Capital Facilities Planning Under the Growth Management Act CFP Webinar #1 November 18, 2014

Logistics This webinar is being recorded. It will be posted on our website approximately a week after the webinar. All participants are in “listen-only” mode. During the webinar questions can be ed to

Webinar Agenda Presentation Introduction Washington Administrative Codes (WACs) Inventory Forecast Funding the Plan Consistency & Coordination Monitor & Evaluate Questions and Answers

Capital Facilities Planning Guidebook Guidebook Posted November 6, 2014 Includes information from the statutes, rules, and Hearings Board cases Many local government examples Capital-Facilities/Pages/CapitalFacilitiesPlanningGuidebook.aspx

What are Capital Facilities ? Not specifically defined in the RCW We recommend that each jurisdiction define capital facilities and identify which capital facilities are necessary to support development

Guidelines/Rules – WAC The WAC was updated in Guidance to fulfill CFP requirements. Related WACs: – Concurrency 850 – Impact Fees 340 – Lands Useful for Public Purposes 330 – Phasing Development within the UGA 320 – Providing Urban Services 305 – County-wide Planning Policies

What’s in a Capital Facilities Element? Inventory Location Capacity Ownership Condition Forecast Growth Demand Location LOS Need Maintenance Deficiencies Growth Financing Plan Need Funding Source Reassessment

Inventory See WAC Work with all service providers. What do you have currently? Where? Information about the facilities (size of pipe, age, construction material, quality) Tips to get information from other service providers: Start early – give them plenty of time. Help them gather the data in a format that is useful to you. Offer any assistance you can give. Ensure they are using the same population projections and planning horizons.

Forecast A local government cannot determine what it will need in the future without knowing what levels of service (LOS) to meet. Ideally, the Capital Facilities Element defines capital facilities, identifies those necessary to support development, and clearly states the adopted LOS or other planning assumptions for those necessary to support development.

Forecast (continued) Part of identifying and forecasting future needs is planning to correct any existing deficiencies or problems. Some of how growth causes increased need is related to the increase in the number of people (population and employment growth). Some if it is related to expansion of the footprint of the urban area (geographic growth). This distinction is central to managing infrastructure costs.

Forecast (continued) The analysis should identify any projected LOS shortfall. When estimating or projecting costs for facilities and services over the life of the plan it is critical to include all likely costs. The costs of maintenance and system preservation for both the existing systems and additions to those systems should be factored into the long terms costs.

Where Needs Come From

Financing Plan A six-year financing plan must be adopted and realistic. Local governments have a responsibility to develop a financing plan for the life of the plan. Determine which revenues will pay for the capital facility needs. This is one of the hardest parts – but a critical feature - of developing your Capital Facilities Plan.

Financing Plan (continued) Plan for revenue and costs. Prioritize capital facility projects. Determine when capital facility projects will occur.

Financing Plan (continued) Local governments can modify the Capital Facilities Element to reflect changes in conditions or circumstance, or delete or add projects in light of current conditions. Revenue projections for years 7-20 should be included in the jurisdiction’s assessment of its ability to provide capital facilities planned for within the planning horizon.

Financing Plan (continued) The Hearings Board has consistently read the GMA to require that estimates for revenues meet the estimated expenses for the 20-year planning period, or a reassessment of the land use plan would be required. It may be useful to identify financing policies regarding capital facilities in writing.

Consistency & Coordination Internal Project Intergovern mental

Working with Special Purpose Districts Where is New Growth Going? Do they have the Capacity? What do you need from them? Synthesis Summarize Conclude Do I have enough information from them that I know my growth strategy will work?

Monitor & Evaluate The basic requirements of the update process include: Update inventory Assess progress on implementation Update the forecast and identify any new needs Assess your findings Update the implementation plan

Monitor & Evaluate (continued) Consider new data and circumstance. Remind elected officials about the importance of long term planning for growth and the needed infrastructure to serve that growth. Communicate with the public about the costs of the existing systems and what will be needed to implement the land use and related plans.

Conclusions Ensuring a jurisdiction can meet the adopted level of service with a growing population – and position itself to pay for the needed systems – is no small feat. Invest where you want new growth to occur. Understand how the growth pattern affects the needed investments. Select growth and development patterns that allow for efficient and effective provision of public services.

Conclusions (continued) Infrastructure has short term and long term costs. Before expanding UGAs, consider alternatives and the costs of each, prepare the CFP to show the funding needed and sources to cover the alternatives. Work collaboratively with all service providers.

Questions Q & A – until 11:00 a.m. What will be posted to CFP webpage: All questions and answers Slide presentation Recording of this webinar Management/Capital-Facilities/Pages/default.aspx

November 18, 2014 Dave Andersen, AICP - Planning Review Team Manager Washington State Department of Commerce Spokane Office Joyce Phillips, AICP – Senior Planner Washington State Department of Commerce Olympia Office Presented by: