HomeMy WebLinkAboutCity Council Committees - Land Use and Planning Board - 01/11/2021 (2)
Land Use and Planning Board
Agenda
Board Members: Ali Shasti, Chair
Shane Amodei, Vice Chair - Gwen Allen-Carston - Dione Dittmar -
Paul Hintz - Katherine Jones - Joseph O'Toole
Monday, January 11, 2021
6:00 p.m.
DUE TO COVID-19 AND HEALTH SAFETY REQUIREMENTS, AND BY
ORDER OF THE GOVERNOR
THIS IS A REMOTE MEETING
You can listen to the meeting by calling
1-888-475-4499 or 1-877-853-5257
and enter Meeting ID: 931 4738 0571
Item Description Action Speaker Time
1. Call to Order Chair 01 MIN.
2. Roll Call Chair 02 MIN.
YES
3. Approval of December 14, 2020 Chair 05 MIN.
Minutes
4. Changes to the Agenda Chair 01 MIN.
NO
5. Amending the Kent Brian Levenhagen, 30 MIN.
Comprehensive Plan and its Deputy Director, Parks,
Recreation and
to include an updated Parks Community Services
Capital Project List Department
NO
6. Proposed 2021 Comprehensive Matt Gilbert, Deputy 10 MIN.
Plan Map Amendment CPA-2018-Director, ECD
1
NO
7. Transportation Master Plan April Delchamps, AICP, 15 MIN.
(TMP) Document Update Senior Transportation
Planner
8. Adjournment Chair 01 MIN.
Unless otherwise noted, the Land Use and Planning Board meets at 6 p.m. on the second
and fourth Mondays of each month in the Kent City Hall, Council Chambers East, 220 Fourth
Avenue South, Kent, WA 98032.
For additional information please contact Tanya Kosen at 253-856-5461, or email Tanya
Kosen at TKosen@KentWA.gov.
253-856-5725 in advance. For TDD relay service call Washington Telecommunications Relay
Service at 7-1-1.
4
Pending Approval
Land Use and Planning Board
Land Use Regular Meeting
Minutes
December 14, 2020
Date: December 14, 2020
Time: 6:03 p.m.
Place: Chambers
Attending: Ali Shasti, Chair
Shane Amodei, Vice Chair
Gwen Allen-Carston,
Dione Dittmar,
Paul Hintz,
Katherine Jones,
Joseph O'Toole
Agenda:
1. Call to Order 6:03 p.m.
Attendee Name Title Status Arrived
Ali Shasti Chair Present
Shane Amodei Vice Chair Present
Gwen Allen-Carston Excused
Dione Dittmar Present
Paul Hintz Excused
Katherine Jones Present
Joseph O'Toole Present
3. Approval of Minutes dated October 12, 2020
MOTION: Move to approve the Minutes dated October 12, 2020
RESULT: APPROVED \[UNANIMOUS\]
MOVER: Shane Amodei, Vice Chair
SECONDER: Joseph O'Toole
AYES: Shasti, Amodei, Dittmar, O'Toole
ABSENT: Jones
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EXCUSED: Allen-Carston, Hintz
4. Changes to the Agenda
5. 2021 Kent Design and Construction Standards
Susanne Smith gave a presentation on the 2021 Kent Design and
Construction Standards. Over the past several years the City of Kent Public
Works Department collaborated with departments throughout the City to
update the 2009 Kent Design and Construction Standards. The 2021 Kent
Design and Construction Standards were created from this effort.
Page 1 of 2
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4
Land Use and Planning Board Land Use Regular December 14, 2020
Meeting Kent, Washington
Minutes
The purpose of the standards is to the extent practicable, to set forth the
minimum requirements for specific and consistent construction of, and
improvements to: public and private streets, water utilities, sewer utilities
and storm water utilities; placement and operation of any utilities in rights-
of-way; and all excavation and grading in the City.
The 2021 Kent Design and Construction Standards have been submitted for
SEPA and to the Department of Commerce, the State Department of Health
and the King County Industrial Waste Program for review and comments.
There were questions from the board members inquiring lighting and possible
acoustic measures.
6. Transportation Master Plan (TMP) Update
April Delchamps gave a presentation updating the board members on the
Transportation Master Plan. The Transportation Master Plan (TMP) details
extensive public outreach and interdepartmental coordination can be seen in
the project lists as well as in the policies and actions. These two elements of
the TMP are a critical part of the roadmap for reaching the adopted goals.
They are two of the most tangible outputs of the Transportation Master Plan
update process.
The policies and actions provide direction and next steps that will facilitate a
variety of efforts. These efforts include grant applications for projects on the
prioritized project list, process updates to improve the flow to the 6-year
Transportation Improvement Program (TIP), data collection and analysis to
facilitate grant applications and to support partnerships, and external and
internal collaboration on projects and processes. Both the project lists and
policies and actions flow to the last element of the TMP, the plan
performance measures. There will be a future presentation on potential plan
performance measures.
The board members had questions about voting procedures and the City
Council as well as items on the project list.
7. Adjournment 7:10 p.m.
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Tanya Kosen
Committee Secretary
Page 2 of 2
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6
ECONOMIC AND COMMUNITY DEVELOPMENT COMMITTEE
Kurt Hanson, Economic and Community Development Director
220 Fourth Avenue S,
Kent, WA 98032
253-856-5454
DATE: January 11, 2021
TO: Land Use and Planning Board
FROM: Parks Department
SUBJECT: Amending
Capital Facilities Element to include an updated Parks Capital
Project List
SUMMARY: The City of Kent is currently exploring the possibility of enacting a
Park Impact Fee on new development to pay for additional parks and recreation
facilities to meet the increased level of service capacity needed to support growth.
In order to charge a park impact fee, a parks project list must be adopted as an
amendment to the Kent Comprehensive Plan into the capital facilities element.
Adding the park project list as an amendment to the capital facilities element of the
Kent Comprehensive Plan does not obligate the City of Kent to enact a Park Impact
Fee. The project list is derived from the 2016 City of Kent Park and Open Space
Comprehensive Plan and consists of projects that were adopted in the Parks 6-year
CIP as part of the 2021-2022 City of Kent Biennial Budget.
SUPPORTS STRATEGIC PLAN GOAL:
Evolving Infrastructure - Connecting people and places through strategic investments in physical
and technological infrastructure.
Thriving City - Creating safe neighborhoods, healthy people, vibrant commercial districts, and
inviting parks and recreation.
Sustainable Services - Providing quality services through responsible financial management,
economic growth, and partnerships.
ATTACHMENTS:
1. Kent Park Project List - Capital Facilities Element (PDF)
2. Kent Park Project List - Acquisition Projects (PDF)
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Neighborhood
RV Added
by ProjectClassification
0Urban04Urban0Neighborhood0Neighborhood0Gateway04Trail004Community000Quantified by acreage
Potential
Gained LOS
RV
Potential
LOS by Recreational Value
0663Urban724171Special Use017.7517.753Undeveloped310.257.253Community08.58.53.5Special Use021214.5Undeveloped58.253.252Neighborhood
0.95.54.63Neighborhood2.32219.78.5Passive/Natural0.632.43Urban0.821.21Pocket2.66.253.653Neighborhood6.31710.74Special Use4.115.511.46Undeveloped3.31612.71Passive/Natural1.142.91.5Neighborhood3.211.58
.310Community0.610.43Neighborhood4.294.81Neighborhood0.654.42Neighborhood2.114.512.471.21.50.31.5Neighborhood
Current RV
59,853
864,647518,785235,608706,445350,237816,689202,394287,313862,602805,768886,646365,510753,682286,367367,323635,323522,598459,966282,323137,910
3,453,2321,035,3861,846,6475,788,1841,310,2622,105,9511,970,5984,295,4721,100,0003,438,3003,925,6852,762,293
$ $ 48.9229.5180.687.5
$ 43,440,000
$
$ 4,620,000
- - - - - - -
- 287,313 - 689,552 - - - -
- - - - - - - 137,910
1,149,254 574,627 574,627 - - - 574,627 344,776 287,313
$ -
$ 4,550,000
- 1,151,899 - 460,759 - - - -
- - - 287,975 - - - -
- 460,759 - - - - - 115,190
- - -
- 57,595 1,151,899 575,949 287,975
$ -
$ 4,300,000
- - - 116,216 - -
- 581,081 - - - - 232,432 581,081 -
- - - 116,216 - - - -
- - -
581,081 - 58,108 1,162,162 581,081 290,541
$ -
$ 3,970,000
235,608 - 117,804 235,608 - - -
176,706 - - -
- 294,510 - - - 294,510 294,510 - 1,178,042
- - - -
- - 200,267 - 58,902 - 589,021 294,510
$ -
Parks and Recreation Project List 2021-2026 Capital Facilities Element
$ 6,263,000
331,785 276,488 - - - - -
- - - - -
$ - - 55,298 165,893 1,105,951 - 1,105,951 552,975
- - -
- - 290,865 1,105,951 55,298 387,083 552,975 - 276,488 -
-----------------
33,00050,00071,00081,00085,000
300,000187,000624,000300,000353,000
1,282,0001,859,0001,000,0001,100,0002,263,0001,633,000
$ 564,647 - 225,859 564,647 282,323
564,647 169,394 2,823,233 - - - 169,394 - 282,323 225,859
1,129,293
- - - 59,853 415,580 - -
- - - - 56,465 135,515 564,647 -
282,323 -$ 8,516,000
Park/Project2020202120222023202420252026Total4th and Willis GreenwaysCampus Park ImprovementsDowntown Park Phase 1 ImprovementsDowntown Place-Making KhersonEast Hill Operations ImprovementsEastridge
Park RenovationHogan Park at RR Phase 2Huse/Panther Lake Community ParkKent Memorial Park RenovationKVLT - Boeing RockKVLT - Phase 2KVLT - RiverviewMill Creek Canyon RevitalizationMill
Creek Earthworks RenovationNPRP - Chestnut RidgeNPRP - Salt Air VistaPark Orchard Park ImprovementsParks Land AcquisitionSpringwood Park Renovation
Clark Lake Park Development 240thDowntown Park MasterplanEast Hill Operations Feasibility StudyGarrison Creek RenovationGateway Landscape RenovationKVLT - Old Fishing Hole ImprovementsLake
Fenwick Phase 2 ImprovementsLinda Heights RenovationMasterplansMorrill Meadows Phase 2NPRP - Scenic Hill Park RenovationPark LifecycleParks and Open Space PlanSun MeadowsTotal11,221,000
#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!
Prop
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20Quantified by acreage868 total acres
Acres
ProjectClassification
Added by
3,713,000
$ 20
$ 3,713,000
250,000$ 250,000
$ 250,000
250,000
250,000$ 250,000
$ 250,000
250,000
$ 250,000
250,000
Parks and Recreation Project List 2021-2026 Capital Facilities Element
2,263,000
$ 200,000
200,000
Park/Project2020202120222023202420252026TotalParks Land AcquisitionTotal2,263,000
#REF!
Prop
7
ECONOMIC AND COMMUNITY DEVELOPMENT COMMITTEE
Kurt Hanson, Economic and Community Development Director
220 Fourth Avenue S,
Kent, WA 98032
253-856-5454
DATE: January 11, 2021
TO: Land Use and Planning Board
FROM: Economic and Community Development
SUBJECT: Proposed 2021 Comprehensive Plan Map Amendment CPA-
2018-1
SUMMARY: The City received one application submitted by a private property
owner for amendments to the Comprehensive Plan Land Use Map during the 2021
docket process.
The site is a vacant 13.2-acre portion of the 155-acre Bridges PUD development,
th
located at 12200 SE 304 Street. The site is in the jurisdictional boundaries of the
City of Kent but is non-contiguous with the rest of the City and is surrounded by
land within the City of Auburn. The site was previously approved for commercial
development was never constructed, and the owner now seeks to change the
Comprehensive Plan Land Use Map designation of the site from US, Urban
Separator to LDMF, Low Density Multifamily.
SUPPORTS STRATEGIC PLAN GOAL:
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8
ECONOMIC AND COMMUNITY DEVELOPMENT COMMITTEE
Kurt Hanson, Economic and Community Development Director
220 Fourth Avenue S,
Kent, WA 98032
253-856-5454
DATE: January 11, 2021
TO: Land Use and Planning Board
FROM: Public Works
SUBJECT: Transportation Master Plan (TMP) Document Update
SUMMARY:
vision for the next 20 years. This vision was crafted through extensive public
outreach and interdepartmental coordination. The project lists as well as the
policies and actions are two of the most tangible outputs of the Transportation
Master Plan update, but numerous other elements are documented in the TMP. The
TMP sets a framework for understanding, prioritizing, measuring, and constructing
a multimodal transportation network to help Kent achieve its goals. The TMP
document includes seven chapters:
Chapter 1 Introduction: Describes the purpose of the TMP and the
planning requirements it needs to address. This chapter provides information
uses.
Chapter 2 Transportation Planning Context: Describes conditions for
all travel modes in the existing transportation system. This chapter also
provides an overview of needs identified by the community, as well as
opportunities and challenges. The City of Kent defines Transportation Equity
this definition.
Chapter 3 - Public Outreach: Describes the extensive community outreach
process that included online engagement, pop-ups at community centers,
committee meetings, and targeted engagement with traditionally
underserved communities. The overarching principle of the public outreach
process was to develop a TMP that reflects the diverse perspectives and
transportation needs of the community. Although the COVID-19 pandemic
limited in-person engagement opportunities in 2020, creative engagement
communities.
Chapter 4 Policies and Actions:
actions, categorized under each of the five goals. Policies describe the City of
policies through tangible projects and defined steps to improve processes,
develop capital projects, assign tasks, and set priorities.
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Chapter 5 Transportation Vision:
function, as a system, to meet the needs of all users. This chapter introduces
modes are served, and describes the types of infrastructure that would be
needed to achieve that vision. This chapter includes level of service
performance standards for streets and intersections, and planning guidance
to accommodate transit, biking, and walking.
Chapter 6 Project List:
will provide a safer and more connected multimodal system over the next 20
years. As described in Chapter 7, this project list was sized to match what
Kent can realistically afford over this period. This chapter also describes
at could be pursued if
additional funding opportunities arise.
Chapter 7 Implementation -
implementation, including how the city plans to pay for transportation over
the life of the TMP, strategies that the city will employ to optimize use of its
transportation network, and how Kent can monitor progress of the TMP over
time to fully realize the overarching goals that guided development of this
TMP.
Technical and supporting information is detailed in the Appendices.
SUPPORTS STRATEGIC PLAN GOAL:
Evolving Infrastructure - Connecting people and places through strategic investments in physical
and technological infrastructure.
Thriving City - Creating safe neighborhoods, healthy people, vibrant commercial districts, and
inviting parks and recreation.
Sustainable Services - Providing quality services through responsible financial management,
economic growth, and partnerships.
Inclusive Community - Embracing our diversity and advancing equity through genuine community
engagement.
ATTACHMENTS:
1. LUPB1-11-21_DraftTMPDocTextFinal (PDF)
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Purpose
PlanningRequirements
KentProfile
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Figure1:CityofKentBoundary
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Demographics
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Figure2:HouseholdIncome,20142018AmericanCommunitySurvey5yearestimates,U.S.Census"ãàÓÏãʰá
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Figure3:LanguageSpokenatHome,20142018American
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Figure4:LanguageSpokenatHome,20142018AmericanCommunitySurvey5yearestimates,U.S.Census
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Figure5:Population
Pyramid,20142018
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Figure6:HouseholdPovertyStatus,20142018AmericanCommunitySurvey5yearestimates,U.S.Census
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ExistingLandUse
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PlanningContext
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AutomobileandFreightNetworksandNeeds
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Figure7:MobilityversusAccessibility
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Table1:CityofKentFunctionalClassification
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Figure8:ExistingLocalFunctionalClassification
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Figure9:StudyIntersections&Corridors(2019)
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Figure10:CityofKentExistingFreightUsage
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WalkingandBicyclingNetworksandNeeds
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Figure11:ExistingSidewalksandTrails
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Figure12:ExistingBicycleFacilities
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ExistingandFutureTransitNeeds
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Figure13:ExistingTransit(AsofJanuary2020)
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Kent Station
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Kent Park and Ride Facilities
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Figure14:2025TransitRoutesintheCityofKent
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Safety
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Figure15:VehicleVehicleInvolvedCollisionsHeatMap
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Figure16:VehicleBicycleInvolvedCollisionsHeatMap
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Figure17:VehiclePedestrianInvolvedCollisionsHeatMap
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Figure18:TopCausesofVehicleVehicleInvolvedCollisionsinKent
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Figure19:TopCausesofVehicleBicycleInvolvedCollisionsinKent
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Figure20:TopCausesofVehiclePedestrianInvolvedCollisionsinKent
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/ÞÞÝàâãÜ×â×ÓáÏÜÒ#ÖÏÚÚÓÜÕÓá
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TransportationEquity
Understand baseline Conduct equitable public
conditionsoutreach
Incorporate equity into
the performance metrics
Track the City's progress
to prioritize projects that
toward equity goals
benefit underserved
communities
EquityDefinition
Buubdinfou;!MVQC2.22.32`EsbguUNQEpdUfyuGjobm!!)3655!;!UNQ*
The City of Kent defines Transportation Equity as the fair treatment of all people with
consideration of race, native language, national origin, ability, income, or age in the
development and implementation of transportation policies, plans, and projects to
provide access to employment, recreation, housing, services, and social interaction.
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UnderservedCommunities
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Figure21:UnderservedCommunityScore
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#ÖÏÞâÓàОʠ0ãÐÚ×Ñ/ãâàÓÏÑÖ
The overarching principle of the public outreach process was to develop a TMP
that reflects the diverse perspectives and transportation needs of the
community.
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TransportationAdvisoryBoard
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Phase1Outreach:Goals&Vision+ProjectIdeas
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Online Input
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In-Person Engagement
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Phase2Outreach:ProjectReview
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Getting the Word Out
o
o
o
o
o
o
o
o
o
Getting Feedback
o
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o
o
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StrivingforEquityandRacialJusticeinPublicOutreach
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#ÖÏÞâÓàПʠ4àÏÜáÞÝàâÏâ×ÝÜ'ÝÏÚáÏÜÒ0ÝÚ×Ñ×Óá
Goals
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Online Input
In-Person Engagement
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Figure 1: Table at Pop-Up Event
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Transportation Advisory Board
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Figure 2: Representatives at the first TAB Meeting (October 2019)
TransportationPolicies
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TransportationActions
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Actions/Objectives
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o
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o
o
o
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o
o
Actions/Objectives
Actions/Objectives
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Actions/Objectives
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Actions/Objectives
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ProjectEvaluationCriteria
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Table1:ProjectEvaluationCriteria
Dsjufsjb!
Joufsnpebm!Dipjdft;!Qspkfdu!fyqboet!pqujpot!gps!ubljoh!b!wbsjfuz!pg!usbwfm!npeft/!
Frvjuz;Qspkfduqspwjeft!tbgfuz!boe!bddftt!cfofgjut!gps!zpvui-!tfojpst-!mpx.jodpnf!ipvtfipmet-!mjnjufe.Fohmjti!
ipvtfipmet-!qfpqmf!xjui!ejtbcjmjujft-!boe!qfpqmf!pg!dpmps/!!
Hbq!Dmptvsf;!Qspkfdu!dmptft!b!hbq!gps!xbmljoh!boe!cjljoh/!
Bvup!MPT;!Qspkfdu!sftvmut!jo!mftt!spbexbz!efmbz!gps!wfijdmft/!
Vscbo!Eftjho;!Qspkfdu!dsfbuft!b!npsf!xfmdpnjoh!fowjsponfou!cz!jodmvejoh!gfbuvsft!mjlf!mjhiujoh-!tfbujoh-!bsu!
fud/!
Bsfbt!pg!Ijhi!Qfeftusjbo!Bdujwjuz;!Qfeftusjbo!qspkfdu!jt!mpdbufe!jo!bo!bdujwjuz!dfoufs-!ofyu!up!b!usbotju!tupq-!
boe0ps!tfswft!b!dpnnvojuz!eftujobujpo/!
Mboetdbqjoh!'!Fowjsponfou;!Qspkfdu!beet!usfft-!mboetdbqjoh!boe!cfofgjut!uif!fowjsponfou/!
Tbgfuz!!Dpmmjtjpo!Mpdbujpo;!Qspkfdu!beesfttft!tbgfuz!bu!b!mpdbujpo!xifsf!nboz!dpmmjtjpot!ibwf!pddvssfe/!
Cjlf!Mfwfm!pg!Usbggjd!Tusftt!)MUT*;!Qspkfdu!nblft!cjljoh!tbgfs0npsf!dpngpsubcmf!gps!qfpqmf!pg!bmm!bcjmjujft/!
Tbgfuz!!Sjtl!Gbdupst;!Qspkfdu!sfevdft!dpmmjtjpo!sjtl!gbdupst!mjlf!tqffejoh!ps!jobefrvbuf!mjhiujoh/!
Qfeftusjbo!Jnqspwfnfout;!Qspkfdu!jodmveft!qfeftusjbo!jnqspwfnfout-!mjlf!b!tjefxbml!ps!dspttjoh/!
Spbexbz!Nbjoufobodf;!Qspkfdu!jodmveft!spbexbz!nbjoufobodf/!
Mjgf.Dzdmf!Dptu;!Qspkfdu!sfevdft!pwfsbmm!dptu!up!uif!Djuz!cz!sfnpwjoh!ps!sf.tusjqjoh!spbet!ps!vqebujoh!fyqfotjwf!
jogsbtusvduvsf/!
Jnqbdu!Gff!Fmjhjcjmjuz;!Qspkfdu!dpvme!cf!qbje!gps!cz!jnqbdu!gfft!gspn!efwfmpqfst/!
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Dpnnvojuz!Tvqqpsu;!Qspkfdu!jt!tvqqpsufe!cz!dpnnvojuz!nfncfst/!
Bepqufe!Qmbot;!Qspkfdu!jt!jo!bo!bepqufe!Djuz!pg!Lfou!qmbo/!
Mfwfsbhft!Pvutjef!Gvoejoh0Qbsuofstijqt;!Qspkfdu!dpvme!cf!gvoefe!vtjoh!pvutjef!tpvsdft!mjlf!hsbout-!tubuf!
gvoet-!ps!qsjwbuf!!qbsuofstijqt/!
Ufdiopmphz;!Qspkfdu!qspwjeft!pqqpsuvojujft!up!jnqmfnfou!tnbsu!tjhobm!ps!ufdiopmphz!vqhsbeft/!
Usvdlt!'!Efmjwfsjft;!Qspkfdu!jnqspwft!dpoejujpot!gps!usvdlt!boe!efmjwfsjft/!
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Dsjufsjb!
Usbotqpsubujpo!Efnboe!Nbobhfnfou!)UEN*;!Qspkfdu!fodpvsbhft!ubljoh!npeft!puifs!uibo!esjwjoh!up!
nbyjnj{f!uif!fggjdjfodz!pg!Lfou(t!usbotqpsubujpo!tztufn!boe!cfofgju!uif!fowjsponfou/!
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#ÖÏÞâÓàРʠ4àÏÜáÞÝàâÏâ×ÝÜ6×á×ÝÜ
IntroductiontoLayeredNetwork
ModalNetworks
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Role of Guidelines:
Buubdinfou;!MVQC2.22.32`EsbguUNQEpdUfyuGjobm!!)3655!;!UNQ*
Figure1:PedestrianNetwork
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Figure2:BicycleLevelofTrafficStressandRiderCategories
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Table Н:BicycleLTSandRoadwayCharacteristics
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Table3:RecommendedBikeFacilityTreatmentsatanIntersection
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Role of Guidelines:
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Table П:GuidelinesforTransitTreatments
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Figure4:TransitNetwork
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Figure5:FreightNetwork
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Figure6:AutoNetworkandSubareas
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Automobile Network Performance Today
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Table5:PreliminaryVehicleLOSResultsbyCorridor(2019Conditions)
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Table6:VehicleLOSResultsbyCorridor(2040Conditions)
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Figure7:2040AutomobilePolicyResults
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Table7:VehicleLOSResultsbyCorridor(2040ConditionswithMitigation)
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#ÖÏÞâÓàСʠ4àÏÜáÞÝàâÏâ×ÝÜ0àÝØÓÑâ,×áâ
ProjectDevelopment
Buubdinfou;!MVQC2.22.32`EsbguUNQEpdUfyuGjobm!!)3655!;!UNQ*
Figure1TMPPrioritizedProjectListProcess
\[Call out box:\] The public outreach process provided multiple opportunities for community members
to weigh in. The refined project list was presented to the community in September 2020. The
following gaps were identified, and projects were added to the list for further evaluation and
prioritization:
Pedestrian crossing improvements
Pedestrian facilities near schools
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Pedestrian facilities near transit
Intersection and signal improvements to decrease congestion
TMPProjectList
FundedProjects
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PrioritizedProjectList
ProjectsLedbyDevelopment
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OnGoingPrograms
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NextPriorityProjects
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This chapter documents the city’s plan for implementing the vision outlined by this
TMP over the next two decades. First, it provides a roadmap of how the city plans
to pay for the projects outlined in this plan. Next, it describes strategies that the
City plans to employ to optimize use of its transportation network. The chapter
concludes with a description of Systemwide Performance Measures, which will be
used to track progress in implementing the TMP over time.
The City of Kent uses different revenue sources for operations and capital. Kent’s
transportation operating funds come from three main sources outlined below and
shown in Table XX.
Street Operating Income which includes revenue from sources such as Motor
Vehicle Fuel Tax (MVFT) distributions; utility tax revenue dedicated to street
improvement programs; discretionary transfers from the general fund; and
other local receipts from permits, interest income, and reimbursements to
fund street operating expenses.
B&O Tax to fund street maintenance and capital.
Solid Waste Utility Tax for residential street maintenance and repair.
Table XX
Kent 2019 Transportation Operations, Maintenance, and
Rehabilitations Funding
Funding Source Amount
Street Operating Income $17,345,420
B&O Street Maintenance & Capital $7,660,400
Solid Waste Utility Tax $3,506,000
Total Funding $28,511,820
Operations, maintenance, and rehabilitation revenue is used by the City of Kent to
fund street operating expenses, which were $17.3 million in 2019, as well as to
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fund annual maintenance and rehabilitation needs such as pavement restoration
(overlays, crack sealing, potholes, etc.), sidewalk repairs, ADA accessibility
improvements (curb ramp retrofits, accessible pedestrian pushbuttons), and
pavement markings/channelization.
The City of Kent anticipates the Operations, Maintenance and Rehabilitation Budget
remaining stable over the next 20 years. The 20-Year Operations, Maintenance and
Rehabilitation Budget is detailed in Table XX.
Table XX
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Kent 20 Year Transportation Operations, Maintenance, and
1
Rehabilitations Budget
Funding Source Amount
Street Operating Income $346,908,400
B&O Street Maintenance & Capital $153,208,000
Solid Waste Utility Tax $70,120,000
Total Funding $570,236,400
The prioritized projects are funded by the
capital project budget, the 20-year financially
constrained budget for the Transportation
Master Plan (TMP). The prioritized projects
combined with projects with secured funding
and developer projects are the projects the
City of Kent anticipates constructing over the
next 20 years. The program projects detailed
in the last chapter are the projects to be
considered for a program on the prioritized
project list. Each program will be developed
with the potential project list expanding in a
cocreation effort with the public and other
external stakeholders. Next priority projects
are projects from the extensive public
outreach effort that ranked highly on the
performance measures but for which funding
was unavailable in the capital project budget.
Lastly, the visionary multimodal network are projects necessary to construct a
complete multimodal transportation network. Many policies and actions in this plan
provide a pathway for decision making and define steps to improve processes,
develop projects, assign tasks, and set priorities. Of importance is the focus on
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incorporating equity in processes and projects. The effort to construct projects that
increase access to opportunity requires outreach with residents, especially
underserved populations. The visionary multimodal network will build on the
prioritized projects, program projects and next priority projects as relationships,
processes, and projects are cocreated.
This chapter details the four revenue sources for the capital project budget as well
as the historic and forecast revenue for each source. Further, potential system wide
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performance measures are discussed. These measures will be a part of the annual
six-year Transportation Improvement Program (TIP) update.
The capital project budget consists of four revenue sources, the business &
occupation tax (B&O), grants and appropriations, transportation impact fees (TIFs),
and local improvement districts (LIDs).
Business and Occupation (B&O) Taxes are taxes on a businesses’ gross receipts.
Cities have the authority to impose B&O taxes on businesses operating within city
limits in addition to any state B&O tax (RCW 35.21.710). The City of Kent began
collecting B&O taxes in 2013 to pay for critical street repairs and to ensure a safe
and efficient transportation system. A portion of B&O taxes are used to match
grants and fund capital projects.
Federal, state, and local (King County Metro and Sound Transit) grants are
available to help fund transportation projects in Kent. Grants are competitive and
the city competes with other jurisdictions based on need, project potential,
deliverability, and value. The city anticipates that future transportation projects will
align with criteria for state and federal grants. Additionally, it is anticipated that
WSDOT local program grants (such as Safe Routes to Schools and Pedestrian and
Bicycle Funding Program) and Transit grants (such as King County Metro Access to
Transit, King County Metro Speed and Reliability Partnerships, and Sound Transit’s
Access to Transit) will be provide increasing revenue over the next 20 years.
Over the last ten years, Kent has received other state shared revenues such as
direct project legislative appropriations or distributions from the state multimodal
account. The city will continue to pursue these funds for suitable projects.
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Transportation impact fees (TIFs) are charges on new development for
transportation system improvements related to the new development’s system
impacts. Fees are not allowed to exceed a proportionate share of the costs of these
system improvements and are only used for system improvements that will
reasonably benefit the new development. In addition, impact fees cannot be the
sole source of funding for system improvements that address growth impacts.
Transportation impact fees, as governed by the Growth Management Act (GMA),
must be used for transportation capital improvements that provide new capacity, as
addressed by a capital facilities plan element of a comprehensive plan adopted
under the GMA. Impact fees cannot be used to fund maintenance and operations
costs.
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Local Improvement Districts (LIDs) are special purpose funding mechanisms that
can be created by cities to fund improvements in specific areas. Cities are
authorized to form LIDs under RCW 35.43 without voter approval. LIDs generate
funds by implementing proportionate special assessments on property owners that
benefit from improvements. LID revenues are limited in their use to specific capital
projects that benefit owners in the special purpose area for which they were
created.
Between 2017 and 2020, the total capital project budget from these revenue
sources averaged $12.4 million annually. Each funding source has unique
characteristics in terms of revenue trend and/or applicability to projects.
B&O Tax: a stable revenue with broad project eligibility.
This is the most stable revenue source with a range from $3.39 to $4.43
million.
Grants: competitive revenue source but projects must fit criteria to be
competitive.
This revenue source is highly dependent on the grant opportunities
available in each year. Historically, there are significant more grant
opportunities (and funding available) in even years than odd years.
Appropriations: Sporadic revenue source for regionally significant projects.
State or legislature appropriations are usually the result of multiyear
lobbying efforts. This dynamic results in years with no appropriations
followed by a year with significant appropriations.
Transportation Impact Fees (TIF): Revenue dependent on economy with
broad project eligibility.
The City of Kent’s transportation impact fee (TIF)was adopted in 2010. The
City of Kent’s transportation impact fee generated between $1.7 and $2.85
million from 2017 and 2019. Due to the COVID pandemic, the TIF
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generated $1.5 million in 2020 which is less than anticipated.
Stable Revenue & Limited Project Eligibility: Local improvement districts
(LIDs) are project specific and require significant city staff resources to
implement. The city currently has five active LIDsthat fund existing capital
projects. On average, over the last four years, LIDs have generated
approximately $2 million. The last LID will expire in 2027. To generate more
LID revenue in the future, the city has identified potential projects on the
prioritized project list that could potentially be partially funded by a LID.
Historic 2017 to 2020 revenue for each source is detailed in Table XX.
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The historic revenue, future trends and pending city actions were reviewed for each
capital project funding source. The city anticipates the following:
Capital project funds from the B&O tax is anticipated to decline slightly over
the next 20 years. The annual contribution of B&O funds is projected to be $3.5
million.
Capital project funds from grants and appropriations is expected to be
relatively steady; however, there are a several factors that could affect this
revenue source. All grants are becoming increasingly competitive. Local grants
are a relatively new funding source. While Kent projects have been competitive,
the awards tend to be smaller than state and federal grant awards. At the state
level, Kent projects are competitive, but the criteria are increasingly project and
geographic location dependent. At the federal level, criteria for Puget Sound
Regional Council (PSRC) grant competitions are increasingly focused on projects
in and connecting to Regional Growth Centers and Manufacturing and Industrial
Centers. Kent has one Regional Growth Center in part of Downtown and one
Manufacturing and Industrial Center in part of the Kent Industrial Valley.
Federal grants tend to be higher amounts, but only a portion of prioritized
projects will be competitive. Due to the increased competitiveness and level of
uncertainty, the annual grant and appropriations forecast for the next 20 years
is projected to be $4.5 million. The annual forecast will be periodically
evaluated to evaluate trends.
Capital project funds from transportation impact fees (TIFs) is expected to
increase over the 20-year plan. The city is in the process of updating the
Transportation Impact Fee program as part of this Transportation Master Plan.
Key revisions include updating the project list to fund more multimodal projects
(that fit within state eligibility requirements) and a proposed increase of the
City’s TIF rate to fund more project delivery. The increase in the TIF rate will
bring the City’s TIF rate in line with other Cities in South King County and the
Puget Sound region. Updating the program requires Council approval and the
fees would be collected from development, not the general population. The
annual contribution of transportation impact fees (TIFs) is projected to be $3.2
million.
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Capital funds from local improvement districts (LIDs) are expected to
nd
increase over the next 20 years. The Military Road and 132 Ave SE corridors
as well as multiple individual projects have been identified for funding from
LIDs. The annual contribution of local improvement districts (LIDs) is projected
to be $1.5 million.
The average annual capital budget for the 20-year plan is $12.7 million, a 2.6%
increase from the 2017-2020 annual average. Table XX details the annual and 20-
year Capital Project Budget for the 20-year plan.
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Table XX
2
Kent 20 Year Transportation Capital Project Budget
Funding Source Annual 20-Year
B & O Tax $ 3,500,000 $ 70,000,000
Grants & Appropriation Awards $ 4,500,000 $ 90,000,000
Transportation Impact Fees (TIFs) $ 3,200,000 $ 64,000,000
Local Improvement Districts (LIDs) $ 1,500,000 $ 30,000,000
Total $ 12,700,000 $ 254,000,000
The prioritized projects are the projects the City of Kent anticipates funding over
the 20-year plan. A cost estimate was developed for each of the 96 projects on the
prioritized project list. The total cost estimate for the prioritized projects is
$253,993,588. This estimate is below the forecast capital project budget for the
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plan ($254 million). The prioritized projects can be reviewed in Appendix X.
This plan has thus far focused on completing Kent’s multimodal transportation
network via the layered network approach. The network proposed for each mode
represents the supply side of the transportation network. The opposite side of the
coin is the demand for the multimodal transportation network. The demand side is
addressed with Transportation Demand Management (TDM).
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The concept of TDM has evolved from a focus on commuters and strategies for
reducing demand at peak times to a focus on maximizing the modal choices of all
travelers and trip types. The shift includes a broader set of diverse strategies to
address many trip types and choices. Federal Highway Association (FHWA) defines
TDM as:
Managing demand is about providing travelers, regardless of
whether they drive alone, with travel choices, such as work location,
route, time of travel and mode. In the broadest sense, demand
management is defined as providing travelers with effective choices
3
to improve travel reliability.
The emphasis is on personal mobility rather than vehicular mobility. On the supply
side, TDM strives to treat roadway, transit, bicycle facilities and sidewalk capacity
as valuable, limited assets to be carefully managed. TDM strategies that strive to
manage the demand on the limited multimodal transportation network include,
encouraging ride sharing (car- and vanpooling); providing alternative mode
subsidies (e.g. transit passes); providing telecommuting, flex schedules, and
compressed work weeks; encouraging active options; and enforcing parking
fees/restrictions.
Other TDM strategies can range from simple marketing programs to complex land
use decisions. City land use policies can reduce dependence on private automobile
travel by focusing growth in specific locations and changing land use development
patterns. Land use densities, mixed-use activity, urban design, transit station areas
and other concentrated points of activity support frequent transit service and
pedestrian facilities for centers and along major travel corridors. The city’s TDM
program is focused on maximizing alternative mode options for all travels.
These are various ways that commuters can travel to work and individuals can
travel for other purposes that reduce the number of single occupancy trips:
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Public transit options are provided by both Sound Transit and King County Metro. In
some areas of Kent transit is a convenient, affordable option for all trip types. Over
the next 5 years, transit options will expand to include two Sound Transit link light
rail stations on Kent’s West Hill and RapidRide I which connects Renton to Auburn
via Kent’s East Hill and Kent Station. Both Sound Transit and King County Metro are
growing programs to increase access to transit to increase mobility for underserved
populations. Additionally, Metro has made strides in co-creating the transit network
in south King County to better meet the needs of underserved populations.
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Kent partners with King County Metro for vanpools and rideshare solutions primarily
for commute trips though other trip purposes such as to school are being explored.
The vanpool program requires a minimum of 5 and a maximum of 15 individuals
per vehicle with similar commutes. King County Metro also offers the vanshare
solutions to local business to fulfill the first and last mile connectivity to and from a
transit services to the employer site. Metro has begun looking at ways to make
access vanpools and carpools more equitable, namely, how to lower the barrier of
entry for underserved populations.
Every trip begins and end with walking. The existing pedestrian network supports
walking for many trip types particularly in areas with higher density, mixed uses.
Metro and Sound Transit buses and trains are equipped to accommodate
passengers with bicycles. Bicycling is often a
viable mode for commuters who are located
Flextime: Employees works a set
further than walking distance from transit
number of hours with start/end
services and whose schedules are too
times and days of the week
inflexible to use Vanshare programs. As the
agreed upon by the employer.
pedestrian and bicycling networks are
Compressed work week:
constructed and development occurs in
Employees work fewer days by
areas with land use policies that encourage
working longer shifts, reducing
density and mixed use, these modal options
their total VMT by completely
is anticipated to increase in viability and
eliminating a trip.
prevalence. Many of the prioritized projects
Staggered shifts: Employees
and policies and actions in this plan provide
start and end their workday
guidance and next steps to both increase the
outside the peak periods.
pedestrian/bicycling networks and increase
the attractiveness and viability of walking/biking as modal options for trips.
Alternative work schedule options are beneficial to both employees and employers.
Businesses can provide coverage for additional hours, and employees are able to
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work their schedules around transit and ridesharing availability. Alternative
Two TDM strategies quickly adopted during the COVID-19 pandemic were
telework and alternative work schedules. These strategies facilitated two
objectives, protecting the health of employees and decreasing demand on the
transportation network. Kent implemented telework using existing technology and
leveraging resources to continue to support its customers and employees. Some
departments required employees in the office/facilities. These departments
adopted staggered shifts that adhered to public safety guidelines of social
distancing and reduced capacity in enclosed areas.
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schedules include flextime, compressed work weeks, and staggered shifts. These
options are a significant component of the CTR program in Kent.
In the Puget Sound region, full-time and part-time telecommuting has increased
over the last decade. The COVID pandemic has forced many businesses, non-
profits, and government agencies to quickly implement telework for employees that
can work remotely. To facilitate this shift, unique solutions were implemented to
address technology and resource barriers. The level of telework is anticipated to
decline as the threat of the COVID pandemic wains, but many businesses, non-
profits and government agencies are likely to have significantly higher levels of
telework than before the pandemic.
In 1991, the Washington State legislature passed the Commute Trip Reduction
(CTR) Law (RCW 70.94.521) to reduce traffic congestion, increase air quality, and
decrease fuel consumption. In 2006, the Washington State Legislature passed the
Commute Trip Reduction Efficiency Act in 2006 (RCW 70.94.521). The goal of the
CTR Efficiency Act is to improve the efficiency of the overall transportation system
by focusing on the most congested areas of the state and increasing the planning
coordination between local, regional, and state organizations.
The Washington State CTR Law is unlike many of the required trip reduction
programs established in other states through federal air pollution regulations.
Washington’s CTR program relies on a partnership between the public and private
sectors to make progress towards meeting goals. The CTR program is based on
cooperation and collaboration rather than a punitive approach administered based
on regulation and enforcement. The CTR law is incorporated into the Washington
State Clean Air Act. The City of Kent adopted its CTR ordinance (Ordinance No.
3474) in 1993.
As the State of Washington’s population has grown, the need for TDM strategies,
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implemented thru programs like CTR, has significantly increased. The CTR program
encourages companies to work with their employees to reduce drive-alone and
vehicle miles traveled (VMT) rates. Since the start of the CTR program, the overall
State single occupancy vehicle (SOV) rate has remained constant even though the
volume of commuters has increased, which indicates commuters are choosing
alternative modes of transportation.
Since 1993, there have been many changes in the Puget Sound Region. Job growth
has exploded in King County in recent years, although most of the residential
population growth has occurred outside of King County. CTR employees are
commuting greater distances, extending the hours of peak congestion. Currently,
Kent’s CTR program serves 25 work sites providing support to over 15,000
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employees. The City’s CTR Program actively engages with businesses interested in
the CTR Program.
The city manages its CTR program proactively by providing public outreach to the
entire business community, not just the businesses required by law to participate in
the CTR program. Kent’s CTR program provides information and connections for
employees to a variety of alternative commute options including flex schedules,
compressed work weeks, tele-working, transit, and ridesharing. The city also
actively coordinates with transit organizations such as King County Metro that
administer marketing campaigns such as Wheel Options, Rideshare, and the
Commuter Challenge.
Employers with 100 or more full-time employees (scheduled 35+ hours/week)
that begin their workday between 6:00 a.m. and 9:00 a.m. at least two days a
week at a single worksite for 12 continuous months of the year.
•Appoint/maintain an Employee Transportation Coordinator (ETC) to be the
contact between the employer and the city.
•Biannually submit a program report to the city for review/ approval.
•Exercise a good faith effort by collaborating with the city.
•Biannually conduct a CTR employee survey to measure their employees' drive
alone rates
In the present, TDM strategies seek to maximize the efficiency of the existing
multimodal transportation network. In the future, pairing the construction of
transportation capacity with TDM strategies seeks increase efficiency of the
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multimodal transportation system over time. Tracking progress on implementing
TDM strategies will be incorporated into the systemwide (plan) performance
measures developed for the Six-Year Transportation Improvement Program (TIP).
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Systemwide performance measures (or plan performance measures) are used to
understand how progress on projects and policies translates into progress on the
adopted goals. The measures are used as checkpoints to understand where
progress is occurring and not occurring to reach the goals of Connectivity and
Options, Safety and Health, Stewardship, Strategy and Placemaking. The 20-year
plan is a living plan, and the plan performance measure provide the data to
understand our progress and if redirection is necessary to reach the adopted goals.
Public outreach especially with underserved populations was a critical component of
developing this plan and will be a component of future updates as a result of the
plan performance measures.
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A set of potential plan performance measures will be developed in early 2021 for
inclusion in the annual six-year transportation improvement program (TIP) update.
Potential performance measures will be reported annually, biannually, or every
three years dependent on staff resources and data source.
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