The capital priorities, as outlined by the Parks Plan, are:

The 2000 Parks CIP continues the significant focus initiated in 1998 on increasing the athletic recreational opportunities available to King County residents. Within the 2000 CIP, over $6.2 million in new bond funding is allocated to ballfield projects aimed at increasing the playing capacity within the County. New development or rehabilitation is planned for several sites including: Marymoor, Fort Dent, Highline, Ravensdale, and Tahoma. The table below details increases in ballfields and playing capacity as accomplished in 1998 and 1999 and planned over the remaining five years of the initiative.

In 1999, the County purchased a closed rail line along the eastern bank of Lake Sammamish for roughly $3 million. Since the purchase, Parks has drafted an Interim Use and Resource Protection Plan that recommends limited interim trail use while the master planning process is completed. For 2000 the Adopted CIP Budget includes $1.46 million in grant-funded design expenditures.

The 2000 Parks CIP also includes a funding commitment for preservation of park and open space lands in Preston. $650,000 is proposed to complete acquisition of the Preston Athletic Fields, which is a component of the Ballfield Initiative. $390,000 is included toward the final purchase of a site to be developed, operated and maintained by the Preston Arboretum and Botanical Garden, a local private non-profit. In 2000 a second installment of $250,000 is proposed to assist in the limited fee interest of the 473 acre Mitchell Hill Connector. This property is being preserved through the innovative Transfer of Development Rights Program in partnership with the City of Issaquah. This action will protect a highly threatened rural forest that drains into Issaquah Creek and will preserve a regional wildlife corridor. It will also provide for a soft surfaced trail, and link over 2,000 acres of public lands.

The following table displays major projects in the 2000 Adopted Budget. Please see separate 2000 Adopted Capital Improvement Program Budget Book for more information.

The Public Art Program Plan, which reflects the 2000 Budget, describes the art projects to be initiated from the fund, recommends a budget for each art project, and identifies any special project categories to allow for program flexibility and responsiveness. This Plan will be transmitted shortly after the start of 2000.

Stadium Maintenance and Rehabilitation. With the Stadium scheduled to be imploded in early 2000, there is no 2000 Stadium capital budget; furthermore, the Kingdome capital money spent in 1998 and 1999 was for the completion of capital projects designed to:

• continue maintenance activities to protect the County’s investment in the building;
• make essential/emergency equipment purchases;
• make any necessary high-priority health and safety improvements to the facility; and
• implement necessary aspects of the seismic safety capital project.

Any Stadium capital funds remaining following the Kingdome’s last year of operation, in 1999, will be returned to the Stadium Operating fund to be transferred to the Current Expense Fund.

Prioritization for Airport construction projects is generally determined in accordance with the Airport Master Plan; priority is given to projects that are necessary for the continued safe operations of the Airport.

The Airport’s CIP total request for the year 2000 is $ 3,560,175. Of this amount, $ 2,743,299 represents new projects, and $816,876 is for three continuing projects (Runway 13 Overlay, Noise Study Ordinance, So. Taxiway Overlay). The following table displays the major projects proposed in the 2000 budget. More detailed information can be found in the 2000 Adopted Capital Improvement Program Budget Book.

The continuing goal of the Road Services Division’s Capital Improvement Program (CIP) is to provide timely and efficient transportation improvements to the public. Transportation improvement plans are designed to ensure road safety, correspond to land use plans, and meet identified transportation needs. The Road Services Division uses the most recent population and employment forecasts in the development of this six-year program. In some cases, project scope adjustments have been made to enhance design efficiency or phase capacity increases to correspond to employment or population shifts.

The Roads CIP totals $294 million for the 2000-2005 six-year period, including a 2000 new appropriation of $60.3 million. The road and bridge improvements reflected in this program, are consistent with the principles and policies of the adopted King County Comprehensive Plan.

In 2000, the Roads CIP builds upon the flexible response budgeting policies adopted in 1998 by accelerating implementation of a broader range of projects within the first three years of the program, while remaining balanced over the six-year life of the program. Short-term borrowing may be necessary in order to accomplish this program acceleration. This proposal is a high priority of the Executive and responds to the Council Auditor’s 1996 Roads CIP Management Audit recommendations to pursue changes in budgeting practice in order to increase the overall level of CIP productivity and expend cash more effectively.

In order to execute contracts for project design and construction, the full phase of a project is appropriated in the first year of anticipated expenditures. In past years, the amount of anticipated revenue on an annual basis was a key factor in establishing budget appropriation levels. Given recent product delivery increases, the budget authority levels established primarily by revenue availability no longer reflect the most aggressive programming capable by the Division. By establishing higher levels of budget authority in the early years of the six-year CIP, the Division will be in a position to implement projects that would normally have waited for funding in a subsequent year.

The aggressive program delivery reflected in flexible response budgeting will require greater diligence in cash management. The Division has implemented new procedures for tracking and reporting expenditure projections. Based on current projections, it is anticipated that the fund may require short term borrowing in 2001.

Included in the 2000 fund appropriation is $5 million to cover potential contingent grant sources that may be programmed if a grant eligible project is substituted into the program. Any unprogrammed grant supported appropriation will be disappropriated at year-end in order not to add to the budget carryover.

There are two primary prioritization processes that provide input to the CIP: the Bridge Priority Process, and the Transportation Needs Report (TNR).

The Bridge Report is updated annually and submitted to the Council for review. This report includes the prioritized list of County bridges for replacement or rehabilitation. The criteria used to evaluate priority include sufficiency rating, seismic rating, geometrics, hydraulics, load limits, traffic safety, serviceability, importance, useful life, and structural concern.

The TNR is also updated and submitted to the Council for their review and adoption as the Transportation Element of the Comprehensive Plan annual update. The TNR Priority Process scores and ranks all King County road projects for consideration in the CIP. There are three major steps in the TNR Priority Process:

The first step is the identification and screening of potential needs. Proposed projects are compiled from various sources and then screened to eliminate proposals that are non-capital in nature, infeasible or inappropriate because they conflict with County policies.

The second step is a technical evaluation and ranking of all eligible projects. The projects are evaluated on the basis of twenty relevant criteria. A series of rankings and weights are used to develop individual project scores.

The third and final step is an evaluation of non-quantifiable factors to incorporate important considerations, which cannot be measured such as emergencies, project scheduling, categorical funding and commitments with other jurisdictions.

In the process of developing the six-year road construction program, the Transportation Needs Report and the Bridge Priority Process Report are duly considered.

The County is required by the Growth Management Act and by the Comprehensive Plan to specify transportation levels of service and enforce them through a concurrency management system. This policy ensures that new growth is concurrent with appropriate transportation improvements.

The Comprehensive Plan has established five areas of the County with each having a unique service/financing and transportation service strategy. The areas range from the dense activity centers

and mature residential communities to the rural areas. The Comprehensive Plan helps direct the use of County funds to areas where growth should occur based on the land use vision of the Plan.

The Transportation Concurrency Management program is a key tool used by the County to ensure that transportation improvements are consistent with the goals established in the Comprehensive Plan. Applications for development permits must obtain a certificate of transportation concurrency (or capacity availability) prior to applying for a building permit. The certificate confirms and establishes the availability of transportation facilities to serve the development and commits the capacity to the development. A transportation concurrency certificate is not issued if the development causes a violation of transportation level of service and there is no financial commitment in place to complete the improvements within six years.

The Comprehensive Plan also distinguishes between building new capacity projects for existing and pipeline development (vested in permitting), and those projects needed to serve only new growth. The Transportation Service strategy in the Plan prioritizes existing and pipeline needs before new growth needs.

The development of the 2000-2005 Capital Improvement Program has evaluated projects for consistency with the Comprehensive Plan and for meeting concurrency. Adjustments to project priorities, scopes, phasing, and costs, as well as new projects have been incorporated.

The six-year capital improvement program is primarily financed by the contribution from the County Road Fund (Fund 103), the $15 vehicle license fee, various State and Federal transportation grants, and developer mitigation payments. The contribution from the County Road Fund accounts for approximately 48% of the revenues supporting the six-year CIP. The Division has continued the efforts to examine potential savings as a result of efficiencies and increased productivity.

The following table displays major projects proposed in the 2000 Budget. Please see separate 2000 Adopted Capital Improvement Program Budget Book for more information.

(Please note that changes made between the Executive Adopted and Council Adopted Budget are denoted in underlined italics.)

The Adopted Public Transportation Capital Improvement Program (CIP) allocates approximately 75% of the total amount for replacement and maintenance of existing fleet and facilities. New initiatives included in the program include: Purchase of On-line Performance Module for the Scheduling System; Marion Street Pedestrian Bridge; Accessible Taxicabs; Transit Security Enhancements; Tashiro-Kaplan Sidewalk Repairs; and Broad Street Substation Lease Renewal.

Several issues surround the 2000-2005 Public Transportation Fund Capital Improvement Program:

• Sound Transit. As with the operating program, the integration of Sound Transit services will have an impact on the CIP. For the 2000 CIP, the following impacts have been estimated:

• Additional fleet to maintain schedules while operating on surface streets during and after tunnel closure;
• Reimbursement for one-time capital costs;
• Acquisition of 20 additional articulated coaches to offset the dual-powered coaches being dedicated to ST service;
• Expansion of base capacity sufficient to accommodate ST fleet; reimbursement is still under negotiation;
• Payment for the purchase of the tunnel beginning in September of 2004, more than off-setting the current tunnel related debt service.

• Paratransit Policies & Fares. During 1999, the policies for the paratransit program were revised. These revisions, coupled with a proposed fare increase scheduled for February, 2000 result in reduced demand for paratransit services. The reduced demand translates into the need for fewer paratransit vehicles and Mobile Data Terminals. As another means to reducing reliance on paratransit service, the paratransit program has a goal of increasing the number of accessible taxicabs to 10 percent of the taxi fleet. A new proposed project would purchase a total of 75 vehicles to assign to taxi providers who agree to charge the same fare for people with disabilities as without.

• Park and Ride Expansion. With the implementation of the adopted 6YP, Transit experienced growth in its commuter markets which increased the use of existing park & ride facilities and created pressure to expand those facilities. A program to construct as many as 5,000 new parking stalls, costing a total of $83 million was initiated in 1998. Expansion of 8 to 9 existing lots was originally proposed. Since the original proposal was introduced a number of changes have occurred in the program. These changes include alternative siting as Sound Transit locations are finalized; delayed implementation; accelerated implementation and changes in scope.

• Transit Oriented Development. Two pilot projects are underway in 1999. The lots are located at the Northgate Transit Center and Renton transit center. Work in 2000 related to these projects include: completing negotiations for the Renton project; beginning construction of a bus layover associated with Northgate TOD project; and completing analysis of parking capacity requirements and finalizing agreements with City of Seattle for the sale of 5^th Avenue park & ride lot.

• Fleet and Infrastructure. The 2000 budget supports a service and resulting fleet plan which is substantially different than last year. The plan is revised annually to reflect the current expectations of future service. This year’s plan is significantly impacted by the inclusion of assumed service and fleet impacts resulting from the loss of the downtown Seattle transit tunnel. Transit has based the Adopted CIP on information from Sound Transit regarding timing of tunnel closure for construction and on its eventual use. The tunnel is now assumed to close for operations in September, 2004 rather than 2002 and that joint use will not occur when it is reopened. Tunnel closure in 2004, means that the replacement of the dual-powered fleet in 2002 is no longer feasible. A significant advantage of the earlier replacement was the expected reduction in fleet maintenance expense as standard articulated coaches replaced the Bredas. Last years fleet

Smart Growth and Regional Arterial Network:

The public transportation program is an integral part of the Executive initiatives for Smart Growth and the Regional Arterial Network. The Adopted CIP has a number of projects that support these initiatives, including:

• the Speed and Reliability Program which includes projects throughout the county which endeavor to both reduce the travel time and variance in travel time of transit coaches and works with jurisdictions to make "transit-friendly" improvements to roadways
• the Transit Oriented Development Project which is looking for ways to partner with developers to leverage county investments to increase housing or commercial establishments around transit facilities
• The Passenger Facility Program which includes expansion of the park & ride system in those areas where transit ridership has grown beyond the facilities currently available and transit hubs and transfer points which are designed to provide individuals with a convenient way to move between neighborhood bus service and service outside of the community.

The following table displays major projects Adopted in the 2000 Budget. Please see separate 2000 Executive Adopted Capital Improvement Program Budget Book for more information.

During 2000, the Public Transportation Fund Capital Program will provide funding to complete the following major activities:

• Receive delivery of 30 New Flyer articulated coaches, including two hybrid electrics, and the delivery of 95 30-foot Gillig coaches.

• Sign contract for replacement of 77, 25-foot transit vans

• Complete design and begin construction of the Marion Street Pedestrian Bridge.

• Complete Duvall and North Bend Park & Ride lots.

• Complete functional requirements for the vehicle logic units (VLU), procurement and vendor selection for On Board Systems Integration. Begin prototype testing in 4^th quarter of 2000.

• Complete the following elements of the Speed & Reliability Program: Kent Commuter Rail Access Improvements; Ballard signal optimization program; Implement Automated Vehicle Identification (AVI) into traffic signals in Bellevue; HWY 99S improvements in Des Moines and Phase III of SeaTac International Blvd; HWY 99N AVI impact assessment and draft agreement with Shoreline; AVAI test and acceptance on Route 7 corridor; Development of Business Area Standards for Regional Signal Priority; Seattle Core Projects on Madison Street, Pike/Pine Corridor, and Jackson Street Corridor; Kingsgate Traveler’s Information project; Redmond Signal Priority project; Interagency agreements with Cities of Seattle and Shoreline for improvements in the Seashore area.

• Complete project planning and begin construction of the pedestrian/transit improvements for the football stadium at Royal Brougham.

• Enhance customer and operator security by purchasing and installing security cameras on up to 200 buses and implementing a program for the handling and storage of video tapes, proximity cards and other security items.

• Purchase replacements for 49 paratransit vehicles to support projected service demands.

• Mobile Data terminals will be field tested and a report prepared for submittal to the King County Council.

• Purchase 40 accessible taxicabs for addition to the County taxi fleet.

• Support King County Executive initiatives for Smart Growth and Regional Arterial Network by:

• working with local jurisdictions to improve transit speed, safety and reliability throughout the region
• incorporating Transit Oriented Development concepts at park & ride facilities
• incorporating housing requirements in Requests for Proposals to purchase surplused properties
• completing design and begin construction of park & ride facilities at Federal Way to support increased demand for services

• Complete design and begin construction of a structured park & ride facility at Eastgate. Complete design on up to three other locations and begin predesign on remaining locations.

• Complete or begin construction of hubs in Ballard, Fremont, Kingsgate P&R, Totem Lake/Juanita, Bellevue, Overlake, Redmond, Aurora Village, Bothell (U of W), University District, Auburn, Burien, Renton, SeaTac City, Southcenter/Tukwila, and West Seattle.

• Begin design and construction of Ryerson Base expanded parking capacity. Complete predesign on Phase I of Operating Base Capacity Expansion efforts at Central Base. Purchase land necessary for expansion at Central Base.

• Maintain existing facilities: replacing roofs, pavement, building systems, shelters and equipment. The budget request for TAMP is $19.8 million reflecting issuance of contracts for HVAC replacements, bus lifts & hoists and renovation of Power Distribution Headquarters.

• Complete installation of new automated passenger counters on existing fleet.

• Begin implementation of the chosen alternative for the Regional Fare Coordination System.

• Complete, by the end of 2000, 80-85% of the transfer points and bus zones identified in the adopted 6YP.

• Provide 1% for Art funding of $264,318 to the King County Arts Commission.

• Complete Park & Ride Utilization Study and identify locations for expansion. Complete agreements with Sound Transit regarding the Federal Way Park & Ride expansion project and complete joint NEPA process. Acquire land for new Federal Way Park & Ride lot.

• Complete negotiations Overlake and Renton TOD projects. Begin construction of bus layover associated with Northgate TOD project. Complete analysis of parking capacity requirements and finalizing agreements with City of Seattle for the sale of 5^th Avenue park & ride lot. Expand TOD program to 3 new projects during 2000. Possible projects include: Shoreline P&R, Burien P&R and Convention Place.

• Continue planning for replacement of radio system and automated vehicle locator system.

• Begin construction of the Route 36 Extension and Henderson Street Turnback. Plan for relocation of central substation and work with the City of Seattle to relocate trolley wiring from existing ducts and vaults into newly constructed ducts and vaults.

The Revenue Fleet Replacement Sub-Fund (RFRF) was created in 1997 to accumulate a fund balance sufficient to fund replacement of the Revenue Vehicle Fleet. The RFRF is proposed to act as a cash reserve for the replacement of coaches and Paratransit vans. The RFRF collects revenue from various sources, predominantly sales tax, and disburses these funds to the Capital Program at the time of fleet replacement. The expenditures for fleet occur as part of the Capital Program.