. Six percent of the budget is allocated for reserves
such as funds for capital improvement projects and a contingency fund.' The
initially modest annual reserve is projected to increase in future years (see
"Expenditure Projections"). Chart IV -4 illustrates the distribution of
expenditures for fiscal 1990, the first year of operations and Chart IV -5 shows
projected reserves. At the end of this section a detailed budget is provided and
the organizational structure of the city is shown in Chart IV -6. Because of
special interest in police protection, that department's organization chart is
also shown in Chart IV -7:`_
IV -27
IV -3-C
TABLE IV -3-C-1
PROJECTED EXPENDITURES FOR THE PROPOSED CITY OF FEDERAL WAY FOR FISCAL YEAR 1990
AND UNDER THREE DEVELOPMENT SCENARIOS FOR 2000 •
(1988 Dollars)
1990 Fiscal Year
First Year of Operations
Legislative $ 134,000
Administrative $ 180,000
Finance $ 591,000
Central 1Support $ 303,000
Services
Legal/Judicial2 $ 900,500
Hearing Examiner $ 69,500
Police $4,065,000
Fire Department2 $3,266,000
Public Works $2,691,000
Building $ 509,000
Library $ 730,000
Planning/ 1
Community Dev. $ 364,000 $ 379,000 $ 402,000 $ 420,000
Parks &
Recreation $ 715,000
$ 787,000
2000 Projections
$1,007,000
Non-Deptartmental2 $1,536,000
ow Growth
Mid -Range Growth
High Growth
$
139,000
$ 148,000
$ 155,000
$
187,000
-$ 199,000
$ 208,000
$
615,000
$ 653,000
$ 683,000
$
315,000
$ 335,000
$ 350,000
$
992,000
$1,142,000
$1,268,000
$
42,000
$ 72,000
$106,000
$4,477,000
$5,153,000
$5,723,000
$3,597,000
$4,140,000
$4,598,000
$2,964,000
$3,411,000
$3,789,000
$
309,000
$ 562,000
$ 776,000
$
804,000
$ 925,000
$1,028,000
Planning/ 1
Community Dev. $ 364,000 $ 379,000 $ 402,000 $ 420,000
Parks &
Recreation $ 715,000
$ 787,000
$ 906,000
$1,007,000
Non-Deptartmental2 $1,536,000
$1,692,000
$1,947,000
$2,162,000
(Incl. Health Dept.)
Reserves $1,000,472
$1,381,740
.$1,716,451
$1,968,960
Tota15 $17,054,472
$18,680,740
$21,716;451
$24,241,960
1. Relatively fixed expenses,
increasing at roughly
40% of population
growth rate.
2. Faster growing expenses, based
on population
growth rates.
3. Proportional to change in
4. Balance remaining after subtracting
building permit revenues
all above
expenditures from
total
5. Equal to revenue estimates
AIL
Source: The Georgette Group
IV -28
•
CHART IV -4
FISCAL YEAR 1990 EXPENDITURES FOR PROPOSED CITY OF FEDERAL WAY
1%4% 2%
4%
6%
9°
2% 3% 16%
24%
The expenditures allocated to Hearing Examiner are less then 1%.
The total expenditures are $17,054,471.
Source: The Georgette Group
•
IV -29
®
Administrative
®
Finance
Central Suport
0
Legal + Judicial
❑
Police
Legislative
®
Public Works
®
Building
®
Planning & Comm.
Development
®
Parks & Recreation
®
Non -Departmental
Reserves
®
Library
10
Fire Department
Ta
L
L
I
O
N
S
CHART IV -5
PROJECTED RESERVES FOR THE PROPOSED CITY OF FEDERAL WAY FOR
FISCAL YEAR 1990 AND UNDER THREE GROWTH SCENARIOS FOR 2000
2.00
1.75
1.50
1.25
1.00
0.75
0.50
0.25
0.00
fiscal year 1990
2000
low growth
Source: The Georgette Group
2000 zuvu
mid-range high growth
growth
IV -30
•
11
4-1
IV -3-C
• 2. Contract Services
•
The new city could rely heavily upon contract services, especially during
its first years of operations. Contracting could provide many municipal services
rapidly and reliably without the extensive logistical planning and capital
expenditures required to perform services in-house. The Federal Way budget
presented in this report includes nearly $8.3 million in contract expenditures,
or about 48% of the annual budget total. The new city budget includes 160 FTE
employees for in-house services. If the city were to provide the contract
services in-house, the additional personnel required would be approximately 164
FTE, more than doubling the city staff.
Contract services would include many major budget areas. The largest
contract would be with Fire District #39, totaling nearly $3.3 million and
involving 61 FTE employees. The Public Works Department budget also includes
significant contract expenditures for street, traffic and drainage operating and
maintenance functions, totaling $1.55 million and 26 FTE employees. Other
contract services include the King County Library System, King County Health
Department, King County Alcoholism and Substance Abuse, King County Department of
Adult Detention, King County Animal Control, Federal Way District Court, Federal
Way Senior Center, parks operations and maintenance, police department
communications, city attorney, hearing examiner, planning and engineering
services. Initial data from King County Department of Public Safety indicates
the department could provide a level of service roughly equivalent to that
envisioned with the new city police department for approximately the same cost.
3. Direct Expenses and Capital Funding
As mentioned earlier in Section IV -2, the expenses incurred during the
transition period are not included in the annual budget figure. The costs during
transition would initially be financed through tax anticipation notes to be
repaid after the city receives its revenues. Capital costs could also be
financed initially through tax anticipation notes and either repaid from the
reserves in the budget or financed on a longer term through city bonds. Because
staffing would build gradually during the first year of operation, the new city
would have lower total expenditures during the first year than those shown in the
budget; resulting in additional reserves of $2.0 million.
In keeping with a conservative fiscal analysis, additional funds that may be
available to the new city, (e.g., Community Development Block Grants and state
and federal street funds), have not been included in the budget. These revenues
could amount to an additional several million dollars per year. Analysis of the
1989-1994 King County Capital Improvement Plan for Federal Way Transportation
Projects indicates about $8.0 million, or over 50% of those project costs
budgeted for 1988 and 1989 were from Urban Arterial Board (UAB) grants.
IV -31
IV -3-C
Federal Way, as a growing community has significant capital improvement
project (CIP) needs. Transportation or street projects, surface water management
or drainage projects and park land acquisition and improvement projects are three
major CIP areas that will require special funding. Major funding sources include
several evaluated in the budget: state gas tax distributions for street work,
storm drainage charges and the real estate excise tax for capital projects in
general.
Under state law a new city is limited to a regular property tax levy of
$3.375/$1,000, or to a levy nearly $.31 less than the current combined regular
levy for King County Road District, Fire District #39 and King County Library
System. The new city could raise an additional $666,000 (based on 1990 assessed
valuation) by continuing the current property tax rate.
Additional funding sources include state and federal street improvement
grants, cost sharing on joint projects with WSDOT and Metro, developer mitigation
funds or deeded property, local improvement districts (LID'S), user fees,
community development block grants, state recreational project grants and city
general fund revenues such as the optional utility tax or B & O taxes.
An example of the significance of grant funds is the Urban Arterial Board
(UAB) funds programmed in the 1989 King County Transportation Program. The
1989-1994 CIP shows $7,577,713 budgeted for the Federal Way incorporation area
for 1989 projects, $6,069,276 of which is identified as UAB funding, with an
additional $90,694 coming from METRO. Thus about 81% of the annual budgeted
amount comes from the UAB grant or METRO cost sharing. The CIP, shown in Table
III -1-C-1, identifies $14,246,713 in transportation projects for the period
1989-1994, over 53% of which is tentatively scheduled for 1989.
The Surface Water Management (SWM) CIP identifies only projects through
1992. This four year (1989-1992) budget, includes Surface Water Management
projects totaling $841,452 with $417,252 or nearly 50% of the project
expenditures tentatively scheduled for 1989 (see Table III -1-C-2). The SWM Basin
Reconnaissance Program has identified an additional 22 drainage projects in the
Federal Way incorporation area.
A growing community such as Federal Way has growing parks and recreation
needs. King County has identified a standard of 7.5 acres per 1,000 population
for major urban parks, community parks and neighborhood scale parks. They also
have standards (facilities/population) for soccer fields, tennis courts, baseball
fields, football fields and play areas. In order to attain this standard, growth
in Federal Way would require acquisition of about 14 acres per year. Based upon
current acquisition costs shown in the Parks CIP (see Table III -1-D-3), land
would represent an annual average expenditure of $453,000. Improvements to that
property would average $494,000 per year, making a recommended annual budget of
$947,000 for acquisition and improvement of parks and recreation lands in the
Federal Way incorporation area.
4. Bonding Capacity
Bonding capacity of the proposed City of Federal Way is shown in
Table IV -3-C-2.
.IV -32
IV -3-C
TABLE IV -3-C-2
BONDING CAPACITY FOR THE PROPOSED CITY OF FEDERAL WAY
(1988 Dollars)
1990 2000
Low Growth Mid -Range Growth HighGrowth
Assessed
Value $2,177,255,900 $2,435,677,200 $2,803,914,300 $3,109,245,900
Bonded
Indebtedness $ 16,329,419 $ 18,267,579 $ 21,029,357 $ 23,319,344
W/0 Voter
Approval 1
Bonded
Indebtedness $ 54,431,398 60,891,930 $ 70,097,858 $ 77,731,148
With Voter
Approval 2
•
1. .75% of Assessed Value
2. 2.50% of Assessed Value
Source: The Georgette Group
•
I:V-33
IV -3-D
D. EXPENDITURE PROJECTIONS
Expenditures have been projected for the new city over a ten-year planning
horizon, i.e., 2000, as required by RCW 36.93.170. Projections are in 1988
dollars, reflecting only "real" growth, not inflationary growth. The overall
budget is projected to increase by 10% under a low growth scenario and by 42%
under a high growth scenario. Table IV -3-C-1 summarizes each department's
expenditures under the three development scenarios, and shows its first year
(Fiscal Year 1990) budget for comparative purposes.
Real growth in the budget is highest in police, fire, legal & judicial,
public works, library, parks & recreation, and non -departmental areas, where the
growth rate would parallel population growth in the Federal Way community.
Growth in other departments -- legislative, administrative, finance, central
support services, and planning & community development is assumed to be at a
slower rate equivalent to roughly 40% of the rate of population growth.
Expenditures by the building department and the hearing examiner are directly
related to the rate of growth and development in the city, thus projections
reflect the historical rate of development activity in the area.
Each city budget is required.'to be balanced, so total annual expenditures
equal total annual revenues. The budgeted reserves are thus determined
residually by subtracting all departmental expenditures from total revenues.
Under this budgetary assumption, annual reserves would rise under all growth
scenarios. The annual amount credited to reserves would grow by 38% under the
low growth scenario, 72% under the mid-range projection and by 97% with high
growth! Therefore growth in Federal Way will contribute significantly to the
financial capabilities of the new city and increase its capacity to fund capital
expenditures.
11
IV -34
•
E. BUDGET DETAIL
BUDGET FOR FIRST YEAR OF OPERATIONS
FISCAL YEAR 1990
The following budget represents a hypothetical allocation of resources to
specific departments to provide the basic municipal services to the new city
during the first year of operations. The service configuration among and within
the departments represents only one set of service options and is provided only
as an example for readers. It is quite possible that services could be organized
differently. Some services might be omitted, others would have the level of
service raised, and some services not mentioned could be added to the budget.
Ultimately, the actual configuration of services and allocation of resources to
pay for those services will depend upon the priorities of the new city council.
This is not a cash flow budget which reflects the timing of munici al
recei is an ex enditures. cash ow budqet wi nee to a prepared t at
rerIects the exact date o incorporation.
The budget format for each department is organized as follows:
° A description of the department
° A summary budget for the department
° A list of service options for that department
° A list of issues for consideration
IV -35
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IV -36
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Legislative
Under the Council/Manager form of government the voters elect a City Council
and the Council elects one of their members to serve as mayor. The Council also
hires a City Manager to serve as the city's Chief Executive Officer. The Mayor
presides over Council meetings, helps the City Manager determine city priorities,
interprets council goals and policies, and represents the city in intergovernmental
functions and community events. The City Council passes laws, adopts the budget
and supervises the City Manager. The City Council would include six council
members and the mayor. Support staff would include a Legislative Assistant and
an Administrative Secretary.
Legislative Budget
Personnel
Council Members (6)
Mayor
Legislative Assistant
Administrative Secretary
Total Personnel Cost, incl. benefits $119,000
Office and Operating Supplies 15,000
i Total Legislative Budget $13
4,900
•
IV -37
Administrative
This department is responsible for day-to-day management of the city
including key hiring and firing decisions. All department heads report to the `
City Manager. As the city's chief executive, under the council/manager form of
government, the City Manager represents the city and develops goals, policies and
budget recommendations for City Council consideration.
The Administrative Department has only three personnel: the City Manager,
and staff support from the Administrative Assistant and the Executive Secretary.
Administrative Budget
Personnel
3 FTEs, includes benefits
$166,000
Office Supplies and Operating Expenses 14,000
Total Administrative Budget
IV -38
$180,000
r
!I
Finance Department
This department includes overall municipal financial management and several
functional areas mandated by law. The Finance Director manages the department
• and also serves as City Treasurer managing and investing city funds. The City
Clerk is responsible for council agendas and minutes, legal notices and records,
voter registration and bid openings. Departmental accounting and data processing
provide budgeting, payables, receivables, general ledger, management information
systems and other technical support services. Some specific duties include
maintaining surface water management fee accounts, LID accounts, issuing business
licenses and assisting in collections for the traffic violations bureau.
Personnel include the Finance Director, the City Clerk, their Administrative
Assistant and Secretary, 2 Programmer/Analysts, 2 Budget Analysts, 2 Accountants,
and 4 Clerks.
Finance Department Budget
Personnel
14 FTE's, including benefits $528,000
Office Supplies & Operating Expenses 63,000
Total Finance Department Budget
•
•
IV -39
$591,000
•
•
Central Support Services
This department is responsible for overall personnel administration for the
city. It also functions as a pool of support services, such as data processing,
word processing and miscellaneous clerical duties for other city departments. It
is set up to provide this support over the year, as certain departments experience
seasonal demand or other temporary needs associated with their functions.
Central Support Services includes 9 full-time employees. The Personnel/
Support Manager heads the department, with his/her secretary providing administra-
tive support. A Data Processing Specialist provides computer programmer/analyst
capabilities. There are 2 full time word processing personnel and 4 clerks to
give general clerical support.
Central Support Services Budget
Personnel
9 FTEs, incl. benefits $284,000
Office Supplies & Operating Expenses 19,000
Total Central Support Services Budget
IV --40
$303,000
Legal & Judicial Department
The Legal and Judicial Department includes several contract services
including: the City Attorney, a Traffic Violations Bureau, a Municipal
Department of the Federal Way District Court and an indigent defense contract
with the King County Office of Public Defense. The Court Clerk processes bail
forfeitures for the City Traffic Violations Bureau with clerical support and
collection assistance from the Finance Department. The City Attorney provides
legal advice for all city departments as needed, represents the city in any legal
proceedings and serves as the city's prosecuting attorney.
Legal & Judicial Budget
Personnel
Court Clerk, includes benefits $ 37,000
Contract Services
Federal Way District Court $400,000
King County Office of Public Defense 155,000
City Attorney
(retainer, lawsuits, prosecution) 300,000
Subtotal 855,000
Office Supplies & Operating Expenses 8,500
.Total Legal and Judicial Department Budget $900,500
. A variety of service options for Municipal Court Services, Public Defense
Services, and City Attorney Services, for the new city could include any of the
following:
Options for Municipal Court Services
Create a full municipal court with its own judge.
° Create a municipal department within the district court system.
° Create a traffic violations bureau in the city along with either of the
above options.
° Contract for all services through the King County District Court.
Form an interlocal agreement with other interested municipalities to
form own court system.
Issues for Consideration
Continuity of service during the transition phase and during the time
a municipal court was being established.
° Cost to establish and staff own municipal court.
° Cost of contract services with the King County District Court System.
IV -41
�J
Options for Public Defense Services:
Contract with the King County Office of Public Defense.
° Contract directly for public defender services with other service
providers.
Issues for Consideration
° Cost of indigent defense services.
Options For City Attorney Services
° Contract for prosecuting attorney services for both civil and criminal
cases from a private law firm.
° Employ a City Attorney for prosecution services.
Issues for Consideration
° Would prosecution work load justify in-house city legal staff?
° Cost of in-house prosecution versus private contract legal services.
° Continuity of prosecution services.
° Coordination with District Court of Municipal Court schedules and
proceedings.
IV -42
Hearing Examiner
The Hearing Examiner is a part-time legal official hired by the city to
conduct public hearings on land use applications, make a decision on those
applications or make recommendations to the City Council. The Hearing Examiner
is supported by one full time secretary.
Hearing Examiner's Budget
Personnel
1 FTE, includes benefits and overtime $31,000
Contract for Hearing Examiner 35,000
Office Supplies and Operating Expenses 3,500
Total Hearing Examiner's Budget
•
•
IV -43
$69,500
Police Department
The department is headed by the Chief of Police, and a total of 2
• Lieutenants and 7 Sergeants carry out the day-to-day, around-the-clock
supervision and senior level support for the 8 additional Detectives, 42
Patrol/Traffic Officers, and a transportation officer. Civilian support staff
include 14 personnel, an Administrative Assistant, 3 Secretaries, 2
Evidence/Crime Prevention Specialists and 8 people in clerical support roles.
Services performed under major contract include communications/dispatch and use
of the King County Jail.
Personnel
61 commissioned officers (FTE's), incl. benefits $2,835,000
14 civilian FTE's, incl. benefits 422,000
Subtotal $3,257,000
Contract Services
•
Communications
Care and custody of prisoners
Professional services
Crime Information Terminal
Subtotal
Office Supplies and Operating Expenses
Total Police Department Budget.
300,000
250,000
15,000
4,000
569,000
239,000
$4,065,000
A variety of service options for police protection services and correctional
services for the new city could include the following:
Options for Police Protection Services
Continue King County Public Safety Department police protection to the City
of Federal Way on a contract basis at a service level and cost negotiated
between the City and King County.
Establish a new police department for the City of Federal Way and offer a
service level consistent with the community's needs and financial resources.
IV -44
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Police Department (Continued)
Issues for Consideration
Local control over police services.
° Community concerns about the current level of police service in the
Federal Way community.
° Public perceptions of the crime rate in the Federal Way area (see Table
III -1-B-1).
Coordination with multiple public safety agencies in King County and the
Federal Way community including the fire district, Washington State
Patrol and nearby cities.
° Availability of King County Special Operations Units and investigative
resources, i.e. K-9 patrol, marine patrol, tactical squad, bomb disposal,
hostage negotiation, criminal information (intelligence), homicide,
robbery, special assault, drug enforcement, vice control, criminal
warrants, auto theft, check/fraud and pawn shop details.
° Economies of scale offered by a large organization such as King County
Department of Public Safety.
° Overall allocations of King County Police resources; community patrol
visibility vs. administrative, support and specialized units.
° The Federal Way area is not easily serviced from the King County
Southwest or Southeast Police Precincts. Therefore, the department
maintains a substation in the area. Maintaining this substation, should
incorporation occur, could be an issue due to limited resources.
Start up costs of a new city's police department (station, cars,
equipment, uniforms, supplies, etc.).
Liability insurance required by a new city police department.
Experience of the new department and individual officers.
Continuity of police protection.
IV -46
Police Department (Continued)
Options for Correctional Services
° Contract for corrections service through King County.
• Establish their own corrections facility (however, this is unlikely).
° Contract for service with other nearby jurisdiction(s) having jail capacity,
e.g. Kent, Auburn, and Renton.
Issues for Consideration
° Cost to establish own facility
• Exposure to liability due to operation of a new city jail.
° Continuity of service through transition phase while municipal facility is
built and corrections department is developed.
° Cost of contract detention and corrections services.
° Distance to the contract jail facility, time lost in transporting prisoners.
•
•
IV -47
Fire Department
• Contract Payment to FPD #39
$3,266,000
A variety of service options for fire protection services for the new city
could include any of the following:
Service Options for Fire Service
The new City of Federal Way would have the following options with regard to
providing fire protection service to residents and business within its city
limits:
° Annex the City into the Fire District; the District would continue to
provide services and collect its operating levy.
° Form its own municipal fire department and assume ownership of Fire
District's #39 assets.
1) Since the proposed incorporation area contains at least 60% of the value
of the real property in the fire district then the new city could assume
ownership of all the district's assets.
. a. City must pay the fire district (within one year) for part
of its assets equivalent to the portion of the district's
real property value remaining outside the city if the
district's residents vote to do so.
0 -
b. Payment can be made in cash, properties or contract for fire
protection services.
c. The fire district may require the city to provide service by
contract to the area outside the city if its residents vote
to do so.
Issues for Consideration
Control over the delivery of fire protection services.
° Local service areas.
° Continuity of service if a new city municipal fire department were
established.
IV -48
° Coordination between the fire department and city building
• administration for building code and fire code enforcement. A
cooperative arrangement between the planning and fire department is
used by the cities of Kirkland and Kent, and is an example of how a
coordinated approach to building and fire code enforcement works to
provide increased protection to the public.
•
° Access to additional funding options including grants, sales tax, etc.
Liability insurance required by a new city fire department.
° Coordination and joint planning between the fire department and the
city police department. For example the City of Federal Way could
contract police dispatch to also enter the fire district's computer
aided dispatch centers so the fire district could better respond to
criminal and traffic emergencies and incidents in the Federal Way area.
IV -49
Public Works Department
This department performs engineering services and management of road
operations and maintenance, and administers a variety of contracts including
street, traffic, drainage, operations and maintenance contracts. Public works
• is also responsible for identifying transportation and drainage problems in the
community, allocating resources to seek solutions and implementing programs and
capital improvement projects to address those problems.
Department staff is limited due to the provision of all operating and
maintenance functions by contract. The Public Works Director is supported by an
Administrative Assistant and an Administrative Secretary. Other key personnel
include the City Engineer/Street Superintendent and Surface Water Program
Manager. Engineering support is provided by 2 Civil Engineers and 4 Engineering
Technicians. Clerical support is provided by 4 staff clerks, however,
additional support is provided by the Finance Department for levying and
collecting storm drainage fees and by Central Support Services for personnel,
data processing, word processing and clerical functions.
Personnel
15 FTE's, including benefits
Contract Services
Street Maintenance & Operations $1,300,000
Traffic 350,000
Drainage 350,000
Engineering Services 80,000
Office Supplies & Operating Expenses
Total Public Works Department Budget
$ 571,000
2,080,000
40,000
$2,691,000
A variety of road maintenance, engineering and storm drainage maintenance
service options -would be available to the new city including any of the
following:
Options for Road Maintenance and Engineering Services
The new City of Federal Way could form a public works department and
contract with King County, nearby cities or private contractors for
service for any or all of the following roads and engineering services,
road operations and maintenance (0&M), traffic signal and sign (0&M),
transportation planning and engineering support.
The new city could hire personnel and acquire equipment to provide all
of its own roads and engineering services.
Some combination of the above arrangements could be implemented; for
example, having city public works planning and engineering staff but
opting to have the city street superintendent manage the 0&M contracts
with the County, another city or private contractors.
IV -50
Issues for Consideration
° Cost to contract for service versus providing in-house capabilities.
° Start-up time for a new city public works department.
° Continuity of street 0&M service and transportation planning.
° Adequacy of current C.I.P. planning for the Federal Way area.
Coordination with WSDOT planning and new transportation projects.
° No definitive information on the status of capital improvement
projects in the study area can be provided at this time since County
policies regarding capital projects in incorporation and annexation
areas remain undetermined at. this time.
Options for Storm Drainage Maintenance Services
The new City of Federal Way could create a storm water drainage
utility with charges based on needs of the area.
° The city could adopt King County's drainage policies and standards on
a temporary or permanent basis.
The City could prepare and pass policies and ordinances (regular
controls) governing storm and surface water runoff control; these would
define the service level within the new city.
° The city could create its own municipal public works department or
contract with King County, a nearby city or private contractors to
perform the following:
- Review development plans
- Conduct inspections during construction
- Maintain drainage facilities
- Plan and construct new storm drainage systems
Issues for Consideration
Continuity of planning and service for projects currently under review
or construction.
Effectiveness of the current storm water management system.
° Cost to contract for services vs. cost of in-house capabilities.
° No definitive information on the status of capital improvement
projects in the study area can be provided at this time since County
policies regarding capital projects in incorporation and annexation
areas remain undetermined at this time.
IV -51
Building Department
This department is responsible for review of all development plans and helps
ensure safety of all buildings in the community through inspection of new
construction and regular follow-up inspection of major buildings in the city.
Personnel include the City Building Official, an Administrative Secretary, 2
Permit Coordinators, 2 Plan Checkers, 4 Building Inspectors and 2 clerical staff.
Engineering support and permit processing services would be provided by contract.
Because of the variable demand upon permit processing resources, the Public Works
Department and Central Support Services will also be enlisted in engineering,
technical and clerical support to the Building Department.
Building Department Budget
Personnel
12 FTE's, including benefits $417,000
Contract Services
Engineering Support and Permit Processing 70,000
Office Supplies and Operating Expenses 22,000
Total Budget for Building Department $509,000
A variety of service options for Building Department services for the new city
could include any of the following:
Options for Building Department Services
° The city could adopt by reference those codes, regulations, fee schedules
and permit requirements which King County has operational within
unincorporated King County as an interim or permanent action.
The city could draft or select its own codes, regulations, fee schedules
and permit requirements consistent with State standards.
° The city could contract with professionals to assist with codes and
regulation selection, fee schedules and permit requirements.
° The city could form its own Building Administration department,
including a zoning administrator and hearing examiner, to plan, administer
and enforce the respective codes, with all work performed by city personnel.
° The city could assign the building administration and enforcement
functions to other city departments such as Public Works or Fire
Department (district) with the requisite expertise.
° The fire district has the knowledge, skills and capabilities to assist
in the operation of a city building department and would be available to
work closely with the city to develop building and fire codes.
IV -52
° The responsible city department could hire professionals to perform
review, inspection and enforcement duties on a contract basis.
• ° The city could elect to "grandfather" in all projects previously
approved by King County and allow them to proceed as approved.
•
•
° The city could attempt to re -review all projects approved by King County
and impose a moratorium on construction until such review has been
completed.
Issues for Consideration
Continuity of planning, administration, regulation and enforcement of
building codes and regulations.
° Local control over building and land use policies.
Citizen accessibility to building and land use administrative processes
and proceedings.
° Timely permit application processing by building and planning administration.
° Cost of building administration services to Federal Way residents and
businesses.
IV -53
Public Library
Contract Payment to King County Library System $730,000
0
•
•
A variety of service options for library services for the new city could
include any of the following:
Options for Library Service
° The new city could negotiate a contract with KCLS for service.
KCLS would require the contract include purchase of the libraries or
a lease of those facilities to the city.
° The new city could annex into KCLS so it would levy directly on
properties in the incorporation area and continue services as it
does now.
° The new city could purchase or lease the libraries from KCLS and
operate its own library system.
Issues for Consideration
° Cost and accessibility of public library services to Federal Way
residents and business users.
° Continuity of public library service delivery.
IV -54
Planning & Community Development Department
The overall mission of the department is to guide land use development in
the city through carefully drafted policies, plans and zoning that reflect the
community's needs and stated priorities.
This department consists of a Planning Director, a Senior Planner, an
Assistant Planner and 2 Planning Technicians. The department secretary and two
clerical staff provide overall staff support.
Planning & Community Development Department Budget
Personnel
8 FTE's, including benefits $276,000
Contract Services
50,000
Office Supplies & Operating Expenses 38,000
Total Planning & Community Development Dept. $364,000
A variety of options for planning services would be available to the new city
including the following:
Options for Planning Services
° The new city may adopt existing King County land use, historic
preservation and arts policies, programs and plans by reference as an
interim or permanent action.
° The city could revise existing or draft new policies, programs and plans
to reflect community needs and values. This process could be done by
either city staff or professionals on a contract basis.
° The city could hire a planning director and staff or have the director
contract for planning services with consultants as needed.
° The new city may wish to support ongoing King County planning projects
that address Federal Way community concerns.
Issues for Consideration
° Continuity of plans and policies and their administration.
° Local control over land use plans and policies.
° Accessibility to land use planning processes and decision making.
County and City working to develop and adopt an interlocal agreement
which addresses not only local issues and services, but the County's
regional issues and goals as well. That interlocal agreement may define
which regional services King County will continue to provide to the
people of Federal Way.
IV -55
•
Cost of land use.planning services.
Lead time to make decisions on real estate development projects.
° Coordination with adjoining cities and King County in developing
comprehensive plans, policies and a zoning ordinance.
IV -56
Parks and Recreation Department
This department oversees the management, planning, operations and
maintenance of city parks, recreation and other specialized activity programs.
If King County Natural Resources and Parks Division intends to turn over its
neighborhood and community scale parks to the new city, then it will have
operating and maintenance responsibilities for about 190 acres. These facilities
would be maintained on a contract basis. Special programs such as youth
services, recreational programs and cultural programs would be run by several
coordinators. The city would help support the Federal Way Senior Center via
contract payments.
The Parks and Recreation Director would be responsible for overall
administration, program planning and public relations. There would be one
secretary and two clerks for department staff support. The Parks and Recreation
Planner would initiate a comprehensive park and recreation planning program.
Maintenance contracts would be managed by the Maintenance Supervisor. The
Recreation Services Supervisor would manage the recreation programs. Several
part-time Recreation/Youth/Cultural Coordinators, totaling 5 FTE, would provide
ongoing leadership for these special programs.
Parks & Recreation Department Budget
Personnel
12 FTE's, including benefits $368,000
Contracts
• Senior Center Contract 40,000
Parks Maintenance & Operations Contract;
Materials, Supplies & Utilities 275,000
Office Supplies & Operating Costs 32,000
Total Parks & Recreation Budget $715,000
Issues in the transfer of parks properties from King County to the new city
include:
Issues for Transfer of Parks
° "The Natural Resources and Parks Divisions would recommend the
transfer of community and neighborhood parks to the new city. The
final decision on this transfer would be made by the elected
officials of the county." (Correspondence, December, 1988). See
Table III -1-0-2.
° Under the above assumption acquisition of any of the remaining
facilities i.e. Dumas Bay, Poverty Bay and West Campus Trail by the
new city, joint development and/or operation would have to be the
subject of Federal Way/King County negotiations after
incorporation.
IV -57
° No definitive information on the status of capital improvement projects
in the study area can be provided at this time since County policies
regarding capital projects in incorporation and annexation areas remain
undetermined at this time.
Projects shown in Table III -1-D-3 represent all the projects contained
in the proposed incorporation area that are listed in the 1989-1994
Capital Improvement Program Resource Book and has been reviewed by the
Department of Natural Resources & Parks as of early January 1989. The
status of funding for the projects in 1989 and future years cannot be
determined at this time.
Options for Park Maintenance and Recreation Services
° The new City of Federal Way could form a parks and recreation department
and contract with King County, nearby cities or private contractors for
service for parks maintenance and recreation programming.
° The new city could hire personnel and acquire equipment to provide all
of its own maintenance services.
° Some combination of the above arrangements could be implemented; for
example, having city recreation planners and coordinators but opting to
. have the parks maintenance done by contract with the County, another
city or private contractors.
•
Issues for Consideration
° Cost of parks and recreation facilities and services.
° Access to and adequacy of parks and recreation services for Federal
Way residents.
° Cost to contract for service versus providing in-house capabilities.
° Start-up time for a new city parks and recreation department.
Continuity of parks maintenance.
° Adequacy of current C.I.P. planning for the Federal Way area.
IV -58
Non -Departmental
Not all expenses are readily assignable to individual departments, so they
have been included here as non -departmental expenses. Some major items fall into
this category such as rent, insurance and the public health services contract.
The Finance Department manages this budget area.
Office space for the new city would have to accommodate approximately 125
employees sitting at desks, the remaining employees would be police officers on
field duty not requiring desk space or those working another shift. Using a
standard of 120 sq. ft./employee, the basic desk space requirement would be
15,000 sq. ft. Additional space would be required for conference space,
equipment, a public meeting room for council meetings and a police department
locker room, roll call room, and holding area. King County is currently renting
space in Federal Way at the rate of $9 - $10/sq. ft. (annually). We assume the
city would lease economical space, so 30,000 sq. ft. of space could be easily
obtained for the annual cost of $300,000.
Insurance includes general city liability, public officials liability, law
enforcement liability and automobile liability through Washington Cities
Insurance Authority. Insurance costs are based on the number of city worker
hours and loss history. The cities of Auburn, Kent and Kirkland were analyzed
for insurance cost and the highest (unit) cost city became the basis for
Federal Way's estimate. To make sure that our budget would be adequate 2 years
hence the cost was increased by 30`6.
The King County Public Health Department service charge was the single
largest item in this non -departmental budget. It was based on the hypothetical
1988.municipal charge (from the existing services analysis). The other items
reflect the collective cost experience in the many city budgets we consulted.
. Pollution Control, Alcoholism, Rape Relief and the Miscellaneous Memberships were
proportional to costs incurred by the City of Renton.
Non -Departmental Budget
Office Space Lease $ 300,000
Utilities &Maintenance 50,000
Insurance 240,000
Telephone 70,000
Postage 30,000
Puget Sound Air Pollution Control 21,000
King County Public Health Department 730,000
King County Alcoholism & Substance Abuse 14,000
King County Rape Relief 18,000
Memberships (AWC, PSCOG, EDC) 49,000
Misc. Maintenance and Repairs 14,000
Total Non -Departmental Budget $1,536,000
IV -59
Sewer Service
We have assumed the status quo and provide a list of sewer service options
• available to the new city.
Options For Sewer Services
° The City of Federal Way allows the two sewer districts to continue
operations as before incorporation and contracts with them for service.
° The City of Federal Way assumes jurisdiction and operations of the
Federal Way Water and Sewer District and creates its own municipal sewer
department. It could either contract with Des Moines Sewer District or
assume jurisdiction over that portion which provides services to the
city.
If the portion of a district's territory within the new city's boundaries
is more than 60% of the area or assessed land valuation, but less than 100%, the
City may by ordinance assume jurisdiction over the entire district (except any
portion of the district within another city) or over only that portion of the
district within City boundaries. Should the City decide to assume jurisdiction
over only that portion of a district within its limits, the district may, by
election, require the City to assume responsibility for all of the district's
operations. The City would then administer the district and collect fees from
all service users.
Issues for Consideration
• ° Consistency of City and Sewer District planning.
Access to technical expertise concentrated with a municipal public
works department.
° Coordination of interrelated systems in a municipal public works
department; i.e. roads, storm water management, water, sewer.
Continuity of sewer service planning, operations, billings and
finances.
° A city may have access to more funding options including grants.
° Since sewer districts and their service systems are designed to serve
a specific drainage basin they risk losing their efficiency if these
boundaries are changed and also increase the likelihood residents would
have to pay for changes to the system thereby driving up the costs.
IV -60
Water Service
We have assumed the status quo and provide a list of the water service options
available to the new city.
. Options for Water Service
•
° The City of Federal Way allows all the Water Districts to continue
operations as before incorporation and continues to have each water
district provide service to their respective portion of the new city.
This option would obtain unless the city decided to adopt another. Other
options could be selected in the future.
The City of Federal Way assumes jurisdiction and operations of some or
all of the Districts serving the incorporation area.
If the portion of a district's territory within the new city's boundaries is more
than 60% of the area or assessed land valuation, but less than 100%, the City may
by ordinance assume jurisdiction over the entire district (except any portion of
the district within another city) or over only that portion of the district
within City boundaries. Should the City decide to assume jurisdiction over only
that portion of a district within its limits, the district may, by election,
require the City to assume responsibility for all of the district's operations.
The City would then administer the district and collect fees from all service
users.
° The City of Federal Way assumes jurisdiction and operations of only the
portion of Water Districts that are within its corporate limits, thereby
forming its own municipal water service. This may occur only when the
proportion of the water district that is within the new city boundaries
is less than 60%.
Issues For Consideration
° Consistency of City and Water District/Purveyor planning.
Potential economies of scale.of combined operations.
Access to technical expertise concentrated with a municipal public
works department.
° Coordination of interrelated systems in a municipal public works
department; i.e. roads, storm water management, water, sewer.
Provision of water service depends upon technical factors such as supply
sources and physical features of the area, so a new city boundary may
create an arbitrary or artificial service area, not a logical one.
° Continuity of water service planning, operations, billings and finances.
° A city may have access to more funding options including additional
grants.
IV -61
Reserve Funds
Revenues identified in the earlier analysis would be adequate to fund all
current city services identified in the foregoing budget. The excess of revenues
over current expenses would form reserve funds to provide a fiscal cushion and
funding for capital expenditures. These reserves would approach 6% of the total
1990 Federal Way Budget.
Total Reserve Funds Budget
•
Reserve Funds Budget
IV -62
$1,000,472
IV -4-A
• 4. Land Use Plan and Policy Effects of Incorporation
The proposed Federal Way incorporation area is currently within the
unincorporated area of King County and thereby subject to the provision of King
County plans, policies, and ordinances. In addition, the proposed incorporation
area is subject to certain community and special district plans and policies.
A. KING COUNTY COMPREHENSIVE PLAN
The County adopted its first comprehensive plan in 1964, and since then more
than 30 plan amendments have been adopted. In the interest of plan and policy
consistency, the County established the Growth Management Program (1978) to
re-examine and revise the comprehensive plan. The Growth Management Program, in
turn, lead to the development of the Growth Management Policy Guidelines (1979),
a Draft General Development Guide (1980), and the decision to develop a new
comprehensive plan rather than to continue amending the 1964 document.
A new comprehensive plan was adopted in 1985 and is the legally recognized
framework for plans and regulations that govern land uses throughout
unincorporated King County. This framework for growth management simultaneously
encourages economic development, conserves farmlands and forests, protects the
environment, sustains quality rural and urban communities, and preserves open
space.
• The Plan concept is guided by the Comprehensive Plan Map which includes
several land use designations. The proposed Federal Way incorporation area is
designated an Urban Area and an Urban Activity Center. Urban Areas are planned
for development using a range of densities that have public services suited for
an urban environments. Urban activity centers are primary areas of commercial
uses that support employment, services, recreational and cultural activities.
B. COMMUNITY PLANS
The policies of the Comprehensive Plan provide the basis for more detailed
community plans and functional plans. Community plans, prepared by the King
County Planning Division, provide detailed land use and capital improvement plans
for local sub -areas of King County. Federal Way is one of 15 community planning
areas in King County.
1.. Federal Way Community Plan Process
The Federal Way Community planning process began in the early 70's. Growth
in the area has prompted several revisions to that plan, with the latest plan
update and area zoning being adopted in 1986. The Federal Way Community Plan and
Area Zoning, Update 1986 contains all relevant plans and policies of the previous
community plans. The following briefly describes each planning effort.
Federal Way's community planning process began with the publication of the
"Federal Way Community, A Profile in Perspective." This document presented an
overview of Federal Way's social, economic, natural and man made environments.
Community input assisted in the identification of key issues and development of
IV -63
IV -4-B
alternatives for such elements as residential areas, central business district,
transportation, open space, etc. A general plan concept containing selected
alternatives for each issue was submitted to the then King County Environmental
Development Commission (EDC) in 1974. The County Council then adopted "The
Federal Way Community Plan" in 1975, after a series of public meetings and
hearings. The Council directed the Planning Division to develop area zoning to
implement the plan. "The Federal Way Community Plan Area Zoning" was then adopted
in September 1976. Upon Council adoption, the Federal Way Community Plan became
part of the King County Comprehensive Plan, and county actions governing growth
were in compliance with its policies.
Between 1975 and 1977 citizens and public officials recognized that the
Community Plan's Low Density Residential, Residential Estates, and Agricultural
policies were in conflict with the Comprehensive Plan policies. "The Federal Way
Community Plan Revision and Revised Area Zoning" was adopted in May 1980. It
resolved inconsistencies of the Community Plan by identifying maximum residential
development densities, providing for the protection of environmentally sensitive
areas, modifying area zoning to provide consistency between land use policies and
zoning, and modifing the Lakota sewer plan.
"The Federal Way Community Plan and Area Zoning Update," adopted in September
1986, was the County's fourth planning effort in the Federal Way area in a decade.
This update was prepared between 1984 and 1986. The Update recognized that
Federal Way is no longer a bedroom community serving Seattle and Tacoma, but is a
major urban and employment center, and as Federal Way continues to grow, it is
important that adequate facilities and services are in place to serve the diverse
community structure. The major issues identified by the Citizens Advisory
Committee were transportation and the Hylebos wetland. The policies of the
Update encourage and promote new job opportunities in the community. There are
policies for facilities and services that allow for the mixture of residential,
commercial, office and light industrial land uses, and also specific policies for
the protection of the Hylebos wetland.
2. Parks and Open Space
Public parks in the Federal Way Community Plan area are provided by both the
County and State and include both developed and undeveloped lands. Existing
County and State Parks in the proposed incorporation area are shown in Part III,
Figure III -3. The 1977 report of the King County Parks and Recreation Task force
concluded that Federal Way had an adequate number of community, neighborhood, and
resource-based parks for its population.
The Federal Way Community Plan does not have a specific open space plan for
the area. Open space planning is under the County's general open space program.
The Parks Department undertook a county -wide study to identify potential open
space areas for inclusion in the Open Space Bond issue that went before the voters
in the past general election (Sept. 1988). No suitable sites in the Federal Way
area were identified by the Parks Department, and consequently, no dollar
allocation for park acquisition was included for Federal Way in the bond measure.
The citizens of Federal Way were upset that no sites in the Federal Way area were
identified. Although the bond issue failed to pass, the Federal Way Community
Council has since identified 25 sites suitable for park, athletic field,
IV -64
IV -4-C
recreation or open space acquisition. These 25 sites will be prioritized and a
new bond request will be proposed for inclusion on the November 1989 bond issue.
. The bond request is expected to be presented to the full County Council in March
1989.
•
C. FUNCTIONAL PLANS
Functional plans provide detailed programs for public facilities and governmental
services such as sewers, transportation, and shoreline management to support the
policies of the Comprehensive Plan and community plans.
1. Transportation
Throughout Federal Way's Community Plan process, transportation had always
been a major issue of concern, and during preparation of the Update, area
residents indicated that transportation is the area's greatest problem. The
ability of the roads and pedestrian facilities to handle more cars and people
became an underlying issue when considering land use and zoning recommendations.
The transportation network in the Federal Way area is dominated by I-5,
which provides Federal Way area workers direct access to Seattle and Tacoma area
jobs. Pacific Highway (SR -99) is the area's only major north -south arterial.
Although 21st Avenue Southwest is classified as a major arterial, it only
provides one mile of arterial roadway in the southwest Federal Way area. The
major connecting (east -west) arterials have interchanges with I-5; these are
South 320th Street, South 272nd Street and South 356th Street. South 272nd
Street provides access to the Redondo area, South 320th Street is the connection
to the Central Business District (Sea -Tac Mall), and South 356th Street serves
the West Campus area. The major congestion areas are on South 320th and South
348th Streets near the intersection with I-5 and along SR -99.
A high priority for new and improved walkways and bikeways was identified
during the Federal Way Community Plan process. Recommendations for bicycle and
pedestrian improvements emphasize route continuity and safe access to schools,
shopping areas, major employment centers, parks and transit facilities. The need
to save existing equestrian trails and provide additional facilities for such use
has been stressed by the community. The recommended equestrian improvements are
to connect existing equestrian trails and areas of high demand for horseback
riding.
Metro provides 20 transit routes in the Federal Way area and has three "Park &
Ride" lots which are located primarily to provide express service to Seattle.
Pierce Transit also provides service to the Federal Way area with routes to
Puyallup and Tacoma.
2. Federal Way Transportation Plan, 1983
The Federal Way Transportation Plan examined the needs for
through the year 2000, and recommended an extensive program of
improvements for both motorized and non -motorized travel in the
the transportation study, the County evaluated existing traffic
forecast future conditions based on historical growth patterns,
use policies for the Federal Way area. Based on these results,
IV -65
Federal Way
transportation
area. As part of
patterns and
zoning, and land
transportation
IV -4-C
improvements to accommodate future demands were identified. Some of these
improvements have been completed, are in the planning and design stage, or have
• since been placed on the County's six-year capital improvement program. Some
projects, consisting generally of roadway widening, drainage improvements and
bicycle and pedestrian improvements, have been completed; these include South
320th Street, South 312th Street, South 356th Street and 16th Avenue South.
King County is currently preparing an update to the Federal Way
Transportation Plan. This plan is scheduled for completion in mid -1989. Several
key transportation improvement needs that will be considered are additional I-5
access ramps and improvements to South 336th Street west of 21st Avenue South.
King County will coordinate with the Washington Department of Transportation on
improvements to the Kits Corner area and I-5 interchange improvements at South
348th Street.
Other policies which affect transportation issues are the Road Adequacy
Standards (Ordinance 7544) and zoning changes with a P -suffix condition. These
zoning changes result from the recognition that development on these properties
will require certain roadway improvements in order to mitigate traffic impacts.
As part of a development, a developer can be required to provide assistance for
roadway improvements, including their pro -rata share of signalization or turn
lane improvements, walks or trails, or other measures to encourage transit or car
pooling use. Private developer funded street improvements have been implemented
on 1st Avenue South between South 312th Street and South 320th Street. In
addition to developer funded improvements required by the P -suffix conditions,
the County has identified other transportation improvements needed in this eight
• block area and will be completing these as County projects.
3. King County Shoreline Master Program
In order to more effectively implement the goals, objectives and policies
of the Shoreline Master Program and the Shoreline Management Act, the shorelines
within King County have been categorized into four environmental designations.
Puget Sound shoreline in the Federal .Way area includes all four designations:
Urban, Rural, Conservancy and Natural Shoreline environments. Figure IV -1 shows
the shoreline designations. Of the seven lakes in the Federal Way Community
area which are under the jurisdiction of the County Shoreline Master Program,
only Steel Lake is in the proposed Federal Way incorporation area. All the
others are located east of I-5. The environmental designation of Steel Lake
is Urban.
The Urban Environment is an area of high-intensity land use and is
suitab a to areas presently subject to extreme urban type land uses or
areas planned to accommodate urban expansion. The purpose of the Urban
designation is to ensure the optimum utilization of the shoreline for a
multiplicity of uses.
The Rural Environment is intended for shoreline areas characterized by
agricultural uses, ow density residential, and areas which provide
buffer zones and open space between predominantly urban areas. The
purpose of Rural Environment is to restrict intensive residential
development and provide opportunities for recreational uses.
IV -66
.•
Federal Way Incorporation Study
SHORELINE ENVIRONMENTS
UUU Urban CCC Conservancy
RRR Rural NNN Natural
The Georgette Group Figure IV -1
JO���
4NjG�t .>
�i
`State Park'. I c�
J., ........................
............. I
ore e
� wJ2
Browns p
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z
\ TACOMA a
l�
epy
c
NORTH \
a
y Sw 312 St11�t
Mirror Lake
St ,
St
St
J�Pty BPy a'
?C
Redondo /�
DES MOINES
y
a
f
rn S 301
"
rn S3eN Lake
kPn.lhe, e � Corner < East Campu
° S ' 344 St
/ -18
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t
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S 359 St I
369 St Lake
a
0
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FIFE a��e°°g MILTON 1
I
-57
IV -4-D
° The Conservancy Environment consists of shoreline areas that are
primarily free from intensive development and have high scenic or
historical value. Conservancy areas are intended to maintain their
existing character to protect, conserve and manage existing natural
resources and valuable historic and cultural areas.
° The Natural Environment are areas characterized by the presence of
unique natural features that are considered valuable in their undisturbed
or original condition and which are relatively intolerant of intensive
human use. Such areas should be relatively free from development. The
purpose of this designation is to preserve or restore those natural
resource systems that are relatively free of human influences.
4. South King County. Coordinated Water System Plan
The Coordinated Water System Plan (CWSP) prepared in 1988 is a program that
provides direction and guidance for the future planning, management and operation
of water systems within South King County. The CWSP incorporates major policies,
procedures and recommendations jointly developed for and by the area's water
utilities.
D. LAND USE
1. Introduction
The Federal Way area is characterized by a mix of low to medium density
residential housing and open space areas with concentrated commercial and
• business use along Pacific Highway South (SR -99) and at the intersection of South
320th Street with SR -99. Residential land use is characterized primarily by
urban densities, although lows density residential areas comprise a major portion
of the single family acreage in the community planning area (AGR, 1988). Units
range from older large acreage lots to multi -family units. High density
residential developments are located primarily adjacent to the commercial/business
areas along SR -99 and in the West Campus and Twin Lakes areas.
Commercial, retail and office use is concentrated in the Sea -Tac Mall area
at the intersection of Pacific Highway South and South 320th Street. This area
is designated as the Federal Way Central Business District (CBD). In addition,
more commercial use is located north and south of the CBD along Pacific Highway
South. Industrial and manufacturing areas are located primarily south of the
CBD; along Pacific Highway South and west of I-5 at the SR -18 interchange (Kits
Corner).
Open space is located in areas of the steep coastal bluffs adjacent to the
Sound, and along stream corridors, especially the Hylebos wetlands. The West
Campus area is rapidly being developed from open space to a planned office/
residential community. Land uses for West Campus include open space, including
golf course, office -business park, residential, and schools.
2. Zoning
Zoning in the incorporation area includes a wide range of classifications
with land use patterns closely reflective of the underlying zone. Figure IV -2
shows the adopted zoning from the Federal Way Community Plan and Area Zoning
Update, September 1986. In 1987, only 2.9 acres were reclassified to
manufacturing park.
IV -68
�y::
rad if
i" ._,.
IV -4-D
° The dominant zone classifications are urban density single family
residential zones (SR, RS 7200, RS 1500, and RS 9600). Over 80 percent
of the Federal Way Community Planning Area is zoned single family and
these areas are located throughout Federal Way. In 1987, approximately
35 percent of the residential units in the Federal Way Community Planning
area were comprised of multi -family units and mobile homes.
° The major commercial and business area in the vicinity of Sea -Tac Mall
is zoned Community Business and General Commercial (B -C, B -C -P, C -G, and
C -G -P). The P -suffix denotes requirements for provisional site plan
approval for new developments. This is based on the recognition that
special conditions will be required for new developments to protect public
interests.
Manufacturing Park and Light Manufacturing Zones (M -L, M -L -P, M -P, and
M -P -P) are located south of the Central Business District adjacent to the
intersection of I-5 and SR -18.
° The only Agricultural Zone (A) in the incorporation area is located in
the southern portion of the area between Pacific Highway South and I-5.
3. Environmental Development Constraints
Several areas within the proposed Federal Way incorporation area have
environmentally sensitive areas which can limit the suitability of development.
These sensitive areas include seismic, erosion, and landslide areas (Figure IV -3),
and streams and wetlands (Figure IV -4).
• ° The major environmentally sensitive features identified in the
Community Plan process are those associated with Hylebos Creek drainages
and associated wetlands. The Hylebos drainage basin is frequently
subject to annual flooding, which is partially a result of the low
gradient and many closed depressions within the drainage basin where
there are no natural outlets. These conditions are further constrained
by increased urban development in the area.
The steep slopes, especially those of upper Lakota Creek, are
susceptible to severe erosion hazard and much sedimentation of Lakota
Creek has occurred.
° The Hylebos wetlands and soft soils adjacent to other wetlands have
limitations to development because of seismic hazards.
Policies have been proposed in the Federal Way Community Plan and Area
Zoning to protect these sensitive areas. An issue of special concern is water
quality and habitat value of Hylebos Creek. In addition to the policies in the
Federal Way Community Plan and Area Zoning, the King County Comprehensive Plan
includes policies for the protection of sensitive areas.
E. SERVICE PROVIDERS
Municipal services in the Federal Way area are provided by the Federal Way
Water and Sewer District, the Des Moines Sewer District and Tacoma Water Division
and Water District #75. The Federal Way Water and Sewer District was formed as a
result of mergers over the past several years with the Lakehaven Sewer District,
Water District 124 and Water District 56.
IV -70
•
Federal Way Incorporation Study
STREAMS,LAKES AND WETLANDS
Wetlands
Anadromus Fish bearing Streams
toosimagael Drainage Basin Boundaries
The Georgette Group Figure IV -4
SO` Lako
�MPS�Py
V
r" State Park: i
• J :.......................
Browns p G
TACOMA a
10011
ePy
aG�
GO�
NORTH \\
S'w 312 St
Mirror Tab
.ow Puget Sound Dra
SW 360,0 "
Woodmont
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at
oc
Buenna �..�
Hyl os Creek�.asin -
} Y
Q
.. SW 356 St S
FIFE
IV -72
DES MOINES
5 260 Sl
S1287 St
Miller
-44LSteel Lake
1 m
S 320 St
S 338
N
l_ e
-amen MILTON
•
Federal Way Incorporation Study
EROSION,CLASS III SEISMIC, AND
CLASS III LANDSLIDE
HAZARD AREAS
El Hazard Areas
The Georgette Group
r' State Park: i
•
,C
�0r
_G y�
Browns p
i
m /
z
\ TACOMA
OPy
�aS
GOt�
NORTH \\
Figure IV -3
h S'N 312 St
�--
Mirror Lake
M;,
_ W
I
316 St•��,e
SW 320 SM ' " o
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e d
' sW
N
West C mous
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J-
V
POJtPt-A lbo
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o<
Buenna ZAw
Ni N
DES MOINES
S 260 St /
S 320 St
\ C S 336
o { Kits
P nthe : y /
Corn
L ke Q'
m
44 St
FIFE
IV -71
i n■
Steel Lake
IV -4-E
The Federal Way Water and Sewer District is the main service provider and is
in the process of completing its comprehensive plan that will address existing
demands and future service requirements based on anticipated growth and
• development in the area. However, until this comprehensive plan is completed and
adopted, the comprehensive plans of the merging districts provide guidelines for
the area. As such, the comprehensive plans of King County Water District No. 124
and the Lakehaven Sewer District are summarized below since these cover the
majority of the study area. In addition, the Tacoma Water System Plan is also
summarized below.
1. Water District #124 Comprehensive Plan
The Water District 124 system has been developed over a period of more than
30 years and has grown from a rural to a major urban area. Some of the water
mains have reached capacity and are in need of upgrading. The district receives
its water from 14 wells and has 10 water storage reservoirs. At the time of the
preparation of the comprehensive plan, new sources of water supply were
identified as a major need to serve the growing population. The district has
since developed new water supply wells.
2. Tacoma Water Division Plan
The Tacoma Water Division serves the western portion of the Federal Way
area, generally that portion west of 35th Avenue South (See Part III, Fig. III -6).
The Tacoma Water System Plan has been developed as an integral part of both the
South King County Coordinated Water System Plan and the pierce County Coordinated
Water System Plan and establishes policies and programs to meet the growth needs
of the service area.
The plan includes recommendations for regional plans and agreements, such as
an evaluation of the benefits of a Seattle -Tacoma intertie and coordination with
the South King County Regional Water Association for construction of the Green
River Second Diversion and Pipeline No. 5 project. In addition, recommendations
are provided for water supply development, including surface and groundwater plan
strategies and water quality protection, and for improvements to the
transmission, storage and treatment system, and operations and maintenance
requirements.
3. Lakehaven Sewer District Comprehensive Plan
The Lakehaven Sewer District encompassed the entire incorporation area, and
several areas within the district are still served by individual septic systems.
Construction of the initial sewage collection system under the Lakehaven District
commenced in 1962 with the construction of the initial phase of the Redondo
treatment plant and collection systems in the Steel Lake and Federal Way CBD
areas. The Lakota treatment plant was constructed in 1969.
The 1983 Comprehensive Plan found existing trunk pipelines to be adequate at
least through the year 2000, although some additional capacity is needed at
certain pumping stations. The district has many small pumping stations; however,
elimination and/or modifications of several pumping stations would alternately
better serve the area through a regional system. In adition to system upgrades,
investigations into infiltration and inflow (I/I) and subsequent repairs are
recommended. The upgrade of the Lakota Secondary Treatment System is underway to
• meet current Federal standards.
IV -73
IV -4-F
F. PLAN AND POLICY EFFECTS OF INCORPORATION
• Incorporation of the proposed City of Federal Way would be conducted under
the Revised Code of Washington (RCW) Title 35A: Optional Municial Code. The
newly incorporated city would be required to develop specific plans and policies,
such as a comprehensive plan, shoreline master program, and environmental
policies. In order to provide public services, agreements would need to be
developed with regional and special districts.
1. Development of a Municipal Comprehensive Plan
Every city or municipality is directed by RCW Chapter 35A.63 to prepare a
comprehensive plan for anticipating and influencing the orderly and coordinated
development of land and building uses. The comprehensive plan is to include two
elements: land use and circulation. The land use element is developed for
designating the general distribution, location, and extent of the uses of land
(agricultural, residential, commercial, industrial, recreational, educational,
public and other). The land use element is also to include estimates of future
population growth, recommended standards of population density and building
intensity for the area covered by the comprehensive plan. The element is also to
provide for protection to the quality and quantity of groundwater used for public
water supplies, to reduce drainage flooding, and storm water run-off, and to
provide guidance for mitigating those water discharges that could pollute Puget
Sound.
The second required element, circulation, consists of the general location,
alignment and extent of existing and proposed major thoroughfares, transportation
routes, and terminal facilities. The circulation element is to be correlated
with the land use element of the comprehensive plan.
The comprehensive plan also may include the following optional elements:
° conservation element for the conservation, development, and use of,
natural resources;
° open space, park, and recreation element;
° transportation element showing a comprehensive system of surface, air,
and water transportation routes and facilities;
public use element showing general locations, designs, and arrangements
of public buildings and uses;
° public utilities element showing general plans for public and
franchised services and facilities;
° redevelopment or renewal element showing plans improving blighted
areas;
urban design element for general organization of the physical parts
of the urban landscape;
° solar energy element for encouragement and protection of access to
direct sunlight for solar energy systems; and
IV -74
IV -4-F
° other elements dealing with subjects that relate to the development
of the municipality, or to coordinate public services and programs.
• Before the legislative body of a city can develop and implement
ordinances to coordinate development of land and building uses, such as zoning
ordinances, a comprehensive plan must be adopted. Incorporation procedures allow
for newly formed municipalities to adopt the preceding comprehensive plan (in
this case, King County's 1985 Comprehensive Plan) in its entirety or in part.
The new municipality may elect to develop an original comprehensive plan that may
or may not use other municipality or county elements as examples.
Developing the Comprehensive Plan is a lengthy process that is usually
done by in-house planning department staff in conjunction with planning
consultants. The typical time frame varies from two to eight years, depending
upon the number.of elements included. The plan is usually developed in stages by
working on separate sub -area or community plans with overall comprehensive goals
governing the process. There is a formal public hearing process that is required
prior to adoption of any plan by the city council. A land use code is usually
developed after the comprehensive plan and is used as an aid in implementing the
goals and policies of the comprehensive plan.
Where many of the elements have been strongly emphasized, a functional
plan is often developed. These may include recreation plans, transportation
plans, and sewer or water plans. Other elements that may appear in comprehensive
plans include: historic preservation, economic development, energy conservation,
and housing.
• 2. Shoreline Master Program
The Shoreline Management Act of 1971 (RCW 90.58) directs all county and city
municipalities in Washington to develop a Shoreline Master Program for waterways
with an average annual flow equal to or greater than 20 cubic feet per second and
bodies of water with more than 20 acres. Shoreline Master Programs are reviewed
and approved by the Washington Department of Ecology for consistency with the
Shoreline Management Act. Master Programs are required to have goals and
policies that guide shoreline use for the following seven elements: shoreline
use, economic development, circulation, public access, recreation, conservation,
and historical/cultural. Shoreline areas are to be designated as urban, rural,
conservancy, or natural environments, that have allowable land uses associated
with them.
3. Environmental Policy
The State Environmental Policy Act (SEPA) of 1971 (RCW 43.21 - as amended
January 1984 as WAC 197-11) established uniform requirements for environmental
review of projects and programs. The Act required each agency to develop its
own SEPA procedures consistent with the state-wide rules. The proposed City of
Federal Way would be required to develop, through ordinance, SEPA procedures for
environmental review of projects and programs within their incorporation
boundaries. Federal Way could adopt the SEPA procedures developed by the State in
their entirety or could amend the State procedures provided the adopted ordinance
is consistent with State requirements.
i
IV -75
BIBLIOGRAPHY
References are for documents reviewed, people contacted either for in person or
telephone interviews and people involved in meetings relevant to the compilation of
• this report.
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Patrol, Olympia, WA
Adams, Sandy, Sept. 1988. Intergovernmental Relations Coordinater. King County
Department of Public Works, Seattle, WA.
Auburn, City of, 1987. City of Auburn, Washington 1988 Final Budget. Auburn, WA.
Birmingham, Denise, August - October, 1988. Economic Analyst, Washington State
Department of Revenue, Olympia, WA.
Bockstruck, R.E., November - December, 1988. District Administrator, Washington
State Department of Transportation, Seattle, WA.
Bothell, City of, 1986. 1987 City of Bothell Annual Budget. Bothell, WA.
Call, Steve, October - November, 1988. Manager of EMS Division, Seattle -King
County Department of Human Resources, Seattle, WA.
Cole Publications, 1987. Cole's Cross Reference Directory, Seattle, Washington and
Vicinity, 1987 - 1988 Issue. Lincoln, NE.
Dibble,'Charles, and Joe Miller, 1985. The Transition Plan (revised); an outline
. of how a new city will assume responsibility for local government in Federal
Way. The Federal Way Home Rule Committee, Federal Way, WA.
Dollars and Cents of Shopping Centers, 1987. Urban Land Institute, Washington D.C.
Economic and Engineering Services, Inc., Aug. 1988. South King County Coordinated
Water System Plan, Olympia, WA.
Economic and Engineering Services, Inc., July 1987. Tacoma Water Division, Water
System Plan, Volume I. Olympia, WA.
Evancho, Jane, November, 1988. Tacoma Water Division, Tacoma, WA.
Faucher, Larry, October - November, 1988. Management Analyst, King County Building
and Land Development Division, Bellevue, WA.
Felt, Chandler, August - November, 1988. Land Development Information Systems,
King County Building and Land Development Division, Bellevue, WA.
Georgette Group, The, November, 1988. The Sea -Tac Incorporation Study,
Mercer Island, WA.
Guy, Ken, September 1988, January 1989. Assistant Manager, King County Surface
Water Management Division, Seattle, WA.
Gletne, Barbara, September 1988. Administrator King County Community Services
Division, Seattle, WA
Bibliography - Continued
Haff, Louis, November 1988, Jan. 1989. County Road Engineer, King County
Department of Public Works, Seattle, WA.
• Hall, Ken, September, 1988. General Manager, King County Water District #75.
Questionnaire completed. Seattle, WA.
Hansen, Rod, September, 1988. Solid Waste Manager, King County Department of
Public Works, Seattle, WA.
Henry, J. R., September, 1988. Manager Des Moines Sewer District. Questionnaire
completed. Seattle, WA.
Hergert, Dick, August - November, 1988. Section Supervisor, Program Planning
Division, King County Department of Assessments, Seattle, WA.
Hoffman, Bill. September, 1988. Manager, Transportation Planning Section, King
County Division of Roads and Engineering, Seattle, WA.
Huskey, Duane, November, 1988. Operations Manager, King County Water District #75,
Seattle, WA
Johnson, Kathleen M., October 1988. Risk Manager, Washington Cities' Insurance
Authority. Seattle, WA.
Johnson, Wallace, September 1988. District Comander, Washington State Patrol,
Olympia, WA.
Kaufman, Robert J., October - November, 1988. Personal Correspondence, Bellevue,
Washington.
Kawasaki, Anne, December 1988 -January 1989. Deputy Director, King County
Department of Public Works, Seattle, WA
Ken Guy, September, 1988. Assistant Manager, King County Surface Water Management
Division, Seattle, WA.
Kent, City of, 1987. 1988 Final Comprehensive Budget of the City of Kent,
Washington, Kent, WA.
King County, Department of Planning and Community Development, Planning Division,
1984. General Development Guide. Seattle, WA.
King County, 1985. King County Comprehensive Plan. Seattle, WA.
King County, 1987. Basin Reconnaissance Program, Program Summary, Vol. 1.,
Seattle, WA
King County, 1987. Basin Reconnaissance Program, Program Summary, Vol. 2.,
Seattle, WA.
King County, 1987. Basin Reconnaissance Program, Program Summary, Vol. 3.,
Seattle, WA.
K
•
•
•
Bibliography - Continued
King County, 1988. 1988 Codes and Levies. King County Taxing Districts,
Accounting Division, Seattle, WA.
King County, 1988. 1988 Executive Proposed Budget, King County, WA.
King County, 1987. Adopted Budget 1988. Seattle, WA.
King County Budget Office, 1989. King County Capital Improvement Program
Resource Book, 1989 - 1994.
King County Fire District #39, November, 1988. Questionnaire Completed.
Federal Way, WA.
King County Land Development Information System, Planning and Community Development
Division. September 1988. Housing Counts for Cities and Towns. Seattle, WA.
King County Planning Division, Updated September 1986. Federal Way Community Plan
and Area Zoning. Seattle, WA.
King County Planning Division, July, 1986 Final Supplemental Environmental Impact
Statement For the Federal Way Community Plan Update. Seattle, WA.
King County Planning Division, 1988. 1988 Annual Growth Report. Seattle, WA.
King County Library System, 1988. Community and Library: A Shared Future. 1987
King,County Library System Annual Report. Seattle, WA.
Kirkland, City of, 1987. City. of Kirkland 1988 Budget. Kirkland, WA.
Knight, Rex H., October, 1988. Manager, Engineering Services, King County, Division
of Roads and Engineering. Seattle, WA.
Kwast, Hans, November, 1988. Office of Commander of Washington State Patrol,
Seattle, WA.
Lawson, David, November 1988 - January 1989. Budget Supervisor, King County Budget
Division, Seattle, WA.
Library Statistical Report for Washington State Libraries, 1987. Seattle, WA.
Logan, John J., October, 1988. Traffic and Planning Engineer, King County Division
of Roads and Engineering. Seattle, WA.
Lund, Kjris, September 1988. Manager, King County Cultural Resources Division.
Seattle, WA.
3
Bibliography - Continued
Maps
•1980 Census Tract Boundary Map.
1981 Department of Assessment, Fire Districts.
1981 Department of Assessment, Water Districts.
1981 Department of Assessment, Sewer Districts.
1985 Federal Way School District Map.
1985 King County Parks & Recreation Map.
1986 King County Council District Map.
1987 King County Sensitive Areas Map Folio.
McDonald, James, October, 1988. Fleet Manager, King County Department of Public
Works, Seattle, WA.
Mattoon, Doug, September, 1988. Maintenance Engineer, King County Division of
Roads and Engineering. Seattle, WA.
McCracken, John, December, 1988. King County Department.of Public Safety.
Seattle, WA.
Mitchell, Ken, October, 1988. Fiscal Officer, Washington State Patrol,
Olympia, WA.
Miyahara, Bruce, November - December, 1988. Seattle -King County Department of Public
Health, Seattle, WA.
• Montgomery, James, September - December 1988. Sheriff -Director, King County
Department of Public Safety. Seattle, WA.
Municipal Research and Services Center of Washington and Municipal Research
Council, 1987. Budget Suggestions for 1988, Information Bulletin
No. 445. Seattle, WA.
Mutschler, Herbert F, Director, King County Library System. Seattle, WA.
Nagel, Joe, August, 1988. Director, King County Parks, Planning and Resources
Department. Seattle, WA.
Nicola, Bud, September, 1988. Director of Public Health, Seattle -King County
Department of Public Health. Seattle, WA.
Office of Financial Management Forecasting Division, 1987. 1987 Population Trends
for Washington State. Policy Analysis and Forecasting Division, Olympia, WA.
Office of Financial Management, 1988. 1988 Populations Trends for Washington
State. Policy Analysis and Forecasting Division, Olympia, WA.
Olson, Kenneth F. November, 1988. Superintendent, Tacoma Water Division,
Tacoma, WA.
Ousley, Nancy, December 1988 - January 1989. Manager, Intergovernmental Planning
Program, King County Planning and Community Development Division, Seattle, WA.
4
Bibliography - Continued
Phillipson, Darrell E., October, 1988. Presiding Judge King County District
Courts, State of Washington. Seattle, WA.
is Pierce, Judith, December 1988. Director. County Health Services Division of the
Seattle -King County Department of Public Health. Seattle, WA.
Pool Engineering, Inc. June 1983. Lakehaven Sewer District, Comprehensive Sewerage
Plan. Bellevue, WA.
Prevost, Kathy, September, 1988. Director, King County Animal Control, Department
of General Services. Seattle, WA.
Puget Sound Council of Governments, 1987. Population and Housing Estimates.
Seattle, WA.
Puget Sound Council of Governments, 1987. Income Estimates for Households.
Seattle, WA.
Puget Sound Council of Governments, 1988. Population and Employment Forecasts.
Seattle, WA.
Puget Sound Council of Governments, 1988. Population and Employment Forecasts,
Supplemental Maps and Charts. Seattle, WA.
Rankin, Arlene, October - November, 1988. Personnel Manager, King County Office of
Prosecuting Attorney. Seattle, WA.
Redmond, City of, 1987. City of Redmond Budget for the Fiscal Calendar Year 1988.
Redmond, WA.
Reid, Jim, September - December 1988. Interlocal Agreement Project Manager, King
County Planning and Community Development Division, Seattle, WA.
Renton, City of, 1987. 1988 Annual Budget, City of Renton. Renton, WA.
Rose, John, October, 1988. Vice President, Seattle Northwest Securities, Inc.,
Seattle, WA.
Saxton, Claire, October, 1988. Marketing Rep, U.S. West, Seattle, WA.
Schwalb, Steve, October - November, 1988. Director, King County Department of
Adult Detention, Seattle, WA.
Schroers, Randy. November 1988, January 1989. Program Analyst, King County
Natural Resources and Parks Division, Mercer Island, WA.
Schwennesen, Lois, September - December, 1988. Manager, King County Planning and
Community Development Division, Seattle, WA.
Seattle, City of, 1987. 1988 Budget. Seattle, WA.
Sicko, Bob, September, 1988. Associate Transportation Engineer, Puget Sound
Council of Governments, Seattle, WA.
0
5
•
Bibliography - Continued
Soloman, Barbara, W., November, 1988. Administrative Assistant for King County
Public Defense Program, Seattle, WA.
Tanaka, Paul, October, 1988. Acting Director, King County Department of Public
Works, Seattle, WA.
Thorson, Merlin, November - December 1988. Fire Chief. King County Fire
Protection District #39. Federal Way, WA.
Thurman, Darcie, November 1988 - January 1989. Budget Intern, King County Budget
Division. Seattle, WA.
Tracy, Jim, September - December, 1988. Manager, King County Building and Land Developm
Division, Bellevue, WA.
Tukwila, City of, 1987. City of Tukwila Adopted Budget 1988. Tukwila, WA.
URS Corporation, 1985. Comprehensive Sewage Plan, Des Moines Sewer District,
Seattle, WA.
URS Corporation and Gray and Osborne, Inc. No Date. Comprehensive Water System
Plan. King County Water District #124. Federal Way, WA. Seattle, WA.
U.S. Department of Commerce. 1980 Census of Population and Housing.
Washington, D.C.
Van De Pute, F.J., August - December, 1988. King County Department of Assessments,
Accounting Division.
Vogel, David S., October, 1988. Deputy Prosecuting Attorney, Office of the
Prosecuting Attorney, King County, Seattle, WA.
Washington State Boundary Review Board, 1981 and 1985. Draft, Final and 1985 Update
of Environmental Impact Statements for the Proposed Incorporation of Federal
Way, WA. Seattle, WA.
Washington State Local Governance Study Commission, 1988. A History of
Washington's Local Governments, Vol. 1., Olympia, WA.
Washington State Local Governance Study Commission, 1988. The Quiet Crisis of
Local Governance in Washington, Vol. 2., Olympia, WA.
Washington State Patrol, December, 1980. Cost comparison of Multi -shift vs.
Individual assigned Patrol Vehicles. Planning and Research Section,
Washington State Patrol, Olympia, WA.
Washington State Department of Revenue, 1988. Quarterly Business Review: Annual
Total for 1987. Olympia, WA.
Washington State Census of Population and Housing, 1970, 1980.
N
•
•
Bibliography - Continued
Washington State, 1987. Revised Code of Washington, 1987 Edition:
Title 35, Cities and Towns
Title 35A, Optional Municipal Code
Title 52, Fire Protection Districts
Title 54, Public Utility Districts
Title 56, Sewer Districts
Title 57, Water Districts
Title 39, Public Contracts and Indebtedness
Washington State Senate, Committee on Ways and Means, 1987. Washington State Taxes
in a Nutshell. Senate Committee on Ways and Means, Olympia, WA.
Wieneke, Stephen. September - December 1988. Director of Engineering, Federal Way
Water and Sewer District. Federal Way, WA.
Wright, Douglas, September - December 1988. Station Administrative Officer,
Federal Way Station, Federal Way, WA.
7
1990 Annual Growth Report
Po.nr Heyer
ptxl
G
2
A
n<
Note: unincorporated area only
LDIS Land Development Information System
85
Federal Way
Community
Planning Area
.4 --
38 Square Miles
Includes City of Federal Way, City of
Milton (portion)
Federal Way
Community Plan Status
Federal Way Community Plan, adopted
June 1975
Federal Way Community Plan Area Zoning,
adopted September 1976
Federal Way Community Plan Revision,
adopted May 1980
Federal Way Community Plan Revised Area
Zoning, adopted May 1980
Federal Way Community Plan Amendment,
approved November 1981
Federal Way Community Plan and Area Zoning
Update, adopted September 1986
Population
Incor- Unincor-
porated porated Total
1970 0 46,600 46,600
1980 200 68,400 68,600
1990 62,200 30,500 92,700
2000 79,000 37,700 116,700
2020 104,000 50,800 154,800
Note: -A new City of Federal Way, authorized
by election in March 1989, officially incorporated
in February 1990. Its boundaries are sketched
on the above map, and accounted for in the
population forecast, but not accounted for
in the 1980-89 data in this section.
King County, Washington
Percent
Demographics
1980
1988
1989
Change
1980-89
Population
Unincorp. area
68,400
87,600
92,400
35.1%
Pop. per sq. mi.
1,790
2,355
2,485
38.8%
Households
Total
22,820
32,700
34,900
52.9%
Household size
2.99
2.67
2.64
-11.7%
Housing Units
Total
24,460
35,000
37,400
52.9%
Single family
17,520
22.150
22,800
30.1%
Mobile homes
1,140
1,750
1,800
57.9%
Multifamily
5,800
11,100
12,800
120.7%
Note: unincorporated area only
LDIS Land Development Information System
85
Federal Way
Community
Planning Area
.4 --
38 Square Miles
Includes City of Federal Way, City of
Milton (portion)
Federal Way
Community Plan Status
Federal Way Community Plan, adopted
June 1975
Federal Way Community Plan Area Zoning,
adopted September 1976
Federal Way Community Plan Revision,
adopted May 1980
Federal Way Community Plan Revised Area
Zoning, adopted May 1980
Federal Way Community Plan Amendment,
approved November 1981
Federal Way Community Plan and Area Zoning
Update, adopted September 1986
Population
Incor- Unincor-
porated porated Total
1970 0 46,600 46,600
1980 200 68,400 68,600
1990 62,200 30,500 92,700
2000 79,000 37,700 116,700
2020 104,000 50,800 154,800
Note: -A new City of Federal Way, authorized
by election in March 1989, officially incorporated
in February 1990. Its boundaries are sketched
on the above map, and accounted for in the
population forecast, but not accounted for
in the 1980-89 data in this section.
King County, Washington
•
r 1
U
1990 Annual Growth Report unincorporated portion Federal Way
Residential Permits and Units
1980-1989
Year
Single Family
Permits Units
Multifamily
Permits Units
Total
Permits Units
1980
408
408
11
889
419
1,297
1981
323
323
35
911
358
1,234
1982
248
248
2
8
250
256
1983
687
687
4
181
691
868
1984
662
685
11
842
673
1,527
1985
756
756
14
714
770
1,470
1986
1,063
1,063
10
278
1,073
1,341
1987
863
863
9
1,506
872
2,369
1988
795
795
12
1,888
807
2,683
1989
1,223
1,223
15
1,389
1,238
2,612
Total
7,028
7,051
123
8,606
j 7,151
j 15,657
New Residential Units Federal Way
2,800
2,400
2,000
1,600
1,200
800
400
MERM ffil 0101:11 M wl�. M W�' M wl�. M W�l M wl�' = W�' = W�W. = W�W.
= Single Family. ® Multifamily
Selected New Industrial and Commercial Permits
Year
Industrial
Permits Value($)
Office,Bank,
Professional
Permits Value($)
Store and
Restaurant
Permits Value($)
Total
Permits Value($)
1980
3
$ 170,500
8
$ 5,075,800
4
$ 686,700
15
$ 5,933,000
1981
1
18,400
13
16,767,800
6
2,635,800
20
19,422,000
1982
0
0
7
6,508,000
4
1,881,000
11
8,389,000
1983
1
60,000
3
4,659,600
3
1,009,200
7
5,728,800
1984
3
980,000
9
8,735,000
5
1,812,400
17
11,527,400
1985
4
1,809,300
1
5,620,000
3
1,676,000
8
9,105,300
1986
0
0
11
7,680,000
8
3,906,400
19
11,586,400
1987
3
337,700
10
3,311,900
9
9,112,300
22
12,761,900
1988
5
5,019,500
4
274,400
10
12,864,900
19
18,158,800
1989
2
1,117,700
5
7,725,800
5
3,940,400
12
12,783,900
Total
22
$ 9,513,100
71
$66,358,300
57
$39,525,000
150
$115,396,400
LDIS Land Development Information System
86
King County, Washington
N
ti
2
1990 Annual Growth Report King County and itg Cities
Number ofExisting Housing Units
King County
1989
Jurisdiction
Single Family
Mobile Home
Multifamily
Total
Algona
Auburn
442
5,406
125
2,112
43
5,924
610
13,442
Beaux Arts
113
0
2
115
Bellevue
Black Diamond
20,751
322
9
169
16,168
36,928
19
510
Bothell (K.C.portion)
Carnation
2,241
864
1,631
4,736
Clyde Hill
333
1,075
39
0
58
0
430
Des Moines
Duvall
2,804
211
3,569
1,075
6,584
651
161
70
882
Enumclaw
Hunts Point
1,689
181
279
874
2,842
Issaquah
Kent
1,738
0
45
0
1,537
181
3,320
Kirkland
5,086
8,740
765
49
11,499
17,350
9,496
18,285
Lake Forest Park
Medina
989
1
56
1,046
Mercer Island
1,168
6,635
0
3
0
1,724
1,168
8,362
Milton (K. C. portion)
144
117
0
261
Normandy Park
1,996
15
324
2,335
North Bend
Pacific
-
42 42
295
890
Redmond
754
7,500
147
299
568
7,822
1,469
15,621
Renton
Seattle
8,606
128,068
605
355
9,988
19,199
117, 571
245,994
Skykomish
Snoqualmie
135
9
0
144
Tukwila
445
889
16
2
150
611
Yarrow Point
373
0
2,012
2,903
0
373
CITY TOTAL
UNINC. KING COUNTY
209,827
164,152
6,439
10,628
191,400
407,666
51,319
226,099
TOTAL KING COUNTY
373,979
17,067
242,719
633,765
UNINC. KING COUNTY
44%
62%
21%
36%
Source: King County Department of Assessments
Note: Unincorporated King County includes housing units within areas incorporated as new cities on February 28, 1990.
They are estimated as follows for 1989.
Federal Way 14,370 930 11,500 26,800
SeaTac 5,550 1,000 3,550 10,100
LDIS Land Development Information System 37
King County, Washington
VASHON
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411
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