Document Redmond_doc_f36339d136

Vision Blueprint vision Redmond’s C a p i t a l Investment S t r a t e g y 2013-2030 Approved December 13, 2011 ---PAGE BREAK--- Mayor John Marchione City Council - 2011 Richard Cole, President Pat Vache, Vice President Kimberly Allen David Carson Hank Margeson Hank Myers John Stilin Directors Team Mike Bailey, Finance & Information Services Director Bill Campbell, Public Works Director Jane Christensen, Deputy City Administrator Kevin Donnelly, Fire Chief Ron Gibson, Police Chief Craig Larsen, Parks & Recreation Director Rob Odle, Planning & Community Development Director Kerry Sievers, Human Resources Director Vision Blueprint Development Team Pete Sullivan, Senior Planner, Long Range Planning Russ Albertson, Deputy Fire Chief, Redmond Fire Department Malisa Files, Deputy Director, Finance Department Ron Grant, Assistant Director, Public Works Department Jeanne Justice, Engineering Supervisor, Public Works - Natural Resources Jean Rice, Senior Management Analyst, Parks - Administrative Services Todd Short, Assistant Fire Marshall, Redmond Fire Department Kristi Wilson, Police Commander, Redmond Police Department Lori Peckol, Manager, Long Range Planning Eric McConaghy, Associate Planner, Long Range Planning Odra Cardenas, Intern, Long Range Planning Sergio Santander, Graphic Designer, Executive Department Advisory Team Greg Byszeski, Deputy Director, Parks - Operations Don Cairns, Engineering Manager, Public Works - Transportation Services Kelley Cochran, Management Analyst, Public Works – Financial Services Bert Guenther, Manager, Public Works - Maintenance and Operations Carolyn J. Hope, Senior Planner, Parks - Administrative Services Mike Paul, Engineering Manager, Public Works – Construction Engineering Joel Pfundt, Principal Planner, Public Works - Transportation Services B Sanders, Senior Planner, Parks - Administrative Services Scott Thomasson, Engineering Manager, Public Works – Water/Wastewater Erika Vandenbrande, Manager, Economic Development and Transportation Demand Management Sandy Yeager, Management Analyst, Public Works – Financial Services ---PAGE BREAK--- Table of Contents Executive Summary i Introduction Intro-1 Chapter 1: Building on a Solid Foundation 1-1 Chapter 2: Redmond’s Infrastructure Needs 2-1 Chapter 3: Funding 3-1 Chapter 4: Follow-through 4-1 Maps Appendix A Projects and Programs Appendix B ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- Executive Summary ---PAGE BREAK--- Vision Blueprint summarizes known capital investment needs from 2013-2030, including capital projects and programs from all City functional areas. The Capital Investment Strategy, or CIS, is a hybrid planning and budgeting document, intended to bridge near-term financial considerations, as represented in the 6-year Capital Improvement Program (CIP), with the City’s 2030 land use vision as described in Redmond’s Comprehensive Plan. The purpose of the Capital Investment Strategy is to:  Implement the Comprehensive Plan vision for Downtown, Overlake and established neighborhoods;  Identify key strategic actions needed to carry out the vision;  Summarize planned capital facility improvements, sequencing and costs for the next 18 year period;  Guide future decisions about priority infrastructure projects and programs in each of the following areas: transportation; water; sanitary sewer; stormwater and surface water management; parks, arts, recreation, culture and conservation; police services; fire services; planning; and general government;  Address deficiencies such as level of service compliance;  Address maintenance, repair and upgrades as needed;  Address funding strategies; and  Address monitoring and reporting on progress. By the year 2030, Redmond expects to grow to a population of 78,000 people and an employment base of 119,000 jobs. Amidst this growth Redmond residents have said they want their community to be one that is complete, offering a wide range of services, opportunities, and amenities. Residents want a community that strives to maintain balance among the three pillars of sustainability - environmental quality, economic vitality and social equity - to support Redmond’s high quality of life, cherished natural features, distinct places, and community character. Redmond’s current Capital Facilities Program is an effective tool for positioning the City for capital investments over the near-term 6-year planning horizon. However, Redmond will be better positioned to realize longer-term aspirations and respond to the challenges of a changing and unpredictable economy by expanding the scope of the capital planning program to account for the long-term planning horizon and explore investment alternatives. Together, the Capital Facilities Element of the Comprehensive Plan (which contains policies relating to capital facility planning), the City’s functional plans (as described below), its six-year CIP, the City’s Long Range Financial Strategy, and, now, the long range Capital Investment Strategy, comprise Redmond’s Capital Facilities Program. Document Overview Vision Blueprint is organized to provide a logical presentation of information related to capital planning and budgeting, if read all the way through. However, it is also meant to be a reference document, so that chapters can be read on a stand-alone basis. The document is organized as follows: Chapter 1 places the CIS in context of Redmond’s existing capital program. Chapter 2 presents significant capital projects and anticipated costs during the near-term (2013 to 2018), mid-term (2019 to 2024) and long-term (2025 to 2030) for the Downtown, Overlake and established neighborhoods, as well as information regarding capital programs and costs. Chapter 3 describes major revenue sources, current funding requirements and practices, projected revenues compared to anticipated costs, and potential funding alternatives. Chapter 4 describes proposed actions as follow up to the 2011 Vision Blueprint and establishes the approach the City will use to monitor progress. i ---PAGE BREAK--- Appendices include of list of identified capital projects and programs through 2030, estimated costs, and anticipated strategic actions. The list is organized by time period and then by neighborhood, and includes a corresponding set of maps. Within each neighborhood, projects that are part of a larger package are listed first followed with individual projects. Vision Blueprint is intended to provide a complete, but not exhaustive list of project needs through 2030. Routine activities or minor projects covered under ongoing programs are not within the scope of activities addressed in this document. In addition, there are gaps in the 2011 document due to incomplete information or functional plan updates that are currently underway. It is expected that future versions will include additional information to incorporate updates to existing functional plans for transportation, water, sewer and fire as well as a new Watershed Management Plan. In addition, future versions are expected to address construction management needs associated with project delivery and more fully address maintenance needs. How was it prepared? A City staff team representing Planning, Public Works, Parks, Finance, Police and Fire composed the core work group for the Capital Investment Strategy. Additional staff involved with capital planning from these departments also participated during the project identification and sequencing phase of the project. The following are the major steps the staff team undertook to develop the Capital Investment Strategy.  Identified projects primarily from existing functional plans and the 2011-2016 CIP  Created capital investment principles to assist in sequencing projects  Sequenced projects to each one of the three CIS time periods (near-, mid- or long-term)  Identified driver projects and partner opportunities and adjusted the sequence  Identified strategic actions  Compared the sequence to principles and revenue estimates  Mapped the projects What are the results? Redmond’s Capital Investment Strategy extends the City’s capital planning program in showing what needs to happen to get the City where it wants to be – and what it will cost. The CIS does not replace existing capital planning and budgeting documents, but rather strengthens the collective performance of all by further strengthening the connections. It can be thought of as a strategy of identifying how the long range plan can be supported with adequate facilities. It is the “master plan” portion of the Comprehensive Plan, containing an integrated package of tools for implementing the vision. When added together, the list of project needs over the next 18 years is long, and costs exceed projected revenues. Knowing the range of needs against our revenues helps the City to sequence projects effectively according to the expected pace of growth and maintenance needs and to plan for key expenditures well in advance. The document summarizes targeted investments in the Downtown, Overlake and established neighborhoods during the near-, mid- and long-term periods. Each project has an identification number which was color- coded on a map according to functional area to give an immediate snapshot of the types of projects proposed in an area. The description and other information for the project are provided in a list in the Appendix. The projects represent all of Redmond’s known infrastructure needs with exceptions as described above. The 399 projects and programs are planned actions that allow the City to accommodate existing community needs and expected growth, meet and maintain service standards, and over time, realize the future vision. The Capital Investment Strategy principles reflect the City’s priorities for infrastructure service delivery, and the capital projects and programs proposed over the 18-year CIS time horizon are consistent with those principles. ii ---PAGE BREAK--- The cost of needed infrastructure over the 18-year CIS time horizon far exceeds expected revenues. Given the need to maintain a balanced City budget, including the accompanying six-year capital improvement program, staff’s proposed projects for the CIS near-term period emphasized identification of priority projects up to the limit of projected revenues for the 2013-2018 Capital Improvement Program. The result is a set of projects whose costs are nearly balanced to expected revenues. The list proposed for the CIS near-term time period represents a ‘first glance’ at projects likely to be proposed during the 2012 Budgeting-by-Priorities process, which will include a Capital Improvement Program for 2013- 2018 and further prioritization based on review of budget offers. This cross-departmental exercise begins with an examination of the current Capital Improvement Program (2011-2016) and typically occurs during the same year in which the biennial budget is adopted. The CIS process has allowed earlier identification of revenue-constrained project needs, yielding additional time to identify projects for two additional CIP years (2017-18), as well as to consider partnership opportunities, how the proposed number of projects fits with the City’s capacity for project delivery during this time period, and formal budget offers and evaluations. The mid- and long-term time periods show a much greater imbalance of costs and revenues, partly due to ‘pushing out’ projects that cannot be funded in the near- term, and partly due to a systemic funding gap over the longer term at current revenue projections. Chapter 4 includes recommendations regarding future updates to the CIS, which could include further enhancements to the sequencing process and steps the City can take to begin to address the gap between capital investment funding and project needs over the long-term. In its continued efforts to achieve Redmond’s vision, the City is constantly coordinating capital projects and sequencing them in such a way as to appropriately target financial investments. Such a coordinated effort allows Redmond to think strategically about the kinds of money and financing options available to create the most cost effective package. In addition, careful sequencing of projects avoids instances of new construction having to be demolished to make way for additional projects affecting the same area. The City will update Vision Blueprint biennially in the off- year from the budget process. This approach provides an opportunity to undertake a number of follow up actions which were identified during development of Vision Blueprint. These actions are organized into three categories – Council discussion and direction, functional plan updates and strategic implementation actions – and are discussed in Chapter 4 of the document. iii ---PAGE BREAK--- Introduction ---PAGE BREAK--- Commitment to Capital Planning Redmond’s vision is to realize our future as a city with vibrant urban centers in Downtown and Overlake, improved neighborhood connections, and high quality services delivered in partnership with the community. Through the City’s Budgeting by Priorities process, initiated in 2008, Redmond has charted a course to address the challenge of achieving the vision in the context of available resources and community priorities. Through this process, the City identifies priorities for capital investments during the upcoming six- year period. This approach has moved Redmond along significantly in defining and delivering the community’s priorities while acknowledging the gap between vision and available resources. An additional component - a comprehensive plan for City-wide strategic actions and capital investments beyond six years – will help ensure steady progress toward the vision for vibrant urban centers and quality neighborhoods. Vision Blueprint sets forth a long- term Capital Investment Strategy (CIS) for the City of Redmond. The purpose of this Capital Investment Strategy is to:  Implement the Comprehensive Plan vision for Downtown, Overlake and established neighborhoods;  Identify key strategic actions needed to carry out the vision;  Summarize planned capital facility improvements, sequencing and costs for the next 18 year period;  Guide future decisions about priority infrastructure projects and programs in each of the following areas: transportation; water; sanitary sewer; stormwater and surface water management; parks, arts, recreation, culture and conservation; police services, fire services; planning; and general government;  Address deficiencies such as level of service compliance;  Address maintenance, repair and upgrades as needed;  Address potential funding strategies,  Address monitoring and reporting on progress, and  Chart the course for next steps and refinements to the CIS. Redmond today Redmond is a vibrant city in the Seattle metropolitan area with a 2010 population of 54,144. It has a picturesque natural setting with the Downtown located in the Sammamish Valley surrounded by forested hills and flanked by mountain views. Portions of the City border Lake Sammamish and the lake outlets to the Sammamish River which winds northward up the valley. It has maintained tangible reminders of the area’s history and cultural roots. The City is a major employment center, with total employment of 77,000 as of 2010, fifth highest in the central Puget Sound region. It includes a variety of attractive places to live in single-family homes and multi- family apartments and condos in residential neighborhoods, and manufactured homes both in private parks and integrated into neighborhoods. Downtown is becoming a lively urban neighborhood with new homes and shops. The City has completed the Bear Creek Parkway Extension and work is underway to develop a new Downtown park. In Overlake, the City is investing in foundational infrastructure improvements, such as regional stormwater facilities, and working with Sound Transit to bring light rail to Redmond by 2023. Citywide, Redmond’s recreational system includes three recreation centers, a pool, more than 40 miles of trails, and a variety of neighborhood, community and resource parks totaling over 1,300 acres. Intro-1 ---PAGE BREAK--- Redmond’s vision for the future By the year 2030, Redmond expects to grow to a population of 78,000 people and an employment base of 119,000 jobs. Amidst this growth, Redmond residents have said they want their community to be one that is complete, offering a wide range of services, opportunities, and amenities. Residents want a community that strives to maintain balance among the three pillars of sustainability - environmental quality, economic vitality and social equity - to support Redmond’s high quality of life, cherished natural features, distinct places, and community character. The City expects that approximately three-fourths of Redmond’s new residences and two-thirds of new commercial floor area between now and 2030 will be developed in the Downtown and Overlake urban centers. The Downtown and Overlake urban centers will be home to thousands, so it is important that these locations not only function well in terms of infrastructure and mobility, but are also great places to spend time. Meanwhile, it is also important that Redmond’s established neighborhoods continue to be treasured for their attractive character, natural assets, friendly and welcoming atmosphere, diversity, safety and quiet settings. Redmond’s Comprehensive Plan and sustainability The foundation for Redmond’s future vision resides in its Comprehensive Plan, which describes the community’s vision for the future, and includes goals and policies that direct future decision-making. The plan’s goals and policies reflect long-term values and preferences held by community members, and speak to how the City can work in partnership with the community to achieve the preferred outcomes. Redmond’s goals are to:  Conserve agricultural lands and rural areas, and to protect and enhance the quality of the natural environment, to sustain Redmond’s natural resources as the City continues to accommodate growth and development.  Retain and enhance Redmond’s distinctive character and high quality of life, including an abundance of parks, open space, good schools and recreational facilities.  Emphasize choices and equitable access in housing, transportation, stores and services.  Support vibrant concentrations of retail, office, service, residential, and recreational activity in Downtown and Overlake.  Maintain a strong and diverse economy, and to provide a business climate that retains and attracts locally owned companies as well as internationally recognized corporations.  Provide opportunities to live a healthy lifestyle, enjoy a variety of community gathering places and celebrate diverse cultural opportunities.  Provide convenient, safe and environmentally friendly transportation connections within Redmond, and between Redmond and other communities for people and goods.  Cultivate a well-connected community working together and with others in the region to implement a common vision for Redmond’s sustainable future. The Capital Investment Strategy takes into account the above goals, along with the rest of the City’s Comprehensive Plan, to implement the community’s vision for Redmond. The Comprehensive Plan not only describes what the City will look like in the future, it also describes how it should evolve over the long-term. One of the overarching themes of Redmond’s Comprehensive Plan is sustainability. Redmond has incorporated the United Nations definition of sustainability, which refers to meeting the needs of the present without compromising the ability of future generations to meet their own needs. The analogy of a three-legged stool describes the balance that Redmond seeks in developing toward the future land use vision: Intro-2 ---PAGE BREAK---  Environmental quality - including natural systems, planning, design, energy and climate;  Economic vitality – including economic development, employment, green jobs and businesses, and;  Social equity – including access to resources, such as health, education, cultural and recreational resources, and affordability. To assist in meeting this challenge, the Comprehensive Plan translates the above analogy to a set of six sustainability principles specific to the Redmond community as shown in Figure 1. Because capital projects are a major tool the City uses to implement Redmond’s Comprehensive Plan, it is important that capital facility planning support Redmond’s foundational planning goals and reflect sustainability principles. Doing so will help ensure that Redmond’s capital investments are helping to realize Redmond’s vision for the future. Role of capital projects Capital projects include facilities owned and operated by a local government agency to provide services on behalf of the public. The location, quality, and timing of these investments are major determinants in shaping the direction and character of community development. In the City of Redmond, a capital improvement project refers to a public facility expenditure costing $25,000 or more with a useful life of five or more years. Redmond capital projects also include programs intended to support infrastructure levels of service, such as Transportation Demand Management. Capital improvements support transportation needs, protect public health and safety, improve environmental quality, and provide recreational opportunities, to name a few. Examples include bridges, sidewalks, government buildings, water and sanitary sewer systems, parks, fire engines, and storm drainage facilities, some of which are represented in Figure 2. Capital projects advance Redmond’s vision for the future by providing needed physical infrastructure as well as related programs. Figure 1 Redmond's Sustainability Principles  Having a shared community identity that is special and unique, based on Redmond’s beautiful natural environment, its vibrant employment areas and diverse community of residents.  Having equitable access to goods, services and employment.  Having housing choices that are accessible to residents with various incomes, ages and abilities.  Valuing environmental quality, and supporting choices that minimize impacts to the environment.  Recognizing the importance of community awareness, education and engagement.  Having a strong local economy. Intro-3 ---PAGE BREAK--- Capital improvements also help to facilitate economic development. For example, the City’s investments in the Downtown and Overlake are tangible steps to realize the vision for these locations, and encourage continued private investment in the City long-term. The private sector also contributes to Redmond’s physical development from minor redevelopment to major revitalization projects. This can occur in the form of new mixed use buildings with open public plazas, such as the recently-completed Red 160 development in Downtown. In addition, private developers install utilities and improve streets and sidewalks to serve new housing or commercial developments. In some cases, public-private partnerships are forged to meet mutual service goals for the public and private sector. The City’s development agreement with the Microsoft Corporation included construction of the NE 36th Street bridge over SR 520 and is a recent example of a large-scale public-private partnership. Private development at all scales not only meets market demand of the private sector, but also contributes key infrastructure linkages in the public realm. By improving physical infrastructure and supporting key private development, capital investments have a dual function in fulfilling Redmond’s land use vision. Figure 2: Typical physical infrastructure Intro-4 ---PAGE BREAK--- Once a capital project is built, it must also be maintained for safety, performance, and upkeep. Some maintenance activities such as emergency repair are performed under ongoing capital programs, while others such as routine cleaning or monitoring become part of the City’s operating budget, as illustrated in Figure 3. The City’s infrastructure also needs to be periodically replaced due to aging equipment or materials, insufficient capacity, or updated state or federal requirements. Thus, consideration should be given not only to the one-time capital expenses, but also to the full cost of ownership including projected maintenance and replacement needs over time. Figure 3: 4 R's of capital projects maintenance Recognizing the impact of CIP projects on City operations is an important part of building a capital investment strategy. Once a new project is constructed the financial burden shifts from one-time construction costs to the ongoing operations. For those projects that are renovation or renewal related the operating costs may actually decrease by extending useful lives or including added efficiencies. Intro-5 ---PAGE BREAK--- Benefits of strategic approach, and relation to other plans Responsive capital improvements contribute to high- quality public services, and well-maintained and dependable public facilities in Redmond. However, capital improvement costs are significant. Redmond’s 2011-2012 overall operating budget is $523 million with capital expenditures (including enterprise funds from utilities) accounting for $151 million or 29% of overall budget. The Washington State Growth Management Act requires that local jurisdictions forecast future needs for capital facilities and maintain at least a six-year plan to finance needed capital facilities. Redmond addresses the state planning requirement in part through its six-year Capital Improvement Program (CIP), which is one component of a broader Capital Facilities Program (CFP) the City uses to address its infrastructure needs. The CFP refers to a collection of planning and budget documents that work in concert to ensure capital projects are identified and prioritized in a manner that meets the needs of a growing population and promotes a safe and healthy community. Together, the Capital Facilities Element of the Comprehensive Plan (which contains policies relating to capital facility planning), the City’s functional plans (as described below), its six-year CIP, the City’s Long Range Financial Strategy, and, now, the long range Capital Investment Strategy, comprise Redmond’s Capital Facilities Program. This comprehensive planning and budgeting framework is intended to guide public and private sector investments by:  Providing a clear definition of the role and purpose of the City’s capital investment program;  Identifying service standards for capital facilities to meet community expectations for municipal service delivery;  Prioritizing expenditures to support growth in targeted locations, including infrastructure to support the Downtown and Overlake urban centers, and to preserve existing investments in public infrastructure;  Requiring that adequate, long-term financial capacity exists to provide capital facilities needed to support expected growth while maintaining adopted service standards; and  Furthering Redmond’s sustainability principles by minimizing environmental impacts of capital facilities when possible, and mitigating unavoidable impacts. Functional areas refer to the working units within the City of Redmond that provide public services, and are therefore responsible for designing, building, maintaining, and operating capital facilities. According to policies within the Comprehensive Plan, each service area prepares a functional plan, becoming a core component of the CFP. Functional plans provide a detailed, professional assessment of background information, current and future needs, and alternative strategies for meeting those needs. Developing these documents can involve significant public involvement through the use of open houses and other outreach efforts. In Redmond, eight functional areas provide infrastructure services and support:  Fire protection and emergency management response including the City and Fire District #34;  Police protection;  Stormwater and surface water management;  Water systems;  Sanitary sewer systems;  Parks, arts, recreation, culture and conservation;  Transportation; and  General government. Most of the above entities maintain and regularly update functional plans to guide the Intro-6 ---PAGE BREAK--- development of capital priorities and investment decisions. The City’s policies call for functional plans to include the following features necessary to maintain an accurate account of long-term capital facility needs and associated costs to the City, and consistency with the Comprehensive Plan and the Zoning Code:  A description of the current capital facility infrastructure and the scope and cost of its operation and maintenance;  A description of current capital facility deficiencies and appropriate funding strategies to remedy these deficiencies;  An analysis of capital facilities needed through the year 2030, at a minimum, and estimated costs to meet those needs;  An analysis specifying how capital facilities will be financed and maintained;  A description of the functional plan’s public outreach, participation, and review process;  A set of criteria to be used to prioritize projects and inform the City’s Six-Year Capital Improvement Program (CIP) and long-term capital investment strategic plan;  A description of how the functional plan and supporting documents respond to Growth Management Act requirements; and  An analysis indicating that the functional plan, including any subsequent revisions to or modifications of the functional plan, are consistent with the Comprehensive Plan policies, Zoning Code regulations, and the capital investment strategic plan. Redmond’s Capital Facilities Program is an effective tool for positioning the City for capital investments over the near-term 6-year planning period. However, Redmond will be better positioned to realize longer-term aspirations and respond to the challenges of a changing and unpredictable economy by expanding the scope of the capital planning program to account for the long-term planning horizon and explore investment alternatives. Figure 4 illustrates how the Capital Investment Strategy compares to other planning and budgeting tools in terms of time, scope, and level of detail. The current economic downturn is a reminder that though the financial trend may be positive over a 20-year period, sudden downward shifts are possible and may be unpredictable in the near-term. According to the 2010 US Census, Redmond’s population increased 20% over the last decade. And in looking at annual estimates, the increase was continuous over the 20 year period. During the same period, employment in the City increased approximately Population increases are typically associated with increased revenues to support additional demand, however the impact of the current economic downtown has been significant: projected revenues for the General Capital Improvement Program are 33% below the 2011- 2012 budget despite steady gains in population, partly due to declines in impact fees and the Real Estate Excise Tax (REET). Despite these challenges the City stands on firm financial footing for the six-year period due to careful budgeting and planning, and maintaining a right-sized government. But ever-increasing demands have caused the City to look deeper into how to keep pace in a dynamic economic environment. Redmond’s Capital Investment Strategy extends the City’s capital planning program a step further in showing what improvements are needed to achieve Redmond’s vision and functional plans – and what it will cost. The CIS does not replace existing capital planning and budgeting documents, but rather strengthens the collective performance of all by further strengthening the connections. It can be thought of as a strategy of identifying how the long range plan can be supported with adequate facilities. It is the “master plan” portion of the Comprehensive Plan, containing an integrated package of tools for implementing the vision. When added together, the list of project needs over the next 18 years is long, and costs exceed projected revenues. Knowing the range of needs against our revenues helps the City to sequence projects effectively according to the expected pace of growth and maintenance needs and to plan for key expenditures well in advance. Intro-7 ---PAGE BREAK--- Figure 4: Capital Investment Strategy compared to existing planning and budgeting tools The Capital Investment Strategy fits alongside and is coordinated with other City planning and budgeting documents. Vision Blueprint is shown above, compared to the City’s biennial budgeting process, comprehensive plan, and functional plans in terms of time horizon, level of detail and scope. On the x-axis, the CIS is positioned at far right, aligned with the Comprehensive Plan’s 18-year timeline. The CIS is positioned mid-way along the y-axis, as it covers a greater level of project and program detail than the Comprehensive Plan, but not as much as budget, or with as much background analysis as provided by functional plans. Vision Blueprint is also positioned at the mid-point of the z-axis. Its scope is broad as it covers all functional areas, but not as far-reaching as the Comprehensive Plan or biennial budget, whose scope is not limited to capital facilities. Intro-8 ---PAGE BREAK--- Document scope and key assumptions Vision Blueprint is intended to provide a complete, but not exhaustive, list of project needs through 2030. Routine activities or minor projects covered under ongoing programs are not within the scope of activities addressed in this document. In addition, there are gaps in the 2011 document due to incomplete information or functional plan updates that are currently underway. It is expected that future versions will include additional information as described below: Transportation The Transportation Master Plan (TMP) is a functional plan for transportation that is currently under development and is expected to be adopted in Spring 2012. The TMP update will include an updated facilities plan identifying transportation projects through 2030. The long-term portion of the 2030 planning horizon (years 2025-2030) is expected to be most impacted by the TMP update. The 2011 Vision Blueprint includes transportation projects for only the near- and mid-term time periods. Stormwater and Surface Water Management The City’s Stormwater Utility’s functional activities include several components, partly in response to state and federal planning and regulatory requirements. A watershed-based functional plan is expected to be completed in Spring 2012, which will consolidate many of the program’s activities. The 2011 Vision Blueprint includes proposed stormwater projects for all three time periods (near-, mid-, and long-term) though this list may need to be updated as a result of completion of the watershed plan. Water and Sewer Utilities Currently, Redmond’s water and wastewater utilities identify capital expenditures six years in advance. As a result, the 2011 Vision Blueprint includes water and sewer needs for only the near-term time period. Future updates to respective functional plans are expected to include longer planning horizons, consistent with the Capital Investment Strategy. Police and Fire Redmond’s Police Department does not have a functional plan describing operational and capital needs, and the Fire Department’s Master Plan has not been updated for over 20 years. Both departments are expected in the future to collaborate on development of either individual functional plans or a joint functional plan consistent with the Capital Investment Strategy. Construction Management Redmond’s Construction Division manages the design and construction of water, sewer, stormwater, transportation, police, fire, parks and stream habitat projects and provides construction inspection services for development projects. Staff sequencing of proposed projects over the three CIS time periods through 2030 did not take into account Construction Division capacity to manage the number of projects proposed for any given time period. While staff undertakes this evaluation as part of updates to the CIP during the biennial budget process, future updates to Vision Blueprint are expected to generally address construction management needs associated with project delivery. Maintenance Needs The 2011 Vision Blueprint discusses maintenance activities at a general level throughout the document and provides associated operating costs where available as part of the project list in Appendix B. Future updates to Vision Blueprint are expected to address maintenance needs more fully. Key Assumptions Development of the 2011 Capital Investment Strategy was based on the following:  Redmond’s Comprehensive Plan vision will likely remain consistent over the long-term. Redmond’s Comprehensive Plan describes the City’s vision for the future through the year 2030. Redmond’s long-range vision has been and is expected to remain fairly steady over time.  The City’s Budgeting-by-Priorities process will remain largely the same. Intro-9 ---PAGE BREAK--- The City’s Budgeting-by-Priorities process is an outcome-based biennial budgeting process. Principles for the Capital Investment Strategy and timing for future updates are intended to coincide with current scope and sequence of the “BP” process and to continue CIS updates in each off-budget year.  The 2011 Capital Investment Strategy is based on the current functional allocations. Through its fiscal policies in the Long Range Financial Strategy, the City allocates pre-determined portions of the General Fund to non-utility fund functional areas. Those allocations are reviewed each budget cycle. The revenue forecasts prepared for the 2011 Capital Investment Strategy are based on the current allocation.  The Capital Investment Strategy provides direction but maintains flexibility. Capital investment planning – especially the prioritization, timing and funding of projects – is by nature a fluid endeavor. When unanticipated funding opportunities arise, the City will consider leveraging resources and shifting project priorities as needed to maximize return on investments.  Project costs and timing become less certain in the outer planning years. Beyond the near-term planning period, it becomes harder to determine revenue projections, project needs and costs, and completion of developer-built projects. Mid- and outer-term projects are intended to move to the near-term in future updates to the Capital Investment Strategy, however projects may be added or removed out of sequence in the mid- and long- term in response to changing and unanticipated conditions.  The Capital Investment Strategy will be updated every two years. The Capital Investment Strategy will be updated every other year, opposite the Budgeting-by-Priorities process. This timing will allow the Strategy to inform, and respond to, the two-year operating budget and 6- year Capital Improvement Program. Principles The Capital Investment Strategy must be flexible and ambitious in seeking to fulfill the vision as described in Redmond’s Comprehensive Plan. However, it must also be practical and realistic in addressing the complexities of capital planning and difficult financial decisions associated with the City’s budgeting process. The five principles below were established specifically to guide development of the Capital Investment Strategy and to bridge near-term decision-making with long-term planning.  Urban Centers: Realize Redmond’s vision for Downtown and Overlake by completing needed facilities, services and improvements within and supporting these two urban centers.  Neighborhoods: Complete infrastructure connections and systems within Redmond’s established neighborhoods.  Value for investment: Achieve high value for the dollars invested and demonstrate efficiency in cost, timing and approach. Leverage actions and resources by others - through partnerships, for example - to meet the strategic and evolving needs of the City.  Level of service standards: Meet safety needs, complete proactive maintenance to preserve existing investments, improve infrastructure to meet updated regulations and standards, and meet growth- related needs. Account for the both the capital and maintenance costs associated with infrastructure investments.  Comprehensive Plan: Carry out the Comprehensive Plan, including adopted functional plans and sustainability principles. Support Redmond’s vision and land use plan with special regard to specific projects and priorities identified in the Comprehensive Plan. Intro-10 ---PAGE BREAK--- Timeline for capital planning The Capital Investment Strategy includes project information and revenues from 2013-2030. The year 2030 defines the overall CIS planning horizon, consistent with vision descriptions and growth projections contained in Redmond’s Comprehensive Plan. The 18-year CIS time horizon is then grouped into three smaller time periods – near, middle, and long – as shown in Figure 5 . Each time period spans six years. As described in Chapter 2, future CIS updates may result in adjustments to durations of one or more periods as time advances toward 2030. Time periods are established as a way to address uncertainty about specific project information in the outer years of the CIS. While it is best to cite as specific information as possible, when timing is less certain, knowing when projects will occur relative to others, and compared against the overall strategic vision for that same time period is helpful. The Capital Investment Strategy can inform project identification and budget deliberations by providing a longer-term view of how the focus in expenditures will shift over the longer-term to address major initiatives and citywide needs. Chapter 2 provides further detail on this. 2012 2030 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2012 - 2013 Executing 2011-2012 Budget 2019 - 2024 Mid-term 2025 - 2030 Long-term 2012 - 2018 Near-term 2013-2018 Figure 5: Capital Investment Strategy timeline The 18-year CIS time horizon is grouped into three smaller time periods – near, middle, and long. Time periods associated with projects and programs identified in Chapter 2 and Appendices correspond to the above timeline Intro-11 ---PAGE BREAK--- How this document is organized Vision Blueprint is organized to provide a logical presentation of information related to capital planning and budgeting, if read all the way through. However, it is also meant to be a reference document, so that chapters can be read on a stand-alone basis. The document is organized as follows: Chapter 1 places the CIS in context of Redmond’s existing capital program. Chapter 2 presents significant capital projects and anticipated costs during each time period through 2030 for the Downtown, Overlake and established neighborhoods, as well as information regarding capital programs and costs. Chapter 3 describes major revenue sources, current funding requirements and practices, projected revenues compared to anticipated costs, and potential funding alternatives. Chapter 4 describes proposed actions as follow up to the 2011 Vision Blueprint and establishes the approach the City will use to monitor progress. Appendices include of list of identified capital projects and programs through 2030, estimated costs, and anticipated strategic actions, and a corresponding set of maps. The list is organized by time period and then by neighborhood. Within each neighborhood, projects that are part of a larger package are listed first followed with individual projects. Intro-12 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK Intro-13 ---PAGE BREAK--- Chapter 1 Building on a Solid Foundation ---PAGE BREAK--- Redmond's Infrastructure Today This chapter highlights Redmond’s current infrastructure and service standards, as well as recent accomplishments and opportunities facing each functional area.  Redmond’s infrastructure today  Accomplishments and opportunities Any capital facility in Redmond is related to a functional area, dedicated to maintaining levels of service in a particular realm of infrastructure. The Introduction included a snapshot of the eight functional areas serving the community, and the corresponding plans for each aid in implementing the Comprehensive Plan. Functional areas relate to one or more City departments and divisions. For example, the City’s Public Works Department oversees planning, design, construction and maintenance of multiple functional areas, and in addition, the water, sewer, and stormwater functional areas operate as utilities, providing direct service to customers who pay for those services based on individual usage. Functional plans identify capital project needs through service standards, which represent a yardstick against which to measure the performance of a particular type of capital facility. Service standards may be defined by local, state or federal law, as is the case with water and sewer systems and facilities. Standards may also be recommended by national professional associations or may be locally defined based on community preferences. Once service standards are established for capital facilities, they become a requirement that dictates the type and level of investment needed to maintain the standards. Increased population and employment growth, for example, may generate the need for increased capital investment to maintain system-wide or individual facility performance, or to ensure the entire population is adequately served. Transportation facilities and programs The City’s Public Works and Planning Departments provide support for Redmond’s transportation system. Redmond is served by a wide variety of transportation facilities, ranging from biking trails to transit stations, to a major network of arterial and freeway facilities, and in the future light rail. The transportation system includes 350 lane miles of roadway, 180 miles of sidewalk, 100 traffic signals, and 13,000 street and traffic control signs. Redmond’s transportation system also includes capital programs and initiatives such as R-TRIP, Transportation Management Programs, Urban Centers Access, transit service partnerships, and parking management that are designed to encourage more efficient use of transportation infrastructure. Together, these facilities and programs support implementation of the City’s land use vision by developing and maintaining a sustainable, clean, accessible, safe and efficient transportation system that moves people and goods. Public transit facilities within the City of Redmond are operated by King County Metro and Sound Transit, and include four park and ride lots, two transit centers, and numerous transit stops. The Washington State Department of Transportation is responsible for the development and maintenance of SR 520 Corridor, and has some limited maintenance and development responsibilities associated with SR 202 in Redmond. Transportation service standards help identify the need for growth-related transportation programs and projects, as well as those that serve people already living and working in Redmond. Redmond has adopted a type of standard based on mobility, which encompasses the overall transportation system, and is further described in the Transportation Master Plan, the functional plan for Redmond’s transportation system. 1-1 ---PAGE BREAK--- Mobility-based standards support transportation concurrency, meaning the transportation system is continually balanced as programs and projects are implemented proportionally with the level of growth to implement the City’s land use vision. The target threshold for Redmond’s mobility-based transportation service standard is a condition where enhancement of the transportation system occurs concurrently, proportionately, in parallel with City growth, and in a manner consistent with the Comprehensive Plan. This arrangement meets state requirements for establishing service standards. In addition, the mobility-based service standard is intended to expand travel choices and achieve a multimodal travel environment. Programs, projects and services in response to existing and growth-related travel include those that improve access and connections, including motor vehicle operations, public transit service levels, the walking and bicycling environment and transportation demand management, among others. Water facilities Water facilities serving the City of Redmond and the Novelty Hill Service Area are developed and maintained by the City’s water utility, with the Water/Wastewater Division in the Public Works Department being responsible for developing and maintaining service standards. Water is supplied through a combination of local City-owned wells and water purchased from Cascade Water Alliance. Redmond’s water system consists of five well sites, ten water storage tanks and 320 miles of water pipe, serving residential and business customers through 17,500 meters. The City also owns 87 monitoring wells in the wellhead protection areas. Several facilities are jointly owned with the cities of Bellevue and/or Kirkland. Service standards for Redmond’s Water Systems are characterized by a flow volume that meets instantaneous demand together with projected fire flows. The service standard is further described in Redmond’s Water System Plan. Sewer facilities Sewer facilities serving the City of Redmond and the Novelty Hill Service Area are developed and maintained by the City’s sewer utility, and again the Water/Wastewater Division develops and maintains service standards. The City of Redmond through its sewer utility is the sole provider of sewer service within the Redmond City limits, however there are still some properties served by septic tank systems. The Redmond sewer system consists of a network of conveyance pipes and pumping facilities, including 220 miles of sewer line and 23 pump stations. The system works primarily on a gravity feed basis with some assistance from pumping stations. Larger transmission mains carry waste to King County interceptors, with sewage ultimately treated at King County’s Brightwater treatment plant for the majority of the City and at the South treatment plant for a portion of Overlake. The service standard for Redmond’s sanitary sewer system is characterized by a level that allows collection of peak wastewater discharge plus infiltration and inflow. The service standard is further described in Redmond’s General Sewer Plan. Storm and surface water facilities The City’s Natural Resources Division, also in the Public Works Department, inspects over 1,400 private drainage and stormwater facilities to ensure these systems are maintained and functioning as designed. There are more than 220 miles of public drainage pipes in the City, more than 50 miles of surface waters (such as streams and creeks), and hundreds of stormwater control facilities (detention/retention and water quality). Goals for the system are to: convey water runoff from common storm events so that the utility of streets, sidewalks and public lands/facilities is not adversely impacted; provide for system overflow during significant storm events to minimize impacts to buildings and property; provide treatment facilities to remove pollutants; and provide for natural systems that are stable and maximize the habitat value. 1-2 ---PAGE BREAK--- The stormwater utility currently maintains several planning documents that guide its multiple stormwater and surface water management objectives. In the future those documents may be consolidated into a single functional plan consistent with facility planning policies in the Comprehensive Plan. At this time, the following guidelines act as service standards for stormwater capital planning:  A level that permits adequate drainage for the appropriate rainfall duration and intensity to ensure the safety, welfare, and convenience of people in the developed areas.  A level of stormwater treatment that adequately protects surface and groundwater quality and aquatic life.  A level of stormwater detention such that the rate of flow from a property shall not exceed pre- development levels.  A stormwater system that is maintained per NPDES permit requirements.  A level that permits fish passage through all Class 2 streams.  A level that adequately protects fish and wildlife habitat. Parks and recreation facilities Redmond’s Parks Department is responsible for planning and operating Redmond’s parks, recreation and arts system, and also maintains facilities through joint usage of the City’s Maintenance and Operations Center (MOC), shared with the Public Works Department. Redmond’s park system includes four recreation centers and 41 parks. Individual facilities include a range of neighborhood, community, and resource parks, and a network of trails used for transportation and recreation. There are more than 40 miles of trails in Redmond that have been constructed by the City, King County and Washington State Department of Transportation. Private parks and trails are also owned and maintained by entities such as home owners associations. The four recreation centers operated by the City are the Old Redmond Schoolhouse Community Center; the Old Firehouse Teen Center; the Senior Center; and the Redmond Pool. King County’s Marymoor Park is located in the heart of Redmond between Downtown, SE Redmond and Idylwood neighborhoods. It contains more than 600 acres of recreational area, such as baseball and soccer fields, a velodrome, a climbing rock, model airplane flying, a dog off-leash area and horseback riding trails. The City’s parks, arts, recreation, culture and conservation service standards are as follows:  Neighborhood parks: 1.0 acres per 1,000 neighborhood population.  Community parks: 3.0 acres per 1,000 citywide population.  Resource parks: 2.5 acres per 1,000 citywide population.  Trails: 0.25 miles per 1,000 neighborhood population until 2017, then 0.35 miles per 1,000 neighborhood population. The Parks, Arts, Recreation, Culture and Conservation Plan is the functional plan for Redmond’s park system, and describes the service standards in greater detail. Fire and emergency medical response The Redmond Fire Department serves the City of Redmond and Fire District 34, providing a full-range of fire suppression and emergency medical response services. The Fire Department’s seven stations serve an area of approximately 47 square miles. The Department’s mission is to continuously protect and preserve life and property through quality education, prevention, disaster preparedness, and rapid emergency response within the City of Redmond and King County Fire District 34. The Department also provides emergency medical services at the “Basic Life Support” level, and is the lead agency for Northeast King County Medic One to deliver “Advanced Life Support”. 1-3 ---PAGE BREAK--- Service standards for Fire protection and emergency management response including the City and Fire District #34 includes travel time of six minutes or less for 90 percent of emergency fire and medical calls in the City. The Fire Department’s prior functional plan is now outdated, so the City may wish to develop a new functional plan to facilitate planning for future needs. Police facilities The City of Redmond Police Department provides quality policing in partnership with the community, through long- term problem solving, crime prevention and law enforcement in the City of Redmond, and back-up for surrounding jurisdictions. The Police Department’s primary capital facility is its operations center located in the City’s Public Safety Building on the Downtown Municipal Campus. That building contains a booking and temporary holding facility as well as a property impoundment area, classrooms, and an evidence room. Secondary facilities include sub-stations at Microsoft and Fire Station 16. Police capital facility needs are associated with police protection, operations, special operations, and support services. The service standard calls for facilities and equipment sufficient to meet the demand for police services. The Police Department does not maintain a functional plan, and the City may wish to develop one to facilitate planning for future needs. General government facilities and programs The City owns, leases, and operates a number of other capital facilities in order to provide administrative, maintenance, or special services. Facilities include Redmond City Hall and Public Safety Building, located within Redmond’s Downtown Municipal Campus, and the City’s Maintenance and Operations Center (MOC) located in SE Redmond. MOC personnel conduct repair and maintenance activities on the City’s entire capital infrastructure and provide fleet management services for more than 250 pieces of rolling stock and 150 pieces of equipment, as well as and City-owned buildings and fire stations. Service standards for general government facilities include having facilities that are safe and meet all applicable building standards, codes, state and Federal regulations and environmental quality aspects; and are properly sized and designed for their intended purpose, and evolve to meet future demands such as population growth, expanded infrastructure, and changes in regulatory requirements. Operations and maintenance for general government facilities is based within the MOC. There is currently no functional plan for general government activities, and the City may consider developing one to facilitate planning for future needs. Redmond’s Planning Department carries out four capital programs that are part of the General Government category: ARCH Housing Trust Fund, Community Treasures Fund, Neighborhood Matching Fund, and the Neighborhood Spotlight Fund. Redmond and the 15 other local jurisdictions that are members of ARCH (A Regional Coalition of Housing) participate in funding the ARCH Housing Trust Fund. The trust fund, created in 1993, is capitalized by both local general funds and locally- controlled, federal Community Development Block Grant (CDBG) funds. The trust fund process allows ARCH members to jointly administer their housing funds, and assist the best available opportunities to create affordable and special needs housing throughout East King County. The Community Treasures Fund provides grants for property owners to reduce the cost of restoring or preserving historic structures in Redmond. The objectives of this fund are to prevent deterioration of historic structures, encourage restoration of altered structures, to maintain the viability of these structures for ongoing use and adaptive reuse, and to enhance the economic vitality of the City. The Neighborhood Matching Fund and Neighborhood Spotlight Fund provide grants for small scale neighborhood improvements. The maximum grant amount for the Neighborhood Matching Fund is $5,000 and requires a one-to-one match of labor, materials, donated services or cash from neighborhood recipients. Examples of projects include improvements such as small play areas, neighborhood entrance beautifications, 1-4 ---PAGE BREAK--- benches, neighborhood bulletin boards or a trail enhancement. Accomplishments and Opportunities Redmond's quality infrastructure is a result of implementing current functional plans and prior investments needed to maintain service standards and advance the City's vision. Recent accomplishments speak to Redmond's current priorities and suggest upcoming areas of focus. This chapter highlights improvements over the past several years and summarizes upcoming needs Transportation facilities and programs Transportation projects include Council actions, studies and plans, preliminary design work and construction projects. From 2005 to present, 31 of 34 items on the 2005 3-Year Action Plan were completed. Highlights are as follows: Council Actions  Adopted the Transportation Master Plan (TMP)  Developed and approved the first Plan-Based Concurrency System in Washington  Extended the Business Tax for Transportation Improvements, which funds about 16% of the Transportation Facilities Plan (TFP) and includes projects, programs and services.  Updated the City's impact fees Studies and Plans  Completed the Downtown High Capacity Transit (HCT) Study to inform the City’s preferred light rail alignment and station locations for Downtown and completed analysis in Overlake in support of relocation of the Overlake Village light rail alignment and station  Updated transportation impact fees to reflect cost increases  Completed the Overlake Neighborhood Plan and street design guidelines for Overlake Village  Created Mobility Report Cards as part of the annual Community Indicators Report  Completed work with King County to deliver the Novelty Hill, 196th, and Union Hill Road Improvements  Completed SE Redmond Study, Freight Mobility Study and the Local Transit Study  Completed designation and establishment of a plan for Overlake as a Growth and Transportation Efficiency Center  Completed parking studies for Downtown and Overlake, which included a parking management program for a portion of the Downtown that increased availability of on-street parking and identified a site and strategy to build publicly available off-street parking.  Established Targeted Safety Improvement Program (TSIP) to address adequate transportation safety needs for community  Note: Did not complete the adequate maintenance effort (will become part of sustainable transportation theme in the 2010 TMP Update) Preliminary Design Work  The 164th Extension and Downtown Couplet Conversion preliminary designs were completed as part of the Downtown East West Corridor Study (DEWCS)  Preliminary designs for Redmond-Woodinville Road, 172nd Avenue NE Corridor, and West Lake Sammamish Parkway were completed  Completed Redmond Central Connector Master Plan, and corridor design is currently underway 1-5 ---PAGE BREAK--- Construction Projects  Completed all planned construction projects with the exception of the 164th Avenue NE re-channelization which received a grant in 2011 and will be constructed in 2012. From 2005 to 2011, the City received $23.9 million in grants to support implementation of the 2022 Transportation Facilities Plan. The forecast budgeted amount in the TFP financial plan for the same six-year period is $12.9 million. The actual amount of grants received is 85% higher than the projections for this time period. The 2022 TFP includes 65 projects and 12 programs. A total of 28 of the 65 projects in the TFP (43%) have been completed (most by the City and some by developers and outside agencies), along with proportional progress on the programs. Four additional projects are partially constructed and five of the remaining incomplete projects are partially designed. The 12 programs in the TFP have been delivered consistent with annual funding amounts prescribed in the TFP. Delivery of the 2022 TFP over the past six years is ahead of target. Opportunities ahead will be detailed in the updated Transportation Master Plan (currently being updated), which will include a 2030 Transportation Facilities Plan. The plan will list all the needs and opportunities for the future. City Council is expected to adopt the updated TMP in Spring 2012. Emerging themes include:  Maintenance needs are expected to significantly increase between now and 2030  The need to retrofit the stormwater flow control and water quality treatment for existing City streets that drain directly into fish bearing waters  Continue to emphasize completion of the primary bicycle network and key pedestrian facilities throughout the City  Continue to ensure Redmond’s transportation system supports the future land use vision Water facilities Over the past decade the Water Utility has been rebuilding the City’s well water supply and treatment systems. Redmond participates with Cascade Water Alliance in securing a source of supply for the future, including constructing a new supply meter connecting to the regional water supply system. The Water Utility has also completed reconstruction of the Reservoir Park Pump Station that moves water between the 238 and 470 pressure zones. Seismic improvements and other upgrades along with new coating systems were made to 5 of the City reservoirs. Improvements have also been made to the Supervisory Control and Data Acquisition (SCADA) system. Several water main extension and replacement projects were also completed in conjunction with road improvement projects. The SE Redmond Transmission Main is also nearing completion. The City’s water infrastructure continues to meet growth demands through extensions and replacements via development projects and transportation projects. The emphasis over the next few years by the Water Utility will be on refurbishment of older facilities. This will focus on rehabilitation of pressure reducing valve stations and large commercial meters. A complete inventory and inspection of these facilities is planned in 2012. Sewer facilities The most recent capital improvements are for the rehabilitation of Pump Station 1, the replacement of the generator at Pump Station 11 (also serves the MOC), and the rehabilitation of the trunk sewer in NE 85th Street that serves the South Willows Basin. Capacity improvements were previously made in Cleveland Street for the City Center Basin and 152nd Avenue NE and Bellevue-Redmond Road for the South Overlake Basin. Odor control equipment has also been installed at Pump Station 17. Improvements have also been made to the SCADA system. 1-6 ---PAGE BREAK--- The emphasis of the Sewer Utility for the next several years will be rehabilitation of many of the sewer pump stations. These projects will include new pumps, piping, controls, electrical equipment, generators, and replacement or rehabilitation of the structures. Storm and surface water facilities Building on past efforts to minimize flooding in the City, the current focus of the stormwater capital facilities program has turned towards stormwater management goals that provide clean, cool water that is safe for human contact, healthy for fish and wildlife, regulatory compliant, and aesthetically pleasing. Stormwater has been identified as a major contributor to pollution of urban streams, lakes, and the Puget Sound. Significant progress has been made towards implementing the regional facilities plans in Downtown and Overlake. The regional facilities will manage the majority of stormwater requirements for new development in the basins, as well as retrofit existing development with little to no flow control or water quality treatment to current standards.  In Downtown, two projects are complete and two started construction in 2011. These projects provide increased conveyance capacity to the Sammamish River, as well as water quality treatment for areas that currently have little or no treatment. Two additional water quality projects at Redmond Way and NE 85th Street are in the current 6-year CIP.  In Overlake, design is underway on two projects, one to construct rain gardens to provide flow control and treatment of existing streets, and also the first of three regional facilities, with its construction anticipated in 2014-2015. The other two regional facilities are anticipated to be complete in approximately 2021 and 2030. In order to maximize the value of the regional facilities for future development staff must continue to work with the Department of Ecology to demonstrate how the facilities will meet current and future Ecology requirements. This will entail systematic evaluation of the regional programs when regulations change. Regional facilities will be a significant focus of the Stormwater capital program to accommodate the anticipated growth of the urban centers, as well as retrofitting large areas of the City. In the past four years, the City has received over $6 million in grants and loans from the State in support of regional projects in Downtown and SE Redmond, as well as additional funding for construction of low impact development facilities. Several recent street projects (161st Ave NE Extension and 185th Ave NE Extension) have included rain gardens and pervious sidewalk as the stormwater and transportation programs have increased coordination of capital project stormwater needs. The City will continue efforts to be early implementers of innovative techniques and technologies that help achieve its goals quickly and cost effectively, as well as being competitive for grant funding, and partnering with other City divisions on projects with multiple benefits. Transportation retrofits are a good example of partnering opportunities as most streets have no flow control or water quality treatment. These projects offer opportunities for low impact development techniques such as bio- retention (rain gardens), infiltration, pervious pavements, and minimizing runoff through removal of pavement. The City will continue to need to examine stormwater management regulations and capital improvement objectives in response to state and federal requirements and in support of Redmond’s sustainability principles. Significant restoration efforts continue on the Class I waters of the City. Four projects on the Sammamish River designed to meander the river and improve aquatic habitat are complete. Additional Sammamish River projects are on the 2011-16 Capital Improvement Program, along with relocations of Bear and Evans Creeks. Staff recently completed a stream reconnaissance of all the Class II fish bearing streams to identify project needs. Barriers to fish passage, erosion, lack of aquatic habitat, poor water quality, and lack of vegetated buffers are identified as the significant challenges facing our urban streams. The focus of future restoration efforts will be on improving habitat and removing fish passage barriers in these streams, in conjunction with improving stormwater management in the contributing areas by retrofitting those areas for flow control and/or water quality. As demonstrated by the 1-7 ---PAGE BREAK--- stream reconnaissance, only addressing new growth is not sufficient to protect surface waters. Upgrading facilities in developed areas will protect our aquifer, creeks, streams, rivers and Puget Sound. Staff recently reevaluated the prioritization criteria for capital projects to bring them in line with the division performance measures – integrating the runoff reduction, flow control, and water quality treatment needs of each drainage area. On the infrastructure side, a new asset management system is in development that will allow the systematic programming of capital repair and replacement. Parks and recreation facilities Over the past six years, the City has succeeded in nearly all of the six-year goals set out in the 2004 PRO Plan. There are some projects that could not be completed due to limited resources or other challenges. New parks and trails must keep up with growth. The City is currently behind in its level of service adopted in the 2010 PARCC Plan. In order to keep pace, new funding sources need to be identified to develop new parks and trails in our neighborhoods, as well as, our two urban centers, Downtown and Overlake. Park projects include acquisition, master planning and design, park development, park redevelopment and maintenance, trail development and recreational facilities. Key successes since 2004 are as follows: Acquisition  Downtown Central Park - partial acquisition (1 acre)  Northeast Neighborhood Park (5 acres)  Slough Park (1.4 acres)  Southeast Neighborhood Park (3 acres) Master Plans and Designs  East Redmond Corridor Master Plan  Westside Park Master Plan  Spiritbrook Park Master Plan  Municipal Campus Master Plan  Slough Park Master Plan  Sammamish Valley Master Plan  Northeast Redmond Neighborhood Park Master Plan  Redmond Central Connector Master Plan Park Development  Firefighter's Plaza  Juel Park Interim Use Plan - building upgrades and disc golf course  Northeast Neighborhood Park interim use implementation  Perrigo Park (phase 1)  Slough Park interim use implementation  Sunset Garden Park Park Redevelopment and Maintenance  Anderson Park cabin restoration  Farrel-McWhirter Compost Barn construction  Grass Lawn improvements to fields, courts, play areas, and a new pavilion  Hartman Park – renovation of little league fields  Idylwood Beach – new picnic shelter, playground, sand volleyball court, and natural area improvements  Luke McRedmond Landing irrigation and trail improvements  Viewpoint Park trail and playground improvements  Watershed Preserve restrooms constructed  Willows Neighborhood Park playground Trail Development  Bear Creek Park Trail  Bear-Evans Creek Trail (NE 95th St to Union Hill Road)  Heron Rookery Trail 1-8 ---PAGE BREAK---  Scott’s Pond Trail  Southeast Neighborhood Trail connection through development Recreation Facilities  Old Redmond Schoolhouse Community Center kitchen renovation and other upgrades  Senior Center garden improvements, shelters, new doors in social hall  Teen Center Renovations and addition of Music Lab Fire and emergency medical response Capital assets for Redmond’s Fire Department include equipment and facilities. During the 2011-2012 biennium, improvements were made to the City’s Knox Boxes, which provide emergency access to commercial and multi-family buildings as required by law. Construction of a major new facility – Fire Station 17 – north of Downtown will be completed in 2012. Currently the facility is designed for emergency medical response, but may be expanded in the future to include a fire engine. Looking to the future, the City will need to consider how best to serve the Overlake Urban Center as it grows over the next 20 years. Options could include a new facility, or moving Fire Station 12, which is currently located in the City of Bellevue. Police facilities With the passage of the Public Safety Levy in 2007, the Police Department was able to add 17 employees to keep pace with the growth and development within the City. This addition also sets the foundation to prepare for the further development of the City's two urban centers. Through the CIP fund an addition to the Public Safety Building was completed in 2008 which expanded the evidence storage area, added evidence processing bays and secure garages for specialty vehicles such as the SWAT vehicles, and Major Crimes and Collision Reconstruction vehicles. Renovations of the Public Safety Building are ongoing as the building is nearing the 20-year mark. In the near future the Public Safety Building will need to be re-sided and will need a new roof. General government facilities and programs In several instances, the City’s general government facilities are used and maintained by multiple City departments. For example, recent improvements to the Municipal Campus have included an emergency generator at the Public Safety Building, and improvements to the electrical system serving City Hall. The Parks Department also plans to improve the Senior Center through maintenance activities such as a roof replacement, as well as an addition to the building for expanded facility programming. In the future Parks will also propose new uses and site configurations for the Municipal Campus. Park’s and the City’s utilities also use the Maintenance and Operations Center (MOC) in SE Redmond, which houses maintenance personnel and equipment. Upgrades to the MOC will be needed in the future to maintain building performance and improve use of the site so it can better accommodate multiple needs. A variety of funding sources are expected to contribute to MOC improvements. Regarding programs, through the ARCH Housing Trust Fund and associated resources that the fund leverages such as donated land and fee waivers, member jurisdictions have provided approximately $25.5 million since 2000 to build or preserve more than 1,400 housing units, including affordable family, special needs, senior and transitional housing in East King County. The $25.5 million in local jurisdiction resources leveraged $223 million for these projects. In recent years, other funding sources for housing, such as Washington state funding, have been significantly cut and funding through the ARCH Housing Trust Fund has become even more critical. Redmond established the Community Treasures Fund in 2002 and since then has funded improvements at several properties, including El Toreador, Odd Fellows Hall, and Anderson Park. The City has funded the repair, installation and maintenance of the old school bell located at the Public Safety Building on the Municipal 1-9 ---PAGE BREAK--- Campus. In addition, the City used a small amount of these funds to complete the landmark nomination process for 15 properties to enable more of these properties to be eligible for grants and incentives available through the King County Historic Preservation Program. Looking to the future, since five of the landmarked properties are City-owned parks, the Community Treasures Fund will likely continue to be an important source for funding for repair and stabilization of these properties. In addition, the fund will continue to be instrumental in promoting economic vitality through adaptive reuse of historic properties in the Downtown. Since 2000, Redmond has awarded 37 grants to neighborhoods as part of the Neighborhood Matching Fund (NMF). In 2010, the City awarded one grant each to Woodbridge (SE Redmond), Marymoor Hill (Overlake) and Willows Crest (Willows/Rose Hill). The average award to a NMF project is $2,373. This fund is the only City source for small-scale improvements in neighborhoods and provides an opportunity for community members to foster their sense of community pride, local stewardship, and partnership with the City through small-scale beautification projects. 1-10 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK 1-11 ---PAGE BREAK--- Chapter 2 Redmond’s Infrastructure Needs ---PAGE BREAK--- This chapter describes the time period for capital planning; Redmond’s future vision for Downtown, Overlake and established neighborhoods; anticipated major non-City investments during each time period; and the methodology used to sequence capital projects and identify strategic actions. The majority of the chapter discusses Redmond’s major capital project needs and partnership opportunities by time period, programs and maintenance activities, and anticipated costs.  Capital investment time periods  Methodology  Summary of key improvements Capital investment time periods The Capital Investment Strategy timeline corresponds with the Comprehensive Plan’s time horizon and vision for the future. Currently the Comprehensive Plan extends to 2030; in the future, as the City extends the Comprehensive Plan horizon as part of periodic major updates, corresponding updates will be made to the Capital Investment Strategy horizon. The Capital Investment Strategy will be updated every other year, opposite the years in which the City develops its biennial budget via the Budgeting-by-Priorities (BP) process. This update cycle allows the CIS to both inform the next year’s BP process (and preparation of associated budget offers for capital projects) and respond to the previous year’s budget decisions. The 18 years covered in the CIS are grouped into three six-year time periods – near, middle, and long. Figure 1 illustrates the CIS time periods relative to other planning and budgeting cycles. Time periods are established as a way to address uncertainty about specific project information in the outer years of the CIS, where the focus is on relative timing in relation to other projects, and consistency with the CIS principles as noted below. Future updates to the CIS are expected to retain near, middle, and long-term time periods, however the specific number of years contained in each will change as time advances toward the year 2030. And eventually the Comprehensive Plan’s horizon year will be extended beyond 2030 as the Comprehensive Plan is updated periodically as required by state law. Extension of the Comprehensive Plan horizon year will occur with the next major review and update, which is expected to begin in 2017. 2-1 ---PAGE BREAK--- Figure 1: Functional planning and budgeting cycles 2-2 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK 2-3 ---PAGE BREAK--- Methodology Using a CIP to make annual expenditures for public improvements is one of the best ways to implement a Comprehensive Plan. Robert Bowyer. Capital Improvement Programs: Linking Budgeting and Planning, 1993. A CIP covers several years, focuses on major projects, forecasts appropriations or expenditures, identifies capital financing sources, and shows the impact on future operating budgets. It plans for the forecast period and budgets for the upcoming year, it recurs and is updated annually, and it introduces projects in later years of the forecast period. Most projects show up initially in the CIP as entries in one of the later years of the CIP forecast period. A. John Vogt: Capital Budgeting and Finance: A Guide for Local Governments. 2004. The CIS methodology is generally consistent with capital improvement program norms highlighted above. Indeed, one of the primary benefits of the CIS is that it will complement Redmond’s biennial budgeting process by tracking projects as they progress from outer years, to mid-term, and eventually to the near-term as potential candidates for the CIP. The Capital Investment Strategy methodology takes into account several considerations, including alignment with the Vision Blueprint principles, appropriate sequence of projects, coordination opportunities, and expected revenues over the three portions of the 18-year planning timeline. Individual project prioritization and funding is one of the final steps in capital improvement programming, and that aspect will be coordinated through Redmond’s CIP process based on specific budget offers with complete project proposals and descriptions of alignment with the City’s budgeting criteria. The Capital Investment Strategy can be considered a bridge between the 18-year Comprehensive Plan and 6-year Capital Improvement Program. In doing so, it incorporates the time horizon and vision of the Comprehensive Plan, while borrowing the methodology of the City’s CIP. The following are the major steps used to develop the Capital Investment Strategy:  Identify projects  Create principles to assist in sequencing projects  Sequence projects  Identify driver projects and partner opportunities and adjust sequence  Identify strategic actions  Compare sequence to principles and revenue estimates  Map projects Identify Projects Capital projects were identified from three sources as described below.  The current CIP Redmond’s 2011-2012 budget includes a Capital Improvement Program for the years 2011-2016. The current CIP is an excellent source for near- term projects as it represents prior identification, coordination, and prioritization of capital investments.  Functional plans Consistent with Comprehensive Plan policy, most of Redmond’s proposed capital projects are included as part of an adopted functional plan, which determines needed projects based on service standards and other criteria. Redmond’s functional plans vary in time horizon, with some extending six years in alignment with the City’s CIP planning horizon, while others extend to the Comprehensive Plan’s 2030 planning horizon, and still others extend even further according to build- out analyses. The Capital Investment Strategy is intended to implement the Comprehensive Plan, therefore projects beyond 2030 are not included, but may be incorporated in future updates. 2-4 ---PAGE BREAK---  Staff recommendations CIS development also presents an opportunity for staff to identify projects not already anticipated in adopted functional plans. These could be in response to recent development activity, field observations, unanticipated maintenance needs, or a new partnership opportunity. Create Principles to Assist in Sequencing Projects The intent of any capital project is to improve or maintain a given standard of service. The reality is that the City does not have the resources nor would it make sense to execute all proposed projects in the near-term, therefore it is necessary to sequence and prioritize projects. The CIS methodology sequences projects into one of the three CIS time periods (near-, mid- or long-term). Sequencing over time periods sets the stage for the year-by-year prioritization that occurs for the City’s CIP when each project is closer to actual implementation and there is additional information available regarding project specifics. Because the BP process is a Citywide endeavor, so too must be the lens through which the sequence of capital projects is considered. Thus, the CIS team developed a set of principles to help consider proposed capital projects against not just the service standards of the functional area, but also the needs of the entire City. This allows projects from different functional areas to be considered side-by-side to determine appropriate sequencing to carry out Citywide principles. The intent of the principles is to provide both a framework for project sequencing and flexibility to accommodate new opportunities, such as funding from grants or partnerships. Principles are shown in Figure 2 and are not listed in priority order. Figure 2: Vision Blueprint Principles Urban Centers: Realize Redmond’s vision for Downtown and Overlake by completing needed facilities, services and improvements within and supporting these two urban centers. Neighborhoods: Complete infrastructure connections and systems within Redmond’s established neighborhoods. Value for investment: Achieve high value for the dollars invested and demonstrate efficiency in cost, timing and approach. Leverage actions and resources by others - through partnerships, for example - to meet the strategic and evolving needs of the City. Level of service standards: Meet safety needs, complete proactive maintenance to preserve existing investments, improve infrastructure to meet updated regulations and standards, and meet growth- related needs. Account for the both the capital and maintenance costs associated with infrastructure investments. Comprehensive Plan: Carry out the Comprehensive Plan, including adopted functional plans and sustainability principles. Support Redmond’s vision and land use plan with special regard to specific projects and priorities identified in the Comprehensive Plan. 2-5 ---PAGE BREAK--- Sequence Once projects were identified and arrayed in time periods, the staff organized projects by each of the City’s neighborhoods and identified relationships. As candidates for coordination were identified, they were listed as “partner projects”, meaning they were candidates for adjustments to timing, scope of work, or funding approach to better serve multiple functional areas. Staff also identified “driver projects”, which are projects that involve specific schedule considerations. The south stormwater detention vault in Overlake Village is an example of a driver project since that project must be completed by 2015 to meet the City’s commitment to the Washington State Department of Ecology. Strategic Actions Staff also identified strategic actions which are needed for partner or driver projects beyond a level typical for capital project implementation. These include:  Further study/planning  Pursue partnership  Make policy decision  Acquire property  Acquire funding  Other strategic action Compare Sequence to Principles and Revenue Estimates Projects identified in Appendices A and B represent all of Redmond’s known infrastructure needs (with exceptions as noted in the Introduction – Document Scope and Assumptions). The 399 projects and programs are not ‘wish list’ items, rather they are planned actions that allow the City to accommodate existing community needs and expected growth, meet and maintain service standards, and over time, realize the future vision. The Capital Investment Strategy principles shown above reflect the City’s priorities for infrastructure service delivery, and the capital projects and programs proposed over the 18-year CIS time horizon are consistent with those principles. The cost of needed infrastructure over the 18-year CIS time horizon far exceeds expected revenues. Given the need to maintain a balanced City budget, including the accompanying six-year capital improvement program, staff’s proposed projects for the CIS near- term period emphasized identification of priority projects up to the limit of projected revenues for the 2013-2018 Capital Improvement Program. The result is a set of projects whose costs are nearly balanced to expected revenues. The list proposed for the CIS near-term time period represents a ‘first glance’ at projects likely to be proposed during the 2012 Budgeting-by-Priorities process, which will include a Capital Improvement Program for 2013-2018 and further prioritization based on review of budget offers. This cross-departmental exercise begins with an examination of the current Capital Improvement Program (2011-2016) and typically occurs during the same year in which the biennial budget is adopted. The CIS process has allowed earlier identification of revenue-constrained project needs, yielding additional time to identify projects for two additional CIP years (2017-18), as well as to consider partnership opportunities, how the proposed number of projects fits with the City’s capacity for project delivery during this time period, and formal budget offers and evaluations. The mid- and long-term time periods show a much greater imbalance of costs and revenues, partly due to ‘pushing out’ projects that cannot be funded in the near-term, and partly due to a systemic funding gap over the longer term at current revenue projections. Chapter 4 includes recommendations regarding future updates to the CIS, which could include further enhancements to the sequencing process and steps the City can take to begin to address the gap between 2-6 ---PAGE BREAK--- capital investment funding and project needs over the long-term. Mapping and Summary Data Once strategic actions were identified, the final step was to map and summarize projects. Maps were prepared for the Downtown and Overlake urban center neighborhoods, and established neighborhoods, consistent with the map layouts used in the City’s 2011-2016 Capital Improvement Program. Each project has an identification number which was color- coded on the map according to functional area to give an immediate snapshot of the types of projects proposed in an area. The description and other information for the project are provided in a list in Appendix B. Due to the high volume of projects proposed over the 18-years and the uncertainty of project timing during the outer years, the CIS maps do not include ‘time bars’ as included in the 2011-2016 CIP maps. Instead, each project was assigned a symbol representing near-, middle- or long-term time period. Therefore in addition to quickly assessing the types of projects planned for an area, the reader can also determine when they are targeted for implementation. Charts were also generated to provide summary information, such as project costs by time period, functional area, and location. SSummary of key improvements This section describes anticipated City, and non-City investments for Downtown, Overlake, and established neighborhoods by time period, with Figure 3 above highlighting projected population and employment increases for each area. Figure 4 below highlights the City’s expected evolution from existing conditions to vision across each time period. Developments include major public and private sector projects, including projects by partner agencies, such as Sound Transit’s extension of East Link Light Rail. Figure 3: Population and employment projections for Downtown, Overlake, and other neighborhoods. This section describes anticipated City, and non-City investments for Downtown, Overlake, and established neighborhoods by time period, with Figure 3 below highlighting projected population and employment increases for each area. Figure 4 then highlights the City’s expected evolution from existing conditions to vision across each time period. Developments include major public and private sector projects, including projects by partner agencies, such as Sound Transit’s extension of East Link Light Rail. The list is not comprehensive; rather, it is a summary of anticipated investments that will continue to advance Redmond toward its vision. Many capital projects identified in this chapter and in the appendices either directly or indirectly support or complement these efforts. Following Figure 4, major planned capital improvements for each time period are highlighted within the context of the vision and population projections for Downtown, Overlake and established neighborhoods. Identified capital improvements include partner projects (referred to as packages, shown in italics) and drivers as described above as well as individual projects that are illustrative of planned investments. For a complete project listing for each area and time period, please refer to Appendices A and B. Summary of key improvements 2-7 ---PAGE BREAK--- The list is not comprehensive; rather, it is a summary of anticipated investments that will continue to advance Redmond toward its vision. Many capital projects identified in this chapter and in the appendices either directly or indirectly support or complement these efforts. Following Figure 4, major planned capital improvements for each time period are highlighted within the context of the vision and population projections for Downtown, Overlake and established neighborhoods. Identified capital improvements include partner projects (referred to as packages, shown in italics) and drivers as described above as well as individual projects that are illustrative of planned investments. For a complete project listing for each area and time period, please refer to Appendices A and B. THIS PAGE INTENTIONALLY LEFT BLANK 2-8 ---PAGE BREAK--- Figure 4: Anticipated Major Non-City Investments by Time Period Near Term - 2013 to 2018 This time period examines the last 4 years of the current 2011-2016 CIP and includes two additional years to inform development of the next six-year Capital Improvement Program. It is the most financially-constrained time period. Downtown Continued residential/mixed use development; especially in Anderson Park, East Hill, Old Town, River Bend, Sammamish Trail and Town Square zones. Overlake Implementation of early phases of master plan for Group Health property, such as a portion of residential/mixed use along 152ndAve NE and commercial/hotel sector along 156th Ave NE Other property owners complete master plans and development agreements and potentially start implementation ST completes design of East Link to Overlake (2015) Established Neighborhoods Continued residential infill, particularly in North Redmond and Willows/Rose Hill and continued development in SE Redmond Mid-Term - 2019 to 2024 Scope and cost estimates for this time period are generally less complete than the near-term, resulting in less balance to revenue projections. Downtown Continued residential/mixed use development; especially in Anderson Park, East Hill, Old Town, River Bend, Sammamish Trail and Town Square zones. Overlake ST completes construction of East Link to Overlake and light rail service begins to Overlake (2023) Continued implementation of early phases of development of Group Health property: portion of residential/mixed use along 152ndAve NE and commercial/hotel sector along 156th Ave NE. Potential start to implementation of Group Health later phases (remainder of residential/mixed use sector along 152nd Ave NE and residential/mixed use sector along NE 27th/28th Streets) Expect continued implementation of master plans for other properties Property owners continue to complete master plans and development agreements Established Neighborhoods Continued residential infill, particularly in North Redmond and Willows/Rose Hill, and continued development in SE Redmond Long-term - 2025 to 2030 This is the least certain time period, with respect to project scope, costs and revenue projections. Some projects may be conceptual or act as placeholders for future needs; available funds; service standards or anticipated public or private development. Downtown Continued residential/mixed use development, per previous periods, with increased activity in Bear Creek, Trestle, Town Center and Valley View zones. Potential for light rail service to Downtown by 2030 Overlake Potentially complete development of Group Health master plan Expect continued implementation of master plans for other properties Established Neighborhoods Expect single family areas will be largely developed. Continued development in SE Redmond 2-9 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK 2-10 ---PAGE BREAK--- Near-Term (2013 – 2018) The six years included in the near-term examines the last 4 years of the current 2011-2016 CIP, as well as two additional years to inform development of the upcoming 2013-2018 CIP. Basing the CIS near-term on the current CIP ensures continuity of projects underway and planned, and by including two additional years the CIS provides an early review of new actions associated with the next six-year CIP. Because the CIS near-term is substantially based on the adopted CIP, and in order for it to be as accurate a portrayal of the next CIP as possible, this planning horizon is the most financially-constrained. It is likely that future updates of the CIS will continue to define the near- term as six years, though shifted outward in time consistent with the six-year CIP increment that would follow the next CIS update. Downtown 2030 Vision The Downtown has an identity distinct from the rest of the City as Redmond’s primary community gathering place. In 2030, the neighborhood is projected to house nearly 13,000 residents and 12,400 jobs, supporting restaurants, shops, services, and cultural/entertainment venues. Enhancing the Downtown as a desirable place for people to live, work, and gather with friends depends on making it a place people want to visit, conduct business, and spend time. The Downtown vision retains and builds on the of the past, including the City’s heritage, as well emphasizing its high-quality environment and attractive civic venues. The community’s long-standing vision has been to promote the sense of the Downtown as a lively urban area within a beautiful natural setting. One of the key strategies to achieve this has been to maintain and enhance the Downtown parks and trails system, and improve connections between them. Parks and trails have evolved with Downtown changes, providing a variety of desired amenities. Small and large events, performances and classes hosted by the parks and recreation system add additional draw to Downtown. Downtown residents and workers rarely use a vehicle to get to where they want to go as light rail, frequent bus service, and an accessible walking and bicycling environment provide convenient options to travel within the neighborhood or to locations such as Bellevue and Seattle. Many visitors walk or take transit to get to their destinations or park in one of the conveniently located garages. Downtown Vision - 2030 2-11 ---PAGE BREAK--- Proposed Improvements In the near-term the City will continue to build on recent work and investments that further the vision for the Downtown and carry out the Downtown East-West Corridor Study and the Redmond Central Connector Master Plan, including related utility needs. The Couplet and Connector package includes driver projects such as the conversion of Redmond Way and Cleveland Street couplet into parallel two-way streets. Also, curb extensions, widened sidewalks and pedestrian amenities will be completed along a portion of Cleveland Street to enhance Cleveland’s ‘Main Street’ character. Stormwater improvements will focus on low impact development, water quality, and infrastructure replacement along the same corridor. To date, the City has acquired nearly all of the 2 acres planned for the Downtown Central Park. Building demolition, land clearing and interim improvements are underway and reveal the park’s potential for placemaking. That package includes servicing debt for property acquisition through the near-term. Park master planning is also anticipated in this time period. Lastly, several small projects will address improvements to stormwater infrastructure to protect the drinking water aquifer and respond to commitments to complete this work by 2016. Overlake 2030 Vision Coordinated public and private investment has transformed Overlake by 2030 as a neighborhood where nearly 16,000 people live and 70,000 work. Thousands of new residents walk from their homes to their jobs or to patronize neighborhood shops and services. Many stroll along a re-designed 152 Avenue NE, the neighborhood’s main street. Others use new streets and urban pathways established as the neighborhood redeveloped. The neighborhood contains three major parks, two of which also serve as regional stormwater management facilities and provide an important green contrast to surrounding urban development. Employees relax in the park refuge spaces while visitors take in live music. From the parks, one can see residents of adjacent mid-rise condominiums hosting family and friends on balconies overlooking the neighborhood and beyond. Overlake Vision - 2030 2-12 ---PAGE BREAK--- Each day, light rail quickly and conveniently transports residents, employees and visitors between two Overlake stations and regional destinations. For those preferring bicycles to trains, regional trails have been improved, reducing congestion at street crossings. Complete streets and new non-motorized crossings of SR 520 make transit convenient for more people, and provide new connections between Overlake Village and the Employment Area to the north. The Overlake of 2030 succeeds as a regional hub of activity because the community at large, together with private property owners and developers, established a vision and followed through on a strategy to achieve it. The chief component of that strategy was investing in critical infrastructure to support growth. The strategy also involved collaborating with property owners to coordinate the provision of infrastructure, and participating in the extension of East Link to ensure that the extension was consistent with Redmond’s vision for the neighborhood. Proposed Improvements In Overlake, construction of stormwater management facilities will begin to reshape the landscape and set the stage for future investments. Overlake Village Stormwater Facility #1 (south detention vault) is a driver, becoming the first in a series of stormwater management projects that address flow control as part of the Overlake Surcharge Area. Also, design work will begin on the Overlake Access Ramp, which will construct an eastbound access ramp from SR 520 to 152nd Avenue NE at the 148th Avenue NE interchange and greatly improve circulation in and to Overlake. Construction may also begin and potentially be completed in the near-term if funding becomes available. This project also includes construction of an accessible trail connection along 148th Avenue NE over SR 520. Two other major transportation projects targeted for the near-term in Overlake are the NE 40th Street Transit Center pedestrian crossing over SR 520 and grade separation of the SR 520 trail at NE 40th Street. These projects are targeted for design and construction if funding is available. These projects would help to significantly decrease conflicts between bicycles, pedestrians, regional transit service and vehicles; decrease delay for all travelers; and improve access and connectivity to multiple urban centers. In the single-family portion of Overlake and nearby Grass Lawn, the Westside Park/Clise Creek package may begin, such as renovations to a portion of Westside Park based on the 2009 Master Plan. Complementary stormwater improvements will include wood stabilization and bioengineering in Clise Creek – which runs through the park – to stabilize the channel, control sediment and improve habitat. Established Neighborhoods 2030 Vision As neighborhoods outside of Redmond’s urban centers continue to mature, they build on assets such as natural beauty and diversity, maintain a welcoming atmosphere through gathering places, and continue improving public aspects such as safety and transportation. The welcoming atmosphere of Redmond’s neighborhoods is aided by a broad choice of housing types at a range of prices, including affordable homes. New homes blend with existing homes and the natural environment, retaining valued characteristics over time. In addition, neighborhood parks help residents enjoy a feeling of connectedness to their immediate neighborhood and to the community as a whole. An array of recreational opportunities, programs, and park facilities enrich the lives of all residents. Redmond is known as the bicycle capital of the Northwest and throughout its neighborhoods, the City has developed an extensive system of bike paths and trails that are used for recreation, commuting and riding to schools, parks, and other destinations. Basic maintenance - including streets, utilities and improvements to all modes of transportation – provides needed services and mobility options for people, whether walking safely down the street, or moving efficiently across town. 2-13 ---PAGE BREAK--- As Redmond grows, residents want the community to weave the small town feel of older, established neighborhoods with the energy and vitality of Redmond’s emerging urban centers. These efforts will result in comfortable, friendly sense of place. A place where diversity and innovation are embraced and action is taken to achieve community objectives. It’s a place that is home to people from a variety of ethnic backgrounds, which contribute to the richness of the City’s culture. Proposed Improvements Major improvements outside of the urban center neighborhoods include projects in North Redmond, Willows-Rose Hill, SE Redmond, and Bear Creek, as well as improvements in other neighborhoods. In North Redmond, the NE 116th Street Roundabout package includes a roundabout at NE 116th Street and 172nd Avenue NE with complete roadway improvements including sidewalks, bicycle lanes, turn lanes and utility undergrounding. In the long-term, the Sammamish Valley Tributaries package will relocate the stream away from the street, including habitat enhancements and potentially a culvert with fish passage under NE 116th Street. Portions of this project may be completed as part of the 116th Roundabout project. Also in North Redmond, the North Redmond Park/Monticello Creek package begins to implement the park master plan, which has been completed for a five-acre portion of the park. Initial development will likely begin with improvements to Monticello Creek where it enters the park property, to provide fish passage and slope stabilization. Follow-on park design and development are likely to occur in the mid-term. Trail improvements are also scheduled in North Redmond in the near-term. In Willows-Rose Hill the PSE Trail package will establish new terms for the City’s existing lease with Puget Sound Energy for this four mile regional trail between 132nd Avenue NE and Farrel-McWhirter Park. The project will provide for future trail improvements and improve Willows Creek to control flooding and restore stream complexity and buffers. The Willows Road package will provide street repair and resurfacing, including replacement of undersized Willows Creek culverts at key crossings with fish passable structures. The North Rose Hill water system pump station is also scheduled for replacement. In SE Redmond the Union Hill package includes phase 3 widening of Union Hill Road, which will provide a five-lane roadway including sidewalks, bicycle lanes and utility undergrounding. Stormwater improvements are coordinated via Phase 1 of SE Redmond Stormwater Pond D, on the KC Cadman site. This package occurs ahead of developer-built construction of a new segment of 192nd Avenue NE from NE 68th St to Union Hill Road, anticipated in the mid-term. Another significant project in SE Redmond includes upgrading the City’s Maintenance and Operations Center. The Bear Creek Trails/Perrigo Daylighting package completes the Centennial Trail loop – a key non- motorized linkage and recreational opportunity within the City. This package also targets construction of phase 2 improvements at Perrigo Park. Tied to this package are additional trail improvements in the mid- term and stormwater improvements continuing in the long-term. Also, the NE 95th Street Bridge package will replace the wooden bridge over Bear Creek with a concrete structure, and will include habitat enhancements in-stream and in the riparian area. Neighborhoods Vision - 2030 2-14 ---PAGE BREAK--- In Idylwood, upgrades to pump stations 2, 3, 5 and 6 will help maintain reliability in the water system service delivery in that neighborhood, and several turf replacement projects will be completed in Grass Lawn to improve athletic fields. Significant improvements in Education Hill include trail easements and turf improvements for Hartman Park as well as ensuring reliable water pressure via the “565 zone improvements.” In Sammamish Valley, habitat improvements to the Sammamish River are scheduled, along with replacing a stormwater pipe along 152nd Avenue NE. Mid-Term (2019-2024) The current iteration of the CIS shows even time spans of six years among the near, middle, and long-term time periods. However, the overall 18-year horizon will be compressed over future CIS updates as time advances toward 2030, likely shortening the mid and/or long-term time periods as part of future updates. This is because the outer year 2030 will continue to represent Redmond’s ‘vision year,’ until it is extended as part of the next major Comprehensive Plan update, expected to begin in 2017. Mid-term projects include those that could not be funded in the near-term, as well as those for which later timing is appropriate due to sequencing with other investments or expected development activity and population and employment growth. Mid-term projects also include those that are anticipated to be needed during this time period to replace aging infrastructure. Scope and cost estimates for the mid-term are generally less complete and are not balanced with revenue estimates for this time period. Proposed Improvements - Downtown Activity will be somewhat lighter in Downtown in the mid-term, as many of the transformative transportation and utility projects will have been completed in the near-term. In addition, accomplishments in Downtown in the near-term have built a firm foundation for the Downtown vision, and allowed the City to emphasize mid-term activity in the Overlake Urban Center, to coincide with anticipated continued private development. Several continuing and new park projects will be underway in the Downtown, including design and construction of the Downtown Central Park and Phase II of the Redmond Central Connector. Municipal Campus projects include refinement and potential implementation of a campus master plan and completion of drainage improvements along NE 85th Street. This effort will identify optimum use of the City’s eight-acre campus for public enjoyment, and address water quality needs as part of the overall Downtown regional stormwater facilities plan. Two improvements of community-wide significance are also targeted for this time period pending available funding: development of an indoor recreation and aquatic center and a performing arts center with class rooms. These facilities should be located in the Downtown. Other park efforts in the Downtown include improvements to existing parks and facilities, such as:  Dudley Carter Park design and construction  Anderson Park restrooms, plaza and sidewalks  A range of maintenance, renovation or expansion improvements at the Senior Center, Teen Center, Luke McRedmond Landing and Old Redmond Schoolhouse Community Center Among the transportation projects targeted for this time period is extension of 160th Avenue NE to Redmond-Woodinville Road. Proposed Improvements - Overlake Much activity will be directed to Overlake in the mid- term as private development continues to transform the area. Along the SR 520 corridor, this time period will include completion of the Overlake Access Ramp, as well as non-motorized improvements at 148th Avenue NE if not completed in the near-term, grade separation for the SR 520 trail at NE 51st Street, and a pedestrian and bike bridge over SR 520 at the 2-15 ---PAGE BREAK--- Overlake Village light rail station. Improvements to 148th Avenue NE to add capacity for north bound travel and at the intersections are also planned for the mid-term. Along 152nd Avenue NE, completion of multi-modal improvements between NE 24th Street and NE 31st Street are planned for completion. The Bel-Red package includes significant transportation improvements to West Lake Sammamish Parkway, including a roundabout at Bel-Red Road and improved pedestrian facilities, as well as removal of fish blockages in two creeks. NE 40th Street includes a number of transportation and stormwater improvements, including bicycle lanes as well as improved flow control for major stormwater facilities along the corridor. Another planned transportation improvement is to add a southbound lane from NE 51st Street to NE 50th Street along West Lake Sammamish Parkway, tapering two southbound lanes to one, and adding a through-lane to an existing southbound right-turn only lane at NE 51st. This time period also includes completion of the second Overlake Village Stormwater Facility – an approximately 0.5 acre infiltration and water quality vault, provided in preparation for and in coordination with the light rail station. A plaza will be constructed on top of the vault to provide a central destination and gathering place near the light rail station. Further planning in the near-term will determine the approach for construction and ownership for this plaza. The mid-term period will also include development of one and potentially two of the three planned parks in Overlake Village, which will provide space for Overlake’s growing population to take-in a performance, relax with friends or simply enjoy green space. Finally, a new police sub-station may be needed to maintain service provision for a growing population. In the rest of Overlake, phase 2 improvements to Cascade Park are planned as well as a variety of new non-motorized routes and connections such as Overlake Trails which will construct bike facilities along NE 40th Street and a multi-use trail along 156th Avenue NE, increasing transportation options and recreational opportunities. Development of Westside Park continues per the Westside Park/Clise Creek package, further implementing the master plan and in response to near-term creek improvements. Lastly, improvements to Tosh Creek will include supplementation of large woody debris and bioengineering to control headcutting, store sediment and increase in-stream diversity in the lower middle reach. Proposed Improvements - Established Neighborhoods Locations for significant activity in the mid-term include Grass Lawn, Idylwood, Education Hill, North Redmond, Willows/Rose Hill, Sammamish Valley, SE Redmond and Bear Creek neighborhoods. In Grass Lawn, the Scott’s Pond package will include transportation, parks, and stormwater improvements. Turf replacements continue in Grass Lawn at athletic fields, including a partnership with Lake Washington School District to upgrade fields at Benjamin Rush Elementary and at Rose Hill Junior High. The City will also partner with the City of Kirkland to co-develop Snyder’s Corner as a new Grass Lawn Neighborhood Park. In Idylwood, several park improvements will enhance recreational opportunities and provide trail connections. Highlights include:  Trail easements and Audubon Elementary Connection  Partnership with Lake Washington School District to upgrades athletic fields at Rose Hill Junior High  Phase II improvements to Idylwood Park per the master plan In Education Hill, master planning and renovations to Hartman Park are scheduled, as well as other park improvements including continued upgrades to athletic fields in partnership with the Lake Washington School District and Phase III enhancements to the Puget Sound Energy trail. A significant transportation project 2-16 ---PAGE BREAK--- includes a “4-3” conversion of NE 166th Street, which would reconfigure the street from two lanes in each direction to one lane in each direction, along with a center left-turn lane and bicycle lanes. North Redmond transportation improvements are expected to include 172nd Avenue extension and traffic signal at NE 124th Street and 162nd Avenue NE, which will also include replacement of an undersized culvert under NE 124th Street with a fish- passable structure. Continued improvements to High School Creek include culvert replacements, large wood supplementation and bioengineering for channel stabilization and habitat improvement. Flow control and water quality controls are also planned for Monticello Creek. A variety of other park and stream projects in North Redmond are also scheduled. These include further planning and development of North Redmond Park, in response to initial creek improvements scheduled in the near-term, and also improvements to High School Creek, including large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in-stream habitat diversity. In Willows/Rose Hill, improvements to the Puget Sound Energy Trail are also scheduled, along with new trail connections. In Sammamish Valley, transportation improvements include a future roundabout at NE 116th Street and Willows Road, in addition to enhancements to the Sammamish River and its tributaries. The first phase of development for the Sammamish Valley Park is also planned to begin in the mid-term. Sammamish River habitat improvements from Valley Estates to NE 116th Street will regrade and revegetate both banks and reconstruct the channel section along this reach, including 1,800 lineal feet of new channel meander, and 3,400 lineal feet of existing channel restoration. Lastly, the Sammamish River Tributaries package spans the mid- and long-term time periods. In the mid- term, the package calls for realignment of the north tributary of York Creek and replacing the existing culvert so it is fish-passible. This effort occurs in conjunction with Phase 1 development of a four-acre Sammamish Valley Park. In SE Redmond, improvements include widening of the Redmond Way bridge at Bear Creek and development of a trail, new neighborhood park and installation of stormwater water quality ponds. Transportation improvements along East Lake Sammamish Parkway are also planned as well as extensions of 192nd Avenue NE and NE 73rd Street and construction of a new NE 70th Street from Redmond Way to 180th Avenue NE. In Bear Creek, a master plan and redevelopment of Farrel-McWhirter park is scheduled, in addition to improvements at Conrad Olson Farm and the Evans Creek, Bear Creek and Arthur Johnson Trails. Furthering the Bear Creek Trails/Perrigo Daylighting package, trail improvements to Bear Creek Trail are planned in the Keller property area. Also, the NE 80th Street trail from 185th Avenue NE to 188th Avenue NE provides needed non-motorized connections. Long-Term (2025-2030) The long-term time period is the final six years of the 18-year CIS horizon. As noted above, that duration could be condensed as part of future CIS updates as time advances toward 2030. Long-term projects include those that were not a funding priority in the mid-term; were appropriate to sequence with expected development activity, population and employment growth, and regional investments; or are based on anticipated infrastructure replacement needs during this time period. This is the least certain time period, with respect to project scope, costs and revenue projections. In that regard the long-term thereby acts as a placeholder for future needs as well as conceptual projects. Proposed Improvements - Downtown At this time, known projects in Downtown include transportation and stormwater efforts in anticipation of East Link Light Rail extension to Downtown, as well as 2-17 ---PAGE BREAK--- a partnership project with King County to develop sports fields at Marymoor Park. Sidewalk improvements and repair to 164th Ave NE, along with concurrent replacement of stormwater conveyance pipe, is anticipated. Other anticipated improvements from the stormwater utility include  Restoration of Sammamish River and Bear Creek  Drainage improvements along NE 80th Street  Water quality improvements through enhanced stormwater treatment wetlands Another significant improvement anticipated Downtown will be the relocation of Fire Station 11, to expand service capabilities and reduce response times. Proposed Improvements - Overlake Overlake is expected to move from the third largest residential neighborhood in the City to the first by 2020. Community members recognize this and have requested a satellite community center and recreation facility in the neighborhood as it grows. This could be a stand‐alone facility or a partnership with a developer or another jurisdiction. It is estimated that the building would be approximately 20,000 square feet, large enough for a gymnasium, fitness rooms, community meeting rooms, a general social living room area and other amenities. This improvement is targeted for completion during this time period pending available funding. Also in Overlake, completion of improvements along 152nd Avenue NE will continue to bring transformative changes to the Urban Center, and additional parks co- located with stormwater facilities will also continue to be developed. Proposed improvements in the rest of Overlake include two new neighborhood parks and continued enhancements to Clise and Tosh Creeks Another significant project in Overlake under consideration for this time period is the relocation of Fire Station 12, which is currently situated just outside Redmond in the City of Bellevue. Proposed Improvements - Established Neighborhoods In Idylwood, a partnership with Lake Washington School District will upgrade athletic fields at Audubon Elementary for public use. Also, a variety of stream improvements and water quality enhancements are proposed. Significant efforts in Grass Lawn include acquisition and development of a second new neighborhood park and stormwater flow control and water quality enhancements. Trail improvements will continue in the Grass Lawn neighborhood, while in North Redmond continued flow control, habitat and water quality improvements will be performed in Monticello and High School Creeks. In Willows-Rose Hill, the City would like to partner with the Lake Washington School District to convert District property to a park. Flow control, water quality and stream enhancements to Willows and Peters Creek are also proposed. Also in that neighborhood and adjoining Grass Lawn, projects in Peter’s Creek will reconstruct the creek channel, stabilize slopes, and improve habitat. Trail easements and development are also linked to this effort. Trail development will be significant, including development of the Valley View trail in Education Hill, Puget Sound Energy trail, NE 124th Street and NE 116th Street trail in North Redmond and into the Sammamish Valley neighborhood, and stairs from Red-Wood Road to 60-acres County Park. SE Redmond stormwater improvements continue with regional conveyance along NE 84th Street and stormwater treatment wetland Pond B. In Bear Creek, improvements to Juel, Arthur Johnson, and Martin Parks are scheduled per the East Redmond Corridor Master Plan, along with improvements to the Novelty Hill Road Trail as well as other trails. Stormwater projects include enhancements to Bear, Perrigo and Mackey Creeks, and wetlands for flood control and water quality. This time period also includes continuation of the Bear Creek Trails/Perrigo Daylighting package, including further planning for daylighting of Perrigo Creek. A 2-18 ---PAGE BREAK--- stormwater treatment wetland along Avondale Road will also provide needed water quality improvements. In Sammamish Valley, the Sammamish Valley Tributaries package builds on progress in the near- term by relocating 116th Street stream away from NE 116th Street and restoring stream flow to an old oxbow river channel, planting buffers and reestablishing a connection to the Sammamish River, and initiating phase II development of Sammamish Valley Park. Programs and maintenance Overview Capital programs and maintenance activities will continue to be critical throughout all time periods and these activities directly support the CIS principles. Programs and maintenance vary in terms of the type of activities performed and funding source. For example, programs include a wide range of functions from infrastructure repairs and completion of small capital projects to management of the City’s transportation concurrency system and funding for the City Hall lease and maintenance payments. Programs and maintenance also vary in terms of funding source. In general, activities that construct or improve Redmond’s infrastructure are paid for through the City’s Capital Improvement Program, whereas ongoing maintenance in support of existing infrastructure is paid for through the City’s General Fund. Because ongoing maintenance costs can become significant over time, it is important to assess those costs relative to current obligations at the time new facilities are considered. Appendix B contains a full list of programs by time period and functional area and when available, operating costs associated with proposed projects. Transportation Transportation programs include construction and non- construction projects to preserve and enhance the City’s transportation system. Safety programs include improvements to enhance street lighting, slow and control speeding traffic in neighborhoods, resolve safety issues at intersections or along corridors, and other activities. Preservation programs include bridge inspection and repair; maintenance of lane striping and pavement markings; annual street resurfacing; and similar functions. The City’s sidewalk and bicycle improvement programs help to increase the community’s access and use of active, healthy transportation choices through construction of new or improved pedestrian and bicycle facilities throughout Redmond. The City also works to improve access to efficient travel choices through program activities such as seed funding and support for employer transportation programs, assistance to commuters and travelers such as ride matching and bicycle maps, the City’s Transit Now partnerships with King County Metro and local businesses, and support for shared parking facilities and parking management in Redmond’s urban centers. Lastly, Redmond carries out project development programs. These activities ensure better opportunities for receiving grants, partnership funding and return on investment by monitoring the transportation system and by preparing studies and preliminary designs. Stormwater Stormwater programs include a variety of projects to retrofit existing stormwater systems, add facilities where none exist, update systems to meet current standards, and restore stream function and habitat. The Small Capital Projects program addresses stormwater and habitat construction projects under $100,000, and the Wellhead Protection Improvements program provides stormwater conveyance from properties where infiltration is a concern due to proximity to the City’s drinking water aquifer. The Sammamish ReLeaf Program improves both stormwater management and natural drainage systems by planting vegetative buffers and removing invasive plant species along riparian corridors. The Neighborhood Drainage Improvements Program ensures that various small scale projects (less than $40,000) requested by residents are addressed each year. These projects typically involve failing 2-19 ---PAGE BREAK--- infrastructure. The City also maintains program funding to resolve issues such as flooding during or after a storm or groundwater seepage. The Stormwater-Transportation Coordination Program identifies and constructs stormwater retrofitting needs in conjunction with planned transportation improvements. Community outreach and monitoring are also important components of the stormwater utility, such as promoting habitat stewardship, encouraging proper disposal of hazardous waste, or monitoring streams for water quality. Parks Debt service for the Downtown Park is paid for with capital improvement program funds, and will continue through 2021. The Parks Department performs a variety of community outreach activities, and surveys such as those expected to occur in conjunction with a potential performing arts center, and these are executed with support from the capital improvement program component of the City budget. Ongoing park maintenance and recreational programming are major components of the Parks Department, though are generally funded on the operational side of the budget. Water Redmond’s Water utility establishes programs to address maintenance such as repair and replacement. The Water System Replacement Program replaces aging or undersized water pipe and the PRV (Pressure Releasing Valve) and Meter Vault Program rebuild other aging or undersized infrastructure throughout the system. General Government This functional area includes City-owned buildings, and support services such as fleet, personnel and maintenance equipment associated with maintaining infrastructure across all City functional areas. General Government activities include infrastructure and maintenance projects with support from both the operational and capital components of the City budget. Within the scope of General Government activities, the Building Preservation Program provides for specific projects that are critical to maintain and enhance City- owned buildings. Replacement of fire equipment is also included as part of this functional area. The Fire Equipment Reserve Transfer Program provides funding for acquisition and replacement of fire vehicles and the Fire Dispatch/Technology Investment Program provides funding for Mobile Data Computers to fully integrate dispatch communications on the Eastside. Finally, this category also includes four ongoing capital programs that address physical infrastructure related to housing, historic structures, and Redmond’s neighborhoods. The Housing Trust Fund helps fund construction of affordable and special needs in East King County through A Regional Coalition for Housing (ARCH), and the Community Treasures Fund provides funding for improvements to Redmond’s historic buildings. The Neighborhood Matching Fund and Neighborhood Spotlight provide dollars for small-scale improvements in Redmond’s neighborhoods. 2-20 ---PAGE BREAK--- Summary charts The charts below summarize the number and estimated costs of known capital projects and programs through 2030. Costs do not include: utility projects during the mid- or long-term, transportation projects for the long-term, all fire-related capital expenses, or all operating costs. In addition, the project costs do not include all debt service. 2-21 ---PAGE BREAK--- 2-22 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK 2-23 ---PAGE BREAK--- Chapter 3 Funding ---PAGE BREAK--- This chapter describes the City’s major revenue sources, Redmond’s financial and capital planning approach, projected revenues compared to anticipated costs during the three periods of the 2011 Vision Blueprint, and potential funding alternatives. Available revenues The City of Redmond is a non-charter code city with the authority to levy or assess all revenues generally available to all classes of cities and towns in Washington State. The majority of the City’s capital investments are supported by seven major revenue sources as described below. General Fund Contributions By policy, the City annually transfers at least 5% of General Fund revenues (minus development and significant one-time revenues), available one-time money and pavement management contributions to the capital investment program. These contributions are supported by general sales, property and utility taxes. Two of these revenues, sales and utility taxes, are extremely vulnerable to economic fluctuations. General Fund contributions are considered discretionary and can be used for all projects in the City’s 6-Year Capital Improvement Program. This discretionary CIP revenue is further allocated on a percentage basis to transportation, parks, and general government (including fire, police, general government buildings/facilities and planning) capital projects based on the City’s fiscal policy. The current allocation from the 5% or more General Fund transfer is 55% to transportation, 25% to parks, and 20% to general government. Transportation and parks are also supported by more restricted revenue, as described below. Impact fees RCW 82.02.050(2) authorizes cities planning under the Growth Management Act to assess, collect and use impact fees to pay for transportation, fire, park and school facilities needed to accommodate growth. Impact fees are a part of the overall financing plan to ensure the City’s infrastructure grows in tandem with the pace of development. The amount of revenue gained from impact fees fluctuates with the City’s development cycles. These fees are restricted to projects that increase the City’s infrastructure capacity to accommodate growth. Sales Tax on Construction The annual collections (approximately $1.1 million) of sales tax specifically related to construction activity are used for capital projects. Sales tax on construction, similar to general sales tax, is vulnerable to market downturns. However, these funds are considered discretionary revenue and can be used on a variety of capital projects. Business Tax Also known as the Business Tax/Transportation Improvement (BTTI) surcharge, this tax is a $57.00 per full-time equivalent FTE fee on businesses in Redmond. The head tax is used solely for transportation or transportation demand management (TDM) projects within the City. Since 1996, when the tax was first imposed, the City has relied on the Business Tax/Transportation Improvement Committee, a Committee made up of business and residential representatives, to advise the Council on the specific projects to support through the tax. The revenue from BTTI has been fairly consistent from year to year, increasing by approximately 1.8% (the growth in employment subject to the tax) annually. Real Estate Excise Tax (REET) REET is a 0.5% tax on the sale of real estate within City limits. Before 2011, expenditures from REET were restricted to capital projects as specified in RCW 82.46.010(6) and 82.46.035(5). In 2011, the law was changed to allow cities to use the tax for some maintenance of infrastructure, however Redmond continues to use the tax specifically for capital construction purposes. The tax is broken into two parts. REET 1 (0.25%) can be used for transportation, parks, water, storm and sewer systems, public safety and judicial facilities, trails, libraries and administrative facilities. REET 2 (0.25%) can be used for transportation, parks (excluding park land acquisition) and short-line railroads. Collection of real estate excise tax is directly related to the strength or vulnerability of the real estate market. 3-1 ---PAGE BREAK--- Water, Stormwater and Sewer Fees Utility fees are used to support capital infrastructure construction and maintenance in Redmond’s utilities. Water fees fluctuate due to weather conditions (wet or dry), whereas stormwater and sewer fees remain fairly constant throughout the year. Fees collected by the City’s utilities support both operations and capital needs of the utilities, and may increase gradually in response to rising cost of service. Grant Funding/Funding from other Jurisdictions This category includes grant support from the federal, state or other local governments. The City has been successful in obtaining grants from other levels of government, most notably the dollars received through the American Reinvestment and Recovery Act (ARRA) to support construction of the NE 36th Street Bridge. This money does not always come in the form of grants, but can be a direct appropriation from another government entity. For example, as a result of the Bellevue Redmond Overlake Transportation Study (BROTS) Redmond entered into an agreement with Bellevue to mutually fund projects that affected each City’s border. These types of revenues are restricted to the projects for which the money was granted. Developer Contributions Private contributions can come in the form of funding or direct facility construction. The City receives developer contributions to construct improvements that otherwise would be the responsibility of a developer to construct. These revenues are restricted to mitigating specific impacts from a particular project. Interest earnings This is a discretionary funding source that fluctuates based on the fiscal climate and the fund balances available in the City’s CIP funds. Using Redmond’s resources wisely Redmond’s goal is to have new development and new facilities arrive concurrently as well as to appropriately maintain current infrastructure. Such a goal can only be achieved through long range financial and infrastructure planning that takes into account the community’s ability and willingness to pay for improvements and the City’s success using local revenue to leverage outside resources. Through analysis of expenditure and revenue trend data, Redmond is able to watch for fluctuations in economic cycles that may significantly disrupt the City’s ability to achieve level of service standards. This analysis also takes into account the overall funding approach by trying to maintain a balance between those who pay for capital construction and those who benefit as well as discretionary revenue versus restricted. Redmond’s capital funding make up is split between discretionary restricted (38%) and utility as illustrated in the 2013-2030 revenue forecast shown in Figure 1. Figure 1: 2013-2030 Forecasted CIP Revenues 3-2 ---PAGE BREAK--- In its ongoing effort to achieve Redmond’s vision, the City is constantly coordinating capital projects and sequencing them in such a way as to appropriately target financial investments. For example since 2008, the City has focused its resources toward Downtown by first acquiring the former BNSF railroad right-of-way and land for the Downtown Park. Next the City installed the Downtown stormwater trunk line and extended 161st Avenue NE to help connect the grid. This will be followed by conversion of the couplet back to two-way operation and construction of the Redmond Central Connector trail. Such a coordinated effort allows Redmond to think strategically about the kinds of money and financing options available to create the most cost effective package. In addition, careful sequencing of projects avoids instances of new construction having to be demolished to make way for additional projects affecting the same area. Redmond’s forecast Per fiscal policy, the capital investment program will be supported by prudent revenue and expenditure forecasts, and if the City determines outside funding is needed then Redmond will determine the least costly financing method for all new projects. Biennially, the City prepares and updates its six-year forecast which measures the fluctuations in the economy and the impacts those cycles have on revenue collections. Redmond uses these forecasts, as well as forecasts from other entities, to create a business plan that allows the City to maintain appropriate levels of service to the community. Forecast assumptions range from employment and population growth to estimates of interest rates and development activity. Tracking trends is one approach the City uses to focus attention on potentially vulnerable areas in Redmond’s financial plan. The City also focuses on the price of Redmond government to its citizens, as depicted in Figure 2. The Price of Government is literally defined as the sum of all taxes, fees and charges collected by all sectors of the government divided by the aggregate personal income of that government’s constituents. The calculation is used to define the band within which residents are willing to pay for government services. The Price of Government for Redmond, illustrated below, shows all revenues as a percent of personal income ranges between five and six percent. This is typical of local governments. When the price of government begins to hover around the lower part of the range, theoretically speaking, citizens may be willing to pay more to maintain or enhance their level of service. Such an analysis is critical when the City begins to contemplate asking voters to decide on project investment packages that may affect the amount they pay to the City well into the future. Figure 2: The Price of Government - City of Redmond, WA 3-3 ---PAGE BREAK--- Current 2011-2016 capital investment revenue Revenues in the current General Capital Improvement Program, including the beginning fund balances, are projected to equal approximately $157 million during 2011-2016. This is approximately 33% below the 2009- 2014 projections primarily due to declines in impact fees and Real Estate Excise Tax (REET) caused by the economic recession, elimination of one-time grant and private contributions for the NE 36th Street Bridge project and reduction of private contributions for the Downtown Park. The General CIP receives funds from a variety of sources as described below and shown in Figure 3. Real Estate Excise Tax (REET) Due to the economic recession and lack of real estate activity in the City, REET declined by approximately 50% from its historical base of $4 million during the 2009-2010 biennium. In 2011-2012, a slight growth is expected above the 2009-2010 estimated revenue. REET revenue is allocated by percentage to the transportation, parks and general government capital projects in a 55%, 25%, 20% split, respectively. Business Tax (BTTI) Traditionally, a $55 fee was assessed per employee to businesses operating in Redmond to support transportation and transportation demand management projects. In the 2011-2012 biennium, the fee was raised by $1 per full-time equivalent employee per year bringing the total to $56 in 2011 and $57 in 2012. These revenues have stayed relatively stable and are projected to grow by approximately 1.2%, commensurate with projected employment growth in the City. General Fund Transfer Per City policy, 5% of General Fund operating revenues (minus development revenues and significant one-time collections) is transferred into the City’s capital improvement program. In addition, $1.1 million (adjusted for inflation) of sales tax on construction goes to support the lease on the City Hall building. Impact Fees Redmond collects impact fees from developers for three types of City facilities - transportation, fire, and parks. These impact fees are restricted to capacity projects that mitigate the impacts of growth in the community. Impact fees have also declined due to the economic recession. Impact fees are expected to grow by only 3% from 2009- 2010 levels. Figure 3: 2011-2016 Capital Improvement Program Revenue Sources 3-4 ---PAGE BREAK--- 2013-2030 capital investment revenue forecast Preliminary revenue estimates to support the Vision Blueprint are shown in Figure 1, and Figure 2 illustrates the gap between costs and revenues over the 18-year planning horizon. Estimates are based on the current economic climate and are intended to convey the magnitude of revenues that could be available to the capital plan through 2030, rather than an accounting of specific revenue sources that the City will collect over the next 20 years. The estimates are based on the City’s current allocation of 5% of General Fund revenue to the capital investment program. For 2013-2018, capital investment revenue is projected to equal approximately $208.6 million. The estimate for stormwater revenue includes a $28 million bond in 2014. In the mid- and long-term, capital investment revenues are estimated at $186.6 and $196.6 million, respectively. Chapter 2 includes charts that summarize the estimated costs of known capital projects through 2030. As noted as part of those charts, project costs do not cover utility projects during the mid- or long-term, transportation projects for the long-term, all fire-related capital expenses, or operating costs. In addition, the project cost estimates do not include all debt service. With these caveats, for the near-term period of the 2011 Vision Blueprint, the estimated cost of proposed capital projects at $238.6 million is higher than estimated revenue though on whole, generally aligned. This general alignment is primarily the result of limiting proposed projects to those that could potentially be funded during the 2013 to 2018 Capital Improvement Program. The estimated cost of capital projects targeted for the mid- and long-term time periods, at approximately $435 million and $323 million, respectively, is significantly higher than estimated revenue for these time periods. Given the gap over the long-term, the City will need to continually prioritize and sequence capital projects so as to appropriately target financial investments to most effectively achieve Redmond’s vision. Support for the capital investments should also involve consideration of alternative financing approaches to ensure projects are aligned with the vision, coordination is achieved, and taxpayers get the best value for their investment. Figure 1: 2013-2030 Capital Investment Strategy Revenue Estimates - All Funds Figure 2: Combined long-term capital investment costs vs revenues 3-5 ---PAGE BREAK--- Alternative Financing Consistent with Redmond's fiscal policies, the City will use long-term borrowing for capital improvements that cannot be reasonably financed on a pay-as-you-go basis from anticipated cash flows. Accordingly, acceptable uses for bond proceeds include those assets which can be capitalized and depreciated. Whatever the financing method used, the City will seek out the most cost effective form of financing based on project scope and terms of indebtedness. In addition to changing the amounts and/or contributions from existing CIP revenue sources, the City has alternative ways of financing capital improvements as described below. Unlimited Tax General Obligation Bonds (UTGO Bonds) Unlimited Tax General Obligation Bonds is one of the most common methods of financing capital improvements for local governments. Local governments are authorized to issue UTGO Bonds pursuant to Article 7, Section 2(b) of the Washington State Constitution and laws of the state of Washington (including but not limited to, chapters 39.36, 39.46 and 84.52 RCW). UTGO Bonds must be approved by the voters within the local government and are secured by annual property taxes, in excess of regular property taxes at whatever rate is necessary to repay the Bonds. Further, UTGO Bonds constitute a general obligation of the local government, and, as such, the full faith, credit and resources of the local government are also pledged for repayment. Redmond used UTGO debt in 1992 to finance acquisition of land and construction of Fire Station #16 with the Fire Maintenance Facility. Limited Tax General Obligation Bonds (LTGO) LTGO debt is backed by the full faith and credit of the City. The bonds can be issued without a vote but are “limited” in that no additional resources are provided to pay debt service on these bonds. The debt service must be paid from existing city resources. They are also limited in the amount and rate as defined by the City’s debt capacity. Most recently, the City used this type of financing for the Bear Creek Parkway project. Revenue Bond Revenue bonds are typically issued to fund improvements to facilities or systems in the City’s utilities. Revenue bonds can either be a voted or non-voted type of debt. The debt is secured solely by the pledge of a specific revenue stream such as utility user fees. In 2008, the City issued revenue bonds to upgrade and improve City water and wastewater utility facilities, specifically for replacing two wells, extending the southeast Redmond transmission main, and upgrading the Reservoir Park pump station and reservoir. Levy Lid Lifts By a vote of the people, the City can raise the lid on property taxes beyond the 1% increase allowed by law for special projects and programs. The lid lift can be structured to remain in place in perpetuity or for a finite amount of time. Redmond residents approved the raising of the property tax levy lid in 2007, when they voted to support fire, police and parks programs through a special levy. The City has not raised the levy lid for capital programs, but rather for ongoing operating programs. Local Improvement Districts (LIDs)/Utility Local Improvement Districts (ULIDs) The Revised Code of Washington (RCW) 35.43 through 35.56 authorizes cities and towns to fund capital improvement projects through local improvement districts. LIDs are a means of assisting benefitting properties in financing needed capital improvements through the formation of special assessment districts. LIDs permit improvements to be financed and paid for over a period of time through assessments on the benefitting properties. A variation of the LID is the ULID which is used to fund utility related projects. The difference between ULIDs and LIDs is that utility revenues are pledges as repayment for the debt, in addition to the assessments on the benefitting properties. Other Alternative Financing Mechanisms While Redmond typically first looks to traditional means of financing to construct and operate capital facilities, in the case of City Hall, the City looked for an alternative available to construct the building. To fund City Hall, the City entered into a contract with a non-profit corporation 3-6 ---PAGE BREAK--- which issued tax-exempt bonds for an asset that will eventually be owned by the City. Transportation Benefit Districts legislation RCW 36.73 authorizes use of multiple funding sources for specific, planned improvements within a defined boundary. Some of the sources include sales and use tax, a motor vehicle license fee impact fees, vehicle tolls, property taxes and LID assessments as well as other debt sources as mentioned above. Most of the sources require a vote of the people. Other alternative financing methods include Public Development Authorities (PDAs) and Public Facilities Districts (PFDs). PDAs are often created to manage the development and operation of a single project which is thought best to manage outside the typical City government authority. Pike Place Market is an example of a PDA in the state of Washington. Public Facilities Districts are used for the limited purpose of developing certain regional facilities, such as convention or special events centers. PDAs can issue tax exempt bonds, but do not have taxing authority. Much like PDAs, PFDs are managed outside traditional government authority however a PFD does have the ability to impose a local sales tax credited against the state sales tax. Financial impacts of capital projects on the operating budget The City is also careful to recognize the impact capital construction has on City operations. Identified in the 2011-2016 Capital Improvement Program is approximately $874,000 in maintenance costs that will need to be accounted for in the City’s general operating plans through the six years. The City’s fiscal policies call for reviewing the capital and operating plans at the same time to ensure that the City’s capital and operating needs are balanced with each other. One of the goals of the Vision Blueprint is to become more deliberate in assessing the fiscal and operational impacts of the City’s long-term construction projects on ongoing resources. 3-7 ---PAGE BREAK--- Chapter 4 Follow-through ---PAGE BREAK--- This chapter describes proposed actions as follow up to the 2011 Vision Blueprint and establishes the approach the City will use to monitor progress. 10-Year budgeting-by- priorities strategy Development of the 2011 Vision Blueprint and future updates are components of Redmond’s broader initiative known as the 10-year Budgeting-by-Priorities Strategy. Conceived alongside the City’s initial transition to the outcome-based biennial budgeting process known as BP, the 10-year BP Strategy outlines long-term solutions toward accomplishing its service objectives and being wise stewards of all public funds – not just capital investments. Figure 1 shows how the CIS is positioned among other BP milestones. Follow-up actions The City will update Vision Blueprint biennially in the off-year from the budget process. This approach provides an opportunity to undertake a number of follow up actions which were identified during development of Vision Blueprint. These actions are organized into three categories – Council discussion and direction, functional plan updates and strategic implementation actions – and are discussed below. Figure 1: Redmond’s Long-Range Financial Strategy 4-1 ---PAGE BREAK--- Council discussion and direction For the near-term period of the 2011 Vision Blueprint, the cost of proposed capital projects is higher than revenue estimates though on whole, generally aligned. This general alignment is primarily the result of limiting proposed projects to those that could potentially be funded during the 2013 to 2018 Capital Improvement Program. For the mid- and long-term, there is a significant gap between estimated revenue and the cost of proposed projects. Given challenges in the City’s fiscal environment, there will likely always be a significant gap between available revenue and the cost of proposed projects. The City will need to continually coordinate capital projects and sequence them so as to appropriately target financial investments to most effectively achieve Redmond’s vision. At the same time, the 2011 Vision Blueprint sets the stage for Council initial discussion and direction in 2012 regarding potential options to reduce the gap in the years ahead in a manner that reflects community values. Functional Plan Updates Development of a complete, long-range capital investment strategy depends on identification of the City’s capital needs through 2030 across all functional areas. The City has completed this work for parks and by the time of the next update to Vision Blueprint, the updated Transportation Master Plan and citywide Watershed Management Plan will be in place. Functional plan updates are needed in other areas to provide a complete assessment through 2030. The Police Department does not have a functional plan describing operational and capital needs, and the Fire Department’s Master Plan has not been updated for over 20 years. In the future, the departments could collaborate on development of either individual functional plans or a joint functional plan that includes a 2030 horizon. In addition, the City should extend the horizon for the Water and Sewer Plans to 2030 as part of the next update to these plans. Strategic Implementation Actions Program Coordination Several of the City’s functional areas, including Parks, Stormwater and Transportation, organize a portion of the planned capital improvements as programs. Examples within Transportation include the pavement management, bridge repair, and bicycle and pedestrian facility improvement program areas. The City’s capital improvement program specifies the amount of funding per program area for the 6-year period. Each year, staff identifies projects based in part on criteria for each of these program areas. Maintaining flexibility to direct these funds to high priority needs is important. There is also an opportunity to strengthen coordination across the functional areas in planning the expenditure of these funds and as a result, provide a more strategic approach. Staff proposes to hold a kick-off meeting annually to identify coordination opportunities across all the involved applicable functional areas. Maintenance and Operations Costs One of the City Council’s fiscal policies (policy 5c) calls for including maintenance and operations costs as part development of the City’s six-year plan for capital improvements each biennium. The capital offers staff developed for the 2011-2012 biennial budget began to provide this information though inconsistencies across the offers speak to the need for a standard approach to identify and budget the additional maintenance and operations costs associated with new or significantly expanded capital facilities for all functional areas to enable the City to better consider and plan for these costs. The upcoming Enterprise Asset Management System would help inform this approach by enabling the City to track staff time associated with maintaining the City’s infrastructure. Construction Management Staff sequencing of proposed projects over the three CIS time periods through 2030 did not take into account the City’s Construction Division capacity to manage the number of projects proposed for any given time period. While staff undertakes this evaluation as part of updates to the CIP during the biennial budget process, future updates to Vision Blueprint are expected to generally 4-2 4-2 4-2 ---PAGE BREAK--- address construction management needs associated with project delivery. Planning for Infrastructure Replacement Needs The City has a Capital Equipment Replacement Reserve fund for replacement of equipment that has a value of $5,000 or more. The City has not, as yet, systematically identified anticipated capital replacement needs and costs across all functional areas. The upcoming Enterprise Asset Management System would allow the City to track maintenance and repair history associated with infrastructure assets as well as infrastructure lifecycle information. This would help the City to better plan for when infrastructure assets will need to be replaced. Visualization A key objective of the Capital Investment Strategy is to summarize the planned sequence of capital improvements needed to realize the Comprehensive Plan vision for vibrant urban centers in Downtown and Overlake and connected neighborhoods. That vision will take time to achieve and it depends on a series of public and private investments. Graphically portraying the anticipated sequencing of public investments and anticipated private investments would be useful in helping the community to foresee change in Redmond over time. Staff proposes to evaluate and if resources allow, complete a visualization to accomplish this goal. Monitoring Success The City will report to the community regarding Redmond’s progress in implementing Vision Blueprint as part of the biennial update to this document. This report will include:  A summary of progress during the preceding two year period in completing planned improvements for Downtown, Overlake and established neighborhoods and planned next steps.  Alignment of the 2013-2018 CIP and the near-term portion of the 2011 Vision Blueprint.  Update on progress in completing follow-up actions from the 2011 Vision Blueprint.  Highlights of capital facility related measures from the City’s budget dashboard and Community Indicators. 4-3 ---PAGE BREAK--- Appendix A Maps ---PAGE BREAK--- Town Center Open Space Town Center Open Space Municipal Campus Municipal Campus Anderson Anderson Park Park Luke Luke McRedmond McRedmond Landing Landing The Edge The Edge Skate Park Skate Park Old Redmond Schoolhouse Old Redmond Schoolhouse Community Center Community Center Downtown Education Hill Downtown Sammamish Valley Grass Lawn Downt own NB WLS t o EB 520 OnRamp W LK SA M MA MI SH WY NE 89th ST 154th AVE NE 164th AVE NE RED-WOOD RD NE 9 1st ST EB 520 to Redmond WY OffRamp 158th AVE NE 165th AVE NE LEARY WY C LE V E L A N D S T REDMOND WY SB WLS to WB 520 OnRamp NE 90th ST NE 92nd ST NE 88th ST NE 72nd WY WB 5 20 to WLS OffRa mp OLD REDMOND RD 171st AVE NE 160th AVE NE 161st AVE NE NE 74th ST W LK SAMMAMISH PKWY BEAR CREEK PKWY SR 520 EB NE 90th CT SR 520 WB 160th PL NE N E 9 1 s t P L NE 80th ST NE 79th ST 163rd AVE NE NE 93rd WY 165TH LN NE NE 70th CT NE 85th ST 158th PL NE NE 73rd ST 169th CT NE 1 6 6 t h P L N E 162 nd AV E N E 168th AVE NE 163rd PL NE NE 68th CT 166th AVE NE 161st PL NE GILMAN ST BROWN ST NE 90t h W Y 156th PL NE 168th PL NE 169th AVE NE 170th CT NE NE 92nd WY 156th PL NE NE 83rd WY NE 81st ST NE 84th WY NE 86th CT AVONDALE WY NE 91st WY E B 5 2 0 t o W L S O ff R a m p 167th AVE NE NE 76th ST 155th PL NE 169th PL NE 170th PL NE 159th PL NE NE 83rd ST NE 87th ST 170th AVE NE 19 31 32 20 375 230 355 68 64 66 130 146 286 286 290 288 291 248 254 271 273 278 169 118 117 245 331 329 336 243 219 241 240 239 237 235 242 203 88 82 77 61 60 204 99 Capital Investment Strategy, 2013-2030 Downtown Urban Center 0 0.1 Miles Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center Appendix A A-1 ---PAGE BREAK--- Hartman Community Park Hartman Community Park Town Center Open Space Town Center Open Space Municipal Campus Municipal Campus Anderson Anderson Park Park Nike Neighborhood Park Nike Neighborhood Park The Edge The Edge Skate Park Skate Park Bear Creek Bear Creek Park Park Old Redmond Schoolhouse Old Redmond Schoolhouse Community Center Community Center Downtown Education Hill Downtown Sammamish Valley Grass Lawn Downt own 169th AVE NE 166th AVE NE RED-WOOD RD NE 85th ST B E A R C R E E K P K W Y OLD REDMOND RD W L K S A M M A M IS H P K W Y 154th AVE NE 161st AVE NE NE 90th ST NE 95th ST REDMOND WY LEARY WY NE 100th ST 158th AVE NE 164th AVE NE W LK S A M M A MI S H W Y 1 7 0t h A V E N E NE 83rd ST 159th PL NE CLEVELAND ST NE 76th ST AV ON DA LE WY 171st AVE NE 1 7 0 th P L N E 160th AVE NE NE 79th ST NE 80th ST 31 19 32 20 32 355 230 109 109 109 375 90 66 68 64 56 288 290 286 286 130 146 45 169 172 60 82 88 77 76 61 99 107 204 118 117 145 149 245 291 265 276 248 278 254 273 271 272 239 240 241 242 214 243 219 203 235 237 329 331 336 339 341 359 42 Capital Investment Strategy, 2013-2030 Downtown Neighborhood 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center Appendix A A-2 ---PAGE BREAK--- B e l l e v u e BEL-RED RD NE 3 6th ST NE 20th ST NE 31st ST NE 40th ST 150th AVE NE NE 24th ST 152nd AVE NE 148th AVE NE 156th AVE NE 129 127 28 125 156 29 231 221 154 388 128 155 161 309 310 259 295 322 167 120 119 378 34 340 208 216 215 67 58 57 94 247 244 Capital Investment Strategy, 2013-2030 Overlake Urban Center Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center 0 0.25 Miles Appendix A A-3 ---PAGE BREAK--- Town Center Open Space Bear Creek B e l l e v u e 152nd AVE NE NE 40th ST 172nd AVE NE 148th AVE NE 1 5 0 t h A V E N E 156th AVE NE 15 4t h AV E N E W LK SA M MA MI SH PK WY 140th AVE NE NE 36th ST NE 24th ST NE 20th ST BEAR CREEK PKWY O L D R E D M O N D R D BEL-RED RD NE 31st ST NE 60th ST NE 24th ST NE 51st ST W LK SA M MA MI SH PK WY 34 129 127 156 29 28 125 231 218 226 230 221 224 43 47 128 154 388 155 288 250 161 279 280 281 293 294 295 299 322 173 292 309 310 198 278 249 257 258 259 263 269 270 167 183 184 172 174 169 182 197 126 124 122 121 119 120 346 345 378 349 340 334 330 202 206 208 201 215 216 219 225 94 377 96 95 84 67 58 57 104 103 108 244 247 Capital Investment Strategy, 2013-2030 Overlake Neighborhood Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center 0 0.25 Miles Appendix A A-4 ---PAGE BREAK--- B e l l e v u e S a m m a m i s h NE 40th ST NE 24th ST 1 8 9 t h P L N E NE 60th ST 172nd AVE NE BEL-RED RD E L K S AM MA MI SH PK WY REDMOND WY W LK SAMMAM ISH PKWY W LK SAMMAMISH PKWY 188th AVE NE 187th AVE NE 180th AVE NE 185th AVE NE 34 232 218 226 227 221 224 47 155 250 147 122 121 96 377 95 206 225 381 334 351 346 84 183 182 287 299 281 280 279 269 264 263 258 257 267 295 249 268 266 294 293 Capital Investment Strategy, 2013-2030 Idylwood 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center Appendix A A-5 ---PAGE BREAK--- Refer to Downtown maps Downtown Sammamish Valley Grass Lawn Downt own 166th AVE NE NE 85th ST W LK SAM MAMISH PKWY NE 40th ST 148th AVE NE 160th AVE NE NE 80th ST OLD REDM OND RD 140th AVE NE 168th AVE NE NE 76th ST 1 5 0 t h A V E N E WILLOWS RD NE 51st ST NE 60th ST 1 5 9 t h P L N E NE 83rd ST RED-W OOD R D 164th AVE NE NE 79th ST 158th AVE NE LEARY WY CLEVELAND ST NE 36th ST BEL-RED RD 161st AVE NE 154th AVE NE 156th AVE NE NE 80th ST R E D M O N D W Y BEAR CREEK PKWY 127 34 27 125 B e l l e v u e 45 47 221 155 146 161 364 43 244 103 104 105 108 59 67 95 96 94 84 346 345 349 335 337 333 330 126 123 122 121 124 210 216 202 201 158 159 182$+ 183 184 186 197 200 318 173 292 306 309 310 179 251 199 278 252 257 258 259 260 261 198 270 277 293 294 295 304 305 307 308 Capital Investment Strategy, 2013-2030 Grass Lawn / Overlake 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Urban Center Fire Parks Police Stormwater Transportation Wastewater Water Appendix A A-6 ---PAGE BREAK--- Refer to Downtown maps Anderson Park Downtown Education Hill Downtown Sammamish Valley Grass Lawn Downt own NE 111th ST 140th AVE NE 169th AVE NE 166th AVE NE NE 124th ST RED-WOOD RD 14 8t h A V E N E NE 116th ST NE 85th ST NE 104th ST B E A R C R E E K P K W Y R E D M O N D W Y 154th PL NE NE 80th ST NE 110 th S T WILLOWS RD 154th AVE NE OL D R ED MO ND RD N E 12 4t h W Y 162nd AV E NE 161st AVE NE W LK SAMMAM ISH PKWY NE 90th ST C L E V E L A N D S T LEARY WY 158th AVE NE NE 95th ST NE 109th ST RED-WOOD RD 164th AVE NE NE 100th ST 1 7 0 t h A V E N E NE 83rd ST 1 5 9 t h P L N E NE 76th ST 160th AVE N E NE 80th ST NE 79th ST 27 21 27 372 364 370 366 375 228 220 45 90 146 160 164 35 306 318 315 252 308 307 305 304 277 273 298 272 270 260 255 297 278 254 187 179 195 199 319 316 314 313 251 158 170 168 296 200 177 175 188 186 176 163 159 150 123 246 359 341 376 347 333 332 335 352 210 201 81 65 76 75 59 87 108 105") 104 103 111 Capital Investment Strategy, 2013-2030 Willows / Rose Hill & Sammamish Valley 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Wastewater Water Urban Center Fire Parks Police Stormwater Transportation Appendix A A-7 ---PAGE BREAK--- Refer to Downtown maps Anderson Park Bear Creek Park Downtown Education Hill Downtown Sammamish Valley Grass Lawn Downt own NE 79th ST 188th AVE NE 166th AVE NE RED-WOOD RD NE 104th ST UNION HILL RD REDMOND WY N E 7 6 t h S T REDMON D WY NE 85th ST B E A R C R E E K P K W Y 160th AVE NE NE 124th ST W L K S A M M A M IS H P K W Y NE 80th ST 191s t AV E NE 162nd A VE NE 180th AVE NE N E 1 2 4t h W Y 161st AVE NE NE 95th ST 1 5 4 t h P L N E 172nd AVE NE 178th PL NE CLEVELAND ST LEARY WY NE 100th ST NE 90th ST 158th AVE NE NE 116th ST 185th AVE NE NE 109th ST RED-WO OD RD 164th AVE NE NE 111th ST 1 7 0 t h A V E N E NOVELTY HILL RD NE 83rd ST 1 5 9 t h P L N E NE 110 th ST AVONDALE RD 169th AVE NE A V O N D A L E W Y 171st AVE NE 30 21 33 23 18 22 363 374 365 367 371 373 368 370 369 375 366 362 360 361 109 382 56 151 153 146 144 148 152 62 171 42 301 253 248 320 298 297 254 185 312 311 303 302 289 285 276 275 274 273 272 262 256 194 195 162 157 175 172 296 168 176 177 150 149 145 115 113 112 114 246 341 348 344 342 376 339 338 349 359 350 209 207 205 211 238 229 214 236 213 212 97 93 78 92 91 89 86 75 79 85 80 81 196 63 178 106 111 110 107 Capital Investment Strategy, 2013-2030 Education Hill and North Redmond 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center Appendix A A-8 ---PAGE BREAK--- Refer to Downtown maps Anderson Park Bear Creek Park Downtown Education Hill 166th AVE NE REDMOND WY NE 104th ST UNION HILL RD NE 76th ST W LK SA M M A M IS H PK WY NE 51st ST R E D- W O O D R D 178th PL NE BEAR CREEK PKWY NE 85th ST 180th AVE NE 161st AVE NE 188th AVE NE NE 95th ST NE 6 5th ST REDMOND WY C L E V E L A N D S T 187th AVE NE LEARY WY NE 100th ST 185th AVE NE 164th AVE NE 191st AVE NE 1 7 0 t h A V E N E NOVELTY HILL RD NE 83rd ST NE 79th ST 1 5 9 t h P L N E AVONDALE RD 18 9t h PL NE E LK SAMMAMISH P KWY NE 90th ST NE 76th ST 169th AVE NE NE 80th ST A V O N D A L E W Y 171st AVE NE 1 7 0 t h P L N E 160th A VE NE 18 22 62 171 250 56 47 109 152 146 148 153 151 382 362 361 360 232 227 367 363 375 374 365 373 34 23 33 30 183 182 162 157 172 184 197 121 145 147 149 349 341 339 338 350 348 342 257 256 254 253 248 275 73 320 198 311 303 302 185 287 276 274 273 262 258 292 381 42 112 113 114 115 110 107 106 111 97 96 89 86 85 80 95 78 63 196 79 238 229 214 211 236 213 212 209 205 Capital Investment Strategy, 2013-2030 Bear Creek & SE Redmond 0 0.25 Miles Legend Term Near Mid Long ) + ( 1 Map Id Fire Parks Police Stormwater Transportation Wastewater Water Urban Center Appendix A A-9 ---PAGE BREAK--- Watershed Watershed Preserve Preserve and Trails and Trails 300 180 181 Capital Investment Strategy, 2013-2030 Redmond Watershed Preserve and Trails 0 0.25 Miles Novelty Hill Road 224th AVE NE Legend Fire Parks Police Stormwater Transportation Wastewater Water Term Near Mid Long ) + ( 1 Map Id Appendix A A-10 ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK Appendix A A-11 ---PAGE BREAK--- Appendix B Projects and Programs ---PAGE BREAK--- THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Near Downtown 98 Parks Downtown Debt Payment Repayment of GO Bond on DT Park Yes Downtown Park $897,388 per year $0 Yes Near Downtown 61 Stormwater 82nd Street\School ditch\83rd street\167th avenue Upsize existing pipe along NE 82nd to the Redmond Elementary Pond and along 167th Ave NE. Improve ditch to bioswale and improve pipe system from the pond to 166th Ave NE Yes Redmond Elem Ponds/Convey ance $469,700 $10,000 Near Downtown 64 Stormwater Downtown Regional Facilities - Couplet Conversion Water Quality construct water quality facilities as part of the transportation project to redo the couplet Yes Couplet & Connector $500,000 $10,000 Yes Near Downtown 99 Parks Downtown Park Acquisition Acquire DT Park properities Downtown Park $15,000,000 $0 Yes Near Downtown 117 Police/Fire/Gen eral Govt Public Safety Building Repair Public Safety Building Repair Near Downtown 118 Police/Fire/Gen eral Govt RMS/CAD replacement RMS/CAD replacement $2,500,000 Near Downtown 60 Stormwater Redmond Elementary Pond Retrofit Reconfigure the Redmond Elementary stormwater infiltration pond to meet State UIC requirements and provide treatment of stormwater prior to infiltration within the wellhead protection zone. $253,000 $2,000 Near Downtown 66 Stormwater NE 90th Street Water Quality Groundwater Protection 'Remove nearby stormwater infiltration systems and reconfigure the 90th Street water quality ponds to provide treatment for stormwater flowing into the Sammamish River. $880,000 $2,000 Near Downtown 68 Stormwater Sammamish River Habitat Improvements 90th to Willows Regrade and revegetate both banks of the Sammamish River (1800-2400 linear feet) to enhance in-stream and riparian habitat. $4,235,000 $20,000 Near Downtown 88 Stormwater Cleveland Street @ 166th avenue Storm improvements Construct 200 feet of new pipe from CB# 5163 to CB# 5166 and replace ~ 350 feet of existing pipe from CB# 5166 to the RW Trunk at 166th. Replace existing CBs along Cleveland Street. Couplet & Connector $365,000 $2,000 Yes Near Downtown 19 Transportation Cleveland Streetscape Completion of curb relocation, widened sidewalks and pedestrian amenities to improve pedestrian and business friendliness of Downtown. Couplet & Connector Yes $4,900,000 Yes Near Downtown 20 Transportation Redmond Way/Cleveland St. Couplet Conversion Convert one-way couplet to two-way operation for Redmond Way and Cleveland Street. Couplet & Connector Yes $14,400,000 Yes Near Downtown 24 Transportation Demand Management Capital Improvements Capital improvements to support TDM, including Downtown parking lot $1,060,000 Near Downtown 31 Transportation 164th Ave NE Extension Construct new 164th Ave NE from NE 76th St Cleveland Street. $3,500,000 Near Downtown 32 Transportation 164th Rechannelization Reconfigure 164th Ave NE from Redmond Way to NE 87th St to one through lane in each direction, center left turn lane, bike lanes and pedestrian amenities. $400,000 Near Overlake 129 Transportation Overlake Access Ramp Construction Yes Overlake Access Ramp $58,000,000 Yes Yes Yes Yes Near Overlake 156 Transportation 148th Ave NE/SR520 Interchange Modify channelization and signals, and provide wide multi-use trail that is separated from the roadway on the east side of 148th Ave NE from the westbound SR 520 ramps to the SR 520 Trail at the eastbound SR 520 ramps (148th Ave NE bridge over SR 520). Yes Overlake Access Ramp $3,000,000 Near Overlake 47 Sewer NE 51st Bypass Construct new sewer main on NE 51st Street for improved discharge $500,000 Near Overlake 57 Stormwater Overlake Village Facility #1 - South Detention Vault Construct a large stormwater detention vault south of NE 24th Street. This is the first facility proposed in the Overlake surcharge area. Yes $15,200,000 $50,000 Near Overlake 67 Stormwater Tosh Upper Main Stem Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Type Strategic Actions Needed Appendix B Note: Table data sorted by time period, location B-1 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Near Overlake 84 Stormwater Tosh Main Stem West at NE 47th Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Near Overlake 94 Stormwater Tosh West Fork Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Near Overlake 28 Transportation 156th Avenue NE/ Bel-Red Road Add southbound right turn lane on 156th Ave NE. $1,000,000 Near Overlake 29 Transportation Overlake Access Ramp Design Yes Overlake Access Ramp $2,000,000 Near Overlake 34 Transportation NE 51st Street Complete missing segments of sidewalk on the south side of NE 51st St from 158th Ave NE to WLSP/ $350,000 Near Overlake 125 Transportation SR520 Trail @ NE 40th Street Grade separate SR520 trail at NE 40th Street. $5,000,000 Near Overlake 127 Transportation NE 40th Street Transit Center SR520 Pedestrian Crossing Provide a new direct pedestrian connection over SR520 between the Overlake Transit Center and the Microsoft west campus (in the vicinity of the NE 38th Street alignment). $5,000,000 Near Overlake 43 Water NE 51st Crossing of SR 520 Install new waterline under State Route 520 in preparation for Light Rail construction $1,000,000 Near Willows / Rose Hill 45 Sewer Redmond Way - 147th to King County/Metro Trunk Replace existing 10-inch main with a 16-inch sewer line $1,500,000 Yes Near Bear Creek 86 Stormwater NE 95th Street Bridge Replacement Replace existing timber bridge with longer spanning concrete bridge, add in stream wood and plant the riparian buffer to improve salmonid habitat. Project is proposed in coordination with the Transportation CIP. Yes 95th St Bridge $250,000 $5,000 Yes Near Bear Creek 22 Transportation NE 95th Street Bridge Replacement Replace deteriorated bridge over Bear Creek. Yes 95th St Bridge Yes $130,000 Yes Near Bear Creek; Education Hill; Farrel- McWhirter Park 109 Parks Centennial Trail Complete Trail Loop Yes Bear Creek Trails / Perrigo Daylighting $550,000 Yes Near Education Hill 111 Parks PSE Trail Easement Obtain new Easement agreement Yes PSE Trail $500,000 Yes Yes Near Idylwood 377 Stormwater 40th Street Bypass Extension Extend bypass pipe to Lake Sammamish Yes NE 40th $4,100,000 Yes Near North Redmond 178 Stormwater Monticello Creek channel rehab upstream of NE 122nd Rebuild the outlet from the pond into Northeast Redmond Neighborhood Park for fish passability. Plant conifers along the stream and restore east bank, possibly fencing selected locations. Yes N Redmond Nbhd Park / Monticello $374,000 $25,000 Yes Near North Redmond 21 Transportation NE 116th St. and Roundabout @ 172nd Ave. NE Complete roadway improvements to include sidewalks, bicycle lanes, a roundabout, turn lanes and utility undergrounding. Yes 116th St Roundabout $3,900,000 Yes Near SE Redmond 85 Stormwater MOC upgrades (stormwater) Implement changes to the MOC per the master plan Yes Union Hill Rd Improvements $300,000 $5,000 Near SE Redmond 97 Stormwater SE Redmond Regional Stormwater Pond A phase II Complete construction of Pond A Yes 80th St Trail $2,000,000 $5,000 Near SE Redmond 23 Transportation Union Hill Road Widening- Phase 3 Complete widening to include 5-lane roadway, sidewalks, bicycle lanes, and utility undergrounding Yes Union Hill Rd Improvements $4,000,000 Near TBD 382 Water Union Hill Road Widening- Phase 3 Yes Union Hill Rd Improvements $250,000 Near Willows / Rose Hill 65 Stormwater Willows Creek through PSE Open Space Reestablish stream channels through a degraded wetland. Deeper channel may alleviate flooding potential for commercial properties to the east. Yes PSE Trail $500,000 $10,000 Yes Yes Near Willows / Rose Hill 87 Stormwater Willows Creek at Willows Road culvert replacement Replace the undersized culvert crossing Willows Road, and associated culverts immediately under the BNSF tracks, with fish passable structures. Yes Willows Rd Rehab $715,000 $2,000 Near Willows / Rose Hill 27 Transportation Willows Road Rehabilitation Roadway repair and resurfacing work Yes Willows Rd Rehab $1,100,000 Near Bear Creek 106 Parks Turf Replacement Perrigo Park Softball/Soccer Fields TR $1,155,000 Near Bear Creek 205 Parks Perrigo Park Phase II Construction Contruct Phase II $2,300,000 Appendix B Note: Table data sorted by time period, location B-2 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Near Bear Creek 53 Sewer Pump Station 10 Upgrades Replace control panel, electrical system and emergency generator $300,000 Near Bear Creek 18 Transportation Bear Creek Bridge Rehabilitation Repair deteriorating wooden piles and other work. $100,000 Near Citywide 1 Planning Housing Trust Fund Funds construction of affordable housing through ARCH Yes $150,000 to $200,000 per year requested None Near Citywide 2 Planning Community Treasures Fund Provides funds for improvements to historic structures Yes $50,000 per year requested Needs include maintenance of City-owned structures. Need to estimate $ Near Citywide 3 Planning Neighborhood Matching Fund Provides grant funds for neighborhood projects on a match basis Yes $25,000 per year requested Minimal to none Near Citywide 4 Planning Neighborhood Spotlight Fund Provides funds for small scale improvements in neighborhoods Yes $50,000 per year requested Could involve some impacts to operating budget though would likely be minimal Near Citywide 116 Police/Fire/Gen eral Govt Building preservation program Increase to address needed renovations? Yes $75,000/yr Near Citywide 383 Sewer Wastewater System Rehabilitation Program Yes $150,000 per year Near Citywide 5 Transportation Pavement Management Program Preserves and maintains the City's pavement infrastructure Yes $1,200,000 per year Near Citywide 6 Transportation Sidewalk Improvement Program Plans and constructs the sidewalk system Yes $1,400,000 per year Near Citywide 7 Transportation Bicycle Facilities Improvement Program Improves and completes the City's bicycle connections Yes $450,000 per year Near Citywide 8 Transportation Bridge Repair Program Annual inspection and minor maintenance of City's bridges Yes $75,000 per year Near Citywide 9 Transportation Channelization Improvements Program Installation and maintenance of pavement markings Yes $75,000 per year Near Citywide 10 Transportation CIP Program Management Provides for managing preliminary designs and transportation studies Yes Varies Near Citywide 12 Transportation Engineering Contingency Program Provides flexible funding for short-term unforeseen projects and needs for engineered solutions Yes $100,000 per year Near Citywide 13 Transportation Neighborhood Traffic Calming Program Improves safety in residential areas through education, enforcement and engineering Yes $150,000 per year Near Citywide 14 Transportation Targeted Safety Improvement Program Provides for design and construction of the highest priority safety projects Yes $450,000 per year Near Citywide 15 Transportation Street Lighting Program Improves street lighting throughout the City Yes $50,000 per year Near Citywide 16 Transportation Transportation Concurrency Management Ensures that data and analysis tools are up-to-date for measuring private development impacts. Yes $100,000 per year Near Citywide 17 Transportation Undergrounding Program Implements the required utility undergrounding for improved reliability and aesthetics. Yes $50,000 per year Near Citywide 25 Transportation Redmond Trip Reduction Incentive Program Provides commuter program & employer grant funding for non-drive alone alternatives, to make more efficient use of existing infrastructure Yes $1,268,000 Near Citywide 379 Water Telemetry System Upgrade $500,000 Near Education Hill 101 Parks Hartman Park Renovation fund for possible repair costs at old pool $50,000 Near Education Hill 107 Parks Turf Replacement Hartman Parks Fields 5&6 TR $420,000 Near Education Hill 91 Stormwater Emerald Heights Stream Stabilization Install grade control and energy dissipating structures. $605,000 $5,000 Near Education Hill 92 Stormwater High School Creek Main Stem Abbey Road pond inlet Create a stabilized open step-pool channel with a trail bridge. $264,000 $5,000 Near Education Hill 196 Stormwater High School Upper MS Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Near Education Hill 42 Water Education Hill 565 Zone Improvements Expand the existing 565 pressure zone to improve service pressures and fire flows in high elevation area $2,200,000 Near Farrel- McWhirter Park 78 Stormwater Mackey Creek Farrell West Channel Rehab Add LWD, enhance in-stream complexity and improve fish passage. Trees could be thinned from SW corner of the park. Fence banks for buffer protection. $658,000 $5,000 Appendix B Note: Table data sorted by time period, location B-3 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Near Farrel- McWhirter Park 80 Stormwater Mackey Creek South Fork LWD Supplementation Cut existing down spanning logs and place in channel on south fork. Replant tree/shrub in selected locations. Fence selected locations. $374,000 $5,000 Near Grass Lawn 103 Parks Turf Replacement Grass Lawn Soccer Field Turf Replacement $262,500 already being maintained Near Grass Lawn 104 Parks Turf Replacement Grass Lawn Softball infield TR $105,000 Near Grass Lawn 105 Parks Turf Replacement Grass Lawn Softball #1 outfield $262,500 Near Idylwood 48 Sewer Pump Station 2 Replacement Relocate existing station above flood plain, replace aging pumps, control panel and electrical system $1,400,000 Near Idylwood 49 Sewer Pump Station 3 Replacement Replace aging pumps, control panel and electrical system $1,800,000 Near Idylwood 50 Sewer Pump Station 5 Upgrades Replace aging pumps, control panel, electrical system and emergency generator $750,000 Near Idylwood 51 Sewer Pump Station 6 Upgrades Replace aging pumps, control panel, electrical system and emergency generator $750,000 Near Idylwood 384 Sewer WLSP Sewer Manhole 2 $1,800,000 Near Idylwood 96 Stormwater Tosh Creek at WLSP Culvert Replacement Replace culvert under WLSP to be fish passable. $423,600 $5,000 Near North Redmond 246 Police/Fire/Gen eral Govt Fire Engine 17 Purchase Engine for Station 17 $1,200,000 Increased staffing and fleet maintenance work load Near North Redmond 75 Stormwater Equestrian Tracts drainage facility Remove the berm and plumbing. Restore the channel and buffer. $297,000 $20,000 Near North Redmond 81 Stormwater High School creek weir and pond removal Remove existing in-stream structures. Install in-stream logs, streambed gravel and rock weirs to restore channel complexity and reduce erosion. Restore the buffer. $327,250 $5,000 Near Not mapped 380 Water Security Improvements for Joint Use Water System (City of Kirkland) $130,000 Near Sammamish Valley 59 Stormwater 152nd pipe replacement NE 85th to NE 90th Replace existing failed pipe system along 152nd and east to 154th Ave NE $300,000 $2,000 Near Sammamish Valley 76 Stormwater NE 95th Street Trunk Increase conveyance capactity on the main stormwater line to alleviate flooding of commerical properties. $1,123,375 $1,250 Near Sammamish Valley 90 Stormwater Sammamish River Habitat Improvements Willows outfall to Valley Estates Regrade and revegetate both banks and reconstruct the channel section along this reach of the Sammamish River ~2500 LF $4,015,000 $20,000 Near SE Redmond 112 Police/Fire/Gen eral Govt MOC site plan $250,000 Near SE Redmond 113 Police/Fire/Gen eral Govt Covered Storage Add covered storage for winter road clearing supplies; sand/salt $50,000 Near SE Redmond 114 Police/Fire/Gen eral Govt New or upgraded maintenance facilities Options range from doing nothing to spending $450,000 - $750,000 for converting the Trinity building or 6.5 million to build a new facility $450-750,000 / $6.5 million Near SE Redmond 115 Police/Fire/Gen eral Govt Expand/upgrade decant facility Existing facility is too small to meet increasing NPDES demands. Project will also address King County discharge issues. $1M grant possible; 650,000-$1M in needed matching funds Near SE Redmond 54 Sewer Pump Station 13 Replacement Replace aging pumps, control panel and electrical system $1,575,000 Near SE Redmond 385 Sewer Pump Station 11 Upgrades $750,000 Near SE Redmond 386 Sewer Pump Station 12 Upgrades $650,000 Appendix B Note: Table data sorted by time period, location B-4 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Near SE Redmond 56 Stormwater NE 76th St Groundwater Protection Construct detention/water quality facilities and conveyance pipe to address existing system capacity and water quality issues, as well as accommodate stormwater currently being infiltrated in the wellhead protection zone. Yes $6,050,000 $2,000 Near SE Redmond 30 Transportation 188th Ave NE Construct new 188th Ave NE arterial from Redmond Way to Union Hill Road. $21,281,000 Near SE Redmond 33 Transportation NE 76th St Extension Construct new NE 76th St from 185th Ave NE to 192nd Ave NE. $10,800,000 Near SE Redmond 381 Water Apartment Meters $75,000 Near Willows / Rose Hill 387 Sewer Pump Station 14 Upgrades $650,000 Near Willows / Rose Hill 35 Water North Rose Hill Booster Pump Station Replacement Replace undersized Booster Pump Station in conjunction with City of Kirkland $310,000 Near 44 Sewer Connections to King County system Upgrade sewer connections to the King County Metro transmission $525,000 Near 46 Sewer Septic to Sewer Conversion Set aside for potential sewer improvements in areas of failing septic systems $750,000 Near 69 Stormwater Sammamish ReLeaf Program Planting buffers and removal of invasive vegetation Yes $150,000 $5,000 Near 70 Stormwater Stormwater Small Capital Program Small stormwater and stream/habitat capital projects less than $100K Yes $3,000,000 n/a Near 71 Stormwater Stormwater Transportation Coordination Program Construction of infrastructure replacement, fixes in coordination with Transportation programs. Yes $1,500,000 n/a Near 72 Stormwater Underdrain Program Installation of underdrains in areas of the city with groundwater issues creating infrastructure damage or safety issues. Yes $300,000 n/a Near 73 Stormwater Wellhead Protection Improvements Program Construct conveyance improvements to allow existing infiltratation systems to connect if needed. Includes capital projects needed to retrofit the City infiltration facilities. Yes $600,000 n/a Near 74 Stormwater Septic to Sewer Conversion (Stormwater fund) Pilot project to install sewer in areas of the City with septic systems $750,000 $2,000 Near 26 Transportation Downtown Parking Management Downtown on-street parking management program Yes $710,000 Near 36 Water Water System Replacement Program Replace aging water pipe and provide system improvements Yes $550,000 per year Near 39 Water 2013 PRV and Meter Vault Program Rebuild aging infrastructure in the City's water system Yes $400,000 per year Middle Downtown 336 Parks Municipal Campus Park - Complete Construction Develop campus park plan Yes City Hall Campus $8,150,000 Yes Middle Downtown 82 Stormwater NE 85th Street Water Quality Facility Construct water quality vault to treat 210 acres of downtown surcharge area. This project is one of six planned Downtown Regional Facilities. Yes City Hall Campus $7,854,000 $50,000 Yes Middle Downtown 203 Parks Dudley Carter Park Design and Construction Design and construct based on new master plan $2,000,000 Middle Downtown 204 Parks Downtown Park Design and Construct Develop new downtown park $8,000,000 Middle Downtown 219 Parks Bear Creek Pedestrian Bridge & Trail w/Transportation $594,000 Middle Downtown 230 Parks BNSF Trail $1,163,000 Middle Downtown 235 Parks Senior Center Roof $106,000 Middle Downtown 237 Parks Teen Center Roof $42,500 Middle Downtown 239 Parks Renovate Teen Center $2,350,000 Middle Downtown 240 Parks Renovate ORSCC for new use $1,725,000 Middle Downtown 241 Parks Senior Center Renovation (Greenhouse/Lobby Area) $690,000 Middle Downtown 242 Parks Senior Center Addition for Fitness and Classrooms $2,415,000 Middle Downtown 243 Parks Performing Arts Center & Classrooms $31,550,000 Middle Downtown 329 Parks Luke McRedmond Park picnic shelter and pathways Replace shelter and upgrade trail $250,000 Appendix B Note: Table data sorted by time period, location B-5 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Downtown 331 Parks Anderson Park restrooms, plaza, sidewalks Renovate old park $650,000 Middle Downtown 355 Parks Willows to Redmond Way Connector Trail $41,000 Middle Downtown 77 Stormwater Avondale at 170th Drainage Improvements Upsize existing CMP. $157,000 $2,000 Middle Downtown 130 Transportation 160th Ave NE Construct new 160th arterial from current terminus at approximately NE 99th St north to the intersection with Red-Wood Road and modify existing 160th arterial from NE 90th St north to current terminus. $22,000,000 Middle Overlake 202 Parks Westside Park Renovations Renovate old park based on 2009 Master Plan Yes Westside Park / Clise Creek $1,500,000 Yes Yes Middle Overlake 221 Parks Overlake non-motorized facilities Bike facility along NE 40th and multi-use trail along156th. Yes Overlake Trails $1,909,000 Yes Yes Middle Overlake 231 Parks Overlake Multi-Use Trail - 148th (26th to Bel-Red Rd) Yes Overlake Trails $507,000 Yes Yes Middle Overlake 174 Stormwater Clise Creek North Fork channel rehab Large wood supplementation and bioengineering or channel rebuild to stabilize the channel, store sediment and increase in-stream habitat diversity. Invasive weed control and buffer enhancement planting. Yes Westside Park / Clise Creek $596,200 $35,000 Yes Middle Overlake 249 Stormwater Bel-Red & 40th Detention Pond Rehabilitation Construct water quality and flow control features to retrofit the contributing basin. Eliminate environmental impact of this in-stream detention pond. Yes NE 40th $385,000 $9,000 Yes Middle Overlake 155 Transportation NE 40th Street Provide bicycle lanes on NE 40th Street from 156th Avenue NE to WLSP. In addition, provide a bicycle connection with the existing bicycle lane on NE 40th Street east of 172nd Ave NE. Yes NE 40th $3,650,000 Yes Middle Overlake 208 Parks Overlake Stormwater Park #1 Design/Construct new park $5,000,000 Yes Yes Yes Yes Middle Overlake 215 Parks Group Health Site, Private- Public Partnership Develop new park $2,325,000 Middle Overlake 216 Parks Cascade Park Phase II (tennis courts) Tennis courts $255,000 Middle Overlake 330 Parks Redmond West Wetlands wooden boardwalks Replace boardwalks $200,000 Middle Overlake 58 Stormwater Overlake Village Facility Village Station Plaza Stormwater Infiltration Vault Construct a large stormwater infiltration vault north of NE 24th Street. This is the second facility proposed in the Overlake surcharge area This project will be coordinated with the future Sound Transit facility, and with Parks for future Parks CIP. $4,000,000 Yes Yes Yes Yes Middle Overlake 161 Stormwater Channel Stabilization on Tributary to 5050 WLSP Creek Channel stabilization through the use of a combination of wood structures (providing grade control) and rock (to dissipate energy). $423,500 $30,000 Middle Overlake 167 Stormwater Overlake Village Facility Village Station Plaza Stormwater Infiltration Vault Construct a 0.5 acre stormwater infiltration / water quality vault under a plaza at the proposed light rail station next to SR520. $5,314,931 $0 Yes Yes Yes Yes Middle Overlake 184 Stormwater Tosh Creek MS channel rehab weir to 159th trib LWD supplementation and bioengineering to control headcutting, store sediment and increase in-stream diversity in lower middle reach. $656,700 $27,000 Middle Overlake 197 Stormwater Clise NF Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Middle Overlake 259 Stormwater North Overlake Regional Conveyance and Detention Construct new storm trunk along NE 150th Street to carry stormwater to NE 51st Street. $3,080,000 $0 Middle Overlake 293 Stormwater Country Creek MS culverts at Bel-Red Road & NE 44th Replace culvert under Bell-Red road and barriers at NE 44th way. Coordinate with Transportation if Bell-Red Road is widened. $797,500 $60,000 Middle Overlake 119 Transportation 148th Ave NE/NE 20th St Add second westbound left turn lane. $1,264,000 Middle Overlake 120 Transportation Bel-Red Road/NE 24th Street Add southbound right turn lane $1,198,000 Middle Overlake 121 Transportation WLSP NE/NE 51st St Add southbound lane from NE 51st St to NE 50th St and then taper two southbound through lanes to one. Convert existing southbound right-turn only lane at NE 51st St to right/through lane. $2,200,000 Yes Yes Yes Yes Appendix B Note: Table data sorted by time period, location B-6 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Overlake 122 Transportation WLSP NE/Bel-Red Rd Removing existing traffic signal at Bel-Red Road and WLSP intersection. Install 2 lane roundabout at Bel-Red Rd, West Lake Sammamish intersection and improve pedestrian facilities. $5,000,000 Middle Overlake 124 Transportation 150th Ave NE/NE 51st St Add north leg to intersection. Provide two southbound left turn lanes. Install new traffic signal at intersection of NE 51st St and 150th Ave NE. $600,000 Middle Overlake 126 Transportation SR520 Trail @ NE 51st Street Grade separate SR520 trail at NE 51st Street. $5,000,000 Middle Overlake 128 Transportation 152nd Avenue NE, North Implement a multi-modal pedestrian corridor concept on 152nd Ave NE from NE 24th Street to NE 31st Street. $29,100,000 Yes Yes Yes Yes Middle Overlake 154 Transportation 148th Ave NE Create third northbound through lane on 148th Ave NE from NE 22nd St to SR520 westbound on-ramp using primarily existing right turn lanes and modify SR520 westbound on-ramp to allow HOV access. At NE 24th St and 148th Ave NE intersection add second left turn lane on the eastbound and westbound approaches, add right turn lane on northbound approach, and extend right turn lane on westbound approach. $20,000,000 Middle Bear Creek 360 Parks Bear Creek Trail (Keller Area) Yes Bear Creek Trails / Perrigo Daylighting $884,000 Yes Middle Grass Lawn 333 Parks Scott's Pond Renovation - Mini park next to pond Mini Park next to pond Yes Scott's Pond $1,175,000 Yes Middle North Redmond 207 Parks North Redmond Neighborhood Park D/C Design/Construct new park Yes N Redmond Nbhd Park / Monticello $5,000,000 Yes Middle North Redmond 296 Stormwater High School MS NE 124th culvert replacement Replace the severely undersized culvert under NE 124th with a fish passable structure. Yes 124th St Traffic/Culvert $544,500 $25,000 Yes Middle North Redmond 150 Transportation 124th Ave NE/162nd Pl NE Signal Construct a new traffic signal at 124th Ave NE and 162nd Pl NE. Includes the addition of turn lanes on NE 124th and modifications on 162nd Pl for sight distance. Yes 124th St Traffic/Culvert $2,300,000 Yes Middle Sammamish Valley 332 Parks Sammamish Valley Park Phase I (4 acres) Develop Phase I Yes Sammamish Valley Tributaries $3,575,000 Yes Middle SE Redmond 209 Parks Maintenance Operations Center Improve and enlarge Yes Union Hill Rd Improvements $652,000 Middle SE Redmond 213 Parks SE Redmond NP Acquire additional 2 or 3 acres Yes SE Redmond Nbhd Park $2,735,000 Yes Yes Middle SE Redmond 171 Stormwater 18000 - 68th Street Groundwater Protection Install new 1350 LF conveyance pipe along 180th, cross Redmond Way, connect to East Lake Sammamish trail trunk. Yes Developer- built $825,000 $0 Yes Middle SE Redmond 148 Transportation NE 70th St Construct new Ne 70th St from Redmond way to 180th Ave NE. Improvements include one through lane in each direction, left turn lanes, sidewalks, street lights, storm drainage, right of way and easements. Yes Developer- built $2,000,000 Yes Middle SE Redmond 152 Transportation 192nd Ave NE Extension Construct new 192nd Ave NE from NE 68th St to Union Hill Road Yes Union Hill Rd Improvements $16,580,000 Middle SE Redmond 153 Transportation NE 80th St Trail Construct new NE 80th St Trail from 185th Ave NE to 188th Ave NE. Yes 80th St Trail $1,200,000 Middle Willows / Rose Hill 228 Parks Willows Creek NP To PSE Trail Yes PSE Trail $52,000 Yes Yes Middle Willows / Rose Hill 188 Stormwater York Creek north trib realignment Realign the stream channel from the 124th St ditch south into York Creek and the north end of Sammamish Valley Park. Yes Sammamish Valley Tributaries $880,000 $50,000 Yes Middle Willows / Rose Hill 123 Transportation 140th Ave NE/Redmond Way Adds second northbound left turn lanes. Yes Scott's Pond $1,200,000 Yes Middle Bear Creek 362 Parks Evans Creek Trail (Novelty Hill) $2,970,000 Middle Bear Creek 157 Stormwater SE Redmond Regional - Pond C Stormwater Treatment Wetland Construct a stormwater facility on a portion of the property north of NE 84th Street to address stormwater from SE Redmond area including a new outfall to Evans Creek. $3,000,000 $9,000 Appendix B Note: Table data sorted by time period, location B-7 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Bear Creek 162 Stormwater Cold Water Creek Farm Buffer Improvement Rebuild channel for complexity and stability. Plant native trees, shrubs, and ground cover to moderately improve the stream buffer. Install fencing on both banks to protect the buffer. $599,500 $35,000 Middle Citywide 217 Parks Neighborhood connections and trails in easements $46,000 Middle Citywide 222 Parks Trail Easements and Development $2,111,000 Middle Citywide 223 Parks Trail Easements and Development $97,000 Middle Citywide 233 Parks Trail Easements and Development $2,507,000 Middle Citywide 234 Parks Performing Arts Center Market Study $55,000 Middle Citywide 353 Parks Trail Easements and Development $534,000 Middle Citywide 354 Parks Trail Easements and Development $758,000 Middle Citywide 356 Parks Trail Easements and Development $667,000 Middle Citywide 357 Parks Trail Easements and Development $39,000 Middle Citywide 358 Parks Trail Easements and Development $46,000 Middle Citywide Planning Housing Trust Fund Funds construction of affordable housing through ARCH Yes $150,000 to $200,000 per year requested None Middle Citywide Planning Community Treasures Fund Provides funds for improvements to historic structures Yes $50,000 per year requested Needs include maintenance of City-owned structures. Need to estimate $ Middle Citywide Planning Neighborhood Matching Fund Provides grant funds for neighborhood projects on a match basis Yes $25,000 per year requested Minimal to none Middle Citywide Planning Neighborhood Spotlight Fund Provides funds for small scale improvements in neighborhoods Yes $50,000 per year requested Could involve some impacts to operating budget though would likely be minimal Middle Citywide Police/Fire/Gen eral Govt Building preservation program Increase to address needed renovations Yes 75,000/yr Middle Citywide 189 Stormwater Sammamish ReLeaf Program Planting buffers and removal of invasive vegetation Yes $150,000 $5,000 Middle Citywide 190 Stormwater Stormwater Small Capital Program Small stormwater and stream/habitat capital projects less than $100K Yes $3,000,000 n/a Middle Citywide 191 Stormwater Stormwater Transportation Coordination Program Construction of infrastructure replacement, fixes in coordination with Transportation programs. Yes $1,500,000 n/a Middle Citywide 192 Stormwater Underdrain Program Installation of underdrains in areas of the city with groundwater issues creating infrastructure damage or safety issues. Yes $300,000 n/a Middle Citywide 193 Stormwater Wellhead Protection Improvements Program Construct conveyance improvements to allow existing infiltratation systems to connect if needed. Includes capital projects needed to retrofit the City infiltration facilities. Yes $600,000 n/a Middle Citywide 131 Transportation Pavement Management Program Preserves and maintains the City's pavement infrastructure Yes $1,200,000 per year Middle Citywide 132 Transportation Sidewalk Improvement Program Plans and constructs the sidewalk system Yes $1,400,000 per year Middle Citywide 133 Transportation Bicycle Facilities Improvement Program Improves and completes the City's bicycle connections Yes $450,000 per year Middle Citywide 134 Transportation Bridge Repair Program Annual inspection and minor maintenance of City's bridges Yes $75,000 per year Appendix B Note: Table data sorted by time period, location B-8 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Citywide 135 Transportation Channelization Improvements Program Installation and maintenance of pavement markings Yes $75,000 per year Middle Citywide 136 Transportation CIP Program Management Provides for managing preliminary designs and transportation studies Yes Varies Middle Citywide 137 Transportation Transportation Demand Management Program and Capital Improvements Generates improvements to encourage more efficient use of transportation facilities Yes $85,000 per year Middle Citywide 138 Transportation Engineering Contingency Program Provides flexible funding for short-term unforeseen projects and needs for engineered solutions Yes $100,000 per year Middle Citywide 139 Transportation Neighborhood Traffic Calming Program Improves safety in residential areas through education, enforcement and engineering Yes $150,000 per year Middle Citywide 140 Transportation Targeted Safety Improvement Program Provides for design and construction of the highest priority safety projects Yes $450,000 per year Middle Citywide 141 Transportation Street Lighting Program Improves street lighting throughout the City Yes $50,000 per year Middle Citywide 142 Transportation Transportation Concurrency Management Ensures that data and analysis tools are up-to-date for measuring private development impacts Yes $100,000 per year Middle Citywide 143 Transportation Undergrounding Program Implements the required utility undergrounding for improved reliability and aesthetics Yes $50,000 per year Middle Citywide Transportation Redmond Trip Reduction Incentive Program Provides commuter program & employer grant funding for non-drive alone alternatives, to make more efficient use of existing infrastructure Yes $1,268,000 Middle Citywide Transportation Downtown Parking Management Downtown on-street parking management program Yes $710,000 Middle Education Hill 214 Parks Hartman Park - New Master Plan New Master Plan $150,000 Middle Education Hill 238 Parks Indoor Recreation and Aquatic Center $46,250,000 Middle Education Hill 339 Parks Hartman Park Renovations per New Master Plan Renovate Park $4,000,000 Middle Education Hill 341 Parks Redmond Jr High Fields Partner with LWSD to upgrade fields $1,500,000 Middle Education Hill 342 Parks Redmond High School Fields Partner with LWSD to upgrade fields $2,000,000 Middle Education Hill 359 Parks PSE Trail Improvements - Samm Riv Tr to SR 202 (Phase 3 w/Transp.) $69,000 Middle Education Hill 168 Stormwater Valley Estates Water Quality Facility Install flow control and water quality controls in the contributing drainage area. $1,000,000 $0 Middle Education Hill 146 Transportation 166th Ave NE 4-3 Conversion Reconfigure 166th Ave NE from NE 85th St to Ne 104th St to one through lane in each direction, center left turn lane and bike lanes. $900,000 Middle Farrel- McWhirter Park 110 Parks Farrell McWhirter Master Plan Complete master plan $150,000 Middle Farrel- McWhirter Park 211 Parks Farrel McWhirter Re development Construct master plan $3,000,000 Middle Farrel- McWhirter Park 236 Parks Farrel-McWhirter Covered Arena & Barn & RR $732,950 Middle Farrel- McWhirter Park 79 Stormwater Mackey Creek Main Stem Farrell East Channel Rehab Add LWD - trees could be thinned from nearby forest. Replant tree/shrub in selected locations. Fence selected locations. $502,700 $5,000 Middle Grass Lawn 108 Parks Turf Replacement Grass Lawn Park field #2 infield $10,500 Middle Grass Lawn 201 Parks Turf Replacement Grass Lawn Park field #2 outfield $262,500 Middle Grass Lawn 210 Parks Rose Hill Jr High Fields Partner with LWSD to upgrade fields $2,038,000 Middle Grass Lawn 335 Parks Develop Rush Elementary as NP Partner with LWSD to upgrade fields $1,175,000 Middle Grass Lawn 337 Parks Grass Lawn NP #1 - Codevelop Snyder's Corner Partner with City of Kirkland $2,390,000 Middle Idylwood 206 Parks Idylwood Park Phase II Phase II of Master Plsn $1,000,000 Middle Idylwood 218 Parks NE 31st Connector Trail $11,000 Middle Idylwood 224 Parks Ardmore Village Stormwater Trail $33,000 Middle Idylwood 225 Parks Viewpoint to park on west side $91,000 Appendix B Note: Table data sorted by time period, location B-9 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Idylwood 226 Parks Audobon Elementary Connector $19,000 Middle Idylwood 334 Parks Completion of Idylwood Park Opportunity Plan Complete master plan for park $1,653,000 Middle Idylwood 183 Stormwater Tosh Creek MS channel rehab WLSP to weir LWD supplementation and bioengineering to control headcutting, store sediment and increase in-stream diversity in lower middle reach. $957,000 $55,000 Middle North Redmond 93 Stormwater Monticello Upper Main Stem Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Middle North Redmond 175 Stormwater High School MS channel rehab Greystone to Fowler Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. $486,200 $30,000 Middle North Redmond 176 Stormwater High School MS channel rehab Fowler to 116th Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. $600,600 $35,000 Middle North Redmond 177 Stormwater High School Creek WF lower reach LWD supplementation Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. $357,500 $20,000 Middle North Redmond 144 Transportation 172nd Ave NE Construct new 172nd Ave NE from NE 122nd St to NE 124th St. $3,000,000 Middle Outside of city limits 212 Parks Conrad Olson Farm Development (with NR) Develop park $2,157,000 Middle Outside of city limits 361 Parks Evans Creek Trail (Conrad Olsen & Novelty Hill Segments) $247,000 Middle Redmond Watershed 180 Stormwater Seidel Creek EF flume removal Remove the concrete weir and sluice box. Rebuild that section of channel for stability, fish passage and habitat complexity using LWD and bioengineering. $258,500 $15,000 Middle Redmond Watershed 181 Stormwater Seidel Creek upper EF gas pipeline channel stabilization Stabilize the channel over the LNG pipeline. Stabilize the surface rilling from the pipeline drainage system. Remove or demolish the old concrete dam upstream. $440,000 $30,000 Middle Sammamish Valley 163 Stormwater Valley Estates Open Space Negotiate and secure easements (or ownership) to the property for reconstructing an oxbow or backwater channel to the Sammamish River. $385,000 $0 Middle Sammamish Valley 164 Stormwater Sammamish River Habitat Improvements Valley Estates to NE 116th Regrade and revegetate both banks and reconstruct the channel section along this reach of the Sammamish River, including 1800 lineal feet of new channel meander, and 3400 lineal feet of existing channel restoration. $7,238,000 $150,000 Middle SE Redmond 227 Parks ELS Trail and Connector to 187th $189,000 Middle SE Redmond 229 Parks Arthur Johnson Park Trails $202,000 Middle SE Redmond 232 Parks Lakeside Trail $131,000 Middle SE Redmond 62 Stormwater SE Redmond Regional - NE 84th Conveyance Construct new stormwater collection and conveyance system and connect to proposed regional stormwater ponds. $4,000,000 Middle SE Redmond 63 Stormwater SE Redmond Regional - Pond B Phase II Stormwater Treatment Wetland Construct stormwater treatment wetland and detention pond to accommodate development and existing infrastructure in the SE Redmond area south of Evans Creek. $3,000,000 Middle SE Redmond 172 Stormwater Marymoor Groundwater Protection Provide new flow control, water quality and conveyance for this area due to high goundwater, failing infilltration systems, and UIC regulations. $825,000 $0 Middle SE Redmond 145 Transportation Redmond Way Bridge @ Bear Creek Widen Redmond Way Bridge at Bear Creek. $15,000,000 Middle SE Redmond 147 Transportation East lake Sammamish Parkway 187th Ave NE Install new traffic signal. Improvements include southbound left turn lane and reconstruct grade separated trail crossing. $2,100,000 Middle SE Redmond 149 Transportation Redmond Way @ NE 76th Street Add dual lefts on eastbound Redmond Way. $481,000 Middle SE Redmond 151 Transportation NE 73rd St Extension Construct new 73rd St from 185th Ave NE to 192nd Ave NE. $12,250,000 Appendix B Note: Table data sorted by time period, location B-10 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Middle Willows / Rose Hill 220 Parks Puget Sound Energy Trail West & Willows Fjord Trails $660,000 Middle Willows / Rose Hill 170 Stormwater Walden Ridge fish farm restoration Remove old plumbing. Stabilize steep slopes and erosion scarps. Retain pond habitat and restore connecting channels. Replant with native vegetation. $412,500 $25,000 Middle Willows / Rose Hill 186 Stormwater Willows Creek WF136th trib LWD supplementation Plant conifers in openings created by alder removal. Install LWD from onsite trees and bioengineering for long-term channel stability. Hand work required. $360,800 $15,000 Middle Willows / Rose Hill 200 Stormwater Willows 136th Trib Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Long Downtown 245 Police/Fire/Gen eral Govt Fire Station 11 Relocate Fire Station 11 Long Downtown 169 Stormwater WLSP @ 520 WSDOT Pond Retrofit Convert existing pond into stormwater treatment wetland. Increase pond outfall so it can convey 50-year discharge from the watershed. Determine maintenance agreement between WSDOT and Redmond. $1,100,000 $0 Long Downtown 265 Stormwater Bear Creek Restoration Reach 3 (aka Safeway) Add Large Woody Debris to reach. Remove invasive plants and replant with native species $1,298,149 $85 Long Downtown 271 Stormwater HEP III Stormwater Treatment Wetland Regrade and expand the facility as to maximize available property. Plant wetland plants around the shallow pool to enhance stormwater treatment. $769,102 $13,184 Long Downtown 286 Stormwater Sammamish River enhancements Leary Way to Redmond Way Remove invasive plants. Prepare site and plant native trees and shrubs to enhance approximately 2 acres of buffer. $492,800 $30,000 Long Downtown 288 Stormwater Bear Creek Parkway Swale Improvements Reconfigure the ditches and swales into a bioretention facility with 18-24 inches of treatment soil. $368,500 $0 Long Downtown 290 Stormwater 80th Street Drainage Improvements Replace 1350 feet of existing pipe along 80th street, starting at 166th avenue and ending 250 feet before 170th place. $330,000 $0 Long Downtown 291 Stormwater 164th Avenue Pipe replacement Re-route conveyance along 164th avenue to flow to the Trunk (at 76th Street). $137,500 $0 Long Downtown 317 Stormwater Gun Club Creek Upper LWD Supplementation Install LWD in channel. $309,100 $20,000 Long Overlake 378 Parks Satellite Community Center Acquire and develop approximately 20,000 square feet facility, large enough for a gymnasium, fitness rooms, community meeting rooms, a general social living room area and other amenities. $12,690,000 Long Overlake 340 Parks Overlake Stormwater Park #2 $2,500,000 Long Overlake 345 Parks Overlake NP 3 - 154th St NE $5,000,000 Long Overlake 346 Parks Overlake NP 4 - NE 46th Street $5,000,000 Long Overlake 247 Police/Fire/Gen eral Govt Overlake Police Sub-station Potentially add Overlake Police Substation Long Overlake 244 Police/Fire/Gen eral Govt Fire Station 12 Potentially relocate Fire Station 12 (move out of City of Bellevue) Unknown Unknown Long Overlake 173 Stormwater Clise Creek MS upper reach LWD supplementation Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. $478,500 $30,000 Long Overlake 198 Stormwater Clise Creek Bridle Crest Park buffer enhancement Ivy control and native planting in the stream buffer both in Bridle Crest Park and on adjacent tracts. This would build on efforts by NR, Parks and Green Redmond at this site, focussing on locations that are not suitable for volunteers. This is envisioned as an ongoing project as partnership opportunities arise. $176,000 $20,000 Long Overlake 258 Stormwater Tamarack/Marymoor Hills Detention Construct flow control for the contributing basin. $379,775 $0 Long Overlake 280 Stormwater Bel-Red Road Stream Repair Rebuild the stream channel at it's original grade. Reinforce the road shoulder as needed to prevent erosion of the road prism. $819,500 $25,000 Appendix B Note: Table data sorted by time period, location B-11 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Long Overlake 292 Stormwater Clise Creek MS WLSP culvert replacement Relocate the main stem out of the roadside ditch and cross under WLSP to the south. $676,500 $45,000 Long Overlake 294 Stormwater Country Creek MS channel rehab from Bell-Red road to tract Large wood supplementation and bioengineering or channel rebuild to stabilize the channel, store sediment and increase in-stream habitat diversity. $876,700 $67,000 Long Overlake 295 Stormwater Country Creek upper reach LWD supplementation Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. Invasive weed control and buffer enhancement planting. $214,500 $25,000 Long Overlake 309 Stormwater Tosh Creek MS channel rehab 159th trib to WF trib LWD supplementation and bioengineering to control headcutting, store sediment and increase in-stream diversity. Replant with native tree/shrub mix. $453,200 $27,000 Long Overlake 310 Stormwater Tosh Creek MS channel rehab LWD supplementation and bioengineering to control headcutting, store sediment and increase in-stream diversity. Replant with native tree/shrub mix. $398,200 $17,000 Long Overlake 322 Stormwater Overlake Regional Stormwater Facility #3 - Park Block Construction of a large infiltration facility. $20,000,000 $50,000 Yes Yes Yes Yes Long Bear Creek 89 Stormwater Perrigo Creek Stream Daylighting Daylight the stream from the storm pipe and create a new channel in the Bear Creek flood plain. The proposal involves easement acquisition and approximately 2000 lf of stream channel. Yes Bear Creek Trails / Perrigo Daylighting $2,585,000 Yes Long Bear Creek 274 Stormwater Avondale Stormwater Treatment Wetland Construct stormwater treatment wetland. Yes Bear Creek Trails / Perrigo Daylighting $2,082,533 $0 Yes Long Grass Lawn 343 Parks Grass Lawn NP #2 Acquire and construct a new neighborhood park in GL Yes Redmond Elem Ponds/Convey ance $10,000,000 Long North Redmond 368 Parks 116th Street - West of Einstein Yes 116th St Roundabout $22,000 Yes Long North Redmond 369 Parks 116th Street - West of Anderson Yes 116th St Roundabout $8,000 Yes Long North Redmond 370 Parks 116th Street - Red-Wood Road to 154th Pl. Yes 116th St Trails $57,000 Yes Long North Redmond 371 Parks 116th Street - East of Juel to North of Einstein Yes 116th St Trails $221,000 Yes Long Sammamish Valley 347 Parks Sammamish Valley Park Phase II (28 acres) Phase II of Community Park Yes Sammamish Valley Tributaries $8,000,000 Long Sammamish Valley 372 Parks 116th St Trail - York Bridge to Samm. Valley Park Yes 116th St Trails $193,000 Yes Long Sammamish Valley 160 Stormwater NE 116th Street Stream Connection to the Sammamish River Relocate the stream away from the NE 116th and restore stream flow to an old oxbow river channel, planting buffers and reestablishing a connection to the River. Replace existing culvert that is a fish barrier. Yes Sammamish Valley Tributaries $1,364,000 Yes Long Willows / Rose Hill 179 Stormwater Peters Creek WB Scott pond trib to Redmond Way channel rehab Add wood to the channel to increase habitat value and hold gravel. Remove invasive vegetation and plant the riparian area. Yes Scott's Pond $330,000 $15,000 Yes Long Bear Creek 367 Parks Avondale Road Trails $160,000 Long Bear Creek 256 Stormwater Bear Creek Habitat Enhancements - Keller Farm Restore riparian buffer. Reconstruct channel. $3,602,500 $150,000 Long Bear Creek 262 Stormwater Friendly Village buffer enhancement Investigate comprehensive solutions including relocating most flood prone structures and removing bridges. $10,103,500 $100,000 Long Bear Creek 275 Stormwater Wetland Bank Flood Plain Storage Improve flood storage in Bear Creek. $4,165,066 $0 Long Bear Creek 302 Stormwater Perrigo Creek Ashford Park 1 channel rehab Rehab the channel. Replant the buffers and install protective fencing. Replace utility crossing culvert with a fish passable structure. $990,000 $65,000 Appendix B Note: Table data sorted by time period, location B-12 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Long Bear Creek 303 Stormwater Perrigo Creek Willow Grove channel rehab Rehab the channel, removing rip-rap and installing LWD and streambed gravel. Replant the buffers and install protective fencing. Look for opportunities for wider buffers. Replace two driveway crossing culverts with fish passable structures. $715,000 $35,000 Long Citywide Planning Housing Trust Fund Funds construction of affordable housing through ARCH Yes $150,000 to $200,000 per year requested None Long Citywide Planning Community Treasures Fund Provides funds for improvements to historic structures Yes $50,000 per year requested Needs include maintenance of City-owned structures. Need to estimate $ Long Citywide Planning Neighborhood Matching Fund Provides grant funds for neighborhood projects on a match basis Yes $25,000 per year requested Minimal to none Long Citywide Planning Neighborhood Spotlight Fund Provides funds for small scale improvements in neighborhoods Yes $50,000 per year requested Could involve some impacts to operating budget though would likely be minimal Long Citywide Police/Fire/Gen eral Govt Building preservation program Increase to address needed renovations Yes $75,000/yr Long Citywide 324 Stormwater Sammamish ReLeaf Program Planting buffers and removal of invasive vegetation Yes $150,000 $5,000 Long Citywide 325 Stormwater Stormwater Small Capital Program Small stormwater and stream/habitat capital projects less than $100K Yes $3,000,000 n/a Long Citywide 326 Stormwater Stormwater Transportation Coordination Program Construction of infrastructure replacement, fixes in coordination with Transportation programs. Yes $1,500,000 n/a Long Citywide 327 Stormwater Underdrain Program Installation of underdrains in areas of the city with groundwater issues creating infrastructure damage or safety issues. Yes $300,000 n/a Long Citywide 328 Stormwater Stormwater Infrastructure Replacement Program Infrastructure repair and replacement based on asset management Yes $3,750,000 n/a Long Citywide Transportation Pavement Management Program Preserves and maintains the City's pavement infrastructure Yes $1,200,000 per year Long Citywide Transportation Sidewalk Improvement Program Plans and constructs the sidewalk system Yes $1,400,000 per year Long Citywide Transportation Bicycle Facilities Improvement Program Improves and completes the City's bicycle connections Yes $450,000 per year Long Citywide Transportation Bridge Repair Program Annual inspection and minor maintenance of City's bridges Yes $75,000 per year Long Citywide Transportation Channelization Improvements Program Installation and maintenance of pavement markings Yes $75,000 per year Long Citywide Transportation CIP Program Management Provides for managing preliminary designs and transportation studies Yes Varies Long Citywide Transportation Transportation Demand Management Program and Capital Improvements Generates improvements to encourage more efficient use of transportation facilities Yes $85,000 per year Long Citywide Transportation Engineering Contingency Program Provides flexible funding for short-term unforeseen projects and needs for engineered solutions Yes $100,000 per year Long Citywide Transportation Neighborhood Traffic Calming Program Improves safety in residential areas through education, enforcement and engineering Yes $150,000 per year Long Citywide Transportation Targeted Safety Improvement Program Provides for design and construction of the highest priority safety projects Yes $450,000 per year Long Citywide Transportation Street Lighting Program Improves street lighting throughout the City Yes $50,000 per year Long Citywide Transportation Transportation Concurrency Management Ensures that data and analysis tools are up-to-date for measuring private development impacts Yes $100,000 per year Long Citywide Transportation Undergrounding Program Implements the required utility undergrounding for improved reliability and aesthetics Yes $50,000 per year Long Citywide Transportation Redmond Trip Reduction Incentive Program Provides commuter program & employer grant funding for non-drive alone alternatives, to make more efficient use of existing infrastructure Yes $1,268,000 Appendix B Note: Table data sorted by time period, location B-13 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Long Citywide Transportation Downtown Parking Management Downtown on-street parking management program Yes $710,000 Long Education Hill 365 Parks Valley View Trail $111,000 Long Education Hill 373 Parks Avondale to Farrel-McWhirter $287,000 Long Education Hill 374 Parks Ed Hill Townhomes Trail $62,000 Long Education Hill 375 Parks Faith Lutheran to Red-Wood Road Connection $25,000 Long Education Hill 185 Stormwater Tyler's Creek East Valley Heights channel rehab Major weed control and tree/shrub planting is needed in the wetland. Add LWD to form a single strand channel, increase complexity, enhance fish passage, and remove trash. $836,000 $40,000 Long Education Hill 248 Stormwater Education Hill Bypass Construct a high-flow bypass to intercept water from 171st Avenue NE and divert it to the stormwater system at NE 82nd Street. $198,000 $0 Long Education Hill 254 Stormwater Upper 9200 RedWood Bank Stabilization Further investigation is needed to determine the slope stability issues and potential solutions. $511,500 $30,000 Long Education Hill 272 Stormwater 610 Stormwater Treatment Wetland Construct stormwater treatment wetland. $9,460,000 $0 Long Education Hill 273 Stormwater 580 Stream Bypass Construct bypass structure and pipe to divert high flows around the stream. $2,310,000 $0 Long Education Hill 311 Stormwater Tyler's Creek Essex Park NGPE LWD supplementation Decommission the well upstream of Avondale. Install LWD to enhance in-stream habitat, increase complexity and stabilize the channel. $159,500 $10,000 Long Education Hill 312 Stormwater Tyler's Creek NGPE LWD supplementation Add LWD, boulders and stream sediment to the stream channel in the Tyler's Creek NGPE. $352,000 $20,000 Long Grass Lawn 199 Stormwater Peter's Creek WF Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Long Grass Lawn 261 Stormwater 60-01 Ponds Water Quality Determine WQ discharges from the 60-01 ponds. Construct new connection to city system and require upgrades to private system prior to discharge. $220,000 $0 Long Grass Lawn 270 Stormwater Grasslawn Media Filter Vault Construct media filter vault in the parking lot of the park. $6,600,000 $0 Long Grass Lawn 277 Stormwater Rose Hill Area Detention Pond- Phase 2 Study the watershed and identify the most likely properties for stormwater detention / water quality facilities. $2,640,000 $0 Long Grass Lawn 278 Stormwater NE 70th Street Conveyance Improvements Install pipe and catch basins to connect the systems to the existing conveyance system in Redmond Way. $150,700 $0 Long Grass Lawn 308 Stormwater Peters Creek WB upper Greenbrier channel rehab Rehab the channel through upper Greenbrier. Expand and/or enhance the vegetated buffers. Remove culvert under NE 76th. $352,000 $25,000 Long Idylwood 351 Parks Develop Audubon Elementary as Park Partner with LWSD to upgrade fields $2,000,000 Long Idylwood 95 Stormwater NE 51st Bioretention Swale Construct bioretention swale to meet current standards for the entire watershed. Maximize infiltration to provide flow control for planned road improvements $373,000 Yes Yes Yes Yes Long Idylwood 182 Stormwater Tosh Creek NF lower channel rehab Modify the existing weirs and add LWD for fish passage and increase channel complexity. $244,750 $20,000 Long Idylwood 250 Stormwater Lower Country Creek Improvements Improve habitat, restore floodplain and wetland functions. Remove fish barrier. $1,221,000 $70,000 Long Idylwood 257 Stormwater 4800 West Lake Sammamish Parkway Channel Creation Remove stream flow from existing pipes and recreate 1,000 feet of stream channel with planted buffers. $858,000 $50,000 Yes Yes Yes Yes Long Idylwood 263 Stormwater Charleston Place Buffer Enhancement Rebuild the stream channel, install LWD, boulders and streambed sediment. Remove the barrier culvert. Revegetate and fence buffer. $959,750 $25,000 Long Idylwood 264 Stormwater 17750 NE 21st erosion Repair stream erosion $346,500 $10,000 Long Idylwood 266 Stormwater 410 Stormwater Treatment Wetland Construct stormwater treatment wetland. $231,000 $0 Long Idylwood 267 Stormwater Braeburn Media Filter Vault Construct a media filter vault in City right-of-way. $4,008,928 $0 Appendix B Note: Table data sorted by time period, location B-14 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Long Idylwood 268 Stormwater Idylwood Stormwater Treatment Wetland Construct stormwater treatment wetland. $620,634 $0 Long Idylwood 269 Stormwater Country Creek Stormwater Treatment Wetland Construct stormwater treatment wetland. Abandon existing failing pipe system. Construct habitat improvements. Divert high flows to infiltration gallery to protect stream. $5,060,000 $0 Long Idylwood 279 Stormwater Viewpoint Open Space revegetation Remove the invasive vegetation and replant to stabilize the slope and stream channels, shade the small streams and restore large areas of upland habitat. $451,050 $35 Long Idylwood 281 Stormwater Viewpoint Open Space Tightline Reconstruct existing system to reduce/eliminate flooding and erosion. $159,500 $0 Long Idylwood 299 Stormwater Idlywood Creek NE 36th Street culvert replacement Replace the culvert with a fish passable structure and restore the buffer at the first property upstream. $313,500 $20,000 Long North Redmond 366 Parks 124th Street Trail $1,014,000 Long North Redmond 194 Stormwater Monticello SF Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Long North Redmond 297 Stormwater High School Creek 113th culvert replacement Replace the culvert under NE 113th with a fish passable structure. $151,250 $12,500 Long North Redmond 298 Stormwater High School Creek WF middle reach LWD supplementation Large wood supplementation and bioengineering to stabilize the channel, store sediment and increase in- stream habitat diversity. $308,000 $20,000 Long North Redmond; Education Hill 195 Stormwater High School WF Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $5,000 Long Outside of city limits 344 Parks Juel Park Design and Construction per Master Plan $7,000,000 Long Outside of city limits 350 Parks Martin Park Development New Park $2,000,000 Long Outside of city limits 363 Parks Novelity Hill Road Trail $135,000 Long Outside of city limits 253 Stormwater Bear Creek Bank Erosion Repair Stabilize bank using bioengineering while providing habitat for riparian organisms. $330,000 $15,000 Long Outside of city limits 285 Stormwater Juel park rubble removal and bank restoration Remove the rubble for disposal. Install large wood and use bioengineering techniques to stabilize the banks and provide habitat complexity. Restore the buffer with native plants. $330,000 $20,000 Long Outside of city limits 289 Stormwater Bear Creek at NE 116th Street buffer rehabilitation Purchase and restore property along Bear Creek as opportunities become available. Potential locations for water quality facilities. $687,500 $30,000 Long Outside of city limits 301 Stormwater Monticello MS Avondale to 184th NE channel rehab Place LWD, boulders and streambed sediment in the channel to stabilize the channel, enhance fish passage and create complex in-stream habitat. $377,300 $20,000 Long Redmond Watershed 300 Stormwater Mackey Creek/Watershed Fish Passage Enhancement Replace the culvert with a fish and mammal passable structure. Rebuild the channel to allow for access to the culvert and allow for the upstream pond to remain. $363,550 $25,000 Long Sammamish Valley 376 Parks Stairs from 60 acres to Red- Wood Road $230,000 Long Sammamish Valley 260 Stormwater Willows Business Park 152nd Determine feasibility of providing additional detention or conveyance from this area. $132,000 $0 Long Sammamish Valley 315 Stormwater Gun Club Creek reconnection to Willows Creek Provide connection to Willows Creek or the Sammamish River. $3,795,000 $75,000 Long SE Redmond 348 Parks Arthur Johnson Park Development Develop new park $3,000,000 Long SE Redmond 349 Parks Sport Field Development at Marymoor Partner with King County $3,000,000 Long SE Redmond 276 Stormwater 490020 Stormwater Treatment Wetland Convert the existing bioswale ditch into a stormwater treatment wetland with some detention or flood storage for Bear Creek. $620,634 $0 Long SE Redmond 287 Stormwater Oakridge Watershed Treatment Classify the drainage ditch as direct discharge to the river. Pump stormwater up to ELSP, then gravity back into the Lake within Redmond jurisdiction. Construct vault type water quality treatment system. $891,000 $0 Appendix B Note: Table data sorted by time period, location B-15 ---PAGE BREAK--- Time Period Location MAP ID Functional area Name Description Partner Package Name Driver Program Maintenance Cost Impact to Operating Budget Further Study/Planning Pursue Partnership Policy Decision Acquire Property Acquire Funding Other Type Strategic Actions Needed Long SE Redmond 320 Stormwater SE Redmond Regional - Pond B, Phase III Final expansion of the stormwater treatment wetland $12,800,000 $50,000 Long Willows / Rose Hill 364 Parks PSE to 132nd Connector Trail $503,000 Long Willows / Rose Hill 158 Stormwater Peter’s Creek, West Branch, (KCM Projects WB2-B, C, D) Reconstruct channel to improve complexity. Revegetate slope. Reroute drainage from upper slopes. $574,750 Long Willows / Rose Hill 159 Stormwater Peter’s Creek, West Branch, (KCM Project WB2A) Repair and extend culvert to channel bottom, provide energy dissipater with toe protection. Install in-stream structures to improve fish habitat. Enhance buffer and stabilize banks. $772,750 Long Willows / Rose Hill 187 Stormwater Gun Club Creek pipeline crossing channel rehab Stabilize channel at PSE / pipeline crossing using LWD, bioengineering, boulders and streambed sediment. $325,050 $18,000 Long Willows / Rose Hill 251 Stormwater Peters Creek @ Redmond Way Culvert Retrofit Retrofit the culvert with gravel and baffles, and improve the inlet and outlet of the culvert by installing steps and pools, and in-stream structures. $159,500 $10,000 Long Willows / Rose Hill 252 Stormwater Willows Creek Pipeline Culvert Improvements Replace the culvert with a fish passable culvert and fishway. $638,000 $25,000 Long Willows / Rose Hill 255 Stormwater 132nd Ravine Repair Add logs to provide grade control and increase channel roughness. Armor banks to reduce scour and provide roughness. $1,441,000 $85,000 Long Willows / Rose Hill 304 Stormwater Peters Creek MS Shadowbrook channel rehab Add wood to the channel to increase habitat value, hold gravel, and backwater the driveway culvert. Remove invasive vegetation and plant the riparian area with native plants. $319,000 $15,000 Long Willows / Rose Hill 305 Stormwater Peters Creek MS Shadowbrook channel rehab - pond to Red Wy Add wood to the channel to increase habitat value and hold gravel. Remove invasive vegetation and plant the riparian area with native plants. $319,000 $20,000 Long Willows / Rose Hill 306 Stormwater Peters Creek WB Shadowbrook channel rehab Add wood to the channel to increase habitat value, hold gravel, and backwater the driveway culvert. $194,700 $12,000 Long Willows / Rose Hill 307 Stormwater Peters Creek WB Greenbrier channel rehab Add wood to the channel to increase habitat value and hold gravel. Remove invasive vegetation and plant the riparian area with native plants including conifer supplementation. $497,200 $20,000 Long Willows / Rose Hill 313 Stormwater Willows Creek lower channel realignment Move the lower channel from the business park or secure and restore buffers and a natural channel configuration with redevelopment. $3,030,500 $70,000 Long Willows / Rose Hill 314 Stormwater Willows Creek at Willows Commerce Park 1 channel rehab Remove riprap from channel and replace with LWD, bioengineering and streambed sediment. Replace fish barrier culverts. $546,700 $27,000 Long Willows / Rose Hill 316 Stormwater Gun Club Creek channel rehab at gun club Develop more complex in-stream habitat, stabilize the channel and store sediment. $522,500 $30,000 Long Willows / Rose Hill 318 Stormwater Willows "The Point" Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $50,000 Long Willows / Rose Hill 319 Stormwater Willows Walden Ridge Flow Control, LID & WQ Treatment Install flow control and water quality controls in the contributing drainage area. $2,000,000 $50,000 Long TBD 352 Parks Develop LWSD Site as Park future development plan with LWSD $35,000,000 Appendix B Note: Table data sorted by time period, location B-16