HomeMy WebLinkAbout10-07-2019 CITY COUNCIL AGENDACity Council Meeting
October 7, 2019 - 7:00 P M
City Hall Council Chambers
A GE NDA
Watch the meeting L I V E !
Watch the meeting video
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C AL L T O O RD E R
A .P ledge of Allegiance
B .Roll Call
I I .ANNO UNC E M E NT S, P RO C L AM AT IO NS, AND P RE S E NTAT I O NS
A .A ssociation of Washington Cities Presentation
P resented by Peter King, Association of Washington Cities, C E O
B .National A nti-Bullying Month
Mayor Backus to proclaim October 2019 as "National Anti-B ullying Month" in the city of
A uburn.
C.A uburn Moutainview D E C A 's Stress L ess Week
Mayor Backus to proclaim October 7-11, 2019 as "Stress L ess Week" in the city of
A uburn.
D.Domestic Violence Awareness Month
Mayor Backus to proclaim October 2019 as "Domestic Violence Awareness Month" in
the city of Auburn.
I I I .AP P O I NT M E NT S
A .A irport Advisory B oard A ppointment
City Council to confirm the appointment of Andrea P rasse to the Auburn Municipal
A irport Advisory B oard for a three-year term to expire December 31, 2021.
(RE C O M M E ND E D AC T I O N: M ove to approve the Auburn M unicipal Airport
Board Advisory Board appointment.)
I V.AG E ND A M O D I F IC AT I O NS
V.C IT IZE N I NP UT, P UB L I C HE ARI NG S AND C O RRE S P O ND E NC E
A .P ublic Hearings
1.Public Hearing for Right-of-Way Vacation V 2-19
City Council to hold a Public Hearing in consideration of Right-of-Way Vacation
V2-19
Page 1 of 414
2.Public Hearing for the 2020-2024 Community
Development B lock Grant Consolidated Plan
City Council to hold a Public Hearing for the proposed Consolidated P lan 2020-
2024 Update (Consolidated Plan) and Analysis of I mpediments to F air Housing
Choice
B .Audience Participation
This is the place on the agenda where the public is invited to speak to the City
Council on any issue. Those wishing to speak are reminded to sign in on the form
provided.
C.Correspondence - (T here is no correspondence for Council review.)
V I .C O UNC I L AD HO C C O M M IT T E E RE P O RT S
Council Ad Hoc Committee Chairs may report on the status of their ad hoc Council
Committees' progress on assigned tasks and may give their recommendation to the
City Council, if any.
V I I .C O NS E NT AG E ND A
All matters listed on the Consent Agenda are considered by the City Council to be
routine and will be enacted by one motion in the form listed.
A .Minutes of the August 12, 2019, S eptember 9, 2019,
S eptember 23, 2019, September 30, 2019 Study Session
B .Minutes of the S eptember 16, 2019 Regular Council Meeting
C.Claim Vouchers (Thomas)
Claim vouchers list dated October 7, 2019 which includes voucher numbers 455659
through 455900 in the amount of $1,979,689.35 and nine wire transfer in the amount of
$847,858.48.
D.P ayroll Vouchers (T homas)
P ayroll check numbers 538621 through 538639 in the amount of $616,964.89,
electronic deposit transmissions in the amount of $2,028,324.26 for a grand total of
$2,645,289.15 for the period covering September 12, 2019 to October 2, 2019, are
approved for payment this 7th day of October, 2019.
E .P ublic Works P roject No. C P 1516 (Gaub)
City Council to Award Base Bid (Schedule A ) plus A lternate Bid 2 (Schedule C) for
Contract No. 19-15, to Pivetta B rothers Construction on their low bid of $2,545,956.41
plus Washington State Sales Tax of $254,595.65 for a total contract price of
$2,800,552.06 for P roject No. C P 1516, Airport Runway 16-34 E xtension
F.S etting the date of P ublic Hearing for Ordinance No. 6736
Hudson D C T S ewer P ayback Agreement #P B K 18-0002
(Gaub)
City Council to set the date of the Public Hearing for Ordinance No. 6736 for the
Hudson D C T S ewer P ayback Agreement No. P B K 18-0002 for November 4, 2019 at
Page 2 of 414
7 P M
G.S etting the date of P ublic Hearing for Ordinance No. 6737 for
Water P ayback Agreement #P B K 19-0003 (Gaub)
City Council set the date of the P ublic Hearing for Ordinance No. 6738 for Water
P ayback Agreement No. P B K 18-0003 for Hudson D C Ton November 4, 2019 at
7:00P M
H.S etting the date of P ublic Hearing for Ordinance No. 6738 for
S treet Payback A greement #P B K18-0004 (Gaub)
City Council to set the date of the Public Hearing for Ordinance No. 6738 for Street
P ayback Agreement No. P B K 18-0004 for Hudson Distribution Center on November 4,
2019 at 7 P M
I .S etting the date of P ublic Hearing for the Modification of the
2020-2025 Transportation I mprovement Plan (Gaub)
City Council to set the public hearing for October 21, 2019 to Modify the Adopted
2020-2025 Transportation I mprovement Plan
(RE C O M M E ND E D AC T I O N: M ove to approve the Consent Agenda.)
V I I I .UNF INIS HE D B US I NE S S
I X.NE W B US I NE S S
X .O RD INANC E S
A .Ordinance No. 6729 (Gaub)
A n Ordinance of the City Council of the City of A uburn, Washington, Vacating Right-of-
Way of 130th Avenue S E , between S E 304th Street and S E 302nd P lace, within the
City of Auburn, Washington
(RE C O M M E ND E D AC T I O N: M ove to adopt Ordinance No. 6729.)
B .Ordinance No. 6734 (T homas)
A n Ordinance of the City Council of the City of A uburn, Washington related to the
S outh Correctional Entity; authorizing the execution of an amended and restated
I nterlocal A greement relating to the; approving the City’s Capital Contribution related to
refunding bonds to be issued to refinance the S outh Correctional Entity F acility; and
approving other matters related thereto
(RE C O M M E ND E D AC T I O N: M ove to adopt Ordinance No. 6734.)
X I .RE S O L UT IO NS
A .Resolution No. 5455 (Gaub)
A Resolution of the City Council of the City of A uburn, Washington, authorizing the
Mayor to enter into an E asement Agreement with Motorola Solutions, I nc.
(RE C O M M E ND E D AC T I O N: M ove to adopt Resolution No. 5455.)
B .Resolution No. 5456 (Tate)
Page 3 of 414
A Resolution of the City Council of the City of A uburn, Washington, supporting Puget
S ound Regional Council’s Vision 2050 Draft P lan and related to regional planning
(RE C O M M E ND E D AC T I O N: M ove to adopt Resolution No. 5456.)
C.Resolution No. 5457 (Hinman)
A Resolution of the City Council of the City of A uburn, Washington, authorizing the
Mayor to execute amendments to seven separate land leases related to hangers
located on the Auburn Municipal A irport
(RE C O M M E ND E D AC T I O N: M ove to adopt Resolution No. 5457.)
D.Resolution No. 5460 (Hinman)
A Resolution of the City Council of the City of A uburn, Washington, opposing I nitiative
Measure No. 976, an initiative seeking to repeal authority to impose certain vehicle
taxes, change vehicle valuation laws, and limit motor vehicle license fees to $30.00
(RE C O M M E ND E D AC T I O N: M ove to adopt Resolution No. 5460.)
X I I .M AY O R AND C O UNC I L M E M B E R RE P O RT S
At this time the Mayor and City Council may report on significant items associated with
their appointed positions on federal, state, regional and local organizations.
A .From the Council
B .From the M ayor
X I I I .AD J O URNM E NT
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 4 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Public Hearing for Right-of-Way Vacation V2-19
Date:
August 26, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council to hold a Public Hearing in consideration of Right-of-Way Vacation V2-19 for the
Auburn School District. For further action on this item see Ordinance No. 6729.
Background Summary:
Auburn City Code Chapter 12.48 requires that a public hearing be held to consider the
proposed right-of-way vacation for V2-19 for the Auburn School District for unopened right-of-
way of 130th Avenue SE, between SE 304th Street and SE 302nd Place. The date of the
public hearing was set by Resolution No. 5451 on September 3, 2019.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:PH.1
Page 5 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Public Hearing for the 2020-2024 Community Development
Block Grant Consolidated Plan
Date:
October 1, 2019
Department:
Community Development
Attachments:
Item 1 - 2020-2024 Cons olidated Plan Draft
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
The City of Auburn’s Community Development Block Grant (CDBG) Citizen Participation Plan
requires Public Hearings to be held at two key stages of the Consolidated Planning process –
prior to development to gain input on what should be included, and after the Consolidated
Plan has been drafted. City Council will hold a Public Hearing for the proposed Consolidated
Plan 2020-2024 Update and Analysis of Impediments to Fair Housing Choice on October 7,
2019 at 7:00pm.
The proposed Consolidated Plan and Analysis of Impediments to Fair Housing Choice are
requirements for the Department of Housing and Urban Development's CDBG Program. The
Consolidated Plan describes housing and community development needs as well as activities
to address those needs. The Analysis of Impediments to Fair Housing Choice provides an
overview of barriers to accessing Fair Housing in King County and proposes goals to address
those barriers. The Consolidated Plan includes a needs assessment, five-year strategy and
the 2020 Annual Action Plan.
The draft plan is posted on the City’s Community Services Division webpage and written
copies are available upon request.
Rev iewed by Council Committees:
Councilmember:Staff:Tate
Meeting Date:October 7, 2019 Item Number:PH.2
Page 6 of 414
Consolidated Plan AUBURN 1
OMB Control No: 2506-0117 (exp. 06/30/2018)
City of Auburn
Community Development Block Grant Consolidated Plan
2020 – 2024
Page 7 of 414
Consolidated Plan AUBURN 2
OMB Control No: 2506-0117 (exp. 06/30/2018)
Executive Summary
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
1. Introduction
The purpose of the City of Auburn's contribution to the King County Consortium Consolidated Plan is to
provide guidance for the investment of certain Community Development Block Grant (CDBG) funds in
the City and within the surrounding region as well as setting forth goals and performance measures. The
Consolidated Plan has been prepared on behalf of and with the assistance of participating groups,
agencies and organizations. The City of Auburn is committed to finding effective, coordinated
approaches to address the unmet needs of its low and moderate income residents, and has aligned the
goals of the Consolidated Plan with our Urban County Consortium partners.
The City of Auburn anticipates receiving approximately $600,000 per year in CDBG funds during the five
year period of the Consolidated Plan for program years 2020-2024. These funds will be used to address
housing, homelessness, and community development needs throughout the community.
Data in this Consolidated Plan is based primarily upon the 2011-2015 American Community Survey (ACS)
five-year data set, which is the most current ACS data available at time of publishing. This data provides
the most detailed information available on income, poverty, housing, and housing cost burden. For the
purposes of Auburn’s Consolidated Planning process, the ACS data has been supplemented in this Plan
with more recent data from community surveys, focus groups, public meetings, and other available data
sets pertaining to housing and community development. The Consolidated Plan follows the Department
of Housing and Urban Development’s (HUD) standardized template, and each section contains questions
framed by HUD.
The Consolidated Plan also takes into account the findings and goals of King County’s 2019 Analysis of
Impediments to Fair Housing Choice (AI). The AI found that systemic segregation, disproportionate
housing needs, and individual-level discrimination are present and ongoing across King County, including
in Auburn.
Key Findings from the AI include:
King County has become significantly more diverse over recent decades.
Jurisdictions in King County can be categorized within three racial compositions: areas that are
diverse, predominantly White and Asian, and predominantly White.
South Seattle and Southwest King County contain the most diverse areas of King County and
face the greatest barriers in access to opportunity.
Economic segregation is a major factor to segregation patterns throughout King County and
protected class status is frequently correlated with lower incomes.
Page 8 of 414
Consolidated Plan AUBURN 3
OMB Control No: 2506-0117 (exp. 06/30/2018)
Housing prices have increased dramatically in the last ten years, displacing lower-income
communities of color and immigrants.
Field-testing conducted across jurisdictions in King County found evidence of individual-level
housing discrimination in about half of all tests. The testing that occurred in Auburn was
consistent with these results.
The AI proposed the following Fair Housing Goals:
1. Invest in programs that provide fair housing education, enforcement, and testing.
2. Engage underrepresented communities on an ongoing basis to better understand barriers and
increase access to opportunity.
3. Provide more housing for vulnerable populations.
4. Provide more housing choices for people with large families.
5. Support efforts to increase housing stability.
6. Preserve and increase affordable housing in communities at high risk of displacement.
7. Review zoning laws to increase housing options and supply in urban areas.
8. Work with communities to guide investments in historically underserved communities.
9. Support the Affordable Housing Committee’s efforts to promote fair housing.
10. Report annually on Fair Housing Goals and progress.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Within this context, the Consolidated Plan's identified objectives and outcomes are:
1. Affordable Housing – Ensure access to healthy, affordable housing for low- and moderate-
income households throughout the region and advance fair housing to end discrimination and
overcome historic patterns of segregation.
2. Homelessness – Make homelessness rare, brief, and one-time and eliminate racial disparities.
3. Community and Economic Development – Establish and maintain healthy, integrated, and
vibrant communities by improving the well-being and mobility of low- and moderate-income
residents, and focusing on communities with historic disparities in health, income, and quality of
life.
To accomplish these outcomes and objectives, the City invests in programs that meet the community
basic needs, increase self-sufficiency, provide economic opportunity and develop a safe community.
3. Evaluation of past performance
During the first four years of the 2015-2019 Consolidated Plan, Auburn worked with the community,
nonprofit agencies, HUD, and our partners in the King County Consortium to make progress towards our
Consolidated Plan goals.
Page 9 of 414
Consolidated Plan AUBURN 4
OMB Control No: 2506-0117 (exp. 06/30/2018)
Each year, the City of Auburn prepares a Consolidated Annual Performance Evaluation Report (CAPER)
and submits it to HUD. The CAPER reports on the specific accomplishments and activities for that year.
From 2015 to 2018, the City of Auburn achieved the following with CDBG funds:
242 households received home repairs
81 residents received job training and placement
54 small businesses received assistance
75 youth received free after-school programming
209 residents received medical services
247 residents received dental services
Bathrooms at Les Gove Park were renovated to become ADA accessible
A house was rehabbed to accommodate a transitional housing program which has served
multiple families in the community
A small business in the downtown core received a business façade improvement
Four sections of sidewalk were built or modified to meet ADA requirements
4. Summary of citizen participation process and consultation process
The City of Auburn held a public meeting prior to the development of the Consolidated Plan in order to
receive public input on community needs, barriers to fair housing, priorities, and potential strategies.
Notices for the meeting were posted on the City’s website and emailed to agencies and community
stakeholders via a distribution list.
In addition to soliciting direct input from community members, the City also worked with a consultant to
complete a 2019 Community Needs Assessment. The report synthesized data and community feedback
from stakeholder interviews, focus groups, and a community-wide online survey. This data and input
went into the development of the Needs Assessment and Market Analysis sections of the Consolidated
Plan.
The City of Auburn in conjunction with the Consortium consulted with multiple public and private
agencies during the development of the consolidated plan. Agencies that participated in consultations
included: the King County Housing Authority, All Home King County, other government human service
providers and nonprofit agencies delivering services in Auburn and the subregion.
In addition to conducting consultations during the development of the plan, the City of Auburn
collaborates and works closely with numerous coalitions, committees and government entities
throughout the duration of the plan in efforts to enhance strategies and systems to meet established
goals and objectives on the plan.
The draft of the Consolidated Plan was posted on September 4, 2019 for public comment.
Page 10 of 414
Consolidated Plan AUBURN 5
OMB Control No: 2506-0117 (exp. 06/30/2018)
5. Summary of public comments
Prior to development of the Consolidated Plan, the City collected input from a public meeting held on
April 1, 2019 to inform community needs and gaps, and to receive input from Auburn residents on how
impactful the 2015-2019 Consolidated Plan strategies were.
Community members shared feedback with the City on what is working well, what is missing from our
previous Consolidated Plan strategies, what they would like to see prioritized, and the ways in which our
residents are experiencing barriers to fair housing choice. Below is a summary of key feedback received
from public stakeholders.
What is Working Well
Sidewalk ADA improvements help create greater accessibility and safety for the community
Health and dental services
Youth after-school programming
Small business assistance helps to build entrepreneurship opportunities for community
members
What is Missing
There continues to be a significant need for health services in the community, including mental
health and substance abuse treatment.
Supports for tenants are limited and more is needed in the areas of tenant education, legal
assistance, and mediation support for direct landlord engagement.
A greater focus is needed on homelessness prevention services in the community.
Transportation within Auburn and the larger region continues to be a barrier to accessing
services and employment easily and efficiently.
Barriers to Fair Housing Choice
The lack of housing affordability, locally and regionally, is a key barrier for low- to moderate-
income residents accessing safe and healthy housing in a community of choice.
There is more education needed for both landlords and tenants on their rights and
responsibilities.
Many individuals in local shelters are housing ready and have rental resources available, but
there are no housing units available for them to move into. This increases the strain on our
homeless crisis response system.
The lack of proactive enforcement and oversight of tenant protections translates to a lack of
systemic accountability for tenant rights and rental housing quality in our community.
The process for Fair Housing Enforcement is particularly challenging for vulnerable populations
to access, due to fear of retaliation and an overly complex civil legal system.
Page 11 of 414
Consolidated Plan AUBURN 6
OMB Control No: 2506-0117 (exp. 06/30/2018)
Low income renters in our community face particular challenges with absentee/out of state
landlords in rental properties and mobile home parks.
Credit scores and social security numbers are being used as neutral tools to discriminate against
potential tenants.
Tenants are experiencing barriers to accessing housing due to the changing technology used by
landlords and property managers. A lack of access to technology for online applications presents
soft barriers, while discrimination in the form of social media ad targeting can be a more
concrete form of discrimination that bars access to rental information by certain populations.
Recommended Actions Identified by Public Stakeholders
Programs that support low-income homeowners with energy efficiency improvements to reduce
overall housing cost.
Programs or policies that address the increasing rental costs in the community.
Need to prioritize services for renters in the community.
Support pre-apprenticeship programs that provide job training and build skills in repair and
manufacturing trades.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments and views provided were taken into consideration during the Consolidated Plan process.
Any comments not accepted were deemed as offensive, inappropriate or had no relation to issues
related to Auburn or the Consolidated Plan.
7. Summary
Auburn residents along with stakeholders, community partners, service providers and others were
consulted during the development of the Consolidated Plan. They provided valuable input that
supported to the development of the outcomes and objectives listed in the Consolidated Plan. The
remainder of the plan will provide further detail on how Auburn intends to employ its investment.
Page 12 of 414
Consolidated Plan AUBURN 7
OMB Control No: 2506-0117 (exp. 06/30/2018)
The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency Auburn Community Development Department
CDBG Administrator Auburn Community Development Department
HOME Administrator King County Department of Community and Human Services
ESG Administrator King County Department of Community and Human Services
Table 1– Responsible Agencies
Narrative
The City of Auburn, as a member of the King County Consortium, administers its own CDBG funds and
prepares its own Consolidated Plan for the administration of those funds. However, it also contributes
to sections of the King County Consolidated Plan relating to the HOME program. The lead staff for King
County are identified below:
HOME Program – Nicole Washington
ESG Program – Kate Speltz
As a member of the King County Consortium, the City works closely with numerous nonprofit
organizations in the region that implement programs funded by the City of Auburn CDBG program. A
detailed list of agencies responsible for administering funded programs by CDBG can be found in
the Action Plan section of this document.
Consolidated Plan Public Contact Information
Joy Scott
Community Services Manager
City of Auburn
25 West Main Street
Auburn, WA 98001
253.876.1965
jfscott@auburnwa.gov
Page 13 of 414
Consolidated Plan AUBURN 8
OMB Control No: 2506-0117 (exp. 06/30/2018)
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
This section describes the community consultation process followed by the City of Auburn in updating
the Consolidated Plan and the coordination with other local governments, the Continuum of Care,
service agencies, and community stakeholders. The City of Auburn consulted with multiple public and
private agencies as well as community members during the development of the Consolidated Plan.
In addition to conducting consultations during the development of the plan, the City of Auburn
collaborates and works closely with numerous coalitions, committees, and government entities
throughout the duration of the plan in efforts to enhance strategies and systems to meet established
goals and objectives of the plan.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
The City of Auburn works closely with partnering King County jurisdictions, public housing authorities
and health providers to develop systems in order to improve the quality of service and access for low-
income residents as well as the community as a whole within the city and throughout the region.
The City of Auburn, in partnership with the Seattle-King County Coalition on Homelessness, convenes a
monthly group of service providers, faith communities, community advocates, and others, to coordinate
efforts on serving individuals experiencing homelessness in South King County. The meeting provides a
venue for resource sharing, collaboration, training, and best practice implementation. City staff also
participate in regional collaborative and decision making bodies such as the King County Joint
Recommendations Committee (JRC) and the South King County Human Services Planners group. The city
is a member of the King County Human Services Funder Collaborative, which provides a more
streamlined process for human service agencies to access funding from multiple cities.
Additionally, the City participates in monthly meetings with staff from King County Department of
Community and Human Services, Public Health King County, the Housing Development Consortium,
Valley Cities, the Multi-Service Center, and the King County Housing Authority to review program
progress and delivery of services funded through regional efforts. This regional collaboration work is
supported by the South King Housing and Homelessness Partnership, which Auburn and other South
King County Cities contribute to in order to build additional capacity to address issues related to housing
and homelessness in the South King County region.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
Page 14 of 414
Consolidated Plan AUBURN 9
OMB Control No: 2506-0117 (exp. 06/30/2018)
Since 2016, King County and All Home, our region’s Continuum of Care (CoC) lead agency, launched the
Coordinated Entry for All (CEA) system for homeless populations and has been refining the system since
then. National research identifies coordinated entry as a key component for an effective homeless
system because it improves the quality of client screening and assessment, matches clients to
appropriately targeted services and resources, and promotes a more efficient use of resources. CEA
processes and prioritizes assistance based on vulnerability and severity of service needs to ensure that
people who need assistance the most can receive it in a timely manner.
A key feature of the CEA system includes a common assessment tool, the CEA Housing Triage Tool,
which is based upon vulnerability and severity of service needs to ensure that people who need
assistance the most can receive it in a timely manner. Chronically homeless individuals and families,
families with children, veterans, unaccompanied youth, and young adults are a part of the coordinated
system. In addition, CEA utilizes regional access points which serve as the primary “front door” for the
homeless housing system.
Auburn’s mayor is a member of All Home’s coordinating board, and participates in regional CoC efforts.
During the latter half of 2019, Auburn staff have been invited to provide feedback to King County and All
Home in their efforts to shift the current governance model of our CoC. We expect to continue to play a
role in this process during the 2020-2024 Consolidated Plan period.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The ESG program focuses on assisting people to quickly regain stability in permanent housing after
experiencing homelessness or a housing crisis.
Consultation with CoC - During the planning process, All Home, the CoC, advises and collaborates with
the County and the City of Seattle in stakeholder meetings as a part of the development of the
Consolidated Plan and the Action Plan.
Allocation of ESG Funds - The Consortium consults with, member jurisdictions, stakeholders, and the
public, and works with the Joint Recommendation Committee to allocate ESG funds. Auburn has a
representative on the JRC and works closely with King County to provide input on local context. Funding
awards are made on a competitive basis through bi-annual funding rounds advertised publicly and
conducted through the King County Department of Procurement.
Performance Standards and Evaluation of Outcomes - All projects adhere to the Homeless Management
Information System (HMIS) operating standards and all reporting and program evaluation is completed
through HMIS. Within HMIS, data for target populations, youth and young adults, singles, and families, is
collected for the following three categories: 1) exit to permanent housing; 2) average program stay; and
3) return to homelessness. This information is collected for emergency shelters, transitional housing,
Page 15 of 414
Consolidated Plan AUBURN 10
OMB Control No: 2506-0117 (exp. 06/30/2018)
permanent supportive housing, prevention, and rental assistance programs. Actual performance is
measured against the target goals.
Funding, Policies and Procedures for HMIS - The Consortium, with King County as the lead, has improved
the efficiency and accountability of HMIS. The King County HHCDD team coordinates with the HMIS
team who also are employees of King County. This strengthens the infrastructure and refines the
process that allows HMIS to act as the data system platform for the CEA system. Using HMIS as the
platform for the system allows continued and substantial improvement in the amount and accuracy of
data reported.
The Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH Act) revised the
Emergency Shelter Grants Program and renamed it the Emergency Solutions Grants (ESG) Program. The
new name reflects the change in the program’s focus from addressing the needs of homeless people in
emergency shelters to assisting people to quickly regain stability in permanent housing after
experiencing homelessness and/or a housing crisis.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
Page 16 of 414
Consolidated Plan AUBURN 11
OMB Control No: 2506-0117 (exp. 06/30/2018)
Table 2– Agencies, groups, organizations who participated
1 Agency/Group/Organization KING COUNTY
Agency/Group/Organization Type Other government - County
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As a member of the King County Housing Consortium
for the purpose of HOME funds, Auburn works
closely with King County in the development of the
City's and the County's Consolidated Plan. Because
the two entities have a cardinal role in each other's
program delivery there is active participation from
both parties in the development of the plan. Staff
from King County and Auburn met regularly prior to
and during the development of the plan, and both
entities participated in the public meeting held in
Auburn on April 1.
2 Agency/Group/Organization KENT
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Page 17 of 414
Consolidated Plan AUBURN 12
OMB Control No: 2506-0117 (exp. 06/30/2018)
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As members of the Urban County Consortium,
Auburn and Kent staff worked closely together
during the development of the Consolidated Plan.
Staff from both cities attend monthly meetings to
discuss human services and housing trends, needs,
and progress on ongoing initiatives.
3 Agency/Group/Organization FEDERAL WAY
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As members of the Urban County Consortium,
Auburn and Federal Way staff worked closely
together during the development of the
Consolidated Plan. Staff from both cities attend
monthly meetings to discuss human services and
housing trends, needs, and progress on ongoing
initiatives.
4 Agency/Group/Organization Housing Development Consortium of Seattle-King
County
Agency/Group/Organization Type Planning organization
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Page 18 of 414
Consolidated Plan AUBURN 13
OMB Control No: 2506-0117 (exp. 06/30/2018)
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Auburn participates in monthly meetings convened
by the Housing Development Consortium (HDC) on
homeless response needs and strategy in SKC, and
bimonthly meetings focused on affordable housing
data and developments. The information collected
by HDC helps to inform multiple pieces of our
Consolidated Plan, particularly those strategies
related to homelessness and affordable housing in
our community.
5 Agency/Group/Organization Seattle-King County Coalition on Homelessness
Agency/Group/Organization Type Services-homeless
Nonprofit agency
What section of the Plan was addressed
by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Auburn is a member of the Seattle-King County
Coalition on Homelessness (SKCCH), and co-
convenes a monthly group of service providers
working with people experiencing homelessness in
our communities. The meetings provide a frequent
check-in point, and the opportunity to hear from
providers directly on the challenges and trends
they're seeing in Auburn. The Coalition on
Homelessness' organizational members include
agencies and community groups that provide
emergency shelter and services, transitional housing,
and permanent, supported housing to the roughly
27,000 men, women, and children who are homeless
in King County during one year.
6 Agency/Group/Organization South King County Housing and Homelessness
Partners
Agency/Group/Organization Type Other government - Local
Regional organization
Page 19 of 414
Consolidated Plan AUBURN 14
OMB Control No: 2506-0117 (exp. 06/30/2018)
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
South King Housing and Homelessness Partners
(SKHHP) is a coalition formed by an interlocal
agreement between the jurisdictions of Auburn,
Burien, Covington, Des Moines, Federal Way, Kent,
Normandy Park, Renton, Tukwila, and King County.
The agreement allows for South King County
jurisdictions to work together and share resources in
order to effectively address affordable housing and
homelessness. This collaborative model is based on
similar approaches used in Snohomish County, East
King County, and other areas of the country. The
purpose of the coalition is to increase the available
options for South King County residents to access
affordable housing and to preserve the existing
affordable housing stock.
Identify any Agency Types not consulted and provide rationale for not consulting
A wide range of groups and organizations participated in the process including public funders from
Washington State and King County partner jurisdictions, public housing authorities, members from the
Seattle-King County Housing Development Consortium, stakeholders, housing providers for low-and-
moderate income persons, agencies who serve persons who are homeless, and Seattle-King County
Public Health. In addition to the consultations referenced above, Auburn, King County and Consortium
partner staff coordinate closely with each other and fan out to participate and attend a wide range of
standing meetings with city planners, housing and service providers.
The only types of organizations not consulted with were corrections facilities. The rationale for not
consulting with these facilities is that the City does not host this type of organization.
Page 20 of 414
Consolidated Plan AUBURN 15
OMB Control No: 2506-0117 (exp. 06/30/2018)
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with
the goals of each plan?
Continuum of Care All Home King County The goals of Auburn's Strategic Plan overlap with the
goals of the CoC to address the needs of homeless
residents in the community and reduce the risk of
homelessness.
Table 3– Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
As a member of the King County Housing Consortium for the purpose of HOME funds, Auburn works
closely with King County in the development of the City's and the County's Consolidated Plan. Because
the two entities have a cardinal role in each other's program delivery there is active participation from
both parties in the development of the plan.
The City also actively participates in the South King County Human Services Planners Committee. The
Committee is composed of neighboring South King County City's such as Kent, Federal Way and Burien
as well as partnering funder organizations such as All Home and United Way. The monthly meetings are
used to discuss current issues impacting the community as well as Consolidated Planning and other
CDBG program management strategies.
Narrative
Page 21 of 414
Consolidated Plan AUBURN 16
OMB Control No: 2506-0117 (exp. 06/30/2018)
PR-15 Citizen Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Citizen participation plays a crucial role in the success of the City's Consolidated Plan. The goals are to hear the community's feedback and
recommendations on how CDBG funds should be invested and how services can coordinate to achieve the greatest impact.
As part of the Consolidated Plan development, the City of Auburn solicited input on community needs, priorities, and potential strategies. Public
input was gathered utilizing a variety of public engagement strategies, including public meetings, written comments, stakeholder interviews,
focus groups, and online surveys. The City made an effort to reduce barriers to input by providing the online survey in English and Spanish and
making interpretation available during the public meeting and stakeholder interviews and focus groups.
Page 22 of 414
Consolidated Plan AUBURN 17
OMB Control No: 2506-0117 (exp. 06/30/2018)
Citizen Participation Outreach
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
"One Table" was a series of
meetings convened by the City
of Seattle, the City of Auburn,
and King County. The January
22, 2018 One Table Community
Action Work Group meeting
brought elected officials,
service providers to discuss the
root causes of homelessness
and to develop a community
approach to homelessness and
affordability.
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
2 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
The April 4, 2018 One Table
Community Action Work Group
meeting brought elected
officials, service providers to
discuss the root causes of
homelessness
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
Page 23 of 414
Consolidated Plan AUBURN 18
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
3 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
The August 3, 2018 One Table
Community Action Work Group
meeting brought elected
officials, service providers to
discuss the root causes of
homelessness.
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
4 Public
Meeting
Non-
targeted/broad
community
On April 1, the City of Auburn
held a public meeting with
support from King County to
gather input for the 2020-2024
Consolidated Plan update, and
to hear from community
members on local housing
needs and barriers to Fair
Housing.
People expressed a desire to see
more affordable housing, fewer
barriers to obtaining housing
including: tenant screening,
selective micro-targeting
through social media,
discrimination against domestic
violence survivors, rental
application fees. Also
mentioned was single family
zoning as exclusionary and
limiting the housing supply.
Other supply constraining
factors mentioned were
permitting process and
regulations.
None
Page 24 of 414
Consolidated Plan AUBURN 19
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
5 Stakehold
er
meeting
King County
Library System
City of Auburn staff along with
consultant met with staff at
King County Library system to
hear input on community
needs.
Identified gaps in services
included low availability of
shelter beds compared to
community need, lack of
medical respite beds,
wraparound services for
individuals experiencing chronic
homelessness, transportation.
None
6 Stakehold
er
meeting
Auburn Food
Bank
City of Auburn staff along with
consultant held two focus
groups at Auburn food bank,
for staff and clients to provide
input on community needs.
Identified gaps in services
included inadequate
transportation, lack of
affordable housing, insufficient
mental health services
compared to need, lack of
personal storage options for
individuals experiencing
homelessness.
None
7 Stakehold
er
meeting
Nexus Youth
and Families
City of Auburn staff along with
consultant held two focus
groups at Nexus Youth and
Families, for staff and clients to
provide input on community
needs.
Identified gaps in services
included youth-appropriate
employment services, clothing
resources, and lack of
affordable housing locally.
None
Page 25 of 414
Consolidated Plan AUBURN 20
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
8 Stakehold
er
meeting
Mother Africa City of Auburn staff along with
consultant met with staff at
Mother Africa to hear input on
community needs.
Identified gaps in services
included lack of emergency
shelter beds for individuals
fleeing domestic violence, lack
of large family-size affordable
housing units across South King
County, including Auburn, and
employment services.
None
9 Stakehold
er
meeting
Ukrainian
Community
Center of
Washington
City of Auburn staff along with
consultant met with staff at
Ukrainian Community Center
of Washington to hear input on
community needs.
Identified gaps in services
included employment services,
housing-related legal resources
for renters, lack of affordable
housing, and resources for
utility assistance for low-income
community members.
None
10 Stakehold
er
meeting
Seattle-King
County Public
Health Mobile
Medical Van
City of Auburn staff along with
consultant met with staff at the
Mobile Medical Van to hear
input on community needs.
Identified gaps included a lack
of medical respite beds for
individuals experiencing
homeless, emergency shelter
beds, and legal assistance.
None
11 Stakehold
er
meeting
Mary's Place City of Auburn consultant met
with staff at Mary's Place to
hear input on community
needs.
Identified gaps included
insufficient affordable housing
and shelter capacity in South
King County.
None
Page 26 of 414
Consolidated Plan AUBURN 21
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
12 Public
Meeting
City of Auburn
Human
Services
Committee
City of Auburn staff along with
consultant met with the City of
Auburn's Human Services
Committee to hear input on
community needs.
Identified gaps included
insufficient affordable housing
locally, lack of transportation,
especially at a subregional level,
lack of flexible options for
increasing affordable housing
stock.
None
13 Stakehold
er
meeting
Interfaith Task
Force on
Homelessness
City of Auburn consultant met
with staff at the Interfaith Task
Force on Homelessness to hear
input on community needs.
Identified gaps included a lack
of directed support and
programs for individuals living in
their vehicles in Auburn.
None
14 Internet
Outreach
Non-
targeted/broad
community
Broad community survey was
made available for 9 weeks
with outreach to community
members and human service
providers through web
postings, social media,
targeted emails, availability at
public events, and
announcements at community
meetings. The survey received
119 responses.
Survey responses identified
community perceptions of
increasing human service needs,
particularly related to housing
stability, domestic violence, and
food and emergency sheltering.
Respondents would like to see
city prioritization of basic needs,
homeless prevention and
housing stability, neighborhood
safety and wellbeing, and health
and dental care.
None
Table 4– Citizen Participation Outreach
Page 27 of 414
Consolidated Plan AUBURN 22
OMB Control No: 2506-0117 (exp. 06/30/2018)
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The needs assessment of Auburn's Consolidated Plan is largely comprised of data provided through HUD
and the US Census well as information gathered through consultations and citizen participation. The
assessment provides a clear picture of Auburn's needs related to affordable housing, special needs
housing, community development and homelessness. Within these topics the highest priority needs will
be identified which will form the basis for a strategic plan.
Numerous sources were used to conclude Auburn's needs for the next five years, including Census data,
school district data, information from the HUD Comprehensive Affordability Strategy and the
Washington State Department of Health and Social Services. Data from the King County Regional
Affordable Housing Task Force was also used to provide more in depth detail about Auburn's housing
needs.
In addition, the City worked with a consultant to provide focus groups, stakeholder interviews, and a
community-wide survey on housing and human service needs. The City assessed comments received
from residents and consultations with stakeholders, partners and other collaborative partners who
worked closely with the city on housing and other human services issues.
Page 28 of 414
Consolidated Plan AUBURN 23
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 29 of 414
Consolidated Plan AUBURN 24
OMB Control No: 2506-0117 (exp. 06/30/2018)
NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
In 2015, the City of Auburn completed a strategic planning process specific to the City’s parks, open
spaces, and recreation facilities. The plan emphasized the following recommendations with regards to
public parks and recreation facilities:
Age/Composition: Our young, growing population, with many single-parent families and an increasing
population of elderly residents, has extensive needs for recreation and service programs, as well as
recreation facilities.
Race: Auburn’s changing racial composition can be incorporated into its historical, cultural and
recreational programming and in development of facilities.
Housing: With increased density of housing, there is an increased need for parks and open space to
replace the lost “backyard” is occurring.
Income Levels: The lower income levels in Auburn mean that there is a greater need for public
recreation facilities. Our residents also require classes and programs at reasonable rates or no cost.
Teens, the elderly, and families with several children are particularly in need of free or reduced fee
services.
New Park Development: Specific park land and facilities needed to serve new residents should be
determined as development occurs or is planned. The recently annexed areas of Lea Hill and West Hill
are underserved by parks and recreation programs. Park site selection should ensure that the site will
physically accommodate the identified facilities. Areas with extensive steep slopes and wetlands may be
difficult areas in which to develop active recreation facilities, although they may be suited to open space
or passive activities.
Scenic and Resource Lands: Lands with high scenic or natural resource value should be acquired and
utilized for parks and open space. Public access to these locations should be guaranteed through site
selection and design.
Ecosystems: It is desirable to have parks located in a variety of ecosystems present in the city. This
means we plan parks in, or adjacent to the rivers, creeks, wetlands and wooded hillsides found
throughout the city.
Art and History: The inclusion of historical artwork, public art, and information in the development of
parks will broaden their value to the community. It can provide an added source of enjoyment and
education to the recreational experience.
In addition to public facilities operated by the City, Auburn is host to numerous public facilities that offer
programs serving those who are at risk of or currently experiencing homelessness. However, community
members still identify clear gaps in the types of facilities needed to support vulnerable Auburn residents.
In 2019, Auburn heard from residents at public meetings and through interviews and focus groups as
part of the Community Needs Assessment process. Key needs identified through this process included:
Enhanced, 24 Hour Emergency Shelter: The City of Auburn supports a day center and separate
overnight shelter for adults experiencing literal homelessness in the community. The shelter is
consistently at capacity and turns away residents seeking services as a result. In addition, the City of
Auburn is home to an emergency shelter for young adults ages 18-24 that also experiences challenges
with limited capacity and significant need. Beyond these maxed out resources, people within the City of
Page 30 of 414
Consolidated Plan AUBURN 25
OMB Control No: 2506-0117 (exp. 06/30/2018)
Auburn do not have access to shelter, safe places to park and reside in their vehicles, or safe
campgrounds. Couples wanting to reside together, people with pets, and people actively using
substances have no options for shelter within the City of Auburn, as low barrier shelter does not exist.
Medical Respite: Stakeholders identified that there is a clear need for additional medical care that
human service organizations cannot provide. A more intensive medical respite care facility does not
exist, so people exit the emergency room with nowhere to go, directly to the streets or emergency
shelter and often end up at the public library during the day. This results in King County Public Health’s
Mobile Medical Team seeing people with worsening/acute medical conditions that would be
preventable if a medical respite care option were available. Stakeholders identified the number one
strategy for providing effective and sustainable treatment as a medical respite facility. Without that
critical resource, patients, often without housing options, are discharged without safe place to recover
and no medical follow up.
How were these needs determined?
These needs were determined through multiple public participation and data gathering processes. The
City’s strategic planning process related to parks and open spaces included an online survey, public
meetings, engagement at the City’s Park Board, Arts Commission, Planning Commission and City Council
Meetings, an Auburn Health Impact Assessment, and feedback from current participants of Parks and
Recreation Classes. The Community Needs Assessment incorporated public survey feedback,
information from stakeholder interviews and focus groups, input from the City Council and Human
Services Committee, and local and national data.
Describe the jurisdiction’s need for Public Improvements:
The City of Auburn makes numerous efforts and strategies to ensure improvements are made to provide
a safe, user friendly and appealing community for community members to reside. Because staff cannot
see all happenings at all times it is important that residents communicate their needs and make
requests as a need for improvement arises. The City of Auburn provides a reporting system on the City
website as well as an app where Auburn residents can report issues with streets, facilities, parking,
vegetation and other issues that need attention. The system has allowed the City to keep up with
maintenance issues and meet needs of its community. Although the system has increased
communication between citizens and city services as well as improved efficiency of improvements,
citizens have expressed a need for improved parking facilities, sidewalks and street repairs.
The City of Auburn has developed several public improvement projects in the past utilizing CDBG funds.
The City anticipates utilizing CDBG funds in the 2020-2024 strategic planning period to address sidewalk
ADA accessibility needs in low-income areas of the community. These projects support greater safety
and accessibility for community members.
How were these needs determined?
Page 31 of 414
Consolidated Plan AUBURN 26
OMB Control No: 2506-0117 (exp. 06/30/2018)
Auburn's needs for public improvements were determined through needs assessments, citizen surveys,
and ongoing evaluation and assessment by the City’s Public Works department. In addition, a telephone
survey conducted prior to the last Consolidated Plan update asked citizens of their opinions about the
quality of life in Auburn, priorities for the future, and the level of satisfaction with city government and
city services. The data collected was summarized into a report made available to the public on the City's
website.
Describe the jurisdiction’s need for Public Services:
Similar to other cities within King County and the Puget Sound region at-large, Auburn has grown
rapidly, becoming an increasingly diverse community as it pertains to race/ethnicity, income, education,
and language, among other categories. According to the 2017 American Community Survey (ACS), the
population of Auburn is 77,440, this is a 10.3% increase from 2010. These residents form 18,862
families, making the average family size 3.25, well above the national average of 2.63 and the King
County average of 2.45.
Although population growth is felt by the entire region, it is notably large in Auburn. Each year, Auburn
has increased its share of residents within King County; meaning that Auburn has outpaced most other
King County cities in percentage of growth. Auburn accounted for 1.9% of the King County population in
1970, now accounting for 3.7% of the population.
The 2017 Self Sufficiency Standard in South King County for one adult, one preschooler, and one school-
age child is $68,625 annually. Similarly, the self-sufficiency standard for two adults, one preschooler, and
one school-age child is $74,083. The median annual household income in Auburn ($64,000) nearly hits
these self-sufficiency numbers. Despite substantial economic growth, the pace of such growth
exacerbates inequities and gaps. Without adequate economic supports those gaps risk growing larger as
economic growth continues at such a rapid pace.
Rapidly increasing housing costs and a low vacancy rate in the region has contributed to an increased
housing cost burden for Auburn residents and increased risk of housing instability. This data, highlighted
in the Analysis of Impediments to Fair Housing and Housing Market Analysis sections of the
Consolidated Plan, point to an increased need for Public Services, which can often serve to mitigate
housing instability by meeting other household needs or providing legal or other housing interventions.
Auburn’s accelerated pace of growth also highlights the increased need for Public Services, as local
providers are unable to keep pace with the demand in order to address current needs of residents. Key
Public Service needs identified through public participation include Fair Housing supports, medical
services, increased services connected to emergency shelter, employment training for young adults, and
supportive housing.
How were these needs determined?
Numerous sources were used to conclude Auburn's needs for the next five years, including Census data,
school district data, information from the HUD Comprehensive Affordability Strategy and the
Washington State Department of Health and Social Services. Data from the King County Regional
Page 32 of 414
Consolidated Plan AUBURN 27
OMB Control No: 2506-0117 (exp. 06/30/2018)
Affordable Housing Task Force was also used to provide more in depth detail about Auburn's housing
needs.
In addition, the City worked with a consultant to provide focus groups, stakeholder interviews, and a
community-wide survey on housing and human service needs. The City assessed comments received
from residents and consultations with stakeholders, partners and other collaborative partners who
worked closely with the city on housing and other human services issues.
Based on the needs analysis above, describe the State's needs in Colonias
Page 33 of 414
Consolidated Plan AUBURN 28
OMB Control No: 2506-0117 (exp. 06/30/2018)
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The Market Analysis Section will cover the following topic areas within Auburn's housing market:
Supply and demand
Housing stock available
Condition and cost of housing
Inventory of facilities, housing, and services that meet the needs of homeless persons
Barriers to affordable housing
Characteristics of the jurisdiction's economy
Each section will identify and describe Auburn's greatest needs, what resources and options are
available, as well as what resources are less available for residents.
Page 34 of 414
Consolidated Plan AUBURN 29
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 35 of 414
Consolidated Plan AUBURN 30
OMB Control No: 2506-0117 (exp. 06/30/2018)
MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)
Introduction
Centrally located between Tacoma and Seattle, Auburn is an ideal place of residence in the Puget Sound's economic region. Connected to
freeways and the Sound Transit's Commuter Train, Auburn has continued to experience a significant amount of economic growth in the past five
years. At the center of the largest industrial complex in the Northwest, Auburn sits in the middle of the major North-South and East-West routes
of this region. With two rail roads and close proximity to the Ports of Seattle and Tacoma, Auburn was identified by the Department of
Commerce as one of only 15 Innovation Partnership Zones in Washington State. With continued job expansion and above average retail growth,
Auburn enjoys a vibrant and sustainable business environment. Like most regions, Auburn experienced fluctuation of employment during the
recession; however the recent changes and community enhancements have kept the unemployment rate relatively low. Being centrally located
and having large amounts of available land, the City of Auburn is ideal for business expansion and economic growth.
This section will cover Auburn's non-housing economic development assets of the city. The items covered in detail are:
business by sector
labor force
occupation by sector
travel time to work
educational attainment
median earnings in the past 12 months
The tables will provide detailed information on the economic status of Auburn as well as provide an estimate of where the gaps are.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 356 13 1 0 -1
Arts, Entertainment, Accommodations 3,004 2,644 9 6 -3
Page 36 of 414
Consolidated Plan AUBURN 31
OMB Control No: 2506-0117 (exp. 06/30/2018)
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Construction 2,586 3,291 8 8 0
Education and Health Care Services 6,468 7,495 19 17 -2
Finance, Insurance, and Real Estate 1,659 1,007 5 2 -3
Information 503 639 1 1 0
Manufacturing 5,065 9,119 15 21 6
Other Services 1,474 1,489 4 3 -1
Professional, Scientific, Management Services 3,165 2,282 9 5 -4
Public Administration 1,626 3,139 5 7 2
Retail Trade 4,311 5,615 13 13 0
Transportation and Warehousing 2,573 2,998 7 7 0
Wholesale Trade 1,531 3,849 4 9 5
Total 34,321 43,580 -- -- --
Table 5 - Business Activity
Alternate Data Source Name:
2015 ACS Data, Selected Economic Characteristics
Data Source Comments:
Labor Force
Total Population in the Civilian Labor Force 37,388
Civilian Employed Population 16 years and over 34,315
Unemployment Rate 8.13
Unemployment Rate for Ages 16-24 23.04
Unemployment Rate for Ages 25-65 5.02
Table 6 - Labor Force
Data Source: 2011-2015 ACS
Page 37 of 414
Consolidated Plan AUBURN 32
OMB Control No: 2506-0117 (exp. 06/30/2018)
Occupations by Sector Number of People
Management, business and financial 6,775
Farming, fisheries and forestry occupations 1,674
Service 3,980
Sales and office 9,090
Construction, extraction, maintenance and
repair 3,369
Production, transportation and material
moving 2,040
Table 7 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 17,635 54%
30-59 Minutes 10,715 33%
60 or More Minutes 4,195 13%
Total 32,545 100%
Table 8 - Travel Time
Data Source: 2011-2015 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 2,685 239 1,773
High school graduate (includes equivalency) 8,100 710 2,785
Page 38 of 414
Consolidated Plan AUBURN 33
OMB Control No: 2506-0117 (exp. 06/30/2018)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Some college or Associate's degree 10,065 810 2,890
Bachelor's degree or higher 7,845 225 1,090
Table 9 - Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 125 679 700 548 595
9th to 12th grade, no diploma 1,105 974 740 1,045 643
High school graduate, GED, or alternative 2,595 3,040 2,765 5,795 2,795
Some college, no degree 2,810 2,310 2,275 4,685 2,035
Associate's degree 555 960 1,275 2,335 595
Bachelor's degree 475 1,815 1,655 3,115 1,115
Graduate or professional degree 15 470 715 1,450 625
Table 10 - Educational Attainment by Age
Data Source: 2011-2015 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 23,670
High school graduate (includes equivalency) 33,290
Some college or Associate's degree 41,024
Bachelor's degree 57,196
Graduate or professional degree 64,409
Table 11 – Median Earnings in the Past 12 Months
Page 39 of 414
Consolidated Plan AUBURN 34
OMB Control No: 2506-0117 (exp. 06/30/2018)
Alternate Data Source Name:
2011-2015 ACS Data
Data Source Comments:
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Based on the Business Activity table above the major employment sectors within Auburn's jurisdiction are:
Manufacturing
Education and Health Care Services
Retail trade
Major manufacturing businesses in Auburn include but are not limited to: Boeing, Skills, LMI Aerospace, ExOne, Conrad Manufacturing, and
Orion Aerospace.
Major education and health care services employers include: the Auburn School District, Green River College, Multicare
Major retail trade businesses include: The Outlet Collection, Wal Mart, and Coastal Farm and Ranch. In addition to the major retail trade
businesses, Auburn has numerous small businesses throughout the City.
Describe the workforce and infrastructure needs of the business community:
Auburn is fortunate to be in the path of growth, and, in the past years, the City has successfully set the stage for increased investment. As a
result, the interest in and momentum around Auburn have been increasing and continue to build. In 2014, Auburn’s population was almost
76,000. By 2020, Esri, a leading demographic data provider, estimates that Auburn’s population will be nearly 85,000. With the cost of housing
continuing to climb throughout the Seattle region, Auburn and its South Sound peers will likely see population growth accelerate even more
than these conservative projections predict. Currently, the City is a net importer of labor with more workers commuting to Auburn for jobs each
day than leaving. As new residents move into the community, Auburn’s economic development activities will influence whether there are job
opportunities for these new residents in Auburn or whether they will commute outside the city limits for work. According to EMSI, a leading
economic and labor market data provider, the City is projected to add over 6,400 jobs over the next 10 years. This number is also likely
Page 40 of 414
Consolidated Plan AUBURN 35
OMB Control No: 2506-0117 (exp. 06/30/2018)
conservative. The actual number and composition of jobs could change dramatically with a targeted, entrepreneurial economic development
program. The City’s current economic development resources and structure allow the City to be responsive to opportunities that come its way. It
has a proven track record of dedication and creativity that has yielded impressive results to date. The City of Auburn’s Economic Development
Strategic Plan found that the City will benefit from augment its Economic Development program with additional resources and stronger
partnerships. This will position the City to better support the attraction, formation, retention, and expansion of businesses that form the
economic backbone of the community and provide more and better economic opportunities for Auburn residents.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector
investments or initiatives that have affected or may affect job and business growth opportunities during the planning period.
Describe any needs for workforce development, business support or infrastructur e these changes may create.
Each of Auburn’s seven neighborhood areas have upcoming developments that may impact local investment and business growth, including
some planned infrastructure improvements:
Downtown: There are several large projects in the downtown area that are in various stages of the design, permit review, and approval process.
Auburn Town Center is a seven-story, 296,000 square foot mixed use commercial property being developed at 1st and South Division
Street in the heart of downtown. It will include 226 market rate apartment units and 2,000 square feet of ground level commercial
space.
Next door will be the Auburn Legacy Senior Living, an eight-story, 216,000 square foot building that will provide additional housing
options for our senior community members, as well as an additional 7,000 square feet of ground floor commercial space on Main Street.
Ground breaking is anticipated this summer or fall.
The Heritage Building, in Auburn’s downtown core, was sadly destroyed by fire in December of 2017. The property owner is working on
the design of a new and improved six-story, 60,000 square foot building with 67 apartments, doubling the capacity of the previous
building. This site will provide 5,500 square feet of ground floor commercial space. This project is currently in the design review phase,
with an anticipated 2020 construction start date.
Lakeland Hills: There are several development projects planned for the Lakeland Hills area of Auburn, including a new 73,000 square foot
Auburn Public Schools elementary school, a 16-lot residential subdivision, and a 5-building retail development.
Page 41 of 414
Consolidated Plan AUBURN 36
OMB Control No: 2506-0117 (exp. 06/30/2018)
Lea Hill: In addition to three subdivision projects that are in preliminary design and review stages, the City is also moving forward with the Lea
Hill Corridor project. In September 2018, the City initiated the Lea Hill Road Corridor Study, between Harvey Road/M Street NE and 124th
Avenue SE. The study is taking a practical design approach to develop alternative solutions, determine a preferred roadway design, and identify
any potential interim solutions. The Lea Hill Road Corridor Study, which involves public engagement, traffic forecasting and analysis, conceptual
design, and preliminary cost estimation, is expected to be complete by the end of 2019.
North: There are several large projects in North Auburn that are in various stages of the design, permit review, and approval process. Notably,
these include a 290,000 square foot warehouse and distribution center, a mixed use retail and multi-family development that includes
affordable housing, a 250,000 square foot warehouse, and a public elementary school replacement.
Plateau: There are two large infrastructure improvements that are in process on the Plateau in Auburn:
SR 164 Improvements: The Muckleshoot Indian Tribe is leading this project to improve transportation on the SR 164 corridor from SR 18
to the Poplar Street curve, with the support of WSDOT and the City of Auburn. The purpose of the project is to develop a cost-effective,
long-term solution that improves congestion, increases safety, and accommodates growth. The Muckleshoot Indian Tribe, with the
support of WSDOT and the City, hosted two public open houses to display project concepts and an online comment form to collect
community feedback. A final public open house on the project will be held early this fall.
Auburn Way South Improvements: The Auburn Way South Sidewalk Improvement project will construct a sidewalk to fill the missing
sidewalk gap from 17th Street SE to Muckleshoot Plaza along the north side of Auburn Way South. The project will provide pedestrian
access along Auburn Way South by constructing a sidewalk where one doesn’t currently exist. This project also includes the following
work:
o Narrowing the existing lane widths to accommodate the new sidewalks within the existing roadway footprint;
o Painting new lane lines to delineate the new lane widths;
o Reducing the speed limit from 45 MPH to 35 MPH;
o Installing c-curbing and a raised median for the purpose of calming vehicular speeds;
o Removing the existing guardrail and installing new guardrail behind the planned sidewalk; and
o Upgrading the existing streetlights with energy efficient LED fixtures.
South:
Farmer’s Market: With a $20,000 grant from King Conservation District for the past season, the Market was able to continue to grow at
the new Les Gove Park location. The move to Les Gove Park has brought new success to the Market, its customers, vendors, and
Page 42 of 414
Consolidated Plan AUBURN 37
OMB Control No: 2506-0117 (exp. 06/30/2018)
especially the farmers. With the new park view, increase in exposure, an active park full of amenities, and space to grow, the Auburn
Farmers Market will continue to flourish and grow for decades to come.
West Hill: In addition to receiving two subdivision projects that are in the review stages, the City will be completing improvements to a property
for Parks use that will include soft surface trail improvements, viewpoints with picnic tables and benches, parking area, and a footbridge.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Auburn’s primary strength, and the strength of the South Sound region, is its access to skilled labor. In the 145 zip codes that are within about a
45-minute drive of Auburn, there are 1.5 million workers. Over 800,000 of these workers fall into the “middle skills” segment of workers. In fact,
Auburn has very good access to hard-to-find skillsets such as customer service representatives, truck drivers, registered nurses, maintenance
and repair workers, and various types of technicians that support manufacturing operations. Auburn’s primary constraint is the availability of
sites and buildings with vacancy. This constraint is important because a community’s inventory of sites and buildings determines whether or not
it can enter into the competition for business investment. The majority of the other site selection factors distinguish regio ns across the country
from one another. In that regard, Auburn is fortunate to be located in a region that is a magnet for talent and investment, which provides it with
an advantage over communities of similar size in less competitive regions. Within the Seattle–Tacoma Metro area, the competition to attract
businesses is stiff, and communities must differentiate themselves to standout from their peers.
Auburn's education attainment is lower than the state's average; however the percentage of individuals with high school diplomas and some
college (without degrees) is higher than the percentage of those without high school diplomas. Data shows that those in Auburn with some
college or a bachelor's degree or higher have a higher employment rate than those who don't and have a higher median incom e. The
employment rate of high school graduates, those with some college, those with bachelor's degrees or higher and the annual media income is
lower than the state and nation's average.
The rate of Auburn residents with bachelor's degrees or higher is relatively lower than the general population, but the education attainment of
the City positively corresponds with the employment opportunities in the jurisdiction. Because the majority of employment opportunities are in
areas that do not require higher education degrees (wholesale trade, construction and retail trade) there is ample opportunity for employment
in the City.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community
colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
Page 43 of 414
Consolidated Plan AUBURN 38
OMB Control No: 2506-0117 (exp. 06/30/2018)
The Mayor’s Workforce Initiative began last summer when leadership from Auburn, Pacific, Algona, the Auburn School District, Green River
College and businesses came together to talk about how we could work together proactively to connect local companies with our graduating
students, and vice versa.
The vision of the group is: To build a community where all residents can successfully participate in the workforce, achieve economic stability, raise
a family, and be a part of the fabric of Algona, Auburn and Pacific. We will build a regional education-to-career pipeline that is a community-wide
effort uniting education, cities, the business community, community-based organizations and citizens, where 100% of businesses choose to
remain in the Cities and 100% of prospective employers choose our cities
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not,
describe other local/regional plans or initiatives that impact economic growth.
Workforce Development, Business Assistance and Business Development Programs are services routinely provided through the City of Auburn's
Office of Economic Development. The Office of Economic Development has a variety of resources for business development, expansion and
recruitment. The City provides tools to assist, including a variety of regularly scheduled Business Assistance Training and Education
Programming.
Urban Center for Innovative Partnerships
The mission of Auburn's Urban Center for Innovative Partnerships is to support a vibrant vital economy for the City of Auburn, our local region
and the State of Washington. Encouraging the adaption of warehouse districts to mixed use, market-affordable technology clusters and
facilitating collaborative partnering among private sector employers, research partners, and programmed workforce development, the IPZ is a
multi-phased plan across a variety of manufacturing sectors. These collaborative clusters will realize new businesses and products; expand our
existing knowledge based middle-wage jobs while creating new higher paying employment opportunities for the citizens of our City. Through
new partnerships and the clustering of entrepreneurs, ideas will flourish, manufacturing efficiencies will be developed and our diverse business
community will expand, creating investment opportunities, new technologies and the general growth of our economy.
Downtown Revitalization Project
Page 44 of 414
Consolidated Plan AUBURN 39
OMB Control No: 2506-0117 (exp. 06/30/2018)
For 120 years, property owners, business large and small, and individuals have invested and succeeded in Downtown Auburn. Downtown
Auburn has undergone a significant revitalization. Recent and ongoing infrastructure investments by the City, new businesses, commuter rail
access, shopping and dining opportunities, and recreational and cultural amenities have increased the economic growth and opportunity of
downtown business owners as well as enhanced the vitality of the area. Since 2010, the City of Auburn has invested $10 million of federal and
State funds in the South Division Street Promenade Project and other downtown projects to make it easier and more attractive for private sector
investment. Projects such as improved parking, sidewalks, lighting and updated water, sewer, storm and private utilities are just a small portion
of improvements made to impact economic growth in Auburn.
Discussion
The economic and community development of the City, specifically in CDBG-qualifying neighborhoods directly affect the vitality and wellness of its residents. For this reason the City intends to continue to include Community and Economic Development in its three priority goals for the 2020-2024 strategic planning period. In addition to neighborhood revitalization, the City intends on focusing on workforce development efforts. As many residents experience the disproportionate increases in cost of living compared to wage growth, Auburn intends to ensure that the workforce development corresponds with future business opportunities.
Page 45 of 414
Consolidated Plan AUBURN 40
OMB Control No: 2506-0117 (exp. 06/30/2018)
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
In the City of Auburn, there are few concentrated areas where there are multiple housing problems.
Households of all income groups throughout Auburn have a roughly balanced amount of households
experiencing housing problems (problems include: overcrowding, substandard housing and housing cost
burdens). Although the households with multiple housing problems are spread throughout the region
and not concentrated, there are areas of concentration experiencing just one housing problem.
Auburn's neighborhood referred to as "the Valley" runs parallel from North to South along West Valley
Highway. The Valley has a concentration of households experiencing housing cost burdens and severe
housing cost burdens.
When looking at population rather than geographic area, we find that a number of groups experience
housing problems in Auburn at a disproportionate rate.
Households with income below 50% AMI experience housing problems at a very high rate. Nearly 85% of
all renter households earning less than 50% AMI experience a housing problem. Overall, just over half of
all renter households in Auburn experience a housing problem, with nearly one-third of owner
households experiencing a housing problem.
HUD also collects data on disproportionate housing needs based on racial demographics. A
disproportionate housing need is identified when a particular group displays a ratio of housing need that
is more than ten (10) percentage points above the jurisdictional need as a whole. Both Black/African
American and Pacific Islander households experience housing problems at a disproportionate rate as
compared to the jurisdiction as a whole. With 61% of Auburn households experiencing a housing
problem, Black/African households and Pacific Islander households experience housing problems at
fourteen (14) and twenty-eight (28) percentage points above the jurisdiction as a whole.
When comparing renter and owner households, there are several areas of disproportionate need.
Among renter households, Black/African American (76.8%) and Pacific Islander (87.6%) households
experience a housing problem greater than ten (10) percentage points above the jurisdiction as a whole
(65.8%). Among owner households, Pacific Islander households experience a housing problem at 100%;
there are 25 Pacific Islander households identified in this CHAS dataset.
Considering cost burdened and severe cost burdened households, the data indicates that Black/African
American households experience cost burden at a disproportionately high rate, while Pacific Islander
households experience severe cost burden at a disproportionately higher rate.
Are there any areas in the jurisdiction where racial or ethnic minorities or low -income
families are concentrated? (include a definition of "concentration")
Page 46 of 414
Consolidated Plan AUBURN 41
OMB Control No: 2506-0117 (exp. 06/30/2018)
Racial diversity exists across much of Auburn’s geography. However, there are areas of concentration of
two population groups.
Native Americans in Auburn are concentrated in the Eastern side of Auburn near the
Muckleshoot Reservation.
Auburn residents of Hispanic origin reside along the Valley but have a heavier concentration on
the South end of the Valley which runs directly up the middle of Auburn along highway 167.
Low-income families are concentrated in the Valley which runs up the center of Auburn alongside
highway 167 and in the east side of Auburn near the Muckleshoot Indian Reservation.
Auburn's definition of concentration regarding households in the region is the density in the number of
individuals in a specific area.
What are the characteristics of the market in these areas/neighborhoods?
Although the housing available for rental and ownership in the Auburn Valley area is more
affordable than other locations in the City, housing costs have been increasing proportionate to
the regional trends, making this area no longer affordable to households at many income levels.
According to the National Low Income Housing Coalition Out of Reach Report (2017), fair
market rent for a 2-bedroom home in Auburn ranges from $1700 - $2190. This requires a
“housing wage” of $67,995 annually to afford housing without experiencing cost burden. The
median household income in the zip code that encompasses the Valley is $51,086, or 25%
below the housing wage for that area.
Are there any community assets in these areas/neighborhoods?
Auburn's community assets in the Valley include but are not limited to:
small businesses
produce markets
faith-based institutions
schools
restaurants
The Muckleshoot Casino
The White River Amphitheater
Page 47 of 414
Consolidated Plan AUBURN 42
OMB Control No: 2506-0117 (exp. 06/30/2018)
Are there other strategic opportunities in any of these areas?
Auburn's Urban Center for Innovative Partnerships supports the vibrant vital economy for the City of
Auburn and the surrounding local region. Encouraging the adaption of warehouse districts to mixed use,
market-affordable technology clusters and facilitating collaborative partnering among private sector
employers, research partners, and programmed workforce development. These collaborations will
realize new businesses and products; expand existing knowledge based middle-wage jobs while creating
new higher paying employment opportunities for the citizens of our City. Through new partnerships and
the clustering of entrepreneurs, ideas will flourish, manufacturing efficiencies will be developed and our
diverse business community will expand, creating investment opportunities, new technologies and the
general growth of our economy.
Page 48 of 414
Consolidated Plan AUBURN 43
OMB Control No: 2506-0117 (exp. 06/30/2018)
Strategic Plan
SP-05 Overview
Strategic Plan Overview
The City of Auburn's strategic plan is based on the assessment of our community's needs as identified in
this Consolidated Plan. The strategic plan will cover the following topics:
Geographic priorities: Based on the analysis of needs, the area in Auburn with the greatest need
lies along Auburn's Valley neighborhood which runs parallel to HWY 167 in the middle of the
city. Even though there is a greater need in the Valley, the City has determined not to set
priorities on that geographic basis: rather, residents in all areas of the City have priority needs.
Priority needs: This section will explain the rationale for the decided priorities based on data,
citizen participation, consultations with community partners and stakeholders and other
assessments.
Influence of Market Conditions: The City's housing strategy will indicate how the characteristics
of the housing market influenced the City’s decisions on how to allocate funds to support the
preservation and development of affordable housing options for residents.
Anticipated Resources: The City has several anticipated resources that will assist in the
delegation of funds as well as determining strategies and goals.
Institutional Delivery Structure: This section describes organizations that will carry out the
identified objectives outlined in the Strategic Plan.
Goals: The section will provide an explanation of the objectives intended to initiate and
complete through the duration of the Consolidated Plan. Each objective identifies proposed
accomplishments and outcomes using the provided Goal Outcome Indicators template.
Auburn’s desired outcomes for each goal are impacted by many factors, including the larger
economy, shifts in local funding patterns, and resources available.
Public Housing: This section explains the needs of public housing residents and the objectives
established in the Strategic Plan to meet those needs.
Barriers to Affordable Housing: This section identifies the strategies for removing
or ameliorating any negative effects of public polies that serve as barriers to affordable housing
in Auburn as identified in the Market Analysis section of the Consolidated Plan.
Homelessness Strategy: This section describes Auburn's strategy for reducing homelessness
through outreach, intervention, and homeless prevention services.
Lead-Based Paint Hazards: This section outlines the City's proposed actions to evaluate and
reduce lead-based paint hazards and the policies/programs that will be implemented to address
the issue.
Anti-Poverty Strategies: This section will summarize the City’s goals, programs, and policies for
reducing family poverty.
Page 49 of 414
Consolidated Plan AUBURN 44
OMB Control No: 2506-0117 (exp. 06/30/2018)
Monitoring: This section will identify the standards and procedures the City will use to
monitor sub-recipients to ensure long-term compliance with program and comprehensive
planning requirements.
Within this context, the Consolidated Plan strategic plan intends funds to focus on:
1. Affordable Housing
2. Homelessness
3. Community and Economic Development
The following context will detail the highest priority need, as well established goals and objectives.
Page 50 of 414
Consolidated Plan AUBURN 45
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
Table 12 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the state
Due to the fact that low/moderate-income individuals and families in need of supportive services reside
throughout all geographic regions of the city, geographic boundaries will not be used as a basis for
allocating investments.
Page 51 of 414
Consolidated Plan AUBURN 46
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 13 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Description The City of Auburn will engage in housing activities, collaborations, and
partnerships to enhance opportunities for the creation and preservation of
affordable housing. The City will plan for and support fair housing strategies and
initiatives designed to affirmatively further fair housing choice, and to increase
access to housing and housing programs.
Page 52 of 414
Consolidated Plan AUBURN 47
OMB Control No: 2506-0117 (exp. 06/30/2018)
Basis for
Relative
Priority
The City of Auburn continues to experience a significant increase in its
population, number of households, housing costs and median income.
Although household numbers and median income continues to increase, the City
continues to experience housing problems and an increasing housing need for its
residents which is common throughout the South King County region. South King
County has experienced consistently increasing housing costs over the past five
years, which has contributed to housing instability and housing cost burdens for
low- to moderate-income households.
Residents who are low income or extremely low income suffer from cost burdens
greater than 30-50% for both renters and homeowners and other housing
problems such as overcrowding and substandard living conditions. These cost
burdens can result in eviction, foreclosure and even homelessness for many
families. To address these issues the city intends to support programs offered by
agencies that provide services to alleviate financial crisis, establish financial
stability, address barriers to fair housing choice, and prevent eviction or
homelessness. The city will also continue to provide minor home repair services
for low income homeowners in the community.
2 Priority Need
Name
Ending Homelessness
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Rural
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas
Affected
Associated
Goals
Page 53 of 414
Consolidated Plan AUBURN 48
OMB Control No: 2506-0117 (exp. 06/30/2018)
Description We value working together with collective impact to continue the work to
develop a cohesive and coordinated homeless system that is grounded in the
principle of Housing First and shared outcomes; we invest in projects that ensure
that homeless households from all sub-populations are treated with dignity and
respect; are returned to permanent housing as quickly as possible; receive
strength-based services that emphasize recovery, as needed; are supported to
graduate from temporary homeless housing as rapidly as possible, and from
permanent supportive housing as soon as they are ready; receive only what they
need to be returned to housing quickly and to be as self-reliant as possible.
Basis for
Relative
Priority
Homelessness is an issue that affects communities across the United States and
has been increasing in King County over the past five years. As regional housing
costs have increased, we see a correlation to increasing numbers of individuals
and families in our community experiencing unsheltered homelessness.
The projection of how many individuals are experiencing or at risk of
homelessness is challenging to estimate. The most accurate estimate of homeless
residents comes from an annual assessment called the Point in Time Count that is
coordinated by All Home King County. In conjunction with dozens of nonprofit
and government agencies, churches and numerous volunteers, cover large areas
of the County in order to find homeless persons on the streets, in cars or in other
places not meant for housing. The 2019 count estimated 11,199 individuals
experiencing homelessness in King County. Of those 11,199 residents, 217 were
in Auburn.
Shared outcomes with King County and our local Continuum of Care include the
following: 1) reduce the number of households becoming homeless; 2) reduce
the length of time that households are homeless; 3) increase the rate of exits to
permanent housing; and 4) reduce the number of households that re-enter the
homeless system after exit to permanent housing.
3 Priority Need
Name
Community and Economic Development
Priority Level High
Page 54 of 414
Consolidated Plan AUBURN 49
OMB Control No: 2506-0117 (exp. 06/30/2018)
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Associated
Goals
Description In an effort to meet the need of Auburn's economic and demographic growth the
City intends to fund programs and activities that will enhance the economy,
accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include public infrastructure and ADA
improvements for public facilities. These investments help to ensure equitable
opportunities for good health, happiness, safety, self-reliance and connection to
community.
Page 55 of 414
Consolidated Plan AUBURN 50
OMB Control No: 2506-0117 (exp. 06/30/2018)
Basis for
Relative
Priority
Auburn recognizes the direct correlation between the health, wellness and
sustainability of the City and its economic development. To ensure Auburn
provides a safe and desirable place to reside, the City includes Community and
Economic Development as a cardinal area to be addressed in the Consolidated
Plan.
Auburn's efforts to support economic opportunities coincide with its efforts to
support connectivity, accessibility, financial stability and an increased quality of
life for its residents.
Narrative (Optional)
These strategic priorities identified are a direct conclusion of the data collected and assessment
conducted from the Needs Assessment as well as an enhancement of the previous Consolidated Plan.
Page 56 of 414
Consolidated Plan AUBURN 51
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City of Auburn anticipates funding for the duration of the Consolidated Plan from
CDBG
City of Auburn General Fund allocation for Human Services
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 600,000 0 51,182 651,182 2,400,000
Resources anticipated based on
2020 estimated entitlement
General
Fund
public -
local
Public Services 500,000 0 0 500,000 2,000,000
Anticipated general fund
allocation to human services in
the community.
Table 14 - Anticipated Resources
Page 57 of 414
Consolidated Plan AUBURN 52
OMB Control No: 2506-0117 (exp. 06/30/2018)
Explain how federal funds will leverage those additional resources (private, state and local funds), including a de scription of how
matching requirements will be satisfied
The City of Auburn relies on CDBG funds to support community and economic development projects and activities in efforts to support low to
moderate income populations in the community. However, CDBG funds are not the only source of funds the City uses to support public services
and community projects and activities. The City's general funds are used to support public services in addition to CDBG funds.
CDBG funds do not require matching funds.
If appropriate, describe publically owned land or property located within the state that may be used to address the needs
identified in the plan
Discussion
The City of Auburn will explore possibilities to utilize publicly owned land to address needs identified in the Consolidated Plan.
Page 58 of 414
Consolidated Plan AUBURN 53
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-40 Institutional Delivery Structure - 91.415, 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
AUBURN Government Planning Jurisdiction
Table 15 - Institutional Delivery Structure
Assess Strengths and Gaps in the Institutional Delivery System
Strengths:
Local, South King County and King County systems collaborate services to create a more
integrated and comprehensive approach to avoid duplication in services.
City of Auburn’s engagement in regional collaborations supports larger solutions focused work
on often-intractable issues such as affordable housing and homelessness.
Population specific services such as seniors, children and families, culturally-specific, and faith
based are present throughout the community.
City supported neighborhood and community collaboration events and projects.
Gaps:
Affordable housing need in Auburn and region exceeds available supply
Lack of enhanced homeless shelter and permanent supportive housing opportunities in Auburn.
Auburn makes numerous efforts to fill gaps in services throughout the region by supporting emergency
service and other supportive service programs. However, as the need for emergency services grows
along with the number of residents in the City, the community has experienced a proportionate
decrease in funding for human services making accessibility more challenging for those in need.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance X
Mortgage Assistance
Rental Assistance X
Utilities Assistance X
Page 59 of 414
Consolidated Plan AUBURN 54
OMB Control No: 2506-0117 (exp. 06/30/2018)
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X X
Employment and Employment
Training X X
Healthcare X X
HIV/AIDS
Life Skills X
Mental Health Counseling X X
Transportation X
Other
Table 16 - Homeless Prevention Services Summary
Describe the extent to which services targeted to homeless person and persons with HIV and
mainstream services, such as health, mental health and employment services are made
available to and used by homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families and unaccompanied youth) and
persons with HIV within the jurisdiction
The City of Auburn has provided funding for, supported and collaborated with numerous homeless
prevention and intervention service providers throughout the region. Considering homelessness
prevention and intervention are high priorities on the City's Consolidated Plan, there are several systems
in place to ensure services listed above are made available to and used by individuals and families
experiencing homelessness.
The City funds multiple shelter programs utilizing general fund dollars, including those that serve
youth and young adults, individuals fleeing domestic violence, families, and single adults.
The majority of emergency service providers are centrally located in Auburn on major bus routes
where individuals experiencing homelessness utilizing public transportation or are unfamiliar
with the area can easily locate resources.
King County's Mobile Medical Unit visits Auburn regularly and schedules are made visible
at local homeless prevention and emergency assistance service provider’s locations.
The City coordinates with homeless outreach teams to network with agencies who work with
and serve individuals experiencing homelessness. For example: Sound Mental Health's PATH
Outreach team regularly visits the hospital, food banks, free meal sites and Auburn Library to
make access to services easier for homeless persons.
Page 60 of 414
Consolidated Plan AUBURN 55
OMB Control No: 2506-0117 (exp. 06/30/2018)
The City co-facilitates a monthly provider meeting for service providers in South King County
serving individuals experiencing homelessness. These meetings provide training opportunities,
networking and resource sharing, policy updates, and coordination on regional initiatives.
Describe the strengths and gaps of the service delivery system for spe cial needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
Strengths:
Partnerships of multi-service organizations that collaborate to integrate service delivery
Funders who independently support and partner with anti-poverty service programs and
organizations
Dedicated volunteers and staff providing direct services to residents
Central point of entry to access services
Numerous opportunities for collaboration and integration of services amongst government and
nonprofit entities
Gaps:
Insufficient or reduction in funding
Frequent systems or policy changes
High turnover in direct service providers
Insufficient access for individuals who are not English proficient
Transportation
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
To overcome gaps of the service delivery system, Auburn will continue to support and work
collaboratively with human service providers in the region to ameliorate barriers to program
accessibility as well as develop and implement systems and strategies to leverage their current
resources while still providing optimal service to residents. The City will also continue to assess and
evaluate programs and service delivery to ensure the community's needs are being met.
Page 61 of 414
Consolidated Plan AUBURN 56
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Affordable
Housing
2020 2024 Affordable
Housing
Public
Housing
Homeless
Non-
Homeless
Special
Needs
Affordable
Housing
CDBG:
$1,780,000
Public Facility or Infrastructure
Activities for Low/Moderate Income
Housing Benefit:
5 Households Assisted
Homeowner Housing Rehabilitated:
325 Household Housing Unit
2 Ending
Homelessness
2020 2024 Homeless Ending
Homelessness
CDBG:
$350,000
Public service activities other than
Low/Moderate Income Housing
Benefit:
365 Persons Assisted
3 Community and
Economic
Development
2020 2024 Non-
Homeless
Special
Needs
Non-Housing
Community
Development
Community
and Economic
Development
CDBG:
$421,182
Public Facility or Infrastructure
Activities other than Low/Moderate
Income Housing Benefit:
1000 Persons Assisted
Public service activities other than
Low/Moderate Income Housing
Benefit:
200 Persons Assisted
4 Planning and
Administration
2020 2024 CDBG:
$500,000
Other:
0 Other
Table 17 – Goals Summary
Page 62 of 414
Consolidated Plan AUBURN 57
OMB Control No: 2506-0117 (exp. 06/30/2018)
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
The City of Auburn will engage in housing activities, collaborations, and partnerships to enhance opportunities for the
creation and preservation of affordable housing. The City will plan for and support fair housing strategies and initiatives
designed to affirmatively further fair housing choice, and to increase access to housing and housing programs.
2 Goal Name Ending Homelessness
Goal
Description
The City of Auburn will support Public Service activities that work toward the following outcomes: 1) reduce the number of
households becoming homeless; 2) reduce the length of time that households are homeless; 3) increase the rate of exits to
permanent housing; and 4) reduce the number of households that re-enter the homeless system after exit to permanent
housing.
3 Goal Name Community and Economic Development
Goal
Description
In an effort to meet the need of Auburn's economic and demographic growth the City intends to fund programs and
activities that will enhance the economy, accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include fair housing public services, public infrastructure and ADA improvements for public
facilities. These investments help to ensure equitable opportunities for good health, happiness, safety, self-reliance and
connection to community.
4 Goal Name Planning and Administration
Goal
Description
General administration and project management
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
Auburn does not directly receive HOME grant funds.
Page 63 of 414
Consolidated Plan AUBURN 58
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 64 of 414
Consolidated Plan AUBURN 59
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 65 of 414
Consolidated Plan AUBURN 60
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The City of Auburn includes language in its CDBG contracts that require agencies to comply with HUD
Lead-Based Paint Regulations (24 CFR Part 35) issued pursuant to the Lead-Based Paint Poisoning
Prevention Act (42 U.S.C. Sections 4831, et seq.) requiring prohibition of the use of lead-based paint
whenever CDBG funds are used. In addition, the City notifies residents of potential lead-based paint
hazards when it awards a Housing Repair grant. A copy of the pamphlet – "Protect Your Family from
Lead In Your Home" is provided each Housing Repair client when the City conducts the initial inspection
of their home.
The city takes additional measures when the age of the home indicates a possible presence of lead-
based paint. Before housing repair work commences, the city contracts with a certified provider to
undertake lead paint testing. When lead-based hazards are positively identified, the city works with the
housing repair client and contractors certified in RRP Lead Abatement to implement the necessary
mitigation and safety strategies.
How are the actions listed above integrated into housing policies and procedures?
Auburn's Housing Repair Program has established written procedures that incorporate all processes of
LBP hazard mitigation listed above.
Page 66 of 414
Consolidated Plan AUBURN 61
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty -Level Families
Over half of Auburn’s households would qualify under federal guidelines as low/moderate income
households. Auburn has one of the highest poverty rates among all the King County cities. Data included
in the Analysis of Impediments to Fair Housing Choice show that low income households are more likely
to experience cost burden, multiple housing problems, and be concentrated in areas with poorer
environmental health. These low-income households have limited financial resources at their disposal to
use when faced with normal fluctuations in daily expenses and more serious life crises. Many of these
households are precariously housed and several of them become homeless. Helping these residents
retain or obtain housing, along with other supportive services that will help them get out of poverty,
remain priority issues relative to the City's consideration for grant awards.
The City of Auburn's Community Services Division is developing strategies and systems to promote the
City's efforts to reduce poverty and work in partnership with citizens, non-profit agencies, and other city
departments to:
develop affordable housing opportunities
foster job growth and employment opportunities
support the delivery of human services
The ultimate goal of the City's Consolidated Plan is to reduce the number of people living in poverty in
Auburn. In addition to complying with federal regulations and addressing a priority outlined in the
Consolidated Plan, the City will give funding priority to programs which are consistent with the following
anti-poverty strategy for resource allocation.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City of Auburn's supportive residents and leadership has contributed largely to the City's multiple
efforts to pass initiatives that support preserving affordable housing, human service and self sufficiency
needs, economic development and address the needs of the lower income residents to ameliorate
barriers to help them escape poverty.
The City's poverty reducing goals, programs and policies coordinate with the Consolidated Plan by giving
funding priority and investing to:
Emergency assistance programs
Shelters and transitioning housing programs
Homeless prevention and intervention programs
Healthcare services for homeless and low income residents
Page 67 of 414
Consolidated Plan AUBURN 62
OMB Control No: 2506-0117 (exp. 06/30/2018)
Economic development programs
Neighborhood revitalization programs
Programs targeting underserved and special populations such as seniors, ethnic minorities,
disabled, homeless and non English speaking residents.
Page 68 of 414
Consolidated Plan AUBURN 63
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Once CDBG funding is approved, City staff executes an agreement with the service provider. The
agreement will include, among other general and specific conditions, the project goals and
requirements. Grant agreements with project recipients will be required to submit reports at least
quarterly detailing the number of Auburn residents served, level of service provided and a demographic
profile of the clients served. Grant recipients will be required to submit an annual report that explains
the progress the agency made toward achieving its outcomes and output goals.
Grant agreements with recipients will be executed following the completion of the review of the project.
Projects will be required to submit progress reports quarterly. If the project warrants additional
reporting requirements (such as weekly payroll reports for proof of federal prevailing wage compliance),
project monitoring will be increased accordingly. Projects will be monitored on a consistent, on-going
basis by City staff. Telephone and/or in person contacts are made at least quarterly, depending upon the
activity and issues associated with the individual project. On-site monitoring visits will be conducted
upon grant recipients at least annually. Frequency of on-site visits will depend upon the amount of funds
provided, past history of contract compliance, and/or programmatic changes that may occur in the
projector in the service delivery of public service programs. City staff will review, prior to approval all
vouchers and back up documentation for payment. Environmental, lead-based paint inspections and
contractor debarment issues will be reviewed with agency project managers at the beginning of each
project.
City staff will strive to help grant recipients complete their projects in a timely manner and in
accordance with applicable rules and regulations.
Page 69 of 414
Consolidated Plan AUBURN 64
OMB Control No: 2506-0117 (exp. 06/30/2018)
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The City of Auburn anticipates funding for the duration of the Consolidated Plan from
CDBG
City of Auburn General Fund allocation for Human Services
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 600,000 0 51,182 651,182 2,400,000
Resources anticipated based on
2020 estimated entitlement
Page 70 of 414
Consolidated Plan AUBURN 65
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
General
Fund
public -
local
Public Services
500,000 0 0 500,000 2,000,000
Anticipated general fund
allocation to human services in
the community.
Table 18 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The City of Auburn relies on CDBG funds to support community and economic development projects and activities in efforts to support low to
moderate income populations in the community. However, CDBG funds are not the only source of funds the City uses to support public services
and community projects and activities. The City's general funds are used to support public services in addition to CDBG funds.
CDBG funds do not require matching funds.
Page 71 of 414
Consolidated Plan AUBURN 66
OMB Control No: 2506-0117 (exp. 06/30/2018)
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Discussion
The City of Auburn will explore possibilities to utilize publicly owned land to address needs identified in
the Consolidated Plan.
Page 72 of 414
Consolidated Plan AUBURN 67
OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Affordable Housing 2020 2024 Affordable
Housing
Public Housing
Homeless
Non-Homeless
Special Needs
Affordable
Housing
CDBG:
$380,000
Public Facility or Infrastructure
Activities for Low/Moderate
Income Housing Benefit: 5
Households Assisted
Homeowner Housing Rehabilitated:
65 Household Housing Unit
2 Ending
Homelessness
2020 2024 Homeless Ending
Homelessness
CDBG: $70,000 Public service activities other than
Low/Moderate Income Housing
Benefit: 165 Persons Assisted
3 Community and
Economic
Development
2020 2024 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
and Economic
Development
CDBG:
$101,182
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 200 Persons Assisted
4 Planning and
Administration
2020 2024 CDBG:
$100,000
Other: 0 Other
Table 19 – Goals Summary
Page 73 of 414
Consolidated Plan AUBURN 68
OMB Control No: 2506-0117 (exp. 06/30/2018)
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
The City of Auburn will engage in housing activities, collaborations, and partnerships to enhance opportunities for the
creation and preservation of affordable housing. The City will plan for and support fair housing strategies and initiatives
designed to affirmatively further fair housing choice, and to increase access to housing and housing programs.
2 Goal Name Ending Homelessness
Goal
Description
The City of Auburn will support Public Service activities that work toward the following outcomes: 1) reduce the number
of households becoming homeless; 2) reduce the length of time that households are homeless; 3) increase the rate of
exits to permanent housing; and 4) reduce the number of households that re-enter the homeless system after exit to
permanent housing.
3 Goal Name Community and Economic Development
Goal
Description
In an effort to meet the need of Auburn's economic and demographic growth the City intends to fund programs and
activities that will enhance the economy, accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include fair housing public services, public infrastructure and ADA improvements for public
facilities. These investments help to ensure equitable opportunities for good health, happiness, safety, self-reliance and
connection to community.
4 Goal Name Planning and Administration
Goal
Description
General administration and project management
Page 74 of 414
Consolidated Plan AUBURN 69
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-35 Projects - 91.420, 91.220(d)
Introduction
Auburn's Annual Action Plan provides descriptions of proposals of how funds will be prioritized to
achieve goals identified in the Consolidated Plan. Projects funded by the City will address the priority
needs of providing assistance to prevent homelessness, ensure affordable housing and a suitable living
environment. Projects and programs are selected through a competitive application process to ensure
optimal quality services is provided to the community in use of the funds.
# Project Name
1 Housing Repair
2 Healthpoint
3 Employment Training Program
4 Sidewalk Accessibility Improvements
5 Affordable Housing Capital Improvements
6 Planning and Administration
Table 20 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The allocations proposed are based on the assessment of Auburn's needs, the resources available in the
region, the availability of other funds also focusing on needs, and the purpose of Consolidated Plan
funds.
Should CDBG revenues exceed the proposed amount, the additional resources shall be allocated in
accordance to the following guidelines:
Fill gaps in human services primarily healthcare, homeless prevention and intervention and
affordable housing accessibility.
Increase funding for community development projects and activities including housing,
community facilities and economic development.
If increases are not significant enough to enhance projects or activities funds may be placed in
contingency for programming later in the year or the following program year.
Should CDBG revenues come in lower than anticipated; the City will continue with its planned policy and
to the extent allowed reduce funding allocations in homeowner rehabilitation projects and
administrative activities.
Should CDBG revenues come in less than originally proposed, the City will continue managing the
programs with decreased resources to the extent possible and reduce funding allocations
in administrative activities and not public services.
Page 75 of 414
Consolidated Plan AUBURN 70
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-38 Project Summary
Project Summary Information
1 Project Name Housing Repair
Target Area
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $350,000
Description Maintain the affordability of decent housing for low-income Auburn residents by providing repairs
necessary to maintain suitable housing for low income Auburn homeowners.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
An estimated 65 low to moderate income families will benefit from the housing repair program. As the
City's largest homeless prevention program, housing repair ensures the sustainability of a safe home for
some of Auburn's most vulnerable residents. Of the 65 low to moderate income residents who apply for
the program, over half of them are of the senior and disabled population.
Location Description n/a
Planned Activities Activities include minor home repairs.
2 Project Name Healthpoint
Target Area
Goals Supported Ending Homelessness
Needs Addressed Homeless Prevention and Intervention
Funding CDBG: $60,000
Description Providing healthcare services which include medical and dental to 150 or more low to moderate
income, Auburn residents. This project is a public service activity.
Page 76 of 414
Consolidated Plan AUBURN 71
OMB Control No: 2506-0117 (exp. 06/30/2018)
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
At least 150 low to moderate income Auburn residents will have benefitted from the proposed
activities.
Location Description n/a
Planned Activities
3 Project Name Employment Training Program
Target Area
Goals Supported End Homelessness
Needs Addressed Homeless Prevention and Intervention
Funding CDBG: $10,000
Description Provide employment training supportive services to approximately 15 low to moderate income Auburn
residents so that at least half of them can find and sustain a job. This project is a public service activity.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
15 low to moderate income Auburn residents will benefit from the employment training program.
Location Description n/a
Planned Activities
4 Project Name Sidewalk Accessibility Improvements
Target Area
Goals Supported Community and Economic Development
Needs Addressed Ensure a Suitable Living Environment
Page 77 of 414
Consolidated Plan AUBURN 72
OMB Control No: 2506-0117 (exp. 06/30/2018)
Funding CDBG: $101,182
Description Provide sidewalk ADA improvements in low- to moderate-income areas of Auburn, improving
accessibility, safety, and community connectedness.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
200 low to moderate income Auburn residents will benefit from the improvements.
Location Description n/a
Planned Activities Planned activities include sidewalk improvements to install missing sections or ADA-compliant curb
ramps.
5 Project Name Affordable Housing Capital Improvements
Target Area
Goals Supported Affordable Housing
Needs Addressed Ensure a Suitable Living Environment.
Funding CDBG: $30,000
Description Make funds available through an RFP process to nonprofit affordable housing providers in the City of
Auburn for property improvements.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
5 low income households will benefit from the proposed improvements.
Location Description n/a
Page 78 of 414
Consolidated Plan AUBURN 73
OMB Control No: 2506-0117 (exp. 06/30/2018)
Planned Activities
Page 79 of 414
Consolidated Plan AUBURN 74
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
The City of Auburn intends on distributing funds throughout the jurisdiction.
Geographic Distribution
Target Area Percentage of Funds
Table 21 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Due to the fact that all areas of Auburn have low to moderate income families dispersed throughout the
entire City, the City intends on investing throughout the entire jurisdiction to ensure that all populations
throughout the region have access to beneficial programs and housing opportunities.
Discussion
Due to the fact that all areas of Auburn have low to moderate income families dispersed throughout the
entire City, the City intends on investing throughout the entire jurisdiction to ensure that all populations
throughout the region have access to beneficial programs and housing opportunities.
Page 80 of 414
Consolidated Plan AUBURN 75
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The City of Auburn will continue to work with service providers throughout the region in coordination to
develop systems and strategies to promote their efforts in providing optimal, easily accessible services.
The City will work to reduce the number of families in poverty, sustain relationships with employment
training agencies, and work to preserve and increase the affordable housing stock in our community.
Actions planned to address obstacles to meeting underserved needs
By establishing a strong foundation of networks between local service providers, stakeholders and
government agencies through committees and coalitions, the City will work in partnership to address
obstacles and ameliorate barriers to meeting underserved needs. The collaborated organizations will
develop detailed strategic plans that will delegate tasks, build systems and ongoing assessment of
service delivery.
Actions planned to foster and maintain affordable housing
The City will continue to maintain the affordability of decent housing for low income Auburn residents
by allocating over $300,000 of CDBG funds to the City's Housing Repair Program. The program provides
emergency repairs necessary to maintain safe housing for at least 65 Auburn homeowners, many
of whom are senior citizens and/or are experiencing barriers to safely accessing their homes due to
physical disabilities.
In addition to Auburn's Housing Repair program, the City will maintain affordable housing by continuing
to engage and partner with coalitions, committees and other government agencies to integrate and
enhance efforts on the issue.
Auburn has been participating in multiple robust regional efforts to coordinate affordable housing
activities in King County. One of these efforts, The South King Housing and Homelessness Partners
(SKHHP) is a coalition formed by an interlocal agreement between the jurisdictions of Auburn, Burien,
Covington, Des Moines, Federal Way, Kent, Normandy Park, Renton, Tukwila, and King County. The
agreement allows for South King County jurisdictions to work together and share resources in order to
effectively address affordable housing and homelessness. This collaborative model is based on similar
approaches used in Snohomish County, East King County, and other areas of the country. The purpose of
the coalition is to increase the available options for South King County residents to access affordable
housing and to preserve the existing affordable housing stock.
Additionally, the City of Auburn has been an active participant in the recently formed Affordable
Housing Committee of the Growth Management Planning Council (GMPC), with a City Councilmember
sitting on the Committee as a voting member. The Affordable Housing Committee serves as a regional
advisory body to recommend action and assess progress toward implementing the Regional Affordable
Housing Task Force (RAHTF) Five Year Action Plan. The Committee functions as a point in coordinating
Page 81 of 414
Consolidated Plan AUBURN 76
OMB Control No: 2506-0117 (exp. 06/30/2018)
and owning accountability for affordable housing efforts across King County.
Actions planned to reduce lead-based paint hazards
The City of Auburn includes language in its CDBG contracts that require agencies to comply with HUD
Lead-Based Paint Regulations (24 CFR Part 35) issued pursuant to the Lead-Based Paint Poisoning
Prevention Act (42 U.S.C. Sections 4831, et seq.) requiring prohibition of the use of lead-based paint
whenever CDBG funds are used. In addition, the City notifies residents of potential lead-based paint
hazards when it awards a Housing Repair grant. A copy of the pamphlet – "Protect Your Family from
Lead In Your Home" is provided each Housing Repair client when the City conducts the initial inspection
of their home.
The city takes additional measures when the age of the home indicates a possible presence of lead-
based paint. Before housing repair work commences, the city contracts with a certified provider to
undertake lead paint testing. When lead-based hazards are positively identified, the city works with the
housing repair client and contractors certified in RRP Lead Abatement to implement the necessary
mitigation and safety strategies.
Actions planned to reduce the number of poverty-level families
The City of Auburn's planned actions to reduce the number of poverty- level families within the context
of this Annual Action Plan include but are not limited to:
Allocating $10,000 to employment and training programs
Allocating $60,000 to healthcare services targeted at families who are uninsured or
underinsured
Participate and partner with coalitions, committees and agencies that provide antipoverty
services to develop and enhance strategies and efforts to reduce poverty level families
Supporting the development and sustainability of affordable multi-family housing in Auburn
In addition, the city will continue to support and fund programs serving families living in poverty through
a competitive human services funding process.
Actions planned to develop institutional structure
The City's planned actions to address the gaps and weaknesses identified in the strategic plan include:
Maintaining partnerships with and participating in the South King County Housing and
Homelessness Partnership, All Home of King County and other regional human service providers,
coalitions and committees who address homeless issues. The City will also continue to work
collaboratively with partnering organizations and groups to integrate and enhance services to
provide optimal services to individuals and families currently experiencing or at risk of
homelessness. In addition the City plans to allocate $250,000 to emergency shelters and
homelessness intervention services, and more than $60,000 to emergency services such as food,
Page 82 of 414
Consolidated Plan AUBURN 77
OMB Control No: 2506-0117 (exp. 06/30/2018)
financial assistance, clothing and healthcare.
Take a comprehensive approach to consolidated and comprehensive planning to include all
internal City departments, commissions, committees and task forces.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City of Auburn has heavily contributed and intends to continue cultivating relationships between
public and private housing and social service agencies. In addition the City will continue to participate in
collaborations with the South King County Forum on Homelessness, the South King County Council of
Human Services, Seattle-King County Housing Development Consortium and the King County Joint
Planners Meeting.
In 2016 the City of Auburn started participating in Affordable Housing Week through the Housing
Development Consortium along with other public and private housing agencies in King County to
continue our partnerships in providing affordable housing in the region. The City will continue its
participation in this annual event and look for other similar opportunities to raise build partnerships to
support the preservation and enhanced affordability of housing in our community.
Discussion
The expressed goal of the City's Consolidated Plan is to reduce the number of people living in poverty
within Auburn. The City intends to give funding priority to programs that in addition to complying with
federal regulations and address a priority a outlined in the Consolidated Plan are consistent with all of
the goals and objectives identified.
Page 83 of 414
Consolidated Plan AUBURN 78
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
The City of Auburn does not anticipate receiving any program income during the 2020 Annual Action
Plan year.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
5. The amount of income from float-funded activities
Total Program Income
Page 84 of 414
Consolidated Plan AUBURN 79
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 85 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Minutes of the August 12, 2019, September 9, 2019,
September 23, 2019, September 30, 2019 Study Session
Date:
September 18, 2019
Department:
City Council
Attachments:
08-12-2019 Minutes
09-09-2019 Minutes
09-23-2019 Minutes
09-30-2019 Minutes
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
Rev iewed by Council Committees:
Councilmember:Staff:
Meeting Date:October 7, 2019 Item Number:CA.A
Page 86 of 414
City Council Study Session Community
Wellness Special F ocus Area
August 12, 2019 - 5:30 P M
City Hall Council Chambers
MINUT E S
Watch the meeting L I V E !
Watch the meeting video
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C A L L TO O R D E R
Deputy Mayor Bill P eloza called the meeting to order at 5:30 p.m. in the Council
Chambers of Auburn City Hall, 25 West Main Street in A uburn.
A .Roll Call
Councilmembers present: Deputy Mayor Bill P eloza, Bob B aggett, Claude
DaCorsi, J ohn Holman, Yolanda Trout-Manuel and L argo Wales.
Councilmember L arry B rown was excused.
Mayor Nancy Backus and the following department directors and staff
members were present: Assistant City Attorney Kendra Comeau, Director
of P ublic Works I ngrid Gaub, Capital and Construction Engineering
Manager Ryan Vondrak, Director of Community Development J eff Tate,
Code Compliance S upervisor Chris Barack, Director of Parks, Arts, and
Recreation Daryl F aber, Director of Finance J amie Thomas, Director of
Human Resources and Risk Management Candis Martinson, Community
S ervices Manager J oy Scott, Human Services Program Coordinator
Duanna Richards, Housing Repair Program Coordinator J oel A sbjornsen,
Human Services Program Coordinator Kyla Wright, P olice Commander
S teve Stocker, and City Clerk S hawn Campbell.
I I .A NNO UNC E ME NT S R E P O RT S A ND P R E S E NTAT I O NS
A .I ntroduction of Director of Finance J amie Thomas
Director T homas introduced herself to Council and stated she is excited to
work for the City of A uburn.
I I I .A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N
A .Ordinance No. 6726 (Gaub) (5 Minutes)
A n Ordinance of the City Council of the City of A uburn, Washington, relating to the
L imited P ublic Works P rocess and amending Section 3.12.100 of the A uburn City
Code
Manager Vondrak provided Council with a presentation on Ordinance No.
Page 1 of 4Page 87 of 414
6726 regarding the limited Public Works Process and amending S ection
3.12.100 of the Auburn City Code.
Council discussed updating this section of the City Code to be consistent
with the rest of the City Code.
B .Resolution No. 5450 (Thomas) (10 Minutes)
A Resolution of the City Council of the City of A uburn, Washington, authorizing the
contribution and withdrawal of City monies in the S tate of Washington L ocal
Government I nvestment Pool
Director T homas presented Council with Resolution No. 5450 regarding
the authorization for depositing and withdrawing funds from the State of
Washington L ocal Government I nvestment P ool.
C.2019 J ustice A ssistance Grant (J A G Grant) (Pierson) ( 5 Minutes)
Commander Stocker provided Council with an update on the 2019 J ustice
A ssistance Grant. He stated the grant requires the City to provide public
notice of the City's intent to apply for the grant and the funds must be used
to pay for community policing and law enforcement programs throughout
the City.
I V.C O MMUNI T Y W E L L NE S S D I S C US S I O N I T E MS
A .A nnual Housing Repair P rogram Report (Tate) (20 Minutes)
A nnual overview of housing repair projects funded through HUD’s Community
Development Block Grant (C D B G) program
Councilmember Trout-Manual chaired the Community Wellness section of the
meeting.
Manager Scott, Coordinator Richardson and Coordinator Asbjornsen
provided Council with the 2019 Housing Repair P rogram Report. They
reviewed the difference between the General fund dollars and the C D B G
funds, what is required to qualify for assistance, historical data from 2016
through 2019 and types of housing repairs commonly requested.
Coordinator A sbjornsen provided Council with a brief history of his
qualifications and reviewed the changes to the housing repair program.
Manager Scott recognized Coordinator Richardson for her many years of
service to the City.
Council discussed the outreach for the program, referrals to the program,
the success of the program, the challenges for the program and the
difference this program can make in a person's life.
B .Multi-F amily P roperty I nspections (Tate) (15 Minutes)
How multi-family property inspections might look in Auburn, and how they would work
with current programs such as S .A.F.E .R. (S afe Auburn F or E very Resident)
Page 2 of 4Page 88 of 414
S upervisor Barack provided Council with information on the proposed
Multi-F amily P roperty I nspections program. He reviewed the current multi-
family properties, the S A F E R P rogram, mandatory inspection criteria,
voluntary inspections, National Healthy Housing Standards and the
I nternational P roperty Maintenance Code (I P MC), the pros and cons for
mandatory inspections and compliance based inspections, the options for
implementation, staffing for inspections and possible next steps.
Council discussed that there is no required interior inspections, interior
code violations, single family housing inspections, and management of
multi-family inspections. Council requested for Code Compliance to bring
something forward for action regarding adopting National Healthy Housing
S tandards.
C.Human Services A gency Accomplishments and S ite Visit Reports (Tate) (15 Minutes)
A mid-year update on agencies receiving Human Services F unding and year-to-date
accomplishments
Manager Scott and Coordinator Wright provided Council with a
presentation on the Human Services A gency Accomplishments and S ite
Visit Report. Manager Scott reviewed the funds allocated, program
requirements, 2019 funded programs, year to date accomplishments,
trends in services, and P ediatric I nterim Care Center and Children's
Therapy Center site visits.
Council discussed an option of establishing a catastrophic fund to provide
additional rent and utility assistance to help prevent homelessness.
Deputy Mayor Peloza called for a 6 minute recess at 7:03 p.m. the
meeting reconvened at 7:08 p.m.
V.O T HE R D I S C US S I O N I T E MS
There was no other discussion.
V I .NE W B US I NE S S
Council wished Mayor B ackus a Happy Birthday.
V I I .MAT R I X
A .Matrix
Council discussed the Matrix and removed Mandatory City Housing
I nspections from the agenda and changed the date on the F ireworks
Update item from T B D to August 26, 2019.
V I I I .A D J O UR NME NT
There being no further business to come before the Council, the meeting
was adjourned at 7:10 p.m.
Page 3 of 4Page 89 of 414
A P P R O V E D this 7th day of October, 2019.
_____________________________ ____________________________
B I L L P E L O Z A , D E P UT Y MAYO R Shawn Campbell, City Clerk
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 4 of 4Page 90 of 414
City Council Study Session P W C D S FA
September 9, 2019 - 5:30 P M
City Hall Council Chambers
MINUT E S
Watch the meeting L IV E!
Watch the meeting video
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C A L L TO O R D E R
Deputy Mayor Peloza called the meeting to order at 5:30 p.m. in the Council
Chambers of Auburn City Hall, 25 West Main Street in A uburn.
A .Roll Call
Councilmembers present: Deputy Mayor Bill P eloza, Bob B aggett, L arry
B rown, Claude DaCorsi, J ohn Holman, Yolanda Trout-Manuel and L argo
Wales.
Mayor Backus was not present. The following department directors and
staff members were present: Assistant City Attorney Doug Ruth, Director
of Finance J amie Thomas, Director of A dministration Dana Hinman,
Director of Human Resources & Risk Management Candis Martinson,
Director of Public Works I ngrid Gaub, Director of I nnovation & Technology
David Travis, Construction Engineering Manager Ryan Vondrak, S enior
P roject E ngineer Matt L arson, P roject E ngineer S eth W ickstrom, S enior
P lanner Anthony Avery, Police Chief Bill P ierson and City Clerk Shawn
Campbell.
I I .A NNO UNC E ME NT S , R E P O RT S , A ND P R E S E NTAT I O NS
There were no announcements, reports or presentations.
I I I .A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N
A .2nd Quarter 2019 F inancial Report (T homas) (15 Minutes)
Director T homas presented Council with the 2nd Quarter 2019 F inancial
Report. She reviewed the year to date General Fund revenues and
expenditures, departmental expenditures, General Fund revenue by types,
P roperty Taxes, Sales and Use Taxes, Utility Tax, Cable Franchise F ees,
Cable Utility Tax, B usiness L icenses, building permits, I ntergovernmental
Revenues, charges for services, development services fees, Culture and
Recreation fees, fines and penalties, miscellaneous revenue, Real Estate
E xcise Tax, Pet L icensing, Funds 102, 103 and 105, Capital project
expenditures, and enterprise funds including water, sewer, storm, solid
waste and cemetery.
Page 1 of 4Page 91 of 414
I V.P UB L I C W O R K S A ND C O MMUNI T Y D E V E L O P ME NT D I S C US S I O N I T E MS
A .Capital P rojects S tatus Report (Gaub) (10 Minutes)
Councilmember DaCorsi chaired this section of the meeting.
Manager Vondrak and E ngineer W ickstrom presented Council with the
Capital P rojects report. They reviewed the status of current projects,
upcoming construction projects and this quarter's feature capital project,
the F Street S E Non-Motorized I mprovements project.
Council discussed mixed use paths, how data was collected to determine
the need for bike routes in the City and requested a map of bike routes in
the city.
B .Facility Needs Assessment and Master P lan - P roject I nitiation Briefing (Gaub) (20
Minutes)
E ngineer L arson introduced Makers A rchitecture and Urban Design
Consultant J ulie B assuk, who presented Council with an introduction into
the F acility Needs Study and Master P lan. Ms. B assuk discussed how the
process works, future and growth needs of the City, the project goals, the
approach of the study and creating a Facilities Master Plan, the phases of
the project, potential outcomes, deliverables and Council briefings. S he
also reviewed the priorities from the K ick Off Meetings and the next steps
for the consultants.
Council discussed the importance of having a plan that benefits all
departments and is implemented in a timely manner, planning for future
growth and community involvement.
C.S R 18 Bridge L ighting Project at A uburn Way South (Tate) (5 Minutes)
Overview of an aesthetic bridge lighting concept in A uburn underneath S R 18 at
A uburn Way South
Director Tate presented Council with a presentation on the State Route 18
B ridge L ighting project on A uburn Way South and the benefits of
implementing aesthetic lighting.
Council discussed the gateway area, the importance of the image of
that area, gaining community support, funding sources and how the lighting
may reduce vandalism and graffiti.
Councilmember DaCorsi called for a 5 minute break at 7:00 p.m. The
meeting reconvened at 7:06 p.m.
Page 2 of 4Page 92 of 414
D.Resolution No. 5454 and Ordinance No. 6732 Regarding HB 1406 (Tate) (10 Minutes)
Resolution of intent and an Ordinance allowing the City to utilize the provisions of HB
1406 that will capture a portion of S tate S ales Tax if directed towards affordable
housing objectives
Director Tate provided Council a brief overview of HB 1406, authorizing
cities and counties to retain a portion of sales tax. He explained the City
must declare their intent to use these funds, the funds must be used for
affordable housing objectives, the budget impact and the benefits of taking
action.
Council discussed combining funds with other jurisdictions, the pros and
cons of pooling funds and ensuring fair allocation of funds if they are
combined. They also discussed that the funds can be carried over from
year to year, requirements for using the funds and how funds will be
distributed among neighboring cities.
E .Vision 2050 Update (Tate) (10 Minutes)
Overview of the Puget Sound Regional Council's (P S R C) update from Vision 2040 to
Vision 2050
Councilmember Holman and S enior Planner Avery presented Council with
the Puget Sound Regional Council (P S R C) Vision 2050 Update. T hey
reviewed the history of P S R C, changes and updates between Vision 2040
and Vision 2050 including; environmental impacts, affordable housing,
climate change and social equity. Planner Avery also discussed P S R C's
next steps, which include; reviewing comments, making a recommendation
to the general assembly and adoption of Vision 2050.
Council discussed what type of feedback P S R C is receiving from the
public and recommended bringing a resolution to Council stating that the
City of Auburn supports Vision 2050.
V.O T HE R D I S C US S I O N I T E MS
There was no other discussion.
V I .NE W B US I NE S S
There was no new business.
V I I .MAT R I X
A .Matrix
Council discussed the Matrix and changed the title on I tem 6 from Fireworks
Update to 2019 F ireworks Update and added two items, Domestic Violence
Awareness on 10/14/2019 and an AV HS Board Update with the date to be
determined.
Page 3 of 4Page 93 of 414
V I I I .A D J O UR NME NT
There being no further business to come before the Council, the meeting
was adjourned at 7:54 p.m.
A P P R O V E D this 7th day of October, 2019.
_____________________________ ____________________________
B I L L P E L O Z A , D E P UT Y MAYO R Shawn Campbell, City Clerk
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 4 of 4Page 94 of 414
City Council Study Session Muni
Serv ices S FA
September 23, 2019 - 5:30 P M
City Hall Council Chambers
AGE ND A
Watch the meeting v ideo
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C A L L TO O R D E R
D eputy Mayor Peloza called the meeting to order at 5:30 p.m. in the Council
C hambers of Auburn C ity Hall, 25 West Main S treet in Auburn.
A.R oll Call
C ouncilmembers present: Deputy Mayor Bill P eloza, L arry B rown, J ohn
Holman, Yolanda Trout-Manuel and L argo Wales. Councilmembers Bob
B aggett and C laude D aCorsi were excused.
Mayor Nancy B ackus and the f ollowing department directors and staff
members were present: A ssistant City Attorney Kendra C omeau, Director
of F inance J amie T homas, Right-of -Way Specialist A mber P rice, D irector
of P ublic Works I ngrid Gaub, A ssistant D irector I nnovation and
Technology Ashley Riggs, Utilities E ngineering Manager L isa Tobin, Water
Utility E ngineer Susan Fenhaus, A ssistant Police Chief Mark Callier, and
D eputy C ity C lerk Teresa Mattingly.
I I .A NNO UNC E ME NT S , R E P O RT S , A ND P R E S E NTAT I O NS
T here were no announcements, reports or presentations.
I I I .A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N
A.R esolution No. 5455 (Gaub) (5 Minutes)
A R esolution of the City Council of the C ity of A uburn, Washington, authorizing the
Mayor to enter into an easement agreement with Motorola S olutions, I nc.
E ngineer F enhaus presented Council with inf ormation on entering into an
easement agreement with Motorola Solutions, I nc. and discussed
Motorola's responsibilities and next steps.
C ouncil discussed the height of the communication tower and requested
information on the decision process that was done for the zoning
amendment and inf ormation on how the neighbors f eel about having a
communication tower in their neighborhood.
Page 1 of 3Page 95 of 414
B.Ordinance No. 6729 (Gaub) (10 Minutes)
A n O rdinance of the City Council of the C ity of A uburn, Washington, Vacating Right-of -
Way of 130th Avenue S E, between S E 304th Street and S E 302nd Place, within the
C ity of A uburn, Washington
S pecialist Price presented C ouncil with information on O rdinance No. 6729
and discussed the benefits of vacating this property.
C ouncil discussed how wide the property is and that the A uburn School
D istrict plans to incorporate the right-of-way into development of the
adjacent parcels f or a new elementary school.
C .Ordinance No. 6734 (Thomas) (15 Minutes)
A n O rdinance of the City Council of the C ity of A uburn, Washington related to the
S outh Correctional E ntity; authorizing the execution of an amended and restated
I nterlocal Agreement relating to the; approving the City’s C apital C ontribution related to
ref unding bonds to be issued to refinance the S outh Correctional E ntity Facility; and
approving other matters related thereto
D irector T homas presented C ouncil with information on O rdinance No.
6734. S he discussed the S C O R E interlocal agreement, the C ity of
Federal Way's intent to withdraw ownership status and the City of Auburn's
ownership allocation will increase f rom 31% to 34.94%.
I V.O T HE R D I S C US S I O N I T E MS
T here was no other discussion.
V.NE W B US I NE S S
T here was no new business.
V I .MAT R I X
A.Matrix
C ouncil discussed the Matrix and changed the date on I tem 6 from T B D to
11/25/2019 and updated the title for I tem 7 to Domestic Violence Update.
C ouncil requested information on success stories related to D omestic
Violence resources within the C ity and the types of training police of f icers
receive f or handing domestic violence calls and working with f amilies.
V I I .A D J O UR NME NT
T here being no f urther discussion, the meeting was adjourned at 6:06 p.m.
A P P R O V E D this 7th day of October, 2019.
____________________________ ____________________________
B I L L P E L O Z A , D E P UT Y MAYO R Teresa Mattingly, Deputy C ity C lerk
Page 2 of 3Page 96 of 414
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail . Complete agenda packets are available for revi ew
at the City Clerk's Office.
Page 3 of 3Page 97 of 414
City Council Study Session
September 30, 2019 - 5:30 P M
MINUT E S
Watch the meeting v ideo
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C A L L TO O R D E R
Deputy Mayor Peloza called the meeting to order at 5:30 p.m. in the
Council Chambers of A uburn City Hall, 25 West Main S treet in Auburn.
A .Roll Call
Councilmembers present: Deputy Mayor Bill P eloza, Bob B aggett, L arry
B rown, and Claude DaCorsi. Councilmembers J ohn Holman, Yolanda
Trout-Manuel and L argo Wales were excused.
Mayor Nancy Backus and the following department directors and staff
members were present: City A ttorney S teve Gross, Director of
A dministration Dana Hinman, Director of Human Resources & Risk
Management Candis Martinson, Director of Public Works I ngrid Gaub,
Director of Parks, Arts, and Recreation Daryl F aber, Commander Daniel
O'Neil, and City Clerk Shawn Campbell.
I I .A NNO UNC E ME NT S , R E P O RT S , A ND P R E S E NTAT I O NS
There were no announcements, reports or presentations.
I I I .A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N
A .Review Council Rules of P rocedures (Council)
Deputy Mayor Peloza explained he would like the Council Rules to be
brought before the Council for consideration each year.
City Attorney Gross reviewed various concerns and ideas for Councils
consideration.
Council discussed the election of the Deputy Mayor, seating arrangements,
public comment, chair when the Mayor and Deputy Mayor are absent.
voting, absences, conduct at meetings, matrix, review of the Council Rules
of P rocedure, training for new Councilmembers and Department Heads
attendance.
Council requested this item be brought back for further discussion on
October 28, 2019.
Page 1 of 2Page 98 of 414
B .Discussion on I -976 (Hinman) (15 Minutes)
Director Hinman reviewed I -976 and asked Council if they would like a
resolution to either support or oppose this initiative.
Council discussed their concerns with supporting I -976 due to the impacts
on the community and transportation. T hey also discussed the option of
bringing a resolution both for and against to Council for further debate.
I V.O T HE R D I S C US S I O N I T E MS
There was no other discussion items.
V.NE W B US I NE S S
There was no new business.
V I .MAT R I X
A .Matrix
Council discussed the Matrix, no updates were made.
V I I .A D J O UR NME NT
There being no further business to come before the Council, the meeting
was adjourned at 6:42 p.m.
A P P R O V E D this 7th day of October, 2019.
_____________________________ ____________________________
B I L L P E L O Z A , D E P UT Y MAYO R Shawn Campbell, City Clerk
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 2 of 2Page 99 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Minutes of the September 16, 2019 Regular Council Meeting
Date:
September 18, 2019
Department:
City Council
Attachments:
09-16-2019 Minutes
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
Rev iewed by Council Committees:
Councilmember:Staff:
Meeting Date:October 7, 2019 Item Number:CA.B
Page 100 of 414
City Council Meeting
September 16, 2019 - 7:00 P M
City Hall Council Chambers
MINUT E S
Watch the meeting L IV E !
Watch the meeting video
Meeting videos are not available until 72
hours after the meeting has concluded.
I .C AL L T O O RD E R
A.P ledge of Allegiance
Mayor Nancy B ackus called the meeting to order at 7:00 p.m. in the
C ouncil Chambers of Auburn City Hall, 25 West Main S treet in A uburn and
led those in attendance in the P ledge of A llegiance.
B.Roll Call
C ouncilmembers present: Bob B aggett, L arry B rown, Claude D aCorsi,
J ohn Holman, Yolanda Trout-Manuel and L argo Wales. Deputy Mayor Bill
P eloza was excused.
Mayor Nancy B ackus and the f ollowing department directors and staff
members were present: A ssistant City Attorney Kendra C omeau, Director
of F inance J amie T homas, Director of Human Resources & Risk
Management Candis Martinson, Director of Public Works I ngrid Gaub,
D irector of P arks, A rts, and Recreation Daryl F aber, Development
S ervices Manager J ason Krum, Chief of Police B ill Pierson, and Deputy
C ity C lerk Teresa Mattingly.
I I .ANNO UNC E M E NT S, P RO C L AM AT IO NS , AND P RE S E NTAT IO NS
There were no announcements, reports or presentations.
I I I .AG E ND A M O D I F IC AT I O NS
There were no modifications to the agenda.
I V.C I T I ZE N INP UT, P UB L I C HE ARI NG S AND C O RRE S P O ND E NC E
A.P ublic Hearings - (No public hearing is scheduled for this evening.)
B.Audience P articipation
Thi s i s the place on the agenda where the public is invited to speak to the City
Counci l on any issue. Those wi shi ng to speak are reminded to sign in on the form
provi ded.
No one came f orward to speak.
Page 1 of 4Page 101 of 414
C .C orrespondence
There was no correspondence f or Council to review.
V.C O UNC IL AD HO C C O M M IT T E E RE P O RT S
C ouncil Ad Hoc C ommittee Chairs may report on the status of their ad hoc Council
C ommittees' progress on assigned tasks and may give their recommendation to the
C ity Council, if any.
1.F inance A d Hoc Committee (Chair Wales)
C ouncilmember Wales, Chair of the F inance ad hoc committee, reported
she and C ouncilmember DaC orsi have reviewed the claims and payroll
vouchers described on the C onsent Agenda this evening and
recommended their approval.
V I .C O NS E NT AG E ND A
All matters l isted on the Consent Agenda are considered by the City Council to be
routine and wi ll be enacted by one moti on in the form listed.
A.Minutes of the A ugust 26, 2019 S tudy Session
B.Minutes of the September 3, 2019 C ity C ouncil Meeting
C .C laim Vouchers (T homas)
C laim voucher list dated S eptember 16, 2019 which includes voucher numbers
455472 through 455658 in the amount of $5,070,888.14 and one wire transf er in the
amount of $525,972.09.
D .P ayroll Vouchers (Thomas)
P ayroll check numbers 538606 through 538620 in the amount of $235,301.89,
electronic deposit transmissions in the amount of $2,085,002.57 f or a grand total of
$2,320,304.46 for the period covering A ugust 29, 2019 to S eptember 11, 2019.
C ouncilmember Wales moved and Councilmember B rown seconded to
approve the consent agenda.
MO T I O N C A R R I E D UNA NI MO US LY. 6-0
V I I .UNF I NI S HE D B US I NE S S
There was no unfinished business.
V I I I .NE W B US INE S S
There was no new business.
Page 2 of 4Page 102 of 414
I X.RE S O L UT IO NS
A.R esolution No. 5454 (Tate)
A R esolution of the City Council of the C ity of A uburn, Washington, declaring the City’s
intent to adopt legislation to authorize a S ales and Use Tax f or Affordable and
S upportive Housing
C ouncilmember D aCorsi moved and C ouncilmember Holman seconded to
adopt Resolution No. 5454.
MO T I O N C A R R I E D UNA NI MO US LY. 6-0
X .O RD I NANC E S
A.Ordinance No. 6727 (Gaub)
A n O rdinance of the City Council of the C ity of A uburn, Washington, granting New
C ingular W ireless P C S L L C, a f ranchise f or wireless telecommunications f acilities
C ouncilmember Holman moved and C ouncilmember Wales seconded to
adopt O rdinance No. 6727.
MO T I O N C A R R I E D UNA NI MO US LY. 6-0
B.Ordinance No. 6732 (Tate)
A n O rdinance of the City Council of the C ity of A uburn, Washington related to sales
and use taxes; authorizing an additional sales and use tax f or af f ordable and supportive
housing, and amending Chapter 3.60 of the A uburn City C ode
C ouncilmember D aCorsi moved and C ouncilmember Trout-
Manuel seconded to adopt O rdinance No. 6732.
MO T I O N C A R R I E D UNA NI MO US LY. 6-0
X I .M AY O R AND C O UNC I L M E M B E R RE P O RT S
At this ti me the Mayor and City Council may report on significant i tems associated with
their appoi nted positions on federal, state, regional and local organi zations.
A.Fr om the Council
C ouncilmember Baggett stated he attended the ground breaking ceremony
for the new luxury hotel at the Muckleshoot Casino Resort
and an E mergency Management A dvisory C ommittee meeting .
C ouncilmember Trout-Manuel attended the monthly coffee hour at the
S enior Center.
B.Fr om the M ayor
Mayor B ackus stated she attended a meeting with S eattle and K ing County
to discuss establishing the K ing C ounty Regional Homelessness
A uthority and a swearing in ceremony f or P olice Officer J onathan F addis.
Page 3 of 4Page 103 of 414
X I I .AD J O URNM E NT
There being no further business to come bef ore the Council, the meeting
was adjourned at 7:15 p.m.
A P P R O V E D this 7th day of October, 2019.
_____________________________ ____________________________
NA NC Y B A C K US , MAYO R Teresa Mattingly, Deputy City Clerk
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail . Complete agenda packets are available for revi ew
at the City Clerk's Office.
Page 4 of 4Page 104 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Claim Vouchers (Thomas)
Date:
October 2, 2019
Department:
Finance
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Approve Claim Vouchers.
Background Summary:
Claim vouchers list dated October 7, 2019 which includes voucher numbers 455659 through
455900 in the amount of $1,979,689.35 and nine wire transfer in the amount of $847,858.48.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:October 7, 2019 Item Number:CA.C
Page 105 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Payroll Vouchers (Thomas)
Date:
October 2, 2019
Department:
Finance
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Approve Payroll Vouchers
Background Summary:
P ayroll check numbers 538621 through 538639 in the amount of $616,964.89, electronic
deposit transmissions in the amount of $2,028,324.26 f or a grand total of $2,645,289.15 for
the period covering S eptember 12, 2019 to October 2, 2019, are approved for payment this
7th day of October, 2019.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:October 7, 2019 Item Number:CA.D
Page 106 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Public Works Project No. CP1516 (Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
Vicinity Map
Bid Tab Summary
Budget Status Sheet
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council award Contract No. 19-15, to Pivetta Brothers Construction on their low bid of
$2,545,956.41 plus Washington State sales tax of $254,595.65 for a total contract price of
$2,800,552.06 for Project No. CP1516, Airport Runway 16-34 Extension.
Background Summary:
The City held the bid opening for the project August 1, 2019. To ensure the project could be
awarded within the available funding, the project was bid with the following bid schedules:
Base Bid (Schedule A) – This bid schedule includes all the of the main work items for the
project.
Alternate Bid 1 (Schedule B) – This bid schedule includes the work items needed to construct
a new underground storm water detention facility at the south end of the Airport.
Alternate Bid 2 (Schedule C) – This bid schedule includes the work items needed to
construct a new underground storm water detention facility which will be larger than the one in
Alternate Bid 1 and remove an existing storm pond at the south end of the Airport. Removing
the existing storm pond will improve the safety at the Airport by eliminating a hazardous
wildlife attractant.
Washington State Department of Ecology guidelines require storm detention facilities be
constructed as part of this project so either Alternate Bid 1 or Alternate Bid 2 must be
awarded with the Base Bid.
The City received eight (8) responsive bids and the low bid was approximately 20% above
the engineer’s estimate for the Base Bid plus Alternate Bid 1 and approximately 16% above
the engineer’s estimate for the Base Bid plus Alternate Bid 2. Because the Base Bid plus
Alternate Bid 2 includes more desirable storm drainage improvements and can be
constructed for an estimate $22,948.84 less than the Base Bid plus Alternate Bid 1, staff
recommends awarding the Base Bid plus Alternate Bid 2 to Pivetta Brothers
Construction. Staff has performed reference checks and other verification to determine that
Pivetta Brothers Construction meets the responsible bidding criteria.
Page 107 of 414
The main reasons bids came in higher than anticipated are due to underestimating the cost of
certain temporary flagging and storm drainage improvement related bid items. However,
since 8 bids were received and the lowest bids are within relatively close range of each other,
re-advertising this project is not anticipated to result in significantly lower bids. Therefore, it is
in the public’s best interest to award the contract to Pivetta Brothers Construction.
The project will improve aircraft safety and the ability to accommodate the current and
forecast fleet of multi-engineer piston aircraft for both takeoff and accelerated-stop distances
by providing additional runway length. Construction of this project is anticipated to start in April
2020 and be complete in July 2020.
The City received notice of the FAA construction grant award on September 27th for
$2,858,343. The City applied for but did not receive the WSDOT Aviation construction grant
in 2019 for 5% of the construction costs. WSDOT indicated that the project is eligible to re-
apply in spring of 2020 for these funds which staff will be doing.
A project budget contingency of $302,724 remains in the 465 (Airport) Fund; However, these
funds include the FAA construction contingency grant funds that would only be made
available for the project if needed for increases in federally eligible construction costs.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:CA.E
Page 108 of 414
1,333.3
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet1,333.3666.70
Vicinity Map 9/30/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes
no warranty as to its accuracy.
Project
Location
AUBURN MUNICIPAL
AIRPORT AUBURN WAY NPage 109 of 414
W/O Tax Inc. Tax
ENGINEER'S ESTIMATE: $1,847,586.40 $2,032,345.04
AVERAGE BID AMOUNT: $2,632,843.92 $2,896,128.32
Basic BID Amount Total BID Amount Total BID Spread $Total BID Spread %
LOW BIDDER:Pivetta Brothers Construction $2,103,307.05 $2,313,637.76 $281,292.72 13.84%
Second Bidder: Rino Construction $2,259,519.00 $2,485,470.90 $453,125.86 22.30%
Basic BID (Tax not Included)
1. Rino Construction $2,259,519.00
2. Pivetta Brothers Construction $2,103,307.05
3. Road Construction Northwest $2,297,489.25
4. C and R Tractor $2,578,632.58
5. Ceccanti, Inc $2,806,835.00
6. Active Construction, Inc $3,054,872.73
7. Northwest Cascade, Inc $3,056,544.00
8. Miles Resources $2,905,551.75
Bid Tabulation - Schedule A - Runway 16-34 Extension Summary
Project: CP1516, Runway 16-34 Extension , 19-15
Schedule: A - Runway 16-34 Extension
Prepared By: City of Auburn
Bid Date: Aug. 1, 2019
8/1/2019 Page 10/20Page 110 of 414
W/O Tax Inc. Tax
ENGINEER'S ESTIMATE:$296,075.00 $325,682.50
AVERAGE BID AMOUNT:$469,202.91 $516,123.20
Basic BID Amount Total BID Amount Total BID Spread $Total BID Spread %
LOW BIDDER:Rino Construction $307,300.00 $338,030.00 $12,347.50 3.79%
Second Bidder:Road Construction Northwest $373,175.00 $410,492.50 $84,810.00 26.04%
Basic BID (Tax not Included)
1.Rino Construction $307,300.00
2.Pivetta Brothers Construction $511,370.77
3.Road Construction Northwest $373,175.00
4.C and R Tractor $395,037.50
5.Ceccanti, Inc $501,150.00
6.Active Construction, Inc $451,360.00
7.Northwest Cascade, Inc $505,910.00
8.Miles Resources $708,320.00
Bid Tabulation - Schedule B - Runway 16-34 Extension Summary
Project: CP1516, Runway 16-34 Extension , 19-15
Schedule: B - Runway 16-34 Extension
Prepared By: City of Auburn
Bid Date: Aug. 1, 2019
8/1/2019 Page 14/20Page 111 of 414
W/O Tax Inc. Tax
ENGINEER'S ESTIMATE:$352,175.00 $387,392.50
AVERAGE BID AMOUNT:$539,178.67 $593,096.54
Basic BID Amount Total BID Amount Total BID Spread $Total BID Spread %
LOW BIDDER:Rino Construction $346,435.00 $381,078.50 -$6,314.00 -1.63%
Second Bidder:C and R Tractor $438,090.00 $481,899.00 $94,506.50 24.40%
Basic BID (Tax not Included)
1.Rino Construction $346,435.00
2.Pivetta Brothers Construction $442,649.36
3.Road Construction Northwest $441,950.00
4.C and R Tractor $438,090.00
5.Ceccanti, Inc $616,850.00
6.Active Construction, Inc $574,210.00
7.Northwest Cascade, Inc $550,660.00
8.Miles Resources $902,585.00
Bid Tabulation - Schedule C - Runway 16-34 Extension Summary
Project: CP1516, Runway 16-34 Extension , 19-15
Schedule: C - Runway 16-34 Extension
Prepared By: City of Auburn
Bid Date: Aug. 1, 2019
Bid Tabulation - Bid Totals Summary
8/1/2019 Page 18/20Page 112 of 414
Basic BID Amount Total BID Amount Total BID Spread $Total BID Spread %
LOW BIDDER:Rino Construction $2,566,819.00 $2,823,500.90 $465,473.36 19.74%
Second Bidder:Pivetta Brothers Construction $2,614,677.82 $2,876,145.61 $518,118.07 21.97%
Basic BID
(Tax not included)
Total BID
(Including tax)
1. Rino Construction $2,566,819.00 $2,823,500.90
2. Pivetta Brothers Construction $2,614,677.82 $2,876,145.61
3. Road Construction Northwest $2,670,664.25 $2,937,730.69
4. C and R Tractor $2,973,670.08 $3,271,037.11
5. Ceccanti, Inc $3,307,985.00 $3,638,783.50
6. Active Construction, Inc $3,506,232.73 $3,856,856.01
7. Northwest Cascade, Inc $3,562,454.00 $3,918,699.40
8. Miles Resources $3,613,871.75 $3,975,258.94
NOTE: An evaluation of whether a bidder is responsible or non-responsible was only made for the low bidder. This does not indicate, one way or the other, how other bidders would be considered if they were the low bidder.
Bid Tabulation - Bid Totals Summary - Base Bid Plus Alternate Bid 1
Project: CP1516, Runway 16-34 Extension , 19-15
Prepared By: City of Auburn
Bid Date: Aug. 1, 2019
W/O Tax Inc. Tax
ENGINEER'S ESTIMATE: $2,143,661.40 $2,358,027.54
AVERAGE BID AMOUNT: $3,102,046.83 $3,412,251.52
(not including tax)
8/2/2019 Page 19/20Page 113 of 414
Basic BID Amount Total BID Amount Total BID Spread $Total BID Spread %
LOW BIDDER:Pivetta Brothers Construction $2,545,956.41 $2,800,552.06 $380,814.52 15.74%
Second Bidder: Rino Construction $2,605,954.00 $2,866,549.40 $446,811.86 18.47%
Basic BID
(Tax not included)
Total BID
(Including tax)
1. Pivetta Brothers Construction $2,545,956.41 $2,800,552.06
2. Rino Construction $2,605,954.00 $2,866,549.40
3. Road Construction Northwest $2,739,439.25 $3,013,383.19
4. C and R Tractor $3,016,722.58 $3,318,394.86
5. Ceccanti, Inc $3,423,685.00 $3,766,053.50
6. Northwest Cascade, Inc $3,607,204.00 $3,967,924.40
7. Active Construction, Inc $3,629,082.73 $3,991,991.01
8. Miles Resources $3,808,136.75 $4,188,950.44
NOTE: An evaluation of whether a bidder is responsible or non-responsible was only made for the low bidder. This does not indicate, one way or the other, how other bidders would be considered if they were the low bidder.
Bid Tabulation - Bid Totals Summary - Base Bid Plus Alternate Bid 2
Project: CP1516, Runway 16-34 Extension , 19-15
Prepared By: City of Auburn
Bid Date: Aug. 1, 2019
W/O Tax Inc. Tax
ENGINEER'S ESTIMATE: $2,199,761.40 $2,419,737.54
AVERAGE BID AMOUNT: $3,172,022.59 $3,489,224.86
(not including tax)
8/2/2019 Page 20/20Page 114 of 414
Project No: CP1516 Project Title:
Project Manager: Seth Wickstrom
Project Initiation
Initiation Date: _April 4, 2016____ Permission to Advertise
Advertisement Date: _July 2, 2019___ Contract Award
Award Date: ___________ Change Order Approval
Contract Final Acceptance
Funding Past (Actual)2018 (actual) 2019
2020 Total
465 Fund - Airport Fund* 13,287 5,384 22,138 185,094 225,904
WSDOT Grants* 12,161 2,379 12,610 27,150
WSDOT Grant (Unsecured)* 0 140,000 140,000
FAA Grants* 229,016 62,128 312,382 2,799,844 3,403,370
FAA Grant Contingency (Unsecured) 428,752 428,752
Total 254,465 69,891 347,130 3,553,689 4,225,175
* 2019 and 2020 budget numbers reflect the anticipated Budget Amendment No. 5 changes.
Activity Past (Actual) 2018 (actual) 2019 2020 Total
Design Engineering - City Costs** 860 98 958
Design Engineering - Consultant Costs 254,465 69,031 282,033 605,529
Construction Contract Bid 20,000 2,780,552
2,800,552
Authorized Construction Contingency (5%) 140,028
140,028
Construction Engineering - Permitting 20,000 30,000 50,000
Construction Engineering - City Costs** 0
Construction Engineering - Consultant Costs 25,000 300,385 325,385
Total 254,465 69,891 347,130 3,250,965 3,922,452
** City staff salary and benefits will not be charged against the project budget and are not shown here.
Past (Actual) 2018 (actual) 2019 2020 Total
***465 Funds Budgeted ( ) (254,465) (69,891) (347,130) (3,553,689) (4,225,175)
465 Funds Needed 254,465 69,891 347,130 3,250,965 3,922,451
***465 Fund Project Contingency ( )0 0 0 (302,724) (302,724)
465 Funds Required 0 0 0 0 0
*** ( # ) in the Budget Status Sections indicates Money the City has available.
465 Airport Fund Budget Status
BUDGET STATUS SHEET
Auburn Municipal Airport Runway 16/34 Extension
Updated: August 30, 2019
The "Future Years" column indicates the projected amount to be requested in future budgets.
Funds Budgeted (Funds Available)
Estimated Cost (Funds Needed)
H:\PROJ\CP1516 - Airport Runway Enhancement\3.00 Project Management\3.40 Cost
Mgmt\BudgetStatusSheet.xls 1 of 1Page 115 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Setting the date of Public Hearing for Ordinance No. 6736
Hudson DCT Sewer Payback Agreement #PBK18-0002
(Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Staff recommends that the City Council set the date of the Public Hearing for Ordinance 6736
for the Hudson DCT Sewer Payback Agreement No. PBK18-0002 for November 4, 2019 at 7
PM.
Background Summary:
Hudson DCT has constructed sewer systems improvements including a sewer pump station,
force main, and gravity main extensions along South 287th Street to provide sewer service to
their development. These improvements were designed and constructed to benefit other
properties and are eligible for a latecomer’s payback which will be discussed with City Council
at the Study Session on October 28th, 2019.
City code section 3.25.080 requires the City to conduct a public hearing to consider an
ordinance approving the payback agreement, and to notify all property owners within the
proposed reimbursement assessment area of the public hearing, and to allow them time to
comment on the proposed agreement.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:CA.F
Page 116 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Setting the date of Public Hearing for Ordinance No. 6737 for
Water Payback Agreement #PBK19-0003 (Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Staff recommends that the City Council set the date of the Public Hearing for Ordinance No.
6738 for Water Payback Agreement No. PBK18-0003 for Hudson DCTon November 4, 2019
at 7:00PM.
Background Summary:
Hudson Distribution Center constructed water systems improvements along South 287th
Street to provide water to their development. These improvements are eligible for a
latecomers payback which will be discussed with City Council at the Study Session on
October 28th , 2019.
City code section 3.25.080 requires the City to conduct a public hearing to consider an
ordinance approving the payback agreement, and to notify all property owners within the
proposed reimbursement assessment area of the public hearing, and to allow them time to
comment on the proposed agreement.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:CA.G
Page 117 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Setting the date of Public Hearing for Ordinance No. 6738 for
Street Payback Agreement #PBK18-0004 (Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Staff recommends that the City Council set the date of the Public Hearing for Ordinance
#6738 for Street Payback Agreement No. PBK18-0004 for Hudson Distribution Center on
November 4, 2019 at 7 PM.
Background Summary:
Hudson Distribution Center installed a Traffic Signal at the intersection of West Valley HWY N
& S. 287th Street, to mitigate the transportation impacts of its development. These
improvements are eligible for a latecomers payback which will be discussed with City Council
at the Study Session on October 28th , 2019.
Auburn City Code section 3.25.080 requires the City to conduct a public hearing to consider
an ordinance approving the payback agreement, to notify all property owners within the
proposed reimbursement assessment area of the public hearing, and to allow them time to
comment on the proposed agreement.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:CA.H
Page 118 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Setting the date of Public Hearing for the Modification of the
2020-2025 Transportation Improvement Plan (Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council set the public hearing for October 21, 2019 to Modify the Adopted 2020-2025
Transportation Improvement Plan.
Background Summary:
The City Council is asked to set a time and date for a public hearing to modify the Six Year
Transportation Improvement Program (TIP). The public hearing is proposed to be held on
October 21, 2019 during the City Council Meeting.
Previous TIP modifications were made with the annual TIP update adopted in June of this
year. Since then, changes in available project funding and the addition of projects associated
with grants and developer projects necessitate additional modifications. The proposed
modifications are summarized below and will be presented at the City Council Study Session
on October 14th.
SUMM ARY OF PROPOSED AM ENDMENT S T O T HE 2020-2025 T IP
Modifications: The following existing projects are proposed to be revised:
T I P P-7: A uburn Way N P reservation Phase 2 ($1.63M) – a portion of the grant funds
awarded to this project were swapped with local f unds in the A S treet S E preservation
project to help meet regional funding obligation targets set by FHWA for 2019.
T I P R-8: 49th Street NE ($3.35M) – the project will complete the 49th Street NE corridor
between Auburn Way N and I Street NE . P roposed changes ref lect portions of the
project being completed as part of a development project and the remaining portion
would be completed by the City with traffic mitigation funds.
T I P R-16: Regional Growth Center A ccess I mprovements ($2.01M) – T he project is
being revised to ref lect the award of $1.625M in grant f unds from the S ound Transit
Access Fund competition.
Page 119 of 414
Additions: The following projects are proposed to be added to the updated TIP:
T I P I -16: 15th S treet NW /S R -167 NB R amps ($1.50M) – T he project would f und the
design and construction of a new westbound right-turn pocket at the intersection.
T I P P-3: 2nd Street S E Reconstruction ($0.98M) – T he project would reconstruct 2nd
S treet S E between A Street S E and A uburn Way S . T I B grant funding f or the project
was applied for in 2019.
NEXT ST EPS:
S taff will discuss the proposed modifications with Council at the October 14th study session.
The public hearing and adoption are scheduled for the October 21st Council meeting.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:CA.I
Page 120 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6729 (Gaub)
Date:
August 28, 2019
Department:
Public Works
Attachments:
Ordinance No. 6729
Exhibits A & B
Staff Report
Vicinity Map
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council introduce and adopt Ordinance No. 6729 for Right-of-Way Vacation No. V2-19
for the Auburn School District.
Background Summary:
The Auburn School District has applied to the City for vacation of the unopened right-of-way
located at 130th Avenue SE, between SE 304th Street and SE 302nd Place, described in
Exhibit “A” and shown on Exhibit “B”. The applicant either owns the adjacent property or is in
the process of acquiring it and is proposing to incorporate the right-of-way into development
of the adjacent property for construction of a new school.
The application has been reviewed by City staff and utility purveyors who have an interest in
this right-of-way. Through this review City staff has determined that the right-of-way is no
longer necessary to meet the needs of the City and could be vacated.
Ordinance No. 6729, if adopted by City Council, approves Vacation No. V2-19 and vacates
the right-of-way subject to conditions outlined in the Ordinance.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:ORD.A
Page 121 of 414
- - - - - - - - - - - - - - - - -
Ordinance No. 6729
ROW Vacation #V2-19
August 12, 2019
1 of 5
ORDINANCE NO. 6729
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF AUBURN, WASHINGTON, VACATING RIGHT-OF-WAY
OF 130TH AVENUE SE, BETWEEN SE 304TH STREET
AND SE 302ND PLACE, WITHIN THE CITY OF AUBURN,
WASHINGTON.
WHEREAS, the City of Auburn, Washington (“City”), received a petition signed
by at least two-thirds (2/3) of the owners of property abutting the right-of-way located at
130th Avenue SE, between SE 304th Street and SE 302nd Place, within the City of
Auburn, requesting vacation of the right-of-way; and,
WHEREAS, as required by Chapter 12.48 of the Auburn City Code, a public
hearing was held in connection with the possible vacation, with notice having been
provided pursuant to statute; and,
WHEREAS, the City Council has considered all matters presented at the public
hearing on the proposed vacation, held on the 7th day of October, 2019, at the Auburn
City Council Chambers in Auburn, Washington.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON DO ORDAIN as a non-codified ordinance as follows:
Section 1. Vacation. That unopened right-of-way located at 130th Avenue
SE between SE 304th Street and SE 302nd Place, located within the City of Auburn,
Washington, legally described as follows:
A PORTION OF THE WEST HALF OF THE SOUTHEAST
QUARETER OF THE SOUTHEAST QUARTER OF
Page 122 of 414
- - - - - - - - - - - - - - - - -
Ordinance No. 6729
ROW Vacation #V2-19
August 12, 2019
2 of 5
SECTION 4, TOWNSHIP 21 NORTH, RANGE 5 EAST,
W.M., IN KING COUNTY, WASHINGTON, DESCRIBED AS
FOLLOWS:
THAT PORTION OF 130TH AVENUE SOUTHEAST, BEING
A RIGHT OF WAY 30 FEET IN WIDTH ACCORDING TO
THE PLAT OF VINTAGE HILLS DIVISION V, AS
RECORDED IN VOLUME 199 OF PLATS AT PAGES 94-98,
LYING SOUTHERLY OF THE EASTERLY EXTENSION OF
THE SOUTHERLY MARGIN OF SOUTHEAST 302ND PLAVE
AND LYING NORTHERLY OF THE NORTHERLY MARGIN
OF SOUTHEAST 304TH STREET.
CONTINING 12,490 SQUARE FEET MORE OR LESS.
[Also identified as Exhibit “A”.]
and shown on the survey, a copy of which is attached, marked Exhibit “B”, is vacated
and the property lying in the right-of-way described, shall inure and belong to those
persons entitled to receive the property in accordance with RCW 35.79.040,
conditioned upon the following;
A. Reservation in favor of the City a perpetual Nonexclusive Easement
under, over, through and across the vacated right-of-way as described above for the
purpose of laying, maintaining, and installing future and existing water facilities,
including a reservation in favor of the City of the right to grant easements for utilities
over, under and on all portions of the vacated right-of-way described above.
The City shall have the absolute right, at times as may be necessary for
immediate entry upon the Easement Area for the purpose of maintenance, inspection,
construction, repair or reconstruction of the above improvements without incurring any
Page 123 of 414
- - - - - - - - - - - - - - - - -
Ordinance No. 6729
ROW Vacation #V2-19
August 12, 2019
3 of 5
legal obligation or liability therefore.
The City shall have the absolute right to place any type of driving surface within
the Easement Area deemed necessary by the City.
The owners of the adjacent property agree that they shall not in any way block,
restrict or impede access and egress to or from the Easement Area, or in any way
block, restrict or impede full use of the real property within the Easement Area by the
City for the above-described purposes. No building, wall, rockery, fence, trees, of
structure of any kind shall be erected or planted, nor shall any fill material be placed
within the boundaries of the Easement Area, without the express written consent of the
City. No excavation shall be made within three feet of the facilities and the surface
level of the ground within the Easement Area shall be maintained at the elevation as
currently existing.
This easement shall be a covenant running with the adjacent property parcels
and shall burden the real estate, and shall be binding on the successors, heirs and
assigns of all parties.
B. Under the terms of the reservation set out in Paragraph A above and in
accordance with RCW 35.79.030, the City grants a private utility easement to Puget
Sound Energy over, under, and upon the vacated right-of-way as described above for
the construction, operation, maintenance, repair, replacement, improvement and removal
of electric distribution facilities. The owners of the adjacent property shall not erect any
structures on the easement and shall not place trees or other obstructions on the
Page 124 of 414
- - - - - - - - - - - - - - - - -
Ordinance No. 6729
ROW Vacation #V2-19
August 12, 2019
4 of 5
easement that would interfere with the exercise of Grantees’ rights.
C. The utility and access easements as set out in Paragraphs A and B
above, may be modified to accommodate a removal, relocation and sitting of the
affected utility lines if the City and the property owners on whose property the utility
lines are located agree to the removal, relocations and sitting being paid by the property
owners and with the removal, relocation and sitting being done in conformity with
applicable standards.
Section 2. Constitutionality or Invalidity. If any portion of this Ordinance or
its application to any person or circumstances is held invalid, the remainder of the
Ordinance or the application of the provisions to other persons or circumstances shall
not be affected.
Section 3. Implementation. The Mayor is authorized to implement such
administrative procedures as may be necessary to carry out the directives of this
location.
Section 4. Effective Date. This Ordinance will take effect and be in force
five (5) days from and after passage, approval, and publication as provided by law.
Page 125 of 414
- - - - - - - - - - - - - - - - -
Ordinance No. 6729
ROW Vacation #V2-19
August 12, 2019
5 of 5
Section 5. Recordation. The City Clerk is directed to record this
Ordinance with the office of the King County Auditor.
INTRODUCED: _________________
PASSED: ________________________
APPROVED: _____________________
________________________________
NANCY BACKUS, MAYOR
ATTEST:
__________________________
Shawn Campbell, City Clerk
APPROVED AS TO FORM:
__________________________
Steven L. Gross, City Attorney
PUBLISHED: _______________
Page 126 of 414
EXHIBIT A
130th AVE SE RIGHT OF WAY VACATION
LEGAL DESCRIPTION EXHIBIT
A PORTION OF THE WEST HALF OF THE SOUTHEAST QUARTER OF THE SOUTHEAST QUARTER OF
SECTION 4, TOWNSHIP 21 NORTH, RANGE 5 EAST, W.M., IN KING COUNTY, WASHINGTON,
DESCRIBED AS FOLLOWS:
THAT PORTION OF 130TH AVENUE SOUTHEAST, BEING A RIGHT OF WAY 30 FEET IN WIDTH
ACCORDING TO THE PLAT OF VINTAGE HILLS DIVISION V, AS RECORDED IN VOLUME 199 OF
PLATS AT PAGES 94-98, LYING SOUTHERLY OF THE EASTERLY EXTENSION OF THE SOUTHERLY
MARGIN OF SOUTHEAST 302ND PLACE AND LYING NORTHERLY OF THE NORTHERLY MARGIN
OF SOUTHEAST 304TH STREET.
CONTAINING 12,490 SQUARE FEET MORE OR LESS.
Page 127 of 414
EXHIBIT "B"
130TH AVE SE RIGHT OF WAY
VACATION DEPICTION EXHIBIT
44101, ipaedVawm.,I,aW,A.4.".;VANWAI
11111141111111Pi:4
410 •
VINATACE HILLS DIV. V
VOL 199, PGS 94-98
LOT 21
30'
VACATED ROW
12,490 SF
1--- T. -
- -I 1
I
APN
04210590053
1
1
I __I
1 T
APN
04210590063
g • -
APN
04210590015
GRAPHIC GRAPHIC SCALE
0 50 100 200 FEET
1" = 100 FEET
THIS EXHIBIT HAS BEEN PREPARED TO ASSIST IN THE INTERPRETATION
OF THE ACCOMPANYING LEGAL DESCRIPTION. IF THERE IS A CONFLICT
BETWEEN THE WRITTEN LEGAL DESCRIPTION AND THIS SKETCH, THE
LEGAL DESCRIPTION SHALL PREVAIL.
SOUTHEAST 304TH STREET pm OE
\ —Fail AMP
JOB NO. 2180950
May 6, 2019
RIGHT OF WAY VACATION
LEGAL BY: TD EXHIBIT BY: TD
w: \sclakproj \ 2018 \ 2180950 \130th vocatIon.dwg
2215 North 30th Street,
Suite 300,
Tacoma, WA 98403
253.383.2422 TEL
253.383,2572 FAX
VINATAGE HILLS DIV. V
VOL 199, PGS 94-98
SOUTHEAST 302ND PL
9
8
-
ZO C
Page 128 of 414
1 of 2
8/28/2019
V2-19 Staff Report
RIGHT-OF-WAY VACATION
STAFF REPORT
Right-of-Way (ROW) Vacation Number V2-19
Applicant: Auburn School District
Property Location: Rights-of-Way of 130th Avenue SE between SE 304th Street and SE 302nd Place.
Description of right-of-way:
This ROW proposed for vacation consists the unopened 30 foot right-of-way of 130th Avenue SE between SE
304th Street and SE 302nd Place. The ROW is adjacent to Parcel No. 0421059063 and 8946700210 on the west
side and Parcel No. 0421059015 on the east side. The Auburn School District owns Parcel No. 0421059063 and
0421059015 and is in the process of acquiring Parcel No. 8946700210l. It is bordered on the north and south by
right-of-way. The total area of ROW proposed for vacation is 12,490 (+/-) square feet.
The unopened 30 foot ROW of 130th Avenue SE was dedicated to the City for street purposes by the plat of
Vintage Hills Division V on May 8, 2001 and recorded in Vol 199 of Plats, Page 94-98, Recording No.
20010508001335 records of King County.
See Exhibits “A” and “B” for legal description and map.
Proposal:
The Applicant proposes to vacate the above described rights-of-way and incorporate it into development of the
adjacent parcels for construction of a new school.
Applicable Policies & Regulations:
• RCW’s applicable to this situation - meets requirements of RCW 35.79.
• MUTCD standards - not affected by this proposal.
• City Code or Ordinances - meets requirements of ACC 12.48.
• Comprehensive Plan Policy - not affected.
• City Zoning Code - not affected.
Public Benefit:
• The street vacation decreases the right-of-way maintenance obligation of the City.
• The vacated area may be subject to property taxes.
Discussion:
The vacation application was circulated to Puget Sound Energy (PSE), Comcast, CenturyLink, and City staff.
1. Puget Sound Energy (PSE) – PSE currently has overhead electric facilities in the proposed vacation area.
Please reserve easements for PSE in the vacation ordinance.
2. Comcast – Comcast has no objection to the proposed vacation.
3. CenturyLink – No Comments received.
4. Water – The City has an 8” water main in that location. The School District will need to replace this line
with a larger one and the location will likely change, but an easement will be required for the existing line
until such time as a new line and new easements are in place.
5. Sewer – Sewer does not have any facilities in the vacation area.
6. Storm –No comments.
7. Transportation – No comments.
8. Planning – No comments.
9. Fire – No comments.
Page 129 of 414
2 of 2
8/28/2019
V2-16 Staff Report
10. Police – No comments.
11. Streets – No comments.
12. Construction –No comments.
13. Innovation and Technology – No comments.
Assessed Value:
ACC 12.48 states “The city council may require as a condition of the ordinance that the city be compensated for
the vacated right-of-way in an amount which does not exceed one-half the value of the right-of-way so vacated,
except in the event the subject property or portions thereof were acquired at public expense or have been part of
a dedicated public right-of-way for 25 years or more, compensation may be required in an amount equal to the full
value of the right-of-way being vacated. The city engineer shall estimate the value of the right-of-way to be
vacated based on the assessed values of comparable properties in the vicinity. If the value of the right-of-way is
determined by the city engineer to be greater than $2,000, the applicant will be required to provide the city with an
appraisal by an MAI appraiser approved by the city engineer, at the expense of the applicant. The city reserves
the right to have a second appraisal performed at the city’s expense.” Note: The city engineer has not required
an appraisal for the value of this right-of-way since the right-of-way was originally acquired through dedication of
a Plat at no cost to the City and the ROW has never been opened for public use.
Recommendation:
Staff recommends that the street vacation be granted subject to the following conditions:
1. A public utility easement shall be reserved for Puget Sound Energy electrical facilities along the entire
length and width of the vacated ROW.
2. A public utility easement shall be reserved for City of Auburn water facilities along the entire length and
width of the vacated ROW.
3. Staff recommends that compensation for the value of the right-of-way not be required since the right-of-
way was originally acquired through dedication of a Plat at no cost to the City and it has never been
opened for public or street use or maintained by the City.
Page 130 of 414
377.8
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet377.8188.90
1:2,267
ROW Vacation #V2-19 Auburn School District - 130th Ave SE
1in =189 ft
8/13/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes no
warranty as to its accuracy. Page 131 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6734 (Thomas)
Date:
September 30, 2019
Department:
City Council
Attachments:
ORD 6734 SCORE ILA
SCORE Amended and Restated Interlocal
Agreement
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
On February 25, 2009 the City of Auburn entered into an interlocal agreement with the Cities
of Renton, Federal Way, Tukwila, Burien, SeaTac, and Des Moines (“host city”) to form and
operate the South Correctional Entity (SCORE) for jail services. Subsequently, $86,235,000
in bonds were issued to construct the new correctional facility. Each of the cities in the
interlocal agreement pledged their City’s full faith and credit for the bonds issued, based on
their relative “ownership” of the facility, which was a calculation based on estimated average
daily inmate population.
On September 26, 2018, the City of Federal Way submitted to SCORE’s Administrative
Board, their letter of intent to withdraw ownership status. As a result, the City of Federal Way
will need to issue bonds to pay off their portion of the outstanding debt service (17%) from
the 2009 SCORE bonds issued. At the same time, there is an opportunity for the remaining
six owner cities to refund their portion of the outstanding debt service and realize interest
savings. The City of Auburn’s ownership allocation increases from 31% to 34.94% with the
City of Federal Way’s withdrawal, and while this means a larger ownership of the remaining
debt service, the interest savings from a refunding will actually result in a smaller annual debt
service obligation.
The purpose of this ordinance is to approve the amended interlocal agreement between the
Cities of Auburn, Renton, Tukwila, Des Moines, Burien and SeaTac. The amended interlocal
has two primary revisions: 1. Removes the City of Federal Way as an owner City and
reallocates the remaining owner city percentages among the six remaining cities, and 2.
Authorizes an amount, not to exceed $56,000,000 in principal amount, to refund the current
outstanding 2009 bonds. There are also few housekeeping items in the amended interlocal
that include: removing the City of Des Moines as a host city and making them an owner city,
more clearly defines the Finance Committee’s role in the operations of SCORE, and
miscellaneous language edits for better clarity.
Rev iewed by Council Committees:
Page 132 of 414
Councilmember:Staff:Thomas
Meeting Date:October 7, 2019 Item Number:ORD.B
Page 133 of 414
Ordinance No 6734
September 23, 2019
Page 1 of 5
ORDINANCE NO. 6734
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON RELATED TO THE SOUTH
CORRECTIONAL ENTITY; AUTHORIZING THE EXECUTION OF
AN AMENDED AND RESTATED INTERLOCAL AGREEMENT
RELATING TO THE; APPROVING THE CITY’S CAPITAL
CONTRIBUTION RELATED TO REFUNDING BONDS TO BE
ISSUED TO REFINANCE THE SOUTH CORRECTIONAL ENTITY
FACILITY; AND APPROVING OTHER MATTERS RELATED
THERETO
WHEREAS, the City of Auburn, Washington (the “City”) is authorized by chapter
70.48 RCW to contract for, establish and maintain correctional facilities in furtherance of
public safety and welfare; and
WHEREAS, pursuant to Ordinance 6224 adopted by the City Council on January
20, 2009, and chapter 39.34 RCW, the Interlocal Cooperation Act, the City entered into
a SCORE Interlocal Agreement with the other parties dated February 25, 2009 and
subsequently amended and restated on October 1, 2009 by Ordinance 6260 (as
amended and restated, the “Original Interlocal Agreement”), to form a separate
governmental administrative agency known as the South Correctional Entity (“SCORE”);
and
WHEREAS, the South Correctional Entity Facility Public Development Authority
(the “Authority”), a public corporation chartered by the City of Renton, pursuant to
RCW 35.21.730 through 35.21.757, issued its Bonds, Series 2009A (the “2009A
Bonds”) and Bonds, Series 2009B (Taxable Build America Bonds—Direct Payment)
(the “2009B Bonds,” and together with the 2009A Bonds, the “2009 Bonds”) on
November 4, 2009, in the aggregate principal amount of $86,235,000; and
WHEREAS, proceeds of the 2009 Bonds were used to finance a portion of the
costs of acquiring, constructing, developing, equipping and improving a regional
misdemeanant correctional facility located in Des Moines, Washington (the “SCORE
Facility”), operated by SCORE; and
WHEREAS, pursuant to an ordinance adopted by the City Council, the City
pledged its full faith and credit toward the payment of its allocable proportion of the debt
service due on the 2009 Bonds issued by the Authority; and
WHEREAS, the 2009 Bonds are subject to defeasance and/or redemption prior
to their stated maturity dates; and
WHEREAS, after due consideration it appears to the Board of Directors of the
Authority that the 2009 Bonds may be defeased and/or redeemed prior to maturity by
Page 134 of 414
Ordinance No 6734
September 23, 2019
Page 2 of 5
proceeds of refunding bonds (the “Refunding Bonds”) and other legally available funds
for overall debt service savings; and
WHEREAS, the City now desires to pledge its full faith and credit to the City’s
allocable portion of the Refunding Bonds and to amend and restate the Original
Interlocal Agreement to provide for such refunding and other matters as provided
herein;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1. Definitions. Terms defined in the recitals of this resolution are
incorporated as if fully set forth herein. Terms not otherwise defined in this resolution
shall have the meanings set forth in the Interlocal Agreement (defined in Section 2).
Section 2. Approval of Interlocal Agreement. The City approves the Amended
and Restated SCORE Interlocal Agreement substantially in the form attached as Exhibit
A (the “Interlocal Agreement”). The Mayor is authorized and directed to execute the
Interlocal Agreement. On the Effective Date, the Interlocal Agreement shall amend and
restate, in its entirety, the Original Interlocal Agreement.
The Mayor is designated, together with the Mayor’s designee, as the “Designated
Representative” for purposes of the Interlocal Agreement. The Interlocal Agreement
may be further amended from time to time as provided in the Interlocal Agreement.
Section 3. City Contributions. The Authority has proposed to issue one or
more series of refunding bonds (the “Refunding Bonds”), the proceeds of which will be
used, together with other legally available funds, to refund the outstanding 2009 Bonds
for overall debt service savings.
The City irrevocably covenants and agrees to pay its capital contribution in the
percentage provided for in the Interlocal Agreement, which is equal to the City’s
allocated owner percentage as shown in the following chart (the “Owner Percentage”),
to pay debt service on the Refunding Bonds as the same shall become due and payable
and to pay administrative expenses of the Authority with respect to the Refunding
Bonds (the “Capital Contribution”). The Owner Percentage allocated to the City is as
follows:
Owner City Owner Percentage
Auburn 34.94%
Renton 40.96
Tukwila 9.64
Des Moines 6.02
Burien 4.82
SeaTac 3.62
Total 100.00%
Page 135 of 414
Ordinance No 6734
September 23, 2019
Page 3 of 5
The authorization contained in this ordinance is conditioned on the issuance of
Refunding Bonds not exceeding the aggregate principal amount of $56,000,000 without
obtaining additional Council approval.
The City recognizes that it is not obligated to pay the Capital Contribution of any
other Member City; the Capital Contribution of the City shall be limited to its O share of
those obligations; all payments will be made by the City without regard to the payment
or lack of payment by any other jurisdiction; and the City shall be obligated to budget for
and pay its Capital Contribution unless relieved of such payment in accordance with the
Interlocal Agreement.
The City’s obligation to pay its Capital Contribution will be an irrevocable full faith
and credit obligation of the City, payable from property taxes levied within the
constitutional and statutory authority provided to cities without a vote of the qualified
electors on all of the taxable property within the City and other sources of revenues
available for payment. The City obligates itself and commits to budget for and pay its
Capital Contribution and to set aside and include in its calculation of outstanding
nonvoted general obligation indebtedness an amount equal to the principal component
of its Capital Contribution for so long as any Refunding Bonds issued by the Authority
remain outstanding.
All payments with respect to the Refunding Bonds shall be made to SCORE in its
capacity as administrator and servicer of the Refunding Bonds to be issued by the
Authority.
Section 4. General Authorization; Ratification. The Mayor or designee are
authorized and directed to undertake all action necessary for the prompt execution and
delivery of the Interlocal Agreement, the issuance of the Refunding Bonds by the
Authority, and to execute all closing certificates, agreements, contracts and documents
required to effect the closing and delivery of each series of the Refunding Bonds, the
implementation of the Interlocal Agreement, and the withdrawal of Federal Way as a
Member City of SCORE effective December 31, 2019. These documents may include,
but are not limited to, an undertaking to provide ongoing disclosure in connection with
Securities and Exchange Commission Rule 15c2-12 (the “Rule) under the Securities
Exchange Act of 1934, as amended; any disclosure documents delivered for purposes
of the Rule in connection with the issuance of the Refunding Bonds and pertaining to
the City; and documents regarding to the status of any Refunding Bonds issued on a
tax-exempt basis under the Internal Revenue Code of 1986, as amended. All acts
taken pursuant to the authority of this ordinance but prior to its effective date are hereby
ratified.
Page 136 of 414
Ordinance No 6734
September 23, 2019
Page 4 of 5
Section 5. Effective Date of Ordinance. This Ordinance shall take effect and
be in force from and after its passage and five days following its publication as required
by law.
INTRODUCED:
PASSED:
APPROVED:
________________________________
Nancy Backus, Mayor
ATTEST:
__________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Steven L. Gross, City Attorney
PUBLISHED: ______________
Page 137 of 414
-5-
10006 99999 if13fp42k7
EXHIBIT A
Form of Amended and Restated SCORE Interlocal Agreement
(attached)
Page 138 of 414
AMENDED AND RESTATED SCORE INTERLOCAL AGREEMENT
among
CITY OF AUBURN,
CITY OF BURIEN,
CITY OF DES MOINES,
CITY OF RENTON,
CITY OF SEATAC,
AND
CITY OF TUKWILA, WASHINGTON
Dated as of ___________, 2019
Page 139 of 414
-i-
TABLE OF CONTENTS
Page
Section 1. Definitions............................................................................................................... 1
Section 2. SCORE Facility; Authority ..................................................................................... 3
Section 3. Duration of Agreement ........................................................................................... 5
Section 4. Withdrawal and Termination .................................................................................. 5
Section 5. Administrative Board .............................................................................................. 7
Section 6. Operations Board; Finance Committee; Other Committees ................................... 8
Section 7. Facility Director ...................................................................................................... 9
Section 8. Personnel Policies ................................................................................................... 9
Section 9. Budget, Policies and Operations ........................................................................... 10
Section 10. Contracts and Support Services ............................................................................ 10
Section 11. Policy and System Evaluation .............................................................................. 10
Section 12. Additional Services Authorized ............................................................................ 11
Section 13. Inventory and Property ......................................................................................... 11
Section 14. Local Control ........................................................................................................ 11
Section 15. SCORE Facility Financing and Construction; SCORE Facility Public
Development Authority ........................................................................................ 11
Section 16. Compliance with Continuing Disclosure Requirements ....................................... 15
Section 17. Miscellaneous ....................................................................................................... 15
Section 18. Severability ........................................................................................................... 16
Section 19. Effective Date; Amend and Replace Original Interlocal Agreement ................... 16
Section 20. Federal Way Refunding Bonds; Agreement Between SCORE and Federal Way 16
Section 21. Termination of Host City Agreement ................................................................... 16
Section 22. Execution and Amendment ................................................................................... 17
Section 23. Third Party Beneficiaries ...................................................................................... 17
Section 24. Hold Harmless ...................................................................................................... 17
Section 25. Counterparts .......................................................................................................... 18
Page 140 of 414
AMENDED AND RESTATED SCORE INTERLOCAL AGREEMENT
THIS AMENDED AND RESTATED SCORE INTERLOCAL AGREEMENT is
effective as of the date written below and is by and among the Cities of Auburn, Burien,
Des Moines, Renton, SeaTac and Tukwila, Washington, all of which are municipal
corporations under the laws and statutes of the State of Washington:
RECITALS:
WHEREAS, the Member Cities (as defined herein) are authorized by chapter 70.48
RCW to contract for, establish and maintain correctional facilities in furtherance of public
safety and welfare; and
WHEREAS, chapter 39.34 RCW, the Interlocal Cooperation Act, authorizes
municipalities in Washington to enter into agreements for the joint undertaking of certain
projects as provided therein; and
WHEREAS, in 2009 the Member Cities formed a separate governmental
administrative agency pursuant to an interlocal agreement and RCW 39.34.030(3) known
as the South Correctional Entity (“SCORE”) to establish and maintain a consolidated
correctional facility to be located in the City of Des Moines (the “SCORE Facility”) to
serve the Member Cities and federal and state agencies and other local governments that
may contract with SCORE in the future to provide correctional services essential to the
preservation of the public health, safety and welfare; and
WHEREAS, the Member Cities now desire to amend and restate the formation
interlocal agreement as provided herein;
NOW THEREFORE, it is hereby agreed and covenanted among the undersigned as
follows:
Section 1. Definitions. Capitalized terms used in this SCORE Interlocal
Agreement shall have the meanings given such terms in the recitals hereof and as follows:
“Administrative Board” means the governing board of SCORE created pursuant
to Section 5 of this SCORE Interlocal Agreement.
“Bonds” mean bonds, notes or other evidences of borrowing issued by the SCORE
Facility Public Development Authority to finance and/or refinance the SCORE Facility and
for any other SCORE purpose.
“Budget” means the budget prepared by the Facility Director in consultation with
the Operations Board, and submitted to the Administration Board for its approval in
accordance with Section 5 and Section 9 of this SCORE Interlocal Agreement, which
budget shall set forth (a) an estimate of the costs of capital improvements required to be
Page 141 of 414
2
made to the SCORE Facility within the applicable year, (b) on a line item basis, all
anticipated revenues and expenses for the operation and maintenance of the SCORE
Facility for the applicable year, and (c) any information required by policies adopted by the
Administrative Board pursuant to Section 9(b) of this SCORE Interlocal Agreement.
“Capital Contribution” means, for each Owner City, that Owner City’s Owner
Percentage multiplied by the principal of and interest on Bonds as the same shall become
due and payable.
“Code” means the Internal Revenue Code of 1986, as amended.
“Costs of Maintenance and Operation” means all reasonable expenses incurred
by SCORE in causing the SCORE Facility to be operated and maintained in good repair,
working order and condition, and all costs of administering SCORE.
“Designated Representative” means the Mayor or the City Manager, as selected
by each Member City, or his or her designee.
“Effective Date” has the meaning set forth in Section 19 of this Agreement.
“Facility Director” means the director of the SCORE Facility selected by the
Administrative Board pursuant to Section 7 of this SCORE Interlocal Agreement.
“Finance Committee” means the committee formed pursuant to Section 6 of this
SCORE Interlocal Agreement.
“Host City” means the City of Des Moines, Washington.
“Host City Agreement” means the Host City Agreement among the cities of
Renton, Federal Way, Auburn and Des Moines and SCORE dated as of October 1, 2009.
“Member Cities” mean the Owner Cities and, until the date provided for in
Section 20, the City of Federal Way.
“Operations Board” means the board formed pursuant to Section 6 of this
SCORE Interlocal Agreement.
“Owner Cities” mean the Cities of Auburn, Burien, Des Moines, Renton, SeaTac
and Tukwila, Washington.
Page 142 of 414
3
“Owner Percentage” means the percentage assigned to each Owner City, as
follows:
Owner City Owner Percentage
Auburn 34.94%
Renton 40.96
Tukwila 9.64
Des Moines 6.02
Burien 4.82
SeaTac 3.62
Total 100.00%
“Presiding Officer” means the member of the Administrative Board selected
pursuant to Section 5 of this SCORE Interlocal Agreement.
“SCORE” means the governmental administrative agency established pursuant to
RCW 39.34.030(3) by the Member Cities.
“SCORE Facility” means the consolidated correctional facility acquired,
constructed, improved, equipped, maintained and operated by SCORE.
“SCORE Facility Public Development Authority” means the South Correctional
Entity Facility Public Development Authority chartered by the City of Renton,
Washington.
“SCORE Interlocal Agreement” or “SCORE Formation Interlocal
Agreement” means this Amended and Restated SCORE Interlocal Agreement among the
Member Cities, as amended from time to time.
“Subscribing Agencies” mean the federal and state agencies, municipal
corporations, and other local governments, other than the Member Cities, that contract with
SCORE for correctional services at the SCORE Facility pursuant to the terms of this
SCORE Interlocal Agreement.
“2009 SCORE Bonds” mean the SCORE Facility Public Development Authority
Bonds, Series 2009A and Bonds, Series 2009B (Taxable Build America Bonds—Direct
Payment) issued on November 4, 2009, in the aggregate principal amount of $86,235,000.
Section 2. SCORE Facility; Authority.
(a) Administrative Agency. There is hereby established a governmental
administrative agency pursuant to RCW 39.34.030(3) to be known as the South
Correctional Entity (“SCORE”). SCORE shall consist of the Member Cities.
Page 143 of 414
4
(b) Powers of SCORE. SCORE shall have the power to acquire, construct,
own, operate, maintain, equip, and improve a correctional facility known as the “SCORE
Facility” and to provide correctional services and functions incidental thereto, for the
purpose of detaining arrestees and sentenced offenders in the furtherance of public safety
and emergencies within the jurisdiction of the Member Cities. The SCORE Facility may
serve the Member Cities and Subscribing Agencies which are in need of correctional
facilities. Any agreement with a Subscribing Agency shall be in writing and approved by
SCORE as provided herein.
(c) Administrative Board. The affairs of SCORE shall be governed by the
Administrative Board formed pursuant to Section 5 of this SCORE Interlocal Agreement.
The Administrative Board shall have the authority to:
(1) Recommend action to the legislative bodies of the Member Cities;
(2) Approve the Budget, adopt financial policies and approve
expenditures;
(3) Establish policies for investing funds and incurring expenditures of
Budget items for the SCORE Facility;
(4) Review and adopt a personnel policy for the SCORE Facility;
(5) Establish a fund, or special funds, as authorized by chapter 39.34
RCW for the operation of the SCORE Facility;
(6) Conduct regular meetings as may be designated by the
Administrative Board;
(7) Determine what services shall be offered at the SCORE Facility
pursuant to the powers of SCORE and under what terms they shall be offered;
(8) Enter into agreements with third parties for goods and services
necessary to fully implement the purposes of this SCORE Interlocal Agreement;
(9) Establish rates for services provided to members, subscribers or
participating agencies;
(10) Direct and supervise the activities of the Operations Board and the
Facility Director;
(11) Enter into an agreement with a public corporation or otherwise to
incur debt;
(12) Make purchases or contract for services necessary to fully
implement the purposes of this SCORE Interlocal Agreement;
Page 144 of 414
5
(13) Enter into agreements with and receive and distribute funds from
any federal, state or local agencies;
(14) Receive and account for all funds allocated to the SCORE Facility
from its members;
(15) Purchase, take, receive, lease, take by gift, or otherwise acquire,
own, hold, improve, use and otherwise deal in and with real or personal property, or any
interest therein, in the name of the SCORE Facility;
(16) Sell, convey, mortgage, pledge, lease, exchange, transfer and
otherwise dispose of property and assets;
(17) Sue and be sued, complain and defend, in all courts of competent
jurisdiction in its name;
(18) Make and alter bylaws for the administration and regulation of its
affairs;
(19) Enter into contracts with Subscribing Agencies to provide
correctional services;
(20) Employ employees as necessary to accomplish the terms of this
SCORE Interlocal Agreement;
(21) Establish policies and procedures for adding new parties to this
SCORE Interlocal Agreement; and
(22) Engage in any and all other acts necessary to further the goals of this
SCORE Interlocal Agreement.
Section 3. Duration of Agreement.
The initial duration of this SCORE Interlocal Agreement (commencing from
February 25, 2009, the date of the original interlocal agreement relating to SCORE) shall
be for a period of ten (10) years and, thereafter, shall automatically extend for additional
five (5) year periods unless terminated as provided in this SCORE Interlocal Agreement.
Notwithstanding the foregoing, this SCORE Interlocal Agreement shall not terminate until
all Bonds issued by the SCORE Facility Public Development Authority as provided in
Section 15 of this SCORE Interlocal Agreement are no longer outstanding.
Section 4. Withdrawal and Termination.
(a) Subject to Section 4(g) below, any Member City may withdraw its
membership and terminate its participation in this SCORE Interlocal Agreement by
providing written notice and serving that notice on the other Member Cities on or before
Page 145 of 414
6
December 31 in any one-year. After providing appropriate notice as provided in this
Section, that Member City’s membership withdrawal shall become effective on the last day
of the year following delivery and service of appropriate notice to all other Member Cities.
(b) Subject to Section 3 above, four (4) or more Member Cities may, at any one
time, by written notice provided to all Member Cities, call for a termination of SCORE and
this SCORE Interlocal Agreement. Upon an affirmative supermajority vote (majority plus
one) by the Administrative Board, SCORE shall be directed to terminate business, and a
date will be set for final termination, which shall be at least one (1) year from the date of
the vote to terminate this SCORE Interlocal Agreement. Upon the final termination date,
this SCORE Interlocal Agreement shall be fully terminated.
(c) Subject to Section 4(g) below, in the event any Member City fails to budget
for or provide its applicable annual funding requirements for SCORE as provided in
Section 15 hereof, the remaining Member Cities may, by majority vote, immediately
declare the underfunding City to be terminated from this SCORE Interlocal Agreement and
to have forfeited all its rights under this SCORE Interlocal Agreement as provided in
Section 4(e). The remaining Member Cities may, at their option, withdraw SCORE’s
correctional services from that City, or alternatively, enter into a Subscribing Agency
agreement with that City under terms and conditions as the remaining Member Cities deem
appropriate.
(d) Time is of the essence in giving any termination notice.
(e) If an individual Owner City withdraws its membership in SCORE, the
withdrawing City will forfeit any and all rights it may have to SCORE’s real or personal
property, or any other ownership in SCORE, unless otherwise provided by the
Administrative Board.
(f) Upon termination of this SCORE Interlocal Agreement, all property
acquired during the life of this SCORE Interlocal Agreement shall be disposed of in the
following manner:
(1) All real and personal property acquired pursuant to this SCORE
Interlocal Agreement shall be distributed to the Owner Cities based on the Owner
Percentages; and
(2) All unexpected funds or reserve funds shall be distributed based on
the percentage of average daily population at the SCORE Facility for the last three (3)
years prior to the termination date of those Member Cities still existing on the day prior to
the termination date.
(g) Notwithstanding any of the other rights, duties or obligations of any
Member City under this Section 4, the withdrawal of any Owner City from this SCORE
Page 146 of 414
7
Interlocal Agreement shall not discharge or relieve the Owner City that has withdrawn
pursuant to Section 4(a) or been terminated pursuant to Section 4(c) of its obligation to pay
debt service on Bonds issued by the SCORE Facility Public Development Authority. An
Owner City may be relieved of its obligation under this SCORE Interlocal Agreement to
make payments with respect to its Capital Contribution if the Administrative Board, by
supermajority vote (majority plus one), authorizes such relief based on a finding that such
payments are not required to pay debt service on Bonds issued by the SCORE Facility
Public Development Authority.
Section 5. Administrative Board.
(a) Formation. An Administrative Board composed of the Designated
Representative from each Member City shall govern the affairs of SCORE.
(b) Allocation of Votes. Each Board member shall have an equal vote and
voice in all Board decisions.
(c) Voting Requirements. Votes regarding (1) debt; (2) approval of the Budget;
(3) employment of the Facility Director; (4) cost allocations made prior to the issuance of
Bonds; and (5) approval of labor contracts, shall require an affirmative vote of a
supermajority (majority plus one) of the Member Cities, two (2) of which shall have the
highest and the second highest average daily population in the SCORE Facility for the 12-
month period ending June 30 (or other such date as the Administrative Board shall
determine as set forth in its financial policies) of the preceding year.
Votes regarding (1) the conveyance of real property; (2) the addition of additional
services pursuant to this SCORE Interlocal Agreement not directly incidental to
correctional services (such as providing court services); and (3) matters addressed in
Sections 4(b) and (g) and Section 15(d)(2)(iv) of this SCORE Interlocal Agreement, shall
require an affirmative vote of a supermajority (majority plus one) of the Member Cities.
(d) Parliamentary Authority. Unless otherwise provided, Robert’s Revised
Rules of Order (newly revised) shall govern all procedural matters relating to the business
of the Administrative Board.
(e) Officers of the Administrative Board. Members of the Administrative
Board shall select a Presiding Officer from its members, together with such other officers
as a majority of the Administrative Board may determine. Subject to the control of the
Administrative Board, the Presiding Officer shall have general supervision, direction and
control of the business and affairs of SCORE. On matters decided by the Administrative
Board, the signature of the Presiding Officer alone is sufficient to bind SCORE.
(f) Meetings of the Administrative Board. There shall be a minimum of two
(2) meetings each year. Unless otherwise designated by the Presiding Officer, the first
Page 147 of 414
8
meeting shall be held on the second Tuesday of February of each year to review the prior
years’ service. The second meeting shall be on the second Tuesday of September of each
year to consider and adopt a Budget for the following fiscal year. Other meetings may be
held upon request of the Presiding Officer or any two members. All meetings shall be open
to the public to the extent required by chapter 42.30 RCW.
Prior to January 1, 2020, five (5) members, and from and after January 1, 2020,
four (4) members of the Administrative Board must be present at any meeting of the
Administrative Board to comprise a quorum, and for the Administrative Board to transact
any business. Proxy voting shall not be allowed. Members of the Administrative Board
may participate in a meeting through the use of any means of communication by which all
members and members of the public participating in such meeting can hear each other
during the meeting. Any members of the Administrative Board participating in a meeting
by such means is deemed to be present in person at the meeting for all purposes including,
but not limited to, establishing a quorum.
(g) Bylaws. The Administrative Board shall be authorized to establish bylaws
that govern procedures of the Administrative Board and the SCORE Facility’s general
operations.
(h) Administrative Board Review. A general or particular authorization or
review and concurrence of the Administrative Board by majority vote shall be necessary
for all capital expenditures or contracts in excess of $50,000.
Section 6. Operations Board; Finance Committee; Other Committees.
(a) Operations Board. There is established an Operations Board which shall be
advisory to the Facility Director, staff and Administrative Board on operational matters of
SCORE. The Administrative Board shall establish the specific purpose and duties of the
Operations Board.
The Operations Board shall consist of up to nine (9) members selected as provided
in this paragraph. One (1) member shall be designated by each of the Member Cities, and
up to three (3) at-large members shall be selected, by majority vote, by the Subscribing
Agencies to represent the police departments of the Subscribing Agencies. At the time set
for election of the at-large members, only the representatives of the Subscribing Agencies,
then in attendance, will participate in the election. The Member Cities’ Operations Board
representatives shall not participate in the at-large member elections. The at-large
members shall serve one-year terms, unless otherwise determined by majority vote of the
Operations Board. Each member of the Operations Board shall have an equal vote in all
Operations Board decisions. The Operations Board shall be authorized to establish bylaws
and/or procedures that govern its operations. The Operations Board shall elect a presiding
officer from its members and shall determine the time and place of its meetings. All
meetings shall be open to the public if and to the extent required by chapter 42.30 RCW.
Page 148 of 414
9
(b) Finance Committee. There is established a Finance Committee, which shall
be advisory to the Facility Director, staff and Administrative Board on finance matters of
SCORE. The Administrative Board shall establish the specific purpose and duties of the
Finance Committee. The Finance Committee shall consist of the finance directors or
managers of each of the Member Cities. Each member of the Finance Committee shall
have an equal vote in all Finance Committee decisions. The Finance Committee shall be
authorized to establish bylaws and/or procedures that govern its operations. The Finance
Committee shall elect a presiding officer from its members and shall determine the time
and place of its meetings. All meetings shall be open to the public if and to the extent
required by chapter 42.30 RCW.
(c) Standing or Temporary Committees. The Administrative Board may, from
time to time, establish permanent and/or temporary committees to assist in its operations
and operations of the SCORE Facility.
Section 7. Facility Director.
Day to day operations of SCORE and the SCORE Facility shall be administered by
a Facility Director, who shall be appointed by the Administrative Board after receiving the
recommendation of the Operations Board. The Administrative Board may accept or reject
the Operations Board recommendation. Such Facility Director shall be responsible to the
Administrative Board, shall develop the Budget in consultation with the Operations Board
and shall take other appropriate means in order to fully implement the purposes of this
SCORE Interlocal Agreement. The Facility Director shall administer SCORE and the
SCORE Facility in its day-to-day operations consistent with the policies adopted by the
Administrative Board. Such Facility Director shall have experience in technical, financial
and administrative fields, and such appointment shall be on the basis of merit only.
Section 8. Personnel Policies.
(a) The Operations Board shall from time to time submit proposed personnel
policies or proposed amendments to existing personnel policies to the Administrative
Board for their approval, rejection or modification. All of such modifications or revisions
shall be subject to the final approval of the Administrative Board.
(b) Such personnel policies shall provide for the initial appointment to the
SCORE Facility’s staff from the personnel presently, permanently appointed or assigned as
corrections officers in the Member Cities. Additional employees shall be appointed by the
Facility Director upon meeting the qualifications established by the Operations Board and
adopted by the Administrative Board. None of such employees shall be commissioned
members of any emergency service, but may be eligible for membership under the Public
Employees Retirement Systems (PERS), or Public Safety Employees Retirement System
(PSERS), as provided by law.
Page 149 of 414
10
Section 9. Budget, Policies and Operations.
(a) The Facility Director shall distribute a proposed Budget to the Operations
Board on or before August 1 of each year, which Budget, including any amendments by
the Operations Board thereto, shall then be provided to the Administrative Board no later
than September 1 of such year. Thereafter, the Member Cities shall be advised of the
programs and objectives as contained in said Budget, and of the required financial
participation for the ensuing year.
(b) The Administrative Board shall develop financial policies for SCORE as
part of the budgetary process. Such policies may include, but are not limited to, (1) items
to be provided for in the Budget, (2) a minimum contribution amount for each Member
City to pay for Costs of Maintenance and Operation, (3) the process for allocating
unexpended amounts paid by the Member Cities for Costs of Maintenance and Operation
and assessing the Member Cities in the event of cost overruns, (4) establishing and
maintaining reserve accounts, if any, and (5) the process for adding a new party to this
SCORE Interlocal Agreement.
(c) The allocation of prorated financial participation among the Member Cities
shall be calculated as provided in Section 15 hereof. Each Member City shall be
unconditionally obligated to provide its allocable share of costs as provided in this SCORE
Interlocal Agreement.
Section 10. Contracts and Support Services.
(a) The Administrative Board (or the Operations Board or the Facility Director,
if so designated by the Administrative Board) shall, as necessary, contract with local
governments for the use of space for its operations, auxiliary services including but not
limited to records, payroll, accounting, purchasing, and data processing, and for staff prior
to the selection of a Facility Director for the SCORE Facility.
(b) The Member Cities hereby agree to furnish legal assistance, from time to
time, as approved by the Administrative Board. The Administrative Board may contract
with the City Attorney of a Member City, other local government, or independent legal
counsel as necessary.
Section 11. Policy and System Evaluation.
The Facility Director shall actively and continually consider and evaluate all means
and opportunities toward the enhancement of operations effectiveness for correctional
services so as to provide maximum and ultimate benefits to the members of the general
public. The Facility Director shall present his or her recommendations to the Operations
Page 150 of 414
11
Board from time to time. Any substantive change or deviation from established policy
shall be subject to the prior approval of the Administrative Board.
Section 12. Additional Services Authorized.
The Administrative Board shall evaluate and determine the propriety of including
additional correctional services for local governments, whenever so required, and shall
determine the means of providing such services, together with its costs and effects. These
additional services may include, but shall not be limited to the following: alternatives to
incarceration, inmate transportation systems, and consolidated court services.
Section 13. Inventory and Property.
(a) Equipment and furnishings for the operation of the SCORE Facility shall be
acquired by SCORE as provided by law. If any Member City furnishes equipment or
furnishings for SCORE’s use, title to the same shall remain with the respective local entity
unless that equipment is acquired by SCORE.
(b) The Facility Director shall, at the time of preparing the proposed Budget for
the ensuing year, submit to the Operations Board a complete inventory together with
current valuations of all equipment and furnishings owned by, leased or temporarily
assigned to SCORE. In case of dissolution of SCORE, such assigned or loaned items shall
be returned to the lending governmental entity and all other items, including real property,
or funds derived from the sale thereof, shall be distributed in accordance with Section 4(f)
above.
(c) Title to real property purchased or otherwise acquired shall be held in the
name of SCORE; provided however, that for valuable consideration received, SCORE may
convey ownership of any real property as may be approved by supermajority vote
(majority plus one) of the Administrative Board.
Section 14. Local Control.
Each Member City and Subscribing Agency shall retain the responsibility and
authority for the operation of its police departments, and for such equipment and services
as are required at its place of operation to utilize the SCORE Facility.
Section 15. SCORE Facility Financing and Construction; SCORE Facility
Public Development Authority.
(a) SCORE Facility. In order to provide necessary services for the Member
Cities and the Subscribing Agencies, SCORE has and/or shall acquire, construct, improve,
equip, maintain and operate the SCORE Facility. The SCORE Facility is currently located
in the City of Des Moines, Washington.
Page 151 of 414
12
(b) Contracts for the SCORE Facility. The Administrative Board shall
authorize, and the Presiding Officer of the Administrative Board, or his or her approved
designee, will execute contracts for the development, improvement and maintenance of the
SCORE Facility. These contracts may include, without limitation, contracts for
architectural design and engineering, project management services, real estate acquisition,
and construction.
(c) SCORE Facility Public Development Authority. In order to finance and
refinance costs of acquiring, constructing, improving and equipping the SCORE Facility,
the City of Renton has chartered the SCORE Facility Public Development Authority. The
purpose of the SCORE Facility Public Development Authority is to issue Bonds to finance
and refinance the acquisition, construction, improvement and equipping of the SCORE
Facility and for any other SCORE purpose. The Administrative Board shall serve ex
officio as the Board of Directors of the SCORE Facility Public Development Authority as
further provided in the Authority’s organizational charter. Upon issuance of Bonds by the
SCORE Facility Public Development Authority, Bond proceeds shall be deposited on
behalf of SCORE and used for the purposes set forth herein. SCORE shall be obligated to
make payments to the SCORE Facility Public Development Authority at the time and in
the amounts required to pay principal of and interest on the Bonds and any administrative
costs of the SCORE Facility Public Development Authority.
(d) SCORE Facility Financing.
(1) Capital Contributions. Each Owner City shall be obligated to pay
an amount equal to its Capital Contribution without regard to the payment or lack thereof
by any other Owner City. No Owner City shall be obligated to pay the Capital
Contribution of any other Owner City, and each Owner City shall be obligated to budget
for and pay its Capital Contribution. The obligation of each Owner City to pay its Capital
Contribution shall be an irrevocable full faith and credit obligation of such Owner City,
payable from property taxes levied within the constitutional and statutory authority
provided without a vote of the electors of the Owner City on all of the taxable property
within the Owner City and other sources of revenues available therefor. Each Owner City
has or will set aside and include in its calculation of outstanding nonvoted general
obligation indebtedness an amount equal to the principal component of its Capital
Contribution for so long as Bonds remain outstanding, unless relieved of such payment in
accordance with Section 4(g). Each Owner City’s obligation to pay the Capital
Contribution shall not be contingent on the receipt of any revenues from other sources,
including but not limited to Subscribing Agencies or any Member Cities.
An Owner City may prepay its Capital Contribution in a manner that is
consistent with the authorizing documents for the Bonds; provided, however, that any such
prepayment of one or more Owner Cities shall not affect the Capital Contribution of the
Page 152 of 414
13
remaining Owner Cities. Any Owner City that elects to prepay its Capital Contribution
shall be responsible for paying all costs associated with such prepayment.
(2) Costs of Maintenance and Operation. Subject to the terms of the
financial policies established by the Administrative Board, each Member City shall be
obligated to pay its allocable portion of Costs of Maintenance and Operation of the
SCORE Facility, including any debt issued to finance such costs, as determined in this
subsection.
(i) Until the end of the first calendar year of operations of the
SCORE Facility (estimated to be December 31, 2012), the allocable portion that
each Member City shall be obligated to pay of Costs of Maintenance and Operation
in such year shall be equal to the Member City’s 2007 average daily population in
all correctional facilities (as provided in the SCORE financial policies) multiplied
by the Costs of Maintenance and Operation.
(ii) Commencing with the calendar year following the first
calendar year of operations, the allocable portion that each Member City shall be
obligated to pay of Costs of Maintenance and Operation shall be based on the
Member City’s average daily population in the SCORE Facility, as supplemented
as necessary with the average daily population allocable to the Member Cities in all
correctional facilities, for the 12-month period ending June 30 of the preceding
year.
(iii) Commencing with the third calendar year of operations, the
allocable portion that each Member City shall be obligated to pay of Costs of
Maintenance and Operation shall be based on the Member City’s average daily
population in the SCORE Facility for the 12-month period ending June 30 (or other
such date as the Administrative Board shall determine as set forth in its financial
policies) of the preceding year.
(iv) Commencing with the calendar year beginning January 1,
2020, the allocable portion that each Member City shall be obligated to pay of
Costs of Maintenance and Operation shall either (A) be based on the Member
City’s average daily population in the SCORE Facility for the 12-month period
ending June 30 (or other such date as the Administrative Board shall determine as
set forth in its financial policies) of the preceding year, or (B) be based on the
methodology approved by an affirmative vote of a supermajority (majority plus
one) of the Member Cities.
(e) Billing and Allocation of Revenues. Each Member City shall be billed for
its Capital Contribution and its portion of Costs of Maintenance and Operation, as
applicable, on a semiannual basis, or more frequently as determined by the Administrative
Board, calculated as provided above. Revenues received in a calendar year from
Page 153 of 414
14
Subscribing Agencies or from sources other than the contributions described above shall
be allocated among the Member Cities either as set forth in the SCORE financial policies
or as follows: (i) each Member City shall receive a credit against its obligation to pay
Costs of Maintenance and Operation based on that Member City’s proportional average
daily population as calculated as provided above, and (ii) each Owner City shall receive a
credit against its Capital Contribution based on that Owner City’s proportional Owner
Percentage.
(f) Host City. Pursuant to RCW 35.21.740, the City of Des Moines, as the
Host City, hereby authorizes the City of Renton to operate the SCORE Facility Public
Development Authority within the corporate limits of the City of Des Moines in a manner
consistent with the terms of this SCORE Interlocal Agreement.
(g) Tax-Exemption. The Member Cities shall not (1) make any use of the
proceeds from the sale of Bonds issued on a tax-exempt basis or any other money or
obligations of the SCORE Facility Public Development Authority or the Member Cities
that may be deemed to be proceeds of such Bonds pursuant to Section 148(a) of the Code
that will cause such Bonds to be “arbitrage bonds” within the meaning of said Section and
said regulations, or (2) act or fail to act in a manner that will cause such Bonds to be
considered obligations not described in Section 103(a) of the Code.
(h) Additional Financing. Notwithstanding anything to the contrary in this
SCORE Interlocal Agreement, bonds, notes or other evidences of borrowing may be issued
from time to time by the SCORE Facility Public Development Authority or another issuer
pursuant a separate agreement between one or more Member Cities and other entities to
provide additional financing for the SCORE Facility on terms as agreed upon by the
parties thereto.
(i) Special Facility Designation. The SCORE Facility, including all
equipment, furnishings, and fixtures is critical to the ability of the Member Cities and the
Subscribing Agencies to provide necessary and secure correctional services and assure
public safety. Consequently, the SCORE Facility is essential to the preservation of the
public health, safety, and welfare. As a result, the SCORE Facility’s equipment,
furnishings, and fixtures are special facilities subject to unique standards. Accordingly,
based on the facts presented in this subsection, it is hereby resolved that the established
policy of the Member Cities is that the SCORE Facility constitutes a “special facility”
under RCW 39.04.280(1)(b), and all purchases of any kind or nature for the SCORE
Facility shall be exempt from competitive bidding requirements as prescribed by
Washington State statute but shall be governed by the procurement policy established by
the Administrative Board as amended from time to time.
Page 154 of 414
15
Section 16. Compliance with Continuing Disclosure Requirements.
To the extent necessary to meet the conditions of paragraph (d)(2) of United States
Securities and Exchange Commission Rule 15c2-12 (the “Rule”), as applicable to a
participating underwriter or remarketing agent for the Bonds, each Owner City will enter
into an undertaking in a form acceptable at the time to the participating underwriter or
remarketing agent, as the case may be.
Section 17. Miscellaneous.
(a) Interlocal Agreement. The Member Cities agree:
(1) This SCORE Interlocal Agreement is intended to create a separate
administrative entity within the meaning of RCW 39.34.030(3) and not a “joint board”
within the meaning of RCW 39.34.030(4)(a);
(2) The Designated Representative of each Member City is appointed as
the “administrator” within the meaning of RCW 39.34.030(4)(a) responsible for
administering the Member City’s rights and duties set forth in this SCORE Interlocal
Agreement; and
(3) The Parties will file or post this Agreement as required by
RCW 39.34.040.
(b) Governing Law. This SCORE Interlocal Agreement shall be governed by
and construed in accordance with the laws of the State of Washington. If any dispute
arises between the Member Cities under any of the provisions of this SCORE Interlocal
Agreement, resolution of that dispute shall be available only through the jurisdiction,
venue and rules of the King County Superior Court, King County, Washington.
(c) Non-Waiver of Breach. The failure of any Member City to insist upon
strict performance of any provision of this SCORE Interlocal Agreement or to exercise any
right based upon a breach thereof or the acceptance of any performance during such breach
shall not constitute a waiver of any right under this SCORE Interlocal Agreement.
(d) Compliance with all Laws. SCORE and the Member Cities shall comply
with all federal, state and local laws, rules, regulations, resolutions and ordinances
applicable to the performance of this SCORE Interlocal Agreement.
(e) Continuation of Performance. In the event that any dispute or conflict
arises between the Member Cities while this SCORE Interlocal Agreement is in effect, the
Member Cities hereto agree that, notwithstanding such dispute or conflict, they shall
continue to make a good faith effort to cooperate and continue work toward successful
completion of assigned duties and responsibilities.
Page 155 of 414
16
Section 18. Severability.
If any part, paragraph, section or provision of this SCORE Interlocal Agreement is
adjudged to be invalid by any court of competent jurisdiction such adjudication shall not
affect the validity of any remaining section, part or provision of this SCORE Interlocal
Agreement.
Section 19. Effective Date; Amend and Replace Original Interlocal
Agreement.
This SCORE Interlocal Agreement shall become effective on ______________,
2019, the date of defeasance (the “Effective Date”) of all of the outstanding 2009 SCORE
Bonds. On the Effective Date, this SCORE Interlocal Agreement shall amend and restate,
in its entirety, the Amended and Restated SCORE Interlocal Agreement effective
October 1, 2009.
Section 20. Federal Way Refunding Bonds; Agreement Between SCORE
and Federal Way.
The City of Federal Way (“Federal Way”) and SCORE will enter into an agreement
(the “SCORE/Federal Way Agreement”) to be dated the date of defeasance of all of the
outstanding 2009 SCORE Bonds. Pursuant to the SCORE/Federal Way Agreement:
(a) Federal Way acknowledges that the parties hereto will enter into this SCORE Interlocal
Agreement; (b) until the effective date of its withdrawal from SCORE (December 31,
2019), Federal Way will be considered a “Member City” for purposes of this SCORE
Interlocal Agreement, but shall not be considered an “Owner City” and shall not in any
way be responsible for paying any share of any Bonds or other debt obligations of SCORE
or the SCORE Facility Public Development Authority; (c) Federal Way agrees to issue
bonds and to use the proceeds thereof to repay its capital contribution with respect to the
2009 SCORE Bonds (the “Federal Way Refunding Bonds”); and (d) for as long as the
Federal Way Refunding Bonds, and any bonds issued to refund such bonds, issued on a
tax-exempt basis are outstanding (which as of their date of issuance are scheduled to
mature on January 1, 2039), SCORE covenants that it will not provide to nongovernmental
persons special legal entitlements to use the SCORE Facility in a manner that will
adversely impact the tax-exempt status of any such bonds. SCORE shall monitor the use
of the SCORE Facility to ensure that it complies with the terms of the SCORE/Federal
Way Agreement for so long as such Federal Way Refunding Bonds, or any bonds issued to
refund such bonds, are outstanding. The parties hereto approve SCORE entering into the
SCORE/Federal Way Agreement.
Section 21. Termination of Host City Agreement.
Pursuant to Section 5 of the Host City Agreement, the parties hereto agree that the
Host City Agreement shall terminate as of the Effective Date of this SCORE Interlocal
Page 156 of 414
17
Agreement. As of the Effective Date of this SCORE Interlocal Agreement, Des Moines
shall be an Owner City of SCORE with the same rights and privileges as the other Owner
Cities as provided herein.
Section 22. Execution and Amendment.
This SCORE Interlocal Agreement shall be executed on behalf of each party hereto
by its Designated Representative, or other authorized officer, and pursuant to an
appropriate motion, resolution or ordinance of such party.
This SCORE Interlocal Agreement may not be effectively amended, changed,
modified or altered, except by an instrument in writing duly executed by the Designated
Representative, or other authorized officer, of each party hereto and pursuant to an
appropriate motion, resolution or ordinance of such party. Notwithstanding the foregoing,
so long as the Bonds are outstanding, any such amendment, in the opinion of the SCORE
Facility Public Development Authority or its counsel, shall not materially adversely affect
the owners of the Bonds or affect the tax-exempt status of the interest paid on the Bonds.
Section 23. Third Party Beneficiaries.
The SCORE Facility Public Development Authority and the holders from time to
time of the Bonds shall be third party beneficiaries hereof and the commitments made in
Section 15 herein shall be for their further benefit.
Section 24. Hold Harmless.
The parties to this SCORE Interlocal Agreement shall defend, indemnify and save
one another harmless from any and all claims arising out of the performance of this
SCORE Interlocal Agreement, except to the extent that the harm complained of arises from
the sole negligence of one of the participating members. Any loss or liability resulting
from the negligent acts errors or omissions of the Administrative Board, Operations Board,
Finance Committee, Facility Director and or staff, while acting within the scope of their
authority under this SCORE Interlocal Agreement shall be borne by SCORE exclusively.
Page 157 of 414
18
Section 25. Counterparts
This SCORE Interlocal Agreement may be executed in any number of counterparts,
each of whom shall be an original, but those counterparts will constitute one and the same
instrument.
IN WITNESS WHEREOF, the parties hereto have executed this SCORE Interlocal
Agreement as of the day and year first written above.
[execution pages to follow]
Page 158 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5455 (Gaub)
Date:
October 1, 2019
Department:
Public Works
Attachments:
Res olution No. 5455
Utilities Easement Agreement
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council adopt Resolution No. 5455.
Background Summary:
The City operates and maintains two water storage reservoirs and pumping facilities on
property located at 5031 Auburn Way South. Adjacent property to the north is owned by
Seventh Day Adventists (SDA). SDA has agreed to allow Motorola Solutions, Inc. to
construct, operate and maintain a communications tower for Puget Sound Emergency Radio
Network (PSERN) on their property. Their site is located along a portion of Auburn Way South
that has steep slopes; therefore, access to their site is proposed to use the access that
currently serves the City's water property and two additional single family homes. Motorola
Solutions has obtained access rights from the other property owners along the access road
and has requested an easement for access to the tower property through the City's water
property.
Public Works staff support Motorola’s request for access through the reservoir property
based on conditions that are included in the easement agreement. These include a
requirement that Motorola does not enter the City’s fenced area and that Motorola relocate the
existing City access gate and fence and construct an access to their site outside the City's
fenced area. In addition, the City is requiring that Motorola be responsible for maintenance of
the access road. The proposed easement agreement also contains provision for emergency
access for the tower site.
Resolution No. 5455 will authorize the Mayor to execute the Easement Agreement.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 7, 2019 Item Number:RES.A
Page 159 of 414
Page 160 of 414
--------------------------------
Resolution No. 5455
September 9, 2019
Page 1 of 2 Rev. 2019
RESOLUTION NO. 5455
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, AUTHORIZING THE MAYOR TO
ENTER INTO AN EASEMENT AGREEMENT WITH
MOTOROLA SOLUTIONS, INC.
WHEREAS, the City owns property at 5031 Auburn Way South, which is the
location for city water storage reservoirs and pumping facilities; and
WHEREAS, Motorola Solutions, Inc. desires to construct and operate a
communications tower for Puget Sound Emergency Radio Network (PSERN) on adjacent
property to the north; and
WHEREAS, the only access to the property to the north is through the City
property; and
WHEREAS, Motorola Solutions, Inc. has requested access and utilities easements
through the City property.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The Mayor is authorized to execute an easement agreement
between the City and Motorola Solutions, Inc., which agreement shall be in substantial
conformity with the attached “Access and Utilities Easement Agreement,” which is
incorporated by this references.
Section 2. The Mayor is authorized to implement those administrative
procedures necessary to carry out the directives of this legislation.
Section 3. This Resolution will take effect and be in full force on passage and
signatures.
Page 161 of 414
--------------------------------
Resolution No. 5455
September 9, 2019
Page 2 of 2 Rev. 2019
Dated and Signed:
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
Page 162 of 414
GRA18-0019 Access and Utilities Easement Page 1 of 8
Return Address: City of Auburn City Clerk 25 West Main Auburn, WA 98001 Above this line reserved for recording information. ACCESS AND UTILITIES EASEMENT GRA18-0019 Reference # (if applicable): N/A Grantor: City of Auburn Grantee: Motorola Solutions, Inc. Legal Description/STR: SW ¼ S27-T21-R5 Assessor’s Tax Parcel ID#: 2721059106 1. Parties. The parties to this Access Easement Agreement (the “Agreement”) are the City of Auburn (“Grantor”), and Motorola Solutions, Inc. (“Grantee”). 2. Preamble. Grantor is the owner of certain property in King County, Washington, which property is described in deed recorded under recording number 5174401, Records of King County, Washington (“Grantor’s Property”). Grantor and Grantee desire to enter into this Agreement for the purpose of creating certain easements to benefit the Grantee’s Property, as more particularly described hereinafter. 3. Agreement. In consideration of One Dollar ($1.00), to be paid by Grantee to Grantor, the covenants contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, Grantor and Grantee, intending to be legally bound, hereby agree to the terms and conditions of this Agreement. 4. Access Easement. Grantor hereby grants, transfers and conveys to Grantee a nonexclusive easement (the “Access Easement”), for the benefit of the Grantee’s Leased Property, over and across a portion of Grantor’s Property (the “Easement Area”), to and from Grantee’s Leased Property and SR 164 a public right of way, for the purpose of providing access, ingress and egress to Grantee’s Leased Property. The Easement Area is described in Exhibit “A” and depicted in Exhibit “B”, attached hereto and by this reference made a part thereof. The easement rights granted hereunder by Grantor to Grantee shall
Page 163 of 414
GRA18-0019 Access and Utilities Easement Page 2 of 8
expressly include, without limitation, the right to free and unencumbered ingress and egress over and across the Easement Area. As a condition to this grant of easement, Grantee shall install, consistent with Permit # GRA18-0019, a chain link gate within the Easement Area for entry and exit of the Leased Property. This gate shall replace the current gate, which Grantee will remove with as little damage as is reasonably possible and will supply it to Grantor. Furthermore, Grantee will install, consistent with Permit # GRA18-0019, a chain link fence to the South of and matching the current chain link security fence. Grantee shall at all times, and at Grantee’s sole cost, keep the installed fence and the access road that lies within the Access Easement maintained and in good repair, compliant with all applicable state, federal and city codes, ordinances, and regulations. 5. Utilities Easement. Grantor hereby grants, transfers and conveys to Grantee a nonexclusive easement (the “Utilities Easement”), for the benefit of Grantee’s Leased Property, over and across a portion of Grantor’s Property (the “Easement Area”), for the purpose of installing, operating, maintaining and repairing telephone and electric utility lines (the “Facilities”) to service Grantee’s Leased Property. The Easement Area is described as a “30-foot utilities easement” on Exhibit “A” and depicted on Exhibit “B” attached hereto and made a part hereof. The easement rights granted hereunder by Grantor to Grantee shall expressly include, without limitation, the right to unencumbered ingress and egress over and across Grantor’s Property to access the Facilities and the right to use, repair, replace, and maintain all Facilities hereafter placed in the Easement Area. The final location of Utilities Easement to be shown a survey and provided to Grantor. 6. Emergency Access Easement Grantor grants, transfers and conveys to Grantee a nonexclusive easement for the benefit of Grantee’s Leased Property, over and across that portion of Grantor’s Property that lies immediately adjacent to and West of the Access Easement. The grant of access is limited to access that is minimally and reasonably necessary to achieve the purpose of emergency vehicle access to Grantee’s Leased Property during an emergency. As a condition to this grant of easement, and for the purpose of allowing emergency vehicle access while at the same time preserving the security of the Grantor’s parcel, Grantee shall install a gate (“Emergency Gate”), at a location determined by the Grantor, to permit emergency vehicle access to Grantee’s Leased Property from the Grantor’s property. Grantee shall at all times keep the Emergency Gate locked. At all times, and at Grantee’s sole cost, Grantee will keep the Emergency Gate in good condition and repair, compliant with all applicable state, federal and city codes, ordinances, and regulations, and shall perform, at its sole expense, all necessary maintenance and repairs of the Gate. Prior to performing any maintenance or repair work, Grantee shall obtain Grantor’s written approval of the work from the City Engineer or the Public Works Director. The work shall be performed in coordination with the Grantor to
Page 164 of 414
GRA18-0019 Access and Utilities Easement Page 3 of 8
preserve security of Grantor’s parcel and uninterrupted operation of Grantor’s utility. The work shall be conducted in a good and work-manlike manner and in accordance with all applicable state, federal, or city codes, ordinances and regulations. Following any maintenance or repair work, Grantee will promptly restore Grantor’s property to the condition existing immediately before such work. 7. Breach and Remedy. If there is any failure of Grantee or their respective successors and assigns, to comply with the obligations set forth in this Agreement, including but not limited to, the performance of the maintenance work, for a period of twenty (20) calendar days after receipt of notice from Grantor, then Grantor may perform the necessary work and bill Grantee and/or seek all remedies available at law or in equity to compel the Grantee to comply with this Agreement, including but not limited to, the payment of any reasonable costs and expenses and all reasonable attorney's fees and costs. In the event Grantee has commenced the curing of such failure and is diligently pursuing such cure, the Grantor shall not perform the necessary maintenance work to cure such failure so long as the Grantee is diligently pursuing the cure. 8. Notices. Any notice sent pursuant to this Agreement shall be in writing and sent by reliable overnight or express courier service with adequate postage prepaid or on account thereof, addressed to the appropriate party. The initial addresses of the parties shall be as set forth below: To Grantor: City of Auburn Water Department 25 W Main Street Auburn, WA 98001 To Grantee: Motorola Solutions Inc. Motorola Solutions, Inc. Attn: PSERN Project Manager 500 West Monroe, Suite 3700 3131 Elliott Ave. Suite 200 Chicago, IL 60661 Seattle, WA 98121 Attn: Global Real Estate Counsel 9. Successors and Assigns. The Access Easement granted herein shall be appurtenant to and shall run with Grantee’s Leased Property, and shall be binding upon and inure to the benefit of each party hereto, its successors, assigns, mortgagees, tenants, representatives and invitees. 10. Indemnification. Grantee shall protect, defend, indemnify and hold Grantor harmless from and against any damages, liability, actions, claims, and expenses (including reasonable attorney’s fees actually incurred) arising either to property or persons from or related to the exercise of any rights or the discharge of any obligations by or on behalf of
Page 165 of 414
GRA18-0019 Access and Utilities Easement Page 4 of 8
Grantee in connection with its use of the Easement Area and the Emergency Access Easement; provided, however, that Grantor shall not be indemnified for its sole negligence or willful misconduct. If any mechanic’s, materialmen’s, laborer’s or other lien is asserted against the Grantor’s property as a result of the activities undertaken on behalf of Grantee, Grantee shall cause such lien to be discharged or released of record within 20 days after notice from Grantor, either by paying the indebtedness which gave rise to such lien or by posting bond or other security as shall be required by law to obtain such release and discharge. 11. Governing Law. This Agreement shall be governed by and enforced in accordance with the laws of the State of Washington. 12. Contractor Insurance. Grantee shall cause its contractors to maintain, at all times during the course of their work in the Easement Area, commercial general liability insurance with limits of not less than One Million Dollars ($1,000,000) naming Grantor as “an Additional Named Insured” and shall provide certificates evidencing such coverage prior to start of construction. 13. Obstruction. Except in accordance with this Agreement, neither party shall in any way block, restrict or impede access and egress to or from said Easement Area and/or in any way block, restrict or impede full use of Grantor’s real property. 14. Covenant. The Easements and conditions in this agreement shall be covenants running with the land constituting the Grantor’s property as the servient tenement and benefit the Grantee Leased Property as the dominant tenement, and shall inure to and be binding on the successors, heirs and assigns of all parties hereto. [signature page to follow]
Page 166 of 414
GRA18-0019 Access and Utilities Easement Page 5 of 8
Signed, sealed and delivered on the ___ day of __________, 20__ in the presence of: ___________________________________ Unofficial Witness __________________________________ Notary Public My Commission Expires: ________________________ [NOTARY SEAL] [NOTARY STAMP]
“GRANTOR” City of Auburn By:_______________________________ ________________, position
Page 167 of 414
GRA18-0019 Access and Utilities Easement Page 6 of 8
Signed, sealed and delivered on the ___ day of __________, 20__ in the presence of: __________________________________ Unofficial Witness ____________________________________ Notary Public My Commission Expires: ________________________ [NOTARY SEAL] [NOTARY STAMP]
“GRANTEE”: Motorola Solutions, Inc. By:_______________________________ ________________, position
Page 168 of 414
GRA18-0019 Access and Utilities Easement Page 7 of 8
EXHIBIT “A” ACCESS AND UTILITIES EASEMENT LEGAL DESCRIPTION A PORTION OF PROPERTY DESCRIBED IN DEED RECORDED UNDER RECORDING NO. 5174401, RECORDS OF KING COUNTY, WASHINGTON; SAID EASEMENT BEING MORE PARTICULARLY DESCRIBED AS FOLLOWS: COMMENCING AT THE MOST EASTERLY CORNER OF THE ABOVE DESCRIBED DEED; THENCE SOUTH 46°39'23" WEST, A DISTANCE OF 45.60 FEET ALONG THE SOUTHEAST LINE OF SAID DEED TO THE POINT OF BEGINNING; THENCE LEAVING SAID SOUTHEAST LINE, NORTH 64°17'54" WEST, A DISTANCE OF 47.64 FEET; THENCE NORTH 83°20'36" WEST, A DISTANCE OF 81.86 FEET; THENCE NORTH 71°43'40" WEST, A DISTANCE OF 130.88 FEET; THENCE NORTH 36°17'15" WEST, A DISTANCE OF 50.18 FEET TO THE NORTH LINE OF SAID DEED ALSO BEING THE SOUTH LINE OF PARCEL A, “WESTERLY PORTION,” OF CITY OF AUBURN BLA08-0015, RECORDED UNDER RECORDING NO. 20090114900004, RECORDS OF KING COUNTY, WASHINGTON; THENCE NORTH 88°41'39" WEST, A DISTANCE OF 25.29 FEET ALONG SAID NORTH LINE; THENCE LEAVING SAID NORTH LINE, SOUTH 36°17'15" EAST, A DISTANCE OF 71.95 FEET; THENCE SOUTH 71°43'40" EAST, A DISTANCE OF 139.37 FEET; THENCE SOUTH 83°20'36" EAST, A DISTANCE OF 80.54 FEET; THENCE SOUTH 64°17'54" EAST, A DISTANCE OF 36.63 FEET TO THE SOUTHEAST LINE OF SAID DEED; THENCE NORTH 46°39'23" EAST, A DISTANCE OF 21.42 FEET ALONG SAID SOUTHEAST LINE TO THE POINT OF BEGINNING. CONTAINING AN AREA OF 6393 SQ. FT., MORE OR LESS. THE BASIS OF BEARING FOR THIS DESCRIPTION IS A MONUMENTED LINE FROM CITY OF AUBURN MONUMENT 1114-001 TO CITY OF AUBURN MONUMENT 1215-011, THIS LINE ALSO BEING THE NORTH LINE OF THE PROPERTY DESCRIBED IN DEED RECORDED UNDER RECORDING NO. 5174401, RECORDS OF KING COUNTY, WASHINGTON, AND THE SOUTH LINE OF THE “WESTERLY PORTION” OF PARCEL A OF CITY OF AUBURN BLA08-0015. THE BEARING FOR SAID LINE BEING SOUTH 88°41'39" EAST.
Page 169 of 414
PV
AUBURN WAY SOUTH (SR 164)
"WESTERLY PORTION"
PARCEL A
BLA 08-0015
(REC. NO. 20090114900004)
N88°41'39"W 238.33'
CITY OF AUBURN WATER TANKS
PARCEL NO. 2721059106
SWD 5174401
ADVENTIST ACADEMY CHURCH
PARCEL NO. 2721059012
SCHINDLER VIOLA DAWN+DUANE
PARCEL NO. 2721059118
\A1;POWER VAULT
L1
L9
L2
L3
L4
\A1;POINT OF BEGINNING
L6
L8
107.14'
45.60'
L10
L5
SCALE:JOB NUMBER:DRAWING FILE NAME:DRAWN BY:DATE:
www.LDCcorp.com
20210 142nd Avenue NE
Woodinville, WA 98072
THE CIVIL ENGINEERING GROUP
Fx. 425.482.2893
Ph. 425.806.1869
Planning
Structural
Engineering
Survey PSERN AUBURN17-41417-414SV ESMTNSY11-27-17 1"=80'{\Q0;ACCESS AND UTILITY EASEMENT}0
80'
80'80'160'
SCALE: 1" =
47.64'
81.86'N83°20'36"W
L1
L2
130.88L3
50.18'N36°17'15"WL4
DISTANCEBEARINGLINE
LINE TABLE
SW 1/4 OF THE NW 1/4 OF SEC. 27, TWN. 21 N., RNG. 5 E., W.M.
KING COUNTY, WASHINGTON
25.29'N88°41'39"WL5
71.95'S36°17'15"EL6
L7 139.37'
L8 80.54'S83°20'36"E
L9
DISTANCEBEARINGLINE
36.63'S64°17'54"E
L10 21.42'
\A1;POINT OF COMMENCEMENT
EXHIBIT "B"
EASEMENT ON CITY OF AUBURN PROPERTY
RPLANOISSE
F
O ROYEVRUSDNALEDWARDD.
R
ODERETSIGER
NOTGNIHSAWFOETATS
E
S
NAND
7-31-19
Page 170 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5456 (Tate)
Date:
September 30, 2019
Department:
Community Development
Attachments:
Item 3 - Res olution 5456 vision 2050 s tatement of
support
Item 1 - Draft vers ion 2050 plan
Item 2 - Draft plan policy matrix
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council to adopt Resolution No. 5456
Background Summary:
The Puget Sound Regional Council (PSRC) is conducting an update of their long range
planning document, updating VISION 2040 to VISION 2050. This update revisits the program
identified in the VISION 2040 plan, and makes updates to account for actual growth, changes
in our demography and economy, and identifies a path for jurisdictions to contribute to the
goals and overall health of Central Puget Sound.
PSRC was established in 1956, and became the region’s designated Metropolitan Planning
Organization (MPO) which is responsible for regional planning for the distribution of federal
and state transportation fund, and also serves as the region’s administrator of Washington’s
Growth Management Act. VISION 2050 started work in 2017, including a State Environmental
Protection Act (SEPA) finding of significance for updating from VISION 2040 which was
declared in 2018. By Spring 2019 a Supplemental Environmental Impact Statement (SEIS)
was issued, evaluating three alternative scenarios with which to center planning, citing a
preferred alternative of focusing growth in high capacity transit areas.
Rev iewed by Council Committees:
Councilmember:DaCorsi Staff:Tate
Meeting Date:October 7, 2019 Item Number:RES.B
Page 171 of 414
--------------------------------
Resolution No. 5456
October 7, 2019
Page 1 of 2 Rev. 2019
RESOLUTION NO. 5456
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, SUPPORTING PUGET SOUND
REGIONAL COUNCIL’S VISION 2050 DRAFT PLAN AND
RELATED TO REGIONAL PLANNING
WHEREAS, RCW 47.80 authorizes regional transportation planning organizations
to conduct planning efforts and distribute federal transportation funding; and
WHEREAS, in 1992 the City of Auburn entered into an interlocal agreement
authorizing Puget Sound Regional Council (PSRC) to carry out regional planning efforts
required under state and federal law; and
WHEREAS, the City of Auburn is represented by its elected officials on PSRC’s
land use and transportation committees; and
WHEREAS, PSRC prepared a Draft VISION 2050 plan and held a special public
comment period from July 19 through September 16 to hear feedback on the Draft
VISION 2050 plan and also hosted workshops and open houses across the region, and
tabled booths at local events for public comment; and
WHEREAS, on September 9, 2019 a presentation was provided to the Auburn City
Council that provided an overview of the key modifications and refinements between
Vision 2040 and Vision 2050; and
WHEREAS, PSRC prepared a Supplemental Environmental Impact Statement
(SEIS) and issued the document on February 28, 2019 and invited public comment for a
period of 60 days.
Page 172 of 414
--------------------------------
Resolution No. 5456
October 7, 2019
Page 2 of 2 Rev. 2019
WHEREAS, any final planning document produced from the VISION 2050 exercise
will be in compliance with all applicable state and federal law and requirements;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. Resolution of Intent. The City Council declares its support of the
Draft VISION 2050 planning document as presented, and as may be subject to additional
refinement and modification through the public engagement process and ongoing
transportation and land use committees’ work.
Section 2. This Resolution will take effect and be in full force on passage and
signatures.
Dated and Signed:
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
Page 173 of 414
Page 174 of 414
MEMBERSHIP
Counties - King County - Kitsap County - Pierce County - Snohomish County
Cities and Tribes - Algona - Arlington - Auburn - Bainbridge Island - Beaux Arts Village - Bellevue - Black Diamond - Bonney
Lake - Bothell - Bremerton - Buckley - Burien - Clyde Hill - Covington - Darrington - Des Moines - DuPont - Duvall -
Eatonville - Edgewood - Edmonds - Enumclaw - Everett - Federal Way - Fife - Fircrest - Gig Harbor - Granite Falls - Hunts
Point - Issaquah - Kenmore - Kent - Kirkland - Lake Forest Park - Lake Stevens - Lakewood - Lynnwood - Maple Valley -
Marysville - Medina - Mercer Island - Mill Creek - Milton - Monroe - Mountlake Terrace - Muckleshoot Indian Tribe -
Mukilteo - Newcastle - Normandy Park - North Bend - Orting - Pacific - Port Orchard - Poulsbo - Puyallup - Puyallup Tribe
of Indians - Redmond - Renton - Roy - Ruston - Sammamish - SeaTac - Seattle - Shoreline - Skykomish - Snohomish -
Snoqualmie - Stanwood - Steilacoom - Sultan - Sumner - Tacoma - The Suquamish Tribe - Tukwila - University Place -
Wilkeson - Woodinville - Woodway - Yarrow Point
Statutory Members - Port of Bremerton - Port of Everett - Port of Seattle - Port of Tacoma - Washington State Department
of Transportation - Washington Transportation Commission
Associate Members - Alderwood Water & Wastewater District - Port of Edmonds - Island County - Puget Sound Partnership
- Thurston Regional Planning Council - Tulalip Tribes - University of Washington - Washington State University
Transit Agencies - Community Transit - Everett Transit - Kitsap Transit - Metro King County - Pierce Transit – Sound Transit
Americans with Disabilities Act (ADA) Information: Individuals requiring reasonable accommodations may request written
materials in alternate formats, sign language interpreters, physical accessibility accommodations, or other reasonable
accommodations by contacting the ADA Coordinator, Thu Le, at 206-464-6175, with two weeks’ advance notice. Persons
who are deaf or hard of hearing may contact the ADA Coordinator, Thu Le, through TTY Relay 711.
Funding for this document provided in part by member jurisdictions, grants from U.S. Department of Transportation,
Federal Transit Administration, Federal Highway Administration, and Washington State Department of Transportation. Title
VI Notice: PSRC fully complies with Title VI of the Civil Rights Act of 1964 and related statutes and regulations in all
programs and activities. For more information, or to obtain a Title VI Complaint Form, see https://www.psrc.org/title-vi or
call 206-587-4819.
Language Assistance
ﺔﯾﺑرﻌﻟا| Arabic, 中文 | Chinese, Deutsch | German, Français | French, 한국 | Korean, Русский | Russian, Español | Spanish,
Tagalog, Tiếng việt | Vietnamese
For language assistance, call 206-587-4819.
Additional copies of this document may be obtained by contacting:
Puget Sound Regional Council, Information Center
1011 Western Avenue, Suite 500
Seattle, Washington 98104-1035
206-464-7532 | info@psrc.org | www.psrc.org
Page 175 of 414
VISION 2050
July 19, 2019
By 2050, the central Puget Sound region is expected to add another 1.8 million people, reaching a
population of 5.8 million. Accommodating this growth will be challenging. To be successful, we need
to work together to ensure the region thrives for the long term. VISION 2050 is the regional plan for
guiding how and where growth will occur and enhancing quality of life, a healthy environment, and a
strong economy. We need your feedback to see if this draft plan is on the right track.
VISION 2050 has an important role under Washington state’s Growth Management Act, which
requires the most populous counties in the state to plan for growth. The four counties that comprise
the central Puget Sound region–King, Pierce, Snohomish, and Kitsap–are required to collaborate to
create multicounty planning policies that guide county and local plans. VISION 2050 is an update to
VISION 2040, the regional plan adopted in 2008.
Over the last two years, the Puget Sound Regional Council worked closely with local governments,
businesses, organizations, and individuals to renew the region’s vision for a sustainable, healthy, and
prosperous region. We reached out to communities early in the process, through listening sessions
and public opinion surveys, and heard that housing affordability and cost of living are top of mind for
many, along with transportation challenges, and a desire to see the region working together. We
conducted research and analyzed data on different growth alternatives. In compliance with the State
Environmental Policy Act, the environmental impacts of different growth alternatives were assessed.
We heard support for focusing growth near transit, which results in better transportation and
environmental effects than the other alternatives. We valued hearing from you during the plan
drafting process.
The region’s cities, counties, tribes, agencies, and others have come together to address the
region’s most urgent issues through this VISION 2050 planning process. This draft VISION 2050 plan
is a guidepost for how the region will work together to tackle these challenges and make the region
an even better place to live in the years to come. Your input on this draft plan is essential to ensuring
a bright future for the region. We look forward to hearing from you!
Councilmember Ryan Mello Councilmember Hank Margeson
Chair, Growth Management Policy Board Vice-chair, Growth Management Policy Board
Page 176 of 414
Page 177 of 414
Draft VISION 2050
A Plan for the Central Puget Sound Region
Puget Sound Regional Council
July 19, 2019
Page 178 of 414
Puget Sound
Puget Sound is the largest marine estuary
in the United States. It connects the region
to the Pacific Ocean and joins Washington
and British Columbia together as part of the
greater Salish Sea. The Snohomish,
Puyallup, Green, Duwamish, Cedar, and
many other rivers and streams flow through
the central Puget Sound region and define
distinct river basins that encompass cities,
farms, forests, and mountains. It is this
unique and remarkable natural environment
that has drawn people to Puget Sound and
sustained them for thousands of years.
Page 179 of 414
Page 180 of 414
Ancestral Lands of the
Coast Salish
Puget Sound is a part of a larger area that has been the
traditional aboriginal territory of the Coast Salish peoples,
who live around the Salish Sea in what is now Washington
State and the Canadian province of British Columbia. The
Coast Salish Tribes have lived here since time immemorial
and while each tribe is unique, all share in having a deep
historical connection and legacy of respect for the land and
natural resources. These sovereign tribal nations enrich the
region through environmental stewardship, cultural
heritage, and economic development, and collaborate with
local governments to shape the region’s future.
Page 181 of 414
Source: Jenn Squally Photography, Puyallup Tribe
Page 182 of 414
A Dynamic Region
From vibrant urban neighborhoods to charming
small towns, the region is rich with a diversity of
distinct communities that are now home to more
than 4 million people. From timber to
shipbuilding, aviation to tech, the region’s
economy continues to innovate, transform, and
attract people from across the U.S. and world.
Page 183 of 414
The Puget Sound
Regional Council
The region’s local governments come together
at the Puget Sound Regional Council (PSRC) to
make decisions about transportation, growth
management, and economic development.
PSRC serves King, Pierce, Snohomish, and
Kitsap counties, along with cities and towns,
tribal governments, ports, and state and local
transportation agencies within the region.
PSRC is the federally designated Metropolitan
Planning Organization for the region.
Page 184 of 414
Draft VISION 2050 | July 2019
xi
Table of Contents
Introduction and Overview……………………………………………………………………………………….1
A Vision for 2050 ..................................................................................................................... 1
Toward a Sustainable Future .................................................................................................... 2
User Guide .............................................................................................................................. 8
Multicounty Planning Policies .............................................................................................. 11
Regional Collaboration .......................................................................................................... 15
Regional Growth Strategy ...................................................................................................... 23
Environment .......................................................................................................................... 49
Climate Change .................................................................................................................... 59
Development Patterns ........................................................................................................... 69
Housing ................................................................................................................................ 91
Economy ............................................................................................................................ 101
Transportation ..................................................................................................................... 111
Public Services ................................................................................................................... 125
Implementation ............................................................................................................... 133
VISION 2050 Legal Framework ............................................................................................. 139
Online Resources
Reference Materials and Supporting Documents
Glossary
Page 185 of 414
Draft VISION 2050 | July 2019
xii
List of Figures
Figure 1 – Central Puget Sound Region ........................................................................................ xiii
Figure 2 – Historic and Forecast Growth ......................................................................................... 2
Figure 3 – Regional Planning Framework ...................................................................................... 12
Figure 4 – Washington State Planning Framework ......................................................................... 15
Figure 5 – Regional Geographies ................................................................................................. 29
Figure 6 – Population Growth 2017-50, Draft Preferred Alternative ................................................. 30
Figure 7 – Employment Growth 2017-50, Draft Preferred Alternative ............................................... 30
Figure 8 – Metropolitan Cities ...................................................................................................... 31
Figure 9 – Core Cities ................................................................................................................. 32
Figure 10 – High Capacity Transit Communities ............................................................................ 33
Figure 11 – Cities and Towns ....................................................................................................... 35
Figure 12 – Urban Unincorporated Areas ...................................................................................... 36
Figure 13 – Rural Areas ............................................................................................................... 37
Figure 14 – Natural Resource Lands ............................................................................................ 38
Figure 15 – Major Military Installations .......................................................................................... 40
Figure 16 – Tribal Lands .............................................................................................................. 42
Figure 17 – Value of Open Space Services in the Central Puget Sound Region ................................ 50
Figure 18 – Regional Open Space Network Area by Category Including Overlap ............................. 51
Figure 19 – Regional Open Space Network .................................................................................. 52
Figure 20 – Sources of Regional Greenhouse Gas Emissions ......................................................... 59
Figure 21 – Sources of Regional Transportation Greenhouse Gas Emissions .................................. 60
Figure 22 – Opportunity Map ....................................................................................................... 71
Figure 23 – Displacement Risk Map ............................................................................................. 73
Figure 24 – Types of Centers and Transit Station Areas .................................................................. 76
Figure 25 – Regional Growth and Manufacturing/Industrial Centers ................................................ 77
Figure 26 – Regional Growth Centers and High-Capacity Transit Station Areas ............................... 78
Figure 27 – Ownership Housing Stock by Housing Type, Central Puget Sound Region ..................... 93
Figure 28 – Lower Housing Costs Require Greater Public Intervention ............................................ 94
Figure 29 – Central Puget Sound Region Employment and Forecast by Sector .............................. 104
Figure 30 – Share of Commuters, Travel Time Greater Than 1 Hour, 2010-2017 ............................ 111
Figure 31 – Regional Transportation System Map ....................................................................... 114
Page 186 of 414
Draft VISION 2050 | July 2019
xiii
Figure 1 – Central Puget Sound Region
Page 187 of 414
Page 188 of 414
Draft VISION 2050 | July 2019
1
A Vision for 2050
The central Puget Sound region provides an exceptional quality of life and
opportunity for all, connected communities, a spectacular natural environment,
and an innovative, thriving economy.
In 2050…
• Climate. The region’s contribution to climate change has been substantially reduced.
• Community. Distinct, unique communities are supported throughout the region.
• Diversity. The region’s diversity continues to be a strength. People from all backgrounds are
welcome, and displacement due to development pressure is lessened.
• Economy. Economic opportunities are open to everyone, the region competes globally, and
has sustained a high quality of life. Industrial and manufacturing opportunities are maintained.
• Environment. The natural environment is restored, protected, and sustained, preserving and
enhancing natural functions and wildlife habitats.
• Equity. All people can attain the resources and opportunities to improve their quality of life
and enable them to reach their full potential.
• Health. Communities promote physical, social, and mental well-being so that all people can
live healthier and more active lives.
• Housing. A range of housing types ensures that healthy, safe, and affordable housing choices
are available and accessible for all people throughout the region.
• Innovation. The region has a culture of innovation that embraces and responds to change.
• Mobility and Connectivity. A safe, affordable, and efficient transportation system connects
people and goods to where they need to go, promotes economic and environmental vitality,
and supports the Regional Growth Strategy.
• Natural Resources. Natural resources are sustainably managed, supporting the continued
viability of resource-based industries, such as forestry, agriculture, and aquaculture.
• Public Facilities and Services. Public facilities and services support the region’s communities
and plans for growth in a coordinated, efficient, and cost-effective manner.
• Resilience. The region’s communities plan for and are prepared to respond to potential
impacts from natural and man-made hazards.
• Rural Areas. Rural communities and character are strengthened, enhanced, and sustained.
Page 189 of 414
Draft VISION 2050 | July 2019
2
Toward a Sustainable Future
The combined efforts of individuals, governments, service providers, organizations, and the private
sector are needed to achieve the region’s vision and desired outcomes. VISION 2050 is the shared
regional plan for moving toward a sustainable future. It encourages decision-makers to make wise
use of existing resources and planned transit investments while achieving the region’s shared vision.
VISION 2050 sets forth a pathway that strengthens economic, social, and environmental resiliency,
while enhancing the region’s ability to cope with adverse trends such as climate change and unmet
housing needs. As the region experiences more growth, VISION 2050 seeks to provide housing,
mobility options, and services in more sustainable ways. Most importantly, VISION 2050 is a call to
action to meet the needs of a growing population while considering the current needs of residents.
VISION 2050 recognizes that clean air, health, life expectancy, and access to jobs and good
education can vary dramatically by neighborhood. VISION 2050 works to rectify the inequities of the
past, especially for communities of color and people with low incomes.
The region is expected to grow by 1.8 million people by 2050, reaching a total population of 5.8
million. An anticipated 1.2 million more jobs are forecast by 2050. The region’s population in 2050
will be older and more diverse, with smaller households than today. Planning for this much growth is
difficult, and VISION 2050 recognizes that local, state, and federal governments are all challenged to
keep up with the needs of a growing and changing population.
Figure 2 – Historic and Forecast Growth
Page 190 of 414
Draft VISION 2050 | July 2019
3
Over the last decade, sprawl has been curtailed and growth has largely occurred within urban areas,
helping to preserve healthy and productive farms, forests, and rural lands. City and neighborhood
centers are thriving with vibrant new businesses and the addition of thousands of people and jobs.
Former low-density suburbs such as Lynnwood and Bothell are becoming vibrant, walkable urban
communities that are regional destinations. South Lake Union and Paine Field are now internationally
connected employment centers. Downtown Seattle, once a focus just for jobs, is now also a fast-
growing residential neighborhood. Tacoma and Bremerton are revitalizing historic downtowns and
growing. Yet VISION 2050 recognizes that "business as usual" will not be enough. As a result, VISION
2050 is a call for personal and institutional action to address long-term regional challenges, including
racial and social inequality, climate change, housing affordability, and imbalance of jobs and housing
around the region.
Planning for 2050
VISION 2050 provides a framework for how and where development occurs and how the region
supports efforts to manage growth. The Regional Transportation Plan provides a blueprint for
improving and coordinating mobility, providing transportation choices, addressing special needs,
moving the region’s freight, and supporting the region’s economy and environment. The region has
committed to unprecedented levels of investment to support the safe and efficient movement of
people and goods. A centerpiece of the emerging transportation system is an integrated local and
regional high-capacity transit network of light and heavy rail, ferries, and bus rapid transit. PSRC
works to distribute over $260 million annually in federal transportation funding to cities, counties,
tribes, ports, and transit agencies. The Amazing Place regional economic strategy identifies the
leading drivers of the region’s economy and the near-term actions for the region to sustain job
growth and global competitiveness. The region has added 381,000 jobs since 2010. PSRC’s
economic development work is in coordination with the economic development offices for each
county and local economic development efforts. In addition to developing regional plans, PSRC
provides data, forecasts, research, and technical assistance to support local governments.
Washington’s Growth Management Act sets the framework for regional and local planning to achieve
shared goals. Local plans address land use, transportation, and environmental issues, and cities and
counties plan for healthy, vibrant communities. Local investments in infrastructure and public
transportation support new growth occurring in connected regional growth and employment centers,
expanding access to opportunity to more residents throughout the region. Regional and local
economic development plans support continued job growth to sustain a growing population.
VISION 2050 Overview
Within this framework of state, regional, and local efforts, VISION 2050 coordinates actions across
jurisdictional boundaries toward a shared vision for the future. Policies and actions in the plan work
to…
Increase housing choices and affordability
Housing is a top priority among the region’s residents. Despite a strong surge in housing
construction, the region continues to experience a housing affordability crisis that requires
coordinated efforts to expand housing options and create greater affordability. This won’t be easy.
Market pressures and strong employment result in rising prices and rents. The region’s cities need
more housing supply to catch up with demand, but even with more housing options, housing will
remain unaffordable to those earning the lowest incomes. Local governments generally do not build
housing but do play an important role in shaping the type, location and amount of housing available
by establishing zoning, setting density limits, and providing incentives for affordability.
Page 191 of 414
Draft VISION 2050 | July 2019
4
VISION 2050 calls for cities and counties to support the building of more diverse housing types,
especially near transit, services, and jobs, to ensure all residents have the opportunity to live in
thriving urban places. VISION 2050 also calls for more housing affordable to low- and very low-
income households. It recognizes that providing long-term affordable housing for the region’s most
vulnerable residents requires public intervention through funding, collaboration, and jurisdictional
action and cannot be met by market forces alone. PSRC and its partners will develop a
comprehensive regional housing strategy, and PSRC will develop tools and resources to assist cities
and counties with local housing efforts. Local actions will be critical for the region to make progress
in addressing the lack of housing options and affordability.
Provide opportunities for all
VISION 2050 is about the people of the region. However, not all residents have benefited equally
from economic success, and long-time residents have been displaced. Inequitable investments in
infrastructure and economic development have resulted in some strong communities, while others
are severely lacking in access to important building blocks of success.
Historic policies at the local, regional, state, and federal levels have played a role in creating and
maintaining racial inequities. Past restrictions on who was considered a citizen, who could vote, who
could be involved in decision-making, who could own property, and where people could live have
created disparate outcomes across every indicator for success—including health, criminal justice,
education, jobs, housing, and household wealth. While discriminatory laws have been overturned,
aspects of systemic racism persist and perpetuate inequitable outcomes.
Page 192 of 414
Draft VISION 2050 | July 2019
5
VISION 2050 works to address current and past inequities, particularly among communities of color,
people with low incomes, and historically underserved communities. It works to ensure that all
people have access to the resources and opportunities to improve their quality of life. Recognizing
that growth will put pressure on communities, VISION 2050 also seeks to reduce the risks of
displacement of lower-income people and businesses through elevating social and racial equity in
regional planning and encouraging integration of equity in local plans. PSRC will collaborate with its
members and community partners to develop a regional equity strategy to advance this work and
create and maintain tools and resources to better understand how regional and local policies and
actions can address inequities.
Sustain a strong economy
The central Puget Sound is a diverse region. VISION 2050 supports economic opportunities in all
parts of the region, recognizing different strategies are appropriate to the size, scale, and character
of each place. Smaller cities are often important places for commercial, retail, and community
services for adjacent rural areas. Farms and forests provide resource-based jobs and valuable
products for the economy. The region’s metropolitan cities are the economic and cultural hubs of the
four counties. Regional manufacturing/industrial centers provide important global connections and
living-wage jobs for residents.
VISION 2050 calls for economic growth and opportunity that creates widespread prosperity and
living-wage jobs throughout the region. Job creation in all of the region’s communities will result in a
better balance of jobs and housing. VISION 2050 works to increase job growth, especially in
Snohomish, Pierce, and Kitsap counties, to provide greater access to employment. This growth
pattern will ensure that people have the opportunity to work, live, and prosper in each community.
PSRC will implement Amazing Place, the region’s economic strategy, to coordinate economic
development efforts, strengthen the region’s communities, and support the Regional Growth
Strategy.
Significantly reduce greenhouse gas emissions
Climate change is an urgent environmental, economic, and equity threat being addressed at all
levels, from the local to an international scale. The region’s leaders have committed to taking actions
to reduce greenhouse gas emissions and being a model of a more sustainable urban region.
VISION 2050 works to substantially reduce greenhouse gas emissions in support of state, regional
and local emissions reduction goals. VISION 2050 guides development to compact, walkable places,
with greater access to mobility options, where the need for cars is reduced. Significant reductions
can occur through low-carbon fuels and electrifying the region’s vehicle fleet. New technologies can
make transportation more efficient and enable widespread deployment of vehicle charging
infrastructure. Reducing building energy use is supported through conservation, green building, and
retrofitting existing buildings. Carbon is sequestered in the region’s forests, farm soils, wetlands,
estuaries, and urban trees.
PSRC will implement a Four-Part Greenhouse Gas Strategy to reduce greenhouse gas emissions,
conduct an analysis of regional emission reduction strategies, and engage in regional resilience
planning. In addition to reducing the region’s carbon footprint, VISION 2050 calls for climate
resilience and adaptation and reducing impacts to vulnerable populations that are at risk of being
disproportionately impacted by climate change.
Page 193 of 414
Draft VISION 2050 | July 2019
6
Keep the region moving
People want convenient access to the jobs, amenities, schools, and open spaces that make the
region a great place to live. Businesses rely on dependable access to markets, the workforce, and
supply chains. VISION 2050 and the Regional Transportation Plan include a comprehensive regional
transportation system that supports all modes of travel.
By 2050, more than 2 million people will be connected by the high-capacity transit system, and
transit ridership is expected to more than double. The region’s light rail, commuter rail, fast ferry, and
bus rapid transit lines will expand into one of the country’s largest high-capacity transit networks,
with an emphasis on connecting centers. Residents will find it easier to get around using a broader
mix of transportation choices than just driving alone. VISION 2050 prioritizes transportation
investments that support regional growth and manufacturing/ industrial centers and emphasizes
completing regional transportation projects planned through 2040. Beyond that, the region must
identify the next generation of transportation improvements to further support mobility and consider
transformative technologies that will impact transportation patterns and choices.
Restore Puget Sound health
The region has made progress restoring the health of Puget Sound, but significant challenges
remain. Orca and salmon populations are struggling, and some shellfish are too contaminated to eat,
which jeopardizes the environment and jobs. Contaminated stormwater is the biggest threat to Puget
Sound water quality. Excess nutrients, agriculture and lawn runoff, leaky septic tanks, contamination
of aquifers, and low stream flows are other concerns.
VISION 2050 supports the work of the Puget Sound Partnership to promote a coordinated approach
to watershed planning and restoring the health of Puget Sound. Protection of open space and
restoration of existing urban lands through redevelopment and public investment are key strategies
for reducing water pollution and restoring streams, rivers, lakes, and Puget Sound. Replacing
outdated infrastructure through redevelopment and retrofit projects, and building sustainably
through low-impact development, will reduce environmental toxins.
Protect a network of open space
A healthy natural environment is the foundation for the region’s high quality of life and thriving
economy. In 2018, PSRC developed a Regional Open Space Conservation Plan that includes
protection of more than 400,000 acres of the region’s farms, forests, natural areas, and aquatic
systems that are at risk. The plan identifies a need for 300 miles of regional trails to better connect
people to the open space network and for more than 40 new park opportunities to provide equitable,
walkable access to urban open space. Everyone should have access to the natural beauty of the
region.
VISION 2050 directs PSRC to work with members, resource agencies, and tribes to conserve,
restore, and steward the region’s open space and natural environment and implement the Regional
Open Space Conservation Plan. The region will protect natural areas and enhance the tree canopy
through regional, collaborative approaches that leverage local, county, and stakeholder actions. The
Regional Growth Strategy is one of VISION 2050’s most important environmental strategies, guiding
growth to cities and urban areas to reduce development pressures that threaten farms, forests, and
natural areas.
Page 194 of 414
Draft VISION 2050 | July 2019
7
Grow in centers and near transit
VISION 2050 focuses greater amounts of growth within regional growth centers and high-capacity
transit station areas. In all parts of the region, growth in more compact, walkable, transit-served
locations will help reduce environmental impacts, lessen congestion, and improve health outcomes
while creating vibrant, attractive neighborhoods where people can live, work, and play.
The Regional Growth Strategy has an ambitious goal of attracting 65% of population growth to the
region’s growth centers and high-capacity transit station areas, leveraging unprecedented
investments to expand public transit throughout the region. Focusing growth in these areas provides
people with greater mobility options and increases access to jobs, schools, and services. Connecting
people to jobs, services and transit reduces shortens commutes, reduces pollution, and gives people
more time to spend with their families. VISION 2050 requires cities to plan for regional centers, and
PSRC will work with counties and cities as they set local housing and employment targets that
implement the Regional Growth Strategy.
Act collaboratively and support local efforts
The central Puget Sound is one of the fastest growing regions in the country. This rapid rate of
change and the intent to create a better, more welcoming, healthier region makes working
collaboratively imperative. Achieving the aspirations of VISION 2050 cannot be accomplished
through individual efforts alone.
Coordinated planning between cities, counties, agencies, tribes, and military installations is a
foundational part of VISION 2050. The plan recognizes that supporting the vision for the future
requires continued investment in all of the region’s communities and exploration of new funding
sources and other fiscal tools to accomplish the vision.
PSRC will assist cities and counties as they update countywide policies, growth targets, and local
plans. Success will require continued action at the state level, and PSRC will support legislation that
can help develop and implement local and regional plans. PSRC will also monitor the implementation
of VISION 2050 and use targets, performance measures, plan review, and funding to work towards
successful implementation.
Page 195 of 414
Draft VISION 2050 | July 2019
8
User Guide
VISION 2050, the long-range plan for the central Puget Sound region, fulfills requirements under
Washington’s Growth Management Act to develop multicounty planning policies. The policies also
serve as the region’s guidelines and principles required under RCW 47.80. The plan is grounded in
the public’s commitment to environmental sustainability, social equity, and efficient growth
management that maximizes economic strength and mobility. The plan looks ahead to the year 2050,
recognizing the significant growth the region expects. VISION 2050 is comprised of three parts:
1. Introduction and Overview
2. Multicounty Planning Policies
3. Implementation
Introduction and Overview – introduces the reader to the region, the vision for the future, desired
outcomes, and how VISION 2050 establishes a plan to help the region grow in a more sustainable
and socially equitable manner. It serves as both an introduction and a broad summary of VISION
2050.
Multicounty Planning Policies – includes the policies and actions of VISION 2050, as well as the
Regional Growth Strategy.
The Regional Growth Strategy promotes a focused regional growth pattern. It builds on current
growth management plans and recommits the region to directing future development into the urban
growth area, while focusing new housing and jobs in cities and within a limited number of designated
regional growth centers. The roles of different communities in implementing the growth strategy are
described in the Regional Growth Strategy chapter. This section serves as a guide for counties and
cities as they set local growth targets through their countywide processes.
The region’s multicounty planning policies are adopted under the state’s Growth Management Act.
Multicounty planning policies are designed to achieve the Regional Growth Strategy and address
regionwide issues within a collaborative framework. Multicounty planning policies are a regional
commitment intended to be reflected and supported by regional, county, and local plans. The
policies provide direction for more efficient use of public and private investments. Counties and cities
look to multicounty planning policies to inform updates to countywide planning policies and local
comprehensive plan updates. In addition to multicounty planning policies, each policy chapter
contains actions that identify PSRC and local implementation items that contribute to achieving the
regional vision and desired outcomes. PSRC and local jurisdictions are expected to address these
actions through their planning and work programs.
Implementation – describes the programs and processes that implement VISION 2050. In addition to
the topic-specific actions, this section outlines the regional programs, including:
• Data, tools, and local assistance
• Support for and review of local and regional plans
• The Regional Transportation Plan and associated project funding
• The Regional Economic Strategy
Page 196 of 414
Draft VISION 2050 | July 2019
9
PSRC’s plan review process ensures that countywide planning policies, local comprehensive plans,
subarea plans for regional centers, and transit agency plans are consistent with VISION 2050 and the
Growth Management Act. Other regional planning efforts, such as the Regional Transportation Plan
and associated funding, along with Amazing Place, the regional economic strategy, are discussed.
The Implementation chapter also describes the VISION 2050 amendment process and legal
framework. In addition, a glossary and a list of reference materials are available on the VISION 2050
webpage.
Together, these parts of VISION 2050 help guide the region as it experiences significant population
and employment growth. VISION 2050 was developed with input from local officials, interest and
advocacy groups, and residents. VISION 2050 acknowledges that jurisdictions are increasingly
interdependent. Decisions made at a local level regarding land use, transportation, economic
development, and the environment are inextricably linked. VISION 2050 promotes continued regional
collaboration to ensure sustained success for all of the communities within the central Puget Sound
region.
Page 197 of 414
Draft VISION 2050 | July 2019
10
Page 198 of 414
Draft VISION 2050 | July 2019
11
Multicounty Planning Policies
Multicounty planning policies provide a regional framework for addressing land use, economic
development, transportation, public services, and environmental planning and serve three key roles:
implement the Regional Growth Strategy, create a common planning framework for local plans, and
provide the policy structure for other regional plans.
Regional Growth Strategy Implementation and Mitigation
The multicounty planning policies call for concentrating growth within the region's designated urban
growth area and limiting development in natural resource and rural areas. The policies address land
use, housing, urban growth area designations, target setting for population and employment, and
focusing development in centers. Multicounty planning policies also serve as mitigation to offset
potential negative impacts that result from growth in the region.
A Common Planning Framework
Under the Growth Management Act, multicounty planning policies have both practical and
substantive effects on city and county comprehensive plans and provide a mechanism for achieving
consistency among cities and counties on regional planning matters. They also guide a number of
regional processes, including PSRC's local plan and policy review, the evaluation of transportation
projects seeking regionally managed funds, and the development of criteria for PSRC programs and
projects. These and other processes are described in more detail in the Implementation chapter.
The Growth Management Act and Multicounty Planning Policies
The Growth Management Act requires the adoption of multicounty planning policies (MPPs) for the
central Puget Sound region (RCW 36.70A.210 (7)). The Growth Management Hearings Board, which is
responsible for hearing and determining compliance under the Growth Management Act, has stated that
“the MPPs provide for coordination and consistency among the metropolitan counties sharing common
borders and related regional issues as required by RCW 36.70A.100, and, in order to ensure
consistency, the directive policies of the MPPs need to have a binding effect.” (Summit-Waller
Community Association, et al, v Pierce County)
Countywide planning policies complement multicounty policies and provide a more specific level of
detail to guide county and local comprehensive planning in each of the four counties. Both
multicounty and countywide planning policies address selected issues in a consistent manner, while
leaving other issues to local discretion.
Regional Planning Project Guidance
Multicounty planning policies serve as the framework for growth management, economic
development, and transportation projects carried out by PSRC and others. Both the Regional
Transportation Plan and Amazing Place, the regional economic strategy, are guided by the
multicounty planning policies in VISION 2050.
Page 199 of 414
Draft VISION 2050 | July 2019
12
VISION 2050 Policy Structure
The multicounty planning policies are presented in a three-part framework with a goal, policies, and
actions.
Figure 3 – Regional Planning Framework
Goals
Goals speak to the desired outcomes for each of the topics covered in VISION 2050 and set the tone
for the integrated approach and common framework for the regional policies. Each policy chapter
begins with a goal that provides the context for the policies and actions that follow.
Policies
The multicounty planning policies provide overall guidance and direction for planning processes and
decision-making at regional and local levels. Given the strong integration across the various policy
sections in VISION 2050, the full body of multicounty policies is to be considered in decision-making
for various programs, projects, and planning processes. The multicounty policies also serve as
planning guidelines and principles required by state law to provide a common framework for regional
and local planning, particularly in the area of transportation planning and its relationship to land use
(RCW 47.80.026).
Actions
Actions implement the policies and outline responsibilities and tasks for PSRC, local governments,
and other partners. Regional-level actions are primarily the responsibility of PSRC. Local-level
actions are intended for implementation by counties, cities, and towns. Recognizing the different
capacity of various municipalities to work on plan-related provisions, PSRC will make efforts to assist
counties, cities, and towns in addressing these actions.
Page 200 of 414
Draft VISION 2050 | July 2019
13
Page 201 of 414
Draft VISION 2050 | July 2019
14
Source: U.S. Navy (photo by Mass Communication Specialist 3rd Class Oscar Quezada)
Page 202 of 414
Draft VISION 2050 | July 2019
15
Regional Collaboration
Goal: The region plans collaboratively for a healthy environment, thriving communities, and opportunities for all.
Coordinated planning across jurisdictions is a foundation of the Growth Management Act, which
recognizes that cities and counties are interdependent and that systems, whether rivers or roads,
span across and connect communities. VISION 2050 recognizes the necessity and opportunity for
working together to achieve the region’s vision for a connected region with a high quality of life and
opportunities for all.
The multicounty planning policies in this chapter support coordination and collaboration among
cities, counties, tribes, special purpose districts, and other agencies. These policies also address
cross-cutting topics that have implications for other policy chapters, such as coordination with tribal
nations, recognition of the importance of major military installations, and the need to address health
and equity in all of the desired plan outcomes. Lastly, this chapter also provides policy direction for
setting funding priorities and addressing the fiscal needs of the region.
Countywide Coordination
The Growth Management Act establishes broad goals to act as the basis for planning at the local,
countywide, and regional scales. The law requires consistency between multicounty planning
policies (VISION 2050), countywide planning policies, and local comprehensive plans, while
recognizing that specific aspects of implementation often occur through local actions.
Figure 4 – Washington State Planning Framework
Page 203 of 414
Draft VISION 2050 | July 2019
16
Under the Growth Management Act, counties are required to work with their respective cities to
establish growth targets and adopt countywide planning policies. To support the periodic local
comprehensive plan update process, which must next be completed by 2023 or 2024, countywide
planning policies and targets are expected to be updated by 2021.
Equity and Health Disparities
While VISION 2050 envisions that growth and change can benefit all residents of the region, it could
also exacerbate challenges currently facing historically marginalized communities. These
communities include native and indigenous peoples, people of color, immigrants and refugees,
people with low incomes, those with disabilities and health conditions, and people with limited-
English proficiency. Some of these challenges include unmet housing demand and supply, difficulty
in accessing jobs and education, economic and cultural displacement, and inequitable access to
opportunity for some residents. Social inequities like this can often lead to poor health outcomes,
and these historically disadvantaged communities also experience the greatest health disparities,
such as shorter life spans and higher rates of chronic illnesses. Addressing these issues will move
the region closer to where being a member of a historically marginalized community does not impact
or predict where someone lives, how well they do in school, their net worth, or the likelihood they will
be incarcerated.
Equity
All people can attain the resources and opportunities that improve their quality of life and enable them to
reach full potential. Communities of color, historically marginalized communities, and those affected by
poverty are engaged in decision-making processes, planning, and policy-making.
Inequitable life outcomes in the central Puget Sound region cannot be attributed to a single factor.
Past overtly discriminatory government policies, such as redlining, and existing neutral policies that
do not recognize the uneven playing field are some of the factors contributing to present inequities
and health disparities. These factors and others require many solutions, some of which may begin to
be addressed through VISION 2050 or continued work by PSRC and local jurisdictions.
Coordination with Tribal Nations
The central Puget Sound region is within the traditional ancestral lands of the Coast Salish Tribes.
Under treaties signed with the United States in the 1850s, many tribes in the region ceded most of
the state of Washington, but in exchange reserved fishing and hunting rights including off-reservation
rights to fish in all usual and accustomed fishing grounds and the right to hunt and gather on open
and unclaimed lands. Federal courts have interpreted the nature and extent of those retained rights
and have ruled that sovereign tribes, along with the state of Washington, have co-management
responsibility and authority over fish and wildlife resources.
Each tribe has its own government with its own governing charter or constitution and set of general
laws. The federal government currently recognizes nine tribal nations in the region:
• Muckleshoot Indian Tribe
• Nisqually Indian Tribe
• Port Gamble S'Klallam Tribe
• Puyallup Tribe of Indians
Page 204 of 414
Draft VISION 2050 | July 2019
17
• Sauk-Suiattle Indian Tribe
• Snoqualmie Tribe
• Stillaguamish Indian Tribe
• Suquamish Tribe
• Tulalip Tribes
Like all governments, tribes engage in land use planning and economic development to provide jobs,
housing, and services, as well as the infrastructure to support and plan for growth. As sovereign
nations, tribes are not required to plan under the Growth Management Act but recognize the
importance of coordination and cooperation with all governments to deal with the challenges of
population growth and climate change facing the region. With many treaty-protected resources lost
or severely impacted, protecting water quality and restoring the habitat of the Salish Sea is of shared
critical significance and is possible through meaningful consultation with tribes.
Coordination with Military Installations
Military installations are a vital part of the region, home to thousands of personnel and jobs and a
major contributor to the region’s economy. These bases vary in size and character, and include base
services, industrial uses, airfields, ports, and natural lands. They act as large employment centers for
civilians living in nearby jurisdictions and house significant numbers of enlisted personnel.
While military installations are not subject to local, regional, or state plans and regulations, PSRC
recognizes the relationship between regional growth patterns and military installations, and the
importance of military employment and personnel in all aspects of regional planning. Whether
planning for development near military installations or considering transportation projects and
programs to serve and support them, it is crucial to involve military officials in regional and local
planning efforts.
Funding Priorities and Fiscal Challenges
Local jurisdictions, state and county governments, transit agencies, and other service providers are
consistently challenged to find the revenues necessary to maintain and operate services and
facilities and to fund and develop new facilities to serve growth.
Creating and maintaining sufficient infrastructure to support the Regional Growth Strategy is critically
important. This goal is shared by the jurisdictions of the region, who are responsible for
transportation project and program implementation. Many of the actions described by multicounty
planning policies and actions will require significant financial commitments from all levels of
government to provide and maintain services and facilities.
PSRC provides local jurisdictions with access to federal transportation funds from the Federal
Highway Administration and the Federal Transit Administration. Consistent with federal rules for
project funding, PSRC establishes broad funding priorities in VISION 2050 policies. These policies
are implemented through the funding policy framework and merit-based project competitions that
provide about $260 million annually. While a significant investment in transportation infrastructure,
this funding is a small part of the local, state, transit agency, and federal funding that supports
transportation in the region.
Page 205 of 414
Draft VISION 2050 | July 2019
18
The Regional Transportation Plan, adopted in 2018, identifies $200 billion in anticipated
transportation investments through the year 2040. While the region has secured significant
transportation funding in recent years, forecasts identify major disruptions in traditional revenue
streams, including the fuel tax, due to technological advances, electrification, and inflation within the
next 20 years that will require a new approach to funding transportation. Counties and cities are
challenged to maintain existing facilities under current revenues. The Regional Transportation Plan
contains a detailed financial strategy for meeting the region’s transportation funding needs and is
updated every four years as directed by federal regulations.
Source: U.S. Navy (photo by Thiep Van Nguyen II, PSNS & IMF photographer)
Regional Collaboration Policies
MPP-RC-1
Coordinate planning efforts among jurisdictions, agencies, federally recognized tribes, and
adjacent regions, where there are common borders or related regional issues, to facilitate a
common vision.
MPP-RC-2
Improve services and access to opportunity for people of color, people with low incomes, and
historically underserved communities to ensure all people can attain the resources and
opportunities to improve quality of life and address past inequities.
MPP-RC-3
Make improvement of health outcomes across the region a priority when developing and carrying
out regional, countywide, and local plans.
Page 206 of 414
Draft VISION 2050 | July 2019
19
MPP-RC-4
Coordinate with tribes in regional and local planning, recognizing the mutual benefits and
potential for impacts between growth occurring within and outside tribal boundaries.
MPP-RC-5
Consult with military installations in regional and local planning, recognizing the mutual benefits
and potential for impacts between growth occurring within and outside installation boundaries.
MPP-RC-6
Give funding priority – both for transportation infrastructure and for economic development – to
support designated regional growth centers and manufacturing/industrial centers, consistent
with the regional vision. Regional funds are prioritized to regional centers.
MPP-RC-7
Direct subregional funding, especially county-level and local funds, to countywide centers, high-
capacity transit areas with a station area plan, and other local centers. County-level and local
funding are also appropriate to prioritize to regional centers.
MPP-RC-8
Recognize and give regional funding priority to transportation facilities, infrastructure, and
services that explicitly advance the development of housing in designated regional growth
centers. Give additional priority to projects and services that advance affordable housing.
MPP-RC-9
Identify and develop changes to regulatory, pricing, taxing, and expenditure practices, and other
fiscal tools within the region to implement the vision.
MPP-RC-10
Explore new and existing sources of funding for services and infrastructure, recognizing that such
funding is vital if local governments are to achieve the regional vision.
MPP-RC-11
Update countywide planning policies, where necessary, prior to December 31, 2021, to address
the multicounty planning policies in VISION 2050.
MPP-RC-12
Monitor implementation of VISION 2050 to evaluate progress in achieving the Regional Growth
Strategy, as well as the regional collaboration, environment, climate change, development
patterns, housing, economy, transportation, and public services provisions.
Page 207 of 414
Draft VISION 2050 | July 2019
20
Regional Collaboration Actions
Regional Actions
RC-Action-1
Plan Updates: PSRC will support efforts to update countywide planning policies, local
comprehensive plans, and infrastructure and utility plans, including providing updated plan
review and certification guidance.
RC-Action-2
Monitoring Program: PSRC will track the implementation of VISION 2050 through monitoring and
periodic evaluation.
RC-Action-3
Regional Equity Strategy: PSRC, in coordination with member governments and community
stakeholders, will develop a regional equity strategy intended to make equity central to PSRC's
work and to support the 2023/24 local comprehensive plan updates. The strategy could include
components such as:
• Creating and maintaining tools and resources, including data and outreach, to better
understand how regional and local policies and actions affect our region's residents,
specifically as they relate to people of color and people with low incomes.
• Developing strategies and best practices for centering equity in regional and local
planning work, including inclusive community engagement, monitoring, and actions to
achieve equitable development outcomes and mitigate displacement of vulnerable
communities.
• Identifying implementation steps, including how to measure outcomes.
RC-Action-4
Outreach: PSRC will develop an outreach program for VISION 2050 that is designed to
communicate the goals and policies of VISION 2050 to member jurisdictions, regional
stakeholders, and the public. This work program will have the following objectives:
• Build awareness of VISION 2050 among local jurisdictions in advance of the development
of local comprehensive plans.
• Raise awareness of PSRC and the desired outcomes of VISION 2050 to residents across
the region.
• Collaborate with residents who are historically underrepresented in the planning process
to ensure all voices are heard in regional planning.
Page 208 of 414
Draft VISION 2050 | July 2019
21
Regional and Local Actions
RC-Action-5
Funding Sources: PSRC, together with its member jurisdictions, will investigate existing and new
funding sources for infrastructure, services, economic development, natural resource planning,
and open space, to assist local governments with the implementation of VISION 2050. Explore
options to develop incentives and innovative funding mechanisms, particularly in centers and
transit station areas. Provide technical assistance to help local jurisdictions use existing and new
funding sources.
RC-Action-6
Communicate VISION 2050 to State Agencies and the Legislature: PSRC, together with its
member jurisdictions, will relay the goals and objectives of VISION 2050 to state agencies and the
Legislature, in order to promote changes in state law and funding to best advance VISION 2050.
Page 209 of 414
Draft VISION 2050 | July 2019
22
Page 210 of 414
Draft VISION 2050 | July 2019
23
Regional Growth Strategy
Goal: The region accommodates growth in urban areas, focused in designated centers and near transit stations, to create
healthy, equitable, vibrant communities well-served by infrastructure and services. Rural and resource lands continue to be vital
parts of the region that retain important cultural, economic, and rural lifestyle opportunities over the long term.
VISION 2050 is a shared strategy for how and where the central Puget Sound region can grow to a
forecast of 5.8 million people and 3.4 million jobs by the year 2050. The Regional Growth Strategy
considers how the region can distribute the forecasted growth, primarily within the designated urban
growth area, and support development near high-capacity transit in the region. The strategy is a
description of a preferred pattern of urban growth that has been designed to minimize environmental
impacts, support economic prosperity, advance social equity, promote affordable housing choices,
improve mobility, and make efficient use of new and existing infrastructure.
VISION 2050 envisions a future where the region:
• Maintains stable urban growth areas.
• Focuses the great majority of new population and employment within urban growth areas.
• Maintains a variety of community types, densities, and sizes.
• Achieves a better balance of jobs and housing across the region.
• Within urban growth areas, focuses growth in cities.
• Within cities, creates and supports centers to serve as concentrations of jobs, housing,
services, and other activities.
• Builds transit-oriented development around existing and planned infrastructure.
• Uses existing infrastructure and new investments efficiently.
Under the Growth Management Act, counties, in consultation with cities, are responsible for adopting
population and employment growth targets to ensure that each county collectively is
accommodating projected population and employment. These population and employment growth
targets are a key input to local comprehensive plans. Jurisdictions use growth targets to inform
planning for land use, transportation, and capital facilities. The Regional Growth Strategy provides a
regional framework for the countywide growth target process by defining expectations for different
types of places.
A Framework for Growth
The Growth Management Act identifies three distinct landscapes: urban lands, rural lands, and
natural resource lands. The Act makes clear that the long-term sustainability of rural and resource
lands is dependent on accommodating development within the designated urban growth area. The
designation of the urban growth area also helps channel investments in infrastructure within already
built-up areas—especially cities.
Page 211 of 414
Draft VISION 2050 | July 2019
24
How and where growth happens within the urban growth area has differing impacts on regional
mobility, environmental outcomes, and community development. In response to the central
challenge of climate change and reducing greenhouse gas emissions, VISION 2050 builds on the
state Growth Management Act framework and the regional emphasis of focusing growth into centers
and near high-capacity transit options to create more sustainable communities and reduce
emissions. Compared to past trends, the strategy encourages more population and employment
growth in the largest and most transit-served communities in the region. Environmental review for
VISION 2050 showed that, compared with a range of alternatives, this growth pattern would have
significant benefits for mobility, air quality, environmental stewardship, and healthy communities.
The region’s varied rural areas offer a diverse set of natural amenities. Common features include
small-scale farms, wooded areas, lakes and streams, and open spaces. Technically, rural lands are
those areas that are not designated for urban growth, agriculture, forest, or mineral resources. Rural
development can consist of a variety of uses and residential patterns that preserve rural character.
The strategy encourages lower rates of growth in rural areas and in outlying communities to preserve
rural landscapes and reduce long car trips.
Most of the region’s total land area is designated as natural resource lands, state lands, or federal
lands. These areas include agricultural lands that have long-term significance for the commercial
production of food or other agricultural products, forest lands that have long-term significance for
the commercial production of timber, and mineral lands that have long-term significance for the
extraction of minerals. The vast majority of this land falls under the forest lands designation, and
much of this is protected under federal, state, and local regulations.
Both Major Military Installations and Tribal Lands are recognized in the Regional Growth Strategy
because of their unique importance to the region. However, neither type of place is allocated
forecasted growth in the strategy because both plan outside of the Growth Management Act. Military
installations are governed by the federal government and tribal lands are sovereign Native American
nations.
Urban Growth Area
Counties must work with their cities to designate an urban growth area as the primary location for
growth and future development. All four counties in the region designated an urban growth area in
the mid-1990s. Subsequently, only relatively minor adjustments to the urban growth area have been
made. The Regional Growth Strategy was developed with the assumption that, with good planning
and efficient land use, existing urban growth area designations can accommodate the population
and employment growth expected by 2050. VISION 2050 calls for a stable and sustainable urban
growth area into the future, thus any adjustments to the urban growth area in the coming decades
should continue to be minor. When adjustments to the urban growth area are considered, it will be
important to avoid encroaching on important habitat and natural resource areas. The Growth
Management Act, countywide planning policies, and county comprehensive plans include
requirements and procedures to amend the urban growth area.
Page 212 of 414
Draft VISION 2050 | July 2019
25
Focusing Growth Near Transit and in Centers
Regional Centers
The emphasis on the development of centers throughout the region is at the heart of VISION 2050’s
approach to growth management. Regional growth centers are locations characterized by compact,
pedestrian-oriented development, with a mix of office, commercial, civic, entertainment, and
residential uses. Regional growth centers are envisioned as major focal points of higher-density
population and employment, served with efficient multimodal transportation infrastructure and
services. The Regional Centers Framework establishes two types of regional growth centers—metro
growth centers and urban growth centers—and sets criteria and growth expectations for them.
Metro growth centers are the densest and most connected places in the region and are expected to
accommodate higher levels of growth.
Mixed-use centers of different sizes and scales—including large designated regional growth centers,
countywide centers, local downtowns, and other local centers—are envisioned for all of the region's
cities. Concentrating growth in mixed-use centers of different scales allows cities and other urban
service providers to maximize the use of existing infrastructure, make more efficient and less costly
investments in new infrastructure, and minimize the environmental impacts of urban growth.
The region also contains manufacturing/industrial centers. These are existing employment areas
with intensive, concentrated manufacturing and industrial land uses that cannot be easily mixed with
other activities. Manufacturing/industrial centers are intended to continue to accommodate a
significant amount of regional employment. The Regional Centers Framework establishes two types
of regional manufacturing/industrial centers—industrial employment centers and industrial growth
centers—and establishes different criteria and growth expectations for these centers. Unlike regional
growth centers, these areas are not appropriate for residential growth.
Page 213 of 414
Draft VISION 2050 | July 2019
26
Access to High-Capacity Transit
The central Puget Sound region is investing heavily in its high-capacity transit system, greatly
expanding light rail, bus rapid transit, and passenger ferry service. Since the initial Regional Growth
Strategy in VISION 2040 was adopted, the region’s voters approved two major Sound Transit ballot
measures, and other transit agencies have significantly expanded planning for high-capacity transit.
VISION 2050 incorporates a renewed focus on locating growth near current and future high-capacity
transit facilities. Rail, ferry, and bus rapid transit station areas are ideal for increased density, new
residences, and businesses—referred to as transit-oriented development. Allowing for greater
employment and population growth within walking distance to high-capacity transit promotes the use
of the region’s transit systems and reduces the number of trips that require a personal vehicle.
VISION 2050 includes a goal for 65% of the region’s population growth and 75% of the region’s
employment growth to be located in regional growth centers and within walking distance of high-
capacity transit.
Housing, Displacement, and Jobs-Housing Balance
Planning for a balanced distribution of affordable housing choices and jobs is critical to the success
of the Regional Growth Strategy. Skyrocketing housing prices have displaced residents, particularly
in major cities and near job centers. The displacement risk mapping discussed in the Development
Patterns section identifies areas most at risk of economic and physical displacement. VISION 2050
calls for jurisdictions to understand and to mitigate displacement for both people and businesses to
the extent feasible. Collectively, cities and counties must provide for a wider variety of housing types
and densities to ensure the region can accommodate new growth while minimizing displacement of
existing residents.
Uneven economic prosperity has also contributed to long commutes and the need for auto trips to
retail and services. The Regional Growth Strategy encourages shifting expected employment growth
from King County to Kitsap, Pierce, and Snohomish counties. Jobs-housing balance compares the
relative amount of housing and employment in an area, with an aim toward reducing long commute
trips. Across the region, the strategy generally plans for improved jobs-housing balance compared
to today. Access to good paying jobs outside of King County is important for regional mobility,
environmental outcomes, and community development.
Distributing Growth Using Regional Geographies
The Regional Growth Strategy is a cornerstone of VISION 2050, providing specific numeric shares to
achieve a development pattern with fewer environmental impacts and a more compact urban form.
VISION 2050 provides a framework for the distribution of growth to regional geographies.
Geographies are defined by the idea that different types of cities and unincorporated areas will play
distinct roles in the region’s future based on regional centers, access to high-capacity transit, and
future planning.
High-capacity transit includes existing or planned light rail, commuter rail, ferry, streetcar, and bus rapid
transit.
Cities, towns, and neighborhoods of various sizes and character will continue to offer a wide choice
of living options. The region’s centers framework fits within the regional geographies framework, with
centers of different sizes and scales envisioned for all cities.
Page 214 of 414
Draft VISION 2050 | July 2019
27
In the Regional Growth Strategy, the region’s landscape has been divided into nine types of
geographies based on their size, function, and access to high-capacity transit:
• Metropolitan Cities (5 cities) and Core Cities (16 cities, including unincorporated Silverdale)
include cities that have designated regional growth centers. Most are also connected to the
region’s high-capacity transit system. These two groups of cities are and will be the most
intensely urban places in the region.
• High Capacity Transit Communities (32 cities and unincorporated communities) are cities and
unincorporated areas that are connected to regional high-capacity transit system. These
urban unincorporated areas are also planned for annexation or incorporation.
• Cities and Towns (42 cities) are cities and towns with smaller downtown and local centers,
which may be served by local transit.
• Urban Unincorporated Areas capture a wide variety of urban lands, both lightly and heavily
developed. These areas may be served by local transit but are not yet planned for annexation
or incorporation and/or high-capacity transit.
• Rural Areas and Natural Resources Lands describe the different types of unincorporated
areas outside the urban growth area and include very low-density housing, working
landscapes, and open space.
• Major Military Installations serve as hubs for both military and civilian employment and
population.
• Tribal Lands are sovereign lands that serve as home to the region’s native peoples and
culture.
These regional geographies provide a flexible framework to distribute the region’s forecast growth to
groups of places and allow for greater specificity than simply relying on county boundaries.
(However, in some instances, an individual jurisdiction may stand alone within a regional geography
category.) This framework provides clearer regional expectations about the roles of different types of
cities and unincorporated areas in accommodating regional growth.
The Regional Growth Strategy by the Numbers
The Regional Growth Strategy is comprised of two parts. First is a growth concept that builds on the
foundation provided in the Growth Management Act, emphasizing the role of the urban growth area,
regional growth centers, and areas with access to high-capacity transit in accommodating future
population and employment. The second part—the numeric growth allocations by regional
geographies—contains specific shares to distribute forecast growth. The regional geographies
framework calls for focusing growth into different categories of cities and urban unincorporated
areas and recognizes the roles of the region’s counties in accommodating population and
employment growth.
The Regional Growth Strategy is intended to coordinate growth among the region’s cities and towns
as they periodically update local housing and employment growth targets and amend their local
comprehensive plans. Countywide growth targets are based on population forecasts developed by
the state Office of Financial Management and regional employment forecasts from PSRC.
The Regional Growth Strategy calls for different regional geographies to accommodate different
shares of population and employment growth—within the region as a whole, as well as within each
county. While relative amounts may differ somewhat between counties, the roles of regional
geographies within each county are consistent for the region as a whole. Within each county, the
relative distribution of growth to individual cities and unincorporated places will be determined
through countywide target-setting, taking into account local circumstances.
Page 215 of 414
Draft VISION 2050 | July 2019
28
The primary emphasis of the Regional Growth Strategy is on the shares of growth among regional
geographies. The Regional Growth Strategy was developed using the PSRC macroeconomic
forecasts for the year 2050 and Office of Financial Management assumptions about the relative
shares of growth to each county. These numbers will change marginally in future rounds of regional
forecasts, so, when looking at the numbers in the tables that follow, the percentages of regional and
county growth may be more useful for local planning than the specific numbers contained in the
forecasts.
Page 216 of 414
Draft VISION 2050 | July 2019
29
Figure 5 – Regional Geographies
Page 217 of 414
Draft VISION 2050 | July 2019
30
Figure 6 – Population Growth 2017-50, Draft Preferred Alternative
1 Growth from 2017-50. Ranges provided for Pierce County - additional countywide discussion needed to finalize allocations
Figure 7 – Employment Growth 2017-50, Draft Preferred Alternative
Page 218 of 414
Draft VISION 2050 | July 2019
31
Metropolitan Cities
Each of the four counties in the region contains at least one central city that has convenient access to
high-capacity transit and serves as a civic, cultural, and economic hub. At least one regional growth
center has been designated within each of these Metropolitan Cities to serve as a focal point for
accommodating both population and employment growth.
The Regional Growth Strategy calls for the five Metropolitan Cities to accommodate at least 36% of
regional population growth and 44% of regional employment growth by the year 2050. It would be
consistent with the spirit of the Regional Growth Strategy for the region’s Metropolitan Cities to
accommodate an even larger share of forecast regional growth in the countywide growth targets,
while aiming for a better balance of jobs and housing. Within Metropolitan Cities, jurisdictions should
encourage growth near high-capacity transit and within regional growth centers to achieve regional
growth goals.
Figure 8 – Metropolitan Cities
Metropolitan Cities (5 cities, 230 square miles): Bellevue, Bremerton & Bremerton Urban Growth
Area (UGA), Everett, Seattle, and Tacoma
Metropolitan Cities in King and Pierce counties are expected to accommodate larger shares of their
respective counties’ growth than those in Kitsap and Snohomish counties.
City of Tacoma
Page 219 of 414
Draft VISION 2050 | July 2019
32
Core Cities
The region contains other major cities called Core Cities with designated regional growth centers
intended to accommodate a significant share of future growth. These 16 cities (including the
unincorporated community of Silverdale) contain key hubs for the region’s long-range multimodal
transportation system and are major civic, cultural, and employment centers within their counties.
The Regional Growth Strategy envisions a major role for these cities in accommodating growth while
providing a significant share of the region’s housing.
The Regional Growth Strategy calls for the 16 Core Cities to accommodate 28-29% of the region’s
population growth and 35% of its employment growth by the year 2050. Within Core Cities,
jurisdictions should encourage growth near high-capacity transit stations and within regional growth
centers to achieve regional growth goals.
Figure 9 – Core Cities
Core Cities (16 cities including Silverdale, 255 square miles): Auburn, Bothell, Burien, Federal Way,
Issaquah, Kent, Kirkland, Lakewood, Lynnwood, Puyallup, Redmond, Renton, SeaTac, Silverdale,
Tukwila, and University Place
King County’s Core Cities are expected to accommodate a much larger share of King County’s
growth than Core Cities in Kitsap, Pierce and Snohomish counties.
City of Redmond
Page 220 of 414
Draft VISION 2050 | July 2019
33
High Capacity Transit Communities
High Capacity Transit Communities include cities connected to existing or planned light rail,
commuter rail, ferry, streetcar, and bus rapid transit facilities. High Capacity Transit Communities
also includes urban unincorporated areas planned for annexation or incorporation and with existing
or planned access to high-capacity transit. As the region’s transit system grows, these 32
communities play an increasingly important role as hubs for employment and population growth.
Targeting growth within these transit-rich communities helps to support mobility and reduces the
number and length of vehicle trips.
The Regional Growth Strategy calls for the 32 High Capacity Transit Communities to accommodate
21% of the region’s population growth and 13% of its employment growth by the year 2050.
Figure 10 – High Capacity Transit Communities
City of Sumner
High Capacity Transit Communities (32 total, 246 square miles): Arlington, Bainbridge Island, Bothell
Municipal Urban Growth Area (MUGA), Des Moines, DuPont, Edmonds, Edmonds MUGA, Everett
MUGA, Federal Way Potential Annexation Area (PAA), Fife, Fircrest, Kenmore, Kingston, Lake Forest
Park, Larch Way Overlap, Lynnwood MUGA, Marysville, Mercer Island, Mill Creek, Mill Creek MUGA,
Mountlake Terrace, Mukilteo, Mukilteo MUGA, Newcastle, North Highline (Seattle PAA), Renton
PAA, Port Orchard & Port Orchard UGA, Poulsbo & Poulsbo UGA, Shoreline, Sumner, Tacoma PAA,
and Woodinville
High Capacity Transit Communities in Kitsap and Snohomish counties are expected to
accommodate a much larger share of their county growth than High Capacity Transit Communities in
King and Pierce counties.
Page 221 of 414
Draft VISION 2050 | July 2019
34
Cities and Towns
Cities and Towns include a diverse array of jurisdictions, including places near major cities, small
residential towns, and free-standing cities and towns surrounded by rural and resource lands. Cities
and Towns provide important housing, jobs, commerce, and services in their downtowns and local
centers. The region’s 42 Cities and Towns are expected to accommodate relatively less growth than
historical trends and remain relatively stable for the long term. Many Cities and Towns are served by
local transit options, but these jurisdictions are not connected to the regi onal high-capacity transit
system. Some may not be served by scheduled fixed-route transit or be within a transit service
district. Their locally-designated city or town centers provide local job, service, cultural, and housing
areas for their communities. These local centers should be identified in local comprehensive plans
and become priority areas for future investments and growth at the local level.
Cities inside the contiguous urban growth area will likely receive a larger share of growth due to their
proximity to the region’s large cities, existing and planned transportation systems, and other
supporting infrastructure. Small residential towns have limited potential for accommodating growth
and are likely to receive a lesser share of cities and towns growth.
Free-standing cities and towns are separated from the contiguous urban growth area and should
serve as hubs for relatively higher-density housing choices and as job and service centers for
surrounding rural areas. These cities should be the focal points of rural-based industries and
commerce and the location of schools and other institutions serving rural populations. Due to their
physical isolation from the rest of the designated urban growth area, they will likely receive a lesser
overall share of growth and are not expected to grow as much as cities and towns in the contiguous
urban growth area.
The Regional Growth Strategy calls for 42 Cities and Towns to accommodate 6% of the region’s
population growth and 4% of its employment growth by the year 2050.
Page 222 of 414
Draft VISION 2050 | July 2019
35
Figure 11 – Cities and Towns
City of Snohomish
Cities and Towns (42 cities, 140 square miles): Algona, Beaux Arts, Black Diamond, Bonney Lake,
Brier, Buckley, Carbonado, Carnation, Clyde Hill, Covington, Darrington, Duvall, Eatonville,
Edgewood, Enumclaw, Gig Harbor, Gold Bar, Granite Falls, Hunts Point, Index, Lake Stevens, Maple
Valley, Medina, Milton, Monroe, Normandy Park, North Bend, Orting, Pacific, Roy, Ruston,
Sammamish, Skykomish, Snohomish, Snoqualmie, South Prairie, Stanwood, Steilacoom, Sultan,
Wilkeson, Woodway, and Yarrow Point
Cities and Towns are located throughout the region and represent over half of the region’s
incorporated jurisdictions. Cities and Towns in Snohomish and Pierce counties are expected to
accommodate a relatively higher share of their countywide growth compared to King and Kitsap
counties.
Page 223 of 414
Draft VISION 2050 | July 2019
36
Urban Unincorporated Areas
Urban Unincorporated Areas are areas within the urban growth area and governed by the county.
Urban Unincorporated Areas are quite diverse, with both lightly developed outlying areas and
neighborhoods that are much more urban and indistinguishable from surrounding incorporated
jurisdictions. Urban Unincorporated Areas may be served by local transit but are either not yet
planned for annexation or incorporation and/or not yet planned for high-capacity transit. Urban
unincorporated areas that are planned for annexation and served by high-capacity transit are
categorized in the High Capacity Transit Communities regional geography.
County buildable lands analyses suggest that urban unincorporated areas have the potential to
accommodate significant growth for the long term, and that there will be little need to expand the
designated urban growth area or development capacity. The process for adjusting the urban growth
area is provided in the Growth Management Act.
VISION 2050 envisions that over time the unincorporated area inside the urban growth area will be
fully annexed to or incorporated as cities. Careful planning and phased development of the
unincorporated portions of the urban growth area are vital to ensure that these areas assume
appropriate urban densities and an urban form that supports the efficient provision of future transit
and urban services and facilitates annexation or incorporation. Planning and permitting that is well-
coordinated between the counties and adjacent cities will be key to managing the growth of these
areas.
The Regional Growth Strategy calls for the Unincorporated Urban Growth Area to accommodate 4-
5% of the region's population growth and 2% of the employment growth by the year 2050.
Figure 12 – Urban Unincorporated Areas
Pierce County
Urban Unincorporated Areas (134 square miles) All four counties have designated urban
unincorporated areas, many of which are affiliated for annexation with incorporated cities and towns.
The unincorporated urban growth areas in Pierce and Kitsap counties have the highest share of
anticipated county population and employment growth, followed by King and Snohomish counties.
Page 224 of 414
Draft VISION 2050 | July 2019
37
Rural Areas and Natural Resource Lands
In addition to its focus on urban areas, the Regional Growth Strategy follows Growth Management
Act guidance in supporting the long-term use of rural and designated natural resource lands for
farming and forestry, recreation, cottage industries, mining, and limited low-density housing
supported by rural levels of service. Incorporated cities and towns that are surrounded by or adjacent
to rural and resource areas should provide the majority of services and jobs for rural residents, as
well as more concentrated and varied housing options. The Regional Growth Strategy includes
shares of residential growth in rural areas. It encourages use of tools to reduce the amount of
development in rural and resource lands, such as transfer of development rights into urban areas,
and seeks to ensure that proposed levels of development are consistent with the character of rural
and resource areas.
Rural Areas
Rural Areas are expected to retain important cultural, economic, and rural lifestyle opportunities in
the region over the long term. They are not intended to be served with urban services or
accommodate a significant amount of residential or employment growth. VISION 2050 calls for
reduced rural population growth rates in all counties. Counties are encouraged to plan for even lower
growth—where possible—than contained in the Regional Growth Strategy.
Figure 13 – Rural Areas
Vashon Island
Rural Areas (1,494 square miles): All four counties have designated rural areas, which represents
24% of the region’s land area.
Page 225 of 414
Draft VISION 2050 | July 2019
38
Natural Resource Lands
Lands designated as agriculture, forest, and mineral areas are grouped together as Natural
Resource Lands. Resource lands will be permanently protected from incompatible residential and
employment growth to safeguard them as important economic, cultural, and environmental assets,
and to protect the long-term viability of resource-based industries. Even small amounts of residential
growth in these areas can seriously interfere with productive natural resource harvest and
processing. Fragmentation of large, contiguous acreages through subdivision is also of particular
concern. These areas will not accommodate significant future growth, and the Regional Growth
Strategy does not distribute population or employment to them. This regional geography includes
federal and state protected lands, which, in some cases, may not be formally designated as resource
lands by counties under the Growth Management Act.
Figure 14 – Natural Resource Lands
Snohomish County
Natural Resource Lands (3,829 square miles): Natural resource lands, representing 61% of the
region’s land area.
Page 226 of 414
Draft VISION 2050 | July 2019
39
Other Planning Areas
While local governments plan under the Growth Management Act and establish countywide growth
targets, there are other areas in the region that are not subject to the state and regional planning
framework. Military installations are home to enlisted personnel and civilian jobs but are subject to
federal planning requirements. Tribal lands are managed by sovereign tribal nations and are home to
many people and jobs. These areas plan differently than local governments, but VISION 2050
recognizes their important roles in the region and their influence on regional growth patterns.
Military Installations
Military installations play an important role in the central Puget Sound region's economy. Washington
state has one of the highest concentrations of military personnel claiming residence, with the
majority of personnel located at installations in the central Puget Sound region. Nine installations of
various sizes are located in the region. Military employment greatly benefits the region’s economy
and generates billions of dollars in economic impact.
Military bases vary greatly in size, population density and character and often integrate industrial
uses, commercial and service uses, and residential development. Installations are not required to
plan under the Growth Management Act, and the Regional Growth Strategy does not allocate
forecasted regional growth to these areas. However, installations serve as hubs for both employment
and population, and it is important to work together on growth planning in and around bases.
Major Military Installations are defined by PSRC as installations with more than 5,000 enlisted and
service personnel. This regional geography is designed to promote coordination between the military
installation, countywide planning efforts, and neighboring jurisdictions to plan for growth, address
regional impacts and enhance multimodal transportation options. Per the Regional Centers
Framework, regional expectations for Major Military Installations include:
• Ongoing coordination between the military installation, countywide planning forum, and
neighboring jurisdictions regarding planned growth, regional impacts, and implementation of
multimodal transportation options.
• Support for multimodal commute planning and mode split goals for the installation.
• Completed Joint Land Use Study or similar coordinated planning effort.
Naval Base Kitsap
Page 227 of 414
Draft VISION 2050 | July 2019
40
Figure 15 – Major Military Installations
Naval Base Kitsap
Major Military Installations (4 installations, 122 square miles): Joint Base Lewis-McChord, Naval
Base Kitsap-Bangor, Naval Base Kitsap-Bremerton, and Naval Station Everett
There are five smaller installations in the region: Naval Base Kitsap Keyport, Seattle Coast Guard
Station, Naval Base Kitsap Jackson Park, Camp Murray, and Naval Base Everett – Smokey Point
Support Complex.
Page 228 of 414
Draft VISION 2050 | July 2019
41
Tribal Lands
The central Puget Sound region is home to nine sovereign nations recognized by the United States
government: the Muckleshoot Indian Tribe, the Port Gamble S'klallam Tribe, the Puyallup Tribe of
Indians, the Sauk-Suiattle Tribe, the Snoqualmie Tribe, the Stillaguamish Tribe, the Suquamish Tribe,
the Tulalip Tribes, and the Nisqually Tribe.
PSRC acknowledges the importance of the Coast Salish peoples and lands to the region. Tribal lands
have immense value as the home of the region’s native cultures and traditions. Some tribal lands
have also emerged as significant concentrations of jobs, schools, cultural centers, and other
activities. Quil Ceda Village, for example, is one of only two federal municipalities in the country, and
the Tulalip Tribes is one of the largest employers in Snohomish County.
Characteristics of tribal lands vary widely across the region. Tribal lands can include very large areas,
with population and employment activity varying from dispersed to dense. While some are rural or
forested, others have concentrated residential and employment uses. Tribal land use can be
complex, as tribal governments own land outside of reservations, and some reservation land is under
fee-simple private ownership and covered under other regional geographies.
As sovereign nations, each tribe has its own government, constitution or charter, laws and planning
processes and are not subject to state planning requirements or the Growth Management Act.
Because of this, the Regional Growth Strategy does not include population and employment growth
allocations for these sovereign lands. Tribes engage in comprehensive planning similar to other
jurisdictions with regular updates addressing elements such as land use, transportation, housing,
and utilities. Many tribes have adopted a “seven generation” concept of planning to evaluate whether
decisions will benefit generations far into the future. Tribes help to shape regional policy by
participating as members of PSRC.
Quil Ceda Village
Page 229 of 414
Draft VISION 2050 | July 2019
42
Figure 16 – Tribal Lands
Quil Ceda Village
Tribal Lands (9 reservations, 93 square miles): Muckleshoot Indian Reservation, Nisqually Indian
Reservation, Port Gamble Indian Reservation, Port Madison Reservation (Suquamish Tribe),
Puyallup Indian Reservation, Sauk-Suiattle Indian Reservation, Snoqualmie Indian Reservation,
Stillaguamish Indian Reservation, Tulalip Indian Reservation
Page 230 of 414
Draft VISION 2050 | July 2019
43
Guidance for Aligning Growth Targets
Counties and cities work together to establish growth targets for each jurisdiction to accommodate
projected growth. These targets set by countywide planning bodies support implementation of the
Regional Growth Strategy and VISION 2050 objectives of housing production, better jobs-housing
balance, and greater growth near the region’s transit investments. Counties and their cities will
define new countywide growth targets prior to the next cycle of local comprehensive plan updates.
This section addresses principles to guide regional review of countywide growth target allocations
and comprehensive plan certification.
• PSRC will provide updated guidance and technical assistance to counties and cities as they
develop countywide growth targets and prepare comprehensive plan updates. Guidance will
address housing, regional centers, goals for transit-oriented development, support for jobs-
housing balance, and other aspects of VISION 2050.
• PSRC will review countywide adoption of growth targets with recognition of good faith efforts
to be consistent with the Regional Growth Strategy and VISION 2050 over the long-term.
Targets should demonstrate how cities and counties are working towards the outcomes and
objectives of the Regional Growth Strategy. In some cases, countywide growth targets may
not fully align with the precise shares in the Regional Growth Strategy. For example, there are
jurisdictions where high-capacity transit is planned to be built and operational late in the
planning period, and higher growth rates may not occur until the last decades of this plan.
• Comprehensive plans for cities and counties are expected to include their adopted
countywide growth targets. The Growth Management Act requires counties and cities to, at a
minimum, accommodate 20-year projected growth targets.
• PSRC review and certification of local plans is based on actions and measures to implement
VISION 2050 and work towards the Regional Growth Strategy, and not simply on whether
local planning assumptions match targets. In developing comprehensive plan updates,
jurisdictions will be asked to explain how the plan supports VISION 2050 and works to meet
the Regional Growth Strategy over the long term.
• In its review of comprehensive plans for certification, PSRC reviews consistency of the plan
with adopted countywide growth targets. As VISION 2050 is implemented, PSRC will update
the Plan Review Manual to provide additional guidance on planning for growth targets prior to
comprehensive plan updates.
• If adjustments to countywide growth targets are needed, they should be coordinated through
the countywide process.
Regional Growth Strategy Adjustments to Support Targets
Cities and unincorporated areas are grouped into their respective regional geographies based on
designated regional centers, planning for annexation and incorporation, and existing and planned
high-capacity transit. PSRC recognizes that some of these qualities may change based on future
planning. To reflect these changes, PSRC's Executive Board may make a technical amendment to
the Regional Growth Strategy to potentially reclassify cities and unincorporated areas. Technical
amendments are limited to those updates needed to support establishing Growth Management Act
population and employment targets; other amendments to the Regional Growth Strategy are subject
to approval by the General Assembly.
Page 231 of 414
Draft VISION 2050 | July 2019
44
Regional Growth Strategy Policies
MPP-RGS-1
Implement the Regional Growth Strategy through regional policies and programs, countywide
planning policies and growth targets, and local plans.
MPP-RGS-2
Use consistent countywide targeting processes for allocating population and employment growth
consistent with the regional vision, including establishing: (a) local employment targets, (b) local
housing targets based on population projections, and (c) local growth targets for each
designated regional growth center and manufacturing/industrial center.
MPP-RGS-3
Provide flexibility in establishing and modifying countywide growth targets, provided growth
targets support the Regional Growth Strategy.
MPP-RGS-4
Accommodate the region's growth first and foremost in the urban growth area. Ensure that
development in rural areas is consistent with the regional vision.
MPP-RGS-5
Ensure long-term stability and sustainability of the urban growth area consistent with the regional
vision.
MPP-RGS-6
Encourage efficient use of urban land by optimizing the development potential of existing urban
lands and increasing density in the urban growth area in locations consistent with the Regional
Growth Strategy.
MPP-RGS-7
Attract 65% of the region’s residential and 75% of the region’s employment growth to high-
capacity transit station areas to realize the multiple public benefits of compact growth around
high-capacity transit investments. As jurisdictions plan for growth targets, focus development
near high-capacity transit to achieve the regional goal.
MPP-RGS-8
Focus a significant share of population and employment growth in designated regional growth
centers.
MPP-RGS-9
Focus a significant share of employment growth in designated regional manufacturing/industrial
centers.
Page 232 of 414
Draft VISION 2050 | July 2019
45
MPP-RGS-10
Encourage growth in designated countywide centers.
MPP-RGS-11
Avoid increasing development capacity inconsistent with the Regional Growth Strategy in regional
geographies not served by high-capacity transit.
MPP-RGS-12
Plan for commercial, retail, and community services that serve rural residents to locate in
neighboring cities and existing activity areas to avoid the conversion of rural land into commercial
uses.
MPP-RGS-13
Manage and reduce rural growth rates over time, consistent with the Regional Growth Strategy,
to maintain rural landscapes and lifestyles and protect resource lands and the environment.
Regional Growth Strategy Actions
Regional Actions
RGS-Action-1
Urban Growth Area: PSRC will report on urban growth area changes, annexation activity, and
countywide coordination practices in each county.
RGS-Action-2
Track and Evaluate Growth: PSRC will study, track, and evaluate growth and development
occurring in the central Puget Sound region and in high-capacity transit station areas in terms of
meeting the goals and objectives of the Regional Growth Strategy.
RGS-Action-3
Growth Targets: PSRC, together with its member jurisdictions, will provide guidance and
participate with countywide processes that set or modify local housing and employment targets.
PSRC will also provide guidance on growth targets for designated regional centers and improving
jobs-housing balance, and coordinate with member jurisdictions regarding buildable lands
reporting.
Page 233 of 414
Draft VISION 2050 | July 2019
46
Local Action
RGS-Action-4
Regional Growth Strategy: As counties and cities update their comprehensive plans in 2023/24 to
accommodate growth targets and implement the Regional Growth Strategy, support a full range
of strategies, including zoning and development standards, incentives, infrastructure
investments, housing tools, and economic development, to achieve a development pattern that
aligns with VISION 2050.
Page 234 of 414
Draft VISION 2050 | July 2019
47
Page 235 of 414
Draft VISION 2050 | July 2019
48
Page 236 of 414
Draft VISION 2050 | July 2019
49
Environment
Goal: The region cares for the natural environment by protecting and restoring natural systems, conserving habitat, improving
water quality, and reducing air pollutants. The health of all residents and the economy is connected to the health of the
environment. Planning at all levels considers the impacts of land use, development, and transportation on the ecosystem.
The natural environment is the foundation for the region’s high quality of life and thriving economy. It
provides critical services and goods such as clean water and air, flood protection, building materials,
food, recreation, and health benefits. The region’s quality of life and environment are considered top
assets for retaining and recruiting a talented and skilled workforce.
Recognizing the importance of a healthy natural environment, the region is making significant
investments to protect and restore habitat and ecological systems. Cities and tribes are restoring
shorelines. Counties are providing long-term protection for farm and forest land. Property owners
are installing green infrastructure to clean stormwater runoff. These environmental investments are
the result of collaboration between many partners from the public, private, and nonprofit sectors.
However, impacts from current and legacy systems still exist. Habitat is still being lost from
conversion of forests, and stormwater from transportation and land use still pollutes the region’s
water. As a result, threatened and endangered species such as salmon and orca, indicators of the
health of Puget Sound, continue to decline. Public health in some areas in the region is impacted by
environmental conditions such as proximity to major roadways and lack of access to open space and
healthy food. In all areas of planning, racial and social equity must be addressed to ensure healthy
places and outcomes for all.
Many federal, state, and local government regulations protect the environment. The Growth
Management Act requires that resource lands and critical areas be designated and protected by
local governments using best available science (RCW 36.70A.170). Local governments regulate
stormwater through compliance with permits issued by the Washington State Department of Ecology.
To comply with air quality requirements of the federal and state Clean Air acts, local governments
provide transportation choices. Local governments also protect and restore the environment through
non-regulatory actions such as providing open space for residents and incentivizing green building.
Land use, transportation, economic development, and human health are interconnected and
therefore require integrated planning, regulations, and implementation actions. For example, the
region’s transit and trail systems can provide access to both jobs and to the region’s open spaces,
which support rural economies and the health of urban residents. Trees and vegetation provide
habitat for pollinators, which in turn support the region’s farm economy and food systems.
Although PSRC does not directly regulate or provide funding for environmental issues and projects,
PSRC supports local efforts to protect the environment by continuing to play a role in:
• Collecting and sharing data, information, and innovative best practices.
• Addressing challenges and encouraging multi-benefit solutions by facilitating discussions
with interested parties.
• Developing regional-scale environmental planning information and policies, such as the
Regional Open Space Conservation Plan.
Page 237 of 414
Draft VISION 2050 | July 2019
50
Source: Marcela Gara, Resource Media
Habitat, Open Space, and Environmental Stewardship
Conserving open space can help the region to achieve its goals for climate, habitat, air quality, park
access, and Puget Sound recovery. Open space is a collective term for a range of green places,
including natural lands, farmlands, working forests, aquatic systems, regional trails, and parks. Open
space provides many services such as air, climate, and water quality protection and enhancement,
fish and wildlife habitat, food chain support, flood storage, ground water recharge and discharge,
carbon sequestration, erosion control, and recreation. Open space in the region has been valued at
$11.5 to $25.3 billion a year.
In 2018, PSRC completed the Regional Open Space Conservation Plan, which maps the network of
regionally important open space in King, Kitsap, Pierce, and Snohomish counties and identifies
priority actions needed to increase access and sustain open spaces for the long term. The regional
open space network covers about 3 million acres of public and private land and 339 miles of trails.
Figure 17 – Value of Open Space Services in the Central Puget Sound Region
Values in thousands. Source: Earth Economics 2015.
Page 238 of 414
Draft VISION 2050 | July 2019
51
While much of the region’s important open space and critical areas have been protected through
growth management and local plans, conservation needs remain. Between 2007 and 2012, the
region lost almost 12,000 acres of farmland. A strong economy in the region is accelerating growth
and development, which puts further pressure on the open space network. The open space plan
identifies approximately 463,000 acres of the regional open space network that are most at risk, 47
areas with high-priority urban open space needs, and 300 miles of regional trail needs. The open
space plan also stresses the importance of environmental stewardship – the care of land, water, and
air by individuals, communities, the private sector, and government agencies – in achieving the
region’s goals. Tribes in the region, the original stewards of the land, are being looked to for
guidance on conserving open space and managing natural resources, from improving forest health
with planned burns to increasing salmon populations through stream and floodplain restoration.
Recognizing that smaller-scale, yet important, open space land exists, the Growth Management Act
requires that locally important open space and critical areas be identified and protected (RCW
36.70A.170). This has been accomplished in large part through local governments identifying critical
areas and developing regulations to protect them. The Growth Management Act also directs local
governments to identify lands that are useful for public purposes and to identify open space
corridors within the urban growth area that are useful for recreation, wildlife habitat, trails, and
connection of critical areas (RCW 36.70A.160). Further identification of local urban open space
corridors is an important step in protecting these areas. Ongoing assessment and coordination of
critical areas will also be beneficial.
Figure 18 – Regional Open Space Network Area by Category Including Overlap
Source: PSRC, 2018
Page 239 of 414
Draft VISION 2050 | July 2019
52
Figure 19 – Regional Open Space Network
Source: PSRC Regional Open Space Conservation Plan
Page 240 of 414
Draft VISION 2050 | July 2019
53
Puget Sound Recovery
Though beautiful from a distance, Puget Sound is in serious trouble. The region has made progress
in restoring the health of Puget Sound, but significant work and challenges remain. With the steep
decline of orca and salmon populations, the health of Puget Sound has become a more urgent issue
over the last 10 years. These trends, as well as some positive trends for water quality, have been
analyzed by the Puget Sound Partnership, the state agency tasked with coordinating Puget Sound
recovery. In the Partnership’s 2017 State of the Sound report, many indicators, such as acres of
floodplain restoration, are showing improvement, but just as many indicators, such as the abundance
of key species, are not.
Today, strategies that can help to recover the health of Puget Sound are better understood.
Stormwater pollution and changes in the hydrology of runoff patterns are the biggest threats to
Puget Sound water quality. Contamination of aquifers, low stream flows and excess nutrients and
pollutants from sources such as wastewater treatment plants, agriculture and lawn runoff, leaky
septic tanks, and polluted stormwater are other concerns. This is a critical time in the recovery of
Puget Sound’s health; it will never be as achievable or affordable as it is today.
Source: City of Seattle
Page 241 of 414
Draft VISION 2050 | July 2019
54
Local governments play a critical role in Puget Sound recovery through actions such as protecting
and restoring critical habitat, converting hardened shorelines back to more natural conditions,
protecting aquifers, and promoting and installing green stormwater. Beyond treating stormwater,
green stormwater infrastructure, or low-impact development, can:
• Create mini-parks with trees and plants
• Prevent flooding and erosion damage
• Provide habitat for pollinators
• Improve air quality and provide shade
• Replenish groundwater
• Contribute to health and wellness by adding more green space
• Calm traffic and create safer streets for walking and biking
• Increase sewer capacity
Most of the region is in watersheds that eventually drain to Puget Sound. A watershed consists of all
the land and water that drains toward a water body. Watersheds don’t follow jurisdictional boundaries
and require active collaboration between local governments, tribes, agencies, and other
organizations. Planning for watersheds includes watershed assessment, mapping, monitoring of
conditions and trends in streams and lakes, water quality assessment, gathering other environmental
information, and development of a watershed plan. The concept of watershed planning is continuing
to expand to integrate land use, stormwater, parks and recreation, and transportation. Some
jurisdictions have developed holistic watershed protection and restoration plans which have helped
to inform comprehensive plans and capital facilities plans. Some examples of projects identified in
these plans that help to restore Puget Sound health include conserving open space that recharges
groundwater, building regional stormwater facilities that clean and absorb polluted runoff, and
restoring streams and floodplains that improve habitat and hydrology.
Air Quality
Air pollution contributes to a variety of public health issues such as an increase in respiratory and
cardiovascular diseases, heart attacks, cancer, and premature death. Climate change, a closely
related issue, is discussed in the following chapter. Populations particularly sensitive to air pollution
include youth, the elderly, and people with cardiovascular and lung diseases. People who have lower
incomes also face risk from air pollution because they often lack access to healthcare and live near
major roadways or other pollution sources.
Significant progress has been made in curbing air pollution over the last several decades. However,
fine particles, air toxics, and ground-level ozone continue to be a concern, especially for
communities close to highways and industrial areas. Air pollution also obscures many of the most
scenic vistas, such as views of the Olympic and Cascade mountain ranges, including Mount Rainier.
Page 242 of 414
Draft VISION 2050 | July 2019
55
Environment Policies
MPP-En-1
Develop regionwide environmental strategies, coordinating among local jurisdictions and
countywide planning groups.
MPP-En-2
Use integrated and interdisciplinary approaches for environmental planning and assessment at
regional, countywide, and local levels.
MPP-En-3
Maintain and, where possible, improve air and water quality, soils, and natural systems to ensure
the health and well-being of people, animals, and plants. Reduce the impacts of transportation on
air and water quality and climate change.
MPP-En-4
Ensure that all residents of the region, regardless of race, social, or economic status, have clean
air, clean water, and other elements of a healthy environment.
MPP-En-5
Locate development in a manner that minimizes impacts to natural features. Promote the use of
innovative environmentally sensitive development practices, including design, materials,
construction, and on-going maintenance.
MPP-En-6
Use the best information available at all levels of planning, especially scientific information, when
establishing and implementing environmental standards established by any level of government.
MPP-En-7
Reduce and mitigate noise and light pollution caused by transportation, industries, public
facilities, and other sources.
MPP-En-8
Reduce impacts to vulnerable populations and areas that have been disproportionately affected
by noise, air pollution, or other environmental impacts.
MPP-En-9
Enhance urban tree canopy to support community resilience, mitigate urban heat, manage
stormwater, conserve energy, improve mental and physical health, and strengthen economic
prosperity.
Page 243 of 414
Draft VISION 2050 | July 2019
56
MPP-En-10
Support and incentivize environmental stewardship on private and public lands to protect and
enhance habitat, water quality, and other ecosystem services.
MPP-En-11
Designate, protect, and enhance significant open spaces, natural resources, and critical areas
through mechanisms, such as the review and comment of countywide planning policies and local
plans and provisions.
MPP-En-12
Identify, preserve, and enhance significant regional open space networks and linkages across
jurisdictional boundaries through implementation and update of the Regional Open Space
Conservation Plan.
MPP-En-13
Preserve and restore native vegetation and tree canopy, especially where it protects habitat and
contributes to overall ecological function.
MPP-En-14
Identify and protect wildlife corridors both inside and outside the urban growth area.
MPP-En-15
Provide parks, trails, and open space within walking distance of urban residents. Prioritize
historically underserved communities for open space improvements and investments.
MPP-En-16
Preserve and enhance habitat to support healthy wildlife and accelerate the recovery of salmon,
orca, and other threatened and endangered species.
MPP-En-17
Maintain and restore natural hydrological functions and water quality within the region's
ecosystems and watersheds to recover the health of Puget Sound.
MPP-En-18
Reduce stormwater impacts from transportation and development through watershed planning,
redevelopment and retrofit projects, and low-impact development.
MPP-En-19
Reduce the use of toxic pesticides, fertilizers, and other products to the extent feasible and
identify alternatives that minimize risks to human health and the environment.
MPP-En-20
Restore – where appropriate and possible – the region’s freshwater and marine shorelines,
watersheds, and estuaries to a natural condition for ecological function and value.
Page 244 of 414
Draft VISION 2050 | July 2019
57
MPP-En-21
Continue efforts to reduce pollutants from transportation activities, including through the use of
cleaner fuels and vehicles and increasing alternatives to driving alone, as well as design and land
use.
MPP-En-22
Meet all federal and state air quality standards and reduce emissions of air toxics and
greenhouse gases.
Environment Actions
Regional Actions
En-Action-1
Open Space Planning: PSRC will work with member jurisdictions, resource agencies, tribes, and
interest groups to implement conservation, restoration, stewardship, and other
recommendations in the Regional Open Space Conservation Plan. On a periodic basis, evaluate
and update the plan.
En-Action-2
Watershed Planning Support: PSRC and the Puget Sound Partnership will coordinate to support
watershed planning to inform land use, transportation, and stormwater planning and projects that
improve the health of Puget Sound.
En-Action-3
Watershed Planning: Counties and cities, together with other jurisdictions in the watershed, will
participate in watershed planning to integrate land use, transportation, stormwater, and related
disciplines across the watershed to improve the health of Puget Sound.
Local Action
En-Action-4
Local Open Space Planning: Counties and cities will work to address open space conservation
and access needs as identified in the Regional Open Space Conservation Plan in the next
periodic update to comprehensive plans.
Page 245 of 414
Draft VISION 2050 | July 2019
58
Page 246 of 414
Draft VISION 2050 | July 2019
59
Climate Change
Goal: The region substantially reduces emissions of greenhouse gases that contribute to climate change and prepares for
climate change impacts.
Climate change is an urgent environmental, economic, and equity threat being addressed at all
levels, from the local to an international scale. Caused by an increase in greenhouse gases trapping
heat in the atmosphere, climate change is a significant cross-cutting issue throughout VISION 2050.
A 2018 Intergovernmental Panel on Climate Change report found that human activities are estimated
to have caused approximately 1.0° Celsius of global warming above pre-industrial levels. Global
warming is likely to reach 1.5° Celsius between 2030 and 2052 if it continues to increase at the
current rate. These levels of warming are expected to cause long-term changes to the climate,
resulting in risks and impacts such as increasing temperatures, rising sea levels, changes in
precipitation and snow pack, increases to size and duration of wildfires, and other effects. While
climate change is an urgent global issue, local governments play a crucial role in reducing and
adapting to its impacts.
In the Puget Sound region, the largest sources of greenhouse gases come from transportation and
the built environment, including residential, commercial, and industrial activities.
Figure 20 – Sources of Regional Greenhouse Gas Emissions
Source: Puget Sound Clean Air Agency Greenhouse Gas Emissions Inventory
Within the residential and commercial built environment, electricity consumption represents the
largest share of emissions. Within the transportation sector, passenger vehicles represent the largest
share (74%), followed by freight and service vehicles (14%).
Page 247 of 414
Draft VISION 2050 | July 2019
60
Figure 21 Sources of Regional Transportation Greenhouse Gas Emissions
Source: Puget Sound Clean Air Agency Greenhouse Gas Emissions Inventory
State, Regional, and Local Activities
State
Washington state has long recognized the threat climate change poses to economic well-being,
public health, natural resources, and the environment. In 2008 the Washington State Legislature set
the following limits on Washington's greenhouse gas emissions:
• By 2020, reduce overall emissions of greenhouse gases in the state to 1990 levels.
• By 2035, reduce overall emissions of greenhouse gases in the state to 25% below 1990
levels.
• By 2050, the state will do its part to reach global climate stabilization levels by reducing
overall emissions to 50% below 1990 levels, or 70% below the state's expected emissions
that year.
The state has enacted numerous strategies and actions to provide a statewide framework for
achieving these limits, including the Clean Air Rule adopted in 2016 which is a “cap and reduce”
mechanism for reducing carbon emissions from the state’s largest emitters. The Clean Air Rule was
suspended in 2018, pending further court review. Other initiatives and rules have addressed
emissions from state agencies, renewable energy targets, clean vehicles, green buildings, and
responding to the impacts from climate change.
Page 248 of 414
Draft VISION 2050 | July 2019
61
Region
In February 2017, the board of the Puget Sound Clean Air Agency adopted the following economy-
wide greenhouse gas emission reduction targets for the four-county central Puget Sound region:
• By 2030, reduce overall greenhouse gas emissions in the region to 50% below 1990 levels.
• By 2050, reduce overall greenhouse gas emissions in the region to 80% below 1990 levels.
Since transportation is the largest single source of greenhouse gas emissions in the region, the
agency identified candidate actions and strategies to reduce transportation-related emissions and
support achievement of the targets. These include supporting the policies and strategies included in
PSRC’s regional plans, as well as accelerating zero-emission vehicle adoption and pursuit of a clean
fuel standard, among other strategies.
Local
Many cities, counties, and other organizations in the region have also adopted greenhouse gas
emission reduction targets, which vary in breadth and timeframes. For example, King County
adopted targets to reduce greenhouse gas emissions 25% by 2020, 50% by 2030, and 80% by 2050,
from a 2007 baseline. Tacoma has a goal of reducing emissions 40% from 1990 levels by 2020.
Snohomish County’s goal is to reduce emissions from county operations 20% from 2000 levels by
2020. Many other jurisdictions are also addressing climate change and the reduction of greenhouse
gas emissions. Some examples of actions being taken at the local level include a resolution passed
by the Everett City Council to include in their Climate Action Plan a target to run on 100% renewable
energy by 2045, and Bainbridge Island’s Housing Design Demonstration Project program, which
incentivizes green building certifications.
Efforts at all levels of government have been implemented to both mitigate climate change and
prepare for its impacts. PSRC supports the efforts of partner agencies and member jurisdictions in
their efforts to address climate change and meet their respective goals. This includes VISION 2050
policies and the Four-Part Greenhouse Gas Strategy included in the Regional Transportation Plan.
Four-Part Greenhouse Gas Strategy
PSRC provides planning and policy guidance that can help the region achieve meaningful reductions
of greenhouse gas emissions from transportation and land use, as well as supporting efforts to
prepare for the impacts from climate change.
VISION 2050’s Regional Growth Strategy, multicounty planning policies and actions promote
compact growth patterns, low-carbon travel choices, forest and open space protection, and other
sustainability strategies that help mitigate greenhouse gas emissions and prepare for the impacts
from climate change.
Page 249 of 414
Draft VISION 2050 | July 2019
62
The Regional Transportation Plan is the long-range transportation element of VISION 2050, providing
the path for a sustainable, multimodal transportation system to accommodate the needs of a
growing population. Subsequent to the adoption of VISION 2040, a Four-Part Greenhouse Gas
Strategy was adopted as part of the Regional Transportation Plan consisting of land use, user fees,
choices and technology.
The Regional Transportation Plan, which is updated every four years, includes programs and
investments that encompass all four of the elements of the strategy. In the last decade many actions
have been taken at the federal, state and regional level to advance implementation of the strategy,
which is designed to support and complement statewide, regional, and local efforts to achieve
meaningful emission reductions.
An analysis of the region’s Four-Part Greenhouse Gas Strategy is conducted as part of every plan
update. The analysis of the 2018 plan resulted in potential emission reductions from the combined
categories within a range of 24% to 75% below 2006 base year levels. This broad range is primarily
reflective of the varying degrees of effort within each category, with the lower end of the range
encompassing the VISION 2040 growth strategy adopted at the time and the investments and
policies in the 2018 Regional Transportation Plan. The higher end of the range of emission
reductions reflects aggressive electrification of the transportation system, as well as additional
opportunities as described below.
Page 250 of 414
Draft VISION 2050 | July 2019
63
Land Use
Over the last decade, many land use actions, programs, and planning activities have been advanced.
Examples include local adoption of growth targets within each county in the region and continued
work on transit-oriented development. As part of the VISION 2050 Regional Growth Strategy, growth
will be further concentrated around transit stations throughout the region, which will help the region
continue to reduce emissions. Additional reductions could be achieved at the local level through
changes to development patterns that create attractive, compact, and walkable environments, and
that encourage location of new residential and commercial construction close to services and
amenities, lessening the need for driving.
User Fees
User fee systems are in place on several facilities in the region, including State Route 167, Interstate
405, State Route 520, the Tacoma Narrows Bridge and the State Route 99 tunnel through downtown
Seattle. The Regional Transportation Plan’s financial strategy assumes a transition from traditional
pricing mechanisms to a user fee system, including selected facility tolls and a road usage charge
system, after 2025.
Research suggests that increasing the tolls could result in a change in travel behavior and demand,
moving more trips away from single occupant vehicles. VISION 2050 calls for further pursuit of
alternative transportation financing mechanisms.
Transportation Choices
Significant investments have been made over the last decade to provide multimodal transportation
improvements, including new trails, bus rapid transit and light rail services, and high occupancy
vehicle lanes. The Regional Transportation Plan includes a coordinated network of regional and local
transit investments, resulting in significant improvements in frequent transit service throughout the
region. Improvements are still needed, however, to ensure residents have safe and convenient
access to these frequent transit networks, particularly through nonmotorized and high occupancy
modes. Local jurisdictions play an important role by including these investments in their capital
planning. VISION 2050 further supports the development of an integrated multimodal transportation
system that supports all modes and ensures equitable access to goods, services, and amenities.
Technology
Significant federal actions have been taken over the last decade to improve the fuel economy of
vehicles and reduce emissions from fuels. These include updated fuel economy standards and
improvements to the fuel efficiency of heavy-duty vehicles. Significant strides have also been made
in advancing the transition to electric vehicles. Ongoing coordination among a variety of agencies
and stakeholders throughout the region is accelerating this transition. A wide array of electric vehicle
choices are coming into the market now and into the future. These include not only electric
passenger vehicles but will include pickup trucks, delivery vans and electric shuttle vehicles.
Manufacturers are introducing heavy duty medium and long-haul trucks and electric transit and
school buses to the market, and local transit agencies are committed to increased purchases of
electric transit buses. In the maritime sector, the Washington State Ferries has committed to
electrification of several ferries operating within the Puget Sound region and the Port of Seattle has
made cruise ship cold ironing capability available at the Terminal 91 facility. Further, in a joint effort
with the Northwest Seaport Alliance, the Port of Seattle is developing a new cruise and cargo
terminal with cold ironing capability for both cargo and cruise operations. Because the electricity
available in the Puget Sound region is largely produced from hydro-electric and renewable resources
and it will be replacing fossil fuels in each of the sectors identified above, there is high potential for
significantly reducing greenhouse gas emissions from transportation in a variety of modes.
Page 251 of 414
Draft VISION 2050 | July 2019
64
Technological improvements to vehicles and fuels have the potential to significantly reduce
greenhouse gas emissions. However, a variety of strategies will be required to help achieve this
outcome, particularly related to electric vehicles. These include mechanisms to support charging
infrastructure in buildings and in public rights of way, expanding education and incentives on electric
vehicles, encouraging electric vehicles in private and public fleets, and other local, regional, and
state actions.
Other strategies to address climate change, outside the scope of the region’s Four-Part Greenhouse
Gas Strategy, include sequestering and storing greenhouse gases through additional actions to
protect and restore carbon sinks such as forests, soils, wetlands, estuaries, and urban trees. In
addition, building energy emissions are being reduced through conservation and green building
practices such as incorporating solar panels, using efficient materials, and monitoring and managing
energy consumption. In addition, the IPCC special report on strategies to stay below an increase in
temperatures of 1.5 degrees Celsius indicates that it is very likely that carbon capture and
sequestration technologies will need to be further developed and deployed. VISION 2050 supports
acceleration of these varied climate solutions.
Monitoring and Evaluation
The Four-Part Greenhouse Gas Strategy is evaluated and refined every four years as part of the
update of the Regional Transportation Plan. During this monitoring cycle, the combined results from
VISION 2050 and the planned regional transportation system will be analyzed for the potential to
achieve meaningful emission reductions. While both the state limits and the Puget Sound Clean Air
Agency targets encompass all sectors of the economy – and PSRC’s analysis focuses on the
combined effects of land use and on-road transportation – these will be used as benchmarks against
which the Regional Transportation Plan analysis will be compared. In addition, PSRC’s analysis will
be incorporated into the full spectrum of climate strategies to demonstrate impact and progress, an
effort also known as a climate wedge analysis. Further, implementation of the Four-Part Greenhouse
Gas Strategy will be monitored and reported, including continued improvements and further
potential gains.
Climate Change Impacts in the Central Puget Sound Region
In addition to reducing emissions contributing to climate change, the region is actively working
towards resilience and preparing for current and future climate change impacts. The University of
Washington’s Climate Impacts Group published State of Knowledge: Climate Change in Puget Sound
in 2015, describing expected impacts from climate change in the Puget Sound region. Changes are
expected to temperature, precipitation, sea level, ocean acidification, and natural variability. These
changes will affect snowpack, streamflow, landslides, flooding, species and habitat, forests, and
agriculture. In addition, impacts from climate change will have many effects on people and
communities, including the built environment, human health, and the economy. Communities of
color, indigenous people, and people with lower incomes are at higher risk due to greater exposure
to hazards and often have fewer resources to respond to those hazards.
Planning for adaptation and resilience will include identifying the local implications of the full range of
climate impacts and actions to address these hazards. Examples of actions being taken at the state
and local levels include incorporating resilience (to climate, seismic, and other risks) in
comprehensive plans and hazard mitigation plans, changing the design of bridges and other capital
infrastructure to withstand more extreme weather events, and developing transportation evacuation
plans for hospitals in emergency events. VISION 2050 supports planning and action for resilience
and adaptation, particularly for vulnerable populations.
Page 252 of 414
Draft VISION 2050 | July 2019
65
Since climate change is a cross-cutting topic across a variety of regional planning issues, VISION
2050 provides guidance in all policy sections of the plan for reducing emissions and protecting the
climate. The Regional Growth Strategy, as described in the preceding chapter, is a core element of
the Four-Part Greenhouse Gas Strategy and achieving compact growth patterns to reduce the need
for single occupant vehicles. Additional policies throughout VISION 2050 also address important
climate-related activities, such as protecting forest lands and tree canopy, promoting a multimodal
transportation system and encouraging use of alternative modes, advancing electrification of public
and private vehicles, increasing energy efficiency and renewable energy sources, and addressing
resilience of infrastructure and communities. The primary climate related policies and actions are
identified below.
Climate Change Policies
MPP-CC-1
Advance state, regional, and local actions that substantially reduce greenhouse gas emissions in
support of state, regional, and local emissions reduction goals, including targets adopted by the
Puget Sound Clean Air Agency.
MPP-CC-2
Reduce building energy use through green building and retrofit of existing buildings.
MPP-CC-3
Reduce greenhouse gases by expanding the use of conservation and alternative energy sources,
electrifying the vehicle fleet, and reducing vehicle miles traveled by increasing alternatives to
driving alone.
MPP-CC-4
Protect and restore natural resources that sequester and store carbon such as forests, farmland,
wetlands, estuaries, and urban tree canopy.
MPP-CC-5
Pursue the development of energy management technology as part of meeting the region’s
energy needs.
MPP-CC-6
Address impacts to vulnerable populations and areas that have been disproportionately affected
by climate change.
MPP-CC-7
Advance state, regional, and local actions that support resilience and adaptation to climate
change impacts.
Page 253 of 414
Draft VISION 2050 | July 2019
66
MPP-CC-8
Increase resilience by identifying and addressing the impacts of climate change and natural
hazards on water, land, infrastructure, health, and the economy. Prioritize actions to protect the
most vulnerable populations.
MPP-CC-9
Identify and address the impacts of climate change on the region’s hydrological systems.
Climate Change Actions
Regional Actions
CC-Action-1
Greenhouse Gas Strategy. PSRC will advance the implementation of the region’s Greenhouse
Gas Strategy, including future versions, to achieve meaningful reductions of emissions
throughout the region from transportation, land use, and development. Regular evaluation and
monitoring will occur as part of the development of the Regional Transportation Plan every four
years.
CC-Action 2
Resilience and Climate Preparedness: PSRC will engage in regional resilience planning and
climate preparedness, including development of a regional inventory of climate hazards,
assistance to member organizations, and continued research and coordination with partner
agencies such as the Puget Sound Climate Preparedness Collaborative.
Local Action
CC-Action-3
Emission Reduction: Cities and counties will incorporate emission reduction policies and
activities in their comprehensive planning. Elements include supporting the adopted Regional
Growth Strategy, providing multimodal transportation choices, and encouraging a transition to a
cleaner transportation system.
Page 254 of 414
Draft VISION 2050 | July 2019
67
Page 255 of 414
Draft VISION 2050 | July 2019
68
Source: City of Seattle
Page 256 of 414
Draft VISION 2050 | July 2019
69
Development Patterns
Goal: The region creates walkable, compact, and equitable transit-oriented communities that maintain unique local character,
while creating and preserving open space and natural areas.
The region’s identity now and in the future is significantly shaped by the development patterns and
design of its counties, cities, and neighborhoods. To accommodate growth while maintaining
different types of communities, sustainable land use strategies will enhance existing neighborhoods,
leverage transportation options, and protect natural resources. Comprehensive plans, subarea
plans, functional plans, and development regulations will continue to support compact, pedestrian-
oriented development with access to public transportation and work to transform existing
communities that lack connectivity and walkable places.
Planning for growth near transit is an example of how land use can enhance communities. The region
has made a transformative commitment to invest in a regional high-capacity transit system. These
transit investments and growth around them can have a powerful influence on new and existing
residents and businesses by fostering opportunity, increasing the attractiveness of transit, and
boosting market demand that fuels change and growth.
VISION 2050 addresses a spectrum of land use planning issues, including aligning transportation
investments with rates of development, managing growth in rural and resource areas, planning for
the transition of unincorporated areas into cities, involving diverse voices in planning, community
design, and preserving special land uses. Each of these tools and approaches is important for
achieving the Regional Growth Strategy and accommodating new growth while supporting and
enhancing existing communities.
Building Urban Communities
The region’s existing and planned transit system connects central places throughout the region,
providing people access to housing and jobs, and affordable transportation choices. In many cases,
transit options connect dense, vibrant urban places that are planned to accommodate more growth.
As the transit network expands, suburban communities will also have access to more mobility
options, and an opportunity to transform from auto-oriented areas with separated land uses to
compact, mixed-use, and walkable neighborhoods. Growth in compact urban communities,
especially near transit stations, can lead to a range of substantial social, environmental, and health
benefits, including the potential to:
• Promote health by encouraging walking and biking, cutting air pollution, and reducing motor
vehicle accidents
• Lower household expenses for transportation
• Reduce municipal infrastructure costs
• Help meet the growing demand for residents and businesses to locate in “walkable
communities”
• Curb land consumption, help conserve farms and natural ecosystems, and protect water
quality
• Cut energy consumption and greenhouse gas emissions associated with both transportation
and the built environment
Page 257 of 414
Draft VISION 2050 | July 2019
70
The Growth Management Act focuses on accommodating growth in urban areas that include housing
choices, workplaces, retail, and services, while providing parks, transportation options, and other
public amenities. Redevelopment of areas that separate land uses and lack connections like
sidewalks and bike lanes is important to achieving healthy communities that can be effectively served
by transit. Urban design is important in all communities to provide safe access to schools and parks.
It encourages development that supports a community vision and memorable places throughout the
region.
A strong identity and connection with place enhances a sense of community belonging, stimulates
economic activity, and makes for more livable and vibrant communities. Involving community
members in the planning process provides an opportunity to understand community needs and
priorities. It helps identify what investments are needed, such as public services, transportation
options, or environmental needs.
VISION 2050 acknowledges and works to remedy historic inequities that have kept many low-income
residents and people of color from accessing opportunities to improve their quality of life. Greater
social and economic opportunity for current and future residents will result in stronger communities
and a stronger region. VISION 2050 supports inclusive community involvement to ensure plans and
policies identify the needs of diverse communities, protect and enhance cultural resources, and
embrace community cohesion in the face of change.
Opportunity Mapping
The Opportunity Mapping Tool assesses the conditions in neighborhoods across the region. Decades of
research demonstrates that neighborhood conditions and access to opportunity play a significant role in
life outcomes. The premise of opportunity mapping is that all people should have fair access to the
critical structures and social infrastructure to succeed in life, and that connecting people to opportunity
creates positive, transformative change in communities.
The tool combines measures of five key elements of neighborhood opportunity and positive life
outcomes: education, economic health, housing and neighborhood quality, mobility and transportation,
and health and environment. The neighborhood indicators are combined to create an overall “opportunity
score” for each census tract, and areas are categorized between very low and very high access to
opportunity.
The tool can provide information on existing disparities in the region that may be exacerbated as a result
of policy and planning decisions. It can provide a lens to evaluate planning and siting decisions.
Communities should consider access to opportunity as they plan for the future.
Page 258 of 414
Draft VISION 2050 | July 2019
71
Figure 22 – Opportunity Map
Page 259 of 414
Draft VISION 2050 | July 2019
72
Success of the Regional Growth Strategy depends on accommodating new growth without
displacing existing residents and businesses. Current neighborhood conditions can indicate areas
where economic, physical, and cultural displacement may be more likely to occur. PSRC developed
a tool to assess the risk of displacement and inform regional and local planning.
Displacement Risk
The Displacement Risk Mapping Tool uses a composite of indicators representing five elements of
neighborhood displacement risks: socio-demographics, transportation qualities, neighborhood
characteristics, housing, and civic engagement.
The tool compiles census tract data from these five categories of measures to determine level of risk by
neighborhood: lower, moderate, and higher. It can be used to better understand how growth may impact
existing communities and when steps are needed to help existing residents and businesses remain in
their communities.
Analysis of the draft Regional Growth Strategy has shown that many areas with current and future
high-capacity transit investments have higher displacement risk than other parts of the region. In the
coming decades, cities and counties will need to consider displacement risk and support inclusive
growth near transit so both existing and future residents are able to benefit from the opportunities
these major transit investments can provide.
Supporting Healthy Communities
How residents live, work, and get around affects their physical, social, and mental well-being.
Communities that are compact, with jobs, parks, and transit in walking distance, have better health
outcomes. As communities grow and redevelop, retrofitting existing urban areas to better support
compact walkable development, with sidewalks and bike lanes that connect people to jobs and
services, will promote physical activity and make healthier communities more accessible.
Health is more than just the absence of disease. Health risks and outcomes vary by place, race, and
income. Disparities increase for people of color and those with low incomes; they face more barriers
to affordable, quality housing, health care, and healthy foods. Neighborhoods with higher
concentrations of residents with low incomes often suffer from long-term disinvestment and may
lack resources to provide sidewalks, parks and open space, quality grocery stores, and other
community assets that encourage healthy habits. Local plans should identify and address health
disparities to improve health outcomes for all residents.
Page 260 of 414
Draft VISION 2050 | July 2019
73
Figure 23 -- Displacement Risk Map
Page 261 of 414
Draft VISION 2050 | July 2019
74
Centers: Supporting Connections to Opportunity
Regionally designated centers, local centers, and the areas surrounding high-capacity transit
stations serve a critical role in the region. These mixed-use centers offer a diverse collection of
services, mobility options, housing, and jobs for the region’s residents. The region’s transit network
connects these central places and increases access to services and jobs for residents throughout
the region.
Many of these areas are equipped to accommodate greater shares of future population and
employment growth – allowing more residents to have access to the range of opportunities available
in these central places, including new mobility options as the regional high-capacity transit network
expands. These areas also present opportunities for redevelopment and infill. Along major transit
routes, redevelopment can occur in the form of transit-oriented development. Mixed-use projects
that provide housing, employment, services, and retail can focus around a transit station or hub and
serve as an activity node for adjacent neighborhoods. PSRC’s Growing Transit Communities Strategy
provides guidance for promoting thriving and equitable transit communities. VISION 2050 calls for
PSRC to work with transit agencies and local jurisdictions to develop guidance for transit-supportive
densities. Additionally, policies support the development of centers in all communities to provide
opportunity for all the region’s residents to live, work, and play.
Regional Centers
The entire region benefits from central places that are connected by transit. A limited number of
regional centers are formally designated by PSRC to accommodate a significant share of the
region’s growth and development and implement the Regional Growth Strategy. PSRC’s Regional
Centers Framework has further refined the different types and expectations of regional centers.
As focal points for investment and development, regional growth centers can help promote equitable
access to housing, services, healthcare, quality transit service, and employment. The two types of
regional growth centers—urban growth centers and metro growth centers—are primary locations of
regionally significant businesses and governmental and cultural facilities. Regional growth centers
also provide a mixture of housing types and community facilities. Many of the regional growth
centers represent opportunities to transform low-density, auto-oriented development into mixed-
use, walkable places through redevelopment.
The Regional Centers Framework identifies two types of regional manufacturing/industrial centers—
industrial employment and industrial growth centers. These centers preserve lands for living-wage
jobs in basic industries and trade and provide areas for employment to grow in the future.
Manufacturing/industrial centers provide economic diversity, support national and international
trade, generate substantial revenue for local governments, and offer higher-than-average wages. To
preserve existing centers of intensive manufacturing and industrial activity, the region should provide
necessary infrastructure and services and restrict incompatible land uses in these areas. The
Regional Centers Framework calls for strictly limiting commercial uses in manufacturing/industrial
centers. These centers are also not appropriate for residential uses.
Countywide Centers, Local Centers, and Transit Station Areas
Countywide growth centers, countywide industrial centers, and local centers serve important roles
as central places for activities and services and places where future growth can occur. These local
hubs are identified and designated by the region’s countywide groups and local jurisdictions.
Countywide planning policies and local comprehensive plans describe the local expectations of
these places. Countywide centers are expected to accommodate new population and employment
growth.
Page 262 of 414
Draft VISION 2050 | July 2019
75
Transit station areas are central hubs within the region’s transportation network. They connect
residents and workers to jobs and services in the rest of the region and offer access to nearby civic
and public spaces. These places, with access to the region’s jobs, institutions, and services, are
critical focal points for achieving equitable access to opportunity for the region’s residents.
VISION 2050 encourages focusing growth in these areas and conducting station area planning to
maximize benefits. While many transit station areas serve as ideal locations for growth and
development, not all will play a role in accommodating significant new growth. Some high-capacity
transit station areas are located in rural areas. These provide important connections to urban areas
but are not appropriate for the same level of growth as stations located in the urban growth area.
Other stations will be access points to the regional system. Planning at the local level will help to
define how local governments can best encourage walkable neighborhoods around these stations.
Additional transit in the region, including frequent and local bus service, also provides valuable
connections. Local bus service and other mobility options link residents to the regional high-capacity
transit network and to local destinations. Supporting all types of transit service by making it attractive
to use and providing safe and convenient options for walking and biking will give more residents
affordable and sustainable access to jobs and services in communities throughout the region.
Through the planning process for central places, local jurisdictions may develop a unique vision and
a blueprint for regulations, incentives, and investments that successfully attract residential and
employment growth consistent with that vision. VISION 2050 envisions that each jurisdiction in the
region will take steps to further evolve one or more central places as mixed-use areas of residences,
employment, and services. Each center – no matter how large or small – should serve as a focal
point of the community and should be easy to access and travel around.
Transit Station Areas
High-capacity transit station areas serve important roles in accommodating growth and can be located
within or outside of designated regional growth centers and countywide centers. Station areas are within
walking distance (about a half mile) of existing and planned light rail and streetcar stations, commuter rail
stations, and ferry terminals and within a quarter mile of existing and planned bus rapid transit stations.
Page 263 of 414
Draft VISION 2050 | July 2019
76
Figure 24 – Types of Centers and Transit Station Areas
Page 264 of 414
Draft VISION 2050 | July 2019
77
Figure 25 – Regional Growth and Manufacturing/Industrial Centers
Page 265 of 414
Draft VISION 2050 | July 2019
78
Figure 26 – Regional Growth Centers and High-Capacity Transit Station Areas
Page 266 of 414
Draft VISION 2050 | July 2019
79
Annexation and Incorporation
Every county in the region has unincorporated land within its urban growth areas. The character of
these areas ranges from lightly developed communities on the edge of the urban growth area to
dense neighborhoods near major employment centers that are indistinguishable from surrounding
incorporated jurisdictions. Some urban unincorporated areas will soon have access to high-capacity
transit. As the Regional Growth Strategy prioritizes growth near high-capacity transit, these areas are
more equipped to accommodate growth than other unincorporated areas without transit access.
The Growth Management Act states urban communities are best served by city governments that
provide a complete array of urban services. Counties and cities have adopted policies and jointly
planned areas to support the transfer of governance as land is annexed or incorporated. However,
annexations and incorporations are complex, time-consuming, and expensive, and several barriers
exist. Annexation methods in state law are cumbersome processes that do not guarantee success.
All annexation and incorporation methods rely on community support, which can be difficult for cities
to facilitate. Long-term cost implications derived from increased service costs and upgrades to
infrastructure often deter cities from annexing whole communities.
This regional plan expects that by 2050 all urban area will be annexed into existing cities or
incorporated as new cities, but also recognizes the challenges of this goal. PSRC, counties, and
cities will continue to work together to address barriers to annexation and incorporation through
supporting necessary changes to state annexation laws, opportunities for state and local incentives,
and joint planning efforts.
Much of the unincorporated urban growth area has been identified by nearby cities for potential
annexation. For large unincorporated communities, incorporation might be more viable. Counties are
encouraged to work with residents to identify these areas and plan for their incorporation.
Page 267 of 414
Draft VISION 2050 | July 2019
80
Conserving Traditional Landscapes: Rural Areas and
Natural Resource Lands
The region's rural areas have distinct characteristics, just as the urban growth area does. Among the
region’s rural lands are areas with different ecological functions, parcel sizes, and uses. Rural areas
provide opportunities for a lifestyle that makes a distinct contribution to the region's sustainability
and economy. By focusing the majority of the region's growth inside the urban growth area, lands
with rural character can be maintained for present and future generations.
Washington state law enables development to occur based on regulations in effect at the time that a
building permit or land division application was submitted – a practice known as vesting. This can
lead to situations where development approved before adoption of comprehensive plans under the
Growth Management Act is not consistent with the law’s planning goals or more recently adopted
local plans. VISION 2050 advances tools and techniques to address the challenges of vesting in rural
areas, such as conservation programs, purchase of development rights, transfer of development
rights, and lot consolidation.
Rural Town Centers and Corridors Program
Recognizing the importance of rural areas to the region's economy and sustainability efforts, PSRC
established the Rural Town Centers and Corridors Program to provide assistance to rural communities.
The program uses financial incentives to bring together the interests of rural towns and transportation
agencies to plan jointly for improvements in a manner that enhances the rural character of these
communities.
The region will continue conserving its natural resource lands by designating, maintaining, and
enhancing the farm, forest, and mineral lands that sustain the environment and economy. These
lands serve resource-based industries and are sources of food, wood products, sand, gravel, and
minerals. These lands also provide ecosystem services, supporting wildlife habitat, open space, and
groundwater recharge. Farms and forests can be viewed as renewable natural resources with the
potential to produce food and wood fiber on an ongoing basis. The productivity of these lands can be
compromised if they are overworked or polluted and is lost when resource lands are converted to
other uses.
Beyond land use regulations, counties play a role in supporting the economic viability of agriculture
and food production. Maintaining and expanding a healthy market for local food and forest products
is essential to long-term preservation of these industries and lands. VISION 2050 seeks to
permanently protect the region's key resource lands as places of continued environmental prosperity
and economic viability.
Page 268 of 414
Draft VISION 2050 | July 2019
81
Collaborating to Preserve and Enhance Important Uses
Innovative Techniques
A variety of land use tools support implementation of VISION 2050 and the Growth Management Act.
The Growth Management Act encourages the use of innovative land use and development
techniques, and VISION 2050 calls for counties and cities to encourage sustainable development
practices that focus growth within the urban growth area, especially in centers and transit station
areas. Local jurisdictions implement many regional policies through local ordinances, zoning codes,
and development regulations. Cities and counties have adopted inclusionary zoning requirements,
incentives for compact, pedestrian-oriented development, and other tools that enable communities
to grow in sustainable, equitable, and healthy ways.
Industrial Lands
Local jurisdictions have been proactive in protecting industrial lands. Recognizing that industrial
lands can result in negative impacts, such as noise, glare, increased traffic, and potential safety or
health hazards, including exposure to harmful air emissions, cities and counties are concentrating
these uses in industrial centers. Local codes limit uses within these industrial areas, which benefits
not only the industries located in these areas but also protects the neighboring communities from
harmful impacts. VISION 2050 calls for cities and counties to continue preserving industrial lands and
limiting incompatible land uses. Encroachment of incompatible land uses around airports,
particularly in the critical approach and departure paths, is a significant problem. Washington state
law and VISION 2050 both call for the protection of general aviation airports.
Page 269 of 414
Draft VISION 2050 | July 2019
82
Military Installations
Military installations play an important role in the region’s economy, and local jurisdictions
collaborate with the region’s military installations to ensure growth is compatible with military
activities and operations. This ensures the welfare, safety, and security of community members and
military personnel. Limiting incompatible uses adjacent to military installations can take several
forms, from adopting development guidelines that restrict height or land uses to analyzing how
transportation impacts from new development affect military transportation routes. Washington state
law and VISION 2050 seek continued protection of military installations from encroachment of
incompatible land uses and development on adjacent land.
Supporting Growth Through Concurrency
State concurrency requirements underlie a fundamental premise of growth management – namely,
that development should occur concurrent with where adequate facilities and infrastructure already
exist or are to be provided in the near future. Local governments have a significant amount of
flexibility in applying concurrency provisions. Cities, especially those with designated centers, benefit
from tailoring their concurrency programs to set level-of-service and impact assessment
expectations in the centers or downtown to optimize the use of existing facilities while meeting overall
objectives for the urban environment.
Under the Growth Management Act, part of the concurrency requirement is the establishment of level-of-
service standards for arterials, transit service, and other facilities. These standards are used to determine
whether a proposed development can be served with available facilities, or whether mitigation of some
sort may be required. The law requires cities and counties to have a reassessment strategy in the event of
a service deficiency or shortfall. Such a strategy allows a jurisdiction to consider: (1) other sources of
funding to provide the service, (2) changing the level-of-service standard that was established, and/or (3)
reconsidering the land use assumptions.
Washington state law encourages handling transportation-related concurrency problems with
solutions such as transit, walking or biking, system efficiencies, and transportation demand
management. Improved coordination among the concurrency programs established by neighboring
jurisdictions helps to address the cross-jurisdictional impacts of development and facility needs. As
the region's centers and compact communities continue to grow and evolve, future mobility solutions
will require integrating multimodal forms of transportation into communities, including transit
improvements and more complete bicycle and pedestrian facilities. VISION 2050 calls for addressing
multimodal transportation options in concurrency programs and tailoring requirements in centers
and subareas to support transit.
Development Patterns Policies
MPP-DP-1
Develop high-quality, compact urban communities throughout the region's urban growth area
that impart a sense of place, preserve local character, provide for mixed uses and choices in
housing types, and encourage walking, bicycling, and transit use.
Page 270 of 414
Draft VISION 2050 | July 2019
83
MPP-DP-2
Reduce disparities in access to opportunity for the region’s residents through inclusive
community planning and targeted investments that meet the needs of current and future
residents and businesses.
MPP-DP-3
Enhance existing neighborhoods to provide a high degree of connectivity in the street network to
accommodate walking, bicycling, and transit use, and sufficient public spaces.
MPP-DP-4
Support the transformation of key underutilized lands, such as surplus public lands or
environmentally contaminated lands, to higher-density, mixed-use areas to complement the
development of centers and the enhancement of existing neighborhoods.
MPP-DP-5
Identify, protect and enhance those elements and characteristics that give the central Puget
Sound region its identity, especially the natural visual resources and positive urban form
elements.
MPP-DP-6
Preserve significant regional historic, visual, and cultural resources, including public views,
landmarks, archaeological sites, historic and cultural landscapes, and areas of special character.
MPP-DP-7
Conduct inclusive engagement to identify and address the diverse needs of the region’s
residents.
MPP-DP-8
Support urban design, historic preservation, and arts to enhance quality of life, improve the
natural and human-made environments, promote health and well-being, contribute to a
prosperous economy, and increase the region’s resiliency in adapting to changes or adverse
events.
MPP-DP-9
Design public buildings and spaces that contribute to a sense of community and a sense of place.
MPP-DP-10
Identify and create opportunities to develop parks, civic places and public spaces, especially in or
adjacent to centers.
MPP-DP-11
Design transportation projects and other infrastructure to achieve community development
objectives and improve communities.
Page 271 of 414
Draft VISION 2050 | July 2019
84
MPP-DP-12
Allow natural boundaries to help determine the routes and placement of infrastructure
connections and improvements.
MPP-DP-13
Recognize and work with linear systems that cross jurisdictional boundaries – including natural
systems, continuous land use patterns, and transportation and infrastructure systems – in
community planning, development, and design.
MPP-DP-14
Design communities to provide safe and welcoming environments for walking and bicycling.
MPP-DP-15
Incorporate provisions addressing health and well-being into appropriate regional, countywide,
and local planning and decision-making processes.
MPP-DP-16
Promote cooperation and coordination among transportation providers, local government, and
developers to ensure that joint- and mixed-use developments are designed to promote and
improve physical, mental, and social health and reduce the impacts of climate change on the
natural and built environments.
MPP-DP-17
Address existing health disparities and improve health outcomes in all communities.
MPP-DP-18
Develop and implement design guidelines to encourage construction of healthy buildings and
facilities to promote healthy people.
MPP-DP-19
Support agricultural, farmland, and aquatic uses that enhance the food system in the central
Puget Sound region and its capacity to produce fresh and minimally processed foods.
MPP-DP-20
Provide a regional framework for designating and evaluating regional growth centers.
MPP-DP-21
Plan for densities that maximize benefits of transit investments in high-capacity transit station
areas that are expected to attract significant new population or employment growth.
MPP-DP-22
Evaluate planning in regional growth centers and high-capacity transit station areas for their
potential physical, economic, and cultural displacement of marginalized residents and
businesses. Use a range of strategies to mitigate displacement impacts.
Page 272 of 414
Draft VISION 2050 | July 2019
85
MPP-DP-23
Provide a regional framework for designating and evaluating regional manufacturing/industrial
centers.
MPP-DP-24
Support the development of centers within all jurisdictions, including high-capacity transit station
areas and countywide and local centers.
MPP-DP-25
Implement the adopted framework to designate countywide centers to ensure compatibility
within the region.
MPP-DP-26
Affiliate all urban unincorporated lands appropriate for annexation with an adjacent city or identify
those that may be feasible for incorporation. To fulfill the Regional Growth Strategy, while
promoting economical administration and services, annexation is preferred over incorporation.
MPP-DP-27
Support joint planning between cities and counties to work cooperatively in planning for urban
unincorporated areas to ensure an orderly transition to city governance, including efforts such
as: (a) establishing urban development standards, (b) addressing service and infrastructure
financing, and (c) transferring permitting authority.
MPP-DP-28
Support annexation and incorporation in urban unincorporated areas by planning for phased
growth of communities to be economically viable, supported by the urban infrastructure, and
served by public transit.
MPP-DP-29
Support the provision and coordination of urban services to unincorporated urban areas by the
adjacent city or, where appropriate, by the county as an interim approach.
MPP-DP-30
Promote transit service to and from existing cities in rural areas.
MPP-DP-31
Contribute to improved ecological functions and more appropriate use of rural lands by
minimizing impacts through innovative and environmentally sensitive land use management and
development practices.
MPP-DP-32
Do not allow urban net densities in rural and resource areas.
Page 273 of 414
Draft VISION 2050 | July 2019
86
MPP-DP-33
Avoid new fully contained communities outside of the designated urban growth area because of
their potential to create sprawl and undermine state and regional growth management goals.
MPP-DP-34
In the event that a proposal is made for creating a new fully contained community, the county
shall make the proposal available to other counties and to the Regional Council for advance
review and comment on regional impacts.
MPP-DP-35
Use existing and new tools and strategies to address vested development to ensure that future
growth meets existing permitting and development standards and prevents further fragmentation
of rural lands.
MPP-DP-36
Ensure that development occurring in rural areas is rural in character and is focused into
communities and activity areas.
MPP-DP-37
Maintain the long-term viability of permanent rural land by avoiding the construction of new
highways and major roads in rural areas.
MPP-DP-38
Support long-term solutions for the environmental and economic sustainability of agriculture and
forestry within rural areas.
MPP-DP-39
Protect and enhance significant open spaces, natural resources, and critical areas.
MPP-DP-40
Establish best management practices that protect the long-term integrity of the natural
environment, adjacent land uses, and the long-term productivity of resource lands.
MPP-DP-41
Support the sustainability of designated resource lands. Do not convert these lands to other
uses.
MPP-DP-42
Ensure that resource lands and their related economic activities are not adversely impacted by
development on adjacent non-resource lands.
Page 274 of 414
Draft VISION 2050 | July 2019
87
MPP-DP-43
Work to conserve valuable rural and resource lands through techniques, such as conservation
programs, transfer of development rights, and the purchase of development rights. Focus growth
within the urban growth area, especially cities, to lessen pressures to convert rural and resource
areas to residential uses.
MPP-DP-44
Avoid growth in rural areas that cannot be sufficiently served by roads, utilities, and services at
rural levels of service.
MPP-DP-45
Support and provide incentives to increase the percentage of new development and
redevelopment–both public and private–to be built at higher-performing energy and
environmental standards.
MPP-DP-46
Streamline development standards and regulations for residential and commercial development,
especially in centers and high-capacity transit station areas, to provide flexibility and to
accommodate a broader range of project types consistent with the regional vision.
MPP-DP-47
Protect the continued operation of general aviation airports from encroachment by incompatible
uses and development on adjacent land.
MPP-DP-48
Protect military lands from encroachment by incompatible uses and development on adjacent
land.
MPP-DP-49
Protect industrial lands from encroachment by incompatible uses and development on adjacent
land.
MPP-DP-50
Develop concurrency programs and methods that fully consider growth targets, service needs,
and level-of-service standards. Focus level-of-service standards for transportation on the
movement of people and goods instead of only on the movement of vehicles.
MPP-DP-51
Address nonmotorized, pedestrian, and other multimodal types of transportation options in
concurrency programs – both in assessment and mitigation.
MPP-DP-52
Tailor concurrency programs for centers and other subareas to encourage development that can
be supported by transit.
Page 275 of 414
Draft VISION 2050 | July 2019
88
Development Patterns Actions
Regional Actions
DP-Action-1
Implement the Regional Centers Framework: PSRC will study and evaluate existing regional
growth centers and manufacturing/industrial centers to assess their designation, distribution,
interrelationships, characteristics, transportation efficiency, performance, and social equity.
PSRC, together with its member jurisdictions and countywide planning bodies, will work to
establish a common network of countywide centers.
DP-Action-2
Industrial Lands: PSRC will update its inventory of industrial lands, evaluate supply and demand
for industrial land, and identify strategies to preserve industrial lands and businesses in the
region.
DP-Action-3
Transit-Oriented Development: PSRC, together with its member jurisdictions, will support
member jurisdiction in the implementation of the Growing Transit Communities Strategy and
compact, equitable development around high-capacity transit station areas. This action will
include highlighting and promoting tools used to support equitable development in high-capacity
transit station areas.
DP-Action-4
Densities in Transit Station Areas: PSRC will work in collaboration with transit agencies and local
government to develop guidance for transit-supportive densities in different types of high-
capacity transit station areas.
DP-Action-5
Concurrency Best Practices: PSRC will continue to develop guidance on innovative approaches
to multimodal level-of-service standards and regional and local implementation strategies for
local multimodal concurrency. PSRC, in coordination with member jurisdictions, will identify
approaches in which local concurrency programs fully address growth targets, service needs,
and level-of-service standards for state highways. PSRC will communicate to the Legislature the
need for state highways to be addressed in local concurrency programs.
DP-Action-6
Coordinated Planning in Unincorporated Urban Areas: PSRC will support communication with the
state Legislature regarding necessary changes to state laws that hinder progress towards
annexation and incorporation and opportunities for state and local incentives, organize forums to
highlight annexation, incorporation, and joint planning best practices, and provide other
resources that address the barriers to joint planning, annexation, and incorporation.
Page 276 of 414
Draft VISION 2050 | July 2019
89
Local Actions
DP-Action-7
Identification and Clean-Up of Underused Lands: Countywide planning bodies, in cooperation
with their cities, will develop strategies for cleaning up brownfield and contaminated sites. Local
jurisdictions should identify underused lands (such as environmentally contaminated land and
surplus public lands) for future redevelopment or reuse.
DP-Action-8
Center Plans and Station Area Plans: Each city or county with a designated regional center
and/or light rail transit station area will develop a subarea plan for the designated regional growth
center, station area(s), and/or manufacturing/industrial center. Cities and counties will plan for
other forms of high-capacity transit stations, such as bus rapid transit and commuter rail, and
countywide and local centers, through local comprehensive plans, subarea plans, neighborhood
plans, or other planning tools. Jurisdictions may consider grouping station areas that are located
in close proximity.
DP-Action-9
Mode Split Goals for Centers: Each city with a designated regional growth center and/or
manufacturing/industrial center will establish mode split goals for these centers and identify
strategies to encourage transportation demand management and alternatives to driving alone.
Page 277 of 414
Draft VISION 2050 | July 2019
90
Page 278 of 414
Draft VISION 2050 | July 2019
91
Housing
Goal: The region preserves, improves, and expands its housing stock to provide a range of affordable, accessible, healthy, and
safe housing choices to every resident. The region continues to promote fair and equal access to housing for all people.
Housing is a basic need for every individual. The central Puget Sound region is expected to grow by
an additional 1.8 million residents and 830,000 households by the year 2050. Simply put, the region
needs more housing of varied types in all communities. Meeting the housing needs of all households
at a range of income levels is integral to creating a region that is livable for all residents, economically
prosperous, and environmentally sustainable.
Housing affordability continues to be a major challenge for the region. The housing market has
experienced great highs and lows that have benefitted some and created and exacerbated hardship
and inequalities for others. Following the precipitous drop in housing prices and foreclosures of the
recession, the region’s economic upswing and strong job growth in the 2010s have fueled dramatic
increases in rents and home prices. Housing costs are a greater burden for many households today
than a decade ago, leaving less for other basic needs and amenities. Renters, and renters of color in
particular, face a considerable shortage of affordable housing opportunities.
A primary goal of the Growth Management Act is to make housing affordable to “all economic
segments of the population,” providing a variety of residential densities and housing types and
encouraging preservation of existing housing stock. Local governments are required to plan for
housing that meets the varied needs of their diverse communities and residents and to ensure they
are providing sufficient residential zoned land capacity for housing to accommodate 20-year growth
targets.
VISION 2050’s housing policies respond to changing demographics and the need to diversify the
region’s housing supply. They identify coordinated strategies, policies, and actions to ensure that the
region’s housing needs are met.
A Regional Challenge
The complexity of addressing the full range of housing needs and challenges requires a coordinated
regional-local approach. A coordinated, regionwide effort to build and preserve housing accessible
to all residents is not just about housing. It is also about building healthy and welcoming communities
where all families and people, regardless of income, race, family size or need, are able to live near
good schools, transit, employment opportunities, and open space.
Through the Regional Growth Strategy, the region has articulated a preferred pattern of urbanization
that will help direct new housing development to the urban growth area and designated growth
centers while preserving industrial lands. Focusing housing in urban areas, specifically centers and
station areas, supports and leverages the region’s ongoing prioritization of infrastructure investment
in central urban places. To assist counties and cities, PSRC serves as a forum for setting regional
priorities and facilitating coordination among its member jurisdictions and housing interest groups.
Page 279 of 414
Draft VISION 2050 | July 2019
92
Through data, guidance, and technical assistance, PSRC encourages jurisdictions to adopt best
housing practices and establish coordinated local housing and affordable housing targets. PSRC
supports jurisdictions in their development of effective local housing elements, strategies, and
implementation plans. Housing data and information tracking the success of various housing efforts
are monitored and reported regionally at PSRC.
The Need for Local Action
Local governments play a critical role in housing, including its production. Local governments
possess regulatory control over land use and development. They are key players, both individually
and in cooperation with other housing interests, in stimulating various types of development activity.
Local Housing Responsibilities Under the Growth Management Act
Local housing elements should ensure the vitality and character of established residential neighborhoods
and include the following components:
1. an inventory and analysis of existing and projected housing needs,
2. goals, policies, objectives, and mandatory provisions for the preservation, improvement, and
development of housing,
3. identification of sufficient land for a range of housing types to match community needs, and
4. adequate provisions for the needs of all economic segments of the community.
(RCW 36.70A.070)
There are numerous tools and strategies available to local governments to encourage housing
diversity and promote affordable housing. Many of these tools can be applied in a manner that is
tailored to and respectful of local market conditions, community characteristics, and the vision for
growth embodied in local comprehensive plans. Since VISION 2040 was adopted in 2008, housing
planning and implementation has advanced through the ongoing work of state, regional, and local
agencies and organizations. These efforts have yielded new resources, promoted best practices,
established community-based housing strategies, and coordinated efforts across multiple
jurisdictions.
Housing Choices to Reflect Changing Demographics
The characteristics of the region's households have been changing over time and will continue to do
so. The size of the average household has been decreasing. Fewer people are living in family
households with two parents and children. More households are comprised of singles, couples
without children, or single-parent families. Many households have two or more workers. The region’s
population is becoming far more racially and ethnically diverse. As the population ages and new
generations enter the housing market, there will be demands and preferences for new and different
types of housing. While the region has a changing population with a wide range of housing needs, the
vast majority of homes are larger single-family homes.
Page 280 of 414
Draft VISION 2050 | July 2019
93
Figure 27 – Ownership Housing Stock by Housing Type, Central Puget Sound Region
Source: 2017 American Community Survey
Moderate density housing, ranging from duplexes to townhomes to garden apartments, bridge a gap
between single-family housing and more intense multifamily and commercial areas and provide
opportunities for housing types that are inclusive to people of different ages, life stages, and income
ranges. Regional and local tools can help to promote and incentivize the development of more
moderate density housing to give people greater housing choices, and produce urban densities that
support walkable communities, local retail and commercial services, and efficient public transit.
Affordability
With increasing incomes for some and a surge in demand for housing, the region is experiencing an
affordability crisis. Rising housing costs can be particularly devastating for low-income renters,
particularly renters of color, many who pay more than 50% of their income on housing. These
households are often the most at risk of losing their housing and experiencing homelessness. Many
middle- and lower-income households struggle to find housing that fits their income in an
increasingly competitive and expensive housing market due, in part, to zoning practices that have
prevented the development of more affordable, smaller homes, and apartments. Home ownership
may seem like less of a reality for potential first-time buyers as home prices continue to climb. This is
especially true for people of color, who have been systematically excluded from home ownership
opportunities for decades.
Low- to middle-wage workers – such as teachers, health care professionals, retail workers,
administrative personnel, police officers, and firefighters – who are essential to the economic and
social vitality of a community, often cannot afford to live in the places where they work. As affordable
housing options become scarce, households are forced to move farther from their jobs and
communities, resulting in increased traffic congestion and transportation costs and fragmentation of
communities. This spatial mismatch also leads to an inability of certain segments of the labor market
to fill positions.
Affordable Housing is commonly defined in terms of housing costs as a percentage of household
income. Housing is considered unaffordable when a household’s monthly housing costs exceed a certain
threshold – most commonly 30% of gross income – thereby reducing the budget available for basic
necessities.
Housing Affordability refers to the balance (or imbalance) between incomes and housing costs within a
community or region. A common measurement compares the number of households in certain income
categories to the number of units in the market that are affordable at 30% of gross income.
Page 281 of 414
Draft VISION 2050 | July 2019
94
Providing housing affordable to households earning different incomes requires different approaches.
To craft effective strategies, it is imperative to understand the types and cost of housing needed in a
community relative to the supply of housing available to households at each income level. Over one-
third of households in the region earn less than 80% area median income (AMI). Ideally, the supply of
housing affordable to moderate and low-income households should mirror the number of
households at those income levels.
• 18% of households earn 50-80% AMI (Moderate Income)
• 12% of households earn 30-50% AMI (Low Income)
• 13% of households earn less than 30% AMI (Very Low Income)
Providing affordable units for very low-income residents and providing housing options for residents
experiencing homelessness cannot be fully addressed by the private market alone. Public
intervention is necessary to ensure housing units are affordable to households at the lowest income
levels.
Figure 28 – Lower Housing Costs Require Greater Public Intervention
Anticipated Households in the Region in 2050
AMI: Area Median Income.
Source: 2016 ACS 1-Year PUMS
Increasing the supply of housing throughout the region and providing a variety of housing types and
densities for both renters and owners will help the region meet its housing goals. Special emphasis is
placed on providing affordable housing for low-, moderate-, and middle-income households across
the region, with a focus on promoting housing opportunities near transit, and appropriate housing for
special needs populations. VISION 2050 also encourages more homeownership opportunities for
low-income, moderate-income, and middle-income households and acknowledges historic
inequities in access to homeownership opportunities for people of color.
Page 282 of 414
Draft VISION 2050 | July 2019
95
Focusing Housing Near Transit Options
Within the central Puget Sound region, jurisdictions are planning for housing and job growth in places
designated for higher densities, a mix of land uses, and transportation choices. Communities across
the region are realizing these aims by encouraging infill, redevelopment, and more compact
development, especially in designated regional growth centers and around transit stations.
The region’s continuing expansion of high-capacity transit provides one of the best opportunities to
expand accessible housing options to a wider range of incomes. Promoting or requiring affordable
housing near high-capacity transit stations and in regional growth centers can help to ensure all
residents have opportunities to live in accessible and connected communities. Such housing will be
particularly valuable to low-income households, who are the most dependent on transit and are at
risk for displacement as housing costs rise.
Displacement and Community Stability
Displacement occurs when housing or neighborhood conditions force residents to move.
Displacement can be physical, when building conditions deteriorate or are taken off the market for
renovation or demolition, or economic, as costs rise.
Several key factors can drive displacement: proximity to rail stations, proximity to job centers,
historic housing stock, and location in a strong real estate market. Displacement is a regional
concern as it is inherently linked to shifts in the regional housing and job market. Many of these
factors put communities of color and neighborhoods with high concentrations of renters at a higher
risk of displacement.
Regional growth centers and communities near transit are home to more people of color and higher
concentrations of poverty than the region as a whole. As these central places connected by transit
continue to grow and develop, residents and businesses who contribute to these communities
should have the option to remain and thrive and take advantage of new amenities and services.
Page 283 of 414
Draft VISION 2050 | July 2019
96
Jobs-Housing Balance
Jobs-housing balance is a planning concept which advocates that housing and employment be close
together to reduce the length of commute travel and number of vehicle trips. A lack of housing,
especially affordable housing close to job centers, will push demand for affordable homes to more
distant areas, increasing commute times and the percentage of household income spent on
transportation costs. Housing policies encourage adding housing opportunities to job-rich places.
Policies in the Economy chapter promote economic development to bring jobs to all four counties.
Housing Policies
MPP-H-1
Plan for housing supply, forms, and densities to meet the region’s current and projected needs
consistent with the Regional Growth Strategy.
MPP-H-2
Provide a range of housing types and choices to meet the housing needs of all income levels and
demographic groups within the region.
MPP-H-3
Achieve and sustain – through preservation, rehabilitation, and new development – a sufficient
supply of housing to meet the needs of low-income, moderate-income, middle-income, and
special needs individuals and households that is equitably and rationally distributed throughout
the region.
MPP-H-4
Address the need for housing affordable to low- and very low-income households, recognizing
that these critical needs will require significant public intervention through funding, collaboration,
and jurisdictional action.
MPP-H-5
Promote homeownership opportunities for low-income, moderate-income, and middle-income
families and individuals while recognizing historic inequities in access to homeownership
opportunities for communities of color.
MPP-H-6
Develop and provide a range of housing choices for workers at all income levels throughout the
region in a manner that promotes accessibility to jobs and provides opportunities to live in
proximity to work.
MPP-H-7
Expand the supply and range of housing at densities to maximize the benefits of transit
investments, including affordable units, in growth centers and station areas throughout the
region.
Page 284 of 414
Draft VISION 2050 | July 2019
97
MPP-H-8
Promote the development and preservation of long-term affordable housing options in walking
distance to transit by implementing zoning, regulations, and incentives.
MPP-H-9
Expand housing capacity for moderate density housing to bridge the gap between single-family
and more intensive multifamily development and provide opportunities for more affordable
ownership and rental housing that allows more people to live in neighborhoods across the region.
MPP-H-10
Encourage jurisdictions to review and streamline development standards and regulations to
advance their public benefit, provide flexibility, and minimize additional costs to housing.
MPP-H-11
Encourage interjurisdictional cooperative efforts and public-private partnerships to advance the
provision of affordable and special needs housing.
MPP-H-12
Identify potential physical, economic, and cultural displacement of low-income households and
marginalized populations that may result from redevelopment and market pressure. Use a range
of strategies to mitigate displacement impacts to the extent feasible.
Housing Actions
Regional Actions
H-Action-1
Regional Housing Strategy: PSRC, together with its member jurisdictions, state agencies,
housing interest groups, housing professionals, advocacy and community groups, and other
stakeholders will develop a comprehensive regional housing strategy to support the 2023-24
local comprehensive plan update. The housing strategy will provide the framework for regional
housing assistance (see H-Action-2, below) and shall include the following components:
• A regional housing needs assessment to identify current and future housing needs to
support the regional vision
• Strategies and best practices to promote and/or address: housing supply, the
preservation and expansion of market rate and subsidized affordable housing, housing in
centers and in proximity to transit, jobs-housing balance, and the development of
moderate-density housing options
• Coordination with other regional and local housing efforts
Page 285 of 414
Draft VISION 2050 | July 2019
98
H-Action-2
Regional Housing Assistance: PSRC, in coordination with subregional, county, and local housing
efforts, will assist implementation of regional housing policy and local jurisdiction and agency
work. Assistance shall include the following components:
• Guidance for developing local housing targets (including affordable housing targets),
model housing policies, and best housing practices
• Technical assistance, including new and strengthened tools, to support local jurisdictions
in developing effective housing strategies and programs
• Collection and analysis of regional housing data, including types and uses of housing and
effectiveness of zoning, regulations, and incentives to achieve desired outcomes
H-Action-3
State Support and Coordination: PSRC will monitor and support as appropriate members’ efforts
to seek new funding and legislative support for housing; and will coordinate with state agencies to
implement regional housing policy.
Local Actions
H-Action-4
Local Housing Needs: Counties and cities will conduct a housing needs analysis and evaluate the
effectiveness of local housing policies and strategies to achieve housing targets and affordability
goals to support updates to local comprehensive plans. Analysis of housing opportunities with
access to jobs and transportation options will aid review of total household costs.
H-Action-5
Affordable Housing Incentives: As counties and cities plan for and create additional housing
capacity consistent with the Regional Growth Strategy, evaluate techniques such as inclusionary
and incentive zoning to provide affordability.
Page 286 of 414
Draft VISION 2050 | July 2019
99
Page 287 of 414
Draft VISION 2050 | July 2019
100
Page 288 of 414
Draft VISION 2050 | July 2019
101
Economy
Goal: The region has a prospering and sustainable regional economy by supporting businesses and job creation, investing in all
people, sustaining environmental quality, and creating great central places, diverse communities, and high quality of life.
A healthy economy is vital to creating and maintaining a high standard of living and quality of life for
residents in the central Puget Sound region. To create stable and lasting prosperity, VISION 2050
focuses on businesses, people, and places. Strong regional growth necessitates continuous
coordination to ensure that the region’s quality of life remains an economic asset in the future.
Success of the region’s economy is built on quality of life policies across VISION 2050 that manage
the region’s growth, invest in transportation, protect the environment, and provide housing options
for the region’s residents. Economy policies in VISION 2050 build on these policies.
The region’s outstanding natural environment is a key element for economic progress. Abundant
natural resources, a beautiful setting, and vibrant communities make every industry more
competitive in a global economy. Maintaining this advantage depends on a healthy built and natural
environment – with clean industries, good jobs with good incomes, managed growth, and lively
centers.
A healthy and growing economy provides good jobs and opportunity. It pays for vital public services
such as education, social services, criminal justice, transportation, and environmental preservation.
It allows the region to support the arts and cultural institutions, maintain parks, and build strong
communities. A healthy economy permits residents to provide for their families. It enables the region
to care for those who are vulnerable, to protect the environment, and to preserve the quality of life
that makes the region such a special place.
However, not all parts of the region have benefitted equally from recent job growth. Jobs in the
information, technical, and management sectors pay the highest average wages and saw some of
the largest increases in jobs and wages since 2010. Nearly all this job growth in the region has been
concentrated in a few urban areas. VISION 2050 calls for a better balance of job creation among the
counties to broaden opportunity and create a better jobs-housing balance.
Locally owned businesses, serving cultures and communities in the region, are key assets to the
region’s economy. Rising real estate costs caused by strong population and job growth are
threatening to price out these important businesses. VISION 2050 calls for the preservation of these
community economic assets and the mitigation of their displacement.
Page 289 of 414
Draft VISION 2050 | July 2019
102
Roles in Implementation
Sustaining the regional economy requires coordination across the public and private sectors. The
region’s economic strategy, Amazing Place, is the blueprint for this coordination. Amazing Place is a
data-driven regional economic strategy that identifies leading sectors and the ways the region
intends to sustain economic development.
The strategy has three goals:
1. Open economic opportunities to everyone
2. Compete globally
3. Sustain a high quality of life
Each goal is supported by specific strategies and initiatives to sustain and grow jobs throughout the
region, for all residents. The strategy emphasizes traditional economic development priorities such
as transportation, education, international trade, and the region’s business climate. Newer emphasis
areas include a specific rural strategy, initiatives to grow jobs throughout the region, and advancing
social equity and affordable housing.
PSRC supports economic development in local municipalities through technical assistance and
economic data, serving as a regional forum, and implementing Amazing Place with regional
stakeholders.
Page 290 of 414
Draft VISION 2050 | July 2019
103
Cities and counties work to set the stage for economic development in their communities, including
local zoning, housing, and transportation planning and implementation. Local governments provide
programs to attract and retain employers, understand the needs of small and large employers, and
support marketing of local businesses. Local planning for downtowns, industrial areas, and other
types of centers helps businesses benefit from co-location with other businesses and services.
Regional economic success also depends on a large ecosystem of organizations, including an
education and workforce development system that goes beyond local and regional boundaries.
Ultimately, the private sector makes siting decisions for new jobs and investments, choosing which
regions to invest in and in which communities to open employment locations. These siting decisions
are facilitated at the state, county, and local levels through a network of organizations that assist in
the recruitment, retention, and expansion of businesses in the region.
The Region's Economy
The central Puget Sound region is home to a diverse and growing economy. Forecasts show that the
region will add 1.2 million jobs by 2050, growing to 3.4 million. Key export-focused industries that
make the region unique include aerospace, information and communication technology, maritime,
military and defense, life sciences and global health, clean technology, tourism, transportation and
logistics, and business services. Washington's economy depends on trade – and the central Puget
Sound region is vital to the state's trade activity. It is estimated that more than 40% of jobs in the
state are tied to international trade. The region is home to many internationally known and successful
companies such as Amazon, Boeing, Costco, Microsoft, Paccar, Starbucks, and Weyerhaeuser, and
to the largest philanthropic organization in the world, the Bill & Melinda Gates Foundation. The
region’s internationally competitive ports and the state's natural resources make information
technology, aerospace, and agricultural products major international exports. Military installations
and defense companies are major employers in the region, particularly in Pierce and Kitsap counties.
Page 291 of 414
Draft VISION 2050 | July 2019
104
Figure 29 – Central Puget Sound Region Employment and Forecast by Sector
Source: PSRC Macroeconomic Forecast – Wage & Salary Employment Estimates
Thriving Communities for People and Businesses
The region’s outstanding quality of life, stunning natural setting, and healthy environment are
distinctive attributes that set it apart when compared to most global competitors. These qualities
help to attract and retain a highly talented and innovative workforce that drives global innovation.
VISION 2050 recognizes the importance of employment in cities and towns in rural areas and
resource-based economic activity. Targeted efforts are needed to support jobs in industries
compatible with rural communities, at a size, scale, and type that are compatible with the long-term
integrity, productivity, and character of these areas.
The movement of people and goods throughout the region is crucial to the continued success of the
economy and for growth of jobs and businesses. VISION 2050 calls for a transportation system that
connects the region’s centers and supports the economy through the movement of people and
freight throughout the region.
Industrial lands, military installations, airports, seaports, and other maritime sites are assets that
make significant contributions to the overall economy. Proximity to Pacific Rim countries, deep water
ports, major transportation corridors, and low-cost energy are among the unique regional assets
supporting these lands. VISION 2050 calls for the protection and preservation of these lands from
incompatible use and encroachment.
Economic Opportunity
VISION 2050 underscores investment in all the region's people to create shared prosperity and to
sustain a diversity of living-wage jobs. VISION 2050 responds to the changing reality of the global
economy by placing people at the center of a prosperous region and promoting equitable access to
opportunity for all the region’s residents.
The new economy relies on a highly skilled and diverse population to stimulate creative and
innovative enterprise, as well as local-serving employment in retail, health care, and other services.
Investing in people means ensuring accessible and high-quality education and skills-training
programs, fostering economic opportunities across the region.
Page 292 of 414
Draft VISION 2050 | July 2019
105
VISION 2050 calls for supporting our culturally and ethnically diverse communities, including the
region’s tribes. It seeks to address the unique obstacles and special needs of the region's
economically disadvantaged populations, as well as the assets and contributions they bring or have
the potential to bring to the region’s prosperity.
A Strong Business Climate
Industry clusters are concentrated sets of competing and complementary businesses that create
wealth in a region by selling products or services to outside markets, generating income that fuels
the rest of the economy.
Numerous factors affect the region's business climate, and the public sector plays a key role through
planning and making investments that capitalize on natural and place-based assets. This is
consistent with growth management and transportation objectives, and recognizes the important
role that the private, public, and nonprofit sectors play in fostering environmental and social
sustainability.
Economy Policies
MPP-EC-1
Support economic development activities that help to recruit, retain, expand, or diversify the
region's businesses, targeted towards businesses that provide living-wage jobs.
MPP-EC-2
Foster a positive business climate by encouraging regionwide and statewide collaboration among
business, government, utilities, education, labor, military, workforce development, and other
nonprofit organizations.
MPP-EC-3
Support established and emerging industry clusters that export goods and services and import
capital.
MPP-EC-4
Leverage the region's position as an international gateway by supporting businesses, airports,
seaports, and agencies involved in trade-related activities.
MPP-EC-5
Recognize the region’s airports as critical economic assets that support the region’s businesses,
commercial aviation activities, aerospace manufacturing, general aviation, and military missions.
MPP-EC-6
Ensure the efficient flow of people, goods, services, and information in and through the region
with infrastructure investments, particularly in and connecting designated centers, to meet the
needs of the regional economy.
Page 293 of 414
Draft VISION 2050 | July 2019
106
MPP-EC-7
Foster a supportive environment for business startups, small businesses, locally owned and
women- and minority-owned businesses to help them continue to prosper.
MPP-EC-8
Encourage the private, public, and nonprofit sectors to incorporate environmental and social
responsibility into their practices.
MPP-EC-9
Promote economic activity and employment growth that creates widely shared prosperity and
sustains a diversity of living-wage jobs for the region’s residents.
MPP-EC-10
Ensure that the region has a high-quality education system that is accessible to all of the region's
residents.
MPP-EC-11
Ensure that the region has high-quality and accessible training programs that give people
opportunities to learn, maintain, and upgrade skills necessary to meet the current and forecast
needs of the regional and global economy.
MPP-EC-12
Identify potential physical, economic, and cultural displacement of existing businesses that may
result from redevelopment and market pressure. Use a range of strategies to mitigate
displacement impacts to the extent feasible.
MPP-EC-13
Promote equity and access to opportunity in economic development policies and programs.
Expand employment opportunity to improve the region’s shared economic future.
MPP-EC-14
Foster appropriate and targeted economic growth in areas with low and very low access to
opportunity to improve access to opportunity for current and future residents of these areas.
MPP-EC-15
Support and recognize the contributions of the region's culturally and ethnically diverse
communities and Native Tribes, including helping the region continue to expand its international
economy.
MPP-EC-16
Ensure that economic development sustains and respects the region's environment and
encourages development of established and emerging industries, technologies, and services
that promote environmental sustainability, especially those addressing climate change and
resilience.
Page 294 of 414
Draft VISION 2050 | July 2019
107
MPP-EC-17
Preserve and enhance the region's unique attributes and each community's distinctive identity
and design as economic assets as the region grows.
MPP-EC-18
Develop and provide a range of job opportunities throughout the region to create a closer
balance between jobs and housing.
MPP-EC-19
Support economic activity and job creation in cities in the rural areas at a size, scale, and type
compatible with these communities.
MPP-EC-20
Sustain and enhance arts and cultural institutions to foster an active and vibrant community life in
every part of the region.
MPP-EC-21
Concentrate a significant amount of economic growth in designated centers and connect them to
each other in order to strengthen the region's economy and communities and to promote
economic opportunity.
MPP-EC-22
Maximize the use of existing designated manufacturing/industrial centers by focusing
appropriate types and amounts of employment growth in these areas and by protecting them
from incompatible adjacent uses.
MPP-EC-23
Support economic activity in rural and natural resource areas at a size and scale that is
compatible with the long-term integrity and productivity of these lands.
Economy Actions
Regional Actions
Ec-Action-1
Regional Economic Strategy: PSRC and the Economic Development District will coordinate
economic development efforts to strengthen the region’s industries, economic foundations and
to implement the Regional Economic Strategy. Update the Regional Economic Strategy
periodically.
Page 295 of 414
Draft VISION 2050 | July 2019
108
Ec-Action-2
Regional Support for Local Government Economic Development Planning: PSRC will support
county and local jurisdictions through technical assistance and economic data with special
emphasis on smaller jurisdictions, in their efforts to development economic development
elements as part of their expected 2023/24 comprehensive plan updates. PSRC will also provide
guidance on local planning to address commercial displacement.
Ec-Action-3
Regional Economic Data: PSRC and the Economic Development District, in collaboration with
county economic development councils and other partners, will maintain regional economic data
and develop regionwide and subarea forecasts.
Local Actions
Ec-Action-4
Economic Development Elements: Cities and counties will update (or adopt) their economic
development element – tailored to meet the jurisdiction's unique needs and leveraging public
investments – as specified in the Growth Management Act, when conducting the expected
2023/24 comprehensive plan update.
Page 296 of 414
Draft VISION 2050 | July 2019
109
Page 297 of 414
Draft VISION 2050 | July 2019
110
Page 298 of 414
Draft VISION 2050 | July 2019
111
Transportation
Goal: The region has a sustainable, equitable, affordable, safe, and efficient multimodal transportation system, with specific
emphasis on an integrated regional transit network that supports the Regional Growth Strategy and promotes vitality of the
economy, environment, and health.
VISION 2050 provides a framework for long-range transportation planning in the region. A safe and
efficient transportation system is essential to the region’s quality of life and serves as the backbone
of the economy. As the region continues to grow and the travel needs of people change over time,
improving mobility will be a challenging task.
The region is making historic investments in transit that include light rail, heavy rail, bus rapid transit,
and ferries. Voters have approved measures authorizing $54 billion to build out the region’s light rail
network, which will extend from Seattle to Everett, Tacoma, Redmond, and Issaquah. When
complete, the region’s light rail system will be among the largest in the nation. In addition, 28 new or
extended bus rapid transit lines are planned across all four counties through 2040. Passenger only
ferry routes are also expanding, with four routes currently operating as of 2019 and new routes being
studied for the future. Current transit ridership continues to grow, with the region being one of only
four across the country with consistent growth in transit boardings. VISION 2050 incorporates a
renewed focus on locating growth near current and future high-capacity transit facilities, with a goal
for 65% of the region’s population growth and 75% of the region’s employment growth to be located
in regional growth centers and areas within walking distance of high-capacity transit.
This historic investment in transit, and continued investments across modes, are critical due to the
increases in congestion and travel delay seen in the region over the past decade. Since 2010, the
region has grown by over 440,000 residents and 381,000 jobs. Delay on the region’s freeway
corridors has increased more than 50% since 2014, and the average travel time to work continues to
steadily increase across all modes, averaging around 30 minutes. Notably, the share of commuters
with travel times over 60 minutes has increased steeply and is higher than the share of commuters
with travel times less than 10 minutes. This is true in each of the four counties.
Figure 30 – Share of Commuters, Travel Time Greater Than 1 Hour, 2010-2017
Source: 2010-2017 American Community Survey
Page 299 of 414
Draft VISION 2050 | July 2019
112
People want shorter travel times and greater options, yet the costs of providing new transportation
capacity continues to increase at rates greater than inflation. At the same time, the future of the fuel
tax – the primary source for funding transportation investments – is limited. Advances in vehicle fuel
economy, increasing construction costs, and erosion of purchasing power due to inflation have
demonstrated the need to find other ways to pay for these investments.
With scores of local and state agencies responsible for implementing separate parts of the overall
system, a coordinated regional approach to building and funding the transportation system is critical.
If the region is to sustain its high quality of life and continue to support innovation, continued
investments are necessary to complete, operate, and maintain the system.
VISION 2050 establishes the long-range regional policy direction for meeting this challenge and
provides a basis for the more detailed planning and investment strategies in the Regional
Transportation Plan, and at the local level. As the region’s designated Metropolitan Planning
Organization and state Regional Transportation Planning Organization, PSRC is responsible for
developing and maintaining a long-range multimodal transportation plan that provides a regional
perspective for transportation that coordinates across jurisdictions and recognizes the critical link
between transportation, land use planning, economic development, and the environment.
The Regional Transportation Plan
The Regional Transportation Plan shows how the region intends to catch up and keep pace with
expected growth. It identifies how the region’s transportation system will be sustained and improved
to better connect residents with employment centers, educational opportunities, major military
installations, and other destinations such as the region’s many recreational and cultural
opportunities. It outlines unprecedented investments the region is making to improve highway,
transit, rail, ferry, bicycle, and pedestrian systems to support the safe and efficient movement of
people and goods. The plan describes how billions of dollars of federal, state, and local
transportation funding will make improvements to the region’s highway system, local roads, freight
mobility, bicycle and pedestrian accessibility, and transit options.
Page 300 of 414
Draft VISION 2050 | July 2019
113
Under federal transportation planning and funding statutes and regulations, PSRC is responsible for
programming and maintaining a four-year regional Transportation Improvement Program, and for
selecting projects to receive certain funds from the Federal Highway Administration and the Federal
Transit Administration, usually on a two-year cycle. The policies guiding the competitive distribution
of these funds are based on implementing the priorities identified in VISION 2050 and the Regional
Transportation Plan. Specific policies about prioritization of PSRC’s federal funds can be found in the
Regional Collaboration chapter. While an important source, federal funds managed by PSRC
represent a small percentage of total funds invested in transportation projects annually in the region.
Other federal, state, and local funds support most transportation investments in the region.
Together, VISION 2050 and the Regional Transportation Plan serve to coordinate transportation
planning and project implementation across jurisdictions and at the local level. The 2018 Regional
Transportation Plan plans for investments through the year 2040. The 2022 update to the plan will
identify the investments necessary to serve an additional decade of growth to 2050.
Under the Growth Management Act, the state, local jurisdictions, and other transportation agencies
are responsible for implementing transportation investments. They do so through projects that
maintain, improve, and create new roadways, transit service, and pedestrian, bicycle, and freight
infrastructure. Working together to consider mobility and access needs both within and beyond the
borders of individual jurisdictions is critical to building the efficient, multimodal system described in
the Regional Transportation Plan.
Page 301 of 414
Draft VISION 2050 | July 2019
114
Figure 31 – Regional Transportation System Map
Page 302 of 414
Draft VISION 2050 | July 2019
115
Supporting the Regional Growth Strategy
Continued growth of people and jobs will increase pressure on the region’s transportation system.
The Regional Growth Strategy is built around the concept that additional transportation infrastructure
and services will be prioritized for areas expected to accommodate the most growth. This includes
investments to support continued growth in local and regional centers and around high-capacity
transit station areas. Supporting the Regional Growth Strategy will require a commitment to
developing a highly efficient multimodal transportation system throughout the region. VISION 2050
transportation policies guide and coordinate actions to build strong regional and local integration of
land use and transportation.
Supporting People
Continued growth in the region increases the need for accessible, affordable, and convenient
mobility for all people in the region. Everyone should have equitable access to goods, services, and
jobs. Yet with a booming economy and rising housing costs, many of the region’s residents find
themselves priced out of major employment centers, increasing commute distances and the
financial burden of transportation. This hits the region’s lowest-income households the hardest. The
resulting disconnect between where people live and work has contributed to record levels of freeway
congestion, and historic ridership and crowding on transit. These challenges are already imposing
costs that are likely to increase in the future without meaningful action to provide more accessible
transportation choices and improving the jobs-housing balance.
An equitable transportation system supports broad mobility and connectivity, prioritizes an effective
and affordable public transportation network that supports transit-dependent communities, and
provides access to core services and amenities, including employment, education, and health and
social services. It includes providing access to transportation choices for all, ensuring that travel
times to key destinations are reasonable for all people, and requires assessing how the region can
better connect places that have low access to opportunity to places that have more opportunity.
Mobility and Accessibility
As the region continues to grow and becomes more congested, transportation investments that
improve mobility are key. These include completing a regional high-capacity transit network with
seamless connections to local transit systems and creating robust multimodal access to the overall
transit network. It also includes continued mobility for freight and goods movement, as well as
improvements to bicycle and pedestrian infrastructure, multimodal and passenger-only ferries,
aviation and intercity rail systems that connect to other states and countries, and critical highway
links. VISION 2050 calls for the development of an integrated multimodal transportation system that
supports all of these needs, and ensures access to goods, services, and amenities that will help
people and the economy thrive.
Page 303 of 414
Draft VISION 2050 | July 2019
116
Supporting the Economy
The region’s economy depends on a robust, resilient transportation system that efficiently connects
people to jobs, schools, and services, and moves freight and goods. Nearly all products in the region
are transported using a complex system of roads, rail lines, and sea and air routes, as well as the
intermodal terminals that connect them. As one of the world’s global gateways and major entry
points into North America, the freight system in the Pacific Northwest reaches far beyond the
region’s boundaries and involves a mix of public and private ownership. The transportation system
investments supported by VISION 2050 will help grow the region’s economy.
Page 304 of 414
Draft VISION 2050 | July 2019
117
A Sustainable Transportation System
A sustainable transportation system will address the important task of preserving and maintaining
existing transportation assets and making the current system work more efficiently and safely.
Investments to encourage a shift from driving alone by providing convenient, safe and accessible
options are critical to achieving this vision. The region supports investments that work to achieve the
state’s Target Zero goal of zero deaths and serious injuries on roads and highways by 2030. Priorities
also focus on developing a secure and resilient transportation network, being prepared for potential
impacts from natural disasters and other catastrophes, and planning for recovery. As traditional
sources of revenues supporting transportation become less reliable, the pursuit of alternative
transportation financing mechanisms such as roadway pricing and other user fees will be key to
developing and managing a sustainable transportation system into the future.
Protecting the Environment
The regional transportation system should be planned and designed to keep the region’s air and
water healthy, sustain the region’s overall environment, assist in coordinated efforts to protect and
restore the health of the region’s watersheds, and reduce overall greenhouse gas emissions to
address climate change. Untreated stormwater from transportation infrastructure has contributed to
the degradation of Puget Sound and other water bodies, and inadequate or missing culverts have
prevented fish passage to spawning areas. As new transportation infrastructure is developed, there
is an opportunity to improve water quality and habitat.
The Regional Transportation Plan sets the region on course to significantly reduce greenhouse gas
emissions through a flexible and balanced approach of land use, pricing, choices, and technology.
One important element – among many – will be to advance the adoption of electric vehicles across
the region and support the necessary infrastructure to achieve this transition. VISION 2050’s Climate
Change chapter highlights the importance of taking action to reduce greenhouse gas emissions.
Innovation and Disruptive Change
Rapidly developing technological innovations have the potential to disrupt the way we think about
transportation systems. These changes range from improvements to existing technologies, including
Intelligent Transportation Systems, to shared mobility, improved traveler information tools, and
connected or autonomous vehicles. These innovations could have an enormous influence on how
and where people live, shop, work, and play, and how the region develops and designs roadways and
other transportation infrastructure. The expanding shift towards on-demand mobility services and
new technologies supporting those fleets has the potential to change trends in private car ownership
and usage, local and regional parking needs, and the use of public right-of-way for pick-up and
drop-off zones. However, the rapid pace of change in technology makes it hard to predict when new
technologies will mature and become widespread, and what the impacts will be on the system. The
region must prepare for these potential disruptions and ensure those changes support the region’s
communities and vision for the future.
Page 305 of 414
Draft VISION 2050 | July 2019
118
Transportation Policies
MPP-T-1
Maintain and operate transportation systems to provide safe, efficient, and reliable movement of
people, goods, and services.
MPP-T-2
Protect the investment in the existing system and lower overall life-cycle costs through effective
maintenance and preservation programs.
MPP-T-3
Reduce the need for new capital improvements through investments in operations, pricing
programs, demand management strategies, and system management activities that improve the
efficiency of the current system.
MPP-T-4
Improve the safety of the transportation system and, in the long term, achieve the state’s goal of
zero deaths and serious injuries.
MPP-T-5
Develop a transportation system that minimizes negative impacts to, and promotes, human
health.
MPP-T-6
Pursue alternative transportation financing methods, such as user fees, tolls,
and other pricing mechanisms to manage and fund the maintenance, improvement, preservation,
and operation of the transportation system.
MPP-T-7
Coordinate state, regional, and local planning efforts for transportation through the Puget Sound
Regional Council to develop and operate a highly efficient, multimodal system that supports the
Regional Growth Strategy.
MPP-T-8
Strategically expand capacity and increase efficiency of the transportation system to move
goods, services, and people consistent with the Regional Growth Strategy. Focus on investments
that produce the greatest net benefits to people and minimize the environmental impacts of
transportation.
MPP-T-9
Implement transportation programs and projects that provide access to opportunities while
preventing or mitigating negative impacts to people of color, people with low
incomes, and people with special transportation needs.
Page 306 of 414
Draft VISION 2050 | July 2019
119
MPP-T-10
Ensure mobility choices for people with special transportation needs, including persons with
disabilities, seniors, youth, and people with low incomes.
MPP-T-11
Design, construct, and operate a safe and convenient transportation system for all users while
accommodating the movement of freight and goods, using best practices and context sensitive
design strategies.
MPP-T-12
Emphasize transportation investments that provide and encourage alternatives to single-
occupancy vehicle travel and increase travel options, especially to and within centers and along
corridors connecting centers.
MPP-T-13
Increase the proportion of trips made by transportation modes that are alternatives to driving
alone, especially to and within centers and along corridors connecting centers, by ensuring
availability of reliable and competitive transit options.
MPP-T-14
Integrate transportation systems to make it easy for people and freight to move from one mode
or technology to another.
MPP-T-15
Prioritize investments in transportation facilities and services in the urban growth area that
support compact, pedestrian- and transit-oriented densities and development.
MPP-T-16
Improve local street patterns – including their design and how they are used – for walking,
bicycling, and transit use to enhance communities, connectivity, and physical activity.
MPP-T-17
Promote and incorporate bicycle and pedestrian travel as important modes of transportation by
providing facilities and reliable connections.
MPP-T-18
Promote coordination among transportation providers and local governments to ensure that
joint- and mixed-use developments are designed in a way that improves overall mobility and
accessibility to and within such development.
MPP-T-19
Design transportation programs and projects to support regional growth centers and high-
capacity transit station areas.
Page 307 of 414
Draft VISION 2050 | July 2019
120
MPP-T-20
Promote the preservation of existing rights-of-way for future high-capacity transit.
MPP-T-21
Design transportation facilities to fit within the context of the built or natural environments in
which they are located.
MPP-T-22
Avoid construction of major roads and capacity expansion on existing roads in rural and resource
areas. Where increased roadway capacity is warranted to support safe and efficient travel
through rural areas, appropriate rural development regulations and strong commitments to
access management should be in place prior to authorizing such capacity expansion in order to
prevent unplanned growth in rural areas.
MPP-T-23
Make transportation investments that improve economic and living conditions so that industries
and skilled workers continue to be retained and attracted to the region.
MPP-T-24
Improve key facilities connecting the region to national and world markets to support the
economic vitality of the region.
MPP-T-25
Ensure the freight system supports the growing needs of global trade and state, regional and
local distribution of goods and services.
MPP-T-26
Maintain and improve the existing multimodal freight transportation system in the region to
increase reliability, efficiency, and mobility, and prepare for continuing growth in freight and
goods movement.
MPP-T-27
Coordinate regional planning with rail line capacity expansion plans and support capacity
expansion that is compatible with state, regional, and local plans.
MPP-T-28
Promote coordinated planning and effective management to optimize the existing aviation
system prior to development of new airports. Accommodate anticipated regional growth in
aviation while minimizing health and noise impacts in communities.
MPP-T-29
Support the transition to a cleaner transportation system through investments in zero emission
vehicles, low carbon fuels and other clean energy options.
Page 308 of 414
Draft VISION 2050 | July 2019
121
MPP-T-30
Provide infrastructure sufficient to support widespread electrification of the transportation
system.
MPP-T-31
Advance the resilience of the transportation system by incorporating redundancies, preparing for
disasters and other impacts, and coordinated planning for system recovery.
MPP-T-32
Reduce stormwater pollution from transportation facilities and improve fish passage, through
retrofits and updated design standards. Where feasible, integrate with other improvements to
achieve multiple benefits and cost efficiencies.
MPP-T-33
Prepare for changes in transportation technologies and mobility patterns, to support
communities with a sustainable and efficient transportation system.
MPP-T-34
Be responsive to changes in mobility patterns and needs for both people and goods, and
encourage partnerships with the private sector, where applicable.
Transportation Actions
Regional Actions
T-Action-1
Regional Transportation Plan: PSRC will update the Regional Transportation Plan (RTP) to be
consistent with federal and state requirements and the goals and policies of VISION 2050. The
RTP will incorporate the Regional Growth Strategy and plan for a sustainable multimodal
transportation system for 2050. The plan will identify how the system will be maintained and
efficiently operated, with strategic capacity investments, to provide safe and equitable access to
housing, jobs, and other opportunities, as well as improved mobility for freight and goods
delivery. Specific elements of the RTP include the Coordinated Transit-Human Services
Transportation Plan and continued updates to the regional integrated transit network (including
high capacity transit, local transit, auto and passenger ferries), the Active Transportation Plan,
regional freight network, aviation planning and other important system components.
Page 309 of 414
Draft VISION 2050 | July 2019
122
T-Action-2
Transportation Technology and Changing Mobility: PSRC will continue to conduct research and
analysis on the potential impacts from emerging technologies and changes in mobility patterns,
including ongoing improvements to PSRC modeling and analytical tools. PSRC will build
relationships among a diverse set of stakeholders and facilitate discussions to assist member
organizations to become prepared for these changes in transportation mobility and to address
consequences to and from local decision making. Outcomes could include guidance, best
practices and future policies.
T-Action-3
Freight Mobility: PSRC will continue to conduct research, data collection and analysis of the
growth and impacts of freight and goods movement and delivery, including updating baseline
inventories and identification of mobility and other issues. PSRC will continue collaboration with
stakeholders to address key freight issues as part of the next RTP update.
T-Action-4
Climate: PSRC will continue to monitor and advance the implementation of the adopted Four-Part
Greenhouse Gas Strategy - or future versions thereof - to achieve meaningful reductions of
emissions throughout the region from transportation and land use. This will include ongoing
collaboration with a variety of partners on each element, for example regional coordination on
electric vehicle infrastructure, roadway pricing, transit-oriented development and others. This will
also include continued development of regional analyses and research of additional options for
reducing emissions.
T-Action-5
Aviation Capacity: PSRC will continue to conduct research and analysis of the region’s aviation
system to assess future capacity needs, issues, challenges, and community impacts to help
ensure that the system can accommodate future growth while minimizing community impacts,
and to set the stage for future planning efforts. PSRC will work in cooperation with the state,
which will play a lead role in addressing aviation capacity needs.
Local Action
T-Action-6
VISION 2050 Implementation: Counties and cities, with guidance and assistance from PSRC, will
update local plans to support implementation of the Regional Transportation Plan and address
the Regional Growth Strategy, including addressing changes related to technology, freight and
delivery, and the needs of all users.
Page 310 of 414
Draft VISION 2050 | July 2019
123
Page 311 of 414
Draft VISION 2050 | July 2019
124
Page 312 of 414
Draft VISION 2050 | July 2019
125
Public Services
Goal: The region supports development with adequate public facilities and services in a coordinated, efficient, and cost-
effective manner that supports local and regional growth planning objectives.
Public services are essential to the day-to-day operation of the region, helping make communities
safe, healthy, prosperous, and resilient. As the region grows, public services will need to continue to
adjust and evolve to meet the region’s changing needs.
Public services are provided by local governments, special purpose districts, and private entities. They
include drinking water, solid waste management, sewage treatment, stormwater management, energy,
telecommunications, emergency services, schools, libraries, law and justice services, health and human
services, and community centers.
New or expanded public services and infrastructure are needed to support new development. At the
same time, existing infrastructure requires ongoing maintenance and upgrading. Using more
efficient designs and technologies can curb some of the need for new infrastructure. A commitment
to sustainable infrastructure ensures the least possible strain on the region’s resources and the
environment, while contributing to healthy and prosperous communities.
Aligning the provision of public services with the Regional Growth Strategy allows services to be
provided more efficiently and at lower operating costs. Provide urban services in urban areas
reduced travel times, transportation impacts, and makes services more accessible. Locating
services in communities also supports local investments in neighborhoods and centers, reinforcing
the desired growth pattern and curbing rural growth. This is consistent with the Growth Management
Act which allows certain services, such as sanitary sewers, only in the urban growth area – with few
exceptions (RCW 36.70A.110 (4)).
All residents in the region should have access to high-quality, affordable public services. Equitable
access to these services will require identifying gaps in services and planning for expanded or
improved services and facilities, which represent significant investment. As the internet has become
an increasingly important resource, the widespread availability of affordable, reliable internet and
telecommunications services has become a priority for communities. Inadequate provision of some
services such as water, wastewater, and stormwater could become public health, safety, and
environmental justice issues. Coordinated planning between PSRC, counties, cities, and service
providers will help make public services more affordable, effective, sustainable, and equitable.
Page 313 of 414
Draft VISION 2050 | July 2019
126
Many parts of the region, especially the unincorporated urban growth area, receive a variety of
services through special purpose districts. Special purpose district boundaries often overlap with
municipal boundaries and the urban growth area boundary. Special purpose districts and local
jurisdictions need to coordinate to plan for future capacity, but the lack of uniformity among special
purpose districts and local jurisdictions can make coordination challenging. The Growth
Management Act states that cities are the preferred providers of urban services (RCW 36.70A.110
(4)).
Special Purpose Districts
Washington state law allows special purpose districts to be created for a variety of services, including
sewer, water, drainage, flood control, parks and recreation, fire, libraries, public hospitals, schools, and
public transportation. There are more than 330 special purpose districts in the central Puget Sound
region. The Growth Management Act requires counties and cities to work together but does not place the
same obligation on all special purpose districts.
Sustainable and Resilient Public Services
Many of the resources the region depends on are finite and vulnerable. Continued growth, with more
demand for water, energy, wastewater management, and other utilities, can threaten the region’s
ability to maintain current level of service standards and protect resources.
Resources like water and energy can be managed in a way that conserves them for future
generations. Conservation and evolving management practices, such as water reuse, play key roles
in efficient use of resources. Improving wastewater treatment and stormwater management is crucial
in recovering the health of Puget Sound and surrounding water bodies. Consistent with VISION 2050,
public service providers are striving to decrease environmental and community impacts. Many
providers are educating the public to be partners in these efforts.
Transitioning to low carbon energy will require retrofitting infrastructure to reduce energy
consumption and greenhouse gas emissions. Understanding the impacts that climate change will
have on future conditions and infrastructure is an important part of planning for public services.
The central Puget Sound region is vulnerable to natural hazards like earthquakes, landslides, and
wildfires, and is also threatened by sea level rise. Community resilience is the ability to prepare for
anticipated hazards, adapt to changing conditions, and withstand and recover rapidly from
disruptions. Public services play roles in community resilience through siting, designing, building,
and operating public services and infrastructure that avoid or withstand hazards and ensure that
services can continue or quickly resume after a disaster or emergency. Lack of planning for
resilience leads to disproportionate impacts on vulnerable populations, who tend to have greater
exposure to hazards and fewer resources to respond.
Page 314 of 414
Draft VISION 2050 | July 2019
127
Capital Facility Siting
Expanding public services to accommodate growth can create challenges in how and where to site
new facilities. While capital facilities are essential to communities, commerce, and quality of life, they
often affect the environment and adjacent communities. Infrastructure such as sewage treatment
plants and power transfer stations become hard to site and must be designed and operated without
being nuisances to neighbors. High land costs make it difficult and costly to build new facilities like
schools and libraries close to where people live. However, innovative practices such as joint siting
and sharing of facilities that provide multiple benefits (such as playgrounds shared by schools and
the public, stormwater parks, and collocated services) can reduce costs.
Siting capital facilities to support local and regional growth plans includes investing in capital facilities
and amenities to support regional and local centers and siting capital facilities according to the
populations they serve. Cultural and civic facilities contribute to creating a sense of community. They
best serve their populations when located in central places that people can reach by walking, biking,
or using transit. Facilities serving urban populations are more efficient and cost-effective when sited
in urban areas, while facilities serving rural populations are more effective when designed at the
appropriate scale and located in adjacent towns or communities.
School Siting
School district boundaries have been long established, and some districts that were historically rural have
become major suburban education providers. As a result, there are some districts that provide school
services to both urban and rural populations, and some that own sites outside the urban growth area
intended for future schools. Developing urban-serving schools on these outlying locations often requires
expensive programs to transport students and encourages students to drive or be driven to schools.
Schools should be encouraged to become the cornerstones of their communities by locating urban-
serving schools in urban settings and designing facilities to better integrate with their urban
neighborhoods. Collaborative planning between school districts and local governments on siting urban
schools has been successful in identifying locations, problem-solving development challenges, and
encouraging walking and biking to schools.
In 2017, the Washington State Legislature amended the Growth Management Act to allow, under certain
circumstances, schools serving urban and rural populations outside the urban growth area if certain
conditions are met.
Careful consideration of equity can help ensure that the benefits and impacts of capital facilities are
shared by communities throughout the region. The historic provision of public services often
systematically and disproportionately created worse conditions for people of color and people with
low incomes, which lowered access to opportunity and quality of life. To this day, people in these
communities may lack access to reliable services and infrastructure, such as sewers, broadband,
and parks. Looking to the future, there are opportunities to correct these past inequities and increase
access to opportunity for groups who have been historically marginalized. While certain facilities
generate unavoidable adverse impacts, they can be mitigated by not siting facilities in a manner that
unduly burdens certain communities or population groups.
Page 315 of 414
Draft VISION 2050 | July 2019
128
Manchester Stormwater Park, Kitsap County
Public Services Policies
MPP-PS-1
Protect and enhance the environment and public health and safety when providing services and
facilities.
MPP-PS-2
Promote affordability and equitable access of public services to all communities, especially the
historically underserved.
MPP-PS-3
Time and phase services and facilities to guide growth and development in a manner that
supports the Regional Growth Strategy.
MPP-PS-4
Promote demand management and the conservation of services and facilities prior to developing
new facilities.
MPP-PS-5
Do not provide urban services in rural areas. Design services for limited access when they are
needed to solve isolated health and sanitation problems, so as not to increase the development
potential of the surrounding rural area.
MPP-PS-6
Encourage the design of public facilities and utilities in rural areas to be at a size and scale
appropriate to rural locations, so as not to increase development pressure.
Page 316 of 414
Draft VISION 2050 | July 2019
129
MPP-PS-7
Obtain urban services from cities or appropriate regional service providers. Encourage cities,
counties, and special service districts, including sewer, water, and fire districts, to coordinate
planning efforts, agree on optimal ways to provide efficient service, and move towards
consolidations that would improve service to the public.
MPP-PS-8
Develop conservation measures to reduce solid waste and increase recycling.
MPP-PS-9
Promote improved conservation and more efficient use of water, as well as the increased use of
reclaimed water, to reduce wastewater generation and ensure water availability.
MPP-PS-10
Serve new development within the urban growth area with sanitary sewer systems or fit it with dry
sewers in anticipation of connection to the sewer system. Alternative technology to sewers
should be considered only when it can be shown to produce treatment at standards that are
equal to or better than the sewer system and where a long-term maintenance plan is in place.
MPP-PS-11
Replace failing septic systems within the urban growth area with sanitary sewers or alternative
technology that is comparable or better.
MPP-PS-12
Use innovative and state-of-the-art design and techniques when replacing septic tanks to restore
and improve environmental quality.
MPP-PS-13
Promote the use of renewable energy resources to meet the region’s energy needs.
MPP-PS-14
Reduce the rate of energy consumption through conservation and alternative energy forms to
extend the life of existing facilities and infrastructure.
MPP-PS-15
Support the necessary investments in utility infrastructure to facilitate moving to low-carbon
energy sources.
MPP-PS-16
Plan for the provision of telecommunication infrastructure to provide access to residents and
businesses in all communities, especially underserved areas.
MPP-PS-17
Coordinate, design, and plan for public safety services and programs.
Page 317 of 414
Draft VISION 2050 | July 2019
130
MPP-PS-18
Encourage health and human services facilities to locate near centers and transit for efficient
accessibility to service delivery.
MPP-PS-19
Support efforts to increase the resilience of public services, utilities, and infrastructure by
preparing for disasters and other impacts and coordinated planning for system recovery.
MPP-PS-20
Consider the potential impacts of climate change and fisheries protection on the region's water
supply.
MPP-PS-21
Provide residents of the region with access to high quality drinking water that meets or is better
than federal and state requirements.
MPP-PS-22
Promote coordination among local and tribal governments and water providers and suppliers to
meet long-term water needs in the region in a manner that supports the region's growth strategy.
MPP-PS-23
Reduce the per capita rate of water consumption through conservation, efficiency, reclamation,
and reuse.
MPP-PS-24
Protect the source of the water supply to meet the needs for both human consumption and for
environmental balance.
MPP-PS-25
Work cooperatively with school districts to plan for school facilities to meet the existing and future
community needs consistent with adopted comprehensive plans and growth forecasts, including
siting and designing schools to support safe, walkable access and best serve their communities.
MPP-PS-26
Site schools, institutions, and other community facilities that primarily serve urban populations
within the urban growth area in locations where they will promote the local desired growth plans,
except as provided for by RCW 36.70A.211.
MPP-PS-27
Locate schools, institutions, and other community facilities serving rural residents in neighboring
cities and towns and design these facilities in keeping with the size and scale of the local
community, except as provided for by RCW 36.70A.211.
Page 318 of 414
Draft VISION 2050 | July 2019
131
MPP-PS-28
Site or expand regional capital facilities in a manner that (1) reduces adverse social,
environmental, and economic impacts on the host community, (2) equitably balances the location
of new facilities, and (3) addresses regional planning objectives.
MPP-PS-29
Do not locate regional capital facilities outside the urban growth area unless it is demonstrated
that a non-urban site is the most appropriate location for such a facility.
Public Services Actions
Regional Actions
PS-Action-1
Utility and Service District Planning: PSRC will work with electrical utilities, water providers,
special service districts, and other utilities to facilitate coordinated efforts to develop long-range
plans that comply with the Growth Management Act and implement VISION 2050.
PS-Action-2
Facilities Siting and Design: PSRC will facilitate cooperative efforts with special service districts
and local jurisdictions to site and design facilities that enhance local communities in accordance
with growth management goals and VISION 2050.
Page 319 of 414
Draft VISION 2050 | July 2019
132
Page 320 of 414
Draft VISION 2050 | July 2019
133
Implementation
The collective work of PSRC, counties, cities, and other agencies and organizations is needed to
guide the region toward its desired future. PSRC’s implementation of VISION 2050 occurs through
five primary work programs described in this section:
• Data, tools, and planning guidance
• Policy and plan review
• Regional transportation planning and funding
• Regional economic development planning
• Other regional actions
This chapter also describes how VISION 2050 may be amended periodically to reflect technical or
significant changes and provides the legal framework for VISION 2050.
Data, Tools, and Local Assistance
PSRC provides data, analysis, guidance, and technical support to its members. Members participate
in a wide variety of workshops and other education and training opportunities to learn about
important issues for local jurisdictions, such as establishing growth targets, implementing housing
affordability strategies, countywide planning policies, comprehensive plans, center plans, and transit
station area plans. Technical assistance is also identified in VISION 2050 actions.
PSRC provides regional and small area forecasts, as well as data and tools for demographic,
transportation, housing, land use, environmental, and other research. PSRC staff are available to
support local work with data and analysis. The most popular maps and data sets are available on
PSRC’s website, and members may make custom requests. PSRC also conducts land use,
transportation, and mobile source emissions modeling.
Policy and Plan Review
Regional review of local, countywide, and transit agency plans provides the opportunity for
coordination and collaboration and helps in understanding how individual plans are working
collectively to support the region’s objectives.
PSRC’s process for the review of countywide, local, and transit agency plans is established by the
consistency requirements of the Growth Management Act, as well as state-required guidelines for
evaluating comprehensive plans and directives in PSRC’s Interlocal Agreement. State law requires
regional “guidelines and principles” for regional transportation planning (RCW 47.80.026). The
multicounty planning policies in VISION 2050 serve as the region's guidelines and principles. They
must address factors such as: concentration of economic activity, residential density, development
and urban design that supports high-capacity transit, joint- and mixed-use development, freight
movement and port access, development patterns that promote walking and biking, transportation
demand management, effective and efficient transportation, access to regional systems, and
intermodal connections. Additional information on the legal framework is provided on PSRC’s
website.
Page 321 of 414
Draft VISION 2050 | July 2019
134
Certification of plans is a requirement for jurisdictions and agencies that intend to apply
for PSRC funding or proceed with projects submitted into the Regional Transportation Improvement
Program. Review of local, countywide and transit agency plans is described below and in more detail
in PSRC’s Plan Review Manual.
Countywide Planning Policies
Countywide planning policies provide a county-level framework for guiding local planning.
Countywide planning policies are adopted by each county and its cities through countywide planning
councils and local ratification processes. PSRC, as the Regional Transportation Planning
Organization, must certify the countywide planning policies for consistency with the Regional
Transportation Plan and regional guidelines and principles (RCW 47.80). The Regional Collaboration
chapter calls for countywide planning policies to be updated to reflect revised multicounty planning
policies by December 31, 2021.
The countywide planning policies generally contain local growth targets that implement the Regional
Growth Strategy. By allocating county and regional growth to groups of regional geographies, the
Regional Growth Strategy preserves flexibility for counties to work with their cities as they develop
specific, jurisdiction-level growth targets that take into account local conditions, such as
development capacity and phased opening of high-capacity transit. PSRC provides data and
technical assistance to countywide planning organizations to assist in the development of growth
targets that are consistent with the Regional Growth Strategy.
PSRC provides early consultation, data and technical assistance, and early review of draft
countywide planning policies prior to adoption. Once adopted, PSRC reviews countywide planning
policies for certification.
Bellevue Youth Council
Page 322 of 414
Draft VISION 2050 | July 2019
135
Local Comprehensive Plans
Every county, city, and town in the region maintains a comprehensive plan to shape the future of their
community. PSRC works with local governments and agencies to ensure that planning is coordinated
and meets regional and state requirements consistent with PSRC’s adopted Policy and Plan Review
Process. PSRC reviews and certifies the transportation-related provisions of local comprehensive
plans based on three things:
1. Established regional guidelines and principles
2. The adopted long-range Regional Transportation Plan
3. Transportation planning requirements in the Growth Management Act
PSRC’s Plan Review Manual provides details on the plan review and certification process, including
guidance and checklists for aligning plans and policies with VISION 2050 and Growth Management
Act requirements.
Local comprehensive plans were reviewed under VISION 2040 provisions for the first time in 2014-
2016. Strengths and challenges from that review were assessed and documented in a report called
Taking Stock 2016. Based on feedback from the Taking Stock assessment, PSRC will update the
plan review process and Plan Review Manual to make review of future local plan updates more clear,
predictable, and efficient. Earlier communication on expectations for updates and reviews will be key
and improving the process for board review of plans will help to make it more predictable.
As jurisdictions develop their comprehensive plan updates, PSRC provides review and feedback in
three phases: pre-update consultation, early review of draft plan elements, and review of adopted
plans for certification. PSRC will coordinate with countywide groups and hold workshops on the plan
review process. Pre-update consultation between jurisdictions and PSRC will help identify new
provisions in VISION 2050 and the Growth Management Act. Consistent with the updated Plan
Review Manual, the local plan certification checklist will provide clarity on expectations for plan
certification.
Subarea Plans for Regional Centers
Jurisdictions that have regionally designated centers – either regional growth centers or regional
manufacturing/industrial centers – are required by PSRC to prepare a subarea plan for each center.
Subarea plans should satisfy the Growth Management Act (RCW 36.70A.080) and regional
requirements for subarea plans. Regional requirements are documented in the Regional Centers
Framework, Designation Procedures for New Centers, and regional center plans checklist.
For new regional centers, PSRC’s designation procedures require that the jurisdiction adopt a
subarea plan prior to designation. The process to certify a subarea plan is similar to the process for
certifying comprehensive plans.
Transit Agency Long-Range Plans and Transit Development Plans
To coordinate transit planning with local and regional growth management planning efforts, transit
agency long-range plans should demonstrate consistency with the Regional Transportation Plan, be
compatible with multicounty planning policies and the countywide planning policies for the county or
counties in which the agency provides service, and facilitate coordination with local governments
within the agency's service area.
Page 323 of 414
Draft VISION 2050 | July 2019
136
Transit agencies are expected to update their long-range plans on a regular basis to provide
necessary revisions to the Regional Transportation Plan’s future integrated transit network and to
assist in identifying new assumptions for capital needs associated with the future integrated transit
network and access to the transit system.
Sound Transit’s Regional Transit System Plan
Washington state law requires PSRC to formally certify that the regional transit system plan prepared
by the Regional Transit Authority (Sound Transit) is consistent with the Regional Transportation Plan
(RCW 81.104). Updates to the regional transit system plan must also address RCW 81.112.350,
which directs Sound Transit to implement the regional transit-oriented development strategy
developed by PSRC.
Regional Transportation Planning and Project Funding
The Regional Transportation Plan, the region’s federally required metropolitan transportation plan, is
the functional plan implementing VISION 2050 transportation provisions. The Regional
Transportation Plan describes how the region intends to provide transportation choices to support
expected growth and identifies investments the region is making to improve transit, highway, rail,
ferry, bicycle, and pedestrian systems to support the safe and efficient movement of people and
goods. A state and federally required air quality conformity analysis is conducted on the plan, as well
as a broader emissions analysis that includes greenhouse gas emissions. Federal transportation
planning regulations require metropolitan transportation plans to be updated every four years. The
next update of PSRC’s Regional Transportation Plan is scheduled for adoption in 2022. It will use the
land use and growth assumptions described in in VISION 2050’s Regional Growth Strategy.
The Regional Transportation Plan includes a list of regionally significant transportation projects that
implement VISION 2050. To be considered for funding, projects must be in or consistent with the
Regional Transportation Plan and included in the Regional Transportation Improvement Program,
which is a four-year snapshot of current transportation projects underway in the region. These
projects are funded with federal, state, and local funds, including the most recent federal grants
awarded through PSRC.
In addition to the list of projects, the Regional Transportation Improvement Program also contains
the following information:
• The adopted policy framework for the distribution of PSRC's federal funds, which is based on
the multicounty planning policies.
• A description of the project selection process for these funds.
• A discussion of the interagency coordination and the public review process.
• The findings of the air quality conformity analysis.
Each project in the Transportation Improvement Program undergoes a comprehensive review by
PSRC staff to ensure it meets certain requirements.
Page 324 of 414
Draft VISION 2050 | July 2019
137
Regional Economic Development Planning
The Regional Economic Strategy implements the economic development provisions in VISION 2050.
It describes the region's approach to sustained economic vitality and global competitiveness. The
Central Puget Sound Economic Development District Board develops the Regional Economic
Strategy and identifies actions to implement it. These actions focus on building regional capacity,
identifying emerging opportunities, providing data analysis, and collaborating on events that bring
together regional economic development interests. Funding for implementation efforts come from a
variety of sources such as federal and state grants, local funding, and support from regional
partners. The U.S. Economic Development Administration requires the Regional Economic Strategy
to be updated every five years.
Other Regional Actions
In addition to PSRC’s regular technical assistance, plan review, and transportation and economic
development planning programs, VISION 2050 identifies other actions designed to implement the
multicounty planning policies and the Regional Growth Strategy. Many of the actions are identified as
work items for PSRC; other actions are more appropriate for countywide or subregional groups,
counties, cities, or other partners. Some of the regional actions VISION 2050 identifies include:
• Regional equity strategy: Develop a regional equity strategy to make racial and social equity
central to PSRC's work and support local comprehensive plan updates.
• Regional housing strategy: Develop a comprehensive regional housing strategy to support
local comprehensive plan updates and provide the framework for regional housing
assistance, including a regional housing needs assessment, best practices to promote and
address housing affordability issues, and coordination with other housing efforts.
• Four-Part Greenhouse Gas Strategy: Advance the implementation of the region’s
Greenhouse Gas Strategy to meaningfully reduce emissions throughout the region from
transportation, land use, and development.
• Open space planning: Implement conservation, restoration, stewardship, and other
recommendations in the Regional Open Space Conservation Plan.
PSRC policy boards and the Executive Board will prioritize VISION 2050 actions in upcoming work
programs and budget cycles. PSRC will identify performance measures and regularly monitor them
after VISION 2050 is adopted. The plan also identifies actions for PSRC to communicate with the
state Legislature on important regional implementation steps for VISION 2050.
Page 325 of 414
Draft VISION 2050 | July 2019
138
Amendments to VISION 2050
VISION 2050, including the Regional Growth Strategy and the multicounty planning policies, may be
amended periodically. Technical amendments approved by PSRC’s Executive Board may include
changes to the regional geography classification of a city or unincorporated community due to
designation of new regional growth centers and annexation or incorporation of an unincorporated
urban area. Technical amendments are limited to those updates needed to support setting Growth
Management Act population and employment targets; other amendments to the Regional Growth
Strategy are subject to approval by the General Assembly.
Major amendments or updates to VISION 2050 are anticipated to be completed about every 10 years
to incorporate up-to-date information, such as changing demographics documented by the U.S.
decennial census, and to support local comprehensive plan updates, countywide growth targets, or
the Regional Transportation Plan with updated growth assumptions. Periodic major updates may
also be appropriate to recognize and adapt to significant changes, such as following a five-year
review and designation period for regional centers. Amendments to VISION 2050, outside of the
limited technical amendments listed above, require an action of PSRC’s General Assembly, which
meets annually.
Page 326 of 414
Draft VISION 2050 | July 2019
139
VISION 2050 Legal Framework
VISION 2050 was developed under the authority and mandates of federal and state statutes and
regional agreements.
Growth Management Act
Washington's Growth Management Act provides the framework for planning at all levels in the state,
including identifying and protecting critical environmental areas, developing multicounty and
countywide planning policies, and crafting local comprehensive plans (RCW 36.70A). Multicounty
planning policies (and the related countywide planning policies) provide a common framework for
local and regional planning in the central Puget Sound region. At a minimum, multicounty planning
policies are to address the urban growth area, contiguous and orderly development, siting capital
facilities, transportation, housing, joint planning, and economic development. The multicounty
planning policies are included in VISION 2050.
Additional guidance is provided by the portion of state law that authorizes and directs the planning
efforts and responsibilities of Regional Transportation Planning Organizations (RCW 47.80). PSRC is
designated as the Regional Transportation Planning Organization for King, Kitsap, Pierce, and
Snohomish counties. This legislation related to the Growth Management Act calls for Regional
Transportation Planning Organizations to develop and carry out a program to certify the
transportation-related provisions in local comprehensive plans. It mandates the development of
regional guidelines and principles to guide both regional and local transportation planning. These
guidelines and principles are to address, at a minimum, the following factors: concentration of
economic activity, residential density, urban design that supports high-capacity transit, freight
transportation and port access, development patterns that promote pedestrian and nonmotorized
transportation, circulation systems, transportation demand management, joint and mixed-use
developments, railroad right-of-way corridors, and intermodal connections. Multicounty planning
policies serve as PSRC’s regional guidelines and principles under RCW 47.80.
PSRC’s certification of transportation-related provisions in local comprehensive plans includes
determining conformity with state requirements for transportation planning in local plans,
consistency with adopted regional guidelines and principles, and consistency with the Regional
Transportation Plan (RCW 36.70A.070 and 47.80.026). The legislation also addresses the
certification of the countywide planning policies. Certification of plans is a requirement for
jurisdictions and agencies that intend to apply for PSRC funding or proceed with projects submitted
into the Regional Transportation Improvement Program.
Interlocal Agreement
In 1992, PSRC and its member jurisdictions, including counties, cities, federally recognized tribes,
state agencies, ports, and associate members, adopted an interlocal agreement that provides PSRC
with the authority to carry out the functions required under state and federal law. With regard to long-
range planning, the interlocal agreement calls for PSRC to “maintain VISION as the adopted regional
growth management strategy.”
Page 327 of 414
Draft VISION 2050 | July 2019
140
Fixing America’s Surface Transportation Act
In 2015, Congress enacted the latest authorization for the nationwide transportation program, titled
the Fixing America’s Surface Transportation Act. This legislation includes requirements for planning
by Metropolitan Planning Organizations, including maintaining financially constrained long-range
transportation plans for their regions. PSRC is the designated Metropolitan Planning Organization for
King, Kitsap, Pierce, and Snohomish counties. Federal requirements and planning factors include
supporting the economic vitality of the region, increasing safety and security, improving mobility and
accessibility for people and freight, protecting the environment, coordinating transportation and land
use, integrating and connecting the transportation system across all modes, emphasizing the
preservation of the system as well as promoting efficient management and operations, improving
resilience and reliability, and enhancing travel and tourism. These planning factors have been
incorporated into VISION 2050’s Regional Growth Strategy and multicounty planning policies, which
in turn guide the development of the region’s functional regional transportation plan.
Public Works and Economic Development Act
The federal Public Works and Economic Development Act (1965), amended as the Public Works and
Economic Development Act in 1998, supports long-term economic development in areas
experiencing substantial economic distress through the creation, expansion, or retention of
permanent jobs that help raise income levels. Economic development funding programs support
these goals with financial backing for economic projects that support the construction or
rehabilitation of essential public infrastructure and the development of facilities that are necessary to
generate private investments. To be eligible for these programs, the region must develop a
comprehensive economic development strategy to guide its economic development efforts. To
satisfy this requirement, PSRC and the Economic Development District have developed Amazing
Place, the region’s economic strategy, which serves as the economic functional plan of VISION 2050.
Clean Air Acts
VISION 2050 and its multicounty planning policies were developed in conformity with the guidelines
and requirements of the federal Clean Air Act and state Clean Air Act, and their related amendments.
These complementary pieces of legislation define a framework for maintaining air quality and human
and environmental health through planning, project implementation, and regulation. Under federal
and state regulations, PSRC is required to demonstrate that the long-range Regional Transportation
Plan and the region’s Transportation Improvement Program – which are guided by VISION 2050 –
conform to the State Implementation Plan for Air Quality. This conformity requirement is a
mechanism for ensuring that transportation activities – plans, programs, and projects – are reviewed
and evaluated for their impacts on air quality prior to funding or approval.
Analysis of Fiscal Impact
The Growth Management Act requires that countywide and multicounty planning policies address an
analysis of fiscal impact. The Central Puget Sound Hearings Board concluded in City of Snoqualmie
v. King County (1993), that "the purpose of the fiscal impact analysis is to realistically assess the
fiscal costs and constraints of implementing countywide planning policies and thereby to contribute
to the design of an effective strategy to overcome those constraints." The Hearings Board stated that
"this task was imposed on cities and counties because they are the units of government directly
responsible for creating and implementing the countywide planning policies, as well as the parties
most directly affected fiscally by implementation of the countywide planning policies." Within the
central Puget Sound region, analysis of fiscal impact is deferred to the respective countywide
planning policies for King, Kitsap, Pierce, and Snohomish counties.
Page 328 of 414
Draft VISION 2050 | July 2019
141
Growth Management Policy Board
(as of draft VISION 2050 plan release, July 19, 2019)
Councilmember Ryan Mello, City of Tacoma – Chair
Councilmember Hank Margeson, City of Redmond – Vice-Chair
o Patricia Akiyama, Master Builders
o Dave Andersen, Washington State Department of
Commerce
o Deputy Mayor Jay Arnold, City of Kirkland
o Councilmember Scott Bader, City of Everett
o Mayor John Chelminiak, City of Bellevue
o Dr. Anthony Chen, Tacoma-Pierce County Health
Department
o Councilmember Tim Curtis, City of Fife
o Councilmember Larry Gossett, King County
o Clayton Graham, Municipal League of King County
o Councilmember John Holman, City of Auburn
o Marty Kooistra, Housing Development Consortium
of Seattle-King County
o Councilmember Kathy Lambert, King County
o Peter Mayer, Metro Parks Tacoma
o Robin Mayhew, Washington State Department of
Transportation
o Commissioner Paul McIntyre, Alderwood Water &
Wastewater District
o Barb Mock, Snohomish County
o Ian Morrison, NAIOP Commercial Real Estate
Association
o Councilmember Mike O’Brien, City of Seattle
o Councilmember Abel Pacheco, City of Seattle
o Deputy Mayor Cynthia Pratt, City of Lacey
o Rob Purser, The Suquamish Tribe
o Mayor Robert Putaansuu, City of Port Orchard
o Councilmember Terry Ryan, Snohomish County
o Councilmember Jan Schuette, City of Arlington
o Edna Shim, Seattle Children’s Hospital
o Commissioner Peter Steinbrueck, Port of Seattle
o Mayor Greg Wheeler, City of Bremerton
o Commissioner Ed Wolfe, Kitsap County
o Bryce Yadon, Futurewise
o Councilmember Derek Young, Pierce County
Alternates
o Jennifer Anderson, Master Builders
o Mark Barkley, Washington State Department of
Commerce
o Councilmember Chris Beale, City of Tacoma
o Carson Bowlin, NAIOP Commercial Real Estate
Association
o Joe Brady, Metro Parks Tacoma
o Councilmember Traci Buxton, City of Des Moines
o Jeff Clarke, Alderwood Water & Wastewater District
o Commissioner Charlotte Garrido, Kitsap County
o Councilmember Kevin Gorman, City of Bremerton
o Councilmember Bruce Harrell, City of Seattle
o Todd Johnson, Seattle Children’s Hospital
o Councilmember Jeanne Kohl-Welles, King County
o David Lawson, Municipal League of King County
o Patience Malaba, Housing Development Consortium
of Seattle-King County
o Tiernan Martin, Futurewise
o Councilmember Jim McCune, Pierce County
o Commissioner Don Meyer, Port of Tacoma
o Councilmember Elizabeth Mitchell, Town of
Woodway
o Councilmember Jeff Moore, City of Everett
o Councilmember Nate Nehring, Snohomish County
o Thomas Ostrom, The Suquamish Tribe
o Councilmember Ron Peltier, City of Bainbridge
Island
o Deputy Mayor Lynne Robinson, City of Bellevue
o JoAnn Schueler, Washington State Department of
Transportation
o Azim Sheikh-Taheri, Washington State Department
of Transportation
o Andrea Spencer, City of Bremerton
o Mayor Geoffrey Thomas, City of Monroe
o Councilmember Nancy Tosta, City of Burien
o Dr. Susan Turner, Kitsap Public Health District
o Chip Vincent, City of Renton
o Christopher Wierzbicki, Futurewise
o Councilmember Paul Winterstein, City of Issaquah
o Councilmember Steve Worthington, City of
University Place
PAST MEMBERS
o Mayor Allan Ekberg, City of Tukwila
o Councilmember Rob Johnson, City of Seattle
o Mark McCaskill, Washington State Department of
Commerce
Page 329 of 414
Draft VISION 2050 | July 2019
142
Puget Sound Regional Council VISION 2050 Project Team
Management Team
o Josh Brown, Executive Director
o Ben Bakkenta, Director of Regional Planning
o Mark Gulbranson, Deputy Executive Director
o Craig Helmann, Director of Data
o Paul Inghram, Director of Growth Management
o Diana Lauderbach, Chief Financial Officer
o Kelly McGourty, Director of Transportation Planning
o Rick Olson, Director of Government Relations and Communications
Growth Management Planning
o Paul Inghram, Director – Project Lead
o Laura Benjamin, Senior Planner
o Erika Harris, Senior Planner
o Andrea Harris-Long, Senior Planner
o Ben Johnson, Growth Management Intern (former staff)
o Kristin Mitchell, Administrative Assistant II
o Liz Underwood-Bultmann, Principal Planner
Contributing PSRC Staff
o Anne Avery, Senior Communications Specialist
o Hannah Bahnmiller, Assistant Planner
o Peter Caballero, Senior Planner
o Gil Cerise, Principal Planner
o Tammi Chick, Administrative Assistant II
o Suzanne Childress, Principal for Data Science
o Doug Clinton, Senior Graphic Designer (former staff)
o Stefan Coe, Principal for Modeling
o Carolyn Downs, Librarian
o Lauren Engel, Senior Planner/GIS Analyst
o Grant Gibson, Assistant Planner
o Drew Hanson, Associate Planner/GIS Analyst
o Michael Hubner, Principal Planner (former staff)
o Michael Jensen, Senior Planner
o Ben Kahn, Assistant Planner
o Choo Ling Khoo, Associate Graphic Designer
o Neil Kilgren, Senior Planner
o Christy Lam, Senior Planner
o Ben Larson, Data & Planning Intern
o Brian Lee, Principal for Data Applications
o Michele Leslie, Senior Communications and Public
Involvement Coordinator
o Andi Markley, Library Manager
o Diana Martinez, Senior GIS Analyst
o Rebeccah Maskin, Principal Planner (former staff)
o Maggie Moore, Associate Planner
o Carol Naito, Program Manager
o Brice Nichols, Senior Modeler
o Kris Overby, Senior Modeler
o Pavithra Parthasarathi, Principal Planner
o Charles Patton, Equity Manager
o Chris Peak, Senior Data Manager
o Cheryl Saltys, Executive Assistant (former staff)
o Kimberly Scrivner, Senior Planner (former staff)
o Hana Sevcikova, Data Scientist
o Mark Simonson, Program Manager
o Rebecca Stewart, Senior Graphic Designer
o Jeff Storrar, Principal Planner (former staff)
o Jason Thibedeau, Principal Economic Development
Manager
o Ruth Wezeman, Administrative Assistant II (former
staff)
o Emily Wittman, Associate Economic Development
Specialist (former staff)
o Angela Yang, Associate Modeler (former staff)
Page 330 of 414
Draft VISION 2050 | July 2019
143
Page 331 of 414
Draft VISION 2050 Policies and Actions Table July 2019 Draft Plan
A collaborative region will successfully plan for a healthy environment,
thriving communities, and opportunities for all.
New goal. Prior chapter (General Policies) did not
include a goal statement.
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-RC-1 MPP-G-1
Coordinate planning efforts among jurisdictions, agencies, and
federally recognized Indian tTribes, and adjacent regions, where there
are common borders or related regional issues, to facilitate a common
vision.
Coordination - change adds reference to adjacent
regions
MPP-RC-2 n/a
Improve services and access to opportunity for people of color, people
with low incomes, and historically underserved communities to ensure
all people can attain the resources and opportunities to improve quality
of life and address past inequities.
Equity - new policy focuses on advancing social
equity
MPP-RC-3 n/a
Make improvement of health outcomes across the region a priority
when developing and carrying out regional, countywide, and local
plans.
Health - new policy focuses on improving health
outcomes
MPP-RC-4 n/a
Coordinate with tribes in regional and local planning, recognizing the
mutual benefits and potential for impacts between growth occurring
within and outside tribal boundaries.
Tribes - new policy emphasizes the need for
coordination between local and regional agencies
and tribes
MPP-RC-5 n/a
Consult with military installations in regional and local planning,
recognizing the mutual benefits and potential for impacts between
growth occurring within and outside installation boundaries.
Military - new policy emphasizes the need for
coordination between local and regional agencies
and the military
MPP-RC-6 MPP-DP-7, DP-
10, T-12
Give funding priority – both for transportation infrastructure and for
economic development – to support designated regional growth
centers and manufacturing/industrial centers, consistent with the
regional vision. Regional funds are prioritized to regional centers.
County-level and local funding are also appropriate to prioritize to
regional growth centers.
Funding - change consolidates existing funding-
related policies that address funding for both
regional growth centers and
manufacturing/industrial centers
Goal
The Growth Management Policy Board used the adopted goals, policies, and actions in VISION 2040 as a starting point for VISION 2050. This table compiles
specific revisions and rationale for changes to the multicounty planning policies in the draft VISION 2050 plan and translates between the policy numbering in
VISION 2040 and the draft VISION 2050 plan. The table is organized by policy section in the plan.
Draft VISION 2050 Regional Collaboration Policies and Actions
1
Page 332 of 414
Draft VISION 2050 Regional Collaboration Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-RC-7 MPP-DP-13
Direct subregional funding, especially county-level and local funds, to
countywide centers, high-capacity transit areas with a station area plan,
and other local centers. centers designated through countywide
processes, as well as to town centers, and other activity nodes. County-
level and local funding are also appropriate to prioritize to regional
centers.
Funding - change updates terminology,
incorporates language from DP-7 and DP-10, and
includes transit station areas with plans
MPP-RC-8 MPP-H-6
Recognize and give regional funding priority to transportation facilities,
infrastructure, and services that explicitly advance the development of
housing in designated regional growth centers. Give additional priority
to projects and services that advance affordable housing.
Funding - relocated policy to consolidate funding-
related policies in one section
MPP-RC-9 MPP-G-5
Identify and develop changes to regulatory, pricing, taxing, and
expenditure practices, and other fiscal tools within the region to
implement the vision.
No change
MPP-RC-10 MPP-G-4
Explore new and existing sources of funding for services and
infrastructure, recognizing that such funding is vital if local governments
are to achieve the regional vision.
No change
MPP-RC-11 MPP-G-2
Update countywide planning policies, where necessary, prior to
December 31, 20102021, to address the multicounty planning policies
in VISION 20402050.
Countywide Planning Policies - change updates
date and VISION 2050 reference
MPP-RC-12 MPP-G-3
Monitor implementation of VISION 20402050 to evaluate progress in
achieving the Regional Growth Strategy, as well as the regional
collaboration, environment, climate change, development patterns,
housing, economy, transportation, and public services provisions.
Implementation - change updates VISION 2050
reference and reflect new titles
RC-Action-1
(Regional)n/a
Plan Updates: PSRC will support efforts to update countywide planning
policies, local comprehensive plans, and infrastructure and utility plans,
including providing updated plan review and certification guidance.
Outreach and coordination - supports
implementation of VISION 2050
RC-Action-2
(Regional)n/a Monitoring Program: PSRC will track the implementation of VISION
2050 through monitoring and periodic evaluation.
Monitoring - supports ongoing implementation of
VISION 2050
2
Page 333 of 414
Draft VISION 2050 Regional Collaboration Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
RC-Action-3
(Regional)n/a
Regional Equity Strategy: PSRC, in coordination with member
governments and community stakeholders, will develop a regional
equity strategy intended to make equity central to PSRC's work and to
support the 2023/24 local comprehensive plan updates. The strategy
could include components such as:
• Creating and maintaining tools and resources, including data and
outreach, to better understand how regional and local policies and
actions affect our region's residents, specifically as they relate to
people of color and people with low incomes.
• Developing strategies and best practices for centering equity in
regional and local planning work, including inclusive community
engagement, monitoring, and actions to achieve equitable
development outcomes and mitigate displacement of vulnerable
communities.
• Identifying implementation steps, including how to measure
outcomes
Equity - supports development of a regional
equity strategy
RC-Action 4
(Regional)n/a
Outreach: PSRC will develop an outreach program for VISION 2050
that is designed to communicate the goals and policies of VISION 2050
to member jurisdictions, regional stakeholders, and the public. This
work program will have the following objectives:
• Build awareness of VISION 2050 among local jurisdictions in advance
of the development of local comprehensive plans.
• Raise awareness of PSRC and the desired outcomes of VISION 2050
to residents across the region.
• Collaborate with residents who are historically underrepresented in
the planning process to ensure all voices are heard in regional
planning.
Outreach - supports continued public outreach
for VISION 2050
RC-Action-5
(Regional and
Local)
n/a
Funding Sources: PSRC, together with its member jurisdictions, will
investigate existing and new funding sources for infrastructure,
services, economic development, natural resource planning, and open
space, to assist local governments with the implementation of VISION
2050. Explore options to develop incentives and innovative funding
mechanisms, particularly in centers and transit station areas. Provide
technical assistance to help local jurisdictions use existing and new
funding sources.
Funding - supports implementation of VISION
2050
RC-Action-6
(Regional and
Local)
n/a
Communicate VISION 2050 to State Agencies and the Legislature:
PSRC, together with its member jurisdictions, will relay the goals and
objectives of VISION 2050 to state agencies and the Legislature, in
order to promote changes in state law and funding to best advance
VISION 2050.
State coordination - supports implementation of
VISION 2050
3
Page 334 of 414
Draft VISION 2050 Regional Growth Strategy Policies and Actions July 2019 Draft Plan
The region accommodates growth in urban areas, focused in
designated centers and near transit stations, to create healthy,
equitable, vibrant communities well-served by infrastructure and
services. Rural and resource lands continue to be vital parts of the
region that retain important cultural, economic, and rural lifestyle
opportunities over the long term.
New goal. Prior chapter (Regional Growth
Strategy) did not include a goal statement.
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-RGS-1 n/a
Implement the Regional Growth Strategy through regional policies and
programs, countywide planning policies and growth targets, and local
plans.
Regional Growth Strategy - new policy addresses
implementation
MPP-RGS-2 MPP-DP-3
Use consistent countywide targeting processes for allocating
population and employment growth consistent with the regional vision,
including establishing: (a) local employment targets, (b) local housing
targets based on population projections, and (c) local housing and
employment growth targets for each designated regional growth center
and manufacturing/industrial center.
Regional Centers Framework - change clarifies
expectations for manufacturing/industrial center
employment targets
MPP-RGS-3 n/a Provide flexibility in establishing and modifying countywide growth
targets, provided growth targets support the Regional Growth Strategy.
Growth Targets - new policy recognizes local
flexibility in implementing the Regional Growth
Strategy
MPP-RGS-4 MPP-DP-4
Accommodate the region's growth first and foremost in the urban
growth area. Ensure that development in rural areas is consistent with
the regional vision.
No change
MPP-RGS-5 MPP-DP-1
Provide a regional framework for the designation and adjustment of the
urban growth area to eEnsure long-term stability and sustainability of
the urban growth area consistent with the regional vision.
Urban Growth Area - change removes provision
for a regional framework
MPP-RGS-6 MPP-DP-2
Encourage efficient use of urban land by maximizing optimizing the
development potential of existing urban lands and increasing density in
the urban growth area in locations consistent with the Regional Growth
Strategy such as advancing development that achieves zoned density.
Regional Growth Strategy - change encourages
infill and increasing densities within the urban
growth area
MPP-RGS-7 n/a
Attract 65% of the region’s residential and 75% of the region’s
employment growth to high-capacity transit station areas to realize the
multiple public benefits of compact growth around high-capacity transit
investments. As jurisdictions plan for growth targets, focus
development near high-capacity transit to achieve the regional goal.
Regional Growth Strategy - new policy addresses
growth goals for transit-oriented development
MPP-RGS-8 MPP-DP-5 Focus a significant share of population and employment growth in
designated regional growth centers.No change
Goal
4
Page 335 of 414
Draft VISION 2050 Regional Growth Strategy Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-RGS-9 MPP-DP-8 Focus a significant share of employment growth in designated regional
manufacturing/industrial centers.No change
MPP-RGS-10 n/a Encourage growth in designated countywide centers.
Regional Centers Framework - new policy
encourages growth in designated countywide
centers
MPP-RGS-11 n/a
Avoid increasing development capacity inconsistent with the Regional
Growth Strategy in regional geographies not served by high-capacity
transit.
Regional Growth Strategy - new policy focuses
development capacity in areas with high-capacity
transit
MPP-RGS-12 MPP-DP-16
Direct Plan for commercial, retail, and community services that serve
rural residents to locate in neighboring cities and existing activity areas
to prevent avoid the conversion of rural land into commercial uses.
Rural growth - change clarifies rural planning
objectives
MPP-RGS-13 n/a
Manage and reduce rural growth rates over time, consistent with the
Regional Growth Strategy, to maintain rural landscapes and lifestyles
and protect resource lands and the environment.
Rural growth - new policy addresses managing
growth pressures in rural areas
RGS-Action-1
(Regional) n/a
Urban Growth Area: PSRC will report on urban growth area changes,
annexation activity, and countywide coordination practices in each
county.
Urban Growth Area - supports regional
coordination regarding urban growth area
RGS-Action-2
(Regional) n/a
Track and Evaluate Growth: PSRC will study, track, and evaluate
growth and development occurring in the central Puget Sound region
and in high-capacity transit station areas in terms of meeting the goals
and objectives of the Regional Growth Strategy.
Regional Growth Strategy - supports monitoring
growth patterns
RGS-Action-3
(Regional) n/a
Growth Targets: PSRC, together with its member jurisdictions, will
provide guidance and participate with countywide processes that set or
modify local housing and employment targets. PSRC will also provide
guidance on growth targets for designated regional centers and
improving jobs-housing balance, and coordinate with member
jurisdictions regarding buildable lands reporting.
Regional Growth Strategy - directs PSRC to
provide guidance to assist local jurisdictions with
setting growth targets
RGS-Action-4
(Regional)n/a
Rural Growth: PSRC, together with its members and stakeholders, will
explore opportunities for local, regional and state-wide conservation
programs to reduce development pressure in rural and resource areas,
to facilitate regional Transfer of Development Rights, and to explore
additional techniques to conserve valuable open space areas,
including Purchase of Development Rights and open space markets.
Rural Growth - supports conservation programs
5
Page 336 of 414
Draft VISION 2050 Regional Growth Strategy Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
RGS-Action-5
(Local) n/a
Regional Growth Strategy: As counties and cities update their
comprehensive plans in 2023/24 to accommodate growth targets and
implement the Regional Growth Strategy, support a full range of
strategies, including zoning and development standards, incentives,
infrastructure investments, housing tools, and economic development,
to achieve a development pattern that aligns with VISION 2050.
Regional Growth Strategy - supports local
implementation
6
Page 337 of 414
Draft VISION 2050 Environment Policies and Actions July 2019 Draft Plan
The region will cares for the natural environment by protecting and
restoring natural systems, conserving habitat, improving water quality,
and reducing greenhouse gas emissions and air pollutants, and
addressing potentialclimate change impacts. The region acknowledges
that the health of all residents and the economy is connected to the
health of the environment. Planning at all levels should considers the
impacts of land use, development, and transportation on the
ecosystem.
Change to existing goal to remove climate change
references (covered in Climate Change chapter)
and recognize the link between the environment
and a healthy economy
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-En-1 MPP-En-1 Develop regionwide environmental strategies, coordinating among
local jurisdictions and countywide planning groups.No change
MPP-En-2 MPP-En-2 Use integrated and interdisciplinary approaches for environmental
planning and assessment at regional, countywide, and local levels.No change
MPP-En-3 MPP-En-3
Maintain and, where possible, improve air and water quality, soils, and
natural systems to ensure the health and well-being of people, animals,
and plants. Reduce the impacts of transportation on air and water
quality, and climate change.
No change
MPP-En-4 MPP-En-4
Ensure that all residents of the region, regardless of race, social, or
economic status, have clean air, clean water, and other elements oflive
in a healthy environment, with minimal exposure to pollution.
Equity - change updates terminology and does
not condone exposure to pollution
MPP-En-5 MPP-En-5
Locate development in a manner that minimizes impacts to natural
features. Promote the use of innovative environmentally sensitive
development practices, including design, materials, construction, and
on-going maintenance.
No change
MPP-En-6 MPP-En-6
Use the best information available at all levels of planning, especially
scientific information, when establishing and implementing
environmental standards established by any level of government.
No change
MPP-En-7 MPP-En-7 Reduce and Mmitigate noise and light pollution caused by
traffictransportation, industries, public facilities, and other sources.
Environmental Stewardship - change addresses
light pollution and recognize public facilities as a
source
MPP-En-8 n/a
Reduce impacts to vulnerable populations and areas that have been
disproportionately affected by noise, air pollution, or other
environmental impacts.
Equity - new policy addresses disproportionate
environmental impacts
MPP-En-9 n/a
Enhance urban tree canopy to support community resilience, mitigate
urban heat, manage stormwater, conserve energy, improve mental and
physical health, and strengthen economic prosperity.
Resilience/Health/Open Space - new policy
recognizes value of urban tree canopy
Goal
7
Page 338 of 414
Draft VISION 2050 Environment Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-En-10 n/a
Support and incentivize environmental stewardship on private and
public lands to protect and enhance habitat, water quality, and other
ecosystem services.
Environmental Stewardship/Open Space - new
policy implements Regional Open Space
Conservation Plan recommendation regarding
land stewardship
MPP-En-11 MPP-En-9
Designate, protect, and enhance significant open spaces, natural
resources, and critical areas through mechanisms, such as the review
and comment of countywide planning policies and local plans and
provisions.
No change
MPP-En-12 MPP-En-8
Identify, preserve, and enhance significant regional open space
networks and linkages across jurisdictional boundaries through
implementation and update of the Regional Open Space Conservation
Plan.
Open Space - change recognizes and
implements the Regional Open Space
Conservation Plan
MPP-En-13 MPP-En-12
Preserve and restore native vegetation and tree canopy to protect
habitat, especially where it protects habitat and contributes to the
overall ecological functionand where invasive species are a significant
threat to native ecosystems.
Open Space - change implements Regional
Open Space Conservation Plan's
recommendations to preserve tree canopy
MPP-En-14 MPP-En-11 Identify and protect wildlife corridors both inside and outside the urban
growth area.No change
MPP-En-15 n/a
Provide parks, trails, and open space within walking distance of urban
residents. Prioritize historically underserved communities for open
space improvements and investments.
Equity/Open Space - new policy focuses on
access to open space, especially in underserved
communities
MPP-En-16 MPP-En-10
Preserve and enhance habitat to support healthy wildlife and accelerate
the recovery of salmon, orca, and other threatened and endangered
speciesprevent species from inclusion on the Endangered Species List
and to accelerate their removal from the list.
Puget Sound Recovery - change specifically
names salmon and orca
MPP-En-17 MPP-En-13
Maintain and restore natural hydrological functions and water quality
within the region's ecosystems and watersheds to recover the health of
Puget Soundand, where feasible, restore them to a more natural state.
Puget Sound Recovery - change addresses water
quality
MPP-En-18 n/a
Reduce stormwater impacts from transportation and development
through watershed planning, redevelopment and retrofit projects, and
low-impact development.
Puget Sound Recovery - new policy addresses
stormwater pollution
MPP-En-19 MPP-En-15
Reduce the use of toxic pesticides, and chemical fertilizers, and other
products to the extent feasible and identify alternatives that minimize
risks to human health and the environment.
Puget Sound Recovery - change to be consistent
with Puget Sound Partnership Action Agenda
MPP-En-20 MPP-En-14
Restore – where appropriate and possible – the region’s freshwater
and marine shorelines, watersheds, and estuaries to a natural condition
for ecological function and value.
No change
8
Page 339 of 414
Draft VISION 2050 Environment Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-En-21 MPP-En-19
Continue efforts to reduce pollutants from transportation activities,
including through the use of cleaner fuels and vehicles and increasing
alternatives to driving alone, as well as design and land use.
No change
MPP-En-22 MPP-En-17
Meet all federal and state air quality standards and reduce emissions of
air toxics and greenhouse gases.Maintain or do better than existing
standards for carbon monoxide, ozone, and particulates.
Air Quality - change to meet regulatory
requirements and reduce emissions
MPP-En-16 Identify and address the impacts of climate change on the region's
hydrological systems.Moved to Climate Change chapter (MPP-CC-9)
MPP-En-18 Reduce levels for air toxics, fine particulates, and greenhouse gases.Air Quality - Combined with MPP-En-22
MPP-En-20
Address the central Puget Sound region's contribution to climate
change by, at a minimum, committing to comply with state initiatives
and directives regarding climate change and the reduction of
greenhouse gases. Jurisdictions and agencies should work to include
an analysis of climate change impacts when conducting an
environmental review process under the State Environmental Policy
Act.
Moved to Climate Change chapter (MPP-CC-1)
MPP-En-21 Reduce the rate of building energy use per capita, both in building use
and in transportation activities.Moved to Climate Change chapter (MPP-CC-2)
MPP-En-22 Pursue the development of energy management technology as part of
meeting the region’s energy needs.Moved to Climate Change chapter (MPP-CC-5)
MPP-En-23
Reduce greenhouse gases by expanding the use of conservation and
alternative energy sources and by reducing vehicle miles traveled by
increasing alternatives to driving alone.
Moved to Climate Change chapter (MPP-CC-3)
MPP-En-24 Take positive actions to reduce carbons, such as increasing the
number of trees in urban portions of the region.Moved to Climate Change chapter (MPP-CC-4)
MPP-En-25 Anticipate and address the impacts of climate change on regional water
sources.Moved to Climate Change chapter (MPP-CC-8)
En-Action-1
(Regional)n/a
Open Space Planning: PSRC will work with member jurisdictions,
resource agencies, tribes, and interest groups to implement
conservation, restoration, stewardship, and other recommendations in
the Regional Open Space Conservation Plan. On a periodic basis,
evaluate and update the plan.
Regional Open Space Conservation Plan -
supports implementation
En-Action-2
(Regional)n/a
Watershed Planning Support: PSRC and the Puget Sound Partnership
will coordinate to support watershed planning to inform land use,
transportation, and stormwater planning and projects that improve the
health of Puget Sound.
Puget Sound Recovery - supports coordination
with Puget Sound Partnership
9
Page 340 of 414
Draft VISION 2050 Environment Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
En-Action-3
(Countywide/wat
ershed)
n/a
Watershed Planning: Counties and cities, together with other
jurisdictions in the watershed, will participate in watershed planning to
integrate land use, transportation, stormwater, and related disciplines
across the watershed to improve the health of Puget Sound.
Puget Sound Recovery - supports implementation
of Puget Sound Partnership Action Agenda,
stormwater federal and state requirements, and
Water Resource Inventory Area (WRIA) work
En-Action-4
(Local)n/a
Local Open Space Planning: Counties and cities will work to address
open space conservation and access needs as identified in the
Regional Open Space Conservation Plan in the next periodic update to
comprehensive plans.
Regional Open Space Conservation Plan -
supports local implementation
10
Page 341 of 414
Draft VISION 2050 Climate Change Policies and Actions July 2019 Draft Plan
The region substantially reduces emissions of greenhouse gases that
contribute to climate change and prepares for climate change impacts.New goal for new chapter
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-CC-1 MPP-En-20
Advance state, regional, and local actions that substantially reduce
greenhouse gas emissions in support of state, regional, and local
emissions reduction goals, including targets adopted by the Puget
Sound Clean Air Agency.
Address the central Puget Sound region's contribution to climate
change by, at a minimum, committing to comply with state initiatives
and directives regarding climate change and the reduction of
greenhouse gases. Jurisdictions and agencies should work to include
an analysis of climate change impacts when conducting an
environmental review process under the State Environmental Policy
Act.
Greenhouse Gas Emissions Reductions - change
reflects current state context and support for
state, regional, and local programs
MPP-CC-2 MPP-En-21
Reduce the rate of building energy use per capita, both in building use
and in transportation activities through green building and retrofit of
existing buildings.
Climate Change - change focuses on building
energy use
MPP-CC-3 MPP-En-23
Reduce greenhouse gases by expanding the use of conservation and
alternative energy sources, electrifying the vehicle fleet, and by
reducing vehicle miles traveled by increasing alternatives to driving
alone.
Climate Change - change emphasizes
electrification of vehicle fleet
MPP-CC-4 MPP-En-24
Protect and restore natural resources that sequester and store carbon
such as forests, farmland, wetlands, estuaries, and urban tree
canopy.Take positive actions to reduce carbons, such as increasing the
number of trees in urban portions of the region.
Climate Change - change clarifies role of natural
resources in carbon storage and sequestration
MPP-CC-5 MPP-En-22 Pursue the development of energy management technology as part of
meeting the region’s energy needs.No change
MPP-CC-6 n/a Address impacts to vulnerable populations and areas that have been
disproportionately affected by climate change.
Equity - new policy recognizes disproportionate
impacts of climate change
MPP-CC-7 n/a Advance state, regional, and local actions that support resilience and
adaptation to climate change impacts.
Regional coordination - new policy supports
state, regional, and local actions
MPP-CC-8 MPP-En-25
Increase resilience by identifyingAnticipate and addressing the impacts
of climate change and natural hazards on regional water sources., land,
infrastructure, health, and the economy. Prioritize actions to protect the
most vulnerable populations.
Equity/Resilience - change adds the concept of
resilience and recognizes impacts to vulnerable
populations
MPP-CC-9 MPP-En-16 Identify and address the impacts of climate change on the region’s
hydrological systems.No change
Goal
11
Page 342 of 414
Draft VISION 2050 Climate Change Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
CC-Action-1
(Regional)n/a
Greenhouse Gas Strategy: PSRC will advance the implementation of
the region’s Greenhouse Gas Strategy, including future versions, to
achieve meaningful reductions of emissions throughout the region from
transportation, land use, and development. Regular evaluation and
monitoring will occur as part of the development of the Regional
Transportation Plan every four years.
Climate Change - supports implementation of the
adopted Four-Part Greenhouse Gas Strategy
CC-Action-2
(Regional)n/a
Resilience and Climate Preparedness: PSRC will engage in regional
resilience planning and climate preparedness, including development
of a regional inventory of climate hazards, assistance to member
organizations, and continued research and coordination with partner
agencies such as the Puget Sound Climate Preparedness
Collaborative.
Resilience - supports regional coordination in
resilience planning and climate preparedness
CC-Action-3
(Local)n/a
Emissions Reduction Actions: Cities and counties will incorporate
emission reduction policies and activities in their comprehensive
planning. Elements include supporting the adopted Regional Growth
Strategy, providing multimodal transportation choices, and
encouraging a transition to a cleaner transportation system.
Climate Change - supports local policies and
actions for reducing emissions
12
Page 343 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
The region will focus growth within already urbanized areas to creates
walkable, compact, and equitable transit-oriented communities that
maintain unique local character, while creating and preserving open
space and natural areas. Centers will continue to be a focus of
development. Rural and natural resource lands will continue to be
permanent and vital parts of the region.
Change to distinguish chapter goal from the
Regional Growth Strategy chapter
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-1 MPP-DP-35
Develop high quality, compact urban communities throughout the
region's urban growth area that impart a sense of place, preserve local
character, provide for mixed uses and choices in housing types, and
encourage walking, bicycling, and transit use.
No change
MPP-DP-2 n/a
Reduce disparities in access to opportunity for the region’s residents
through inclusive community planning and targeted investments that
meet the needs of current and future residents and businesses.
Equity - change addresses equitable access to
opportunity for all of the region's residents
MPP-DP-3 MPP-DP-14
Preserve and Enhance existing neighborhoods and create vibrant,
sustainable compact urban communities that provide diverse choices
in housing types, ato provide a high degree of connectivity in the street
network to accommodate walking, bicycling, and transit use, and
sufficient public spaces.
Urban Design/Connectivity - change to
differentiate policy from old MPP-DP-35 (new
MPP-DP-1) and focus on health and walkability
outside of centers
MPP-DP-4 MPP-DP-15
Support the transformation of key underutilized lands, such as surplus
public lands or environmentally contaminated lands as brownfields and
greyfields, to higher-density, mixed-use areas to complement the
development of centers and the enhancement of existing
neighborhoods.
Redevelopment - change incorporates surplus
public lands and simplifies language
MPP-DP-5 MPP-DP-33
Identify, protect and enhance those elements and characteristics that
give the central Puget Sound region its identity, especially the natural
visual resources and positive urban form elements.
No change
MPP-DP-6 MPP-DP-34
Preserve significant regional historic, visual, and cultural resources,
including public views, landmarks, archaeological sites, historic and
cultural landscapes, and areas of special character.
No change
MPP-DP-7 MPP-DP-36
Provide a wide range of building and community types to serve the
needs of a diverse population.Conduct inclusive engagement to
identify and address the diverse needs of the region’s residents.
Equity - change addresses equitable community
planning and outcomes
Goal
13
Page 344 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-8 MPP-DP-37
Support urban design, historic preservation, and arts to enhance quality
of life, improve the natural and human-made environments, promote
health and well-being, contribute to a prosperous economy, and
increase the region’s resiliency in adapting to changes or adverse
events.
No change
MPP-DP-9 MPP-DP-38 Design public buildings and spaces that contribute to a sense of
community and a sense of place.No change
MPP-DP-10 MPP-DP-39 Identify and create opportunities to develop parks, civic places and
public spaces, especially in or adjacent to centers. No change
MPP-DP-11 MPP-DP-40 Design transportation projects and other infrastructure to achieve
community development objectives and improve communities.No change
MPP-DP-12 MPP-DP-41 Allow natural boundaries to help determine the routes and placement of
infrastructure connections and improvements.No change
MPP-DP-13 MPP-DP-42
Recognize and work with linear systems that cross jurisdictional
boundaries – including natural systems, continuous land use patterns,
and transportation and infrastructure systems – in community planning,
development, and design.
No change
MPP-DP-14 MPP-DP-43 Design communities to provide an improved safe and welcoming
environments for walking and bicycling.
Health - change emphasizes nonmotorized
comfort and safety
MPP-DP-15 MPP-DP-44
Incorporate provisions addressing health and well-being into
appropriate regional, countywide, and local planning and decision-
making processes.
No change
MPP-DP-16 MPP-DP-45
Promote cooperation and coordination among transportation
providers, local government, and developers to ensure that joint- and
mixed-use developments are designed to promote and improve
physical, mental, and social health and reduce the impacts of climate
change on the natural and built environments.
No change
MPP-DP-17 n/a Address existing health disparities and improve health outcomes in all
communities.Health - new policy addresses health disparities
MPP-DP-18 MPP-DP-46 Develop and implement design guidelines to encourage construction
of healthy buildings and facilities to promote healthy people.No change
MPP-DP-19 MPP-DP-47
Support agricultural, farmland, and aquatic uses that enhance the food
system in the central Puget Sound region and its capacity to produce
fresh and minimally processed foods.
No change
MPP-DP-20 MPP-DP-6 Provide a regional framework for designating and evaluating regional
growth centers.No change
MPP-DP-21 n/a
Plan for densities that maximize benefits of transit investments in high-
capacity transit station areas that are expected to attract significant new
population or employment growth.
Regional Growth Strategy - new policy
encourages densities to maximize major transit
investments
14
Page 345 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-22 n/a
Evaluate planning in regional growth centers and high-capacity transit
station areas for their potential physical, economic, and cultural
displacement of marginalized residents and businesses. Use a range of
strategies to mitigate displacement impacts.
Equity/Displacement - new policy addresses
displacement in high-growth areas
MPP-DP-23 MPP-DP-9 Provide a regional framework for designating and evaluating regional
manufacturing/industrial centers.No change
MPP-DP-24 MPP-DP-11
Support the development of centers within all jurisdictions, including
high-capacity transit station areas and countywide and local centers.
town centers and activity nodes.
Growing Transit Communities/Regional Centers
Framework - change updates terminology
MPP-DP-25 MPP-DP-12
Establish Implement the adopted a common framework to designate
countywide centers among the countywide processes for designating
subregional centers to ensure compatibility within the region.
Regional Centers Framework - change to
implement adopted framework
MPP-DP-26 MPP-DP-18
Affiliate all urban unincorporated lands appropriate for annexation with
an adjacent city or identify those that may be feasible for incorporation.
To fulfill the Regional Growth Strategy, while promoting economical
administration and services, annexation is preferred over incorporation.
Annexation - change acknowledges financial
considerations of annexation
MPP-DP-27 MPP-DP-19
Support joint planning between cities and counties to work
cooperatively in planning for urban unincorporated areas to ensure an
orderly transition to city governance, including efforts such as: (a)
establishing urban development standards, (b) addressing service and
infrastructure financing, and (c) transferring permitting authority.
No change
MPP-DP-28 n/a
Support annexation and incorporation in urban unincorporated areas
by planning for phased growth of communities to be economically
viable, supported by the urban infrastructure, and served by public
transit.
Annexation/Incorporation - new policy supports
planning in unincorporated urban areas
MPP-DP-29 MPP-DP-20
Support the provision and coordination of urban services to
unincorporated urban areas by the adjacent city or, where appropriate,
by the county as an interim approach.
No change
MPP-DP-30 MPP-DP-17 Promote transit service to and from existing cities in rural areas.No change
MPP-DP-31 MPP-DP-21
Contribute to improved ecological functions and more appropriate use
of rural lands by minimizing impacts through innovative and
environmentally sensitive land use management and development
practices.
No change
MPP-DP-32 MPP-DP-22 Do not allow urban net densities in rural and resource areas.No change
15
Page 346 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-33 MPP-DP-23
Avoid new fully contained communities outside of the designated urban
growth area because of their potential to create sprawl and undermine
state and regional growth management goals.
No change
MPP-DP-34 MPP-DP-24
In the event that a proposal is made for creating a new fully contained
community, the county shall make the proposal available to other
counties and to the Regional Council for advance review and comment
on regional impacts.
No change
MPP-DP-35 MPP-DP-25
Use existing and new tools and strategies to address vested
development to ensure that future growth meets existing permitting and
development standards and prevents further fragmentation of rural
lands.
No change
MPP-DP-36 MPP-DP-26 Ensure that development occurring in rural areas is rural in character
and is focused into communities and activity areas. No change
MPP-DP-37 MPP-DP-27 Maintain the long-term viability of permanent rural land by avoiding the
construction of new highways and major roads in rural areas. No change
MPP-DP-38 MPP-DP-28 Support long-term solutions for the environmental and economic
sustainability of agriculture and forestry within rural areas.No change
MPP-DP-39 MPP-DP-29 Protect and enhance significant open spaces, natural resources, and
critical areas.No change
MPP-DP-40 MPP-DP-30
Establish best management practices that protect the long-term
integrity of the natural environment, adjacent land uses, and the long-
term productivity of resource lands.
No change
MPP-DP-41 MPP-DP-31 Support the sustainability of designated resource lands. Do not convert
these lands to other uses.No change
MPP-DP-42 MPP-DP-32 Ensure that resource lands and their related economic activities are not
adversely impacted by development on adjacent non-resource lands.No change
MPP-DP-43 MPP-DP-48
Work to conserve valuable rural and resource lands through
techniques, such as conservation programs, Encourage the use of
innovative techniques, including the transfer of development rights, and
the purchase of development rights, and conservation incentives. Use
these techniques to Focus growth within the urban growth area,
(especially cities), to lessen pressures to convert rural and resource
areas to residential uses more intense urban-type development, while
protecting the future economic viability of sending areas and sustaining
rural and resource-based uses.
Rural Lands - change promotes rural conservation
techniques
MPP-DP-44 n/a Avoid growth in rural areas that cannot be sufficiently served by roads,
utilities, and services at rural levels of service.
Rural Lands - new policy regarding rural levels of
service
16
Page 347 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-45 MPP-DP-49
Support and provide incentives to increase the percentage of new
development and redevelopment – both public and private – to be built
at higher performing energy and environmental standards.
No change
MPP-DP-46 MPP-DP-50
Streamline development standards and regulations for residential and
commercial development, especially in centers and high-capacity
transit station areas, to provide flexibility and to accommodate a
broader range of project types consistent with the regional vision.
Growing Transit Communities - change includes
high-capacity transit station areas
MPP-DP-47 MPP-DP-51
Protect the continued operation of general aviation airports from
encroachment by incompatible uses and development on adjacent
land.
No change
MPP-DP-48 MPP-DP-52 Protect military lands from encroachment by incompatible uses and
development on adjacent land.No change
MPP-DP-49 MPP-DP-53 Protect industrial lands from encroachment by incompatible uses and
development on adjacent land. No change
MPP-DP-50 MPP-DP-54
Develop concurrency programs and methods that fully consider growth
targets, service needs, and level-of-service standards. Focus level-of-
service standards for transportation on the movement of people and
goods instead of only on the movement of vehicles.
No change
MPP-DP-51 MPP-DP-55
Address nonmotorized, pedestrian, and other multimodal types of
transportation options in concurrency programs – both in assessment
and mitigation.
No change
MPP-DP-52 MPP-DP-56 Tailor concurrency programs for centers and other subareas to
encourage development that can be supported by transit.No change
MPP-DP-1
Provide a regional framework for the designation and adjustment of the
urban growth area to ensure long-term stability and sustainability of the
urban growth area consistent with the regional vision.
Moved to Regional Growth Strategy chapter (MPP-
RGS-5)
MPP-DP-2
Encourage efficient use of urban land by maximizing the development
potential of existing urban lands such as advancing development that
achieves zoned density.
Moved to Regional Growth Strategy chapter (MPP-
RGS-6)
MPP-DP-3
Use consistent countywide targeting processes for allocating
population and employment growth consistent with the regional vision,
including establishing: (a) local employment targets, (b) local housing
targets based on population projections, and (c) local housing and
employment targets for each designated regional growth center.
Moved to Regional Growth Strategy chapter (MPP-
RGS-7)
17
Page 348 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-DP-4
Accommodate the region's growth first and foremost in the urban
growth area. Ensure that development in rural areas is consistent with
the regional vision.
Moved to Regional Growth Strategy chapter (MPP-
RGS-4)
MPP-DP-5 Focus a significant share of population and employment growth in
designated regional growth centers.
Moved to Regional Growth Strategy chapter (MPP-
RGS-8)
MPP-DP-7
Give funding priority – both for transportation infrastructure and for
economic development – to support designated regional growth
centers consistent with the regional vision. Regional funds are
prioritized to regional growth centers. County-level and local funding
are also appropriate to prioritize to regional growth centers.
Moved to Regional Collaboration chapter (MPP-
RC-6)
MPP-DP-8 Focus a significant share of employment growth in designated regional
manufacturing/industrial centers.
Moved to Regional Growth Strategy chapter (MPP-
RGS-9)
MPP-DP-10
Give funding priority – both for transportation infrastructure and for
economic development – to support designated regional
manufacturing/industrial centers consistent with the regional vision.
Regional funds are prioritized to regional manufacturing/industrial
centers. County-level and local funding are also appropriate to
prioritize to these regional centers.
Moved to Regional Collaboration chapter (MPP-
RC-6)
MPP-DP-13
Direct subregional funding, especially county-level and local funds, to
centers designated through countywide processes, as well as to town
centers, and other activity nodes.
Moved to Regional Collaboration chapter (MPP-
RC-7)
MPP-DP-16
Direct commercial, retail, and community services that serve rural
residents into neighboring cities and existing activity areas to prevent
the conversion of rural land into commercial uses.
Move to Regional Growth Strategy chapter (MPP-
RGS-12)
DP-Action-1
(Regional) n/a
Implement the Regional Centers Framework: PSRC will study and
evaluate existing regional growth centers and manufacturing/industrial
centers to assess their designation, distribution, interrelationships,
characteristics, transportation efficiency, performance, and social
equity. PSRC, together with its member jurisdictions and countywide
planning bodies, will work to establish a common network of
countywide centers.
Regional Centers Framework - implements
adopted framework
DP-Action-2
(Regional) n/a
Industrial Lands: PSRC will update its inventory of industrial lands,
evaluate supply and demand for industrial land, and identify strategies
to preserve industrial lands and businesses in the region.
Industrial Lands - supports monitoring and
preservation of industrial lands
18
Page 349 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
DP-Action-3
(Regional) n/a
Transit-Oriented Development: PSRC, together with its member
jurisdictions, will support member jurisdiction in the implementation of
the Growing Transit Communities Strategy and compact, equitable
development around high-capacity transit station areas. This action will
include highlighting and promoting tools used to support equitable
development in high-capacity transit station areas.
Growing Transit Communities Strategy - supports
implementation
DP-Action-4
(Regional) n/a
Densities in Transit Station Areas: PSRC will work in collaboration with
transit agencies and local government to develop guidance for transit-
supportive densities in different types of high-capacity transit station
areas.
Regional Growth Strategy - supports developing
guidance on transit-supportive densities
DP-Action-5
(Regional)n/a
Concurrency Best Practices: PSRC will continue to develop guidance
on innovative approaches to multimodal level-of-service standards and
regional and local implementation strategies for local multimodal
concurrency. PSRC, in coordination with member jurisdictions, will
identify approaches in which local concurrency programs fully address
growth targets, service needs, and level-of-service standards for state
highways. PSRC will communicate to the Legislature the need for state
highways to be addressed in local concurrency programs.
Taking Stock 2016 - responds to feedback on
providing additional guidance on concurrency
best practices
DP-Action-6
(Regional)n/a
Coordinated Planning in Unincorporated Urban Areas: PSRC will
support communication with the state Legislature regarding necessary
changes to state laws that hinder progress towards annexation and
incorporation and opportunities for state and local incentives, organize
forums to highlight annexation, incorporation, and joint planning best
practices, and provide other resources that address the barriers to joint
planning, annexation, and incorporation.
Annexation - identifies actions to support
annexation
DP-Action-7
(Local)n/a
Identification and Clean-up of Underused Lands: Countywide
planning bodies, in cooperation with their cities, will develop strategies
for cleaning up brownfield and contaminated sites. Local jurisdictions
should identify underused lands (such as environmentally
contaminated land and surplus public lands) for future redevelopment
or reuse.
Redevelopment - supports coordination for clean-
up and redevelopment of surplus and
contaminated land
19
Page 350 of 414
Draft VISION 2050 Development Patterns Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
DP-Action-8
(Local)n/a
Center Plans and Station Area Plans: Each city or county with a
designated regional center and/or light rail transit station area will
develop a subarea plan for the designated regional growth center,
station area(s), and/or manufacturing/industrial center. Cities and
counties will plan for other forms of high-capacity transit stations, such
as bus rapid transit and commuter rail, and countywide and local
centers, through local comprehensive plans, subarea plans,
neighborhood plans, or other planning tools. Jurisdictions may
consider grouping station areas that are located in close proximity.
Centers Framework/Growing Transit
Communities - supports local planning for
regional centers and high-capacity transit station
areas
DP-Action-9
(Local)n/a
Mode Split Goals for Centers: Each city with a designated regional
growth center and/or manufacturing/industrial center will establish
mode split goals for these centers and identify strategies to encourage
transportation demand management and alternatives to driving alone.
Regional Centers Framework - supports adopting
mode split goals in local plans
20
Page 351 of 414
Draft VISION 2050 Housing Policies and Actions July 2019 Draft Plan
The region will preserves, improves, and expands its housing stock to
provide a range of affordable, healthy, and safe housing choices to
every resident. The region will continues to promote fair and equal
access to housing for all people.
Minor change
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-H-1 n/a
Plan for housing supply, forms and densities to meet the region’s
current and projected needs consistent with the Regional Growth
Strategy.
Housing Supply - new policy recognizes housing
as a regional issue and acknowledges need for
supply consistent with the Regional Growth
Strategy
MPP-H-2 MPP-H-1 Provide a range of housing types and choices to meet the housing
needs of all income levels and demographic groups within the region.No change
MPP-H-3 MPP-H-2
Achieve and sustain – through preservation, rehabilitation, and new
development – a sufficient supply of housing to meet the needs of low-
income, moderate-income, middle-income, and special needs
individuals and households that is equitably and rationally distributed
throughout the region.
No change
MPP-H-4 n/a
Address the need for housing affordable to low- and very low-income
households, recognizing that these critical needs will require significant
public intervention through funding, collaboration and jurisdictional
action.
Housing Need - new policy acknowledges the
need for greater public intervention to provide
housing affordable to very low-income residents
MPP-H-5 MPP-H-3
Promote homeownership opportunities for low-income, moderate-
income, and middle-income families and individuals while recognizing
historic inequities in access to homeownership opportunities for
communities of color.
Equity - change acknowledges historic inequities
in access to homeownership
MPP-H-6 MPP-H-4
Develop and provide a range of housing choices for workers at all
income levels throughout the region in a manner that promotes
accessibility to jobs and provides opportunities to live in proximity to
work.
No change
MPP-H-7 MPP-H-5
Expand the supply and range of housing at densities to maximize the
benefits of transit investments, including affordable units, in growth
centers and station areas throughout the region.
Regional Growth Strategy/Growing Transit
Communities - change supports housing and
transit planning
MPP-H-8 n/a
Promote the development and preservation of long-term affordable
housing options in walking distance to transit by implementing zoning,
regulations, and incentives.
Regional Growth Strategy/Growing Transit
Communities - new policy promotes affordable
housing near transit
Goal
21
Page 352 of 414
Draft VISION 2050 Housing Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-H-9 MPP-H-8
Expand housing capacity for moderate density housing to bridge the
gap between single-family and more intensive multifamily development
and provide opportunities for more affordable ownership and rental
housing that allows more people to live in neighborhoods across the
region. Encourage the use of innovative techniques to provide a
broader range of housing types for all income levels and housing.
Moderate Density Housing - change promotes
middle density housing and removes ambiguous
terminology ("innovative techniques")
MPP-H-10 MPP-H-7
Encourage jurisdictions to review and streamline development
standards and regulations to advance their public benefit, provide
flexibility, and minimize additional costs to housing.
No change
MPP-H-11 MPP-H-9
Encourage interjurisdictional cooperative efforts and public-private
partnerships to advance the provision of affordable and special needs
housing.
No change
MPP-H-12 n/a
Identify potential physical, economic, and cultural displacement of low-
income households and marginalized populations that may result from
redevelopment and market pressure. Use a range of strategies to
mitigate displacement impacts to the extent feasible.
Equity/Displacement - new policy addresses
displacement risk
MPP-H-6
Recognize and give regional funding priority to transportation facilities,
infrastructure, and services that explicitly advance the development of
housing in designated regional growth centers. Give additional priority
to projects and services that advance affordable housing.
Moved to Regional Collaboration Chapter (MPP-
RC-8)
H-Action-1
(Regional)n/a
Regional Housing Strategy: PSRC, together with its member
jurisdictions, state agencies, housing interest groups, housing
professionals, advocacy and community groups, and other
stakeholders will develop a comprehensive regional housing strategy to
support the 2023-24 local comprehensive plan update. The housing
strategy will provide the framework for regional housing assistance (see
H-Action-2, below) and shall include the following components:
o A regional housing needs assessment to identify current and future
housing needs to support the regional vision
o Strategies and best practices to promote and/or address: housing
supply, the preservation and expansion of market rate and subsidized
affordable housing, housing in centers and in proximity to transit, jobs-
housing balance, and the development of moderate density housing
options
o Coordination with other regional and local housing efforts
Regional Housing Strategy - calls for regional
data collection and strategy development to
support local plan updates and other local
housing efforts
22
Page 353 of 414
Draft VISION 2050 Housing Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
H-Action-2
(Regional)n/a
Regional Housing Assistance: PSRC, in coordination with subregional,
county, and local housing efforts, will assist implementation of regional
housing policy and local jurisdiction and agency work. Assistance shall
include the following components:
o Guidance for developing local housing targets (including affordable
housing targets), model housing policies, and best housing practices
o Technical assistance, including new and strengthened tools, to
support local jurisdictions in developing effective housing strategies
and programs
o Collection and analysis of regional housing data, including types and
uses of housing and effectiveness of zoning, regulations, and
incentives to achieve desired outcomes
Technical Assistance - supports local housing
efforts
H-Action-3
(Regional)n/a
State Support and Coordination: PSRC will monitor and support as
appropriate members’ efforts to seek new funding and legislative
support for housing; and will coordinate with state agencies to
implement regional housing policy.
Outreach/State Coordination - supports
members' efforts in seeking state resources
H-Action-4
(Local)n/a
Local Housing Needs: Counties and cities will conduct a housing
needs analysis and evaluate the effectiveness of local housing policies
and strategies to achieve housing targets and affordability goals to
support updates to local comprehensive plans. Analysis of housing
opportunities with access to jobs and transportation options will aid
review of total household costs.
Local Data and Monitoring - encourages local
data collection to support housing efforts
H-Action-5
(Local)n/a
Affordable Housing Incentives: As counties and cities plan for and
create additional housing capacity consistent with the Regional Growth
Strategy, evaluate techniques such as inclusionary and incentive
zoning to provide affordability.
Local Tools - encourages local governments to
promote affordable housing in areas planning for
growth using a variety of techniques
23
Page 354 of 414
Draft VISION 2050 Economy Policies and Actions July 2019 Draft Plan
The region will have has a prospering and sustainable regional
economy by supporting businesses and job creation, investing in all
people, sustaining environmental quality, and creating great central
places, diverse communities, and high quality of life.
Minor change
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-Ec-1 MPP-Ec-1
Support economic development activities that help to recruit, retain,
expand, or diversify the region's businesses, targeted . Target
recruitment activities towards businesses that provide family living-
wage jobs.
Business - change to update terminology
MPP-Ec-2 MPP-Ec-2
Foster a positive business climate by encouraging regionwide and
statewide collaboration among business, government, utilities,
education, labor, military, workforce development, and other nonprofit
organizations.
Business - change to include utilities
MPP-Ec-3 MPP-Ec-3 Support established and emerging industry clusters that export goods
and services, and import capital, and have growth potential. Business - minor change
MPP-Ec-4 MPP-Ec-4
Leverage the region's position as an international gateway by
supporting businesses, airports, seaports, and agencies involved in
trade‑related activities.
Trade - change distinguishes between airports
and seaports
MPP-Ec-5 n/a
Recognize the region’s airports as critical economic assets that support
the region’s businesses, commercial aviation activities, aerospace
manufacturing, general aviation, and military missions.
Aviation - new policy supports focus areas in the
Regional Economy Strategy
MPP-Ec-6 MPP-Ec-6
Ensure the efficient flow of people, goods, services, and information in
and through the region with infrastructure investments, particularly in
and connecting designated centers, to meet the distinctive needs of
the regional economy.
Business - minor change
MPP-Ec-7 MPP-Ec-5
Foster a supportive environment for business startups, small
businesses, and locally owned, and women- and minority-owned
businesses to help them continue to prosper.
Business - change updates terminology
MPP-Ec-8 MPP-Ec-7 Encourage the private, public, and nonprofit sectors to incorporate
environmental and social responsibility into their practices. No change
MPP-Ec-9 MPP-Ec-8
Promote economic activity and employment growth that creates widely
shared prosperity and sustains a diversity of family living‑wage jobs for
the region’s residents.
Employment - change updates terminology
MPP-Ec-10 MPP-Ec-9 Ensure that the region has a high quality education system that is
accessible to all of the region's residents.No change
MPP-Ec-11 MPP-Ec-10
Ensure that the region has high quality and accessible training
programs that give people opportunities to learn, maintain, and
upgrade skills necessary to meet the current and forecast needs of the
regional and global economy.
No change
Goal
24
Page 355 of 414
Draft VISION 2050 Economy Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-Ec-12 n/a
Identify potential physical, economic, and cultural displacement of
existing businesses that may result from redevelopment and market
pressure. Use a range of strategies to mitigate displacement impacts to
the extent feasible.
Equity/Displacement - new policy addresses the
risk of business displacement
MPP-Ec-13 MPP-Ec-11
Address unique obstacles and special needs – as well as recognize the
special assets – of disadvantaged populations in improving the region's
shared economic future.
Promote equity and access to opportunity in economic development
policies and programs. Expand employment opportunity to improve the
region’s shared economic future.
Equity - change seeks to expand access to
economic opportunity
MPP-Ec-14 MPP-Ec-12
Foster appropriate and targeted economic growth in distressed areas
with low and very low access to opportunity to improve access to create
economic opportunity for current and future residents of these areas.
Equity - change updates terminology to connect
to opportunity mapping
MPP-Ec-15 MPP-Ec-13
Support and recognize the contributions of the region's culturally and
ethnically diverse communities and Native Tribes, including in helping
the region continue to expand its international economy.
Equity - change to specifically include tribes
MPP-Ec-16 MPP-Ec-15
Ensure that economic development sustains and respects the region's
environmental qualityenvironment and encourages development of
established and emerging industries, technologies, and services, that
promote environmental sustainability, especially those addressing
climate change and resilience.
Green Economy - change promotes industries
focused on environmental sustainability
MPP-Ec-17 MPP-Ec-16
Utilize urban design strategies and approaches to ensure that changes
to the built environment preserve and enhance the region's unique
attributes and each community's distinctive identity in recognition of the
economic value of sense of place.
Preserve and enhance the region's unique attributes and each
community's distinctive identity and design as economic assets as the
region grows.
Urban Design - change recognizes unique
community character as economic assets
MPP-Ec-18 MPP-Ec-17
Use incentives and investments to create a closer balance between
jobs and housing, consistent with the regional growth strategy.
Develop and provide a range of job opportunities throughout the region
to create a closer balance between jobs and housing.
Regional Economic Strategy - change focuses on
jobs-housing balance
25
Page 356 of 414
Draft VISION 2050 Economy Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-Ec-19 MPP-Ec-21
Recognize the need for employment Support economic activity and job
creation in cities in the rural areas at a size, scale, and type compatible
with these communities. and promote compatible occupations (such
as, but not limited to, tourism, cottage and home‑based businesses,
and local services) that do not conflict with rural character and
resource‑based land uses.
Rural Economic Development - change supports
appropriately-scaled employment growth in cities
surrounded by rural areas
MPP-Ec-20 MPP-Ec-14 Sustain and enhance arts and cultural institutions to foster an active and
vibrant community life in every part of the region.No change
MPP-Ec-21 MPP-Ec-18
Concentrate a significant amount of economic growth in designated
centers and connect them to each other in order to strengthen the
region's economy and communities and to promote economic
opportunity.
No change
MPP-Ec-22 MPP-Ec-19
Maximize the use of existing designated manufacturing and industrial
centers by focusing appropriate types and amounts of employment
growth in these areas and by protecting them from incompatible
adjacent uses.
No change
MPP-Ec-23 MPP-Ec-22
Support economic activity in rural and natural resource areas at a size
and scale that is compatible with the long‑term integrity and
productivity of these lands.
No change
MPP-Ec-20 Provide an adequate supply of housing with good access to
employment centers to support job creation and economic growth.Addressed in Housing chapter policies
Ec-Action-1
(Regional) n/a
Regional Economic Strategy: PSRC and the Economic Development
District will coordinate economic development efforts to strengthen the
region’s industries, economic foundations and implement the Regional
Economic Strategy. Update the Regional Economic Strategy
periodically.
Regional Economic Strategy - supports
implementation
Ec-Action-2
(Regional)n/a
Regional Support for Local Government Economic Development
Planning: PSRC will support county and local jurisdictions through
technical assistance and economic data with special emphasis on
smaller jurisdictions, in their efforts to develop economic development
elements as part of their expected 2023/24 comprehensive plan
updates. PSRC will also provide guidance on local planning to address
commercial displacement.
Regional Economic Strategy - supports local
economic development planning
Ec-Action-3
(Regional) n/a
Regional Economic Data: PSRC and the Economic Development
District, in collaboration with county economic development councils
and other partners, will maintain regional economic data and develop
regionwide and subarea forecasts.
Regional Economic Strategy - supports data
collection and forecasting
26
Page 357 of 414
Draft VISION 2050 Economy Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
Ec-Action-4
(Local)n/a
Economic Development Elements: Cities and counties will update (or
adopt) their economic development element – tailored to meet the
jurisdiction's unique needs and leveraging public investments – as
specified in the Growth Management Act, when conducting the
expected 2023/24 comprehensive plan update.
Local Plans - consistent with VISION 2040,
continues to support including economic
development elements in local plans
27
Page 358 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
The region will have has a safe, cleaner, integrated, sustainable,
equitable, affordable, safe and highly efficient multimodal
transportation system, with specific emphasis on an integrated regional
transit network that supports the regional growth strategy and promotes
vitality of the economy, environment and health economic and
environmental vitality, and better public health.
Minor change to recognize regional transit
network and streamline wording
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-T-1 MPP-T-1 Maintain and operate transportation systems to provide safe, efficient,
and reliable movement of people, goods, and services.No change
MPP-T-2 MPP-T-2 Protect the investment in the existing system and lower overall life-cycle
costs through effective maintenance and preservation programs.No change
MPP-T-3 MPP-T-3
Reduce the need for new capital improvements through investments in
operations, pricing programs, demand management strategies, and
system management activities that improve the efficiency of the current
system.
No change
MPP-T-4 MPP-T-4 Improve the safety of the transportation system and, in the long term,
achieve the state’s goal of zero deaths and serious disabling injuries.Safety - change modernizes terminology
MPP-T-5 MPP-T-7 Develop a transportation system that minimizes negative impacts to,
and promotes, human health.Health - change promotes health
MPP-T-6 MPP-T-33
Promote Pursue alternative transportation financing methods, such as
user fees, tolls, and other pricing mechanisms to manage and fund the,
that sustain maintenance, improvement, preservation, and operation
of the transportation system facilities and reflect the costs imposed by
users.
Financial Strategy - change updates terminology
MPP-T-7 MPP-T-9
Coordinate state, regional, and local planning efforts for transportation
through the Puget Sound Regional Council to develop and operate a
highly efficient, multimodal system that supports the Regional Growth
Strategy.
No change
MPP-T-8 MPP-T-26
Strategically expand capacity and increase efficiency of the
transportation system to move goods, services, and people consistent
with the Regional Growth Strategy to and within the urban growth area.
Focus on investments that produce the greatest net benefits to people
and minimize the environmental impacts of transportation.
Regional Growth Strategy - change clarifies
support for Regional Growth Strategy
Goal
28
Page 359 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-T-9 MPP-T-22
Implement transportation programs and projects that provide access to
opportunities while preventing or mitigating in ways that prevent
or minimize negative impacts to people of color, people with low-
income, minority, and people
with special transportation needs populations.
Equity - change addresses access to
opportunities, rather than only preventing or
minimizing negative impacts
MPP-T-10 MPP-T-25
Ensure mobility choices for people with special transportation needs,
including persons with disabilities, seniors the elderly, youth the young,
and people with low-incomes populations.
Equity - change modernizes terminology
MPP-T-11 MPP-T-14
Design, construct, and operate a safe and convenient transportation
system for all users transportation facilities to serve all users safely and
conveniently, including motorists, pedestrians, bicyclists, and transit
users, while accommodating the movement of freight and goods, using
best practices and context sensitive design strategies as suitable to
each facility’s function and context as determined by the appropriate
jurisdictions.
Safety - change modernizes terminology
MPP-T-12 MPP-T-23
Emphasize transportation investments that provide and encourage
alternatives to single-occupancy vehicle travel and increase travel
options, especially to and within centers and along corridors
connecting centers.
No change
MPP-T-13 MPP-T-24
Increase the proportion of trips made by transportation modes that are
alternatives to driving alone, especially to and within centers and along
corridors connecting centers, by ensuring availability of reliable and
competitive transit options.
Multimodal - change emphasizes connecting
centers and transit quality
MPP-T-14 MPP-T-32 Integrate transportation systems to make it easy for people and freight
to move from one mode or technology to another.No change
MPP-T-15 MPP-T-11
Prioritize investments in transportation facilities and services in the
urban growth area that support compact, pedestrian- and transit-
oriented densities and development.
No change
MPP-T-16 MPP-T-15
Improve local street patterns – including their design and how they are
used – for walking, bicycling, and transit use to enhance communities,
connectivity, and physical activity.
No change
MPP-T-17 MPP-T-16 Promote and incorporate bicycle and pedestrian travel as important
modes of transportation by providing facilities and reliable connections.No change
MPP-T-18 MPP-T-10
Promote coordination among transportation providers and local
governments to ensure that joint- and mixed-use developments are
designed in a way that improves overall mobility and accessibility to and
within such development.
No change
29
Page 360 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-T-19 MPP-T-21
Apply urban design principles Design in transportation programs and
projects for to support regional growth centers and high-capacity
transit station areas.
Urban Design - change promotes urban design in
centers and transit station areas
MPP-T-20 MPP-T-29 Promote the preservation of existing rights-of-way for future high-
capacity transit.No change
MPP-T-21 MPP-T-20 Design transportation facilities to fit within the context of the built or
natural environments in which they are located. No change
MPP-T-22 MPP-T-28
Avoid construction of major roads and capacity expansion on existing
roads in rural and resource areas. Where increased roadway capacity
is warranted to support safe and efficient travel through rural areas,
appropriate rural development regulations and strong commitments to
access management should be in place prior to authorizing such
capacity expansion in order to prevent unplanned growth in rural areas.
No change
MPP-T-23 MPP-T-13
Make transportation investments that improve economic and living
conditions so that industries and skilled workers continue to be retained
and attracted to the region.
No change
MPP-T-24 MPP-T-27 Improve key facilities connecting the region to national and world
markets to support the economic vitality of the region.No change
MPP-T-25 MPP-T-17
Ensure the freight system supports the growing needs of global trade
and state, regional and local distribution of goods and services. meets
the needs of: (1) global gateways, (2) producer needs within the state
and region, and (3) regional and local distribution.
Freight - change modernizes language
MPP-T-26 MPP-T-18
Maintain and improve the existing multimodal freight transportation
system in the region to increase reliability, and efficiency, and mobility,
and prepare for continuing growth in freight and goods movement. and
to prevent degradation of freight mobility.
Freight - change recognizes growth in freight
movement
MPP-T-27 MPP-T-19
Coordinate regional planning with railroad line capacity expansion
plans and support capacity expansion that is compatible with state,
regional, and local plans.
Freight - change modernizes language
MPP-T-28 MPP-T-31
Promote coordinated planning and effective management to optimize
the existing aviation system prior to development of new airports.
Accommodate anticipated regional growth in aviation while minimizing
ongoing health and noise impacts in communities. Support effective
management of existing air transportation capacity and ensure that
future capacity needs are addressed in cooperation with responsible
agencies, affected communities, and users.
Aviation - change clarifies policy intent and
ensures consistency with adopted 2018 Regional
Transportation Plan
30
Page 361 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-T-29 MPP-T-5
Support the transition to a cleaner transportation system through
investments in zero emission vehicles, low carbon fuels and other clean
energy options. Foster a less polluting system that reduces the
negative effects of transportation infrastructure and operation on the
climate and natural environment.
Climate Change - change reflects current work on
reducing emissions
MPP-T-30 n/a Provide infrastructure sufficient to support widespread electrification of
the transportation system.
Climate Change - new policy supports
infrastructure needed for electrification
MPP-T-31 MPP-T-8
Advance the resilience of the transportation system by incorporating
redundancies, preparing for disasters and other impacts, and
coordinated planning for system recovery. Protect the transportation
system against disaster, develop prevention and recovery strategies,
and plan for coordinated responses.
Resilience - change supports a resilient
transportation system
MPP-T-32 n/a
Reduce stormwater pollution from transportation facilities and improve
fish passage, through retrofits and updated design standards. Where
feasible, integrate with other improvements to achieve multiple benefits
and cost efficiencies.
Environment - new policy addresses stormwater
pollution from transportation facilities
MPP-T-33 MPP-T-6
Prepare for changes in transportation technologies and mobility
patterns, to support communities with a sustainable and efficient
transportation system. Seek the development and implementation of
transportation modes and technologies that are energy-efficient and
improve system performance.
Technology - change addresses changes in
transportation technology
MPP-T-34 MPP-T-30
Be responsive to changes in mobility patterns and needs for both
people and goods, and encourage partnerships with the private sector,
where applicable. Encourage public and private sector partnerships to
identify and implement improvements to personal mobility and freight
movement.
Technology - change updates role of public-
private partnerships as a means to respond to
change
MPP-T-12
Give regional funding priority to transportation improvements that serve
regional growth centers and regional manufacturing and industrial
centers.
Moved to Regional Collaboration chapter (MPP-
RC-6)
31
Page 362 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
T-Action-1
(Regional)
T-Action-1
(Regional)
Regional Transportation Plan: PSRC will update the Regional
Transportation Plan (RTP) to be consistent with federal and state
requirements and the goals and policies of VISION 2050. The RTP will
incorporate the Regional Growth Strategy and plan for a sustainable
multimodal transportation system for 2050. The plan will identify how
the system will be maintained and efficiently operated, with strategic
capacity investments, to provide safe and equitable access to housing,
jobs, and other opportunities, as well as improved mobility for freight
and goods delivery. Specific elements of the RTP include the
Coordinated Transit-Human Services Transportation Plan and
continued updates to the regional integrated transit network (including
high capacity transit, local transit, auto and passenger ferries), the
active transportation plan, regional freight network, aviation planning
and other important system components.
Regional Transportation Plan - supports
implementation
T-Action-2
(Regional)
T-Action-2
(Regional)
Transportation Technology and Changing Mobility: PSRC will
continue to conduct research and analysis on the potential impacts
from emerging technologies and changes in mobility patterns,
including ongoing improvements to PSRC modeling and analytical
tools. PSRC will build relationships among a diverse set of stakeholders
and facilitate discussions to assist member organizations to become
prepared for these changes in transportation mobility and to address
consequences to and from local decision making. Outcomes could
include guidance, best practices and future policies.
Technology - continues research, analysis, and
guidance work on transportation technology and
changing mobility
T-Action-3
(Regional)
T-Action-3
(Regional)
Freight Mobility: PSRC will continue to conduct research, data
collection and analysis of the growth and impacts of freight and goods
movement and delivery, including updating baseline inventories and
identification of mobility and other issues. PSRC will continue
collaboration with stakeholders to address key freight issues as part of
the next RTP update.
Freight - continues research, analysis, and
collaboration needs for freight
32
Page 363 of 414
Draft VISION 2050 Transportation Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
T-Action-4
(Regional)
T-Action-4
(Regional)
Climate: PSRC will continue to monitor and advance the
implementation of the adopted Four-Part Greenhouse Gas Strategy - or
future versions thereof - to achieve meaningful reductions of emissions
throughout the region from transportation and land use. This will
include ongoing collaboration with a variety of partners on each
element, for example regional coordination on electric vehicle
infrastructure, roadway pricing, transit oriented development and
others. This will also include continued development of regional
analyses and research of additional options for reducing emissions.
Climate Change - implements Four-Part
Greenhouse Gas Strategy (part of Regional
Transportation Plan)
T-Action-5
(Regional)
T-Action-5
(Regional)
Aviation Capacity: PSRC will continue to conduct research and
analysis of the region’s aviation system to assess future capacity
needs, issues, challenges, and community impacts to help ensure that
the system can accommodate future growth while minimizing
community impacts, and set the stage for future planning efforts. PSRC
will work in cooperation with the state, which will play a lead role in
addressing aviation capacity needs.
Aviation - reflects PSRC work to analyze the
regional aviation system
T-Action-6
(Local)
T-Action-6
(Local)
VISION 2050 Implementation: Counties and cities, with guidance and
assistance from PSRC, will update local plans to support
implementation of the Regional Transportation Plan and address the
Regional Growth Strategy, including addressing changes related to
technology, freight and delivery, and the needs of all users.
Local Plans - supports local implementation of the
Regional Transportation Plan and VISION 2050
33
Page 364 of 414
Draft VISION 2050 Public Services Policies and Actions July 2019 Draft Plan
The region will supports development with adequate public facilities
and services in a coordinated, efficient, and cost-effective manner that
supports local and regional growth planning objectives.
Minor change
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-PS-1 MPP-PS-1 Protect and enhance the environment and public health and safety
when providing services and facilities.No change
MPP-PS-2 n/a Promote affordability and equitable access of public services to all
communities, especially the historically underserved.
Equity - new policy promotes affordability and
equity in public services
MPP-PS-3 MPP-PS-2
Time and phase services and facilities to guide growth and
development in a manner that supports the Regional Growth Strategy
vision.
Regional Growth Strategy - change to clarify
relationship to Regional Growth Strategy
MPP-PS-4 MPP-PS-3 Promote demand management and the conservation of services and
facilities prior to developing new facilities.No change
MPP-PS-5 MPP-PS-4
Do not provide urban services in rural areas. Design services for limited
access when they are needed to solve isolated health and sanitation
problems, so as not to increase the development potential of the
surrounding rural area.
No change
MPP-PS-6 MPP-PS-5
Encourage the design of public facilities and utilities in rural areas to be
at a size and scale appropriate to rural locations, so as not to increase
development pressure.
No change
MPP-PS-7 MPP-PS-6
Obtain urban services from cities or appropriate regional service
providers, and encourage special service districts, including sewer,
water, and fire districts, to consolidate or dissolve as a
result.Encourage cities, counties, and special service districts,
including sewer, water, and fire districts, to coordinate planning efforts,
agree on optimal ways to provide efficient service, and move towards
consolidations that would improve service to the public.
Urban Services/Coordination - change clarifies
necessary between cities, counties, and special
service districts
MPP-PS-8 MPP-PS-7 Develop conservation measures to reduce solid waste and increase
recycling.No change
MPP-PS-9 MPP-PS-8
Promote improved conservation and more efficient use of water, as well
as the increased use of reclaimed water, to reduce wastewater
generation and ensure water availability.
No change
Goal
34
Page 365 of 414
Draft VISION 2050 Public Services Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-PS-10 MPP-PS-9
Serve new development within the urban growth area with sanitary
sewer systems or fit it with dry sewers in anticipation of connection to
the sewer system. Alternative technology to sewers should be
considered only when it can be shown to produce treatment at
standards that are equal to or better than the sewer system and where a
long-term maintenance plan is in place.
No change
MPP-PS-11 MPP-PS-10 Replace failing septic systems within the urban growth area with
sanitary sewers or alternative technology that is comparable or better. No change
MPP-PS-12 MPP-PS-11 Use innovative and state-of-the-art design and techniques when
replacing septic tanks to restore and improve environmental quality.No change
MPP-PS-13 MPP-PS-12 Promote the use of renewable energy resources to meet the region’s
energy needs.No change
MPP-PS-14 MPP-PS-13
Reduce the rate of energy consumption through conservation and
alternative energy forms to extend the life of existing facilities and
infrastructure.
No change
MPP-PS-15 n/a Support the necessary investments in utility infrastructure to
facilitate moving to low-carbon energy sources.
Climate Change - new policy supports
electrification aspect of the Four-Part
Greenhouse Gas Strategy (part of the Regional
Transportation Plan)
MPP-PS-16 MPP-PS-14
Plan for the provision of telecommunication infrastructure to provide
access to residents and businesses in all communities, especially
underserved areas., serve growth and development in a manner that is
consistent with the regional vision and friendly to the environment.
Equity - change focuses on serving all
communities
MPP-PS-17 MPP-PS-15 Coordinate, design, and plan for public safety services and programs.No change
MPP-PS-18 MPP-PS-16 Encourage health and human services facilities to locate near centers
and transit for efficient accessibility to service delivery.No change
MPP-PS-19 n/a
Support efforts to increase the resilience of public services, utilities,
and infrastructure by preparing for disasters and other impacts and
coordinated planning for system recovery.
Resilience - new policy addresses resilience of
public services and facilities
MPP-PS-20 MPP-PS-17
Identify and develop additional water supply sources to meet the
region's long-term water needs, recognizing Consider the potential
impacts on water supply from of climate change and fisheries
protection on the region's water supply.
Climate Change - change focuses on managing
climate impacts, recognizing that few new water
supply sources are available
35
Page 366 of 414
Draft VISION 2050 Public Services Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
MPP-PS-21 n/a Provide residents of the region with access to high quality drinking
water that meets or is better than federal and state requirements.
Water Quality - new policy addresses access to
quality drinking water
MPP-PS-22 MPP-PS-18
Promote coordination among local and tribal governments and water
providers and suppliers to meet long-term water needs in the region in
a manner that supports the region's growth strategy.
No change
MPP-PS-23 MPP-PS-19 Reduce the per capita rate of water consumption through conservation,
efficiency, reclamation, and reuse.No change
MPP-PS-24 MPP-PS-20 Protect the source of the water supply to meet the needs for both
human consumption and for environmental balance.No change
MPP-PS-25 n/a
Work cooperatively with school districts to plan for school facilities to
meet the existing and future community needs consistent with adopted
comprehensive plans and growth forecasts, including siting and
designing schools to support safe, walkable access and best serve
their communities.
School Siting - new policy supports collaborative
efforts between school districts and local
governments
MPP-PS-26 MPP-PS-21
Site schools, institutions, and other community facilities that primarily
serve urban populations within the urban growth area in locations
where they will promote the local desired growth plans, except as
provided for by RCW 36.70A.211.
School Siting - change addresses Growth
Management Act amendment related to school
siting that allows for schools serving both urban
and rural populations in Pierce County to be sited
outside the urban growth area
MPP-PS-27 MPP-PS-22
Locate schools, institutions, and other community facilities serving rural
residents in neighboring cities and towns and design these facilities in
keeping with the size and scale of the local community, except as
provided for by RCW 36.70A.211.
School Siting - change addresses recent changes
to the Growth Management Act related to school
siting that allows for schools serving both urban
and rural populations in Pierce County to be sited
outside GMA boundaries
MPP-PS-28 MPP-PS-23
Site or expand regional capital facilities in a manner that (1) reduces
adverse social, environmental, and economic impacts on the host
community, (2) equitably balances the location of new facilities, and (3)
addresses regional planning objectives.
No change
MPP-PS-29 MPP-PS-24
Do not locate regional capital facilities outside the urban growth area
unless it is demonstrated that a non-urban site is the most appropriate
location for such a facility.
No change
PS-Action-1
(Regional) n/a
Utility and Service District Planning: PSRC will work with electrical
utilities, water providers, special service districts, and other utilities to
facilitate coordinated efforts to develop long-range plans that comply
with the Growth Management Act and implement VISION 2050.
Coordination - encourages special service district
long-range plans to be consistent with the Growth
Management Act and VISION 2050
36
Page 367 of 414
Draft VISION 2050 Public Services Policies and Actions July 2019 Draft Plan
VISION 2050 #VISION 2040 #Policy/Action Type/Reason of Change
PS-Action-2
(Regional)n/a
Facilities Siting and Design: PSRC will facilitate cooperative efforts with
special service districts and local jurisdictions to site and design
facilities that enhance local communities in accordance with growth
management goals and VISION 2050.
Siting and Design/Coordination - encourages
special service districts and local jurisdictions to
coordinate when siting and designing facilities
and maintain consistency with the Growth
Management Act
37
Page 368 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5457 (Hinman)
Date:
October 2, 2019
Department:
Administration
Attachments:
Res olution 5457
Exhibit A CoA Cas cade Helicopter Services (Sixth
Amendment)
Exhibit B Auburn Flyers Condo I (Firs t
Amendment)
Exhibit C Auburn Flyers Condo II (Firs t
Amendment)
Exhibit D Auburn Flyers Condo III (Firs t
Amendment)
Exhibit E Auburn Hangars Owners As s n (Second
Amendment)
Exhibit F Auburn Condo Hangars Assn (Third
Amendment)
Exhibit G James E Jacobsen (Firs t Amendment)
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Recommend: Approve
Background Summary:
Rev iewed by Council Committees:
Councilmember:Staff:Hinman
Meeting Date:October 7, 2019 Item Number:RES.C
Page 369 of 414
----------------------------
Resolution No 5457.
September 16, 2019
Page 1 of 2
RESOLUTION NO 5 4 5 7
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WASHINGTON, AUTHORIZING
THE MAYOR TO EXECUTE AMENDMENTS TO
SEVEN SEPARATE LAND LEASES RELATED TO
HANGERS LOCATED ON THE AUBURN MUNICIPAL
AIRPORT
WHEREAS, The City of Auburn has entered into seven different land leases
over the last several years for land located on the Auburn Municipal Airport; and
WHEREAS, Each of the land leases contains a Fair Market Valuation (FMV)
rental rate escalation clause set in five year increments from the date each lease
commenced; and
WHEREAS, Each of the tenants has been operating unofficially on the
same FMV cycle regardless of the date of lease commencement; and
WHEREAS, The City and the tenants each wish to formalize the current
date of the FMV cycle so the leases are aligned.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, HEREBY RESOLVES as follows:
Section 1. That the Mayor is authorized to execute lease amendments
to each of the seven Airport land leases provided that each amendment is in
substantial conformity to the respective exhibit, attached as Exhibit “A” , “B,” “C,”
“D,” “E,” “F,” and “G”.
Section 2. That the Mayor is authorized to implement such administrative
procedures as may be necessary to carry out the directives of this legislation.
Section 3. That this Resolution shall take effect and be in full force upon
passage and signatures hereon.
Page 370 of 414
----------------------------
Resolution No 5457.
September 16, 2019
Page 2 of 2
Dated and Signed:
CITY OF AUBURN
________________________________
NANCY BACKUS, MAYOR
ATTEST:
_________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
_________________________
Steven L. Gross, City Attorney
Page 371 of 414
Page 372 of 414
Page 373 of 414
Page 374 of 414
Page 375 of 414
Page 376 of 414
Page 377 of 414
Page 378 of 414
Page 379 of 414
Page 380 of 414
Page 381 of 414
Page 382 of 414
Page 383 of 414
Page 384 of 414
Page 385 of 414
Page 386 of 414
Page 387 of 414
Page 388 of 414
Page 389 of 414
Page 390 of 414
Page 391 of 414
Page 392 of 414
Page 393 of 414
Page 394 of 414
Page 395 of 414
Page 396 of 414
Page 397 of 414
Page 398 of 414
Page 399 of 414
Page 400 of 414
Page 401 of 414
Page 402 of 414
Page 403 of 414
Page 404 of 414
Page 405 of 414
Page 406 of 414
Page 407 of 414
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5460 (Hinman)
Date:
October 2, 2019
Department:
Administration
Attachments:
Res olution 5460
OFM Fiscal Impact Statement
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Staff recommendation: Approve Resolution No. 5460
Background Summary:
According to the Washington State Department of Financial Management, if passed, Initiative
976 changes vehicle taxes and fees by lowering motor vehicle and light duty truck weight fees
to $30; eliminating the 0.3 percent sales tax on vehicle purchases; lowering electric vehicle
and snowmobile fees; modifying and reducing Sound Transit motor vehicle excise tax
provisions; and removing authority for transportation benefit districts to impose a vehicle fee.
T otal revenue loss to the state in the next six years is $1,921,901,238. T otal revenue
loss to local governments in the next 6 years is $2,317,121,034. T he departments of
Licensing and Revenue have estimated implementation costs of $2,846,800 in the
2019—21 biennium.
Rev iewed by Council Committees:
Councilmember:Staff:Hinman
Meeting Date:October 7, 2019 Item Number:RES.D
Page 408 of 414
--------------------------------
Resolution No. 5460
October 7, 2019
Page 1 of 2 Rev. 2019
RESOLUTION NO. 5460
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, OPPOSING INITIATIVE
MEASURE NO. 976, AN INITIATIVE SEEKING TO REPEAL
AUTHORITY TO IMPOSE CERTAIN VEHICLE TAXES,
CHANGE VEHICLE VALUATION LAWS, AND LIMIT MOTOR
VEHICLE LICENSE FEES TO $30.00
WHEREAS, as provided in chapter 36.73 RCW, the City formed a city-wide
transportation benefit district (TBD) in 2011; and
WHEREAS, Initiative No. 976 was filed with the Washington State Legislature
which did not act on the Initiative during the 2019 legislative session and, therefore,
pursuant to RCW 29A.72.260, the Initiative will be presented to Washington State voters
at the November 2019 General Election; and
WHEREAS, if passed by the voters in the November 2019 General Election, the
Initiative would eliminate the TBD’s authority to impose vehicle license fees; and
WHEREAS, in addition to the City’s possible financial impact, the Initiative would
reduce state transportation funding along with voter-approved funding for Sound Transit;
and potentially reduce grant funding sources available to the City for transportation
improvements.
WHEREAS, RCW 42.17A.555 permits the City Council to oppose a ballot
proposition at an open public meeting so long as notice of the meeting includes the title
and number of the ballot proposition and those expressing an opposing view are afforded
an approximately equal opportunity to express an opinion;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON,
HEREBY RESOLVES:
Page 409 of 414
--------------------------------
Resolution No. 5460
October 7, 2019
Page 2 of 2 Rev. 2019
Section 1. Statement in Opposition to Initiative No. 976. The Auburn City
Council expresses its opposition to Initiative No. 976 and encourages the citizens of
Auburn to reject Initiative No. 976, a measure repealing or removing authority to impose
certain vehicle taxes and fees, including charges funding mass transit or regional
transportation; change vehicle valuation laws; and limit motor vehicle license fees to $30,
except voter-approved changes; at the November 2019 General Election
Section 2. The Mayor is authorized to implement those administrative
procedures necessary to carry out the directives of this legislation.
Section 3. This Resolution will take effect and be in full force on passage and
signatures.
Dated and Signed:
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
Page 410 of 414
Fiscal Impact Statement for Initiative 976
FISCAL IMPACT SUMMARY
Initiative 976 changes vehicle taxes and fees by lowering motor vehicle and light duty truck weight
fees to $30; eliminating the 0.3 percent sales tax on vehicle purchases; lowering electric vehicle and
snowmobile fees; modifying and reducing Sound Transit motor vehicle excise tax provisions; and
removing authority for transportation benefit districts to impose a vehicle fee. Total revenue loss to
the state in the next six years is $1,921,901,238. Total revenue loss to local governments in the next
6 years is $2,317,121,034. The departments of Licensing and Revenue have estimated
implementation costs of $2,846,800 in the 2019—21 biennium.
General Assumptions
Except as otherwise provided, the effective date of the initiative, if approved by voters, is
December 5, 2019. Section 10 and 11 take effect on the date that the regional transit
authority complies with section 12 of this act. Section 13 takes effect on April 1, 2020, if
sections 10 and 11 have not taken effect by March 31, 2020.
The provisions of the initiative apply prospectively, not retroactively.
Fiscal estimates use the state’s fiscal year of July 1 through June 30. Fiscal year 2020 is
July 1, 2019, to June 30, 2020.
State revenues are based on the June 2019 transportation revenue forecast.
Local revenues are based on the most recent actual figures and are not forecasted.
Transportation benefit districts (TBDs) have the authority to collect vehicle fees, and
sales and use tax. This initiative repeals only the authority to collect vehicle fees, so
TBDs could continue to collect sales and use tax.
Section 5(1) erroneously states that the electric vehicle fee is $130 total. RCW 46.17.323
includes two fees. $100 in section (1) and $50 in section (4)(a). The current electric
vehicle fee is $150 total. Calculations for the impact of the fee reduction are based on the
correct fee. Chapter 287, Laws 2019 establishes the transportation electrification fee of
$75. I-976 would lower the $100 in section (1) to $30 and eliminate the $50 in section
(4)(a). It does not affect the new $75 fee.
REVENUE
State Revenue
The initiative reduces license fees for vehicles under 10,000 lbs. to $30. The additional 0.3 percent
sales and use tax on motor vehicle sales is eliminated. The snowmobile license fee is reduced from
$50 to $30. Commercial trailer fees are reduced from $34 to $30. The electric vehicle fee in Section
5(1) is reduced from $100 to $30. An additional electric vehicle fee in Section 5(4)(a) of $50 is
eliminated.
Page 411 of 414
Potential
Revenue
Impact by
Fund
Distribution
Beginning Dec. 5, 2019
Registration Fees: FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Snowmobile
Account (01M) ($240,300) ($447,200) ($448,500) ($449,900) ($451,200) ($453,000) ($2,490,100)
WSP Highway
Account (081) ($9,916,900) ($15,661,000) ($15,692,400) ($15,723,900) ($15,755,400) ($15,823,800) ($88,573,400)
Transportation
Partnership
Account (09H)
($5,115,000) ($8,077,700) ($8,094,000) ($8,110,100) ($8,126,400) ($8,161,700) ($45,684,900)
Rural Arterial Trust
Account (102) ($202,163) ($539,700) ($714,975) ($928,725) ($1,176,675) ($1,451,700) ($5,013,938)
Motor Vehicle
Account (108) ($28,223,075) ($45,210,500) ($46,151,950) ($47,278,650) ($48,576,750) ($50,112,500) ($265,553,425)
Puget Sound Ferry
Operations (109) ($609,800) ($963,000) ($965,000) ($966,900) ($968,900) ($973,100) ($5,446,700)
Transportation
Improvement
Account (144)
($202,163) ($539,700) ($714,975) ($928,725) ($1,176,675) ($1,451,700) ($4,272,075)
Multimodal Account
(218) ($128,650,600) ($227,504,000) ($231,592,800) ($294,399,500) ($298,790,300) ($303,184,500) ($1,484,121,700)
Nickel Account
(550) ($2,322,700) ($3,668,000) ($3,675,400) ($3,682,700) ($3,690,100) ($3,706,100) ($20,745,000)
Total ($175,280,538) ($302,071,100) ($308,050,000) ($372,469,100) ($378,712,400) ($385,318,100) ($1,921,901,238)
Description of affected accounts
The Snowmobile Account funds administration, acquisition, development, operation and
maintenance of snowmobile facilities and the implementation of snowmobile safety, enforcement
and education programs.
The State Patrol Highway Account funds activities of the Washington State Patrol, including traffic
enforcement (and associated criminal investigations), commercial vehicle enforcement and ferry
vessel and terminal security.
The Transportation Partnership Account funds projects and improvements from the 2005
Transportation Partnership Omnibus Transportation Appropriations Act.
The Rural Arterial Trust Account funds construction and improvement of county roads and bridges.
Page 412 of 414
The Motor Vehicle Account is the main source of funds for highway construction, maintenance,
ferries and support services. A portion of motor fuel tax revenues is distributed to cities and
counties for road programs.
The Puget Sound Ferry Operations Account funds ferry operations and maintenance.
The Transportation Improvement Account funds administration of the Transportation
Improvement Board and grants for local government transportation projects that address
congestion.
The Multimodal Transportation Account funds all modes of transportation projects, including
public transportation, rail and bicycle/pedestrian projects.
The Transportation 2003 Account funds debt service on bonds and Washington State Department
of Transportation operating and capital highway programs.
Local Revenue
This initiative repeals local authority to impose a TBD vehicle fee. TBD vehicle fees are used by 62
municipalities across the state to fund local improvements such as road repair and maintenance,
transit systems and sidewalks. In fiscal year 2018, TBDs using a vehicle fee across the state collected
$58,186,839. This revenue would be eliminated beginning on the effective date of this initiative.
Sections 10 and 11 would reduce the motor vehicle excise tax (MVET) that funds the Central Puget
Sound Regional Transit Authority (RTA) commonly known as Sound Transit. MVET rates are
reduced from .8% to .2% and will be calculated based on Kelley Blue Book vehicle value instead of
the manufacturer’s suggested retail price.
This tax rate would be repealed when the RTA is able to refund, refinance or defease, or terminate,
outstanding bonds that have been issued against this tax. It is unknown if this is possible. If the
bonds are not able to be defeased, the MVET will remain unchanged to pay off the bonds
previously issued that are pledged to the revenue source. If the bonds are able to be defeased, Sound
Transit’s revenue would be reduced by $328,000,000 per fiscal year based on 2018 revenue. For new
bonds issued, the MVET will decrease from .8% to .2%.
This initiative repeals local authority to impose a passenger-only ferry tax. Currently there are no
passenger-only ferry districts using the MVET authority to fund their ferries, although they would
no longer have the option.
Tax/Fee Fiscal year 2018 revenue impact
TBD Fee ($58,186,839)
RTA MVET ($328,000,000)
Passenger-only ferry MVET 0
EXPENDITURES
State Government Expenditures
Page 413 of 414
Temporary higher administrative costs at Department of Licensing and Department of
Revenue
The Department of Licensing (DOL) would have temporary, higher administrative and computer
costs to implement this initiative. If Sound Transit is able to defease or refinance its bonds and the
MVET is reduced, DOL will issue refunds to customers who register their vehicles prior to their
annual vehicle registration date. The DOL will also have costs for computer updates, temporary
staffing costs for additional calls to their call center, and accounting services to issue refunds.
Biennial administrative costs for the agency are $2,740,900 in the 2019–21 biennium.
The Department of Revenue (DOR) will experience temporary, higher administrative costs to
implement this initiative. The DOR will have costs for computer updates and administrative costs
for rule making, accounting services to issue refunds and developing new forms. Biennial costs for
the agency are $105,900 for computer updates and administrative items in the 2019–21 biennium.
Local Government Expenditures
N/A
Page 414 of 414