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Draft Capital Facilities Element_webChapter 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 first reviews the general requirements and available funding, connects 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. Capital Facilities Vision 41 Provide outstanding community facilities that serve the needs of a growing and changing city. This is achieved by maintaining existing facilities that are working well and adding facilities when needed to address the city'sgrowth and evolving needs. New facilities should address multiple objectives, such as creating new open space and enhancing neighborhood character, even as they serve basic functional requirements. The state requires the City to demonstrate =M 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 level of service ("LOS") of public facilities and services necessary to support development shall be adequate to serve the development at the time of occupancy and use, without decreasing current 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 population allocation. 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. The City of Port Orchard owns and manages a variety of capital facilities, including roads, parks, utility systems, police facilities, and 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. 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. 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 • Other tax revenue may include lodging excise taxes, admission tax, liquor tax, and motor vehicle fuel taxes. Impact Fees • Transportation Impact Fees • Park Impact Fees Enterprise Activities ire • System Development Fees • User Fees/Rates • Water User Fees • Sewer User Fees • Stormwater Utility Fees • General Obligation Bonds • Revenue Bonds • Levy Lid Lift Grants • Federal Grants • Surface Transportation Program (STP) • Highway Bridge Program (HBP) • Transportation Enhancement Program • Safe Route to School Program • Grant Funding to Address Indoor Air Pollution at Schools Program - EPA • Intersection and Corridor Safety Program • Transportation, Community, and System Preservation (TCSP) Program • Recreational Trails Program • Washington State Transportation Board • Energy Retrofits for Public Buildings — Department of Commerce • Public Works Board funding — Department of Commerce • Climate Pollution Reduction Grants Other WA State Funding Programs • The Pedestrian Bicycle Safety Program • Community Development Block Grants 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 twenty-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. Functional Plans The Capital Facilities Element highlights recommendations from the City's functional plans in the table below. FUNCTIONAL PLAN UPDATE FREQUENCY Water System Plan 10-year cycle, as needed Provides a basis for six -year capital improvement planning and forecasts 20-year needs General Sewer System Plan 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 6-10-year cycle, as needed Establishes the city's storm and surface water policy Parks, Recreation & Open Space (PROS) Plan 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 every two years Six -year plan indicates needs for maintenance and improvement of the City's transportation network 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 twenty 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 2019-2024 Permit (Ecology 2019), adopting a new stormwater manual and meeting new requirements for watershed planning, public education, and the business source control and inspection program. Additionally, the City anticipates new requirements from the 2024 NPDES Permit. 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, such as Kitsap County's campus redevelopment. The City of Port Orchard is already working with Kitsap County and other nearby jurisdiction to create and expand a regional water trail including shoreline access with launch points, rest areas, and parking facilities. 9-2. Goals and Policies The goals and policies for Port Orchard's capital facilities align with the Comprehensive Plan vision and goals and policies in each Element. Goal 1. 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-S 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 surface parking areas within the downtown core to serve the public and municipal purposes. 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 Make facilities investments that seek 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 have adverse social impacts on marginalized communities. 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. Policy CF-22 Encourage implementation of the County's Greenways 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 or 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 5. 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 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 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. 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 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 key foci 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. Policy CF-50 Support the South Kitsap School District School Board in maintaining and funding individual school levels of service as adopted, 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. 9-3. 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. 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 Facility City Hall (includes Police Station & Municipal Court) Location 216 Prospect St Size (scl ft) 28,370 Prospect Street Facility 720 Prospect St 2,925 Library 87 Sidney Ave 8,586 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 Figure 1: City Hall discussed in the Public Safety Facilities section. Even with these 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. Prospect Street Facility Community Development 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 Steet 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. 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 requiring upgrades or relocation of the library functions. Future Needs Figure 2: Kitsap Regional Library's Port Orchard branch 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, including upgrading the HVAC system at the Prospect Street facility. Conduct a facilities condition assessment to understand the current conditions and near- and long-term maintenance needs for all capital facilities. • 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. 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 and 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-19. 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. Funding Project City Source Grant Unfunded 5-Year Total City Hall Renovations 555,000 6,240,000 6,540,000 Prospect Street Facility HVAC Upgrade TBD Facility Condition Assessment TBD Citywide Facilities Plan TBD TOTAL 555,000 6,540,000 Expenditures Prior Years 0- 2025 2026 2027 2028 2029 City Hall Renovations 555,000 2,992,500 2,992,500 Prospect Street Facility HVAC Upgrade Facility Condition Assessment Citywide Facilities Plan TOTAL 555,000 2,992,500 2,992,500 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 manned 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 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 12th Grade for the residents of Port Orchard and the South Kitsap area. It serves 9,815 students within 135 square miles. The facilities include ten elementary (K-6) schools, three junior high (7-9) 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 junior high (Cedar Heights), and South Kitsap High School and Explorer Academy. Figure 4: Aerial view of South Kitsap High 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. Public Safety Facilities Inventory Facility Location Size City Hall Police Station 216 Prospect St 5,500 SF Police Shooting Range & Storage 1278 Lloyd Parkway 113.2 acres 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 the 2024 renovations to the Police Department will maximize space use and provide some operational improvements, they will not address many of the department's critical needs. 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. .r�.�.animmirn� .,ninnraaninlin7�ieimmwiMAiPs Figure 5: Police offices on ground floor of City Hall 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. Future Needs Figure 6: Shooting range The Police department has grown a lot in recent years and expects to grow 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 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 large 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. 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 investment helps 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 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 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 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, inappropriate for staff workspace, and is too small to meet storage needs. Operations Yard Figure 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 add weight and cost 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. • Decommission the south shed facility and determine the best use for the current property. 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 identified for the general Public Works capital facilities. Please see the Utilities section below for priority infrastructure investments. Funding City PW Shop Upgrades Source UnfundedProject Grant Total TBD Utilities Operations Annex TBD Decant Facilities and Yard Improvements TBD PW Operations East Station TBD TOTAL TBD Expenditures Prior Years 0- PW Shop Upgrades 2025 2026 2027 2028 2029 Utilities Operations Annex Decant Facilities and Yard Improvements PW Operations East Station TOTAL 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 twenty 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. 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. Priority investments and funding assumptions targeted in the next six years are summarized below. Funding Source Annual Maintenance 4,800,000 4,800,000 Projects Citywide Street Lighting 210,000 890,000 1,100,000 Bethel Phase 1a: Blueberry 3,591,000 3,591,000 RAB Bethel Phase 4a: Lund RAB 4,500,000 1,000,000 Bethel Phase 4b; Vallair Ct 3,500,000 1,500,000 Connector Bethel Phase 1b: Salmonberry 11,848,000 3,000,000 3,000,000 14,848,000 Bethel Phase 5a: Bethel/Lincoln RAB 1,500,000 2,600,000 4,100,000 Old Clifton Non -Motorized 450,000 2,700,000 3,150,000 Improvements Old Clifton/Anderson Hill 2,300,000 2,300,000 Intersection Improvements Pottery Ave Non -Motorized 400, 000 644, 000 1,044,000 Improvements Sedgewick Rd W Study 300,000 300,000 Sidney Rd Sidewalk 500,000 1,395,000 1,895,000 Sidney Rd SW Design 500,000 500,000 SR 160/Sedgewick Phase 2a 1,550,000 1,550,000 SR 166/Bay St Reconstruction 784,000 3,000,000 3,784,000 Tremont Phase 2 & 3 732,000 2,500,000 3,232,000 TOTAL 6,552,000 8,852,000 2,700,000 18,104,000 Expenditures Annual Maintenance Projects 1,020,500 800,000 800,000 800,000 800,000 800,000 Citywide Street Lighting 210,000 100,000 1,000,000 Bethel Phase la: Blueberry RAB 250,000 294,000 259,000 2,788,000 Bethel Phase 1b: Salmonberry 375,000 2,100,000 1 1,997,000 7,370,000 Bethel Phase 4a; Lund Int 500000 1,000,000 Bethel Phase 4b; Vallair Ct Intersection and Connector 500000 Bethel Phase 5a: Bethel/Lincoln RAB 800,000 3,200,000 Old Clifton Non -Motorized Improvements 150,000 450,000 2,700,000 Old Clifton/Anderson Hill Intersection Improvements 258,000 1,738,000 Pottery Ave Non -Motorized Improvements 185,000 1,044,100 Sedgewick Rd W Study 300,000 Sidney Rd Sidewalk 235,000 1,660,000 Sidney Rd SW Design 500,000 SR 160/Sedgewick Phase 2a 600,000 950,000 SR 166/Bay St Reconstruction 200,000 1,135,000 2,649,000 Tremont Phase 2 & 3 732,000 2,500,000 ,760,000 , 6,000 12,858,000 858,000 2� ,484,000 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 Sidney Regional Storm 1,200,000 Sources Grant Unfunded 6-Year Total 14,000,000 15,200,000 Sidney Rd. Fish Pass Culvert 1,911,386 1,911,386 Sedgwick Balancing Culvert 450,000 450,000 Annapolis Creek Culvert 1,300,000 1,300,000 Downtown Retrofit 1,350,000 1,350,000 TOTAL 1,200,000 19,011,386 20,211,386 Expenditures Sidney Regional Storm 1,666,667 466,667 6,766,667 6,300,000 Sidney Rd. Fish Pass Culvert 80,764 955,693 874,929 Sedgwick Balancing Culvert 22,500 225,000 202,500 Annapolis Creek Culvert 43,333 43,333 628,333 585,000 Downtown Retrofit 175,000 675,000 500,000 TOTAL 1,813,264 1,865,693 9,147,429 7,385,000 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. Project Funding Source City Marina Lift Station .. $13,000,000 6,200,000 19,200,000 Bay Street LS Cap Upgrades 1,000,000 1,000,000 Lift Station Controls (6) & Generator (1) 800,000 800,000 TOTAL 21,000,000 Expenditures Marina Lift Station 7,533,333 5,833,333 5,833,333 Bay Street LS Cap Upgrades 100,000 900,000 Lift Station Controls (6) & Generator (1) 400,000 400,000 TOTAL 7,933,333 6,333,333 6,733,333 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 five years are summarized below. Funding Source r Well#13, 90% DN -> CN (#2) City Loan Unfunded 6-Year Total Well #11 (#3) $8,000,000 8,000,000 Melcher PS Rebuild (#10) 500,000 70,000 570,000 Well #7 500,000 500,000 580 to 660 Zone Booster Sta Developer funded 660 Zone Storage TOTAL JL 9,000,000 70,000 9,070,000 Expenditures Well#13, 90% DN -> CN (#2) 150,000 2,038,000 2,038,000 Well #11(#3) 4,500,000 3,500,000 Melcher PS Rebuild (#10) 370,000 200,000 Well #7 TBD TBD 580 to 660 Zone Booster Sta 660 Zone Storage OTAL 1 4,870,000 1 3,850,000 1 2,038,000 1 2,038,000 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 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 In general, the City has adequate outdoor park and recreational facilities to serve the population during the planning period, 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. 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 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. 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 Impact.. Source Project City Fee Credit Port Orchard Community 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 24,080 176,400 100,000 300,480 McCormick Village Park Phase 3 1 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 862,765 1,861,039 2,723,804 TOTAL 2,093,195 3,697,530 1,428,200 19,406,363 7,100,000 7,904,526 41,629,814 Expenditures Port Orchard Community Event Center 4,064,132 951,620 23,084,247 Waterfront Plaza Shoreline Restoration/Enhancement 360,194 271,006 1,876,800 Orchard St Plaza 78,822 691,378 3,529,800 Givens Park Sport Court Remodel 66,480 234,000 McCormick Village Park Phase 3 1,250,000 Telford Way Multimodal Pathway 979,012 McCormick Village Dr Multimodal Pathway 1,468,518 Sherman Ave Stormwater Park 862,765 1,861,039 TOTAL 5,365,913 1,980,485 234,000 34,049,416