Chapter 9 - Capital Facilities - FINAL 20141218Chapter 9. Capital Facilities
9.1 Introduction
This periodic update to the Capital Facilities Element of the 2024 Comprehensive Plan provides information
about the City's existing facilities and plans for future facilities needed to service the growing population. The
Capital Facilities Element helps guide the City in providing appropriate facilities and desirable levels of service
to its residents and businesses. The Capital Facilities Element reviews the general requirements and available
funding, connects capital facilities planning to other functional plans, and reviews goals and policies that guide
planning. It also provides an overview of the current capital facility portfolio and identifies future needs and
investments for the next six years.
The City of Port Orchard owns and manages a
Capital Facilities Vision variety of capital facilities, which include roads,
Provide outstanding capital facilities to parks, utility systems, police facilities, and
serve a growing and changing city. administrative buildings. In addition to the facilities
owned and managed by the City, there are publicly
owned capital facilities managed by other entities. These include, but are not limited to, schools, library, sewage
treatment, and public transit. Privately owned utilities (electrical, natural gas, and telecommunications)
conduct their own planning processes and maintain their own system plans. The City influences private system
planning through its authority to regulate land uses and its obligation to develop and maintain a Comprehensive
Plan.
The state requires the City to demonstrate comprehensive and coordinated planning for all capital facilities
serving the City's residents, businesses, and community. The Public Facilities and Services Goal of the Growth
Management Act (GMA) requires that the public facilities and services necessary to support development shall
be adequate at the time of occupancy and use, without decreasing service levels below locally established
minimum standards. Kitsap County's Countywide Planning Policies also require the City to have a plan that
ensures adequate facilities and services are or will be available to serve the City's employment and population
growth allocations. If limited funding or other circumstances would prevent the city from providing adequate
facilities and services, the GMA requires the city to re-evaluate the Land Use Element and make sure that plans
for capital facilities and land use are consistent.
Ensuring that public facilities are available when growth occurs is critical to the quality of life for Port Orchard's
residents, businesses, and visitors. The implementation of the Capital Facilities Element and related plans will
help realize the community's vision for community facilities, as well as the vision and goals of the Land Use
Element. This Element also functions in coordination with the Comprehensive Plan's Utilities, Parks, and
Transportation Elements and functional system plans for water, wastewater, and stormwater. These are
discussed in more detail in Section 9-3.
Capital facilities and functional plans guide planning and budgetary decisions. A list of capital facility
improvements planned in the next six years are described in Section 9-3. The functional plans provide a
complete facility inventory, as well as needs, projected costs, and funding sources.
Port Orchard Comprehensive Plan I December 2024
9.2 Financial Overview
The City strategically manages community resources and carefully balances investments in new facilities
and infrastructure with costs to maintain and operate existing facilities. Identifying costs and funding for
capital projects planned in the next six years supports the development of the City's annual budget and
provides a path toward implementing facility projects.
The Capital Facilities Element uses many revenue sources to fund the capital improvement projects,
including sales tax, business and occupation tax, utility rates, state revenues, bonds, and grants. Impact
fees and other specific revenues allowed under the Growth Management Act also offer potential funding
sources.
A partial list of capital facilities funding sources and financing tools is included below:
Tax Revenue
• Property Tax
• Retail Sales and Use Tax
• Business License Fees
• Real Estate Excise Taxes
• Utility Tax (Electric, Water, Sewer, Refuse, Stormwater, Natural Gas, Telephone)
• Other tax revenue may include lodging excise taxes, admission tax, liquor tax, transportation
benefit district (TBD), and motor vehicle fuel taxes.
Impact Fees
• Transportation Impact Fees
• Park Impact Fees
• School Impact Fees (Transferred to South Kitsap School District pursuant to Interlocal Agreement)
Enterprise Activities
• System Development Fees (Capital Facility Charges, General Facility Fees, etc.)
• Water User Fees/Rates
• Sewer User Fees/Rates
• Stormwater Utility Fees/Rates
Bonds
• General Obligation Bonds
• Revenue Bonds
• Levy Lid Lift
Federal Funding Programs
• Surface Transportation Program (STP)
• Transportation Alternatives Program (TAP)
• Highway Bridge Program (HBP)
• Highway Safety Improvement Program (HSIP)
• Safe Route to School Program (SRTS)
iPort Orchard Comprehensive Plan I December 2024
• Transportation, Community, and System Preservation (TCSP) Program
• Recreational Trails Program
• Community Development Block Grants
• Energy Retrofits for Public Buildings — Department of Commerce
• Public Works Board funding — Department of Commerce
• Climate Pollution Reduction Grants
Washington State Funding Programs
• Washington State Transportation Improvement Board
• The Pedestrian Bicycle Safety Program
• Public Works Board funding — Department of Commerce
9.3 Planning Connections
Capital improvement recommendations are drawn primarily from City leadership and the functional plans
specific to each City department or facility type. Water, sewer, and stormwater have specific requirements
according to state and federal law and planning for parks and recreation facilities is included in a parks
focused functional plan. Each plan contains a system inventory and a forecast of demand and capacity
based on population and regulatory mandates. The functional plans identify capital investments that
replace or maintain existing facilities for continued service required to meet future demand for at least a
20-year period. The plans also define the customer service level for each facility and provide system -
specific operating policies.
Planning for capital facilities also coordinates with other agency efforts. For example, Port Orchard's capital
facilities plan considers Kitsap County's plans to redevelop the governmental campus, invest in
transportation infrastructure, etc.
Port Orchard Comprehensive Plan I December 2024
9.4 Functional Plans
The Capital Facilities Element highlights recommendations from the City's functional plans in the table
below. These plans are adopted into the Capital Facilities Element by reference.
Table 9-1. Functional Plan Update Schedule
FUNCTIONAL PLAN
UPDATE FREQUENCY
Water System Plan (2021)
10-year cycle, as needed
Provides a basis for six -year capital improvement planning and forecasts 20-year needs
General Sewer System Plan (2016)
6-10-year cycle, as needed
Addresses aging infrastructure and system expansion to accommodate development;
updates policies and practices, data, finances, and growth forecasts; Recommends
improvements for the City's wastewater system
Stormwater and Watersheds Comprehensive Plan (2023)
6-10-year cycle, as needed
Establishes the city's storm and surface water policy
Parks, Recreation & Open Space (PROS) Plan (2022)
6-10-year cycle, as needed
Recommends 20-year capital project projects to guide growth and development of Port
Orchard's parks and open space system.
Transportation Improvement Program (2025)
every 1-2 years, as needed
Identifies improvements to the City's transportation network planned for the next six years
as well as within a twenty-year horizon
9.5 Future Needs
While there are unique challenges in each functional area, aging infrastructure, compliance with new laws
and regulations, and increased demand for services impact all Port Orchard's capital facilities plans.
Aging Infrastructure. Some of Port Orchard's capital facilities are aging or inadequate for current service
needs and will require repairs and replacement over the next 20 years. The costs of replacing utility
infrastructure, roads, and municipal buildings can be substantial and take years to plan and implement.
To get an accurate picture of capital facility needs, Port Orchard will conduct a comprehensive facility
condition assessment (FCA). The FCA will highlight current deficiencies at the systems and facility level and
projected repairs needed over the long term. It could include recommendations to prioritize preventative
maintenance and develop a feasible schedule to address capital facility needs. The FCA is a critical first step
to improve the way Port Orchard manages, maintains, and funds its capital facilities to be more resilient
and cost-effective.
New Laws and Regulations. Changing state and federal mandates governing capital facilities systems
require the City to monitor and review its systems to ensure compliance. For example, requirements for
implementing projects, programs, and maintenance continue to evolve and are more stringent than in
2007 when the City received its first National Pollutant Discharge Elimination System Municipal
Stormwater Permit (NPDES), a Federal Clean Water Act mandate that affects programs citywide. The City
operates in accordance with the 2024-2029 General Permit (Ecology 2024). The 2024 General permit
Port Orchard Comprehensive Plan I December 2024
includes numerous requirements including but not limited to the adoption of the 2024 Stormwater Manual
for Western Washington; updates to the City's development regulation, operations, mapping, and public
outreach; and a source control, inspection, and reporting program. The City intends to comply with all
2024 General Permit conditions in accordance with the timelines specified therein.
Increased Demand. Capital facility investments will also be needed to ensure the City continues to deliver
the high -quality municipal services customers expect and keep pace as the community grows and changes.
Increased demand for services will also require investing in capital facilities across all functional areas.
To plan to meet future service demands, the City should conduct a citywide facilities study. Building on
findings from the facility condition assessment, this plan will assess current and future space needs,
recommend investments to address critical near -term deficiencies, and develop an implementation
strategy to provide facilities needed to serve the Port Orchard community into the future. This plan will
consider facilities investments to better serve the community that could potentially include expanding the
downtown civic campus, investing in appropriately sized public works and police facilities, and increasing
investments in maintenance and operations of City parks and throughout the portfolio.
Partner Efforts. The Port Orchard community benefits from its proximity to centers for recreation, open
space, and sports fields outside City limits and/or owned and managed by other agencies or groups, such
as the South Kitsap School District and Kitsap County. Creating and strengthening regional partnerships
enable Port Orchard and its partners to provide greater facilities and opportunities than would be possible
alone. The City should coordinate with and support these non -city service providers, such as school
districts, libraries, and solid waste processors, as they plan for new or improved facilities, for example
Kitsap County's campus redevelopment. The City of Port Orchard is already working with Kitsap County
and other nearby jurisdictions to implement the 2001 Mosquito Fleet Trail Master Plan to expand a regional
water trail including shoreline access with launch points, rest areas, and parking facilities.
Port Orchard Comprehensive Plan I December 2024
9.6 Goals and Policies
The goals and policies for Port Orchard's capital facilities align with the Comprehensive Plan vision and
build on the goals and policies in each Element.
Goal I. Ensure that infrastructure, facilities, and services are adequate to
meet present and future needs.
Policy CF-1 Establish minimum levels of service (LOS) and regularly monitor and update standards for
staffing and public facilities to reflect community preferences for quality -of -service delivery
and align with functional plans. Correct LOS deficiencies through capital improvements.
Policy CF-2 Require that urban level facilities and services are provided prior to or concurrent with
development. These services include, but are not limited to, transportation
infrastructure, parks, potable water supply, sewage disposal, stormwater and surface water
management, and solid waste management.
Policy CF-3 Facilitate adequate planning for services and facilities by coordinating with utility providers
on annual updates of population, employment, and development projections. Encourage
providers to improve accessibility to public services by making information available,
convenient, and complete.
Policy CF-4 Address disparities in historically underserved populations by ensuring transportation,
utilities, telecommunications, and other infrastructure are equitably distributed and
maintained, and that siting or expansion of essential public facilities does not unduly affect
any one group of people or geographic area.
Policy CF-5 Maintain an inventory of existing capital facilities owned by public entities.
Policy CF-6 Acquire property sufficient to provide capital facilities at established levels of service,
according to the deficiencies and needs provided in the City's functional plans.
Policy CF-7 Ensure that new growth and development pay a fair, proportionate share of the cost for
facilities needed to serve such growth and development. Seek to reduce the per unit cost
of facilities and services by coordinating improvements such as utilities and roads and
encouraging urban intensity development within the City and Urban Growth Areas.
Goal 2. Leverage facilities investments to efficiently use public resources
and improve quality of life.
Policy CF-8 Direct growth within the community where adequate public facilities exist or can be
efficiently provided when feasible.
Policy CF-9 Encourage the joint use of utility corridors for open space and non -motorized pathways and
trails, provided that such joint use is consistent with limitations prescribed by applicable
law -and prudent utility practice. Coordinate and cooperate with other jurisdictions to
encourage cooperative planning of future facilities, reduce redundancy, and implement
multijurisdictional utility facility expansions and improvements.
Policy CF-10 Explore opportunities to acquire land to serve the public and municipal purposes.
Port Orchard Comprehensive Plan I December 2024
Policy CF-11 Consider developing multi -use facilities that can serve more than one public need. Explore
opportunities for public/private partnerships and funding sources that could provide a mix
of public facilities and other uses such as commercial and residential within the same
development, where appropriate.
Policy CF-12 Consider investing in sidewalks, trails, and other capital facilities that enhance walkability
in an effort to reduce health disparities and improve well-being and quality of life.
Policy CF-13 Design and locate capital facility improvements to reduce crime risks and optimize public
safety through increased visibility at joint use facilities (e.g., streets, public buildings, etc.).
Policy CF-14 Ensure that site selection, construction, operation, and maintenance of capital facilities is
environmentally sensitive, safe and reliable, aesthetically compatible with surrounding land
uses, economical to consumers, and does not adversely impact vulnerable populations.
Goal 3. Equitably engage with the community around capital facilities
planning.
Policy CF-15 Provide meaningful inclusive opportunities for community involvement in the planning of
capital facilities, prioritizing the inclusion of historically underrepresented populations.
Policy CF-16 Coordinate with local Tribes in planning capital facilities, especially in areas with cultural
significance.
Policy CF-17 Encourage public awareness and consult public input when considering the need for and
proposed locations of new public facilities.
Goal 4. Develop and maintain adequate and convenient parks, recreation,
and open space areas and facilities for all age groups to serve both
the existing and future population of Port Orchard and
surrounding areas.
Policy CF-18 Encourage private property owners and developers to donate public trail access and parcels
for park development in areas identified for future municipal parks and trail connections.
Policy CF-19 Increase the size and number of parks and open spaces by providing input on development
plans for public parks within Port Orchard's Urban Growth Boundary.
Policy CF-20 Reevaluate the City's park impact fee at least every four years to ensure that the fee is
appropriate based on the City's LOS for parks acquisition, improvement, and maintenance.
Policy CF-21 Collaborate with Kitsap County to explore forming a Municipal Parks District to help fund
and develop community and neighborhood scale parks throughout the city and Urban
Growth Area.
Port Orchard Comprehensive Plan I December 2024
Policy CF-22 Encourage implementation of the City's PROS Plan that outlines a citywide system of trails
that will serve park, recreation, and open space needs. Link a system of trails between
neighborhoods and parks, school sites, and other public property. Utilize public lands and
existing rights -of -way for trail purposes whenever feasible.
Policy CF-23 Place interpretive signs along trails to encourage community, historical, and environmental
awareness, and place distance markers along the trail for walkers and runners.
Policy CF-24 Create new parks in recently annexed areas and update existing parks within newly
annexed portions of the City.
Policy CF-25 In conjunction with partners, develop the Port Orchard Community Events Center as a
recreational and civic amenities hub for Port Orchard and the South Kitsap region.
Goal S. Ensure that an adequate water supply is available to support the
level of population growth and land development projected within
the City.
Policy CF-26 Maintain water system facilities and drinking water quality in accordance with State and
Federal standards to ensure the high quality of drinking water and level of service is
provided to all customers while maximizing the life of facilities to protect the investment of
ratepayers.
Policy CF-27 Provide adequate water for high quality domestic and fire protection service within the
retail service area.
Policy CF-28 Utilize City -owned and operated sources of supply to maximize efficiency and cost
effectiveness of the water system.
Policy CF-29 Construct new facilities as required to serve the existing and future populations of the
established water service area and South Kitsap Urban Growth Area.
Policy CF-30 Interconnect the City's main water system with the independent facilities serving the City's
580 and 660 Pressure Zones (McCormick Woods System). This will allow for combining the
two existing systems under one water system identification number.
Policy CF-31 Encourage, implement, and maintain land use and water use efficiency and conservation
programs to discourage water waste, promote the prudent use of water resources, and
support protection of habitat and the environment.
Policy CF-32 Work with neighboring water utilities, participate in regional water planning efforts to
establish common goals of uniform water system standards, and facilitate coordination of
efforts toward the adequate provision of water service throughout the region.
Policy CF-33 Revise water service boundaries in cases where the designated water service provider
cannot provide timely or reasonable service.
Policy CF-34 Ensure that land uses permitted in aquifer recharge areas do not lead to contamination of
water resources.
Port Orchard Comprehensive Plan I December 2024
Policy CF-35 Encourage new developments adjacent to properties with private wells or existing septic
systems to connect to the City's water system or, if not feasible, ensure that adverse
impacts to existing wells or septic systems from new development is avoided or mitigated.
Goal 6. Provide safe, reliable, and timely sewer service to consumers at a
fair and reasonable price.
Policy CF-36 Coordinate construction of sewage improvements with other utilities. The City shall require
all new development to connect to public sewer and water systems, unless physically or
financially infeasible.
Goal 7. Ensure that all utility and transportation infrastructure expansion
provides an adequate level of public service to support new
development and is consistent with current land use plans and
development regulations.
Policy CF-37 Utilize best construction methods and practices and innovative techniques in the design
and construction of utilities.
Policy CF-38 Evaluate, monitor, and reduce greenhouse gas emissions in the construction and operation
of capital facilities.
Policy CF-39 Whenever possible, utility construction should be scheduled to minimize disruption of
access to area residences and businesses.
Policy CF-40 Schedule utility construction activities to avoid sensitive times in the lifecycle of fish and
wildlife, such as spawning, nesting, and migration.
Goal 8. Minimize development related impacts to existing hydrologic
conditions and functions and strive to correct current deficiencies
resulting from past development practices such as stormwater-
related flooding.
Policy CF-41 Identify areas within and adjacent to the City and its UGA which are highly sensitive to
changes in hydrologic conditions and functions. Within these highly sensitive areas,
establish standards that provide for near zero change in hydraulic and hydrologic function
on a property, such as no net increase in the peak flow or volume of runoff or erosion
products leaving a site post- development.
Policy CF-42 Encourage Low Impact Development (LID) strategies for stormwater management through
incentives and flexibility in application of regulatory requirements.
Policy CF-43 Utilize new inventories of flood hazard -prone properties in the decision -making process to
prioritize stormwater system improvements.
Policy CF-44 Coordinate the basin planning process with the community planning process to address
surface water runoff and flooding issues.
Policy CF-45 Integrate public regional stormwater detention and retention facilities into the natural
environment.
Port Orchard Comprehensive Plan I December 2024
Policy CF-46 Recognize that regional facilities can provide aesthetics, recreation, and fish and wildlife
habitat in a community park -like or open space setting.
Goal 9. Support provision of adequate, timely, and efficient fire
protection and emergency medical service within the City.
Policy CF-47 Coordinate with South Kitsap Fire and Rescue on planning for the location of new fire
stations to ensure that they are dispersed throughout the City and located near areas of
high population concentration.
Policy CF-48 Encourage consolidation of duplicate services between fire districts and other entities to
use resources more effectively.
Goal 10. Coordinate land use and school district capital facilities planning.
Policy CF-49 Recognize that schools provide a unifying social and physical amenity that are a key focus
for successful neighborhoods. Encourage elementary schools to be located in or near
neighborhood centers and middle schools, junior high schools and senior high schools to be
located near community centers, including the McCormick Village Center.
Policy CF-50 Support the South Kitsap School District School Board in maintaining and funding individual
school levels of service as adopted and encourage proactive coordination around growth
trends to support the district's demand forecasting (e.g. sharing permitting application
data), in accordance with the City's intent to provide adequate school facilities for the
community.
Policy CF-51 Coordinate with the South Kitsap School District to develop strategies to ensure that
students are not forced to attend a school outside their neighborhood.
Policy CF-52 Review annual reports and update school impact fees as needed.
Policy CF-53 Explore opportunities to develop joint use facilities with the South Kitsap School District,
such as recreational and community center facilities. Develop neighborhood parks adjacent
to school sites whenever possible to promote facility sharing. Facilities on the
neighborhood park site should supplement uses that the school does not provide such as
trails, open space, picnic areas, playground equipment, and multi -purpose paved sport
courts.
Port Orchard Comprehensive Plan I December 2024
9.7 Capital Facilities
This section addresses capital facilities in the following four categories:
1. Administration and Community Facilities
2. Public Safety Facilities
3. Public Works Facilities
4. Parks Facilities
Each section contains a capital facilities inventory, summarizes key context and issues, recommends
improvements, and proposes projects for the next six -year planning period, with estimated costs and
potential funding sources.
9.7.1 Administration and Community Facilities
This section first covers the facilities supporting City administration and the overall community. It also
briefly covers the Fire Protection and Schools, community facilities that are owned and maintained by
partner agencies.
Inventory
City Hall (includes Police Station & Municipal Court)
LocationFacility
216 Prospect St
.
28,370
720 Prospect Street Facility (DCD)
720 Prospect St
2,925
Library
87 Sidney Ave
8,586
730 Prospect Street Facility (Kitsap County
Prosecutor)
730 Prospect St
8,028
Employee Parking Lot (Gravel)
213 & 215 Prospect Street
6,500
Existing Conditions
City Hall
City Hall has served as the primary municipal building for Port Orchard's
administrative functions since it was built in 1999. The building is
approximately 28,370 square feet with three stories and a partial fourth
floor. The first floor is occupied by the Police Department and the second
floor by the Mayor's Office, City Clerk, Public Works Administration, and
Finance. The City Council Chambers and Municipal Court are located on
the third floor. Public Works operations staff are located in the Public
Works Shop. Refer to Public Works Facilities and Public Safety Facilities
sections for more information.
City Hall is in good condition for its age and was renovated in 2024 to
address needed repairs, security, and ADA accessibility, and improve the
first floor. Condition and improvement information for the first floor is
discussed in the Public Safety Facilities section. Even with these
Port Orchard Comprehensive Plan I December 2024
Figure 9-1. City Hall
improvements, functional issues remain, including security concerns, challenging wayfinding, and limited
parking. There is also not enough work and support space; for example, breakrooms have been repurposed
as workspace and the Community Development Department was relocated due to space limitations.
Municipal Court is rightsized to accommodate future growth. Planning for City Hall should consider the
space needed to accommodate future growth and the operational efficiency gained by co -locating all
departments.
In response to a need for a new community event center and aligned with Policy CF-25, the City is in the
process of designing the new Port Orchard Community Event Center. This new facility would have rentable
event space for community programming. Designs also include space for the library to relocate. The City's
Council Chambers could also be relocated if supported by leadership, which would free up space for use in
City Hall. See the Library section below for more information on existing conditions and needs.
720 Prospect Street Facility
The Department of Community Development (DCD) is in two facilities, one located adjacent to City Hall at
720 Prospect Street with Building, Code Enforcement, and Parking Enforcement functions (as well as the
City's IT department), and one at 600 Kitsap Street with Planning functions. The Kitsap Street facility is
leased.
The Prospect Street facility is undersized for current and future operations and in fair condition, requiring
maintenance to address age -related needs such as upgrades to the HVAC system. The division of staff
between two buildings and separation from City Hall creates communication and operational inefficiencies.
There is limited parking and City vehicles are parked at City Hall. The public interface also requires patrons
to go between the Prospect Street facility and City Hall to complete applications. For pedestrians passing
between these two buildings, there are no crosswalks and limited ADA compliance. A downtown
government campus master plan is needed to plan the long-term use of this site.
Library
Built in 1960, the City -owned library building houses
the local branch of the Kitsap Public Library. The
building is nearing the end of its useful life, is costly to
maintain, and requires upgrades or relocation of the
library functions. A 2020 site selection process
identified a site for the new library and community
events center.
730 Prospect Street Facility
In 2024, the City purchased the building located at 730
Prospect Street that includes 20 surface parking
spaces and houses the Kitsap County Prosecutor
Family Support Division. The Kitsap County Prosecutor
plans to relocate to the new County Courthouse Campus in the long term, and this building can be
repurposed to support the City's staffing and employee parking needs as it grows. A downtown
government campus master plan is needed to plan for the long-term use of this site.
Figure 9-2. Kitsap Regional Library's Port Orchard branch
Port Orchard Comprehensive Plan I December 2024
Future Needs
As Port Orchard's population has grown, City staffing has increased to maintain service standards and meet
basic functional requirements.
The following investments are needed:
• In accordance with Policy CF-14, perform required maintenance at all administrative and
community facilities. Consider conducting a facilities condition assessment to document current
conditions and near- and long-term maintenance needs for all capital facilities. Develop a
downtown government campus master plan to plan for the long-term use of the City's downtown
offices and property.
• Invest in the following near -term projects:
o Improve wayfinding at City Hall by installing a centralized reception kiosk and improved
signage.
o Increase security by adding lighting and safety features around exits and limiting publicly
accessible areas.
o Aligned with Policy CF-10, consider paving gravel lots, acquiring property, or constructing
structured parking to increase available staff and public parking. Provide ADA-accessible
parking near public entrances. The block that includes 640 Bay Street should be considered
for this purpose, consistent with the Downtown Subarea Plan.
o As space becomes available, add staff work and support space, including workstations,
break rooms, and a lactation room.
• As part of a citywide facilities plan, estimate future staff and operational space needs to guide
near -term improvements and property acquisition as well as longer term investments. Encourage
public awareness and input as stated in Policies CF-15 and CF-17. Endeavor to accommodate future
needs, consolidate staff to improve operational efficiency, address accessibility, and other
functional challenges. Aligned with Policy CF-11, consider developing multi -use facilities and
partnering opportunities to meet public need. Consider Police Department needs and coordinate
with plans; see the Public Safety Facilities section.
• As the City designs the Port Orchard Community Event Center, consider relocating the Council
Chambers as an interim or long-term solution to free up space at City Hall and improve security.
Relocate the library to the event center and determine the best use for the current property.
Priority Investments
Maintaining and strategically planning for Administration and Community capital facilities are the priorities
for the next six years.
Port Orchard Comprehensive Plan I December 2024
Funding Source
Project City Grant Unfunded 6-Year Total
City Hall Renovations 11,300,000 11,300,000
Facility Condition
Assessment
100,000
100,000
730 Prospect Street
2,000,000
2,000,000
Citywide Facilities Plan
200,000
200,000
Downtown Government
Campus Master Plan
100,000
100,000
Acquire Property for
Government Campus
500,000
500,000
Downtown Parking
Structure (including
property acquisition)
2,000,000
2,000,000
TOTAL
13,300,000
2,900,000
16,200,000
Expenditures
Prior Years
3,577,775
2024-2030 Expenditures
7,722,225
Total
City Hall Renovations
11,300,000
Facility Condition Assessment
100,000
100,000
730 Prospect Street
2,000,000
2,000,000
Citywide Facilities Plan
200,000
200,000
Downtown Government Campus
Master Plan
100,000
100,000
Acquire Property for Government
Campus
500,000
500,000
Downtown Parking Structure
(including property acquisition)
2,000,000
2,000,000
TOTAL
3,577,775
12,622,225
16,200,000
Port Orchard Comprehensive Plan I December 2024
9.7.2 Fire and Schools
Fire Protection
The City of Port Orchard formerly maintained its
own Municipal Fire Department. In 1998, that
department was merged with Kitsap County Fire
District 7, which served the greater South Kitsap
area. In 2005, Kitsap County Fire District 7 was
renamed South Kitsap Fire and Rescue to better
represent the communities it serves.
There are currently two staffed fire stations
located within the City of Port Orchard: Station
17, located at 7990 McCormick Woods Drive SW,
and Station 31, at 200 Tremont Street.
Figure 9-3. Tremont Fire Station
More information on Fire Protection levels of service can be found in South Kitsap Fire and Rescue's
Strategic Positioning Plan 2021-2023.
Schools
The South Kitsap School District provides public education to Kindergarten through 12' Grade for the
residents of Port Orchard and the South Kitsap area. It serves 9,112 students. The facilities include ten
elementary (K-5) schools, three middle schools Figure 9-4. Aerial view of South Kitsap High School
(6-8) schools, one high school, one alternative
high school, and an academy that encourages
family involvement. One elementary school,
Sidney Glen, is located within Port Orchard City
limits, as is one middle school (Cedar Heights),
and South Kitsap High School and Explorer
Academy. The School District owns property at
the northwest corner of Old Clifton Road and
Feigley Road in the McCormick Village Center that
was acquired for future school facilities. The site
is large enough to accommodate two schools,
including a second high school and a middle or
elementary school.
The South Kitsap School District Capital Facilities Plan can provide more information on the facilities and
plans to improve them. It is adopted by reference as a part of this document.
Inventory
Port Orchard Comprehensive Plan I December 2024
In addition to the facilities above, Fire Station #7 operates as the operations center in case of an emergency.
This facility is owned by the City and leased and operated by South Kitsap Fire and Rescue.
Existing Conditions
City Hall
The Police Department occupies 5,500 square feet of the
first floor of City Hall. While 2024 renovations will maximize
space use and improve some operations, they will not
address many critical needs or add space to accommodate
long-term growth. To alleviate the severely limited space in
the near term, some staff are located in a secure off -site
leased space. Like the administrative department, most
support space has been converted to offices or workspace.
Storage space is also inadequate; many areas have been
repurposed as storage, such as the sallyport. Police officers
have take-home vehicles, but there is no secured parking
area for staff vehicles and inadequate parking for
department meetings.
Figure 9-5. Police offices on ground floor of City Hall
+` A
In addition to City Hall, the Police rent a 3,000 square foot warehouse for tactical training and storage. This
facility is also used to process vehicles for evidence prior to moving them to long-term storage.
Police Shooting Range & Storage
The police shooting range provides a safe location for
officers to train and practice using firearms. The
range is aging, in poor condition, and in need of
maintenance investments, including lane resurfacing
and roof replacement. There is a Conex box on -site
that offers limited storage, but the site lacks
bathroom facilities. There is also concern the outdoor
range may cause increased noise disturbance as the
surrounding residential areas grow. Long-term
storage is located in a fenced area on the same parcel
adjacent to the Public Works Operations Yard.
Figure 9-6. Shooting range
Future Needs
The Police department has grown a lot in recent years and expects to increase staff aligned with the City's
population growth. Many Public Safety facilities are aging with most not sized to accommodate current
staff or future growth.
Continued operations to meet Port Orchard's needs rely on the following steps:
Review operations and establish level of service standards, where appropriate to assess current
and future needs. The plan should consider workload, geography, and Port Orchard community
Port Orchard Comprehensive Plan I December 2024
needs. Once current and future staffing goals are in place, space needs can be assessed in
accordance with Policy CF-13, to determine the facility space needed to support the Police
department into the future.
• Incorporate plans to construct a Public Safety facility to accommodate future staff and operations
into the citywide facilities plan. Provide secure fleet parking, co -locate large vehicle evidence
storage, and determine the future use of the long-term evidence storage property. If possible,
include tactical training space and an indoor shooting range. Consider building in a central location
free from natural hazards. Purchase property when feasible or use existing City property for a new
facility as outlined in Policies CF-6 and CF-14. Encourage public awareness and input as stated in
Policies CF-15 and CF-17.
• If unable to include in a new Public Safety facility, modernize the existing range by covering and
resurfacing lanes and upgrading parking; install sanitation, water, and electric utilities; and add
secure storage, classroom space, and a firearm cleaning station.
Priority Investments
Funding and expenditures for the needs assessment, facilities plan, and Police Station renovations are
included with financing for City Hall renovations; refer to the Priority Investments chart in the
Administration and Community Facilities section. There are no other major investments budgeted for
Public Safety in the six -year planning period.
9.7.3 Public Works Facilities
The City of Port Orchard and the Public Works Department owns, operates, and maintains infrastructure
to provide drinking water, sewer, stormwater, and surface water services to its residents and businesses.
Investment in this infrastructure is necessary for continued delivery of utility services that are critical for
human health and safety, economic development, as well as supporting a sustainable, healthy environment.
Capital facility investments help to ensure that the City can continue to deliver the high -quality municipal
utility services customers expect. This section first covers the general facilities supporting staff and then
briefly covers the individual utilities. See the Utilities Element or individual functional plans for more
detailed utility information.
Inventory
Facility Address Size (acres)
Public Works Shop 1535 Vivian Court 1.82
South Shed Storage 2051 Sidney Ave 3.77
Operations Yard 1278 Lloyd Parkway 14.46
Port Orchard Comprehensive Plan I December 2024
Existing Conditions
Public Works Shop
The Public Works Shop houses Public Works
operations crews and the City's maintenance
vehicles and equipment. The main building is in
fair condition and provides space for crew
support, shops, and storage. Materials storage is
severely limited, often forcing crews to obtain
supplies from local vendors. Transportation
signage is purchased as needed as the existing
shop space does not include an area for sign
fabrication. Limited crew space is unable to
support growth in staff and operations.
Figure 9-7. Public Works Shop
Staff and fleet parking space is limited and unable to accommodate growth. There are also two adjacent
structures providing covered parking for fleet and equipment. Fleet requiring heated parking can be stored
in the main building's shop space as well as in one bay at the South Shed. The rest of the site is significantly
undersized with limited yard material storage and no room for expansion.
The facility is located on the west side of Highway 16, making it well located near the McCormick Woods
development, but separated from a large portion of the City, staff, and facilities, including City Hall. This
location may provide operational challenges in the event of a natural hazard.
South Shed
The South Shed Facility is located on a 3.77-acre site
located at 2035 Sidney Avenue with 2,000 square feet of
warehouse for material and equipment storage. Most of
the land at this location is utilized as a park. Originally a
fire station, the South Shed was repurposed for Public
Works storage in addition to seasonally providing heated
parking for equipment such as sweeper and vactor
trucks. This aging facility is in poor condition but could
be rehabilitated to provide staff workspace and storage.
Expanding outdoor storage will require the relocation of
parks amenities, access, and parking.
Operations Yard
Figure 9-8. South Shed
The Operations Yard is located near the Shop and contains a decant facility and materials laydown storage.
The decant is in good condition but is at capacity as it is used as a regional facility. Spoils frequently do not
have adequate time to dewater, requiring the City to add wicking materials that increase weight and cost
Port Orchard Comprehensive Plan I December 2024
when taken to the Kitsap transfer station. The site has limited materials storage but is large enough to
accommodate additional crew space and materials bins.
Future Needs
Public Works is anticipating an estimated staffing increase in the next ten years, growing from 25 to 32-40
or more staff to meet the needs of the rapidly growing community. The City will need to expand Public
Work facilities to accommodate needed staff and equipment. Major needs for this planning period as
identified by Public Works leadership include:
• In accordance with Policy CF-14, perform required maintenance at all public works facilities.
Conduct a facilities condition assessment to understand the current conditions and near- and long-
term maintenance needs for Public Works and other capital facilities.
• In accordance with Policy CF-1, conduct a citywide facilities plan to review current and future level
of service standards, add staff where needed, and increase operational space to accommodate
current and future staff and operations.
• Provide a new public works annex at the industrial center public works yard to house operations
utility staff. The proposed facility should include crew support space (offices, bathroom, showers,
etc.); a heated warehousing for plumbing, electrical, and other materials storage; employee
parking; heated and covered storage bays for equipment and materials; and expanded yard areas
for laydown and materials storage.
• Upgrade the existing Public Works Shop facility to better utilize vertical storage.
• Upgrade the decant facility to increase capacity and add a new composting facility.
• Provide a new Operations East satellite streets facility west of SR16, preferably near the
intersection of Bethel and Lund, and include a crew room and restroom facilities, heated bays for
snowplow equipment, and material storage yard.
• Upgrade the south shed facility to provide additional storage and work space.
Priority Investments
Financial information to support the facility condition assessment and citywide facilities plan can be found
in the Administration and Community Facilities section. Investments for the next six years have not been
Port Orchard Comprehensive Plan I December 2024
identified for the general Public Works capital facilities. Please see the Utilities section below for priority
infrastructure investments.
Funding
Project City
Source
Grant Unfunded 6-Year Total
Public Works Annex
5,000,000 5,000,000
Decant Facilities and Yard
Improvements
1,750,000
1,750,000
PW Operations East Station
(Property Acquisition)
5,000,000
5,000,000
PW South Shed Upgrades
2,400,000
2,400,000
TOTAL
14,150,000
14,150,000
Expenditures
Prior Years 2024-2030 Expenditures Total
Public Works Annex 0 5,000,000 5,000,000
Decant Facilities and Yard
Improvements
0
1,750,000
1,750,000
PW Operations East
Station (Property
Acquisition)
0
5,000,000
5,000,000
PW South Shed Upgrades
0
2,400,000
2,400,000
TOTAL
$0
$14,150,000
$14,150,000
9.7.4 Utilities and Transportation
Port Orchard's Public Works Department operates and maintains the City's utilities and transportation
systems. Some of Port Orchard's capital facilities are aging or inadequate for current service needs and will
require repairs and replacement over the next 20 years. The costs of replacing utility infrastructure and
roads are substantial and take years for planning and implementation. The City is working to address
substandard infrastructure and comply with changing state and federal mandates governing capital
facilities. In accordance with Goal 1, the City should ensure that all utility infrastructure expansion provides
an adequate level of public service to support new development consistent with the City's policies, criteria,
and standards. In addition, utility expansion should also be consistent with current land use plans and
development regulations of the State of Washington, Kitsap County, and appropriate local planning
agencies.
The following sections list priority projects for Transportation, Stormwater, Sewer, and Water between
2023-2028. More information on these facilities is provided in the Transportation and Utilities Elements as
well as the individual functional plans.
Port Orchard Comprehensive Plan I December 2024
Transportation
Port Orchard is responsible for City roads and other aspects of the City's transportation system. Details on
all City transportation systems can be found in the Transportation Element as well as the Transportation
Improvement Plan. Priority investments and funding assumptions targeted in the next six years are
summarized below.
Funding
Source
Project City
Annual Street Preservation 6,800,000
Grant Unfunded 6-Year Total
6,800,000
Projects
Citywide Street Lighting
210,000
1,100,000
1,310,000
Bay Street Pedestrian
6,675,000
2,000,000
8,675,000
Pathway Segments 6-11
Bethel Phase 1
11,808,000
3,000,000
14,808,000
Bethel Phase 4a: Lund RAB
101,250
648,750
300,000
1,050,000
Bethel Phase 4b; Vallair Ct
Connector
1,000,000
1,000,000
Bethel Phase 5a:
Bethel/Lincoln/Mitchel
3,006,507
2,485,493
5,492,000
RABs
Old Clifton Non -Motorized
Improvements
600,000
2,700,000
3,300,000
Old Clifton/Anderson Hill
Intersection Improvements
2,300,000
2,300,000
Pottery Ave Non -Motorized
837,183
644,000
1,481,183
Improvements
Sedgwick Rd W Study
300,000
300,000
Sidney Rd Non -Motorized
1,005,000
1,395,000
2,400,000
SR 160/Sedgwick Phase 2a
550,000
695,000
1,245,000
SR 166/Bay St
Reconstruction
3,532,000
3,000,000
1,746,000
8,278,000
SR166/Port Orchard Blvd
Intersection Improvements
2,100,000
2,100,000
Tremont Phase 2 & 3
732,000
4,125,000
4,857,000
TOTAL
37,424,940
13,005,243
14,966,000
65,396,183
Port Orchard Comprehensive Plan I December 2024
Expenditures
Annual Street Preservation
Projects
PriorProject
N/A
-Total
6,800,000
6,800,000
Citywide Street Lighting
N/A
1,310,000
1,310,000
Bay Street Pedestrian Pathway
Segments 6-11
3,900,000
4,775,000
8,675,000
Bethel Phase 1
368,120
14,439,880
14,808,000
Bethel Phase 4a; Lund Int
1,050,000
1,050,000
Bethel Phase 4b; Vallair Ct
Intersection and Connector
1,000,000
1,000,000
Bethel Phase Sa:
Bethel/Lincoln/Mitchel RABs
1,500,000
3,992,000
5,492,000
Old Clifton Non -Motorized
Improvements
150,000
3,150,000
3,300,000
Old Clifton/Anderson Hill
Intersection Improvements
151,000
2,149,000
2,300,000
Pottery Ave Non -Motorized
Improvements
185,000
1,296,183
1,481,183
Sedgwick Rd W Study
300,000
300,000
Sidney Rd Non -Motorized
2,400,000
2,400,000
SR 160/Sedgwick Phase 2a
1,245,000
1,245,000
SR 166/Bay St Reconstruction
200,000
8,078,000
8,278,000
SR166/Port Orchard Blvd
Intersection Improvements
2,100,000
2,100,000
Tremont Phase 2 & 3
4,857,000
4,857,000
58,942,063
65,396,183
Port Orchard Comprehensive Plan I December 2024
Stormwater
Port Orchard owns, maintains, and manages its stormwater collection system. Goal 8 states the City should
minimize development related impacts to existing hydrologic conditions and functions and strive to correct
current deficiencies resulting from past development practices such as stormwater-related flooding.
Details on the City's stormwater system can be found in the Utilities Element as well as the 2023
Stormwater and Watersheds Comprehensive Plan. Priority investments and funding assumptions targeted
in the next six years are summarized below.
Funding
Project City
Johnson Creek Estuary
Restoration
Sources
Unfunded 6-Year TotaIA
4,171,550 2,828,450 7,000,000
Annual Stormwater Preservation
600,000
600,000
Sidney Regional Storm
563,492
3,479,841
4,043,333
Sidney Rd. SW Fish Pass Culvert
1,852,842
1,447,158
3,300,000
Sedgwick Balancing Culvert
600,000
600,000
Pottery Non -Motorized
Improvements
80,000
80,000
Annapolis Creek Culvert
Replacement
43,333
4,000,000
4,043,333
Downtown Retrofit
2,860,000
1,350,000
Bay Street Stormwater
Improvements
600,000
600,000
TOTAL
1,286,825
6,024,392
15,815,449
23,126,666
Expenditures
Expenditures Total
_=2024-2030
Johnson Creek Estuary
Restoration* 7,000,000 7,000,000
Annual Stormwater
Preservation
N/A
600,000
600,000
Sidney Regional Storm
563,492
3,479,841
4,032,333
Sidney Rd. SW Fish Pass
Culvert
3,300,000
3,300,000
Sedgwick Balancing
Culvert
600,000
600,000
Pottery Non -Motorized
Improvements
80,000
80,000
Annapolis Creek Culvert
Replacement
43,333
4,000,000
4,043,333
Downtown Retrofit
2,860,000
2,860,000
Bay Street Stormwater
Improvements
600,000
600,000
TOTAL
606,825
22,519,841
23,126,666
*WSDOT Lead Agency
Port Orchard Comprehensive Plan I December 2024
Sewer
The City is tasked to provide safe, reliable, and timely sewer service to consumers at a fair and reasonable
price, as seen in Goal 6. Port Orchard owns, operates, and maintains existing wastewater collection and
conveyance facilities. As of 2016, the City's sewer service area was approximately 2,100 acres and was
expected to grow to 5,700 acres. Details on the City's sewer system can be found in the Utilities Element
as well as the 2016 General Sewer Plan Update. Priority investments and funding assumptions targeted in
the next six years are summarized below.
Port Orchard Comprehensive Plan I December 2024
Funding
City/DeveloperProject
Annual Sewer Preservation 300,000
Source
3,200,000
3,500,000
Marina Lift Station
5,900,000
13,000,000
18,900,000
Bay Street Pump Station
Replacement
1,000,000
7
6,000,000
7,000,000
Lift Station Controls (6) &
Generator (1)
25,000
800,000
825,000
Port Orchard BLVD Lift Station and
Siphon
�7,610,000 (WSDOT)
7,610,000
Sidney 2"d Force Main (Pottery
Section)
731,000
731,000
Sidney 2"d Force Main (Ruby Creek
to Pottery)
1,231,838
2,487,162
3,719,000
McCormick Lift Station #3
(Developer Funded)
1,000,000 (D)
1,000,000
Ruby Creek Lift Station
800,000 (D)
2,340,000
3,140,000
Sidney Road Gravity Sewer
2,290,000
2,290,000
Bravo Terrace Lift Station
2,500,000
2,500,000
Bravo Terrace Force Main
4,860,000
4,860,000
Sewer Facility Upgrades
2,000,000
2,000,000
McCormick East L/S and Force
Main
7,600,000
7,600,000
2029 General Sewer Plan Update
350,000
350,000
TOTAL
8,187,838
14,800,000
33,627,162
66,025,000
Port Orchard Comprehensive Plan I December 2024
Expenditures
I IF
Project -Prior Years, A 2024-2030 Expenditures Total
Annual Sewer Preservation 3,500,000 3,500,000
Marina Lift Station
3,100,000
15,800,000
18,900,000
Bay Street Pump Station
Replacement
7,000,000
7,000,000
Lift Station Controls (6) &
Generator (1)
125,000
700,000
825,000
Port Orchard BLVD Lift
Station and Siphon
0
7,610,000
7,610,000
Sidney 2"d Force Main
(Pottery Section)
0
731,000
731,000
Sidney 2"d Force Main (Ruby
Creek to Pottery)
0
3,719,000
3,719,000
McCormick Lift Station #3
(GFF Credit)
0
1,000,000
$1,000,000
Ruby Creek Lift Station
0
3,140,000
3,140,000
Sidney Road Gravity Sewer
2,290,000
2,290,000
Bravo Terrace Lift Station
2,500,000
2,500,000
Bravo Terrace Force Main
4,860,000
4,860,000
Sewer Facility Upgrades
2,000,000
2,000,000
McCormick East L/S and
Force Main
7,600,000
7,600,000
2029 General Sewer Plan
Update
350,000
350,000
TOTAL
3,225,000
62,800,000
66,025,000
Port Orchard Comprehensive Plan I December 2024
Water
Port Orchard Public Works Department maintains and manages the City's water system. With two systems
serving the City (City System) and McCormick Woods (McCormick Woods System), Port Orchard serves
over 4,000 connections. Goal 5 and its related policies state the City will ensure that an adequate water
supply is available to support the level of population growth and land development projected within the
City. Details on the City's water system can be found in the Utilities Element as well as the 2020 Water
System Plan. Priority investments and funding assumptions targeted in the next six years are summarized
below.
Funding
Source
Old Clifton Transmission
Main (Reservoir to
McCormick Woods Drive)
City/Developer..
40,000
1,000,000
1,040,000
Annual Water Preservation
300,000
400,000
700,000
Well #13
600,000
5,500,000
5,500,000
11,600,000
Well #12
7,000,000 (D)
7,000,000
Well #11 (#3)
465,000
8,500,000
8,965,000
Melcher PS Rebuild (#10)
750,000
500,000
1,250,000
Well #7
500,000
1,015,000
1,515,000
580 to 660 Zone Booster
Station
750,000 (D)
750,000
390-580 Booster Pump
(Glenwood)
725,000
725,000
390-580 Transmission Main
(Glenwood)
515,624 (D)
515,624
660 Zone Storage (CFC
Credit)
2,850,000 (D)
2,850,000
Foster Mitigation
7,200,000
7,200,000
390-580 Intertie and booster
(Old Clifton)
5,000,000
5,000,000
TOTAL
13,995,624
16,000,000
19,115,000
49,110,624
Port Orchard Comprehensive Plan I December 2024
Expenditures
Project Prior Years -,,----S-024-2030 Expenditures Total
Old Clifton Transmission
Main (Reservoir to
McCormick Woods Drive) 11040,000 1,040,000
Annual Water
Preservation
N/A
700,000
700,000
Well #13
6,100,000
5,500,000
11,600,000
Well #12 (CFC Credit)
7,000,000
7,000,000
Well #11(#3)
2,100,000
6,865,000
8,965,000
Melcher PS Rebuild (#10)
114,000
11136,000
1,250,000
Well #7
1,515,000
1,515,000
580 to 660 Zone Booster
Station (CFC Credit)
750,000
750,000
390-580 Booster Pump
725,000
(Glenwood) (CFC Credit)
725,000
390-580 Transmission
Main (CFC Credit)
(Glenwood)
515,624
515,624
660 Zone Storage (CFC
Credit)
2,850,000
2, 850,000
Foster Mitigation
7,200,000
7,200,000
390-580 Intertie (Old
Clifton)
5,000,000
5,000,000
TOTAL
8,314,000
39,281,624
49,110,624
Port Orchard Comprehensive Plan I December 2024
9.7.5 Parks Facilities
The Parks Element of the 2024 Comprehensive Plan, supplemented by the Parks, Recreation and Open
Space (PROS) Plan, outlines the goals, expectations, and community vision for the City's Parks. This section
draws from those plans with a concentration on capital facilities.
Inventory
Port Orchard owns 89.7 acres of parkland, with a ratio of approximately six acres per every 1,000 residents.
This includes conservancies, resource parks, trails, athletic parks, community centers, special use facilities,
and support facilities.
Parks capital facilities that include structures are listed below; refer to the PROS Plan for a full inventory of
parks.
Facility
Blackjack Creek Multi -Modal Bridge
Address
1301 Area Bay St
Site Size
(acres)
Boat Ramp -Launch
533 Bay St
0.82
Central Park (Clayton Park/Dwight Park)
915 Dwight
1.4
Dekalb Pier
467 Bay St
4.1
Etta Turner Park/Blackjack Creek Park
1301 Arena Bay Street
0.16
Givens Field/Active Club
1025 Tacoma Ave
0.6
Marina And Observation Deck
707 Sidney Pkwy
McCormick Village Park
3201 SW Old Clifton Rd
28.6
Van Zee Park
300 Tremont St
8.3
Existing Conditions
According to the PROS Plan, the City has adequate outdoor park and recreational facilities to serve the
population during the 20-year planning horizon; however, playground, picnic, sports court, and field sites
are not evenly distributed within a 5- or 10-minute walk of all residential areas, creating a need for more
neighborhood parks. There are also deficits in indoor recreation facilities, community gardens, and
multipurpose trails.
Additional information on the City's parks and more detailed planning strategies can be found in the City's
PROS Plan and in the Parks Element of this Comprehensive Plan.
Port Orchard Comprehensive Plan I December 2024
Future Needs
The City is committed to providing parks that are safe and well -maintained, enhance residential
neighborhoods, encourage shoreline access, and activate downtown areas.
Considering existing level -of -service for Port Orchard owned parks, the City's projected population growth
will create a need for an additional 61.4 acres of land and 15,661 facility units (square feet of courts, fields,
etc.) by the year 2040, requiring an estimated expenditure of $32,326,076. This does not account for any
maintenance, operation, or repair costs. See the PROS Plan for more information on existing -level -of -
service standards.
The PROS plan highlights the following investments that update and expand existing park facilities.
• In accordance with Policy CF-14, perform required maintenance at all parks and recreation
facilities. Conduct a facilities condition assessment to understand the current conditions and near -
and long-term maintenance needs for all capital facilities.
• As part of a citywide facilities plan, develop a space needs analysis to determine and justify staff
growth and investments needed to achieve the Parks goals. Aligned with Policy CF-11, consider
developing multi -use facilities and partnering opportunities to meet public need.
• Continue plans to design and construct the Port Orchard Community Event Center. The center will
be located at 619 Bay Street on the downtown waterfront and include 7,600-8,600 square feet of
event space and meeting facilities, as well as a 7,000-9,500 square foot library facility with outdoor
decks and an activities area. Consider also relocating the Council Chambers to consolidate
community functions.
• In accordance with Goal 4, perform required maintenance at all parks facilities.
• Protect existing open space and conservancies and acquire and develop parks and trail systems.
• Designate and conserve cultural and historic resources located within park properties; seek joint
funding partnerships with local jurisdictions to create wayfinding and educational signage,
artworks, streetscapes, and gateways.
• Develop a master plan for Givens Park and assess condition, repurposing, or removal of the Active
Club.
• Develop a master plan for expanding Etta Turner Park to the west side of Blackjack Creek. Install
lighting on the bridge and enhance Blackjack Creek.
• Develop master plans for Ruby Creek Regional Park and Sherman Ave Stormwater Park.
• Create and strengthen regional partnerships to enable the City and its partners to provide greater
facilities and opportunities than would be possible alone.
• Acquire property for future park use in areas of need as identified in the Parks Plan, with an
emphasis on the Bethel/Lund and Bethel/Sedgwick Centers.
Port Orchard Comprehensive Plan I December 2024
Priority Investments
Details on current and planned investments in the next 20 years can be found in the PROS Plan. Financial
information to support the facility condition assessment and citywide facilities plan can be found in the
Administration and Community Facilities section. Priority investments and funding assumptions targeted
in the next six years are summarized below.
Funding
Source
Port Orchard Community
ity
Impact..
Fee Credit
Fees
Grant
Grant
Unfunded
Total
Event Center
927,430
283,900
18,729,963
6,500,000
1,658,707
28,100,000
Waterfront Plaza Shoreline
Restoration/Enhancement
278,920
352,300
500,000
1,376,780
2,508,000
Orchard St Plaza
792,000
500,000
3,008,000
4,300,000
Givens Park Sport Court
Remodel
253,600
176,400
55,000
485,000
McCormick Village Park
Phase 3
1,250,000
1,250,000
Telford Way Multimodal
Pathway
979,012
979,012
McCormick Village Dr
Multimodal Pathway
1,468,518
1,468,518
Sherman Ave Stormwater
Park
300,000
1,861,039
2,161,039
Paul Powers Park Master
Plan and Redevelopment
500,000
500,000
Givens Park Master Plan
150,000
150,000
Ruby Creek Regional Park
Master Plan
150,000
150,000
TOTAL
1,759,950
3,697,530
1,428,200
19,406,363
7,055,000
8,704,526
42,051,569
Port Orchard Comprehensive Plan I December 2024
6-Year Expenditures
Project Prior Years W2024-2030 Expenditures
Port Orchard Community
Event Center 4,064,132 24,035,868 $28,100,000
Waterfront Plaza Shoreline
Restoration/Enhancement
360,194
2,147,806
2,508,000
Orchard St Plaza
78,822
4,221,178
4,300,000
Givens Park Sport Court
Remodel
485,000
$485,000
McCormick Village Park
Phase 3 (Impact Fee Credit)
1,250,000
1,250,000
Telford Way Multimodal
Pathway (Impact Fee
Credit)
979,012
979,012
McCormick Village Dr
Multimodal Pathway
(Impact Fee Credit)
1,468,518
1,468,518
Sherman Ave Stormwater
Park
300,000
1,861,039
2,161,039
Paul Powers Park Master
Plan and Redevelopment
500,000
500,000
Givens Park Master Plan
150,000
150,000
Ruby Creek Regional Park
Master Plan
150,000
150,000
TOTAL
4,803,148
37,248,421
42,051,569
Port Orchard Comprehensive Plan I December 2024