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Biennial Budget and Work ProgramFiscal Years 2018 – 2019 (July 2017 – June 2019)

May 2018Reflection Lakes, Mt. Rainier National Park

Adopted Supplemental

Puget Sound Regional Council

Washington

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to Puget Sound Regional Council, Washington, for its Annual Budget for the fiscal year beginning July 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communication device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

TABLE OF CONTENTS FY2018-2019 BUDGET AND WORK PROGRAM Page

Executive Message Introduction 1 Moving Forward on Transportation 1 Implementing Plans for Sustainable Growth 2 Advancing Shared Prosperity 2 Enhancing Data Tools 2

PSRC at a Glance What is the Regional Council? 3 Mission 3 Functions 3 Other Agency Mandates 4 Figure 1 - Puget Sound Regional Council Member Jurisdictions (Map) 5 Regional Profile 6

Population Growth 6 Population Distribution 6 Housing Growth 7 Employment Growth 8

Benefits of Membership 9 Organization and Decision-Making 10 General Assembly 10 Executive Board 10 Operations Committee 10 Policy Boards 10 Economic Development District 10

Budget Strategy & Overview Budget Strategy & Overview 11

PSRC’s Integrated Timeline 11 How the PSRC budget ties to long term planning goals and priorities 11

Figure 2 - Integrated Planning Timeline (FY2016-2024) 12 Short-term Factors Influencing Budget Decisions 13 Estimated Revenues and Expenditures 13

Funding Sources 13 Funding Uses 14

Budget Bar Graphs and Tables Table 1 – Revenue Comparison Summary 15 Table 2 – Expenditure Comparison Summary 15 Table 3 – Staffing Comparison by Function 15 Table 4 – Revenue Comparison by Source 16 Table 5 – Distribution of Matching Funds 17 Table 6 – FY2018 – 2019 Expenditure Allocation 18 Table 7 – Revenue Allocation 19 Table 8 – Carryover Funds from FY2017 20 Figure 3 – Revenue Comparison 21 Figure 4 – Expenditure Comparison 22 Figure 5 – Expenditure by Work Element 23

Financial Structure and Process 24 Fund Descriptions 24 Basis of Budgeting 24 Capital Budget & Debt 24 Fund Balance 24

Budget Development 26 Budget Policies 26 Unfunded Sub-Tasks 27 Biennial Budget and Work Program Development Key Dates 28 Performance Measures, Milestones & Reporting 30 Long Term Financial Projection & Strategy 30

Table 9 – Revenue Comparison Summary 32 Table 10 – Expenditure Comparison Summary 32 Table 11 – Staffing Comparison by Function 32 Table 12 – Revenue Comparison by Source 33

Budget Trends 34 Figure 6 – Biennial Revenue Trends 35 Figure 7 – Biennial Expenditure Trends 35

Work Descriptions by Task Planning Management 36 Regional Growth Management Planning 39 Regional Transportation Planning (Long-Range) 46 Regional Transportation Planning (Short-Range/PSRC Funding) 58 Economic Development 63 Data 66 Executive Services (Council Support) 75 Executive Services (Government Relations and Communications) 77 Administrative Services 80

Appendices Appendix A Puget Sound Regional Council Committee Structure A-1 Puget Sound Regional Council Organization Resolution A-2

Puget Sound Regional Council Organization Chart A-3 Position Summary Schedule A-9

Appendix B PSRC FY2018 and FY2019 Dues Assessment B-1 PSRC Financial & Budgetary Policies B-4 Appendix C Table of Contents C-1 PSRC Metropolitan Transportation Planning Process Unified Planning Work Program C-2 MPO Core Functions & Essential Programs (UPWP Federal Requirement Crosswalk) C-22 State Fiscal Year 2018 UPWP (July 1, 2017-June 30, 2018) C-26 Regional Transportation Planning Activities with Federal Funding C-41

FY2018-19 Unfunded Work Elements C-45 Appendix D Fiscal Years 2016-2017 Highlights D-1 Appendix E Glossary of Financial Terms E-1

Frequently Used Acronyms E-5

MESSAGE from the EXECUTIVE DIRECTOR

Introduction We are pleased to present the 2018-2019 budget and work program for the Puget Sound

Regional Council for your review and approval. It is a balanced, steady state budget that

supports PSRC’s regional planning mission and provides high quality services to our

members.

What a remarkable time this is for the central Puget Sound region! Population has surged

over 4 million people and jobs are growing fast. The region has secured historic

transportation investments that will pay dividends for generations. We’re well on our way to

closing the enormous gap between available funding and building the transportation system

needed to sustain the economy and quality of life as the region grows.

Growth is the biggest challenge and opportunity ahead of us. The region’s VISION 2040

strategy lays out how the region can accommodate the nearly million more people expected

here by 2040. It’s a strategy for growth that enhances the region’s economic vitality, social

equity and environmental health.

Over the next two years, PSRC will complete near and long term actions that help move the

region’s growth, transportation and economic development plans forward. Following are

highlights of our proposed work program.

Moving Forward on Transportation PSRC will work to keep the momentum going to

find solutions to short and long term

transportation needs. A big focus will be

completing an update to the Transportation 2040

plan in 2018. The good news is that many of the

investments in the plan will be fully funded. The

new plan will describe those investments,

address remaining needs and funding gaps, and

anticipate technological and other changes in the

region.

Through our work on the region’s near-term

Transportation Improvement Program, we will

advance transportation investments worth $5.6

billion coming online in the next few years,

including widening 405 from Renton to Bellevue,

building Link light rail to Northgate, and operating

an expanded bus rapid transit line in Snohomish

County. Through merit-based project selection

processes in 2017 and 2018, PSRC will select

projects that align with the growth strategy to

receive new federal funds.

Executive Message FY2018-2019 Budget and Work Program

1 Adopted Supplemental Budget May 2018

Implementing Plans for Sustainable Growth As the region has grown over the two

decades, most rural lands have stayed

rural and a significant share of new

housing and employment has located

in urban communities, in sync with

VISION 2040. Rapid growth in recent

years has underscored the need for

continued smart planning going

forward. New transit investments

coming with ST3 present an

exceptional opportunity to create vital,

walkable communities close to new

transit hubs. During this biennium,

PSRC will begin an update to VISION 2040 to reflect these new investments and other

changes in the region, and extend the plan to 2050. Related work will include implementing

an updated centers framework and developing a regional open space plan.

Advancing Shared Prosperity The region’s economy is performing at amazing levels. When adopted in 2017, the new

Regional Economic Strategy will guide key regional economic initiatives to keep the

economy strong and identify ways that PSRC can contribute. The Economic Development

Board will adopt a work plan that establishes implementation priorities for each year.

Enhancing Data Tools Our data team will continue to offer high quality data and modeling support to the region’s

jurisdictions. Our forecasting models will support major regional planning efforts, including

the Transportation 2040 and VISION 2040 updates. Work will include enhancing the

SoundCast activity-based model for transit and freight modeling, updating UrbanSim land

use forecasting tools, and extending the regional macroeconomic forecast to the year 2050.

We will also conduct a fourth wave of the Puget Sound Regional Travel Survey. Through

our Puget Sound Trends series, we will continue to track population, economic,

transportation, and housing data trends to measure the performance of our regional plans.

I invite you to explore the details of the entire budget in the pages ahead and look forward to

your feedback. Thank you for participating in the work of the Puget Sound Regional Council

and helping our region prepare for the future.

Josh Brown

Executive Director, Puget Sound Regional Council

Executive Message FY2018-2019 Budget and Work Program


PSRC at a GLANCE

What is the Puget Sound Regional Council? The Puget Sound Regional Council (PSRC) is a regional planning organization that develops policies and makes decisions about transportation planning, economic development and growth management in the four-county Puget Sound region. Under state and federal mandates and an Interlocal Agreement signed by its members, PSRC conducts and supports numerous state and federal planning, compliance and certification programs which enable members and other jurisdictions and entities in the region to obtain state and federal funding. PSRC is designated under federal law as the Metropolitan Planning Organization, and under state law as the Regional Transportation Planning Organization, for King, Kitsap, Pierce and Snohomish counties. PSRC provides creative, pragmatic regional planning and research to address current issues, and to explore future needs and options that could benefit the region. As a regional planning agency, PSRC does not duplicate the activities of local and state operating agencies, but supports their needs with complementary planning and advocacy. PSRC performs strategic analyses of trends, consequences of future growth and transportation policies, and implications of future options to address growth and transportation needs. It is a center for the collection, analysis and dissemination of information vital to business, citizens and governments in the region.

Mission The mission of the Puget Sound Regional Council as established in the Interlocal Agreement is "...to preserve and enhance the quality of life in the central Puget Sound area." To achieve this mission, the PSRC will: • Prepare, adopt and maintain goals, policies, and standards for regional transportation

and regional growth management in the central Puget Sound area, in accordance with federal and state law and based on local comprehensive plans of jurisdictions within the region.

• Ensure that provisions of state and federal laws pertaining to regional transportation planning and regional growth management are implemented in the region.

Functions PSRC 's Interlocal Agreement establishes the organization's growth management, transportation, economic development, forum and technical assistance responsibilities, highlighting the following functions: • Meet Metropolitan Planning Organization responsibilities for the four counties,

including development and maintenance of a regional transportation plan, and

PSRC at a Glance FY2018-2019 Budget and Work Program


programming federal transportation funds. • Fulfill Regional Transportation Planning Organization requirements prescribed by state

law for the four counties; ensure that regional transportation, land use and economic development plans are integrated and that state, regional and local transportation plans are consistent.

• Maintain VISION 2040 as the adopted regional growth, transportation and economic strategy.

• Develop and maintain a regional database; forecast and monitor economic, demographic and travel conditions in the region as the foundation for local and regional planning.

• Provide technical assistance to local governments, state and federal governments, and business and community organizations.

• Provide a forum to discuss emerging regional issues. • Provide staff support for the region’s Economic Development District.

Other Agency Mandates In addition to its own governing Interlocal Agreement, PSRC operates under numerous federal and state laws, including: • The federal Fixing America’s Surface Transportation (FAST) Act • Amendments to the federal and state Clean Air Acts • The state Growth Management Act • Numerous state transportation statutes, including transportation demand management

and commute trip reduction laws, and the High Capacity Transit Act

As the designated Metropolitan Planning Organization for the four-county central Puget Sound region, PSRC meets these federal and state requirements so that the region is eligible to receive transportation funds from the state and federal government. PSRC works to meet its mandates under these and other laws in a variety of ways. It has specifically established institutional relationships with member governments and other key regional decision-makers to help ensure these mandates are met and the region's goals are achieved. For example, in addition to representation from local government members, PSRC 's Transportation Policy Board includes representatives from the Washington State Department of Transportation, the state Freight Mobility Strategic Investment Board, transit operators, ports, tribes, the Puget Sound Clean Air Agency, businesses, labor groups, community groups and other organizations. The Growth Management Policy Board includes representatives from business/labor, environmental and community organizations. PSRC also utilizes a number of other advisory bodies, including a Regional Staff Committee composed of senior staff from local governments, state agencies, transit agencies, and ports, to provide ideas and valuable insights on ways to address important regional issues. Other committees, involving member agency staff and representatives of business, environmental, citizen and other interests, research and resolve technical issues related to regional policy development, and review and recommend major transportation projects, including bicycle, pedestrian and other transportation enhancement projects, for funding. PSRC also engages in many outreach activities to inform and involve communities and residents of the region. These efforts include forums, surveys, workshops, conferences, open houses, and a large variety of reports, technical papers and other publications. PSRC also maintains a website (www.psrc.org).



Figure 1 – Map of PSRC Member Jurisdictions



Regional Profile The Puget Sound Regional Council covers over 6,267 square miles in land area. There are 82 cities and towns that make up the membership of PSRC. In 2016, the Puget Sound Region accounted for 55% of the population of Washington State. Over 71% of the region’s population lived in the region’s thriving incorporated cities and towns as of April 2016.

Seven of the ten largest cities in Washington are located in the PSRC area. Of these, the top five largest in cities in the region are shown to the right. Seattle continues to be the largest city in the state and has increased the most in population since 2010.

Population Growth

The region has experienced a rapid increase in population since early 2013 as the region has continued to recover from the Great Recession. Between 2015 and 2016 over 86,000 new people moved to the region, the largest single year increase in population observed since the late 1960’s. Over 72% of the population increase between 2015 and 2016 came from people migrating to the region from other places both inside and outside of Washington. Californians made up the largest component of the migration from places outside of Washington.

Population Distribution

According to the latest American Community Survey data, approximately 67% of the population of the region is non-Hispanic white followed by over 12% Asian, Hawaiian or Pacific Islander. The region continues to attract many new people from outside the region and the demographic profile continues to reflect those changes in diversity.

Men and women between the age of 25-35 made up almost 16% of the region’s population in 2015 and were the two largest 5-yr age groups for both men and women in the region. As the population continues to age, it is expected that the upper end of the age/gender pyramid will shift to a larger population share in the older age groups.

Population 2010 2016 Total 3,690,942 3,985,040 Incorporated Area 2,526,890 2,833,555 Unincorporated Area 1,164,052 1,151,485

City 2010

Population 2016

Population Change in Population

Seattle 608,660 686,800 78,140 Tacoma 198,397 206,100 7,703 Bellevue 122,363 139,400 17,037 Kent 92,411 124,500 32,089 Everett 103,019 108,300 5,281

Source: April 1, 2016 Population of Counties, Washington State Office of Financial Management

Source: April 1, 2016 Population of Counties, Washington State Office of Financial Management



Housing Growth

Recovery in the housing market following the Great Recession accelerated in the Puget Sound Region along with the population and employment growth in late 2012 and 2013. In the past year the region added over 21,000 housing units to the market – over double the number of housing units that were added between 2010 and 2011.

As the region continues to grow, a larger share of the new housing being provided in the region is multi-family housing. Between 2010 and 2011, approximately 45% all new construction was multi-family housing. This increased to over 64% between 2015 and 2016.

New Housing Units 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

Total 9,687 9,519 13,844 17,769 20,256 21,078

Single Family 5,369 5,352 6,157 7,767 6,789 7,327

Multi-Family 4,306 4,052 7,603 9,916 13,429 13,442

Source: United States Census Bureau, ACS 2015 5yr Data table B03002 Source: United States Census Bureau, ACS 2015 1yr Data table S0101

Source: Postcensal Estimates of April 1 Housing Units, 1990 to Present, Office of Financial Management, Forecasting and Research Division

Source: Postcensal Estimates of April 1 Housing Units, 1990 to Present, Office of Financial Management, Forecasting and Research Division



Employment Growth

Total employment in the Puget Sound Region totaled over 2 million jobs in 2016 and job growth averaged over 3.2% in 2016 - almost twice the rate of our record population growth. All four counties in our region added jobs. The services sector, which includes jobs from IT, business services, recreation and food services, added the most jobs in the region between 2015 and 2016 but the construction sector grew at a blistering rate of 7.7%. The rapid increase in construction related work is reflective of the region’s growing housing stock.



Membership and its Benefits The PSRC membership includes the four counties of King, Kitsap, Pierce, and Snohomish and most of the cities they contain, and the Muckleshoot Tribe, Puyallup Tribe of Indians, and Suquamish Tribe. Of the 82 cities in the region, 73 are members of the PSRC. The jurisdictions of the region are shown in Figure 1. Statutory members of the PSRC include the four port authorities of Everett, Seattle, Bremerton and Tacoma; the Washington State Department of Transportation, and the Washington State Transportation Commission. Associate members include the Snoqualmie Tribe, and the Tulalip Tribes, Island County, the Thurston Regional Planning Council, Washington State Aerospace Partnership, University of Washington, and Port of Edmonds. In addition, a memorandum of understanding with the region’s six transit agencies outlines their participation in the PSRC. Fifty percent of the county and city elected officials who serve on the PSRC Executive Board must also serve on transit boards.

Benefits of Membership

• A voice in key regional decisions – Membership provides opportunities for elected officials and staffs of member jurisdictions and agencies to work together and to resolve growth, transportation and economic issues that cross jurisdictional boundaries.

• Distribution of federal transportation dollars –PSRC receives approximately $234 million in federal transportation dollars each year and conducts a competitive project selection process every two to three years.

• Economic Development – The Central Puget Sound Economic Development District and the Puget Sound Regional Council joined forces in 2004 to better integrate economic, growth and transportation planning for the region. In addition to benefiting the members, we are working closely with the federal Economic Development Administration and the public and private partners around the region to promote economic development.

• Technical assistance to obtain federal and state funding – Membership also provides access to information and technical assistance to obtain federal and state transportation funds. A large portion of the dues that members pay is used as matching funds for state and federal grants; more than six dollars are received in state and federal grants for every dollar of dues used as matching funds.

• Education & training – Members participate in a wide variety of workshops and other education and training opportunities to learn about important issues for local jurisdictions.

• Data to meet special planning needs – Membership also makes available a broad range of information and data to meet specific needs. This information includes employment, population and travel data necessary to meet the requirements of the Growth Management Act and other laws, and technical studies and policy analyses available through universities, private research and other sources, to meet special needs. This includes a large amount of data and information that a number of PSRC members, especially smaller jurisdictions, might not have enough staff time or resources to acquire on their own. Members receive highest priority when requesting data or information.

• Geographic Information Systems – Many of the PSRC databases are integrated into map formats for use in Geographic Information System (GIS) software. These databases are accessible to members, along with GIS assistance and custom map products.

• Free standard and secondary data products and working data sets – These data are provided free to members. Members also are not charged for custom requests that can be done in a short period of time, and a portion of the costs for members’ larger requests are charged against a prorated portion of members’ dues, while non-members pay the full costs of custom data requests.



• Technical expertise – Membership also provides access to an extensive range of technical expertise in areas such as transit and transportation planning, economics and economic development, growth management, demographics, and use of geographic information systems.

Organization and Decision-Making The Puget Sound Regional Council is governed by a General Assembly and Executive Board. The Growth Management and Transportation Policy Boards and Operations Committee advise the Executive Board. Appendix A, (Page A-1; Puget Sound Regional Council Committee Structure) provides an overview of the Regional Council's organizational structure.

General Assembly The General Assembly is composed of all member jurisdictions and agencies. At Assembly meetings, all elected officials from the executive and legislative branches of member cities, towns, counties, tribes, ports and representatives from the state agencies are eligible to attend and vote on behalf of their members. Votes are allocated proportionally as specified in the Interlocal Agreement signed by all members. The Assembly meets at least annually to review and vote on key Executive Board recommendations such as those concerning the budget and work program and growth and transportation plans and amendments. The General Assembly also elects the president and vice president of PSRC. Executive Board Members of the Executive Board are appointed by their General Assembly constituents to represent the member governments. The Board is chaired by the PSRC president, meets monthly, and carries out delegated powers and responsibilities between meetings of the General Assembly. Operations Committee The Operations Committee is composed of Executive Board members and is chaired by the PSRC's vice president. The committee reviews and makes recommendations to the Executive Board on the budget and work program, and on contracts and other financial and personnel issues. Policy Boards The Interlocal Agreement provides for two key policy boards to advise the Executive Board – a Transportation Policy Board and a Growth Management Policy Board. The Transportation Policy Board also is required under PSRC's responsibilities as the Regional Transportation Planning Organization for the central Puget Sound region. Both boards include representatives of the PSRC's member jurisdictions and other appropriate representatives of regional business, labor, civic and environmental groups. Economic Development District Through the signed Memorandum of Agreement with the Central Puget Sound Economic Development District, PSRC provides contract services to support District Board activities and work program.



Budget Strategy & Overview

Budget Strategy and Overview

The budget and work program supports regional objectives, local government priorities, mandates associated with PSRC’s designation as the Metropolitan Planning Organization and Regional Transportation Planning Organization for the region, and established state and federal emphasis areas, the state Growth Management Act, and the services provided to the Central Puget Sound Economic Development District.

PSRC’s Integrated Planning Timeline

The Integrated Planning Timeline (Figure 2) is a multi-year schedule of PSRC’s regional planning activities. The intent is to coordinate major planning products to ensure that PSRC meets state and federal requirements, avoids conflicts, integrates with local planning schedules, and completes internal work needed to support major planning products in a timely manner.

How the PSRC budget ties to long term planning goals and priorities

Development of the biennial budget and work program focuses on identifying available revenues and proposing a budget and work program that accomplishes the regional planning activities that are outlined in the Integrated Planning Timeline with the available resources. The budget and Integrated Planning Timeline will be regularly updated as requirements and conditions change.

Budget Stragegy and Overview FY2018-2019 Budget and Work Program


Integrated Planning Timeline, 2017-2025

2017 2018 2019 2020 2021 2022 2023 2024 2025

Puget Sound Regional Council March 15, 2018

Data

Reg. Macroeconomic Forecasts

Land Use Forecasts

Household Travel Survey

VISION 2050 Support (2050 horizon) Minor Update (2050 horizon, supports 2022 RTP update) (horizon TBD)

VISION 2050 Support (2050 horizon)

Land Use Vision (2050 horizon) Land Use Vision (horizon TBD)

Spring 2017 Spring 2019 Spring 2021 Spring 2023 Spring 2025

Major Planning Functions

VISION 2050

Regional Transportation Plan

Regional Economic Strategy Review & Adoption Scoping Plan Development Review & Adoption

Plan Develop.(2040 horizon) Review & Adoption Scoping Plan Development

(2050 horizon) Review & Adoption Scoping Plan Development(horizon TBD)

Scoping Plan Development (2050 horizon) Review & Adoption

City and County Planning

Comprehensive Plans

Growth Targets

Buildable Lands Reports

Countywide Planning Policies

King, Pierce, Snohomish Counties Kitsap County



PSRC Project Selection & TIP Development

Policy Framework

Project Selection & TIP Development




Policy Framework

Policy Framework

Policy Framework

Policy Framework

Fig. 2

Budget Strategy and Overview FY2018-2019 Budget and Work Program


Short-term factors influencing budget decisions During the development of the biennial budget proposal several factors were taken into consideration including: PSRC’s effort to sustain financial health, ensure agency resources are used in an

effective and accountable manner, and maintain internal management controls. The need for a balanced budget proposal based on conservative revenue estimates

from reliable sources. Accomplishing the regional planning activities that are outlined in the Integrated

Planning Timeline. Completing work tasks on time with identified resources. Updating policies to keep current with the latest regulations. Inflationary factors. Maintaining sufficient funds to meet current expenses (cash flow). Increasing amount of reserve funds to meet minimum recommended balance. Impact of the rising costs of employee benefits on the total cost of labor. The need for wage increases sufficient to remain competitive in job market

Estimated Revenues and Expenditures The revenue and expenditure assumptions are illustrated in tables 1 - 7 and figures 4 - 6. Figures 4 - 6 show the revenue and expenditure comparison between the Adopted FY2018-2019 Supplemental Budget and the Amended Adopted FY2018-2019 Budget (October 2017).

Funding Sources: Table 1 summarizes the revenue by funding source and compares the proposed budget to the current budget. Table 4 provides a more detailed listing of each revenue source and amount.

As shown on Table 4, of the different funding sources, the largest are the planning funds provided by Federal Highway Administration (FHWA) and Federal Transit Administration (FTA 5303) grants. The funds from the FHWA and FTA are associated with the Metropolitan Planning Organization requirements of federal law. To remain eligible for these funds, the Regional Council is required to: Review Transportation 2040 (Metropolitan Transportation Plan) for conformance with

federal requirements and revise it, if necessary; Develop, in all four counties now included in the designated Metropolitan Area

Boundary (rural and urbanized areas), a transportation project selection process andanalyze the operations of the current and future transportation systems; and

Ensure that the Transportation Improvement Program meets new federalrequirements.

(These activities are partly supported by state and local funds.)

Regional Transportation Planning Organization (RTPO) funds provided by the Washington State Department of Transportation to Regional Transportation Planning Organizations such as PSRC provide for local governments and the state to coordinate transportation planning for regional transportation facilities.

Federal Transit Administration Urbanized Area Formula Grants (FTA5307) are available for transportation-related planning.



Federal Transit Administration Enhanced Mobility of Seniors & Individuals with disabilities – Section 5310 (FTA 5310) formula funding is made available to states for the purpose of assisting nonprofit groups in meeting transportation needs of the elderly and persons with disabilities. Surface Transportation Program (STP) funds from FHWA are allocated by WSDOT to Metropolitan Planning Organizations for prioritizing and selecting projects that align with regional priorities. The Economic Development Administration (EDA) Planning Grant supports the work of the Central Puget Sound Economic Development District. See the Economic Development work element. Membership dues from member towns, cities, counties, tribes and transit agencies provide matching funds for grants, support various elements of the work program and provide for PSRC’s reserve funds. Anticipated revenues are revenues from traditional sources that are expected but not yet available.

Of the $27.5 million in total revenues for the Adopted FY2018-2019 Supplemental Budget, $15.7 million is from federal grants, $1.2 million is from state grants, $5.8 million in local and grant funds carried over from previous fiscal years, $4.4 million in local funds, and $431,000 in anticipated funds from MPO Planning fund and the Federal Aviation Administration (FAA). The local funds include $4.1 million in local membership and transit dues, and $273,000 from the Central Puget Sound Economic Development District. The distribution of the local membership dues and transit dues are shown in Table 5, Local Dues/Transit Dues Allocation Comparison. Funding Uses: Table 2 summarizes the expenditures by category for the adopted budget and compares them to the expenditures in the current budget. Of the $27.5 million total budget, 68% is used to fund personnel costs, 14% percent is used for overhead, 6% is for contingency reserve, 5% is for project consultants, 3% is for direct project costs and 4% is encumbered for anticipated revenues and future work. During the fiscal years 2018-2019 salaries are expected to increase by approximately 3% per year. Benefits are expected to increase by approximately 4.5% percent per year. Indirect costs are expected to increase by approximately 7% per year. The increase will be used to fund rent increases, repairs and maintenance of furniture and fixtures, and IT improvements such as migrating data storage to the cloud. Direct costs, consultant costs and the amount encumbered for long-term projects have decreased significantly in the proposed budget. This is due in part to the scheduled fiscal year 2017 completion of the Transportation Futures project. Of the $4.38 million in local dues, $2.86 million is used as match for the federal/state funds. For every dollar of local match, members receive approximately five dollars in grant funded planning services. The remaining local dues are allocated to Growth, Transportation, and Economic Development Planning and Monitoring, Data, and Executive and Administrative Services. Membership dues also provide support for PSRC to manage and distribute project money to the region. In 2016 PSRC will manage and distribute approximately $700 million in project funds. And over $5 billion of federal investment money will be tracked through the regional Transportation Improvement Program over the next four years. Table 3 shows staffing levels decreasing from 71 FTEs to 69.



Adopted October-17

Supplemental Amended

Basic Funding FY2018-2019 FY2018-2019 Variance

State $1,226,000 $1,226,000 $0,000

Federal $15,733,000 $15,733,000 $0,000

Local Funds, EDD and Service Income $4,404,000 $4,441,000 ($37,000)

Carryover (a) $5,672,000 $5,635,000 $37,000

Tenant Improvement Reimbursement Carryover $55,000 $55,000 $0,000

State/Federal/Local Anticipated $431,000 $431,000 $0,000

Total $27,521,000 $27,521,000 $0,000

Adopted October-17



Salaries (b) $11,493,000 $11,505,000 ($12,000)

Benefits (c) $7,107,000 $7,108,000 ($1,000)

Overhead $3,854,000 $3,854,000 ($0,000)

s+b+oh $22,454,000 $22,467,000 ($13,000)

Direct $874,000 $845,000 $29,000

Consultant $1,399,000 $1,424,000 ($25,000)

Anticipated $560,000 $560,000 ($0,000)

Tenant Improvement $55,000 $55,000 $0,000

Encumbered for Future Work $596,000 $587,000 $9,000

Contingency Reserve PSRC $1,583,000 $1,583,000 $0,000

Total $27,521,000 $27,521,000 $0,000

Adopted October-17


FY2018-2019 FY2018-2019 Variance

Planning Management 3 2 1

Regional Growth Planning 6 7 (1)

Long-Range Transportation Planning 12 12 0

Short-Range Transportation/PSRC Funding 7 7 (0)

Subtotal Planning 28 28 0

Economic Development District (d) 1 3 (2)

Data 19 19 0

Council Support 4 4 (0)

Government Relations and Communications 3 3 -

Administrative Services (e) 14 14 0

Total 69 71 (2)

Notes:

(a) Carryover are available funds that remain unspent in the previous budget cycle and can be used in the next budget cycle.

(b) Includes all agency staff salaries for the two year period. Assume 3% merit pool first year and 3% merit pool second year.

(c) Benefits include vacation, sick leave, holiday, retirement medical, dental, short and long term disability, life, a deferred

compensation plan, etc.

(d) Staffing reduced due to restructuring of roles.

(e) Aministrative Services include: Finance, HR, IT, Information Center, and Graphics.

Any and all lobbying will be paid with local funds.

Table 3 - Staffing Comparison by Task

Table 2 - Expenditure Comparison Summary

Table 1 - Revenue Comparison Summary



Adopted October-17



Grant and Local Revenue

Planning funds

Regional Transportation Planning Org (c) $1,226,000 $1,226,000 $0,000

Federal Transit Administration (MPO) and $3,094,000 $3,094,000 $0,000

Federal Highway Administration (MPO) $8,479,000 $8,479,000 $0,000

Subtotal Planning funds $12,799,000 $12,799,000 $0,000

Project Funding

FTA/5307 (a) $2,250,000 $2,250,000 $0,000

Estimated STP (a) $1,500,000 $1,500,000 $0,000

FTA/5310 $200,000 $200,000 $0,000

Subtotal Project Funds $3,950,000 $3,950,000 $0,000

Local Funding

Local Membership Dues $3,113,000 $3,113,000 $0,000

EDD Membership Dues $273,000 $273,000 $0,000

Subtotal Membership Dues $3,386,000 $3,386,000 $0,000

Transit Agency Dues $998,000 $998,000 $0,000

Subtotal Local Funding (b) $4,384,000 $4,384,000 $0,000

Grant and Local Revenue Subtotal $21,133,000 $21,133,000 $0,000

Project Specific Revenue

LiDAR $10,000 $10,000 $0,000

City of Seattle - Household Survey $0,000 $0,000 $0,000

City of Redmond - Household Survey $0,000 $0,000 $0,000

US Endowment for Forestry $0,000 $0,000 $0,000

State Transit Integration Grant - WSDOT $0,000 $0,000 $0,000

Subtotal Project Specific Revenue $10,000 $10,000 $0,000

CPSEDD Revenue

CPSEDD - EDA Planning Grant $200,000 $200,000 $0,000

CPSEDD - IMCP Carryover $20,000 $57,000 ($37,000)

DOD/OEA Match Carryover $0,000 $0,000 $0,000

Subtotal CPSEDD Revenue $220,000 $257,000 ($37,000)

Carryover PSRC $5,672,000 $5,635,000 $37,000

Tenant Improvement Allowance Carryforward $55,000 $55,000 $0,000

Basic Funding Total $27,090,000 $27,090,000 $0,000

Anticipated Funding

FAA Anticipated $315,000 $315,000 $0,000

Anticipated MPO $116,000 $116,000 $0,000

Anticipated Funding Total $431,000 $431,000 $0,000

Total $27,521,000 $27,521,000 $0,000

(a) FTA5307 and Estimated STP funding increase beginning FY2019

(b) Dues Increase in 2018 and 2019

(c) RTPO based on December 2017 WSDOT funding estimate

Table 4 - Revenue Comparison by Source



Adopted October-17



Basic Funding Match

Federal Transit Administration combined $1,806,000 $1,806,000 $0,000

Other Federal - FTA 5307 $563,000 $563,000 $0,000

Other Federal STP $234,000 $234,000 $0,000

EDD - Matched with EDD Dues $200,000 $200,000 $0,000

US Endowment for Forestry $0,000 $0,000 $0,000

State Transit Integration Grant - WSDOT $0,000 $0,000 $0,000

Anticipated Funding Match

FAA Anticipated $35,000 $35,000 $0,000

Anticipated Federal $76,000 $0,000 $76,000

Anticipated MPO $18,000 $18,000 $0,000

Contingency $331,000 $331,000 $0,000

Balance of Local Dues $1,048,000 $924,000 $124,000

Total $4,111,000 $4,111,000 $0,000

Table 5 - Distribution of Matching funds



Budget

SALARIES DIRECT FY2018-2019TASK BENEFITS OVERHEAD* COST CONSULTANTS OTHER TOTAL

000 PLANNING MANAGEMENT $762,000 $408,000 10,000 $7,000 - $1,187,000

100 REGIONAL GROWTH PLANNING $1,304,000 $698,000 $48,000 $275,000 - $2,325,000

200-259 LONG RANGE TRANSPORTATION PLANNING $2,915,000 $1,560,000 $345,000 $144,000 - $4,964,000

260 SHORT RANGE TRANSPORTATION/PSRC FUNDING $1,418,000 $759,000 $6,000 $30,000 - $2,213,000

300 ECONOMIC DEVELOPMENT $289,000 $155,000 $48,000 $26,000 - $518,000

400 DATA $5,003,000 $2,679,000 $256,000 $515,000 50,000 $8,503,000

500 COUNCIL SUPPORT $1,411,000 $755,000 $148,000 $227,000 50,000 $2,592,000

600 GOVERNMENT RELATIONS & COMMUNICATIONS $1,169,000 $626,000 $13,000 $175,000 16,000 $2,000,000

700 ENCUMBRANCE $542,000 - - - $1,085,000 $1,627,000

800 CONTINGENCY/RESERVE - - - - $1,583,000 $1,583,000

GRAND TOTAL $14,814,000 $7,640,000 $874,000 $1,399,000 $2,784,000 $27,512,000

Graphics, and Information Center

Table 6 - FY2018-2019 Expenditure Allocation

* Overhead includes Administrative Staff, Direct Costs, and Consultants associated with Finance, Human Resources, Information Technology,



FHWA FHWA FHWA FTA5303 FTA FTA5303 FTA5303 FTA 5307 FTA 5307 FTA 5307 FTA 5307

RTPO FHWA Match Carryover Carryover Local Match Carryover Carryover 2018 Match Carryover CarryoverTASK 13.5% match 13.5% Match 20.0% Match

000 PLANNING MANAGEMENT 240,000 819,000 128,000 - - - - - - - - - -

100 REGIONAL GROWTH PLANNING 663,000 359,000 56,000 384,000 60,000 405,000 63,000 83,000 13,000 - - - -

200-259 LONG RANGE TRANSPORTATION PLANNING 324,000 663,000 103,000 234,000 37,000 275,000 43,000 81,000 13,000 1,345,000 336,000 86,000 22,000

260 SHORT RANGE TRANSPORTATION/PSRC FUNDING - 298,000 46,000 474,000 74,000 1,046,000 163,000 81,000 13,000 - - - -

300 ECONOMIC DEVELOPMENT - - - - - - - - - - - - -

400 DATA - 3,409,000 532,000 384,000 60,000 1,367,000 213,000 81,000 13,000 905,000 226,000 96,000 24,000

500 COUNCIL SUPPORT - 1,432,000 224,000 445,000 69,000 - - - - - - - -

600 GOVERNMENT RELATIONS & COMMUNICATIONS - 1,148,000 179,000 384,000 60,000 - - - - - - - -

700 ENCUMBRANCE - 352,000 55,000 - - - - - - - - - -

800 CONTINGENCY/RESERVE - - - - - - - - - - -

TOTALS 1,226,000 8,479,000 1,323,000 2,306,000 360,000 3,094,000 483,000 327,000 51,000 2,250,000 563,000 182,000 46,000

Revenue Allocation (Continued) STP FTA 5310 STP 2018 EPA Watershed EPA Watershed PSTC PSTC PSRC PSTC Transit Seattle HH Redmond HH LiDAR SHRP 2 SHRP 2

2018 2018 Match Carryover Carryover Carryover Carryover Carryover Carryover Carryover Carryover Carryover

TASK 13.5% Match Match Match Match

000 PLANNING MANAGEMENT - - - - - - - - - - - - -

100 REGIONAL GROWTH PLANNING - - - 142,000 47,000 - - - - - - - -

200-259 LONG RANGE TRANSPORTATION PLANNING 750,000 200,000 117,000 - - 248,000 14,000 14,000 - - - - -

260 SHORT RANGE TRANSPORTATION/PSRC FUNDING - - - - - - - - - - - - -

300 ECONOMIC DEVELOPMENT - - - - - - - - - - - - -

400 DATA 750,000 - 117,000 - - - - - 132,000 30,000 10,000 3,000 3,000

500 COUNCIL SUPPORT - - - - - - - - - - - - -

600 GOVERNMENT RELATIONS & COMMUNICATIONS - - - - - - - - - - - - -

700 ENCUMBRANCE - - - - - - - - - - - - -

800 CONTINGENCY/RESERVE - - - - - - - - - - - - -

TOTALS 1,500,000 200,000 234,000 142,000 47,000 248,000 14,000 14,000 132,000 30,000 10,000 3,000 3,000

Revenue Allocation (Continued) EDD EDA grant EDD IMCP Tenant Improvement Carryover Basic Federal Federal Anticipated FY2018-19

EDA grant Match Dues Carryover Carryover Local Local Funding Match and match

TASK (EDD Dues) Subtotal Anticipated Anticipated Subtotal Budget

000 PLANNING MANAGEMENT - - - - - - - 1,187,000 - - - 1,187,000

100 REGIONAL GROWTH PLANNING - - - - - - 50,000 2,325,000 - - - 2,325,000

200-259 LONG RANGE TRANSPORTATION PLANNING - - - - - - 60,000 4,964,000 - - - 4,964,000

260 SHORT RANGE TRANSPORTATION/PSRC FUNDING - - - - - - 18,000 2,213,000 - - - 2,213,000

300 ECONOMIC DEVELOPMENT 200,000 200,000 73,000 19,000 - - 26,000 518,000 - - - 518,000

400 DATA - - - - - - 99,000 8,453,000 50,000 - 50,000 8,503,000

500 COUNCIL SUPPORT - - - - - - 372,000 2,542,000 50,000 - 50,000 2,592,000

600 GOVERNMENT RELATIONS & COMMUNICATIONS - - - - - - 212,000 1,984,000 16,000 - 16,000 2,000,000

700 ENCUMBRANCE - - - - 55,000 518,000 212,000 1,192,000 315,000 129,000 444,000 1,636,000

800 CONTINGENCY/RESERVE - - - - - 1,252,000 331,000 1,583,000 - - - 1,583,000

TOTALS 200,000 200,000 73,000 19,000 55,000 1,770,000 1,379,000 26,961,000 431,000 129,000 560,000 27,521,000

TABLE 7

FY2018 & FY2019 REVENUE ALLOCATION



Total Grant

Funds

Remaining

Contractual

Remaining Other Remaining

FHWA 2,305,739 247,660 2,058,079

FTA 5303* 326,963 - 326,963

FTA 5307 182,443 - 182,443

EPA Healthy Watershed Consortium 141,624 - 141,624

Puget Sound Transit Coordination (PSTC) 247,500 - 247,500

PSTC - Transit Agency Match 13,750 - 13,750

City of Seattle Household Survey 131,899 116,260 15,639

City of Redmond Household Survey 29,736 25,065 4,671

EDA IMCP 19,020 19,455 (435)

Tenant Improvement 55,193 - 55,193

SHRP2 2,825 - 2,825

Subtotal 3,456,692 408,440 3,048,252

Carryover local match 520,278

Carryover local funds 517,646

Contingency/Reserve Carryover 1,252,000

Total Carryover from FY2017 5,746,615$

Less EDD Carryover 19,020

PSRC Carryforward 5,727,596$

Table 8 - Carryover Funds from FY2017



Adopted October-17Supplemental AmendedFY2018-2019 FY2016-2017 Variance$1,226,000 $1,226,000 $0,000$15,733,000 $15,733,000 $0,000$4,404,000 $4,441,000 ($37,000)$5,672,000 $5,635,000 $37,000$55,000 $55,000 $0,000$431,000 $431,000 $0,000

$27,521,000 $27,521,000 ($0,000)


Figure 3 - Revenue Comparison

State/Federal AnticipatedTotal

State

Local FundsCarryover (a)

Tenant Improvement

Federal

Local Funds16%

Carryover21%

State/FederalAnticipated

1%

Federal57%

Local Funds16%

Carryover21%

State/FederalAnticipated

1%

TenantImprovement

1%

Federal57%

State 4% State 4%

AdoptedSupplementalFY2018-2019

$27.5 Million

October 2017Amended

FY2018-2019

$27.5 Million



Adopted October-17Supplemental AmendedFY2018-2019 FY2016-2017 Variance$11,493,000 $11,505,000 ($12,000)$7,107,000 $7,108,000 ($1,000)$3,854,000 $3,854,000 ($0,000)$2,273,000 $2,269,000 $4,000$560,000 $560,000 ($0,000)$596,000 $587,000 $9,000$1,583,000 $1,583,000 $0,000$55,000 $55,000 $0,000

$27,521,000 $27,521,000 $0,000

Figure 4 - Expenditure Comparison

Contingency/ Reserve

Total

SalariesBenefitsOverhead

Direct/Consult.

EncumbranceAnticipated

Tenant Improvement

Salaries42%

Benefits26%

Overhead14%

Direct/Consult7%

Encumbrance2%

Contingency/Reserve6%

Salaries42%

Benefits26%

Direct/Consultant7%

Overhead14%

Contingency/Reserve6%

Tenant Improvement1%

Tenant Improvement1%

Anticipated2%


$27.5 Million

October 2017 Amended

FY2018-2019

$27.5 Million



Adopted October-17Supplemental AmendedFY2018-2019 FY2016-2017 Variance

Planning Management $1,187,000 $1,284,000 ($97,000)Regional Growth Planning $2,325,000 $2,320,000 $5,000Long-Range Transportation Planning $4,964,000 $4,685,000 $279,000Short-Range Transportation Planning $2,213,000 $2,782,000 ($569,000)Economic Development $518,000 $844,000 ($326,000)Data $8,503,000 $8,398,000 $105,000Council Support $2,592,000 $2,563,000 $29,000Gov't Relations & Communications $2,000,000 $1,975,000 $25,000Encumbrance & Contingency $3,219,000 $2,670,000 $549,000

Total $27,521,000 $27,521,000 $0,000

Figure 5 - Expenditures by Work Task

Encumbrance/Contingency 12%

Gov't Relations & Communications 7%

Council Support 9%

Data 31%

Economic Development 2%

Short Range Transportation 8%

Long Range Transportation 18%

Regional Growth Planning 8%

Planning Management 5% Planning Management 5%

Regional Growth Planning 8%

Long Range Transportation 17%

Short Range Transportation 10%

Economic Development 3%

Data 31%

Council Support 9%

Gov't Relations & Communications 7%

Encumbrance/Contingency 10%


$27.5 Million

October 2017Amended

FY2018-2019

$27.5 Million



Financial Structure and Process Fund Descriptions:

PSRC has one fund. The General Fund is the chief operating fund and it accounts for all financial resources except those required to be accounted for in another fund. PSRC does not have any financial resources required to be accounted for in other funds, such as debt or capital items. All of PSRC’ departmental functions are captured under the General Fund. Revenues include federal grants, state grants, and member dues. Expenditures include salaries, benefits, overhead, and direct costs. For a complete description of revenues and expenditures, see Tables 1 - 5. Basis of Budgeting:

The basis of budgeting determines when revenues and expenditures should be recognized for budget control. The basis of accounting determines when revenues and expenditures are recognized in the financial reporting system. PSRC uses the modified accrual basis for both accounting and budgeting. Expenditures are created when the underlying liability is incurred. Revenues are recognized when they are measurable and available. Capital Budget & Debt:

PSRC does not have debt payments or a capital budget, which simplifies the relationship between accounting and budgeting basis. Fund Balance:

Fund balance is the difference between a governmental fund’s assets and liabilities. In the fund financial statements, governmental funds report the following classes of fund balances in accordance with GASB 54, Fund Balance Reporting and Governmental Fund Type Definitions. Nonspendable fund balances are amounts that cannot be spent because they are either in a nonspendable form or are legally/contractually required to be maintained intact, including inventories, prepaid expenses, advances, etc. Restricted fund balances are amounts that can be spent only for specific purposes stipulated by donors, grantors, creditors or by law.



Committed fund balances are amounts that are constrained for a specific purpose determined by a formal action of PSRC’s General Assembly and Executive Board, PSRC’s highest level of decision-making authority. The same action is required to remove or change the constraint as it did to impose the constraint. Assigned fund balances are amounts constrained by the PSRC’s intent that they will be used for specific purposes. PSRC has adopted its policy to delegate the authority to assign amounts to be used for specific purposes to its Executive Board and/or Executive Director. PSRC’s General Assembly adopted its budget, including amounts assigned for contingency purposes. The Executive Board approved increases to the contingency reserve going forward, up to the recommended level of two months of operating expenses. Dues increases fund the increases to the contingency reserve. Unassigned fund balances are amounts not classified as nonspendable, restricted, committed or assigned in the general fund. For a complete description of PSRC’s components of fund balance, see the FY2015 audit report at: http://portal.sao.wa.gov/ReportSearch/Home/ViewReportFile?arn=1016371&isFinding=false&sp=false Three (Four) Year Consolidated and Fund Financial Schedules:

The above table shows PSRC’s revenues, expenditures, and changes in fund balance. The data is displayed for the most recent biennium of actual costs in FY2014-2015, the latest adopted FY2016-2017 budget, as well as the updated projected FY2018-2019 budget. While PSRC does not project a change in fund balance, it does show an increase in contingency funds. This is the result of an increase in member dues in order to achieve the

Revenues Actual Actual BudgetedFY2014-2015 FY2016-2017 FY2018-2019

State/Federal 20,434,171 17,454,964 16,959,000 Local Funds, EDD and Service Income 4,025,896 4,411,749 4,404,000 Carryover (a) - - 5,672,000 Tenant Improvement Reimbursement 271,980 - 55,000 State/Federal/Local Anticipated - - 431,000 Total 24,732,047 21,866,713 27,521,000

Expenditures Actual Acutal BudgetedFY2014-2015 FY2016-2017 FY2018-2019

Salaries (b) 9,959,873 10,332,077 11,493,000 Benefits (c) 6,026,495 6,333,060 7,107,000 Overhead 3,271,625 2,983,341 3,854,000 s+b+oh 19,257,993 19,648,478 22,454,000 Direct 137,830 266,710 874,000 Consultant 5,080,522 1,906,999 1,399,000 Encumbrance/Anticipated - - 1,211,000 Contingency/Reserve PSRC - - 1,583,000 Total 24,476,345 21,822,187 27,521,000 Change in Fund Balance 255,702 44,526 -



recommended two months of operating expenditures. For budgetary purposes, PSRC displays fund balance information on a biennial basis.

Budget Development The Puget Sound Regional Council budget is a two-year budget and work program running from July 1, 2017 through June 30, 2019. The biennial budget includes the option for adjustment after the first year with a supplemental budget or a simple budget amendment.

The work program is divided into tasks. The work tasks are presented in detail in the Work Descriptions by Task section of the budget. The next budget and work program section presents more specifics on work elements by the program areas to better reflect the ongoing effort of PSRC to build cross-departmental teams that more effectively perform the work required of the agency. The original budget review process begins with the Operations Committee meeting in January to review and refine the budget and work program. The process continues in February through

March with reviews by the Growth Management and Transportation Policy Boards, Economic Development Board, Regional Staff Committee and other PSRC staff committees, and analysis and input from the countywide planning organizations, member jurisdictions, and state and federal agencies, to help ensure that the budget and work program contains items important and helpful to member jurisdictions. In May 2018 the General Assembly is expected to adopt the Supplemental FY2018-2019 Budget and Work Program. Changes since the FY2016-2017 Budget and Work Program include: • Updated budget cover • New glossary of terms • New section on long-range financial strategy • New position summary • Financial trends section enhanced to show comparison of past, present and future

budgeted revenues and expenditures • New budget amendment policy is included in the Financial Policies section in Appendix

B.

Budget Policies The PSRC Financial and Budgetary Policies can be found in Appendix B of this document. The policies are designed to guide and inform decision making and related administrative procedures and practices. The policies include a reserve fund policy with a target reserve fund balance of two months of operating expenditures. Currently, the agency’s reserve fund balance is approximately 63% of the recommended target. In order to build the reserve fund to the recommended target level, the additional local funds generated by a 4% dues



increase in each of the fiscal years 2018 and 2019 will be dedicated to the reserve fund. The recommended policies also call for a reassessment of the need for a dues increase each biennium during the biennial budget development process. Any future dues increase, beyond fiscal year 2019, would be subject to reassessment during the development of the fiscal years 2020 to 2021 biennial budget and work program. A budget amendment policy was added this year to clarify when changes to the budget would require a formal amendment reviewed and approved by the Executive Board and when the budget could be modified administratively (see Appendix B-4).

Unfunded Sub-Tasks The narratives include references to unfunded and partially funded work. When developing the FY2018-2019 Budget and Work Program staff identified additional work (staff & consultant) that could be pursued in the event additional revenue is identified.

The following unfunded sub-tasks are identified in the narratives: Data

• Data Visualization Modernization Phase 2 (consultants – partially funded) • Next-Generation UrbanSim Platform (consultants)

Council Support

• Strategic Initiatives (consultants – partially funded) Communications

• On-Call Communications and Outreach Support (consultants – partially funded)



FY2018-19 Biennial Budget & Work Program Development Key Dates September 2016

Prepare estimates of revenues and expenses.

September 2016 Executive Management Team begins discussion on proposed budget schedule and deadlines, initial budget assumptions, and outline of work program elements and format.

September 2016

Operations Committee receives proposed budget schedule.

October 2016 Operations Committee reviews budget assumptions for revenues and expenditures.

October 2016

Executive Management Team coordinates with STE FTA Caucus on proposed use of FTA5307 funds.

October – December 2016

Executive Management Team collect information from project leads and program managers on individual work element narratives, review the budget assumptions and review the initial revenue and expenditure projections. Staff describes the major tasks and milestones proposed over the next two years.

December 2016

Executive Committee reviews budget schedule and assumptions for revenue and expenditures.

December 2016

Prepare Internal Draft Biennial Budget and Work Program and distribute to Directors and Program Managers.

January 2017

Discuss proposed budget assumptions and schedule at all staff meeting.

January 2017 Operations Committee receives and reviews full Draft Budget and Work Program and briefs Executive Board on Budget and Work Program. Staff authorized to release Draft Budget and Work Program. Includes emailing to EDD Board, PSRC Policy Boards, the Regional Staff Committee, RPEC, STE FTA Caucus, Transit General Managers and other PSRC staff committees, member jurisdictions, countywide planning agencies, state and federal funding agencies and other interested parties.

February-March 2017

Transportation Policy Board & Growth Management Policy Board as well as Economic Development Board, review Draft Budget and Work Program, forward comments to Operations Committee for consideration by March 9. All PSRC staff committees forward comments on draft budget to Operations Committee for consideration by March 9.



March 2017 Staff meets with federal and state funding agencies on Draft Budget and Work Program, comments given to Operations Committee.

March 23, 2017

Operations Committee submits Final Draft Budget and Work Program and any additional changes to the Executive Board. Executive Board transmits Final Draft Budget including revisions to General Assembly.

May 2017

General Assembly Agenda including Final Draft Budget and Work Program mailed. May 31, 2017

General Assembly acts on Final Draft Budget.

June 2017 Final Budget and Work Program submitted to federal and state funding agencies.

June 2017

PSRC staff works with state and federal funding agencies on grant applications that support Budget and Work Program, status reports on the progress are given to the Operations Committee and Executive Board as needed.

July 1, 2017

Biennial Work Program and Budget Begins. October 2017

Board Action to amend budget.

December 2017 Supplemental Biennial Budget assumptions and revised schedule is reviewed by the Operations Committee

January 2018

Supplemental Biennial Budget is drafted and reviewed by the Operations Committee. February - March 2018

Draft Supplemental Biennial Budget and Work Program is reviewed by the Growth Management Policy Board, the Transportation Policy Board, the Economic Development District Board, and the Executive Board.

March/April 2018

The Executive Board is asked to propose action on the Supplemental Biennial Budget and Work Program by the General Assembly in May.

May 2018

General Assembly adopts the Supplemental Biennial Budget and Work Program.



Performance Measures, Milestones & Reporting The budget and work program identifies milestones and products for the various tasks and sub-tasks. Once the budget and work program is approved, progress toward completion of milestones and products is reported to PSRC funding partners in monthly, quarterly and/or semi-annual progress reports. The frequency of reporting depends on reporting requirements of each funding source. Project level accounting reports track expenditures on projects and compare the budgeted expenditures to actual. Contract expenditures and percent complete are tracked separately in a monthly contract status report. Directors and Program Managers meet quarterly with finance staff to review budget-to-actual reports and to discuss project timelines. The emphasis of these meetings is to complete contracts and work tasks on time and under budget. These meetings also provide an opportunity for program staff to communicate with finance staff. If necessary, transfers of resources may be needed to complete vital projects on time or in other instances when timelines may need to be adjusted due to unforeseen circumstances, such as staff vacancies or competing priorities. As a requirement of our MPO agreement with WSDOT, PSRC produces an annual progress report that is published on our website (PSRC.org) and delivered to WSDOT, FHWA and FTA within three months of the close of each fiscal year (June 30). The following reports are provided to the Operations Committee and Executive Board at each meeting: Contract status report Grant status report Pending grants report Budget-to-actual comparison by program area Recently completed contracts list

The budget and work program is reviewed and updated annually.

Long Term Financial Projections & Strategy PSRC’s six-year financial projections are shown in Tables 9 - 12. In preparing these estimates we made the following assumptions:

State and Federal grant revenue projections for MPOs and RTPOs are based on estimates provided by our funding partners (WSDOT, FTA, FHWA).

We have projected no increases in the funding level from the Economic Development Administration (EDA). This funding has remained relatively constant for the past 10 years.

Funding from FTA 5307 and STP are based on Project Selection Task Force recommendations and approved by the PSRC Executive Board. The region’s transit agencies are consulted on the amounts of FTA 5307 funds. The projects funded with FTA 5307 funds are



developed in collaboration with the Transit Operators Committee and are approved by the region’s transit executives.

FTA 5310 funds are projected to remain at the current level of $100,000 per biennium. Anticipated LiDAR revenues are expected to be lower than historical trends. Carryover indicates available funds and related work that remain unspent in the

previous budget cycle and can be used in the next budget. Carryover amount for FY2018-2019 is based on projected revenues and expenditures in Fiscal Year 2017. Carryover for time periods beyond fiscal year 2019 is based on historical trends and can be adjusted over time.

Until the reserve funds balance reaches the target of two months of operating expenditures, we have assumed a 4% per year increase in membership dues that will be used to increase the reserve fund balance, subject to biennial review and approval by Operations Committee.

Anticipated funds are estimates that are likely but not known and may be contingent upon a future event. For example, we have historically used FAA funds for a variety of airport-related projects. We anticipate future projects with FAA but do not have enough information yet to describe the use of the funds in the budget and work program. Therefore, we budget the potential revenue and encumber the potential expenditures until the amount and the exact nature of the work are known. The anticipated MPO amount listed is based on possible increases in annual funding resulting from the FAST Act. Until we have a more accurate estimate we will show these funds as anticipated and related expenditures will not be authorized until funding becomes available.

Analysis: PSRC is required to adopt a balanced budget for each biennium. The projections shown in this six-year plan show a balanced budget for fiscal years 2018-2019, an approximate 4.2% deficit in fiscal years 2020-2021 and a projected 10.05% deficit in fiscal years 2022-2023. If additional revenues are not identified by the time that these future budgets are prepared for adoption, then reductions in expenditures will be required. These reductions will come from salaries, consultant or direct costs and will be determined during the budget development process.



Projected Projected Projected

Biennial Biennial Biennial

Basic Funding FY2018-2019 FY2020-2021 FY2022-2023

State $1,217,000 $1,226,000 $1,226,000

Federal $15,733,000 $16,797,000 $16,797,000

Local Funds, EDD and Service Income $4,384,000 $4,741,000 $5,128,000

Carryover (a) $5,747,000 $4,000,000 $4,000,000

State/Federal/Local Anticipated $431,000 $695,000 $1,014,000

Total $27,512,000 $27,460,000 $28,165,000

- - -




Salaries (b) $11,493,000 12,138,000 12,877,000

Benefits (c) $7,107,000 $8,001,000 $9,016,000

Overhead (d) $3,854,000 $3,883,000 $4,053,000

s+b+oh $22,454,000 $24,022,000 $25,946,000

Direct $874,000 $470,000 $491,000

Consultant $1,399,000 $1,500,000 $1,500,000

Encumbrance/Anticipated (e) $1,202,000 $730,000 $1,049,000

Contingency/Reserve PSRC $1,583,000 $1,940,000 $2,327,000

Total $27,512,000 $28,663,000 $31,313,000

Variance (Revenues - Expenditures) $0,000 ($1,203,000) ($3,148,000)

4.20% 10.05%



FY2018-2019 FY2020-2021 FY2022-2023

Planning Management 3 2 2

Regional Growth Planning 6 6 6

Long-Range Transportation Planning 12 13 13

Short-Range Transportation Planning 7 7 7

Subtotal Planning 28 28 28

Economic Development District 1 3 3

Technical And Data Services 19 19 19

Council Support 4 4 4

Government Relations and Communications 3 3 3

Administrative Servcies (f) 14 15 15

Total 69 72 72


(b) Includes all agency staff salaries for the two year period. Assume 3% merit per year

(c) Benefits include vacation, sick leave, holiday, retirement medical, dental, short and long term disability, life, a deferred

compensation plan, etc.

(d) Overhead assumes a growth of 3% per year.

(d) Any and all lobbying will be paid with local funds.

(e) Encumbrance/Anticipated includes State/Federal/Local Anticipated, Tenant Improvement, and Local Match for Anticipated.

(f) Administrative Services include: Finance, HR, IT, Information Center, and Graphics

* Table shows a 4% per year dues increase through FY2023. Updated PL Funds per letter.

Six Year Financial Plan

as of December 29, 2017

Table 9 - Revenue Comparison Summary

Table 10 - Expenditure Comparison Summary

Table 11 - Staffing Comparison by Task



Six Year Financial Plan

as of December 29, 2017




Grant and Local Revenue

Planning funds

Regional Transportation Planning Org $1,217,000 $1,226,000 $1,226,000

Federal Transit Administration (MPO) and $3,094,000 $3,094,000 $3,094,000

Federal Highway Administration (MPO) $8,479,000 $8,863,000 $8,863,000

Subtotal Planning funds $12,790,000 13,183,000 13,183,000

Project Funding

FTA/5307 $2,250,000 $2,500,000 $2,500,000

FTA/5310 $200,000 $100,000 $100,000

Estimated STP $1,500,000 $2,000,000 $2,000,000

Household Survey Oversample - Seattle -

Household Survey Oversample - Bellevue -

Subtotal Project Funds $3,950,000 $4,600,000 $4,600,000

Local Funding

Local Membership Dues $3,113,000 $3,367,000 $3,641,000

EDD Membership Dues $273,000 $295,000 $320,000

Subtotal Membership Dues $3,386,000 $3,662,000 $3,961,000

Transit Agency Dues $998,000 $1,079,000 $1,167,000

Subtotal Local Funding $4,384,000 $4,741,000 $5,128,000

Grant and Local Revenue Subtotal $21,124,000 $22,524,000 $22,911,000

Project Specific Revenue

Other Federal - FTA JARC/New Freedom -

LiDAR $10,000 $40,000 $40,000

Subtotal Project Specific Revenue $10,000 $40,000 $40,000

CPSEDD Revenue

CPSEDD - EDA Planning Grant $200,000 $200,000 $200,000

CPSEDD - Donations -

Subtotal CPSEDD Revenue $200,000 $200,000 $200,000

Carryover PSRC $5,747,000 $4,000,000 $4,000,000

Basic Funding Total $27,081,000 $26,764,000 $27,151,000

Anticipated Funding

FAA Anticipated $315,000 $315,000 $315,000

Anticipated MPO (a) $116,000 $380,000 $699,000

EDA Anticipated - - -

Anticipated project specific - - -

Anticipated Funding Total $431,000 $695,000 $1,014,000

Total $27,512,000 $27,460,000 $28,165,000

(a) Anticipated MPO reflects a 2% per year increase in FHWA MPO Funding. Subject to FAST Act Funding.

Table 12 - Revenue Comparison by Source



Budget Trends Figures 6 and 7 illustrate the historical biennial revenue and expenditure trends. Here are some observations based on this graphical representation of eight years of budgets past, present and future:

Overall total revenues have been declining.

The steepest decline has been in the amount of carryover funds. This decline in carryover funds is related to the completion of several multi-period projects that carried over from one budget period to the next. The proposed budget has fewer of these carryover projects and much less related direct and consultant expenditures.

The decline in the encumbered amount of expenditures is also related to the completion of long-term projects in carry-over.

Amounts from other funding sources other than carry-over are relatively stable.

Over the eight years budgeted salaries, benefits and overhead continue to rise creating a growing gap between revenues and expenditures.

The budgets have been balanced by keeping direct and consulting costs to a minimum.



* FY2012-2013 and FY2014-2015 reflect the Final Biennial Budgets.

**FY2016-2017 as of October 2016 Amended Supplemental Budget.

***FY2018-2019 Adopted Supplemental Biennial Budget.

Figure 7 - Biennial Expenditure Trends

Figure 6 - Biennial Revenue Trends

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

FY2012-2013* FY2014-2015* FY2016-2017** FY2018-2019***

State Federal Local Funds Carryover (a) State/Federal Anticipated

$0,000

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

FY2012-2013* FY2014-2015* FY2016-2017** FY2018-2019***

Salaries Benefits Overhead Direct/Consultant Encumbrance Contingency

$32.7 Million $31.5 Million $27.7 Million $27.5 Million

$32.7 Million $31.5 Million $27.7 Million $27.5 Million



Work Descriptions by Task

Planning Management (Task 000)

Objective

To oversee the development, maintenance and implementation of effective regional strategies for Growth and Transportation, and to improve regional coordination of planning programs.

Mandates This work element provides for the program development, administration and management of the regional planning and implementation work element as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Region:

requires that PSRC provide information and services to local governments, state and regional agencies, Indian tribes, community organizations, businesses, individuals, and other interested parties. This work also is mandated by numerous federal and state requirements for public information and involvement.

2. VISION 2040 Maintenance and Implementation: Interlocal Agreement for Regional Planning of the Central Puget Sound Area, Regional Transportation Planning Organization (RTPO) Legislation, Washington’s Growth Management Act, Fixing America’s Surface Transportation (FAST) Act, VISION 2040, Washington State Environmental Policy Act.

3. Long-Range Transportation Planning: Interlocal Agreement for Regional Planning of the Central Puget Sound Area, Regional Transportation Planning Organization (RTPO) Legislation, Washington’s Growth Management Act, Fixing America’s Surface Transportation (FAST) Act, Federal Clean Air Act, Clean Air Washington Act, Puget Sound Regional Council Resolution A-96-02, Washington’s Commute Trip Reduction (CTR) Program, Corridor Planning [RCW 47.06.120].

4. Short-Range Transportation Planning and PSRC Funding: Interlocal Agreement for Regional Planning of the Central Puget Sound Area, Regional Transportation Planning Organization (RTPO) Legislation, Fixing America’s Surface Transportation (FAST) Act, Federal Clean Air Act.

5. Implementing VISION 2040, Transportation 2040, and the Regional Economic Strategy: VISION 2040 and Transportation 2040 commit the region to periodically report on environmental, growth management, transportation, and economic issues, based on the region’s adopted goals and multicounty planning policies.

6. Puget Sound Regional Council Resolution A-96-02, adopted on July 11, 1996, amended the 1995 Metropolitan Transportation Plan. A-96-02 was subsequently included in Destination 2030 to include plans for a third runway at Seattle-Tacoma International Airport. The resolution provides for ongoing monitoring for noise reduction measures and runway construction.

Summary Revenues & Expenditures

RTPO $240,000 Salaries & Benefits $762,000FHWA $819,000 Overhead $408,000FHWA Local Match $128,000 Direct Costs $10,000

Total $1,187,000 Consultants $7,000Total $1,187,000

Revenues: Expenditures:

Planning Management FY2018-2019 Budget and Work Program


Major Milestones and Products

1. Monthly Growth Management Policy Board ............ Board Agendas and Board Meetings 2. Transportation Policy Board, Executive Board meetings .......................... Policy direction 3. Deliver Budget Initiatives ................................................................. As defined in budget

Policy Direction and Interagency Staff Involvement Policy Direction from the PSRC Policy Boards, the PSRC Executive Board, and from the PSRC Executive Management Team. Interagency staff involvement with the Regional Staff Committee; subarea and county-wide planning forums; Transit Executives and the Transportation Operators Committee; Sound Transit staff; WSDOT staff; and other local agency staff from around the region.

Ongoing Sub-Tasks Sub-Task 1. Planning Work Program Oversee the delivery of the planning work program for growth and transportation. This includes providing leadership and direction to planning staff; monitoring and reviewing staff and budget progress; bringing staff work to boards and committees, and bringing policy direction back to staff for implementation; monitoring state and federal legislation and regulations; implementing new laws or regulations; ensuring that planning processes meet requirements; providing strategic direction for the PSRC planning work. Develop meeting agendas for the Growth Management Policy Board and the Transportation Policy Board, and respond to board direction. Participate on the PSRC Executive Management Team to set strategic direction for the agency. Represent PSRC in local, regional, state and national planning work, providing regional input to that work, and informing regional planning from that work. Budget includes resources for on-call Hearing Examiner associated with development of long range plans.

Unfunded Sub-Tasks Sub-Task 2. Aviation Planning In cooperation with FAA, airport operators, and the WSDOT Aviation Division, PSRC is involved in a wide variety of activities related to planning and support for the central Puget Sound region’s public use airport system. Periodically, PSRC receives funding from the FAA to support aviation planning in the region. Most recently, PSRC received a grant from the FAA to support implementation of NextGen. PSRC’s aviation planning element is unfunded in its adopted budget and work program.

Adopted Supplemental Adopted SupplementalFY 18-19 $1,187,000 FY 18-19 2.87

October 17 Amended October 17 AmendedSupplemental FY 18-19 $1,284,000 Supplemental FY 18-19 2.00

FTE Staffing Comparison:Budget Comparison:



Summary of Consultants within Planning

Sub-Task Amount Start Date End Date1 7,500$

7,500$

-$ Total Consultant Costs 7,500$

Description of WorkHearing Examiner

Total Funded Contracts

Total Unfunded Contracts



Regional Growth Management Planning (Task 100)

Objective Maintain and implement VISION 2040 as the region’s growth management, environmental, economic and transportation strategy, ensure conformity and consistency of local plans and policies with state and regional planning requirements, and provide technical assistance on PSRC plans, policies, and programs.

Mandates This work element provides for the maintenance and implementation of VISION 2040 as the region’s growth management, environmental, economic and transportation strategy. These activities are designed to fulfill PSRC’s responsibilities as the Metropolitan Planning Organization (MPO) and Regional Transportation Planning Organization (RTPO) for the central Puget Sound region, as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area

a. Section VI, which provides direction for certifying transportation elements in local comprehensive plans, reviewing transportation projects for consistency with the regional transportation plan, and commenting on proposed actions and projects with potential significant impact on implementation of the regional transportation plan.

b. Sections VII, B, E, and F, which require maintaining VISION 2040 as the adopted regional growth management and transportation strategy, providing technical assistance to jurisdictions as required, and which establish PSRC as a forum for discussing regional issues.

2. Regional Transportation Planning Organization (RTPO) Legislation (RCW 47.80), which requires certification of consistency between countywide policies and the adopted the regional transportation plan, as well as the transportation-related provisions in local comprehensive plans.

3. Washington’s Growth Management Act (RCW 36.70A.210, RCW 47.80, WAC 468.86), which requires multicounty planning policies to provide a common framework to ensure consistency in planning efforts where there are common borders or related regional issues. [RCW 36.70A.510] and Planning Enabling Act [RCW 36.70.547] requires cities and counties to use their comprehensive plan and development regulations to discourage the siting of incompatible uses adjacent to general aviation airports. PSRC evaluates consistency of airport compatible land uses as part of its review and certification of local plans.

4. Fixing America’s Surface Transportation Act (FAST Act), which requires that a continuing, cooperative and comprehensive planning process be maintained that results in plans and programs for an integrated intermodal transportation system.

5. VISION 2040 (adopted April 2008), which includes the region's adopted multicounty planning policies, per the state Growth Management (RCW 36.70A), and the regional growth strategy.

6. Washington State Environmental Policy Act (RCW 43.21c) and PSRC's Adopted Procedures and Policies Implementing the State Environmental Policy Act (Resolution EB 97-01).

Regional Growth Managment Planning FY2018-2019 Budget and Work Program


Major Milestones and Products 1. Implement the regional centers framework update (July 2018). 2. Draft a regional open space conservation plan to support local efforts and inform the

update of VISION 2040 (July 2018). 3. Initiate update to VISION 2040, including scoping, outreach, environmental

review, policy review, and adjustments to plan horizon and growth allocation (July 2019).

4. Growth Management Policy Board meetings (Ongoing). 5. Support local comprehensive plan updates and adopt certification reports for local

comprehensive plans as significant updates occur (Ongoing). 6. PSRC comment letters and other communications on regionally significant

environmental documents (Ongoing).

Policy Direction and Interagency Staff Involvement Policy direction is received from the Executive Board, Growth Management Policy Board (primary policy direction and guidance for overall growth management, environmental, economic, and transportation policy and programs), Transportation Policy Board (primary policy direction and guidance for transportation issues and plans), and the Economic Development District Board (primary policy direction on economic issues).

Ongoing Sub-Tasks Sub-Task 1. Departmental Administration Manage and administer growth management work program, including work program development, schedule, budget, progress and evaluation reports, and related documentation. Ensure compliance with rules and regulations of funding agencies and PSRC. Provide program administration, including staff assignments and evaluation,


RTPO $663,000 Salaries & Benefits $1,304,000FHWA $359,000 Overhead $698,000FHWA Local Match $56,000 Direct Costs $48,000FHWA Carryover $384,000 Consultants $275,000FHWA Carryover Local Match $60,000 Total $2,325,000FTA 5303 $405,000FTA Local Match $63,000FTA 5303 Carryover $83,000FTA 5303 Carryover Match $13,000EPA Carryover $142,000EPA Carryover Match $47,000Local $50,000

Total $2,325,000



Expenditures:


Revenues:



consultant selection, contract negotiation and monitoring, and development and maintenance of interlocal agreements. Sub-Task 2. Support Boards and Committees Support PSRC’s Growth Management Policy Board and key technical committees. This sub-task will provide and support forums for regional policy development and decision making. Growth Management Policy Board work items are expected to include review and recommend certification of local comprehensive plans, briefings regarding the update of Transportation 2040, implementation of the Centers Framework, review of policy issues, and extension of the Regional Growth Strategy to 2050 for the update of VISION 2040.

Sub-Task 3. State Environmental Policy Act Prepare and communicate PSRC’s comments on regionally significant environmental documents and function as the SEPA Responsible Official when PSRC undertakes environmental reviews. The sub-task will fulfill the agency’s responsibilities under the Washington State Environmental Policy Act and PSRC SEPA Procedures. This will include SEPA responsibilities related to the updates of Transportation 2040 and VISION 2040 (addressed below under Sub-Task 7). Sub-Task 4. Monitor Legislation Periodically monitor and review proposed state and federal legislation. Particular attention will be given to topics consistent with legislative priorities identified by the Growth Management Policy Board and adopted by the Executive Board as recommendations to the Washington State Legislature. Interpret and implement appropriate new and existing state and federal regulations, statutes and policies. This sub-task will ensure PSRC boards, committees, membership and agency staff are aware of potential legislation and implement relevant requirements. Sub-Task 5. Technical Assistance and Outreach Conduct outreach and provide technical assistance to jurisdictions, agencies, and interest groups on PSRC plans, policies, and programs. The sub-task will include building support and providing guidance for incorporating VISION 2040 into countywide planning policies, local comprehensive plans, and other planning efforts. Key activities include outreach to member jurisdictions, countywide planning groups, and other partner agencies and interest groups on the region’s adopted plans and policies. Specific technical assistance will be provided to local jurisdictions regarding establishing growth targets, countywide planning policies, comprehensive plans, centers plans, and transit station area plans to foster alignment with VISION 2040 and Transportation 2040. In addition, the Growth Management team assists other PSRC teams in carrying out their work. This includes support of the Transportation Improvement Program, work on Transportation 2040 implementation, Regional Economic Strategy implementation, climate change work, and other work as assigned. This task will improve the overall coordination and compatibility of planning and research efforts throughout the four-county region. Sub-Task 6. Local Comprehensive Plan Review and Certification The Washington State Growth Management Act and Regional Transportation Planning Organization legislation directs PSRC to formally certify countywide planning policies and the transportation-related provisions in local comprehensive plans for conformity with state planning requirements and consistency with adopted regional plans and multicounty policies. Certification reports are brought to policy and executive boards on an ongoing basis. During this budget cycle, jurisdictions will be adopting limited updates that fall between the required periodic update schedules.



Established in 2003, PSRC has a process for conducting certification review that enables the region to work together with localities, countywide planning bodies, transit agencies, and jurisdictions with designated regional centers to improve the overall coordination and compatibility of planning efforts throughout the four-county area. Key subtasks include:

a. Review of local, countywide, transit agency, and regional center plans and policies – including amendments and updates – for consistency with VISION 2040 and Transportation 2040, and compliance with GMA requirements in RCW 36.70A.

b. Maintenance and enhanced tracking of local and countywide efforts to update and amend plans. This includes at least a once-a-year contact with all jurisdictions, follow-up communications, and information entries.

c. Continued refinement of plan review guidance materials. Provision of information and assistance to jurisdictions, countywide planning groups, and agencies as they work on refining and updating policies and provisions in their countywide planning policies, comprehensive plans, centers plans, station area plans, and related documents.

The sub-task will ensure conformity and consistency of local plans and policies with state and regional planning requirements. Sub-Task 7. Regional Centers Framework Implementation Based on board direction following the centers framework update review, PSRC will work on a number of implementation steps identified in the final report, including coordination with countywide groups and local jurisdictions on centers identification and planning, providing input to the update of the Regional Growth Strategy and VISION 2040, consideration of implications to the PSRC funding policy framework, and other recommendations as defined. Sub-Task 8. VISION 2040 Update VISION 2040 was the result of a planning process that took place between 2004 and 2008. The work resulted in an adopted vision for the central Puget Sound region that combined a public commitment to a growth strategy with the transportation investments and programs needed to support it. VISION 2040 has served as the framework for both countywide and local planning conducted under the Growth Management Act. VISION 2040 also identified policies and key actions necessary for implementation. The region has experienced tremendous change since the adoption of VISION 2040. It has grown by more than 350,000 people and 100,000 jobs and fundamental actions have been set in motion, including the construction of light rail transit and state adoption of a major transportation funding package. To account for change in the region, VISION 2040 must be periodically updated to capture emerging issues and actions that have taken place since it was adopted in 2008. When PSRC members next update their local plans as part of GMA-required periodic updates in 2023/24, they will adopt planning horizons beyond the year 2040. At minimum, the planning horizon must be extended beyond the current planning year of 2040 to 2050 to provide a long-range vision for regional and local planning. It is anticipated that the update of VISION will occur in the 2018-2020 timeframe with the bulk of the update work occurring during this biennium. This budget makes an assumption that the board direction to update VISION will build off of the current policy direction and growth strategy. Nonetheless, an update of VISION is a major task with several significant components.



a. Project Scoping and Outreach To ensure a strong level of public and member engagement in the plan update, the project will include a number of outreach components, including:

• Scoping to identify a full set of issues to address during the update process • Presentations to countywide forums, member jurisdictions, and other interest

groups • A broad public opinion survey about regional objectives and planning for the

future conducted in partnership with other organizations • An enhanced website with extensive information about the update, an online

open house, and appropriate social media communication • Direct community outreach, including hard-to-reach and historically

underrepresented populations • Events with the Regional Staff Committee, countywide groups and other

partners the promote the update process, review of the draft and adoption of the final update

b. Emerging Issues and Policy Review

PSRC will engage its boards, members and the broader community in reviewing a range of planning issues as part of the scoping process and as a means of assessing and updating VISION 2040. Recent projects will be a primary source of issue identification, including the 2016 assessment of the plan update and review process. For the first time, local plans and policies completed in 2015-16 responded to direction provided in the VISION 2040 Regional Growth Strategy and address a number of new Multicounty Planning Policies adopted in 2008. These local updates provide PSRC an opportunity to work with local jurisdictions to identify and evaluate issues that arose during local plan development and adoption, consider different approaches to address those issues, and to identify areas where PSRC might refine VISION 2040 strategies and Multicounty Planning Policies in a future VISION 2040 update. Other projects completed since the last update will also provide valuable policy direction, including the Centers Framework update, update of the Regional Economic Strategy, update of Transportation 2040, Growing Transit Communities, the Industrial Lands report, and local planning work on emerging issues. We also anticipate that the scoping process will identify additional research into emerging issues through the development of issue papers and other policy research, which may result in 3-4 research papers.

c. Extend Regional Growth Strategy to 2050

Building off PSRC’s anticipated 2050 economic forecast, the work of the centers framework update, and an evaluation of actual growth trends, the Regional Growth Strategy will be reviewed and updated to extend growth to 2050 among the four counties and the individual regional geographies. This may include consideration of changes to regional geographies based on an assessment of growth patterns and jurisdictional characteristics. Since VISION 2040 was adopted in 2008, the region has made progress on some fundamental planning and transportation issues that could affect the distribution of growth. These include passage of Sound Transit 2, which added funding for new



light rail corridors, potential funding for Sound Transit 3, which would further extend the light rail network, and a reexamination of the region’s centers framework to consider additional compact development areas. It is likely that policymakers will want to consider alternative distributions of growth within the designated Urban Growth Area. PSRC will conduct scenario analysis, particularly through new methods of growth modelling, visualization and display of scenarios and results.

d. Update Multicounty Planning Policies The update process will require an audit of the existing Multicounty Planning Policies and work with member staff and elected to identify and draft targeted policy updates. The final plan will not be adopted until spring of 2020, but the policy review will largely occur during this biennium. Updates will address policies that are out of date or that need be made consistent with other regional plans or state or federal laws, emerging issues, to reflect the updates of the Regional Economic Strategy and Transportation 2040, and to address improvements identified through the 2016 assessment.

e. SEPA Analysis

The VISION 2040 update will require a complete review under the State Environmental Policy Act, likely through Supplemental Environmental Impact Statement (SEIS). PSRC will require the assistance of a consultant or consultants with expertise in SEPA analysis and document preparation to complete the SEIS, which will need to consider the impacts associated with extending the planning horizon to 2050, and other impacts associated with changes to the growth strategy and regional policies.

Sub-Task 9. PSRC Performance Trends Support PSRC will continue to implement an integrated program that assess regional trends and successes in implementing the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy. The Performance Trends program will integrate planning and data activities and draw resources from all PSRC program areas. The Growth Management division will participate on project teams with other agency staff to assess data developed by the Data Systems and Analysis division, develop findings, assess policy implications, and develop Performance Trends products. Sub-Task 10. Accelerating Regional Open Space Conservation in the Central Puget

Sound Region Develop a regional open space conservation plan focused on preserving high priority and threatened ecosystems. This plan will knit together plans from counties, cities, watershed protection plans by WRIA, Puget Sound Partnership implementation strategies, and other organizations as appropriate. It will also be informed by data and the Open Space Services Valuation Tool developed by the Regional Open Space Strategy project (ROSS). This plan will enable those organizations funding open space efforts to identify the region’s critical and most threatened areas, thus supporting the work of counties and cities and enabling the best use of scarce funds. An advisory group will be convened to support this work.

Unfunded Sub-Tasks None



Summary of Consultants within Regional Growth Planning

Task Amount Start Date End Date8 185,000$ 5 90,000$

275,000$


OutreachTotal Funded Contracts

Description of WorkEIS Analysis




Long-Range Transportation Planning (Task 200-259)

Objective

Provide regionally coordinated long-range transportation planning to support VISION 2040, the Regional Economic Strategy, and to be consistent with state and federal law.

Mandates These activities and other related activities are designed to fulfill PSRC’s responsibilities as the Metropolitan Planning Organization (MPO) and Regional Transportation Planning Organization (RTPO) for the central Puget Sound region, as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area,

a. Article VII requires that PSRC produce a Regional Transportation Plan as prescribed by federal and state law and regulations and is based on local comprehensive planning. The plan is required to establish planning direction for regionally significant transportation projects, as defined in state law, and to be consistent with the regional growth management strategy. It also requires transportation modeling capabilities to support development of the regional transportation plan and regional growth management strategy and to carry out Regional Transportation Planning Organization (RTPO) functions. Article VII. Section D, requires the establishment and maintenance of a regional database to support development of Transportation 2040 and the regional growth management strategy, and forecasting and monitoring economic, demographic, and travel conditions in the region.

b. Article VI, which provides direction for certifying transportation elements in local comprehensive plans, reviewing transportation projects for consistency with Transportation 2040, and commenting on proposed actions and projects with potential significant impact on implementation of Transportation 2040.

c. (Article VII, Sections B, E, and F), which require maintaining VISION 2040 as the adopted regional growth management and transportation strategy, providing technical assistance to jurisdictions as required, and establish PSRC as a forum for discussing regional issues.

2. Regional Transportation Planning Organization (RTPO) Legislation [RCW 47.80], which requires the establishment and maintenance of an integrated, comprehensive planning program for regional transportation systems. It also requires preparation and update of a regional transportation plan, assessment of regional development patterns, capital investments and other measures necessary to preserve and make the most efficient use of transportation facilities. It requires certification of consistency between countywide policies and the adopted Transportation 2040, as well as the transportation elements in local comprehensive plans.

3. Washington’s Growth Management Act (RCW 36.70A.210, RCW 47.80, WAC 468.86), which requires multi-county planning policies, for consistency in planning efforts where there are common borders or related regional issues. [RCW 36.70A.510] and Planning Enabling Act [RCW 36.70.547] requires cities and counties to use their comprehensive plan and development regulations to discourage the siting of incompatible uses adjacent to general aviation airports. PSRC evaluates consistency of airport compatible land uses as part of its review and certification of local plans.

4. The Fixing America’s Surface Transportation Act Public Law 114-94 (FAST Act) funds surface transportation programs—including, but not limited to, Federal-aid highways—at over $305 billion for fiscal years (FY) 2016 through 2020. It is the first long-term surface transportation authorization enacted in a decade that provides long-term funding certainty for surface transportation. This summary reviews the policies

Long-Range Transportation Planning FY2018-2019 Budget and Work Program


and programs of the FAST Act administered by the Federal Highway Administration (FHWA).

5. The Moving Ahead for Progress in the 21st Century Act (MAP-21), enacted in 2012, included provisions to make the Federal surface transportation more streamlined, performance-based, and multimodal, and to address challenges facing the U.S. transportation system, including improving safety, maintaining infrastructure condition, reducing traffic congestion, improving efficiency of the system and freight movement, protecting the environment, and reducing delays in project delivery. The FAST Act builds on the changes made by MAP-21.

6. Federal Clean Air Act [42 USC Section 7401-7671q] and Washington Clean Air Act [RCW 70.94.37] which legislate federal and state requirements through air quality conformity rules for transportation plans, programs and projects.

7. Washington’s Commute Trip Reduction (CTR) Program [RCW 70.94.521-555], as updated by the CTR Efficiency Act (ESSB 6566), which focuses the CTR program into the state's most congested urban growth areas and requires modification of city and county CTR plans and development of regional CTR plans.

8. Corridor Planning [RCW 47.01.078 and 47.06.130], which lay out content and analysis requirements for state corridor planning studies and other special planning studies.


RTPO $324,000 Salaries & Benefits $2,915,000FHWA $663,000 Overhead $1,560,000FHWA Local Match $103,000 Direct Costs $345,000FHWA Carryover $234,000 Consultants $144,000FHWA Carryover Local Match $37,000 Total $4,964,000FTA 5303 $275,000FTA Local Match $43,000FTA 5303 Carryover $81,000FTA 5303 Carryover Match $13,000STP $750,000STP Local Match $117,000FTA 5307 $1,345,000FTA 5307 Local Match $336,000FTA 5307 Carryover $86,000FTA 5307 Carryover Match $22,000FTA 5310 $200,000PSTC Carryover $248,000PSTC Carryover Match $14,000PSTC Transit Carryover Match $14,000Local $60,000

Total $4,964,000




Expenditures:Revenues:



Major Milestones and Products 1. Introduce web-based Performance-Based Planning program, integrating federal

performance measurement requirements, the Congestion Management Process, and other regional measures to tell the transportation story for the central Puget Sound region. (Fall 2017)

2. Updated Congestion Management Process (CMP) to support Transportation 2040 update, ongoing monitoring and regional performance data (Fall 2017 and ongoing)

3. Special Needs Transportation Funding Distribution (Fall 2018 through Spring 2019) 4. Updated Regional Freight Strategy (Summer/Fall 2017) 5. Active Transportation Workshop Series (Ongoing) 6. Transportation Plan update: Plan Analysis and Draft Plan Development (Fall 2017

through Winter 2018) 7. Performance Trends reporting as data becomes available (Ongoing) 8. Regional Transit Integration Report (Fall 2017; Fall 2018) 9. Transit Access Assessment/Toolkit (Summer 2017) 10. Quarterly Regional Transit Oriented Development Committee meetings (Ongoing) 11. Support of Regional Reduced Fair Permit (RRFP) Task Force and materials (As

Needed) 12. Peer networking meetings and events (Ongoing) 13. Guidance on best practices for transit supportive urban form and infrastructure design

(Ongoing) 14. Health and Social Equity communication strategy and assessment guidance.

(Ongoing)

Policy Direction and Interagency Staff Involvement Policy direction and oversight will continue under the Transportation Policy Board, with formal actions taken by the Executive Board. This work element will continue to have extensive involvement from PSRC’s Regional Staff Committee (RSC), PSRC advisory committees and the Transportation Operators Committee (TOC).

Ongoing Sub-Tasks Sub-Task 1. Departmental Administration Manage and administer the long-range transportation planning work program, including work program development, schedule, budget, progress and evaluation reports and related documentation. Administration will also include assuring compliance with rules and regulations of funding agencies and the Puget Sound Regional Council.

Sub-Task 2. Modal and Freight Planning Coordinate the multimodal and freight, long-range regional transportation planning work in the four-county region, including board and agency support, the convening of modal and freight advisory committees, and modal and freight plan development and updates.

a. Safety and Security System Coordination PSRC will continue regional safety and security planning efforts through ongoing support of the implementation of the Strategic Highway Safety Plan, “Target Zero”. PSRC will monitor vehicular collision data from WSDOT and incorporate this information in future planning processes as appropriate. PSRC will continue to produce regional safety trend reports and incorporate safety into the long range transportation plan. WSDOT will regularly provide regional, county-level, and block group-level data for PSRC to use for our reporting requirements, trends documents, and CMP process.



PSRC will work to address new resiliency requirements and will work with federal, state, and regional partners to advance resiliency in the planning process and address key infrastructure needs. PSRC will also leverage work that WSDOT is doing on a separate seismic resiliency effort. In addition, more broadly PSRC will continue to explore our role in security and emergency management planning. Staff will continue to incorporate the Transportation Recovery Annex products into PSRC planning processes such as the Congestion Management Process (CMP) and the Transportation 2040 (2018 Update); and coordinate passenger security efforts by air, water and land, where appropriate.

b. Transit Planning

PSRC will continue the coordination and facilitation of regional transit planning through meetings of the Transportation Operators Committee (TOC) and associated subcommittees. Additional ongoing activities include: • Reviewing and providing comments on long range plans and implementation

studies. • Reviewing and providing comments on Transit Development Plans. • Reviewing and providing comments on major corridor studies related to transit

options. • Participating in the development of transit options in Congestion Management

Process work. • Reviewing and evaluating HOV lane operations and park-and-ride policies

through committee support. Working with the Transportation Operators Committee and the agencies they represent to ensure compliance with federal requirements

c. Special Needs Transportation Planning PSRC, as a designated recipient of FTA Section 5310 funds, has a lead role in coordinated planning for special needs transportation populations in the central Puget Sound region. Specifically, PSRC convenes a Special Needs Transportation Committee which takes a lead role in updating the region’s Coordinated Transit-Human Services Transportation Plan, and providing fair and equitable award of federal and state funding for special needs transportation programs. The FTA Section 5310 program allows a maximum of 10% of the annual apportionment to be utilized for planning and administration expenses. The allowable administrative funds PSRC receives are used to conduct the tasks related to the Special Needs Transportation Program that consists of activities related to planning, administering the funding program, and staffing a region-wide committee.

d. Intelligent Transportation Systems (ITS) Strategies, Architecture and Regional

Operations ITS and operations strategies optimize the efficiency and effectiveness of the transportation system by managing congestion, increasing reliability, and providing connections for people and goods. PSRC will continue to facilitate and convene regional traffic operations and ITS operators in the region, as part of the Regional Traffic Operations Committee (RTOC). PSRC will facilitate the committee structure to respond to regional safety transit, freight, and emergency management planning needs.



e. Transportation Demand Management (TDM)

PSRC will continue to play a coordination and collaboration role in TDM efforts across the region, working with state and local TDM agencies and implementers. Transportation demand management refers to activities that help people use the transportation system more efficiently. The Regional TDM Action Plan adopted as part of the Transportation 2040 update in 2014 describes the strategic priorities for TDM implementers throughout the region, and articulates the role of PSRC and the PSRC-facilitated TDM Steering Committee in supporting and enhancing local TDM activities, improving the efficiency of transportation projects and services, and helping achieve the goals and strategies described in Transportation 2040.

Key activities related to regional TDM planning, coordination, and technical assistance will include: • Hosting and facilitating regular meetings of the TDM Steering Committee; • Coordinating with jurisdictions to review local CTR plans for consistency with

the regional CTR plan, Transportation 2040, the requirements of the law, and state CTR Board requirements.

• Participating in local, regional, state, and national TDM efforts that affect the region and PSRC stakeholders.

f. Ferry System Planning

PSRC staff provides ongoing planning support to Washington State Ferries (WSF) and providers of passenger-only ferry service in the region. In FY 18 PSRC will work with WSF, Kitsap Transit, and the King County Water Taxi to update the ferry element of the regional transportation plan to coincide with recent developments and new thinking about the future the ferry system. In FY 19 staff has committed to support the WSF long-range plan update through direct participation in stakeholder engagement and provision of access to enhanced service planning tools. As part of an effort to provide tools for coordinated multi-modal transit system planning PSRC has committed to provide access and technical support to WSF and providers of passenger-only ferry related to the REMIX service planning software so long as it is in use.

g. Freight Planning

PSRC will continue to support regional freight planning through two advisory groups: the Regional Freight Mobility Roundtable and the FAST Freight Advisory Committee (FAST FAC). The Regional Freight Mobility Roundtable is a public-private forum to define and recommend actions serving freight mobility needs in and through central Puget Sound. FAST FAC is an advisory committee that works to solve regional freight mobility problems with coordinated solutions. The activities of this freight program will support the implementation of Transportation 2040, Vision 2040, and the Regional Economic Strategy, as well as subsequent plan updates. Activities will involve: • Coordinating with the Regional Freight Mobility Roundtable, FAST Freight

Advisory Committee, and WSDOT, as well as other subject matter expert groups and committees as appropriate.

• Update the Transportation 2040 freight element with recent developments and opportunities included in the FAST Act, and align with the update process for the State Freight Mobility Plan.

• Assisting the Freight Mobility Roundtable through coordination and engagement based on pressing issues to the freight mobility community.



• Monitoring implementation and federal rulemaking with regards to new provisions for freight and goods movement.

• Supporting the FAST Freight Advisory Committee in implementation of Transportation 2040.

• Participating, as appropriate, in broader groups with compatible interests for regional freight mobility, such as the Coalition for America’s Gateways and Trade Corridors.

• Working with WSDOT, FMSIB, and members of the FAST Freight Advisory Committee to identify and support freight projects that meet new federal eligibility requirements established in the FAST Act.

• Working with WSDOT, FMSIB, and members of the FAST Freight Advisory Committee to evaluate and update the adopted Critical Urban Freight Corridors that are a part of the national Primary Highway Freight Network as provided for in the FAST Act.

h. Regional Bicycle and Pedestrian Planning

PSRC will continue to support bicycle and pedestrian planning through the Bicycle and Pedestrian Advisory Committee and implementing the goals and strategies of the Active Transportation Plan. Additional activities will include • Update the Active Transportation Plan to make it more actionable, concise and

outcome oriented. • Elevate the health and equity elements in the Active Transportation Plan and

advise PSRC staff and boards on methods to enhance the safety and increased physical activity components of health in transportation planning for the various stages of the planning process including the update of T2040 and for project selection.

• Enhance the data collection and development activities of bicycle and pedestrian data by:

o developing data collection standards for non-motorized data o identifying additional data sources and working with partners on data

sharing o coordinate with key stakeholders to encourage and promote data

collection standards o continue to update PSRC’s regional bicycle and pedestrian asset data

sets with updated standards and continue to grow PSRC’s nonmotorized data development in support of the data team incorporating active transportation into the modeling framework (such as the new bike model).

• Seek increased representation and diversity of stakeholder groups on the BPAC. • Work with partner agencies to promote education and outreach opportunities for

local agencies. • Identify additional bicycle and pedestrian data sources and discuss

recommendations for future data collection and target setting. • Work with partner agencies to develop strategies that can most effectively

implement the adopted Regional Bicycle Network. • Leverage opportunities to increase funding for bicycle and pedestrian projects

and programs within the region. • Document best practices and provide resources for local jurisdictions. • Identify a regional role for bicycle and pedestrian safety in coordination with

regional stakeholders and coordinate with stakeholders for opportunities to increase bicycle and pedestrian safety.

• Participate in advisory meetings with partner agencies such as the Sound Transit Bicycle Advisory Group.



• Provide appropriate bicycle and pedestrian information to the T2040 Update Maintenance and Preservation Working Group related to data collection recommendations (inventory and attributes for facilities such as sidewalks, pedestrian crossings, etc.

i. PSRC Performance-Based Planning Program

The Transportation 2040 Performance-based Planning Program is intended to integrate regional system performance trends, implementation of the long-range transportation plan as well as meeting federal performance-based planning requirements. Performance Trends - PSRC is implementing an integrated program to assess regional trends and success in implementing the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy. The Performance Trends program integrates planning and data activities and draws resources from all PSRC program areas. The Long-Range Transportation Planning team participates with other agency staff to develop findings, assess policy implications, and develops Performance Trends products.

Regional Outcomes – Transportation 2040 Regional Outcomes is a process to

evaluate transportation investments based on policies in VISION 2040. While not providing the final answer, the Regional Outcomes framework informs decision-making using measures selected to assess how well projects implement regional goals. This framework applies to the long-range plan, federal funding competitions as well as system performance trends. The Transportation 2040 performance measure categories are broader than the FAST Act categories, and include regional policy areas of air quality, freight, jobs, multimodal, Puget sound land and water, safety and system security, social equity and access to opportunity, support for centers and travel and maintenance and preservation. Additional measures to be considered by the TPB include health/physical activity. Meeting Requirements - The transportation performance-based planning program will describe congestion and mobility issues as part of the federally required Congestion Management Process (CMP). Additionally, the program will track the region’s progress on transportation funding and environmental programs, as well as the implementation of projects and programs adopted in the plan. This will include FAST Act required performance measures and targets as they are finalized. The following tasks are included: • Defining performance measures • Coordinating with WSDOT and transit agencies on the development of MAP-

21 / FAST Act measures and targets. • Producing Transportation Performance Trend reports • Updating data • Updating the Congestion Management Process in support of the next long-

range plan update. This process will lay out existing transportation system conditions that will be used as a baseline to compare future data reporting efforts at the regional and SMART Corridor subarea levels. Additionally, the process will expand on reporting existing conditions through integration of key elements from the Performance Trends program to provide a meaningful approach for reporting measures of congestion and mobility that will add value to all of the PSRC technical advisory committees, partner agencies, and the general public.



• Reviewing Level of Service (LOS) Standards for regionally significant state highways, as needed.

Sub-Task 3. Planning Coordination This sub-task will maintain compliance and influence development of federal and state laws, rulemaking/regulation, initiatives and the state transportation plan. PSRC will continue to participate in national efforts, in state transportation planning as well as monitor and provide input on federal legislative initiatives that will impact metropolitan planning programs and funding. Specifically, this includes federal requirements as well as coordination with the State of Washington Transportation Plan. Examples of national and state coordination are listed below:

• Participate in Association of Metropolitan Planning Organizations (AMPO) activities • Monitor and provide input on federal reauthorization efforts • Work with WSDOT to review and update as needed regional HOV operating policies. • Work with federal representatives on initiatives that support implementation of

Transportation 2040, including environmental and funding programs • Provide regular updates to boards on the status of state and federal initiatives and

legislation • Continue to support state programs and initiatives that facilitate and promote the

implementation of Transportation 2040 • Participate in efforts to coordinate the regional transportation planning organizations

(RTPO) state initiatives • Monitor pending state legislation and other initiatives that impact regional

transportation programs and funding. • Participate in work groups and committees established by the Legislature, WSDOT

and city and county associations designed to provide guidance on state programs and legislation

• Work collaboratively with WSDOT on the development of the Washington Transportation Plan (WTP) which meets federal planning requirements, including the adoption of performance measures, targets, and strategies to achieve performance outcome expectations.

• Support development and review of congestion relief methodologies and measurements

• Coordinate with cities, counties, ports and other local and regional transportation agencies to develop data and compile adopted needs for the WTP implementation, including: County road and city street needs Transit needs Airport needs Non-motorized needs Ferry needs Port, marine/riverine navigation, and other freight needs

• Coordinate Transportation 2040 with the themes and programs identified in the WTP • Outreach, consultation and ongoing coordination with tribes on transportation planning

issues. • Continue participation in the Port of Seattle and Northwest Seaport Alliance Terminal 5

Improvements Project.

Examples of specific local and state projects in which PSRC is currently consulting and or coordinating include:



• Sound Transit-Federal Way Transit Extension: Planning program to extend high capacity transit from SeaTac to Federal Way

• Community Transit Long Range Plan Update • SR 522 Planning Update (funded in the 2016 Supplemental Transportation Budget).

WSDOT is conducting coordination meetings with primary stakeholders to identify interim and lower cost concepts for the SR 522 corridor between Maltby and the Snohomish River Bridge.

• Gorst Planning Study • SR 162 Corridor Study • I-5/SR 529 Interchange Expansion Project • Washington State Freight Mobility Plan Update • WSDOT Freight Rail Assistance Program • Regional Advisory Council for the Eastside Rail Corridor • Joint Transportation Committee Road-Rail Conflicts Study • Tolling Studies: Continue to monitor and support work being conducted by WSDOT at

the direction of the Legislature or supported by federal grants to conduct tolling studies, including but not limited to: o Express lanes system integration issues and implementing express lanes on I-5 o SR-167 extension and SR-509 improvements o An express lane network including SR-512, SR-167 and I-405

• Community Transportation Planning Programs: Support local transportation planning programs to improve coordination among agencies and consistency with regional transportation planning objectives

• Washington State Transportation Commission Road User Charge Study and Pilot Program

Additionally, the PSRC and WSDOT have been coordinating closely as WSDOT moves forward with the Corridor Sketch Initiative. WSDOT is undertaking a statewide effort to build on regional transportation plans and examine potential performance deficiencies at the corridor level, followed up by a process to identify or develop cost-effective strategies to address those deficiencies. Opportunities to integrate the work of this effort, with the planning timeline for the Transportation 2040 Update are being pursued for integration and plan-level consistency. Sub-Task 4. Transportation 2040 Update and Implementation The region’s long-range transportation plan, Transportation 2040, is updated every four years, as required by Federal law. The Transportation 2040 (2018 Update) will reflect changes that have occurred since 2014. This will include showcasing the recently approved transportation investments implementing Transportation 2040, addressing remaining gaps, and longer term issues including climate change, technology and the development of a sustainable funding strategy. The update will be supportive of VISION 2040, local comprehensive plans, the Regional Economic Strategy and responsive to needs of regional partners and compliant with all relevant federal and state requirements.

Transportation Finance The majority of work in the 2018-2019 biennium will be in completing the 2018 Update and then starting implementation activities identified in the plan. Early work will include updating data relevant to the regional transportation finance planning program. Other tasks relevant to the 2018 Update will include the preparation of relevant background material, updating the region’s current law revenue forecast, refinement of approaches



used to develop the plan’s financial strategy, integrating the results of the Transportation Futures effort, and reconvening the Finance Working Group. Additionally, staff will continue to develop a local projects database that will allow the region to better document and understand local transportation investments identified in partner agency comprehensive plans. Other implementation tasks related to the transportation finance planning program include providing a point of contact for questions on the adopted transportation financial strategy, providing input to the regional performance trends program, and supporting efforts pertinent to transportation finance. Maintenance and Preservation Staff has received clear feedback from PSRC Boards and stakeholders that there is a need for additional data and decision-support tools to more specifically articulate the tradeoffs and consequences of investing in capacity expansion versus state of good repair. This particularly relates to pavement and bridge preservation, but also to other elements of the transportation system such as bicycle and pedestrian infrastructure. Under the guidance of an ad hoc group comprised of local transportation asset management professionals, PSRC staff will prepare a proposal for an enhanced work program aimed at addressing these concerns and federal mandates. This proposal will be presented to the Transportation Policy Board and Executive Board for further direction. During the 2018-2019 biennium, PSRC will begin to implement a performance-based planning approach related to state of good repair as required by MAP-21. The first phase of this work will involve coordination with WSDOT to establish regional pavement and bridge condition targets. Direction from PSRC Boards regarding an improved State of Good Repair Planning program could also result in enhanced additional data collection efforts; however, PSRC will at a minimum, need to maintain existing efforts to collect data from WSDOT related to both pavement and bridge conditions. Action Strategy - Biennial Plan Review This report meets state mandates for a biennial report on the region’s progress implementing Transportation 2040 and lays out the region’s transportation investment priorities for the coming decade. Staff will prepare the plan review in collaboration with WSDOT, local transit agencies, Sound Transit, local jurisdictions, and ports, and submit a report to WSDOT. Additional reports will be prepared off the two-year cycle as needed to maintain currency. Transit Planning: Develop an integrated and coordinated transit service network to guide transit service across agencies to meet future ridership demand. This work will be carried out by an ad hoc committee, in close coordination with the TOC. This ad hoc group will focus on technical aspects of the regional transit system. Once this work is completed for the T2040 Plan update, we will use information gathered through this exercise to help inform transit-related updates to the next VISION update. Special Needs Coordinated Transit-Human Services Transportation Plan Update: PSRC will complete an update of the Coordinated Plan that refreshes the needs and gaps, prioritized strategies, and addresses Ladders of Opportunity through outreach to special needs populations in the region. Technology: Staff will seek opportunities to incorporate the Regional ITS Implementation Plan (RITSIP) into the 2018 update, as part of a broader strategy for regional operations coordination. PSRC will continue to track and participate in efforts



related to emerging transportation technologies (e.g. Autonomous/Connected Vehicles, Shared Mobility) These technologies will also be incorporated into the 2018 Update. PSRC will also maintain agency involvement with ITS Washington and ITS America. In addition, we will continue to maintain and update the ITS Architecture as needed.

Sub-Task 5. Enhanced Regional Transit Support Enhanced regional transit support addresses transit- and ferry-related projects that are above and beyond the ongoing functions PSRC addresses in other parts of this budget and work program. This effort, supported by Federal Transit Administration 5307 program funds, includes several discrete elements that support long-range planning work of both PSRC and local transportation operators in the region. Planning work program elements include:

• Coordination and Integration. Regional support for ongoing transit agency coordination and integration. Work will include completion of an annual transit integration report, staff support for Transportation Policy Board’s Transit Caucus, and other coordination support, as needed.

• Policy and Planning Support. Continuation of work on transit networks and service, access, nonmotorized connectivity, parking management, and TOD policy issues. Work will include incorporation of these issues into the 2018 update of Transportation 2040, and continuing work with transit agencies to further implement policies in these areas. Tasks will focus on updating future transit networks (2025 and 2040) in the Transportation 2040 Plan update, refinements to the Transit Access Toolkit and implementation, support for the Regional TOD program, additional work on parking management, nonmotorized data collection and coordination, transit speed and reliability corridor evaluation, and transit agency plan and policy update support, as needed.

• Data and Modeling Support. regional data and modeling to better reflects public transportation. Products will make the data and modeling products more accessible and useful to transit agencies within the region for their own work. Transit data analysis will draw from the ORCA Data Analysis project, regional household survey, and updates to the SoundCast travel model to better reflect public transportation.

• Emerging Issues. Staff support and coordination on emerging issues, such as incorporation of health & equity, special needs transportation, and ferry planning work from the last work program into the 2018 update of Transportation 2040, Regional Reduced Fare Permit Task Force support, continuing efforts to advance equity considerations in transit planning, and additional convening associated with regional target setting as part of federally-required performance-based planning.

This work program was developed in cooperation with the region’s transit executives.




Summary of Consultants within Long-Range Planning

Sub-Task Amount Start Date End Date49,374$ 40,000$ 30,000$ 25,000$

144,374$


Description of Work

Carryover V2050 Communications



Carryover Equity

Carryover Public EngagementCarryover SEPA Addendum



Short-Range Transportation Planning (Task 260-261)

Objective

This work element provides for the development and maintenance of a Regional Transportation Improvement Program (TIP) with an emphasis on customer service, including the project selection processes for the federal funds PSRC manages, and implementation of regional policy related to the effective use of PSRC funds and the timely delivery of projects to implement Transportation 2040. This work element also manages the Transportation 2040 Regional Capacity Projects list, and the continuation of PSRC’s work with our federal, state, regional and local partners to monitor air quality and climate change issues in the region, and to estimate regional emissions from plans, programs and projects using the best available technical tools. This work program will ensure PSRC meets federal and state requirements regarding the conformity of Transportation 2040 and the Regional Transportation Improvement Program to the State Implementation Plan for Air Quality, including ongoing interagency consultation, and will advance regional policies related to the reduction of emissions and preparation of the region for the impacts from climate change.

Mandates This work element maintains the Regional Transportation Improvement Program as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area

(Article VII, A.3), which requires setting categories of priorities of regionally significant transportation projects recommended for funding.

2. Regional Transportation Planning Organization legislation (RCW 47.80.023), which requires development of a regional transportation improvement program (TIP)

3. Fixing America’s Surface Transportation Act (FAST) [23 CFR Part 450 Subpart C (450.326) (FHWA) and 49 CFR Part 613, Subpart A (FTA)], which requires a metropolitan planning process that includes the development and maintenance of a transportation improvement program (TIP).

4. Federal Clean Air Act (42 USC Section 7401-7671q) and Clean Air Washington Act (RCW 70.94.37) which legislates federal and state requirements through Air Quality Conformity rules for Transportation Plans, Programs and Projects.

5. Memorandum of Understanding between the Puget Sound Clean Air Agency, Washington State Department of Ecology and PSRC regarding the preparation of maintenance plans and regional transportation conformity analyses.


FHWA $298,000 Salaries & Benefits $1,418,000FHWA Local Match $46,000 Overhead $759,000FHWA Carryover $474,000 Direct Costs $6,000FHWA Carryover Local Match $74,000 Consultants $30,000FTA 5303 $1,046,000 Total $2,213,000FTA Local Match $163,000FTA 5303 Carryover $81,000FTA 5303 Carryover Match $13,000Local $18,000

Total $2,213,000


Short-Range Transportation Planning FY2018-2019 Budget and Work Program



1. Monthly TIP amendment process for projects funded with federal, state and local funds (Ongoing).

2. Project tracking including monitoring of the status of PSRC funded projects, obligation delivery and project completion, with regular reports to PSRC committees and Boards (Ongoing).

3. Conduct project selection process for the Transportation Alternatives Program (Fall 2017).

4. Development of the 2019-2022 Regional TIP, including the project selection process for PSRC’s 2021-2022 funds: a. Project evaluation committee and Project Selection Task Force support and

preparation of recommendations for the Policy Framework (July-December 2017);

b. Adoption of 2018 Policy Framework for PSRC’s Federal Funds (January 2018); c. Conduct project selection process for PSRC’s FHWA and FTA funds (February –

July 2018); d. Preparation of Draft 2019-2022 Regional TIP, including regional conformity

analysis, for public comment (September 2018); e. PSRC Board adoption of 2019-2022 Regional TIP (October 2018).

5. Refinements and monitoring of the Transportation 2040 Regional Capacity Projects database (Ongoing).

6. Finalize the air quality conformity and climate change analyses and documentation for the Transportation 2040 update (July 2017-Spring 2018).

7. Ongoing collaboration with regional air quality consultation partners regarding emerging air quality issues (Ongoing).

8. Annual CMAQ emissions estimation report to WSDOT/FHWA (January 2018, January 2019).

9. Continue work with the Puget Sound Regional Climate Preparedness Collaborative (Ongoing).

Policy Direction and Interagency Staff Involvement Policy direction and oversight will continue under the Transportation Policy Board, with formal actions taken by the Executive Board. This work element will continue to have extensive involvement from PSRC’s Regional Project Evaluation Committee (RPEC), the countywide organizations, the Transportation Operators Committee (TOC) and the Regional Federal Transit Administration Caucus. This work element will also continue to have extensive involvement from PSRC’s regional air quality consultation partners, including the Puget Sound Clean Air Agency, Washington State Departments of Ecology and Transportation, the U.S. Environmental Protection Agency, and the Federal Highway and Transit Administrations, as well as the multi-jurisdictional Puget Sound Regional Climate Preparedness Collaborative.






Sub-Tasks Sub-Task 1. Routine Maintenance of the TIP & Project Tracking The production and maintenance of the Regional TIP is a robust exercise, with ongoing processing of projects from local jurisdictions and strict expectations for data and delivery from our federal and state partners. PSRC continues to find ways to improve our processing and our service to member jurisdictions. Activities will include:

a. Maintain the routine amendment process for adding projects to, and amending existing projects in the Regional TIP.

b. Maintain and improve the Regional TIP database. c. Provide assistance to local and state agencies. d. Continue to electronically map TIP projects and expand the capabilities of the web

mapping system. e. Continue to maintain the TIP on the agency’s website. f. Continue efforts to improve the TIP applications, and maintain and improve the web-

based application system. g. Maintain and enhance the project tracking system to monitor progress of projects

funded with PSRC funds and ensure the region successfully meets its annual delivery targets for FHWA funds. Continue the monitoring and reporting of project statuses to each of the recommending committees and the PSRC Boards, with a key focus on the annual delivery targets.

Sub-Task 2. PSRC Funding & Development of the Regional TIP

a. Conduct project selection processes for PSRC’s federal funds: • Support the Regional Project Evaluation Committee, Transportation Operators

Committee, Regional FTA Caucus, the four countywide committees and the Project Selection Task Force.

• Conduct the process for the 2018 distribution of PSRC’s federal funds: review policies and procedures with the recommending forums for the preparation and approval of the 2018 Policy Framework; prepare and distribute a call for projects and conduct the competitive process for approval of recommendations by PSRC boards.

b. Prepare the documentation of the 2019-2022 Regional TIP, including air quality conformity analysis, addressing performance-based planning requirements, environmental justice analysis, project reviews, mapping, and a public review process.

c. Conduct a project selection process for the Transportation Alternatives program. d. Continue the annual contingency funding processes, as available.

Sub-Task 3. Transportation 2040 Regional Capacity Projects The Transportation 2040 Regional Capacity Projects database and application process continues to be refined and improved, and will require ongoing maintenance and improvements to provide better reporting and more accurate data for communication to PSRC committees, Boards and member organizations. Activities will include:

a. Maintain the protocols and procedures for Transportation 2040 project amendments and PSRC’s approval process.

b. Maintain and improve the Transportation 2040 project database, including improvements to the web-based application and better reporting and quality control features.

c. Continue to electronically map Transportation 2040 projects and expand the capabilities of the web mapping system.

Sub-Task 4. Air Quality PSRC will continue to work with our federal, state, regional and local partners to monitor air quality issues in the region and to estimate regional emissions from plans, programs and



projects using the best available technical tools. This sub-task will ensure PSRC meets federal and state requirements regarding the conformity of Transportation 2040 and the Regional Transportation Improvement Program to the State Implementation Plan for Air Quality, including ongoing interagency consultation, and will advance regional policies related to the reduction of emissions. Activities will include:

a. Provide air quality modeling and policy assistance. b. Conduct the air quality conformity analyses for the Regional TIP and Transportation

2040 updates. c. Prepare the annual CMAQ emissions report for submittal to WSDOT/FHWA. d. Work in consultation with the region’s air quality partner agencies to monitor and

discuss issues affecting air quality in the region. e. Review Regional TIP and Transportation 2040 project actions for consistency with the

regional conformity determination. f. Continue to improve the technical tools for estimating project-level emissions, both for

project selection and CMAQ reporting as well as for additive improvements to the regional technical analyses.

Sub-Task 5. Climate Change PSRC will continue to work with our federal, state, regional and local partners to monitor climate change issues in the region and to estimate regional greenhouse gas emissions from plans, programs and projects using the best available technical tools. This sub-task will advance regional policies related to the reduction of greenhouse gas emissions as well as climate resiliency. Activities will include:

a. Continue to monitor the implementation of Transportation 2040’s Four-Part Greenhouse Gas Strategy.

b. Continue technical and policy research into the reduction of greenhouse gas emissions, adaptation and resiliency, and provide technical assistance and guidance to project sponsors and other jurisdictions.

c. Continue engagement with federal, state, regional and local partner agencies on the topic of climate change.

d. Continue the partnership with the Puget Sound Regional Climate Preparedness Collaborative to provide technical and policy assistance to jurisdictions and create a framework for leveraging opportunities for the region.

e. Monitor state and federal activities regarding climate change, and prepare for any regional implementation or impacts.

Sub-Task 6. Departmental Administration Manage and administer the short-range transportation planning work program, including development, schedule, budget, progress and evaluation reports and related documentation. Administration will also include assuring compliance with rules and regulations of funding agencies and PSRC.

Sub-Task 7. PSRC Performance Trends Support PSRC will implement an integrated program to assess regional trends and success in implementing the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy. The Performance Trends program will integrate planning and data activities and draw resources from all PSRC program areas. The Short-Range Transportation Department will participate on projects teams with other agency staff to compile data and develop Performance Trends.




Summary of Consultants within Short-Range Planning

For Tasks 1, 2 & 3, consultant costs in the amount of $30,000 will be programed for on-call assistance for improvements to PSRC’s existing web-based applications system.

Task Amount Start Date End Date1-3 $ 30,000

30,000$


Improvements to PSRC's project-level tracking tools.


Description of Work




Economic Development (Task 300)

Objective

Provide staff support to the EDD Board of Directors and maintain, update and assist in implementation of the Regional Economic Strategy (RES), which serves as the economic development blueprint for the central Puget Sound region. Maintain the central Puget Sound region’s eligibility for economic development planning and technical assistance from the federal Economic Development Administration (EDA). Contribute to key Economic Development District (EDD) projects and activities, as required by the EDA and requested by the EDD’s Board of Directors and public agencies within the region. Coordinate with public, private and community stakeholders to develop and implement initiatives that strengthen the region’s economy.

Mandates This work element provides for program development, administration and management of regional economic development planning activities as required by: 1. EDD/PSRC Memorandum of Agreement dated June 27, 2002. 2. Authority for the CPSEDD creation is by a Joint Exercise of Powers Agreement

between the counties of King, Kitsap, Pierce and Snohomish dated May 5, 1971 and amended November 13, 2003.

3. Federal authority for the creation, recognition and funding of multi-jurisdictional economic development districts is found in the Public Works and Economic Development Act of 1965 (Public Law 89-136, 42 U.S.C. 3121 et sec.) as amended, including the comprehensive amendments by the Economic Development Administration Reform Act of 1998 (Public Law 105-393) and the Economic Development Administration Reauthorization Act of 2004 (Public Law 108-373). Criteria for district program functions and funding are found in 13 CFR Part 301 (area eligibility), 302 (district designation), 303 (district planning process) and 306 (planning assistance).


EDA Grant $200,000 Salaries & Benefits $289,000EDA Match $200,000EDD Dues $73,000 Overhead $155,000IMCP Carryover $19,000 Direct Costs $48,000Local $26,000 Consultants $26,000

Total $518,000 Total $518,000

Adopted Supplemental Adopted SupplementalFY 18-19 $518,000 FY 18-19 1.45

October 17 Amended October 17 AmendedSupplemental FY 18-19 $886,000 Supplemental FY 18-19 2.73

Expenditures:

FTE Staffing Comparison:

Revenues:

Budget Comparison:

Economic Development FY2018-2019 Budget and Work Program


Major Milestones and Products 1. Annual RES Work Plan Developed and Adopted (2018 and 2019) 2. EDA Planning Grant Secured (June 2017, June 2018, and June 2019) 3. Performance Trends support (ongoing)

Policy Direction and Interagency Staff Involvement Economic Development receives policy direction from the EDD Board of Directors.

Ongoing Sub-Tasks Sub-Task 1. EDD General Ongoing work is required to maintain status as the Central Puget Sound Economic Development District (EDD). This involves administrative, managerial and operational tasks, including: a. Convene and provide staff support to the EDD Board of Directors, subcommittees and

other working groups or taskforces; b. Annually update the region’s comprehensive economic development strategy (CEDS),

locally known as the Regional Economic Strategy (RES); c. Develop and maintain tracking tools, performance measure data and other products to

facilitate CEDS implementation; d. Coordinate events and programs, as appropriate, to aid in implementation of the

Regional Economic Strategy; e. Prepare budget and work program; f. Review and evaluate employee performance; g. Develop, apply for and monitor grants and contracts in the support of the RES. Sub-Task 2. PSRC Performance Trends Support PSRC continues to implement an integrated program to assess regional trends and success in implementing the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy (RES). The Performance Trends program integrates planning and data activities and draws resources from all PSRC program areas. Economic development staff participate on project teams with other agency staff to assess data developed by the Data Systems and Analysis division, develop findings, assess policy implications, and develop Performance Trends products. This effort satisfies the CEDS requirement to develop and report performance measures relative to regional economic development goals and strategies.

Initiative Sub-Tasks Sub-Task 3. Regional Economic Strategy Implementation The updated Regional Economic Strategy, adopted in September 2017, is the guiding document for key regional economic initiatives. The EDD Board will adopt and maintain a work plan of initiatives to implement the strategy, informed by ongoing evaluation and board input. Economic development staff will work with regional partners to implement these board adopted initiatives. Resource support will be from Strategic Initiatives budget line item under Council Support.




Summary of Consultants within Economic Development

Sub-Task Amount Start Date End Date3 6,500$

19,455$ 25,955$

-$

Total Consultant Costs 25,955$


Description of Work

Carryover Department of Commerce ContractRegional Economic Strategy Finalization




Data (Task 400)

Objective To oversee the development and maintenance of effective data collection, management, and analysis tools to support all PSRC activities including planning, modeling, forecasting, and technical assistance to local jurisdictions.

Mandates This work element provides for the program development, administration, and management of the regional technical assistance, data collection, data maintenance, forecasting, and modeling activities as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area

(Article VII), which requires that, as requested, the agency shall provide technical assistance to local, state, and federal governments through regional data collection and forecasting services, consistent with the mission and functions of the agency; and that a regional database (including demographic, economic, and travel condition data) and modeling capabilities will be established and maintained to support development of Transportation 2040 and VISION 2040.

2. Regional Transportation Planning Organization legislation [RCW 47.80], which requires establishment and maintenance of a coordinated planning program for regional transportation systems and facilities, and integrated transportation and comprehensive planning.

3. Moving Ahead for Progress in the 21st Century (MAP-21) [23CFR, Part 450, Subpart C (FHWA) and 49 CFR, Part 613, Subpart A (FTA)] which requires a comprehensive database to support continuing, cooperative, and comprehensive planning processes.

4. Federal Clean Air Act (42 USC Section 7401-7671q) and the Washington Clean Air Act [RCW 70.94.37] which legislates federal and state requirements through air quality conformity rules for transportation plans, programs, and projects.


FHWA $3,409,000 Salaries & Benefits $5,003,000FHWA Local Match $532,000 Overhead $2,679,000FHWA Carryover $384,000 Direct Costs $256,000FHWA Carryover Local Match $60,000 Consultants $515,000FTA 5303 $1,367,000 Encumbered $50,000FTA Local Match $213,000 Total $8,503,000FTA 5303 Carryover $81,000FTA 5303 Carryover Match $13,000STP $750,000STP Local Match $117,000FTA 5307 $905,000FTA 5307 Local Match $226,000FTA 5307 Carryover $96,000FTA 5307 Carryover Match $24,000Seattle HH Carryover $132,000Redmond HH Carryover $30,000SHRP2 Carryover $3,000SHRP2 Carryover Match $3,000

Revenues: Expenditures:

Data FY2018-2019 Budget and Work Program



1. Conduct regular maintenance and updates to PSRC’s major data products (ongoing) 2. Conduct regular maintenance and updates to PSRC’s GIS spatial data assets and

functionalities (ongoing) 3. Coordinate and manage activities per our Puget Sound LiDAR Consortium contract,

including quality assurance and distribution of LiDAR data (ongoing) 4. Release version 1.2 of the SoundCast activity-based travel model and supporting

documentation (Winter 2017/2018) 5. Continue conversion of the UrbanSim land use forecasting model to a version 2.0 code

platform (Summer 2018) 6. Complete minor updates and refinements to the UrbanSim model as needed to support

VISION 2050; produce future land use scenarios using UrbanSim to inform planning work to extend the regional growth strategy to 2050; produce VISION 2050 land use alternatives for environmental analysis (spring thru fall 2018)

7. Provide data and technical analysis to support internal PSRC planning efforts, e.g. 2018 Regional Transportation Plan, VISION 2050, Performance Trends program (ongoing)

8. Provide data, technical analysis, and data/modeling outreach and coordination activities to support PSRC’s members, Boards, and Committees (ongoing)

9. Puget Sound Regional Travel Survey: a) release the 2017 survey dataset (Summer 2018), and b) plan to conduct the 2019 survey (Spring 2019)

10. Update the Regional Parking Inventory (Spring 2018) 11. Release an updated Regional Macroeconomic Forecast extended out to the year 2050

(Spring 2018) 12. Implement targeted data management system improvements per the department’s data

management strategic implementation plan (ongoing) 13. As part of the FTA Transit Model Tools grant project, implement targeted improvements

to the non-motorized layers in the agency’s transportation geodatabase to better inform non-motorized access to transit

14. As part of the FTA Transit Model Tools grant project, continue improvement of transit forecasting and ridership estimation capabilities of the region’s modeling tools (ongoing)

Policy Direction and Interagency Staff Involvement Policy direction is received from the Executive Board. This work element will also have regular ongoing interactions with the Regional Staff Committee (RSC), Technical Forum (RTF), Land Use Technical Advisory Committee (LUTAC), and Model Users Group (MUG).

LiDAR $10,000Local $99,000Federal Anticipated $50,000

Total $8,503,000






Ongoing Sub-Tasks Sub-Task 1. Data Administration Manage and administer the Data department work program, including development, schedule, budget, progress and evaluation reports and related documentation. Assure compliance with rules and regulations of funding agencies and PSRC. Administration also includes staff training and education to support effective implementation of the Data work program. Sub-Task 2. Data/GIS/Model Development and Maintenance Data and Visualization. PSRC produces and serves as a clearinghouse for an array of regional demographic, housing, land use, economic, transportation, and forecast datasets that form the core data infrastructure supporting the agency’s forecasting/modeling efforts and regional planning analyses, as well as local planning by PSRC member agencies. Maintenance and regular updates to these datasets are among the mandated MPO functions that constitute this work sub-task:

• Demographic: Decennial Census, ACS • Housing: residential building permit estimates • Land Use: parcel/assessor data, future land use (FLU) dataset • Economic: employment estimates, wage estimates • Transportation: Census Transportation Planning Package (CTPP), household travel

survey data, park and ride data, parking inventory data, bicycle & pedestrian counts • Forecast: regional macroeconomic forecast, small area land use projections (Land

Use Vision) Note: See Initiative Tasks 5, 6, and 7 below for information on the 2019 household travel survey, 2018 regional parking inventory, and 2018 regional macroeconomic forecast. This sub-task covers ongoing maintenance of databases and data products once the initiative project has concluded. The Data and Visualization subtask also includes an effort to build staff capacity and expertise in the area of data visualization, including web-mapping and other interactive web-based data tools, visual analytics for modeling systems, and common programming languages (e.g. Python, JavaScript, R) used for data visualization applications. This subtask is supported by a direct cost budget of $15,000 for acquisition/licensing of visualization software. GIS/LiDAR. PSRC’s repositories of transportation, land use and economic data, together with analytical tools, reside in a Geographic Information System linked to forecasting and modeling systems. This work sub-task will fulfill MPO responsibilities to maintain and update all non-project-specific Geographic Information Systems data updates (e.g., transportation network updates, changing transit routes, city and county land use plans, etc.), as well as system and database schema changes needed to accommodate new and updated data. The GIS transportation network data schema is maintained to make travel demand model links for assignment as needed, including a specified scenario of transportation projects. LiDAR data acquisition projects for the Puget Sound LiDAR Consortium (PSLC) are coordinated by PSRC staff. The level of effort varies with the amount of financial support for data collection and quality control. The schedule is ongoing and as-needed with seasonal workload adjustments to accommodate project work schedules. During this biennium LiDAR management/coordination tasks are expected to include transfer of PSLC data download services to other agencies. As LiDAR is acquired within the region during 2017 and 2018, this sub-task includes merging the data into a highly accurate bare-earth elevation GIS layer, which is purposed for both analysis and display.



Modeling. PSRC’s suite of forecasting models are integral to the agency’s planning efforts, supporting analysis of future year land use and travel conditions, whether being used to produce forecast products or to inform policy analysis and plan development. Currently, the agency maintains the following primary models:

• A macroeconomic model of the four-county region • The UrbanSim land use modeling suite • A four-step travel demand model known as 4K • An activity-based travel model known as SoundCast

While the models have seen significant advances in their capabilities, ongoing refinement and improvement remains an agency priority. In FY2018-2019 this work will center on continued improvement to support major PSRC planning efforts like the VISION 2040 update. The focus of travel model updates will be the SoundCast activity-based travel model. Enhancements in FY2018-2019 for SoundCast may include but are not limited to:

• Transit modeling (described in Sub-Task 10 Transit Model Tools) • Interim freight model improvements • Ongoing model validation with survey data • Data collection and preparation to update to a modeling base year of 2018 • Expanded outreach and support for SoundCast’s use in the region, including user

training, model documentation, and more accessible model output summaries Interim improvements to the freight model will be integrated into SoundCast based on new datasets that will be available from the Northwest Seaport Alliance and the Washington State Department of Transportation. These data pieces will better inform the origin/destination flows on trucks within the region and will help further validate and improve the existing truck model framework until funds are made available for further model improvements as identified in the unfunded section of this document. In addition, staff will incorporate additional truck counts obtained from various member jurisdictions for use in truck model validation. Staff will begin working on an updated 2018 modeling base year. And finally, to support SoundCast’s wider use in the region, PSRC will continue to work to ‘daylight’ SoundCast by making the code and documentation available on the web, while supporting user training, and providing expanded model output summaries and visualizations. Initiative Sub-Task 13, described below, is contingent upon additional funding, but would expand these outreach efforts to develop a full Modeling Service Center. The UrbanSim land use forecasting tools are currently in operation and have been used for allocating subarea growth in the Land Use Vision data product. In FY2018-2019, PSRC staff will prioritize updating key model inputs and running tests with UrbanSim prior to its expected use supporting the VISION 2040 update. On a separate track, staff will begin migrating to the next generation UrbanSim 2.0 model platform. This migration is needed for a variety of reasons including the fact that the UrbanSim code currently in use at PSRC is no longer commercially supported. This update will also enable faster run times, increased transparency and enhanced collaboration with other users around the country. And toward the end of FY2019, data collection and preparation to update to a 2018 UrbanSim model base year will begin. Note: See Initiative Sub-Task 7 below for information on the 2018 regional macroeconomic forecast. Consultant costs include:



• $25,000 for SoundCast model development and support. These funds would be used to add flexible on-call expertise for SoundCast issues that arise during the operation or expansion of the model.

Sub-Task 3. Internal Technical Support This sub-task includes preparation and evaluation of data and analytical products to support internal PSRC planning efforts as opposed to external consumers such as member jurisdictions. Regional growth management, transportation and economic development planning depends on demographic, land use, employment and transportation data and forecasts on an ongoing basis for policy development and alternatives evaluation. Data, analysis and forecasting/modeling support for both the 2018 Regional Transportation Plan and VISION 2050 will fall under this sub-task. The transportation plan analysis will include the final technical analysis that is documented in the Final 2018 Regional Transportation Plan. This sub-task also includes ongoing support for the PSRC Performance Trends program. The Performance Trends program integrates planning and data activities and draw resources from all PSRC program areas. The Data team will continue to develop and analyze data to support this program effort, as well as participate on project teams with other agency staff to develop findings, assess policy implications, and develop Performance Trends products. Sub-Task 4. External Technical Support This sub-task includes preparation and dissemination of data, analytical and modeling products and services to support PSRC members, per PSRC’s MPO mandates and Interlocal Agreement. PSRC’s member agencies, including counties, cities, tribes, ports, transit agencies and the WSDOT, rely on PSRC for regional data collection, estimation, forecasting, analysis and modeling support on an ongoing basis. This sub-task also involves outreach and data/modeling coordination efforts through the Land Use Technical Advisory Committee (LUTAC), and Model Users Group (MUG), as well as general support for the agency’s Boards and other Committees as needed. Examples of technical support tasks include responding to data and modeling requests by members, PSRC support for regional data coordination efforts, and online publication of data and analysis and other technical resources. In addition to routine products and services, members may occasionally request assistance with large labor-intensive projects that may involve additional revenues provided by the member agency.

Initiative Sub-Tasks Sub-Task 5. Continuous Household Travel Survey In FY2014-2015, PSRC initiated a program of continuous household travel survey data collection. The goal is to conduct the survey annually or biannually as budget allows. Historically, PSRC collected household travel survey data every 7-8 years to understand trends in travel behavior and to support modeling, but this continuous approach offers several advantages. One advantage to more continuous collection is that rapidly changing travel trends such as technological shifts can be incorporated into planning and modeling. This approach also allows for better monitoring of transportation changes. Finally, the more frequent surveying approach will reduce initial survey startup efforts since each survey design and analysis phase will occur more often and with a smaller time gap since last survey. Data produced by the travel survey is used by the PSRC as well as many of our member agencies to develop models that predict household travel behavior. In addition, the surveys



have been used to build household location models used in land use analysis. The continuous survey approach will also provide information for performance measures such as mode choices in regional centers and for before-after studies of infrastructure improvements. A fourth wave of the regional household travel survey will occur during FY2018-2019, supported by a budget of $150,000 for consultant services. This budget will go toward survey design by consultants, administering the survey to a sample of regional residents, and completion of final survey deliverables by consultants in Winter 2019/2020. Public release of the survey dataset, subsequent to quality checking and data clean-up efforts, is targeted for Spring 2020. Consultant costs include:

• $150,000 to conduct a fourth wave of PSRC’s continuous household travel survey program in spring 2019. Note: Based on add-on commitments for the third (2017) wave of the survey, it’s anticipated that one or more member jurisdictions may purchase add-on samples for the 2019 survey, increasing the total budget.

Sub-Task 6. Regional Parking Inventory An update to the Regional Parking Inventory will occur in FY2018-2019. The inventory will be a data collection effort of accessible off-street parking in the defined study areas: Seattle, Bellevue, Bremerton, Everett, and Tacoma central business districts, the Bainbridge, Kingston, and Southworth ferry terminals, and the University District. The primary data attributes that will be collected are parking capacity, occupancy, rate, and parking type. The data collected from the inventory will help support the development of both the land use and travel demand forecast models. In addition, the data will be a resource for local planners working with parking policies and parking supply management. In FY2018-2019, PSRC will assess whether a full-scale field survey effort is required to update the Regional Parking Inventory, versus a reduced version supplemented by other sources of parking data that have emerged, such as archived real-time use and availability data provided by parking apps. Sub-Task 7. Regional Macroeconomic Forecast A consultant contract project will have been initiated during FY2017 to update the Regional Macroeconomic Forecast to extend the horizon year out to 2050 and make select improvements to the regional econometric model. A final forecast is scheduled to be published in FY2018, timed to support the early planning phase of the VISION 2040 plan update. Consultant costs include:

• For FY2018-2019, no additional consultant costs are anticipated, although some portion of the original consultant budget is expected to carry-forward into this biennial budget to complete the project.

Sub-Task 8. AMPORF/ActivitySim PSRC is collaborating with several agencies on state-of-the-practice techniques to improve run time, quality, and usefulness of travel forecasting products. That collaboration began in FY2014-2015 through a contract with the Association of Metropolitan Planning Organization Research Foundation (AMPORF), continued through FY2016-2017, with Phase II of the research beginning February 2016, scheduled to end in February 2017. PSRC has budgeted consultant funds for additional phases of research beginning in FY2018. Consultant costs include:

• $70,000 ($35,000 of which is encumbered anticipated funding) for continued collaboration with the AMPORF consortium to support development of future versions (1.x/2.x) of the SoundCast model.



Sub-Task 9. Data Management System Improvements During FY2017, the Data Department undertook a consultant project to have its data management practices and related IT systems evaluated. The project goal was to identify targeted improvements that could be implemented to: a) improve basic data organization and management, b) support and promote more efficient work flows and data processes, and c) facilitate easy and intuitive data access and dissemination, both internally within the agency and externally to the general public. Sub-Task 9 represents the implementation phase of this initiative effort, and may include (but is not limited to) the following potential improvement measures: 1) establish formal data management standards and protocols, 2) establish a new file/folder structure, 3) design and build a central SQL database, 4) migrate data and databases to the new SQL platform, 5) develop data catalogs to facilitate data search, access, and dissemination, 6) provide staff training on new standards, systems, and practices. Consultant costs include:

• $85,000 (with an additional $15,000 of which is encumbered anticipated funding and $25,000 unfunded) for consultant services and other direct expenses (e.g. training, software, etc.) to support implementation of the aforementioned data management improvement initiatives.

Sub-Task 10. Transit Model Tools Updates to PSRC modeling capabilities that improve functionality for transit and transit-related modeling will be funded through a grant from the Federal Transit Administration (FTA) known as the FTA 5307 program. Portions of the grant will be spent pursuing continued transit modeling updates, which may include but not be limited to development of a SoundCast web-based portal for transit, moving from a zone-based to a transit stop-based network model and improvement and enhancement of non-motorized access to transit in the model including bike-to-transit. The grant will also be used to enhance ferry modeling capabilities and incorporation of the Washington State Ferries Long Range Plan. The results of this work may be useful to the region’s ferry operators for their long- and short-range facility, service, and operations planning. Refinements to this work program will be coordinated with transportation operators through the Transportation Operators Committee (TOC). Sub-Task 11. SHRP2 PSRC is participating with the Metropolitan Transportation Commission (MTC) of Oakland, California in a research effort funded by a SHRP2 Implementation Assistance grant. The objective is to develop and implement a disaggregate, person-based transit accessibility and assignment tool that is capable of representing of transit capacity, transit reliability, and individual passenger types. The contract began in FY2015, and work continued through FY2016-2017. PSRC’s portion of the work is expected to be wrapped up in Winter 2017/18. PSRC staff hours will continue to be supported with funds received from the grant via an interagency contract with MTC. Sub-Task 12. Service Center for Data and Modeling PSRC has always provided its data and tools to members, but the complex nature of the tools hasn't always made that access easy. Under this sub-task, a new web-based "Data and Modeling Service Center" and associated business plan would be developed. The Service Center would provide a single point of contact for data requests and for modeling requests. Some standard off-the-shelf data products will be downloadable directly from the website, while more complex modeling needs will go through a request process and shepherded by PSRC staff.



This sub-task is subject to additional funding. This is currently unfunded. Funds would need to be identified for consultant services to develop a business plan for and to design and implement the Service Center web portal. Sub-Task 13. Travel Demand Model - Freight/Truck Component An area of identified need within the PSRC model systems is an improved representation of freight movement within the region. To better understand and plan for freight movements in the region, a new freight model would need to be included in PSRC’s travel models. This improved freight model would allow PSRC to understand how freight movements are expected to change over time. This model would also allow for estimates of the costs of congestion encountered by freight, and how freight movements would change under different types of scenarios such as regional tolling. The current freight model lacks the sensitivity to adequately model questions such as these. Fairly rudimentary freight modeling is typical of most travel models around the country, but the state of the art is improving. This work sub-task is to improve our understanding of freight movement within the region and the impact on it from various land use, economic development and transportation policy and capital investment alternatives. This sub-task will identify and implement specific model improvements to better characterize freight movement activities in a manner that can be incorporated into both existing trip-based and activity-based travel models. This sub-task is subject to additional funding. Funds would need to be identified for consultant services to develop a new freight model component to the travel demand model. This includes both data development and model development expenditures.

Unfunded Sub-Tasks Sub-Task 14. Next-Generation UrbanSim Platform As described under Sub-Task 2, PSRC will be updating the UrbanSim land use model to the updated code base, UrbanSim 2.0, using in-house staff. While some enhancement of existing modeling capability will occur through this code update, this initiative sub-task would support further developing UrbanSim’s capabilities through consultant contracts that would allow the agency to tap expanded data visualization and scenario analysis tools being developed for UrbanSim 2.0 nationally. This sub- task is subject to additional funding. An estimated $50,000 would need to be identified for consultant services to pursue expanded UrbanSim 2.0 modeling and analysis capabilities.

Summary of Consultants within Data

Sub-Task Amount Start Date End Date5 150,000$ 8 35,000$ 9 85,000$

176,902$ 47,710$ 20,000$

514,612$ Carryover Database Improvement

Description of WorkHousehold Travel Study

Data Visualization Modernization Phase 2ActivitySim Development


Carryover Macroeconomic ForecastCarryover Household Survey



Sub-Task Amount Start Date End Date8 35,000$ 9 15,000$

50,000$ Sub-Task Amount Start Date End Date

9 25,000$ 12 50,000$

75,000$ Total Consultant Costs 639,612$

Data Visualization Modernization Phase 2

Description of Work

UrbanSim 2 UpdateData Visualization Modernization Phase 2


Description of WorkActivitySim Development

Total Encumbered Contracts



Council Support (Task 500)

Objective

To provide staff assistance to the Puget Sound Regional Council General Assembly, Executive Board, Operations Committee, Economic Development District Board, and member jurisdictions.

Mandates This work element supports numerous PSRC functions as required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area,

which requires providing information and services to local governments, state and regional agencies, Indian tribes, community organizations, businesses, individuals, and other interested parties. This work also is mandated by numerous federal and state requirements for public information and involvement.


Major Milestones and Products 1. 2018/2019 General Assembly meetings (Spring 2018, 2019) 2. Regional workshop for newly elected officials (January 2018)

Policy Direction and Interagency Staff Involvement The Executive Board and General Assembly provide policy direction. The Regional Staff Committee and countywide planning organizations provide interagency staff involvement.


FHWA $1,432,000 Salaries & Benefits $1,411,000FHWA Local Match $224,000 Overhead $755,000FHWA Carryover $445,000 Direct Costs $148,000FHWA Carryover Local Match $69,000 Consultants $227,000Local $372,000 Encumbered $50,000Federal Anticipated $50,000 Total $2,592,000

Total $2,592,000





Council Support FY2018-2019 Budget and Work Program


Ongoing Sub-Tasks 1. Provide assistance to the General Assembly 2. Provide assistance to the Executive Board 3. Provide assistance to the Operations Committee 4. Provide support for Executive Committee meetings 5. Provide assistance to the Economic Development District Board. 6. Convene Regional Staff Committee at least quarterly to discuss key issues to help

inform the work of the policy boards, Operations Committee, and Executive Board 7. Establish working relationships with member organizations' elected officials and staff and

participate in countywide planning and decision processes 8. Convene the Regional Food Policy Council 9. Conduct a regional workshop for newly elected officials 10. Conduct legislative briefings and develop legislative positions 11. Participate in the Association of Metropolitan Planning Organizations 12. Implement an integrated ongoing program to evaluate regional trends and success in

effecting the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy. Consultant resources will be used to support Regional Economic Strategy initiatives under Economic Development (Task 300).

13. Continued outreach efforts to member jurisdictions and other groups 14. Organize with PSRC leadership and associated staff the approach to PSRC’s Federal

Planning Certification Review process, including preparing the response submittal and organizing the site visit. Coordinate PSRC’s responses and ensure timely follow up, if there are any actions determined by the federal review team. Document all follow-up action items for the next review

15. Provide reports to the Executive Board related to conferences and other major events where Executive Board members participate

Initiative Sub-Tasks None


Summary of Consultants within Council Support

Task Amount Start Date End Date227,000$

227,000$ 50,000$

50,000$




Strategic Initiatives

Description of WorkStrategic Initiatives


Description of WorkStrategic Initiatives


Council Support FY2018-2019 Budget and Work Program


Government Relations and Communications (Task 600)

Objective To develop effective visual, written and electronic communications materials for the Puget Sound Regional Council's activities and responsibilities, and assist the agency and its staff in reaching out to and effectively involving member jurisdictions, citizens and other interests throughout the region in Puget Sound Regional Council activities.

Mandates This work element helps the Puget Sound Regional Council meet the federal, state and local requirements for consultation, coordination and public participation, including the following laws: 1. Fixing America’s Surface Transportation Act (FAST Act), which requires that a

continuing, cooperative and comprehensive planning process be maintained that results in plans and programs for an integrated intermodal transportation system.

2. Title VI of the Civil Rights Act of 1964 The Title VI of the Civil Rights Act of 1964 requires that transportation planning and programming be nondiscriminatory on the basis of race, color, national origin or disability. The fundamental principles of environmental justice include: • Avoiding, minimizing or mitigating disproportionately high and adverse health or

environmental effects on minority and low-income populations • Ensuring full and fair participation by all potentially affected communities in the

transportation decision-making process • Preventing the denial, reduction or significant delay in the receipt of benefits by

minority populations and low-income communities 3. State Environmental Policy Act (SEPA), RCW 43.21C

PSRC uses SEPA to guide its environmental review for key decision making. SEPA rules adopted by the Puget Sound Regional Council require that whenever PSRC issues a Declaration of Non-Significance (DNS) under WAC 197-11-360-(3), PSRC will give public notice.

4. State Growth Management Act (GMA), RCW 36.70A For the development and adoption of multicounty policies under the GMA, the Puget Sound Regional Council will comply with GMA procedures that apply to countywide planning policies, including "a public hearing or public hearings on the proposed policies," [RCW 36.70A.210 (2)(e)] with appropriate public notification and participation. The public notification and procedures will include, as required by the GMA, "broad dissemination of proposals and alternatives, opportunity for written comments, public meetings after effective notice, provision for open discussion, communication programs, information services, and consideration of and response to public comments." [RCW 36.70A.140]

5. Washington State Open Public Meetings Act, RCW 42.30 All PSRC committee and board meetings are open to the public, and public comment periods are provided during each regular meeting. Board chairs may limit comment periods as needed. PSRC streams Executive Board, Transportation Policy Board, Growth Management Policy Board, and Economic Development Board meetings live on its website.

6. Public Records Act, RCW 43.56 Anyone may request to view PSRC records for any reason (although Washington state places some limits on how certain records may be used, including but not limited to prohibiting using lists of individuals for commercial purposes [RCW 42.56.070(9)] and prohibiting using lists of persons to promote election of persons or for promotion or

Government Relations and Communications FY2018-2019 Budget and Work Program


opposition of ballot measures [RCW42.17.130]). PSRC’s Public Records Officer may be reached via PSRC’s website (https://www.psrc.org/contact-center/information-center/public-records-requests), phone (206-464-7532) or email ([email protected]). All public records requests are answered within five business days.


1. Maintain and continuously improve agency website (Ongoing) 2. Weekly blog postings (Ongoing) 3. Engage the public through social media on Facebook and Twitter (Ongoing) 4. Maintain, improve and implement agency Public Participation Plan (Ongoing) 5. Awards program (Annually) 6. Ongoing support for all of the initiatives identified in the agency’s budget and work

program including: updating the regional transportation plan, VISION 2050, and producing performance trends (Ongoing)

Policy Direction and Interagency Staff Involvement

Policy direction comes from the General Assembly and the Executive Board. Interagency staff involvement occurs as needed.

Ongoing Sub-Tasks 1. Develop and apply Puget Sound Regional Council publication standards; assist staff in

editing documents and in planning presentations. 2. Prepare and carry out public participation plans providing for public involvement and

education as appropriate; coordinate agency's MPO and RTPO requirements for public involvement. Continuously evaluate the effectiveness of public involvement and outreach strategies and make changes that reflect ongoing analysis of effectiveness. Actively seek public participation on appropriate PSRC committees and task forces.

3. Design, publish, and coordinate production of newsletters, electronic newsletters, newspaper supplements, brochures, maps, as well as other materials including registration materials and other graphics products as required; prepare visual


FHWA $1,148,000 Salaries & Benefits $1,169,000FHWA Local Match $179,000 Overhead $626,000FHWA Carryover $384,000 Direct Costs $13,000FHWA Carryover Local Match $60,000 Consultants $175,000Local $212,000 Encumbered $16,000Federal Anticipated $16,000 Total $2,000,000

Total $2,000,000



Expenditures:


Revenues:



presentations covering issues and projects; assist in development and enhancement of PSRC’s website.

4. Investigate partnership opportunities for coordinating and developing a program of periodic conferences or other events related to Puget Sound Regional Council responsibilities and regional priorities.

5. Conduct the PSRC’s annual VISION 2040 Awards Program. Continue to actively promote VISION 2040 awards in a variety of media.

6. Maintenance of agency mailing list of community, business, and special interest groups and disseminate newsletters and other information materials to these groups as appropriate.

7. Provide information to the public and officials on issues, projects, and agency operations.

8. Assist internal staff communications as appropriate. 9. Create and maintain a professional image for the Puget Sound Regional Council;

maintain a consistent, high level of quality in all communications via a variety of tools, including a blog and social media.

10. Coordinate work of vendors for printing, production, reproduction, and mailing of agency products; assist in maintaining vendor files and price lists.

11. Prepare and distribute news releases concerning actions and activities as appropriate. 12. Maintain contacts with the news media; arrange/coordinate press interviews and

conferences with local officials and staff as appropriate; monitor press coverage. 13. Work with Federal Transit Administration and Federal Highway Administration staff to

assure that the agency’s public participation plan and public involvement strategies meet and exceed federal guidance relating to engaging traditionally underserved (minority and low income) communities, engaging people with limited English proficiency, individuals with disabilities, and native tribes. Continuously evaluate the effectiveness of strategies and make changes, as needed, to the agency’s plan.

Initiative Sub-Tasks Support for all agency initiatives.

Unfunded Sub-Tasks None Summary of Consultants within Government Relations and Communications


175,000$ 16,000$

16,000$



On-Call Communications and Outreach Support


On-Call Communications and Outreach SupportTotal Funded Contracts


Description of Work

Description of WorkOn-Call Communications and Outreach Support



Administrative Services (Task 900)

Objective

To develop and maintain an effective and responsive administrative program for the Regional Council that includes administering the budget and work program, and supporting the agency's legal, personnel, contractual, computer operations, Information Center, office management, graphic design operations, mail and copy center, purchasing, and financial duties.

Mandates This work element provides for the program development, administration and management of the Executive and Administrative Services required by: 1. Interlocal Agreement for Regional Planning of the Central Puget Sound Area, which

requires providing information and services to local governments, state and regional agencies, Indian tribes, community organizations, businesses, individuals, and other interested parties. This work also is mandated by numerous federal and state requirements for public information and involvement.


Major Milestones and Products 1. Prepare Supplemental FY2018-2019 Budget (Spring 2018) 2. Prepare FY2020-2021 Biennial Budget and Work Program (Spring 2019) 3. Coordinate annual audit with State Auditor’s Office (Winter 2017/2018)

Policy Direction and Interagency Staff Involvement The Executive Board and Operations Committee provide policy direction and the Regional Staff Committee provides staff involvement, as appropriate.

Summary Expenditures

Salaries & Benefits $3,786,000Overhead $0,000Direct Costs $3,360,000Consultants $494,000

Total $7,640,000




Expenditures:

Administrative Services FY2018-2019 Budget and Work Program


Ongoing Sub-Tasks Sub-Task 1. Program Development and Management

a. Prepare and adopt administrative recommendations that improve the operational relationship of the Regional Council with members, businesses, community organizations, and the public.

b. Develop and prepare the two-year budget, detailed project milestones, progress reports, dues schedule, and related documentation.

c. Provide internal administrative support services, including all aspects of human resource management such as recruitment, staff assignment and evaluation; develop and process interagency agreements; manage consultant selection, contract negotiation, and contract performance; and assure agency compliance with appropriate rules, regulations, and conditions.

Sub-Task 2. Administration, Legal and Financial Management

a. Monitor contracts with federal and state agencies; ensure agency compliance with regulations; and maintain liaison with federal, state, and local officials and state auditors.

b. Manage outside legal support service required by the Regional Council, including such activities as drafting and/or reviewing all agency legal documents, oversee legal counsel to ensure the Regional Council carries out the role and responsibility as the designated Metropolitan Planning Organization and Regional Transportation Planning Organization under federal and state law.

c. Review and analyze proposed state and federal legislation and regulations affecting Regional Council responsibility.

d. Facilitate process, preparation and amendments of the agency’s two-year operating budget and work program.

e. Prepare, monitor and report financial operations, including organizational cash flow, disbursement of payments to contractors, and investment of agency funds.

f. Maintain and implement the agency’s personnel, recruitment, compensation and training programs, and the agency’s Affirmative Action Plan, prepare and implement organizational and leadership continuity plan for PSRC.

g. Develop agenda/program for staff retreat. h. Coordinate Title VI reporting, including actions in response to FHWA and FTA’s

certification report. Note: Consultant Costs of $100,000 will be used for HR support, $100,000 for Legal

support, and $40,000 for accounting services. $100,000 of consultant services will also be needed for the PSRC’s continuity planning.

Sub-Task 3. Technology and Information Systems PSRC’s information systems function provides and maintains the computer server, network and desktop infrastructure as well as electronic technology for the five board and meeting rooms. The latter includes audio and video conferencing, live webcasting, and digital multimedia presentation facilities. The agency maintains a Technology Plan which sets forth agency technology strategies and goals. The goal of this work task is to maximize the efficiency of PSRC staff efforts and communication with our member agencies and with the public. Most tasks are ongoing. Consultant costs of $90,000 will go toward network services and maintenance and audio-visual systems support. Sub-Task 4. Information Center

a. Outreach and Public Service Activities Answer reference questions about the agency and its products for members, the

public, businesses, community organizations, and others.



Collect and organize agency products for public review. Support outreach activities and distribute agency products through the internet,

local libraries or other methods. Respond to Public Records Act requests. Proofread, edit and format agency products.

b. Council and Staff Support Support the work of staff by responding to requests for information and conducting

research. Track state and federal legislation for staff. Serve as a parliamentary resource. Provide new staff orientations and training in research tools.

c. Technology Support Assist with the agency’s social media program. Track web and social media statistics. Develop and maintain the agency intranet. Support staff use of technology by training, troubleshooting and providing

information about tools and shortcuts. d. Management of Collection and Agency Products Acquire and manage reference materials and subscriptions. Develop and maintain databases for reference materials, agency products, and

subscriptions. Digitize older PSRC reports.

e. Planning and Implementation of Agency’s Records Management Program. Follow state records retention schedules and disposition of obsolete records. Oversee removal of noncurrent records from active office storage. Transfer historically valuable records to the State Archives system. Support staff records management activities. Maintain records databases.

Sub-Task 5. Facilities The PSRC office suite at Waterfront Place was extensively remodeled in 2013 with funding from a tenant improvement allowance provided by the landlord as part of a renewed lease contract. The priority for this project was optimizing the spaces used by PSRC boards and committees and so limited resources prevented replacement/remodeling of some of the staff spaces. The facilities task and funding will upgrade some built-in workspaces that were built in 1994 and are approaching their useful life in addition, we will provide additional lighting and other minor improvements to the physical space. Sub-Task 6. Graphics

Ongoing graphics support for Agency. Plan, implement, and maintain the agency website.

Initiative Sub-Tasks None




Summary of Consultants within Administrative Support

Sub-Task Amount Start Date End Date2 75,000$ 2 150,000$ 2 80,000$ 2 75,000$ 3 90,000$ 3 20,000$

Total Consultant Costs 490,000$

Accounting SupportContinuity Planning

Disaster PlanningNetwork Support

Description of WorkHR SupportLegal Support



Appendix A

Puget Sound Regional Council Committee Structure

PSRC Organization Resolution

PSRC Organization Chart

Position Summary Schedule

Committee Structure

General Assembly

Executive Board Operations Committee

Transportation Policy Board

Economic Development

Board

Growth Management Policy Board

Appendix A FY2018-2019 Budget and Work Program

A - 1 Adopted Supplemental Budget May 2018

10/11/17Puget Sound Regional CouncilDirect ReportInternal Report

FTE = 2* Counted in other department

Management Team

Josh BrownExecutive Director

Ben BakkentaSenior

Program Manager — Regional Planning*

Craig HelmannSenior

Program Manager — Data*

Paul InghramSenior

Program Manager — Growth Management*

Kelly McGourtySenior

Program Manager — Transportation*

Rick OlsonDirector of

Government Relations and Communications*

Mark GulbransonDeputy

Executive Director*

Diana LauderbachChief Financial Officer*

Sheila RogersExecutive Assistant

FTE = 2* Counted in other department



awerfelmann

Typewritten Text

(Data)

10/11/17Puget Sound Regional Council

Lili MayerSenior

Accountant

Andrew Werfelmann

Senior Accountant

Patty MosureSenior

Accountant

IT AND FACILITIES MANAGEMENT

Jerry HarlessProgram Manager

Kathryn Johnson

Associate IT Support

Specialist

Piset KhuonSenior IT Specialist

FINANCE

Diana Lauderbach Chief Financial Officer

HUMAN RESOURCES

Thu Le HR Manager

Robin NamesReceptionist/ Administrative

Services Coordinator

Administrative Services

Mark GulbransonDeputy Executive Director

LEGAL SERVICES

Outsourced

Casey Moreau

Administrative Assistant II

COUNCIL SUPPORT/STRATEGIC INITIATIVES

Mary Pat Lawlor Program Manager

FTE = 12indirect report




Data

Lauren EngelSenior Planner/

GIS Analyst

Andy NortonPrincipal

GIS Analyst

Carol NaitoProgram Manager

Neil KilgrenSenior Planner

Brian LeeSenior Planner

Peter Caballero

Senior Planner

Hana Sevcikova

Data Systems Technical Expert

Michael Jensen

Senior Planner

FTE = 15Part-Time = 4* Counted in other department

Mark SimonsonProgram Manager

Drew HansonAssociate

GIS Analyst

Suzanne ChildressPrincipal Modeler

Brice NicholsAssociate Modeler

Diana Martinez

Senior GIS Analyst

Craig HelmannSenior Program Manager

Kris OverbySenior Modeler

Christy LamSenior Planner

VacantAssociate Planner

Rebeccah MaskinPrincipal Planner

Stefan CoeSenior Modeler

Angela YangAssociate Modeler

Kristin Mitchell

Administrative Assistant*




Government Relations and Communications

Rick OlsonDirector of Government Relations and Communications

Michele LeslieSenior

Comunications and Public Involvement

Coordinator

Doug ClintonSenior Graphic

Designer

Anne AverySenior

Communications Specialist

Andi MarkleyLibrary

Manager

Carolyn DownsLibrarian

Rebecca Stewart

Senior Graphic Designer

Sheila RogersExecutive Assistant*

FTE = 6Part-Time = 1* Counted in other department




Kimberly Scrivner

Senior Planner

Jean KimAssociate Planner

Planning

Pavithra Parthasarathi

Principal Planner

VacantPrincipal Planner

Alex KriegSenior Planner

Jason Thibedeau

Principal Economic Development

Manager

Gary SimonsonAssociate Planner

Michael HubnerPrincipal Planner

Erika HarrisSenior Planner

Liz Underwood-

BultmannSenior Planner

Laura BenjaminAssociate Planner

Kristin Mitchell

Administrative Assistant

TRANSPORTATION PLANNING DIVISION

Kelly McGourtySenior Program Manager

— Transportation

GROWTH MANAGEMENT DIVISION

Paul InghramSenior Program Manager — Growth Management

REGIONAL PLANNING DIVISION

Ben BakkentaSenior Program Manager

— Regional Planning

Maggie MooreAssistant Planner

VacantAssociate Planner

Mitch KochData

Technician

Gil CerisePrincipal Planner

Maria Sandercock

Assoc. Planner/ GIS Analyst

Cheryl SaltysExecutive Assistant

Monica Adkins

Administrative Assistant

Chris PeakSenior

Data Manager

Ruth Wezeman

Administrative Assistant II

Emily WittmanAssociate Economic

Policy Analyst

Jeff StorrarPrincipal Planner

Benjamin Brackett

Senior Planner

Sean Ardussi

Senior Planner

FTE = 27

Jean KimAssociate Planner

Sarah Gutschow

Senior Planner



2014-2015 2016-2017 2018-2019

Position Budget Budget Budget

Planning

Administrative Assistant 3.0 2.5 1.7

Administrative Assistant II - - 0.7

Assistant Planner 3.9 2.5 1.0

Associate Economic Policy Analyst - - 0.3

Associate Planner 4.5 3.5 4.0

Associate Planner/GIS Analyst - - 0.5

Data Technitian - 0.5 1.0

Director of Planning 1.0 1.0 0.1

Executive Assistant 1.0 1.0 1.0

Planning Technician 0.5 - -

Principal Economic Development Manager - - 0.3

Principal Planner 3.9 4.5 5.0

Program Manager 4.0 4.0 0.1

Senior Air Quality Modeler - 1.0 1.0

Senior Data Manager - 1.0 1.0

Senior Planner 7.5 5.5 7.0

Senior Program Manager - - 3.0

Senior Transit Planner 1.0 1.0 -

Total 30.2 28.0 27.6

Economic Development District

Administrative Assistant II 0.5 0.8 0.1

Assistant Economic Policy Analyst 0.5 1.0 -

Prinicpal Economic Development Manager 1.0 0.5 0.7

Program Manager 1.0 0.5 -

Senior Economic Development Specialist 1.0 0.6 0.7

Senior Economic Policy Specialist 0.5 0.5 -

Total 4.5 3.9 1.5

Data

Administrative Assistant - - 0.3

Administrative Assistant II 1.0 1.0 -

Associate GIS Analyst 1.0 1.0 1.0

Assistant Planner 1.0 1.0 1.0

Associate Modeler 0.5 1.0 2.0

Associate Planner 1.0 0.5 -

Data Systems Technical Expert 0.5 1.0 0.5

Director of Data - 1.0 1.0

Principal Modeler 1.0 1.0 1.0

Principal Planner 2.9 - 0.8

Principal GIS Analyst - - 1.0

Program Manager 1.5 2.8 1.8

Senior GIS Analyst 1.1 1.2 0.1

Senior GIS Analyst LiDAR 0.4 - -

Position Summary Schedule



Senior Modeler 2.5 2.0 2.0

Senior Planner 4.5 4.0 5.0

Senior Planner/GIS Analyst - 1.0 1.0

Senior Program Manager - - 1.0

Total 18.9 18.5 19.5

Council Support

Administrative Assistant II 0.5 1.0 0.6

Associate Planner - 0.1 0.1

Deputy Executive Director 0.5 0.5 0.5

Director of Government Relations & Communications 0.5 - -

EDD Program Manager 0.5 - -

Executive Assistant 0.5 0.5 0.5

Executive Director 0.4 0.6 0.6

Principal Economic Development Manager - - 0.1

Principal Planner - - 0.2

Program Manager - 1.0 1.0

Senior Graphics Designer 0.7 0.5 0.5

Senior Planner - 0.1 0.1

Total 3.6 4.2 4.0

Government Relations and Communictations

Director of Government Relations & Communications 0.5 1.0 1.0

Senior Communications & Public Involvement Coordinator 1.0 1.0 1.0

Senior Communications Specialist 0.5 0.8 0.8

Senior Graphic Designer 0.7 0.5 0.5

Total 2.7 3.3 3.3


Accountant 2.9 3.0 3.0

Accounting Assistant 0.5 - -

Accounting Manager 1.0 1.0 -

Administrative Assistant 0.5 1.0 -

Administrative Assistant II - - 0.7

Assistant IT Support Specialist 0.5 1.0 1.0

Chief Financial Officer 1.0 1.0 1.0

Deputy Executive Director 0.8 0.5 0.5

Executive Assistant 0.5 - 0.5

Executive Director 0.4 0.5 0.4

HR Manager 0.8 1.0 1.0

IT & Facilities Manager 1.0 1.0 1.0

Librarian 0.5 1.0 1.0

Library Manager 1.0 1.0 1.0

Receptionist/Administrative Services Coordinator 1.0 1.0 1.0

Senior Graphics Designer 0.7 1.0 1.0

Senior IT Specialist 1.0 1.0 1.0

Total 14.0 15.0 14.1

PSRC Total 73.9 72.9 69.0



Appendix B

Puget Sound Regional Council FY2018 and FY2019 Dues Assessment

PSRC Financial & Budgetary Policies

FY18-19 Total

PSRC CPSEDD Total PSRC CPSEDD Total Total

FY2018 FY2018 FY2018 FY2019 FY2019 FY2019 FY2018-2019

DUES DUES Dues DUES DUES Dues Dues

UNINCORPORATED COUNTIES

King 81,827 7,182 89,009 84,570 7,422 91,992 181,001

Kitsap 48,746 4,278 53,024 50,365 4,421 54,786 107,810

Pierce 107,652 9,449 117,101 111,221 9,761 120,982 238,083

Snohomish 104,763 9,195 113,958 108,257 9,501 117,758 231,716

TOTAL COUNTIES 342,988 30,104 373,092 354,413 31,105 385,518 758,610

CITY MEMBERSHIPS

Algona 576 51 627 599 53 652 1,279

Arlington 5,481 481 5,962 5,663 497 6,160 12,122

Auburn* 23,180 2,035 25,215 23,952 2,102 26,054 51,269

Bainbridge Island 11,033 968 12,001 11,408 1,002 12,410 24,411

Beaux Arts 201 18 219 208 19 227 446

Bellevue 73,817 6,479 80,296 76,335 6,700 83,035 163,331

Black Diamond 576 51 627 599 53 652 1,279

Bonney Lake 5,896 518 6,414 6,092 535 6,627 13,041

Bothell* 16,428 1,442 17,870 16,981 1,490 18,471 36,341

Bremerton 9,718 853 10,571 10,038 881 10,919 21,490

Buckley 1,251 110 1,361 1,293 113 1,406 2,767

Burien 14,379 1,262 15,641 14,857 1,304 16,161 31,802

Clyde Hill 576 51 627 599 53 652 1,279

Covington 5,625 494 6,119 5,813 511 6,324 12,443

Darrington 351 31 382 363 32 395 777

Des Moines - - - 8,819 774 9,593 9,593

Du Pont 3,073 270 3,343 3,176 279 3,455 6,798

Duvall 2,337 205 2,542 2,415 212 2,627 5,169

Eatonville 576 51 627 599 53 652 1,279

Edgewood 3,103 272 3,375 3,207 282 3,489 6,864

Edmonds 15,286 1,342 16,628 15,801 1,387 17,188 33,816

Enumclaw 3,245 285 3,530 3,352 294 3,646 7,176

Everett 33,757 2,963 36,720 34,885 3,062 37,947 74,667

Federal Way 26,056 2,287 28,343 26,920 2,363 29,283 57,626

Fife 3,875 340 4,215 4,006 352 4,358 8,573

Fircrest 1,864 164 2,028 1,926 170 2,096 4,124

Gig Harbor 3,946 346 4,292 4,079 358 4,437 8,729

Granite Falls 576 51 627 599 53 652 1,279

Hunts Point 576 51 627 599 53 652 1,279

Issaquah 15,227 1,336 16,563 15,742 1,382 17,124 33,687

Kenmore 7,816 686 8,502 8,079 709 8,788 17,290

Kent 38,270 3,359 41,629 39,547 3,472 43,019 84,648

Kirkland 37,142 3,260 40,402 38,401 3,371 41,772 82,174

Lake Forest Pk 4,870 427 5,297 5,035 442 5,477 10,774

Lake Stevens 8,782 771 9,553 9,074 797 9,871 19,424

Lakewood 15,601 1,369 16,970 16,118 1,414 17,532 34,502

Lynnwood 12,015 1,055 13,070 12,417 1,090 13,507 26,577

Maple Valley 7,567 664 8,231 7,819 686 8,505 16,736

Marysville 17,756 1,558 19,314 18,345 1,610 19,955 39,269

Medina 576 51 627 599 53 652 1,279

Mercer Island 16,307 1,431 17,738 16,867 1,480 18,347 36,085

Mill Creek 6,734 591 7,325 6,960 610 7,570 14,895

Milton* 2,128 187 2,315 2,199 193 2,392 4,707

Monroe 5,147 452 5,599 5,319 467 5,786 11,385

Mountlake Terrace 6,201 544 6,745 6,407 563 6,970 13,715

Mukilteo 8,014 703 8,717 8,285 727 9,012 17,729

Newcastle 4,644 408 5,052 4,801 421 5,222 10,274

Normandy Park 2,579 226 2,805 2,666 234 2,900 5,705

North Bend 2,331 205 2,536 2,410 211 2,621 5,157

Orting 1,932 170 2,102 1,996 175 2,171 4,273

Pacific* 1,831 161 1,992 1,892 166 2,058 4,050

Port Orchard 3,939 346 4,285 4,070 357 4,427 8,712

Poulsbo 3,297 289 3,586 3,407 300 3,707 7,293

Puyallup 12,116 1,063 13,179 12,520 1,099 13,619 26,798

Redmond 29,396 2,580 31,976 30,396 2,668 33,064 65,040

Renton 32,782 2,877 35,659 33,879 2,973 36,852 72,511

Estimated FY2019Actual FY2018

COMBINED PSRC AND CPSEDD

DUES FOR FY2018-2019

Appendix B FY2018-2019 Budget and Work Program

B - 1 Adopted Supplemental Budget May 2018

FY18-19 Total

PSRC CPSEDD Total PSRC CPSEDD Total Total

FY2018 FY2018 FY2018 FY2019 FY2019 FY2019 FY2018-2019

DUES DUES Dues DUES DUES Dues Dues

Estimated FY2019Actual FY2018

COMBINED PSRC AND CPSEDD

DUES FOR FY2018-2019

Ruston 370 32 402 383 33 416 818

Sammamish 25,245 2,216 27,461 26,099 2,291 28,390 55,851

SeaTac 10,401 913 11,314 10,752 943 11,695 23,009

Seattle 309,448 27,160 336,608 319,937 28,081 348,018 684,626

Shoreline 18,419 1,617 20,036 19,036 1,671 20,707 40,743

Skykomish 59 5 64 61 5 66 130

Snohomish 3,051 268 3,319 3,153 277 3,430 6,749

Snoqualmie 5,002 439 5,441 5,171 453 5,624 11,065

Stanwood 1,956 172 2,128 2,021 178 2,199 4,327

Steilacoom 1,865 164 2,029 1,927 170 2,097 4,126

Sultan 1,265 111 1,376 1,306 114 1,420 2,796

Sumner 4,143 364 4,507 4,284 375 4,659 9,166

Tacoma 56,547 4,963 61,510 58,423 5,128 63,551 125,061

Tukwila 9,157 804 9,961 9,468 831 10,299 20,260

University Place 9,018 791 9,809 9,317 817 10,134 19,943

Woodinville 5,338 468 5,806 5,519 485 6,004 11,810

Woodway 576 51 627 599 53 652 1,279

Yarrow Point 576 51 627 599 53 652 1,279

TOTAL CITIES 1,034,794 90,829 1,125,623 1,078,488 94,665 1,173,153 2,298,776

INDIAN TRIBE MEMBERS*

The Suquamish Tribe 576 51 627 599 53 652 1,279

Muckelshoot Indian Tribal Council 576 51 627 599 53 652 1,279

Puyallup Tribe of Indians 576 51 627 599 53 652 1,279

TOTAL INDIAN MEMBERS 1,728 153 1,881 1,798 159 1,957 3,838

TOTAL COUNTY, CITIES & INDIAN TRIBES 1,379,510 121,086 1,500,596 1,434,699 125,929 1,560,628 3,061,224

ASSOCIATE MEMBERS

Island County 576 - 576 599 - 599 1,175

Puget Sound Partnership 576 51 627 599 53 652 1,279

Port of Edmonds 576 51 627 599 53 652 1,279

The Snoqualmie Tribe 576 51 627 599 53 652 1,279

Thurston Regional Planning Council 576 51 627 599 53 652 1,279

Tulalip Tribes 576 51 627 599 53 652 1,279

University of Washington 576 51 627 599 53 652 1,279

Alderwood Water & Wastewater District 576 51 627 599 53 652 1,279

Washington State University 576 51 627 599 53 652 1,279

TOTAL ASSOCIATE MEMBERS 5,184 408 5,592 5,393 424 5,817 11,409

STATUTORY MEMBERS

Port of Bremerton 4,739 416 5,155 4,929 433 5,361 10,517

Port of Seattle 71,798 6,304 78,103 74,670 6,557 81,227 159,330

Port of Tacoma 43,081 3,783 46,864 44,804 3,935 48,739 95,603

Port of Everett 14,360 1,260 15,621 14,935 1,311 16,246 31,866

State Transp. Commission 7,181 630 7,811 7,468 655 8,124 15,935

TOTAL STATUTORY MEMBERS 141,160 12,395 153,554 146,807 12,890 159,697 313,251

TOTAL DUES 1,525,854 133,888 1,659,742 1,586,898 139,243 1,726,142 3,385,884

Dues are calculated annually based on the most recent OFM population, and assessed values.

The amounts listed above are merely estimates and are not guaranteed.

Note: As stated in our Financial and Budgetary Policies "Each biennium, while developing the revenue and expenditure

assumptions for the next biennial budget and work program, PSRC will reassess the need for a dues increase."

This budget provides for a 4% increase for Fiscal Year 2018 & a 4% increase for Fiscal Year 2019.



Actual Estimated FY 2018-2019

FY2018 FY2019 Total

Dues Dues Dues

Transit Operator

Sound Transit** 222,498 231,398 453,896

King County-Metro Transit*** 156,912 163,188 320,100

Pierce Transit* 40,478 42,097 82,575

Community Transit* 42,002 43,682 85,684

Everett Transit**** 8,000 8,320 16,320

Kitsap Transit* 19,256 20,026 39,282

Total Transit Dues 489,146 508,712 997,858

Dues are calculated annually based on the service population.

*Source: OFM.WA.GOV - Population - Special Area - 2017 Population Estimates of Public Transportation

Benefit Area

**Source: Sound Transit - as agreed by Transit Operators Committee February 2017

***Source: OFM.WA.GOV - Population - April 1, 2017 Population of cities, towns, and counties - King County

****Source: OFM.WA.GOV - Population - April 1, 2017 Population of cities, towns, and counties - City of Everett

Note: As stated in our Financial and Budgetary Policies "Each biennium, while developing the revenue

and expenditure assumptions for the next biennial budget and work program, PSRC will reassess the

need for a dues increase." This budget provides for a 4% increase for Fiscal Year 2018

& a 4% increase for Fiscal Year 2019.

Acutal Dues may vary based on future updates to population information.

TRANSIT OPERATORS DUES ASSESSMENT

PUGET SOUND REGIONAL COUNCIL

FOR THE FISCAL YEARS 2018-2019



PSRC FINANCIAL & BUDGETARY POLICIES

The following financial and budgetary policies were developed to guide and inform decision making, and related administrative procedures and practices. These policies will be incorporated into the Biennial Budget and Work Program and will be reviewed and updated every two years by the Operations Committee during the budget development process, or as necessary. PSRC exercises its authority and carries out its responsibilities pursuant to a variety of statutes per Resolution No. PSRC-EB-2015-01, adopted July 23, 2015 (Appendix A-2).

FINANCIAL & BUDGETARY PLANNING POLICIES

1. Balanced Budget Policy

PSRC is committed to a balanced budget and will maintain a balanced budget over the two-year period of the Biennial Budget and Work Program. This means that operating revenues must fully cover operating expenditures.

2. Budgeted Carryover

Awarded grant revenues that were not expended in the biennium will be carried over into the next biennium. The local funds required to match the remaining grant would also be carried over into the next biennium. Project progress will be monitored by quarterly progress meetings as described in the Operating Expenditure Accountability policy.

3. Budgetary Authority

Two levels of budgetary authority exist to amend budgetary amounts within the corresponding three levels of budgetary classifications of Task, Work Elements, and Functions within the Biennial Budget and Work Program:

• Program Managers will have the flexibility to transfer budgetary amounts from one

task to another within a Work Element. • Directors will have the authority to transfer budgetary amounts between Work

Elements provided that the amount transferred does not exceed 10% of the total biennial budget.

• The Executive Board’s approval will be required to transfer budgetary amounts between Work Elements when the amount exceeds 10% of the biennial total budget.

4. Budget Development, Adoption and Amendment

The Operations Committee has primary responsibility for the development and maintenance of the biennial budget and work program. Every two years a biennial budget is prepared with the option of a supplemental budget after the first year. The Operations Committee recommends budgets and budget amendments to the Executive Board for approval. The General Assembly meets annually in the spring and votes to adopt the approved biennial budget or supplemental budget. Budget amendments: A budget amendment is needed for a major revision to the budget and work program that involves either the addition or deletion of a major work task; the addition or deletion of a new funding source; or any transfer of funds within the budget that exceeds 10% of the overall budget. Budget amendments require Executive Board approval.



Administrative budget modifications: Administrative budget modifications include minor changes to the funding of a previously- included work task; or minor changes (less than 10% of total budget amount) to a previously included funding amounts. Administrative budget modifications do not require Operations Committee review or Executive Board approval.

5. Unified Planning Work Program Amendments (UPWP)

Washington State Department of Transportation (WSDOT) tracks all amendments to the UPWP. Budget amendments that do not exceed 10% of the total budget may be amended without approval by WSDOT. All other budget amendments, including those that add new sources of funding and new scopes of work, must be included in an UPWP amendment request sent to WSDOT, Federal Highway Administration and Federal Transit Administration for approval before funds can be spent.

6. Long Range Financial Planning

PSRC will assess the long term financial implications of changes to our current or proposed budget. PSRC will develop and maintain a six-year financial plan and project a long-term revenue and expenditure forecast of proposed changes. The six-year financial plan will serve as a forecast of likely financial outcomes of our proposed workplan.

7. Assets

a. Inventory Accounting is responsible for maintaining records for all assets (capital and small and attractive assets) belonging to the Puget Sound Regional Council.

• Capital assets are any asset such as computers, office equipment and software

systems, with a unit cost greater than $5,000 and an estimated useful life in excess of two years. Capital assets are recorded at cost and depreciated or amortized on the straight-line method over the estimated useful life of the asset.

• A small and attractive asset is any asset with a unit cost of more than $300 and less than $5,000, excluding furniture, but may include smart phones, laptop computers, photographic equipment, etc. Small and attractive assets are inventoried for physical and accounting control, but not capitalized.

• Finance staff, with the help of IT staff, will inventory and assess the condition of all capital assets annually. Information recorded about assets may include description, location, physical dimension, condition, warranties, maintenance history, estimated replacement cost, usage statistics (mileage), book value, original useful life and remaining useful life. Assets will also be evaluated periodically to determine if they still provide the most appropriate method to deliver services.

• Upon completion of the annual inventory, a list of assets that need replacement will be proposed by the chief Financial Officer and presented for approval by the Executive Director or his/her designee. Procurement for asset replacement(s) will follow PSRC’s Purchasing Policies.

• The biennial budget will anticipate the need for asset replacements and provide ample budget within the depreciation line item of the indirect cost budget to cover the cost of replacing obsolete assets.

b. Lost or Stolen Property

It is PSRC’s duty to immediately report any known or suspected loss of public funds or assets or illegal activities (RCW 43.09.185). If, after a thorough search, an asset is determined to be lost or stolen, it will be reported immediately to the



Chief Financial Officer (CFO). The CFO will report the loss to the State Auditor’s Office. For more information on reporting known or suspected losses, refer to the SAO website at http://www.sao.wa.gov.

REVENUE POLICIES

1. Revenue Diversification & Stabilization

PSRC encourages diversification of revenue sources by seeking funding opportunities that contribute to accomplishing the Budget and Work Program and fulfill the mission of PSRC. Diversified sources of revenue enhance agency stabilization and allow PSRC to handle fluctuation in any one revenue source.

2. Membership Dues

PSRC and Central Puget Sound Economic Development District (EDD) assess dues to membership annually. Revenue from membership dues is used to provide match funds for Federal and State grants and to support the agency Work Program.

PSRC and EDD dues are invoiced annually to each member on a single combined invoice. Each biennium, while developing the revenue and expenditure assumptions for the next biennial budget and work program, PSRC will reassess the need for a dues increase.

3. Use of Project Specific Revenues

Project specific revenues will support project specific expenditures as well as the appropriate overhead cost.

4. Use of Unpredictable Revenues

For budgeting purposes, revenues shall be estimated conservatively. Highly likely but uncertain revenue sources will be classified as anticipated. The expenditures associated with these anticipated revenues will be shown in the budget as encumbered until the anticipated revenues are secured.

EXPENDITURE POLICIES

1. Debt Capacity

Use of debt requires authorization of the Operations Committee and Executive Board. PSRC may use short-term debt, with a term of three years or less, to cover cash flow shortages that may be caused by a temporary delay in receiving federal and or state grant reimbursements. The use of long term debt, with a term of more than three years, may be considered on a case-by-case basis subject to approval by the Executive Board.

2. Reserve Account

A reserve fund amount will be budgeted every two years to provide for unanticipated expenditures of a nonrecurring nature and/or to meet unexpected increases in costs or decreases in revenue.

PSRC will maintain a reserve fund balance of between one and three months of projected expenditures. A target reserve fund balance of two months of operating expenditures is recommended. If PSRC falls below the recommended reserve fund



balance then any excess year-end local funds will be used to build or replenish the reserve fund.

a. Authorization of Use of Reserve Funds

Reserve funds can be authorized for use in either a non-emergency or emergency situation. Authorization of reserve funds in a non-emergency situation will be approved by the Operations Committee and Executive Board. A non-emergency situation can include, but is not limited to temporary revenue shortfalls, temporary cash flow shortfalls or unpredicted one-time expenditures. Either the PSRC Executive Board President or Vice President may determine if an emergency situation exists and authorize the Executive Director or their designated representative to use reserve funds to provide continuity of business. Use of reserve funds for an emergency shall not exceed more than 50% of total reserve funds. An emergency is generally considered to be an event or set of circumstances–natural, technological, or human-caused–that requires a response to protect life or property, or results in loss of life or property (e.g., earthquakes, severe weather, flood or water damage, fire, tsunamis, public health and medical emergencies, and other occurrences requiring an emergency response). Following an emergency, financial staff will complete a financial reconciliation report of emergency funds expended for review by the Operations Committee.

3. Operating Expenditure Accountability

To help project managers stay on time and under budget with their projects, monthly budget-to-actual, grant status, and contract status reports are produced by finance and distributed to directors, program managers and project managers. Quarterly meetings between financial management and program management ensure that project progress is monitored and operating expenditures are consistent with revenues. Budget adjustments are made as necessary.

AMENDMENTS

Approved by the Operations Committee December 4, 2014 Adopted by the General Assembly April 30, 2015 Amended by the Operations Committee December, 2016 Administratively Amended May, 2017



Appendix C

PSRC Metropolitan Transportation Planning Process Unified Planning

Work Program (UPWP)

FY2018-2019 Unified Planning Work Program Organization

State Fiscal Year 2018 UPWP (July 1, 2017 – June 30, 2018)

Regional Transportation Planning Activities with Federal Funding

Under and Unfunded Work Elements for the 2018 – 2019 PSRC

Budget/UPWP

PSRC’s Unified Planning Work Program (UPWP) Guide

Contents

PSRC as a Coordinating Agency ................................................................................................ C-2

Federal Certification Review Recommendations ....................................................................... C-2

Interlocal Agreements ................................................................................................................. C-4

Interagency Coordination through PSRC’s Boards .................................................................... C-5

Coordination in Developing the UPWP ...................................................................................... C-6

Regional Planning Priorities ....................................................................................................... C-6

Regionally Significant Transportation Planning ......................................................................... C-7

Transportation Planning Using Federal Funds ....................................................................... C-7

PSRC’s Transportation Planning ............................................................................................ C-8

Transportation Planning by Other Agencies .......................................................................... C-8

Washington State Department of Transportation (WSDOT) .............................................. C-8

Community Transit ............................................................................................................ C-13

Everett Transit ................................................................................................................... C-14

King County Metro ........................................................................................................... C-15

Kitsap Transit .................................................................................................................... C-16

Pierce Transit ..................................................................................................................... C-17

Sound Transit .................................................................................................................... C-19

Pierce County Marine Transportation ............................................................................... C-20

Air Quality Planning ......................................................................................................... C-20

Tribal Governments .................................................................................................................. C-21

Planning Activity & Budget and Work Program Reference

UPWP Federal Requirement Crosswalk ........................................................................... C-22

Appendix C FY2018-2019 Budget and Work Program

C - 1 Adopted Supplemental Budget May 2018

PSRC’s Unified Planning Work Program (UPWP) Guide

As part of the Metropolitan Transportation Planning process, federal regulations require Metropolitan Planning Organizations (MPOs) such as the Puget Sound Regional Council (PSRC), in cooperation with the state and operators of publicly owned transit, to maintain a Unified Planning Work Program (UPWP) for the identified planning area (Planning Regulation 23, CFR, Part 450, Subpart C). The majority of elements required in PSRC’s UPWP are included in previous sections of the PSRC’s Budget and Work Program document. The remainder are identified or referenced in this document.

PSRC as Coordinating Agency PSRC was created as a regional planning agency that provides a forum for local governments to work on issues of regional significance. PSRC serves in a coordinating capacity, and supports the activities of local governments, state transportation agencies, and local and regional transit providers through cooperative regional planning. PSRC also serves as a center for the collection, analysis, and dissemination of information vital to citizens and governments in the region by providing baseline population, employment, and transportation forecasts that are used by local agencies as part of their planning activities. Federal laws require the establishment of Metropolitan Planning Organizations (MPOs) in major metropolitan areas around the country to work on regional transportation issues. Each of the four counties – King, Kitsap, Pierce, and Snohomish – are required to be members of an MPO. The governor designates the actual boundaries of the MPO.

Federal Certification Review Recommendations Every four years, the federal government completes a certification review of PSRC. The purpose of certification is to validate that the MPO is operating according to federal transportation planning laws and regulations, and is complying with Title VI of the Civil Rights Act of 1964 and the Americans with Disabilities Act of 1990. The most recent certification review was conducted June of 2014. The following recommendations resulted from the review: Update MOA with WSDOT and establish a regular review cycle for all MOAs:

• PSRC should establish a policy and procedures for periodic review and update of contracts and agreements to ensure more timely and accurate revisions.

• PSRC completed an updated MOA with WSDOT defining each agency’s roles and relationship, including project funding and priorities, consistent with 23 CFR 450.314 in May of 2016.

Staff will resume coordination with WSDOT to update the 2009 Memorandum of Understanding between PSRC and WSDOT. The update to the MOU between PSRC and the Transit agencies is deferred pending final MAP-21 guidance; nevertheless, staff is preparing for the update so that it will be completed in a timely manner. PSRC is implementing a regular process to review existing agreements, updating them based on new or revised requirements or any other necessitating reasons. At fiscal year-end, all active Memorandums of Agreement (MOA) and Memorandums of Understanding (MOU) will be reviewed by the Deputy Executive Director to ensure compliance and that proper update procedures are taken if necessary.



Make improvements to better address ADA in long-range planning:

• Consistent with the Section 504 requirements of 49 CFR Part 27.7 and the ADA requirements of 28 CFR 35.130, PSRC should more specifically consider the condition of the region’s pedestrian access routes in conjunction with the mobility needs of persons with disabilities when updating the MTP and TIP.

PSRC would find examples of other large MPOs that have addressed pedestrian route ADA conditions very useful. We would benefit from further discussion with our federal partners about expectations, and how we can best utilize resources to accomplish the objective of the comment. An inventory of sidewalk facilities and condition data is lacking in the Puget Sound region and is the first in step before beginning to assess condition, cost, etc. There will be discussion in the Active Transportation Plan regarding recommendations for how local jurisdictions may implement ADA transition plans. Prepare a more understandable Congestion Management Process and integrate it with a broader performance-based planning approach:

• The Review Team recommends that PSRC continue to develop a more transparent description of how the CMP contributes to identifying investment priorities and strategies. As PSRC moves toward a broader performance-based planning approach outlined by MAP-21, this systematic understanding of transportation monitoring will play an important role in reaching consensus among numerous interested parties.

PSRC will continue working to communicate the structure and contributions of the Congestion Management Process to policy discussions regarding short-range and long-range priorities and investments. PSRC is working with WSDOT, Sound Transit, local transit and local jurisdictions to develop a new existing conditions website on congestion related metrics. This will be folded into the Regional Outcome Framework. Continue to refine long-term financial strategy with detailed actions, implementation schedule, and demonstrated local/ state support:

• PSRC’s financial strategy documentation should continue to further refine the large number of individual revenue actions that will be required to implement T2040. The timing and exact nature of each action may be uncertain but additional detail will be needed to maintain reasonable assurance that new revenue will be available on a schedule that generally supports planned transportation investments. Specifically, future MTP updates must include a detailed strategy and timeline for gaining state legislative and public support.

PSRC’s future financial strategy documentation will continue to refine the large number of revenue actions required to implement Transportation 2040. Action or inaction by Congress, the state Legislature, or the region’s voters will substantially influence implementation of the plan. Additionally, the region is initiating the Transportation Futures study that will include an assessment of current and future transportation needs and alternative funding approaches. Sponsored by FHWA through a value-pricing grant, the project will outline an approach to address long-term transportation funding challenges currently facing the region. Results of the study will inform future MTP updates. We are committed to continually reviewing our financial plans, and updating them on a regular basis as required by federal law. Expand outreach to general public with different meeting locations and times of day:



• To facilitate better opportunities for the general public to participate in PSRC’s meetings, it is recommended that PSRC consider holding periodic Policy Board and/or technical advisory committee meetings in alternative locations around the region and at different times during the day.

• PSRC should regularly review and evaluate its public outreach techniques to ensure that information and meeting notices are accessible to broadest range of local residents possible, including those without internet access.

Incorporate signed USDOT Title VI Assurances in its Title VI Program Plan. In addition, Appendices A and E (of the USDOT Title VI Assurances) need to be incorporated into all PSRC contracts/agreements:

• PSRC needs to incorporate signed USDOT Title VI Assurances in its Title VI Program Plan. In addition, Appendices A and E (of the USDOT Title VI Assurances) need to be incorporated into all PSRC contracts/agreements.

Staff have reviewed PSRC’s Title VI Plan and contract template, and updated it with the appropriate USDOT Title VI Assurances, as indicated.

Interlocal Agreements PSRC develops and maintains interlocal agreements (memorandums of understanding or agreement) with local and state entities to define responsibilities and procedures between the MPO, state, and transit operators for planning (including corridor and subarea studies) and programming (project selection), as well as between the MPO and State Implementation Plan development agencies for air quality planning responsibilities. PSRC currently maintains the following interlocal agreements relevant to the UPWP: • MOU for Transportation Planning Coordination and Cooperation between the Puget Sound

Regional Council and the Washington State Department of Transportation (WSDOT). Effective September 15, 2009. This MOU is being updated.

• MOA Implementing the Transportation Equity Act for the 21st Century (TEA-21) between the Puget Sound Regional Council, the Puget Sound Clean Air Agency, and the Washington State Department of Ecology. This MOA establishes responsibilities for the development of the Puget Sound region’s air quality maintenance plan and the preparation of air quality conformity analyses. Effective December 2001. This MOA is being updated.

• MOU for Planning Coordination and Cooperation between the Puget Sound Regional

Council and the Central Puget Sound Regional Transit Authority (Sound Transit); Snohomish County Public Transportation Benefit Area Corporations; City of Everett, Transportation Services; King County Metro; Kitsap Public Transportation Benefit Area Authority; Pierce County Public Transportation Benefit Area Authority; and City of Seattle. Effective October 2009. This update is on hold until MAP-21 guidance is final.

• MOA to Implement a Regional Reduced Fare Permit for Seniors and Disabled Persons is an

agreement that PSRC holds for thirteen public transportation operators in western Washington. PSRC is not a signatory or enforcer of the agreement, but holds the original MOA and convenes a Task force made up of signatory agencies to implement the agreement. The current MOA is effective December 1, 2012. The MOA is currently being updated, and will expand by two additional transportation operators as a result of the 2015 update.



• MOA Between the Puget Sound Regional Council and the Central Puget Sound Economic

Development District concerning coordination of Economic Planning Efforts between the two Agencies. Effective June 2004.

• Growing Transit Communities Regional Compact, which is the ongoing commitment among public, private, and non-profit partners from around the region to continue the work towards implementing equitable transit communities. Original signatures are kept on file at PSRC.

• i6 Joint Management Agreement is between the Puget Sound Regional Council, Innovate

Washington Foundation, City of Seattle, Clean Tech Open and South Seattle Community College to jointly manage The Washington Clean Energy Partnership Project funded by the Economic Development Administration. Effective October 1, 2011.

The entities and agencies listed above all engage in ongoing coordination regarding regionally significant planning activities, and provide staff expertise to each other as needed.

Interagency Coordination through PSRC’s Boards In addition to the four counties of King, Kitsap, Pierce, and Snohomish, PSRC’s members include 73 cities and towns in the region, the Muckleshoot Tribal Council, and the Suquamish Tribe. Statutory members include the four port authorities of Everett, Seattle, Bremerton and Tacoma; WSDOT; and the Washington State Transportation Commission. Associate members include the Port of Edmonds, Snoqualmie Tribe and the Tulalip Tribes, Island County, Thurston Regional Planning Council, the University of Washington’s Daniel J. Evans School of Public Affairs, the Puget Sound Partnership, and the Washington Aerospace Office. PSRC is governed by a General Assembly and Executive Board. The Growth Management and Transportation Policy Boards advise the Executive Board. The boards include all agencies responsible for regional transportation planning, and discussions by the boards include conversations about major regional transportation planning efforts. In addition, 50 percent of the county and city elected officials who serve on PSRC’s Executive Board must also serve on transit boards. All PSRC member jurisdictions and agencies are members of the General Assembly, with votes allocated based on population as indicated in PSRC’s Bylaws. Member jurisdictions and agencies are represented at the Assembly by elected officials from the executive and legislative branches of member cities, towns, and counties; port commissioners; tribal council members; and representatives of member state transportation agencies. The Assembly meets at least annually each spring, and votes on key Executive Board recommendations, such as those concerning the annual budget and major policy documents. Executive Board members are appointed by their General Assembly constituents to represent the member governments. The Board is chaired by the PSRC president and carries out delegated powers and responsibilities between meetings of the General Assembly. It generally meets on the fourth Thursday of each month. The Growth Management and Transportation Policy Boards include representatives of PSRC’s member jurisdictions, the Puget Sound Clean Air Agency, and other appropriate representatives of regional business, the state legislature, labor, civic, and environmental groups. The Growth Management Policy Board generally meets on the first Thursday of the month, and the Transportation Policy Board generally meets on the second



Thursday of each month. PSRC also coordinates with and relies on the work of other key technical advisory committees and countywide groups. The countywide groups include the following:

• Kitsap Regional Coordinating Council • Pierce County Regional Council • Snohomish County Tomorrow Steering Committee • Eastside Transportation Program (King County) • South County Area Transportation Board (King County) • SeaShore Transportation Forum (King County) PSRC staff also has regular monthly meetings with staff from Sound Transit.

Coordination in Developing the UPWP In addition to the ongoing coordination between PSRC and other entities undertaking transportation planning activities in the region, formal coordination occurs through the development and maintenance of Transportation 2040 (the regional transportation plan), the Regional Transportation Improvement Program (TIP), the UPWP, and study committees. For more information, please refer to elements 200-259 (Long-Range Transportation Planning) and 260 (Short-Range Transportation Planning) of the Budget and Work Program. To develop this specific UPWP, PSRC led the effort by meeting with staff of WSDOT, Sound Transit, the Puget Sound Clean Air Agency, and other groups. PSRC also requested information and text regarding regionally significant transportation planning. In addition, each group was given the opportunity to review the text before it was finalized.

Regional Planning Priorities The primary planning priority facing the central Puget Sound region continues to be the maintenance and refinement of the regional transportation and financial plan, as well as the programming of transportation investments, to most effectively achieve the policies adopted in VISION 2040, the region’s growth management, environmental, economic and transportation strategy. PSRC completed Transportation 2040, the Metropolitan Transportation Plan (MTP), in May 2010 and later updated it in May of 2014. The 2014 update reflected changes that have occurred within the region since the 2010 approval of Transportation 2040 and responds to and complies with federal and state requirements. The next update, Transportation 2040 (2018 Update), will include demographic and land use changes as well as updates to reflect new project information, including the recent Sound Transit 3 long range plan. The update will be supportive of VISION 2040, the Regional Economic Strategy and responsive and compliant with all relevant federal and state requirements. Additional consultant support will be obtained for public involvement, environmental justice outreach, and financial planning (to build on the work from the Transportation Futures project.) Work related to these regional planning priorities is represented throughout PSRC’s Budget and Work Program, with greatest emphasis in element 200-259 (Long-Range Transportation Planning).



Regionally Significant Transportation Planning The UPWP of MPOs such as PSRC is required to include the following:

• Documentation of planning activities to be performed with funds provided under Title 23, USC, and the Federal Transit Act.

• A description of all metropolitan transportation and transportation-related air quality planning activities (including the corridor and subarea studies discussed in §450.318) anticipated within the area during the next one or two year period, regardless of funding sources or agencies conducting activities.

These descriptions should include who will perform the work, the schedule for completing it, and products to be produced. The following text describes regionally significant transportation planning activities in the central Puget Sound region.

Transportation Planning Using Federal Funds

Attached is a list of all planning activities programmed in the 2015-2018 Regional Transportation Improvement Program (TIP) to receive federal funds. The Regional TIP is a four year program of projects that is developed through the regional decision-making process, maintained by PSRC, and updated every two to three years. Under federal and state legislation, the Regional TIP is required to include all of the region's transportation projects requesting federal transportation funding under Title 23 CFR (Highways) and 49 CFR (Transit), as well as all non-federally funded, regionally significant projects. For more information on any of the projects or programs in the attached list, please refer to the specific entry in the Regional TIP, available at http://www.psrc.org/transportation/tip/current. PSRC receives several types of federal funds available through programs established by MAP 21 for transportation projects and programs in the central Puget Sound region. MAP 21 requires the region to develop a funding recommendation and allocation program to identify, prioritize, and make decisions regarding the funding of transportation projects consistent with the region's long-range Metropolitan Transportation Plan, Transportation 2040. Overall guidance for the allocation and programming of PSRC funds is provided by VISION 2040, Transportation 2040, and local comprehensive plans as required by the state Growth Management Act. In addition, PSRC is required by MAP 21 to maintain a board-adopted document providing more specific policy direction, guidance, and procedures for recommending projects to receive PSRC funds. The Policy Framework for PSRC’s Federal Funds serves this purpose. The framework is updated and adopted prior to PSRC’s project recommendation process and corresponding development of a new Regional TIP. The document includes policies and procedures for the recommendation process, as well as the funding estimates available for programming. The most recent version of the Policy Framework was adopted by the Executive Board on January 23, 2014, and is available at http://www.psrc.org/assets/11211/2014-FullPolicyFramework.pdf. Projects selected to receive PSRC’s funds in 2014 were recommended using the process outlined in the framework, which includes extensive collaboration with local governments, transit agencies, WSDOT, and PSRC. For more information, please refer to Appendix B of the 2015-2018 Regional TIP titled “2014 Project Selection Process” available at: http://www.psrc.org/assets/11978/Appendix-B-ProjectSelection.pdf.



PSRC’s Transportation Planning

The budget and work program includes a description of PSRC’s planning activities. The main emphasis will be on , Transportation 2040 (2018 Update) which will reflect changes that have occurred since 2014. This will include demographic and land use changes as well as updates to reflect new project information, including the recent Sound Transit 3 long range plan. The update will be supportive of VISION 2040, the Regional Economic Strategy and responsive and compliant with all relevant federal and state requirements. The limited scope of the Transportation 2040 Update is likely to rely on the existing Transportation 2040 environmental analysis with an addendum. Additional consultant support will be obtained for public involvement, environmental justice outreach, and financial planning (to build on the work from the Transportation Futures project.) In addition to the plan update PSRC will continue to work on the congestion and mobility, environmental and funding strategies and providing ongoing support for special needs, freight, and nonmotorized planning work in both urban and rural areas of the region. Please refer to element 200-259 (Long-Range Transportation Planning) of the PSRC work program for a full description of the update and other transportation planning activities.

Transportation Planning by Other Agencies

Additional planning activities for the central Puget Sound region, beyond those included in the Regional TIP and identified in the PSRC budget and work program, are undertaken by a number of agencies. One of PSRC’s primary roles as an MPO and Regional Transportation Planning Organization (RTPO) is to coordinate these regional planning activities between the participating jurisdictions, agencies, and interest groups to help ensure the optimal use of limited local, state, and federal resources. The following sections summarize regionally significant transportation planning activities by other agencies in the region and include a description of PSRC’s corresponding roles.

Washington State Department of Transportation (WSDOT)

1. Introduction

WSDOT planning for the central Puget Sound region is carried out by several offices. These include the Northwest and Olympic Regions; the Toll Division; the Public Transportation Division; the Multimodal Planning Division; Washington State Ferries; and the Rail, Freight and Ports Division. These WSDOT offices plan and manage the state transportation system in the Puget Sound region and coordinate their plans with the Puget Sound Regional Council, Federal agencies and local partners.

2. WSDOT Strategic Plan – Results WSDOT

In 2014 WSDOT updated its strategic plan to underpin the agency’s commitment to the Governor’s Results Washington initiative. Results WSDOT, the agency’s strategic plan, has six policy goals.

• Goal 1: Strategic Investments - Effectively manage system assets and multimodal

investments on corridors to enhance economic vitality.

• Goal 2: Modal Integration - Optimize existing system capacity through better

interconnectivity of all transportation modes.

• Goal 3: Environmental Stewardship - Promote sustainable practices to reduce

greenhouse gas emissions and protect natural habitat and water quality.



• Goal 4: Organization Strength - Support a culture of multi-disciplinary teams,

innovation and people development through training, continuous improvement and

Lean efforts.

• Goal 5: Community Engagement - Strengthen partnerships to increase credibility

drive priorities and inform decision making.

• Goal 6: Smart Technology - Improve information system efficiency to users and

enhance service delivery by expanding the use of technology.

When serving on the PSRC boards and committees, WSDOT will look for opportunities to incorporate Results WSDOT into regional plans and decision-making. For more information contact: Charles Prestrud, SnoKing Planning Manager at [email protected]. For information regarding WSDOT planning in Pierce and Kitsap counties contact Dennis Engel, Olympic Region Planning Manager, at [email protected].

3. Multi Modal Planning: Work Program Highlights

WSDOT performs numerous transportation planning and external coordination activities in the Puget Sound region. The activities outlined below represent multimodal planning strategies within Results WSDOT that focus on transportation planning; they are not inclusive of all WSDOT projects and programs. This information highlights how the state’s planning process connects with the MPO and RTPO planning processes statewide. The various WSDOT offices may also undertake planning studies.

3.1 Practical Solutions

• WSDOT is undertaking Practical Solutions to enable more flexible and sustainable

transportation investment decisions. It encourages this by increasing the focus on project

purpose and need throughout all phases of project development: planning, program

management, environmental analysis, design, construction, and operations.

• WSDOT planning staff will apply practical solutions approaches in their planning work

with MPOs and RTPOs.

• For more information: www.wsdot.wa.gov/Projects/PracticalDesign/.

3.2 Growth Management Act (GMA) Enhanced Collaboration

• WSDOT’s vision of providing a sustainable and integrated multimodal transportation

system requires efficient utilization of available capacity and leveraging limited state

resources. This is made possible by focusing on working with communities and other

partners.

• WSDOT recognizes city and county GMA Comprehensive Plans as the cornerstone of

community decision-making, creating the foundations for future subarea plans, regional

plans, development regulations, and transportation investment programs. Therefore, it is

important for WSDOT to participate, listen to and understand these goals and plans, and

to share WSDOT strategies and policies for implementing a multimodal transportation

system.

• WSDOT strives to increase regional planning staff interaction and coordination with

cities, counties, and MPOs and RTPOs early in the comprehensive plan process.



• For more information on the Washington State Department of Commerce Comprehensive

Plan update schedule, refer to: http://www.commerce.wa.gov/Documents/GMS-GMA-

Update-Schedule-2015-2018.pdf

3.3 Governor’s Executive Order 14-04, Transportation Efficiency

• The Washington State Departments of Transportation, Commerce and Ecology are

working with the RTPOs, counties, and cities to develop a new program of financial and

technical assistance to help local governments implement measures to improve

transportation efficiency, and to update their comprehensive plans.

• This will rely on a subcommittee of MPOs and RTPOs plus representatives of the

Association of Washington Cities (AWC) and the Washington State Association of

Counties (WSAC).

• For more information:

http://www.wsdot.wa.gov/SustainableTransportation/CleanTranspo.htm

3.4 Coordination with PSRC on the 2040 plan update

• Through 2017 and into the spring of 2018 the PSRC will be updating the region’s long

range transportation plan. WSDOT is an active participant in this effort.

• For the central Puget Sound region, the second phase of the corridor sketch effort is being

integrated with the PSRC 2040 plan update. This will allow WSDOT to take advantage

of PSRC committees to facilitate coordination with local partners and will ensure the

strategies identified for each state highway corridor are consistent with the investments

and policies in the updated PSRC plan.

• WSDOT, in cooperation with PSRC and others, is developing a State Facilities Action

Plan identifying (1) low cost operational improvements to address I-5 and other

congested corridors in the near term; (2) an updated I-5 rehabilitation plan and cost

estimate; (3) a plan for improving flow on HOV lanes; and (4) updated cost estimates and

accelerated schedule for seismic retrofits. PSRC will support WSDOT through

modeling, data, and other planning support as needed. Additionally, PSRC will request

WSDOT develop a strategy for projects beyond Connecting Washington including local

priority state routes.

3.5 Framework for MAP-21 Target Setting

• MAP-21 requires that State DOTs and MPOs work together to address the performance

measures set forth in MAP-21 through a collaborative process of setting performance

targets.

• WSDOT and MPOs have quarterly meetings and special information sessions to address

the need to set performance targets. The meetings began in May 2014 and are expected to

occur through June 2017, the approximate date for MPOs to set targets and conclude this

process.

3.6 Community Engagement Plan



• WSDOT has prepared an updated Public Involvement Plan (aka Community Engagement

Plan http://www.wsdot.wa.gov/NR/rdonlyres/9A837BAE-2664-4597-AB85-

B8A7318D3A6D/0/CommunityEngagementPlan.pdf) that strives to:

1) Increase consent on decisions made by WSDOT, communities, stakeholders and the Legislature based on a shared understanding of transportation needs and opportunities.

2) Improve the understanding of transportation expenditures and investments and respective benefits (outcomes).

3) Improve public access to information and decision making so that WSDOT is recognized as the most credible source for information.

3.7 Participation in subarea boards and other regional forums

• WSDOT is a participant in a number of subarea groups in the Puget Sound region

including the Eastside Transportation Partnership, the South County Area Transportation

Board, the Seashore Forum, the Kitsap Regional Coordinating Council, and various

others. These groups provide a forum for coordinating planning activities with local

jurisdictions and obtaining local input.

3.8 Transportation Plans and Corridor Studies

WSDOT is in the process of working on the update of several transportation plans with a

statewide focus, including:

• The Washington Transportation Plan Phase 2 - Implementation

• The State Highway System Plan

• The Aviation System Plan

• The Ferry System Plan

• The State Freight Mobility Plan

• The State Rail Plan

• Human Services Transportation Plans

• Statewide Travel Washington Intercity Bus Plan

In addition to planning activities that are state-wide in scope, WSDOT will also conduct

studies for specific corridors and on other issues as directed by the legislature. This work will

be coordinated with PSRC. The studies are expected to include:

• SR 16 Tacoma Narrows Bridge to SR 3 Congestion Study

• SR 160 Long Lake Road SE

• SR 161 SR 512 Interchange

• SR 162 Sumner to Orting

• US 12 Monte Brady to Schouweiler Road

• I-5 JBLM to S. 38th St HOV Lane Feasibility Study

• Interchange Justification Reports for US 2/SR 204 and I-90/Front Street

• Analysis of hard-shoulder transit operation on various highway segments



WSDOT has been preparing corridor sketches for highways across the state including all

state highways in the Puget Sound region. The corridor sketches are a high-level look that

documents current performance and identifies strategies to address performance problems. In

the Puget Sound region this work is being coordinated with the PSRC 2040 plan update. It is

likely the corridor sketches will identify a number of highway corridors where more detailed

planning is needed.

WSDOT Ferries

• Washington State Ferries (WSF) completed an updated Long-Range Plan in response to

direction from the 2007 legislative session. A draft plan was issued for public review and

comment in early 2009 and finalized on June 30, 2009. This plan used the most recent

forecast information available. Using Puget Sound Regional Council’s (PSRC’s) regional

model as a base, WSF forecast passenger and vehicle travel out to 2020 and 2030.

• WSF will begin the update process for the Long Range Plan in mid-2017. Regional

forecast assumptions will be re-evaluated and the transportation demand management

techniques identified in the plan, such as, peak period pricing and reservations will

continue to be considered. Revised ferry level-of-service methods and standards will be

discussed at regional transportation forums and incorporated into regional transportation

plans where appropriate.

• WSF’s system-wide origin/destination survey was conducted in 2013 and long range

ridership forecasts are to be updated in 2017 as part of the long range plan update. The

travel forecast horizon will be extended to 2040 to synchronize with other regional

planning efforts. These efforts will provide a technical foundation for the 2017/2018

update of the WSF Long Range Plan. For more information, please contact Ray

Deardorf, WSDOT Ferries’ Senior Planning Manager, at (206) 515-3491 or

[email protected].

King County Marine Division (KCMD) In April 2007, the King County Ferry District (KCFD) was created to deliver waterborne transit services. Effective January 2015, the KCFD was assumed by King County, with the Marine Division continuing to operate water taxi service under the King County Department of Transportation. A property tax levy funds the operation of water taxi services on two routes; West Seattle to downtown Seattle and Vashon Island to downtown Seattle. In 2017, the KCMD will partner with Kitsap Transit to deliver passenger only ferry (POF) service between three Kitsap County communities; Bremerton, Kingston, and Southworth all into downtown Seattle. Kitsap Transit’s business plan is to contract for the operation and maintenance of these services through an interagency agreement with KCMD. Additionally, the KCMD will continue working with Washington State Ferries on the construction of a new County owned passenger ferry terminal at Pier 50 in downtown Seattle. The KCMD continues to have an interest in partnering with and coordinating new and existing passenger ferry services connecting to King County with its main service hub in the core of the downtown Seattle waterfront. The KCMD will work with PSRC in planning and coordinating these regional public transportation systems, facilities and services. For more information,



contact: Peter Heffernan, Intergovernmental Relations, King County Department of Transportation at (206)477-3814 or at [email protected].

City of Seattle In 2016 the City began work with Sound Transit, King County Metro, the Downtown Seattle Association, and an advisory group of nearly 40 community members to create a 20-year vision and action plan to improve transportation and the public realm for Seattle’s Center City. The study area includes 4 regionally-designated urban centers: Downtown, South Lake Union, Uptown and First Hill/Capitol Hill. The One Center City Plan brings together elements of Seattle’s modal and subarea plans, active and planned capital projects, and partner agency long-range plans to provide an integrated downtown transportation and land use concept. Planning phases are characterized as near-term (through 2019), mid-term (through 2023) and long-term (through 2035). Seattle is also engaged with its regional transit partners in planning transit capacity improvements on several principal arterials included in the enhanced National Highway System (NHS). With the passage of ST3, the City will be an active partner with Sound Transit and King County Metro to build transit access improvements at existing and future light rail stations, as well as enhance 3 existing and develop 7 additional RapidRide corridors. City-led development of high capacity transit will advance with next phasing of both the Center City Connector streetcar and Madison Bus Rapid Transit. The Transit Master Plan Update (adopted in 2012 and amended in 2016) also directs development of bus priority corridors to complete a citywide Frequent Transit Network. Following the City’s first Freight Master Plan (FMP) adoption in 2016, Seattle is working in partnership with the University of Washington (UW), national shippers, New York City, and New York University to develop strategies to address urban goods delivery for the Center City. Project outcomes will include a suite of goods delivery solutions that may be used by other communities in the region and nationwide. During 2017 UW will conduct a survey of existing facilities, develop case studies for different building types and perform pilot projects, followed in 2018 by an Urban Goods Strategy plan. The City is also developing a plan for the Duwamish Valley during 2017, including transportation, land use, environment, and utilities elements. The study area is located south of Downtown and includes the Duwamish Manufacturing Industrial Center and the residential communities of South Park and Georgetown. The plan will focus on community health and environment issues, as well as connectivity between communities and reconciling active transportation needs with freight mobility along regionally-significant routes serving industrial lands, King County Airport, and the Port of Seattle. Other Seattle transportation planning activities of regional significance during the biennium include planning and design work for the Seattle Central Waterfront. For more information, please contact Tracy Krawczyk, Director, SDOT Policy and Planning Division at [email protected] or (206) 733-9329.

Community Transit: In 2016 Community Transit updated its Transit Development Plan for 2016-2021. The plan describes implementation of new services funded by Proposition 1, approved by voters in Community Transit’s district in 2015. The agency plans 40% growth in transit service by 2021.



Highlights of the service plan include better connections on existing routes, more service during mid-day, evening and weekend hours, new routes to new destinations and more Swift BRT service. The plan also calls for a substantial growth of the bus fleet to support higher service levels. The first major step in this expansion occurred in fall of 2016 with implementation of routes 109 and 209 providing new connections between SR 9 in east Snohomish County, Marysville/Quil-Ceda and Ash Way park & ride. The 2016-2021 Transit Development Plan was approved in May 2016. In 2016, Community Transit continued the Project Development phase of the Swift Green Line BRT project. This project is the next step in the agency’s BRT network plan, connecting with the Swift Blue Line and providing an important HCT link between Boeing/Paine Field in Everett and Canyon Park in Bothell. In early 2016, the project was successfully rated for funding in the FTA Small Starts Capital Investment Grant Program. By fall 2016, the project was at 90% design. With final FTA funding approval anticipated in Q1 2017, the project is scheduled to be under construction in Q2 2017 and service will start in 2019. In 2017, Community Transit will complete the update of its Long Range Transit Plan, first developed in 2009-2010 and approved in 2011. The plan update will reflect new baseline system realities and progress made on major system developments such as Swift BRT and Sound Transit’s Lynnwood Link Extension and ST3. The effort will provide an opportunity to refresh transit, land use and infrastructure planning coordination with local jurisdiction partners. The agency will also revisit and refine transit service design and performance standards which have evolved with changing service levels since the original plan was developed. For more information, contact Roland Behee, Strategic Planning Unit Manager, at (425) 348-2368 or [email protected].

Everett Transit Everett Transit plans to sustain and improve urban public transportation services, facilities and programs. These improvements include options for high capacity transit, HOV lanes, transportation demand management (TDM) and respond to area growth in order to meet local and regional economic development, congestion, energy and clean air objectives. Everett Transit continues to partner with Puget Sound transportation agencies to implement service and capital projects in the following activities:

• Continue coordination in the development of the Mukilteo Ferry Dock and Multimodal Station

• Facilitate the use of Everett Station for current and future partners • Coordinate with local tribes for transit options • Completion of the Puget Sound core HOV lanes • Administer and expand current Commute Trip Reduction efforts for employers and

develop new community based TDM strategies • Evaluate and purchase alternative fuel vehicles

Everett Transit participated in the City of Everett’s Comprehensive Plan Update completed in 2016 and plans to develop a long range plan that will address forecasted population growth and transit demand.



For more information, please contact Melinda Adams, Program Manager, at 425-257-8915 or [email protected].

King County Metro King County Metro Transit (Metro) plans for and provides a range of public transportation services across King County. Metro is guided by its Strategic Plan for Public Transportation 2011-2021 and associated Service Guidelines, which were adopted in July 2011 and updated in 2013 and 2015. The 2015 update of Metro’s Strategic Plan and Service Guidelines reflects the recommendations developed by the Service Guidelines Task Force, which was comprised of 31 regional leaders, elected officals, and key stakeholders. The task force was convened to review the guidelines and recommend potential changes regarding service types, social equity, geographic value, alternative services, and partnerships. The updated Strategic Plan and Service Guidelines emphasize productivity, social equity (ensuring that bus services are available for those most dependent on transit), and geographic value (providing value to the diverse cities and communities throughout the county). Metro’s Strategic Plan is consistent with the King County Comprehensive Plan, the Puget Sound Regional Council’s Vision 2040 and Transportation 2040, and the Washington State Growth Management Act. Metro’s 2013 strategic plan update added Strategy 6.1.2, which explicitly called for the development and maintenance of a long-range plan. In January 2015, Metro began development of its long-range plan, METRO CONNECTS. This plan is a vision for transit service and supporting capital over the next 25 years, coordinated in collaboration with Sound Transit’s high capacity transit expansion. The plan, awaiting adoption by King County Council, calls for 13 new RapidRide bus rapid transit lines, and significant increases of service and capital by 2025, with additional expansion in 2040. The plan has been developed in collaboration with partner agencies including Sound Transit, jurisdictions, stakeholders, and the public. Metro expects adoption of the plan by Council in 2017. Following adoption of the plan, Metro will begin work on the METRO CONNECTS Development Program in 2017. This program will develop a midrange plan for the implementation of the 2025 METRO CONNECTS service network, and establish processes and tools to support better coordination and communication between Metro, jurisdictions, agency partners, stakeholders, and the public. A major planning effort that will be coordinated with the Development Program is the RapidRide Expansion Program. This program will focus on development of new RapidRide lines throughout the county, included lines funded in part through Seattle’s 9-year Move Seattle levy passed in November 2015. To help ensure that Metro has the appropriate capital facilities to support the 2040 service network envisioned in METRO CONNECTS, Metro will develop a Capital Master Plan in 2017 and 2018, in coordination with midrange planning efforts. This plan will focus on facilities, including bus bases and support facilities, and other major capital work that the agency will be engaged in over the next 25 years. In March 2016, Metro implemented changes to and around two newly opened Sound Transit Link light rail stations in Capitol Hill and the University of Washington, supporting an increase of 19,000 daily boardings in areas directly affected by this service restructure. These service changes were a result of an integrated planning process undertaken by Metro and Sound Transit that engaged many internal and external stakeholders, including the University of Washington community, the City of Seattle, Seattle Children’s, and the public. Metro is evaluating the impact



of this service restructure, and will continue this process into 2016. In partnership with the City of Seattle, Metro also implemented reliability improvements and extended Metro RapidRide C and D lines in March 2016, resulting in nearly 5,000 more daily rides on these lines. To support the deployment of these service hours, Metro will use its service guidelines and engage in additional outreach and planning in 2017 and 2018 for potential investments and changes to service in these and other areas. Focus areas of this activity include the SR 520 corridor, RapidRide expansion in the City of Seattle and other areas of the county, and corridors identified in Metro’s annual service guidelines analysis. Metro will continue development of other major agency initiatives including:

• The planning, development, and evaluation of its zero emission bus program, which is expected to expand with the addition of eight new buses and three charging station in the next two years;

• The planning, expansion, and evaluation of the agency’s Alternative Services Demonstration Program, which has developed and implemented 15 community-driven transportation solutions between 2012 and 2016. In 2016, Metro will begin developing complementary alternative services projects with selected King County communities;

• ORCA LIFT low-income fare program that provides reduced fares for qualifying individuals;

Over the next two years, Metro will participate in many regional planning efforts. These efforts include the development of the regional Next Generation ORCA fare system; planning for the City of Seattle’s Center City Connector Streetcar and continued coordination on the First Hill Streetcar; and actively engaging in identifying and implementing transit components of projects of regional significance such as the Alaskan Way Viaduct Replacement Project, Seattle’s Seawall Replacement and Waterfront Development project, and the SR-520 Bridge Replacement and HOV Project. Metro will also continue to work closely with Sound Transit to facilitate bus connections to Sound Transit Link and commuter rail service. This coordination includes planning activities related to ST2 and ST3 Link extensions, and the development of ST3 bus rapid transit. For more information, please contact Victor Obeso, Deputy General Manager, Planning & Customer Services, Metro Transit Division, King County Department of Transportation, at (206) 477-5778 or [email protected].

Kitsap Transit As approved by the voters in 2016, Kitsap Transit will implement three new cross sound

passenger-only ferry routes starting in 2017 from Bremerton, 2018 from Kingston and 2020 from

Southworth. Kitsap Transit is also planning the implementation of its Long Range Transit Plan

using a Comprehensive Route Analysis to steer service improvements towards corridors

identified in the Long Range Transit Plan. Kitsap Transit is partnering with local cities and

Kitsap County on implementing Vision 2040 goals through transit access improvements at the

project level, participation with the Kitsap Regional Coordinating Council, and leadership in the

following studies/projects:

- The SR 305 Corridor Improvement Project Planning

- The SR 16 Park & Ride Study

- The Wheaton Way and Silverdale Transit Centers



Kitsap Transit is working closely with PSRC staff on the Vision 2040 update using Remix

Planning Software.

For more information, please contact Steffani Lillie, Kitsap Transit’s Service & Capital Development Director at (360) 478-6931 or [email protected].

Pierce Transit Pierce Transit is a Public Transportation Benefit Area Corporation (PTBA) incorporated under

authority of Chapter 36.57A of the Revised Code of Washington. In 1979 voters passed a 0.3

percent sales tax to fund public transportation, which also formed the PTBA. The Agency is

currently funded through a combination of sales tax revenues (currently at 0.6%), fares and

grants. Pierce Transit provides public transport services in the urbanized portions of Pierce

County. This is an area covering 292 square miles that generally conforms to the county’s

growth management boundary and contains an estimated 70 percent of the county population.

The service area population totals 538,700 and includes the incorporated cities and towns of

Auburn, Edgewood, Fife, Fircrest, Gig Harbor, Lakewood, Milton, Pacific, Puyallup, Ruston,

Steilacoom, Tacoma, and University Place. It also includes multiple population centers within

unincorporated Pierce County.

As the public transportation provider for Pierce County, Pierce Transit provides a full range of

transportation services. These services include local and regional express bus, Americans with

Disabilities Act of 1990 (ADA) paratransit service for persons with disabilities, Vanpool,

rideshare, and special use van programs. Each has been developed cooperatively through

working partnerships with local governments, area employers, schools, community organizations

and the system’s customers. In addition, Pierce Transit is the service provider for Sound

Transit’s regional express bus routes that originate in Pierce County.

Local economic conditions and retail spending play major roles in the generation of sales tax

revenue collected within the Public Transportation Benefit Area (PTBA) which is Pierce

Transit’s primary operating revenue source. Sales tax contributed 54 percent of total operating

revenues in 2015 (75 percent excluding Sound Transit regional transit service revenue) and is

expected to generate $74.1 million in sales tax revenue in 2016.

Pierce Transit’s sales tax collections improved during 2015, with actual year-end collections up

8.2 percent over 2014. Sales tax growth has continued through the most recent March 2016 sales

tax collections, with collections up 7.2 percent over 2015 actual collections for the same period.

Changes in Gross Domestic Product (GDP), consumer disposable income and increased

employment are some of the main drivers of the growth in sales tax. The Washington State

unemployment rate is expected to drop slightly from 6.8 percent in 2015 to 6.0 percent in 2016.

These factors are expected to contribute to a modest growth in Pierce Transit’s sales tax revenue.

There are signs that the 2016 Puget Sound economy will continue its slow improvement. The

Port of Tacoma is expected to be a major driver of the Pierce County economy with continued

growth in container volumes. The proximity to King County, with its solid growth led in part by

Amazon.com and Boeing, will remain an important source of employment for Pierce County

residents in 2016.



With slow but steady economic growth over the last several years, consumption is fully returning

to pre-recession levels. In 2016, Pierce County’s economy is expected to grow slightly by about

1.8 percent. Home sales are rebounding and factory sector and automobile sales activity remains

solid. Personal income growth is also expected to grow modestly in 2016, with personal income

returning to pre-recession levels. Falling gasoline prices are also expected to add to a robust

Puget Sound economy in 2016.

In April 2016, Pierce Transit formally adopted its Long Range Plan – called Destination 2040 -

to facilitate coordination with the Sound Transit system build out and to articulate a unique

transit vision that provides appropriate transportation solutions and multimodal alternatives for

Pierce County.

Per the FAST Act of 2015, this performance-based Long Range Plan will be used to establish a

countywide vision for the Agency, including the possibility of one day offering fixed route

transit in high growth areas beyond the current PTBA boundaries. A key component of

Destination 2040 was to internally develop and analyze three hypothetical fixed route transit

network scenarios for incremental annual growth in service hours (at 2.0 percent, 2.5 percent,

and 3.0 percent) and one for another potential “worse case” reduction in services beyond the

agency’s control. These four future growth scenarios – three fiscally constrained and one non-

constrained “vision” - will be further used to determine directly related capital improvement

projects or infrastructure that would also be required in tandem. The various service scenarios

evaluated current conditions against future population and employment projections for Pierce

County, Washington, as well as considering buildable lands, household densities, employment

densities, major activity or industrial centers, and any other criteria or data known to generate

transit ridership and related demand. The various scenarios were then modeled for potential

ridership by the Puget Sound Regional Council, and those results and analysis are provided in the

LRP’s appendices.

In the near term, Pierce Transit is in a time of transition from a fixed route bus system designed

four decades ago to one that better meets the traveling needs of the region today and into the

future. The route structure is designed for timed transfers, but service reductions to span and

frequency no longer support that type of system. In order to restructure the fixed route system to

meet the needs of current and potential riders, the agency is conducting a comprehensive analysis

of its existing bus service to help form recommendations for improvements and efficiencies. The

work is divided into the following primary tasks: transfer matrices; analysis of existing

conditions; service implementation/development of alternatives.

Since public input is an important part of the process, Pierce Transit sought citizens’ input into

changes it might make and how the agency should prioritize service enhancements in late 2016

and 2017. Customer research indicated the top public priorities were more frequent service and

earlier and/or later service on weekdays. Based on one-on-one Board of Commissioner

interviews, the top priorities were improved ridership and attracting more discretionary riders

and commuters. The feedback provided helped drive plans for the restoration of nearly 60,000

hours of service in 2016 and 2017 and set the framework for a larger fixed route bus system

vision for the future.



For more information, please contact: Darin L. Stavish, AICP, Principal Planner at (253) 983-3329 or [email protected].

Sound Transit The regional plan of high capacity transit improvements, ST3, was approved by voters in November 2016. Sound Transit is currently developing an implementation strategy for these projects. The projects, with their planned completion dates, include:

• Overlake to Downtown Redmond light rail: 2024

• I-405 Bus Rapid Transit: 2024

• SR 522 Bus Rapid Transit: 2024

• Light rail extension to Federal Way: 2024

• Bus on roadway shoulders: 2024

• North Sammamish park and ride: 2024

• LRT Operations and Maintenance Facility South: 2028

• Federal Way to Tacoma Dome: 2030

• Infill light rail stations (Graham Street, 130th Street, Boeing Access Road): 2031

• Downtown Seattle to West Seattle light rail: 2031

• LRT Operations and Maintenance Facility North: 2032

• Downtown Seattle to Ballard light rail: 2035

• Lynnwood to Everett light rail: 2036

• Lakewood to DuPont Sounder Expansion: 2036

• Tacoma Link extension to Tacoma Community College: 2039

• Sound Kirkland to Central Issaquah light rail: 2041 The environmental review phases of the projects scheduled to be completed earlier in the Plan will be initiated starting in early 2017, in coordination with WSDOT, FTA, FHWA, local jurisdictions and transit agencies, as appropriate.

Following is a status update of projects that are currently underway:

• Annual 2017 Service Implementation Plan (SIP): The SIP was developed in 2016 for adoption in December 2016 and implementation in 2017. Service Implementation Plans

are developed and approved on an annual basis.

• I-90 Transit and HOV Lanes: to be complete in mid-2017

• Northgate Link Extension: under construction. To be complete in 2021.

• East Link Extension: construction underway. To be complete in 2023.

• Lynnwood Link Extension: a Final Environmental Impact Statement was issued in 2015. A project was selected to be built. Final design will be complete in 2018. Project to be complete in 2023.

• Federal Way Transit Extension: a Final Environmental Impact Statement was issued in November 2016. The board will select the project to be built in January 2017.

• Tacoma Link Expansion: Environmental review complete. Preferred alternative selected by the Sound Transit Board. Final design initiated in Fall 2016.

• Sounder Maintenance Base: Environmental review was completed in spring 2016.

• Link Operations & Maintenance Facility--East: a preferred alternative, located in Bellevue, was identified by the Sound Transit Board in July 2014. Final design is underway. Project to be complete in 2020.



• Puyallup and Sumner Sounder commuter rail stations: projects were selected by the Sound Transit Board in spring 2016 after the completion of environmental review and public outreach. The Puyallup station project will add 669 new parking spaces and improved pedestrian access and will be complete by 2023. The Sumner station project will add 500 parking spaces and improved pedestrian access and will be complete by 2021.

For more information, please contact Karen Kitsis at 206-398-5191 or [email protected]

Pierce County Marine Transportation Pierce County provides ferry service to approximately 375,000 passengers per year between the town of Steilacoom, Anderson Island and Ketron Island. The service area is encompassed entirely within the Nisqually Reach Aquatic Reserve. Contact: Lauren Behm, Airport and Ferry Administration, 2702 South 42nd Street, Suite 201, Tacoma, WA 98409 (253) 798-2421, [email protected].

Air Quality Planning The Puget Sound Clean Air Agency (PSCAA) is responsible for carrying out certain requirements of the state and federal Clean Air Acts in King, Pierce, Snohomish, and Kitsap counties. This organization encompasses a variety of sources of emissions including stationary, area and on and off-road mobile sources, except for certain types of stationary sources regulated statewide by the State Department of Ecology. The clean air agency works to adopt and enforce air quality regulations, sponsor voluntary initiatives to improve air quality and educate people and businesses about clean-air choices. PSCAA and the Washington State Department of Ecology (Ecology) develop and administer the State Implementation Plan for Air Quality (SIP) in the Puget Sound region, in cooperation with the Environmental Protection Agency and with the assistance of PSRC and a stakeholder group consisting of representatives from industry, health, environmental, community and other governmental agencies,. The SIP provides a blueprint of how maintenance and nonattainment areas will meet the National Ambient Air Quality Standards (NAAQS). In developing the plan, PSCAA and Ecology, in coordination with these other agencies, prepare emission inventories, conduct air quality modeling, develop control strategies and voluntary measures, prepare motor vehicle emission budgets, and ensure compliance with the Washington State Environmental Policy Act (SEPA) and the National Environmental Policy Act (NEPA). PSRC provides transportation data and technical expertise required to complete the SIP for the Puget Sound Region. PSRC is responsible for demonstrating conformity of the long-range regional transportation plan, Transportation 2040, and the four-year Transportation Improvement Program (TIP) to the SIP, under the requirements of the federal Clean Air Act, Fixing America's Surface Transportation (FAST) Act and the Washington Clean Air Act. The intent of transportation conformity is to ensure that new projects, programs and plans do not impede an area from meeting and maintaining air quality standards. Formal consultation procedures for conducting conformity analyses are required under federal and state conformity rules, a major task of which is the presentation of methodologies and assumptions. PSRC holds a public scoping meeting with federal, state, and local agencies to present the key analytical assumptions involved in the



conformity analysis. Those invited to the meeting include representatives from the following agencies (referred to as PSRC’s air quality consultation partners): the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA), EPA, the Washington State Department of Transportation (WSDOT), Washington Department of Ecology, and Puget Sound Clean Air Agency (PSCAA). In addition to SIP and conformity work, PSRC and PSCAA provide technical expertise and assistance to each other for various work programs related to air quality planning. For example, PSCAA participates as a member of PSRC’s Regional Project Evaluation Committee, which has a lead role in PSRC’s project selection process for federal funds. PSRC participates on PSCAA’s advisory committees and stakeholder processes as appropriate (PSRC is currently appointed to the PSCAA Advisory Council). In addition, PSRC works on a regular basis with the air quality consultation partners mentioned above to coordinate and assist with air quality issues affecting the region, including the emerging issues related to reducing greenhouse gases and addressing climate change.

Tribal Governments The central Puget Sound region is home to nine federally recognized tribal governments: Muckleshoot Indian Tribe, Puyallup Tribe of Indians, Tulalip Tribes, Sauk-Suiattle Indian Tribe, Port Gamble S’klallam Tribe, Snoqualmie Indian Tribe, Stillaguamish Tribe of Indians, The Suquamish Tribe, and Nisqually Indian Tribe, which also coordinates with the Thurston Regional Planning Council. The region is also home to the Duwamish Tribe. PSRC encourages full involvement of Tribes in the development of the Regional Transportation Plan, the Transportation Improvement Program, and other regional planning. Consultation may include outreach meetings, sending informational letters, newsletters, and emails, providing presentations, and attending meetings. PSRC will also continue participating on and hosting meetings of WSDOT’s statewide Tribal Transportation Planning Organization (TTPO), including supporting specific events the TTPO puts on. This statewide planning forum is a good venue to present and get feedback on PSRC work program efforts from Tribes that choose to participate in the TTPO. The Washington Indian Transportation Policy Advisory Committee (WITPAC), which WSDOT also convenes, discusses issues related to MPOs from time to time. Upon invitation, PSRC will attend these meetings when MPO and other relevant matters are on the agenda. Tribal governments are encouraged to become PSRC members, which includes voting seats on the Transportation and Growth Management Policy Boards, as well as being able to vote at PSRC’s General Assembly. The Muckleshoot Indian Tribe, Puyallup Tribe of Indians, and The Suquamish Tribe are PSRC members. The Snoqualmie Indian Tribe and Tulalip Tribes are associate PSRC members. Tribes that are current PSRC members have also been invited to participate in specific committees, including Regional Project Evaluation (RPEC), Regional Staff, and Special Needs Transportation. All Tribes are included in outreach efforts related to the agency’s work on transportation, land use and economic development planning. PSRC will evaluate the effectiveness of its efforts with the goal of continuously improving the coordination between PSRC and the Tribes in regional affairs.



Planning Activity & Budget and

Work Program Reference

Budget and Work Program Element:

Program Administration

References:

a. Planning, Sub-Task 1

b. Long-Range Transportation Planning, Sub-

Task 3

c. Administration, Sub-Task 2

a. Program Management: The Director of Integrated

Planning manages and administers the transportation,

growth management, economic development, and data

systems and analysis planning work programs.

b. Regional and Statewide Coordination: PSRC

coordinates with local, regional, state, tribal and federal

partners, and other government entities.

c. Professional Development: PSRC provides internal

administrative support, including all aspects of human

resources.

Unified Planning Work Program

Reference: Administration, Sub-Task 1

Develop the two-year budget and work program,

detailed project milestones, progress reports, dues

schedule, and related documentation.

Public and Stakeholder Participation and

Education

Reference: Government Relations, Sub-Task

13

Work with federal partners to assure that the agency’s

public participation plan and public involvement

strategies meet and exceed federal requirements

relating to engaging traditionally underserved

communities, engaging people with limited English

proficiency, disabled individuals, and native tribes.

Tribal Consultation

References: Government Relations, Sub-Task

2 & 3 and Long-Range Transportation

Planning, Sub-Task 3

The central Puget Sound region is home to nine

federally recognized tribal governments. PSRC will

continue to conduct ongoing outreach, consultation

and coordination with tribes on transportation planning

issues.

Data Acquisition, Analysis & Reporting

Reference: Data – All Sub-Tasks

The Data Systems and Analysis division develops and

maintains effective data collection, management, and

analysis tools to support all PSRC activities including

planning, modeling, forecasting, and technical

assistance to local jurisdictions.

Metropolitan Transportation Plan

Reference: Long-Range Transportation


PSRC prepares, maintains, and updates the region’s

long-range transportation plan every four years. The

next update will include a new performance based

planning approach (implementing FAST Act),

incorporate demographic and land use changes,

updates to reflect new project information, and the

recent Sound Transit 3 long-range plan update.

Transportation Improvement Program

References: Short Range Transportation

Planning, Sub-Tasks 1 & 2

This work element provides for the development and

maintenance of a Regional Transportation

Improvement Program (TIP) with an emphasis on

customer service, conducting the project selection

processes for the federal funds PSRC manages, and

implementing regional policy related to the effective



use of PSRC funds and the timely delivery of projects to

implement Transportation 2040.

Air Quality Conformity

Reference: Short Range Transportation


PSRC will continue working with planning partners to

monitor air quality issues in the region, estimate

regional emissions and ensure conformity of

Transportation 2040 and the Regional Transportation

Improvement Program to the State Implementation

Plan for Air Quality.

Congestion Management Process

Reference: Long-range Transportation

Planning, Sub-Task 2i

PSRC has integrated the Congestion Management

Process into the agency-wide Performance Trends

Support program.

Intelligent transportation Systems


Planning, Sub-Task 2d

PSRC convenes, facilitates and coordinates ongoing

work of the Regional Traffic Operations Committee

(RTOC). The agency also develops and maintains the

Regional ITS Architecture as well as other planning

activities related to ITS and regional operations.

Planning Consultation and Services



PSRC will continue to participate in national, state,

regional, and local transportation planning efforts.

Title VI Plan and Annual Report

Reference: Administration, Sub-Task 2

PSRC will coordinate Title VI reporting, including actions

in response to FHWA and FTA’s certification report.

Action Strategy -Biennial Report



PSRC prepares a biennial report on the region’s

progress implementing Transportation 2040 and also

summarizes the region’s transportation investment

priorities for the coming decade.

Certify transportation elements of

comprehensive plans

Reference: Growth Management, Sub-Task 6

PSRC will continue conducting certification reviews that

improve the overall coordination and compatibility of

planning efforts.

Coordinated Human Service Transportation

Plan

Ladders of Opportunity


Planning, Sub-Task 2c & 4

PSRC develops and maintains the Coordinated Transit-

Human Services Transportation Plan. Consistent with

the Ladders of Opportunity initiative, PSRC will develop

and use performance measures and analytical methods

to assess the transportation system’s connectivity to

essential services, particularly for traditionally

underserved populations.

Participate in statewide activities related to

the Highway System Plan and other modal

plans as appropriate


Planning, Sub-Task 2c & 4

PSRC will continue to participate in state transportation

planning such as corridor plans, the Washington State

Transportation Plan and various modal planning

programs.

WA State Policy Goal: Economic Vitality

FAST Act Planning Factor: Economic

Vitality

In 2003, the Economic Development District (EDD)

merged with the PSRC. The EDD carries out several

tasks to ensure economic vitality within the region

including the Regional Economic Strategy which is

incorporated in VISION 2040 and Transportation 2040.



References: Economic Development District

Support, All Sub-Tasks & Long-Range

Transportation Planning, Sub-Tasks 2h & 4

WA State Policy Goal: Preservation

FAST Act Planning Factor: Preservation



Preservation and maintenance of the existing

transportation system is a key goal of the

Transportation 2040 plan. PSRC’s ongoing work

program includes significant efforts focused on keeping

the region’s transportation system in a state of good

repair.

WA State Policy Goal: Safety

FAST Act Planning Factor: Safety


Planning, Sub-Tasks 2a, 2i and Sub-Task 4

Safety continues to be a key issue in PSRC’s

transportation planning programs. Transportation 2040

includes integration with the state’s Target Zero Plan,

and safety performance trend reporting.

FAST Act Planning Factor: Security


Planning, Sub-Tasks 2a

With regards to transportation system security, PSRC

provides a supporting role for the Mid Term Recovery

Steering Committee led by King County.

WA State Policy Goal: Mobility

FAST Act Planning Factor: Accessibility &

Mobility of People & Freight

References: Long-Range Transportation

Planning, Sub-Tasks 2

PSRC coordinates the multimodal and freight, long-

range regional transportation planning work in the

four-county region.

WA State Policy Goal: Environment

References: Regional Growth Management,

Sub-Task 3 & Short Range Transportation

Planning, Sub-Tasks 4 & 5

The PSRC SEPA Official communicates PSRC’s

comments on regionally significant environmental

documents and functions as the SEPA Responsible

Official when PSRC prepares environmental documents.

PSRC also will continue to work with partners to

monitor air quality emissions and climate change

issues.

FAST Act Planning Factor: enhance the

environment, promote energy

conservation, improve the quality of life,

and promote consistency between

Transportation improvements and State

and local planned growth and economic

development patterns.

References: Regional Growth Management,

Sub-Tasks 5, 6, 7 & 8, & Planning, Sub-Task 1

The objective of the Regional Growth Management

element is to maintain and implement VISION 2040 as

the region’s growth management, environmental,

economic and transportation strategy, ensure

conformity and consistency of local plans and policies

with state and regional planning requirements, and

provide technical assistance on PSRC plans, policies,

and programs.

PSRC has created a new Integrated Planning element to

oversee the development, maintenance and

implementation of effective regional strategies for

Growth, Transportation, Economic Development and



Data and to improve regional coordination of planning

programs.

MAP-21 Implementation

Performance Measures


Planning, Sub-Task 2, 3 & 4

PSRC is monitoring federal and state planning guidance

for MAP-21 implementation in coordination with local,

state and federal partners. This includes the

implementation of modal and freight programs as well

as the new emphasis on performance measurement.

WA State Policy Goal: Stewardship

FAST Act Planning Factor: System

Management and Operation


Planning, Sub-Task 2 & 4

PSRC supports ongoing planning activities related to

transportation system management and operations

including the Regional Transportation Operators

Committee. The Transportation 2040 plan supports the

commitment to continuously improve the quality,

effectiveness, and efficiency of the transportation

system.

Models of Regional Cooperation



PSRC will continue to participate in national, state,

regional, and local transportation planning efforts.

Data sharing and coordination is a frequent part of this

type of collaboration, particularly at the state and local

levels.

Interlocal Agreements

Reference: Administrative Support, Sub-Task

2

PSRC maintains several Interlocal agreements that are

maintained and updated on an as needed basis.

Website Requirement

References: Administrative Support, Sub-

Task 4c & 6

PSRC maintains an extensive website at www.psrc.org

that contains extensive regional data and information.

This website is refreshed daily with blog posts regarding

economic, transportation and land use issues within the

four county region.

FAST Act Planning Factor: Enhance the

integration and connectivity of the

transportation system, across and between

modes, people and freight


Planning, Sub-Task 2 & 5

PSRC is developing a Regional Integrated Network and

Plan that will reflect long-range transit service planning

of all transit agencies in the region. PSRC also works

closely with the Ports, the State of Washington and

freight stakeholders through ongoing regional planning

work.

FAST Act Planning Factor: Improve

resiliency and reliability of the

transportation system and reduce or

mitigate stormwater impacts of surface

transportation


Planning, Sub-Tasks 2i and Sub-Task 4

PSRC will continue to work with local planning agencies

on system resiliency. Reliability is now a measure in

both the freight and system performance. As in the last

T2040 Update, PSRC continues to refine cost estimates

related to mitigating stormwater impacts in the region.

FAST Act Planning Factor: Enhance travel

and tourism

Reference: Economic Development District

Support, Sub-Task 3 & Long-Range

Transportation Planning, Sub-Task 2f

PSRC’s Economic Strategy contains a Tourism cluster.

Additionally, tourism is a consideration in PSRC aviation

planning.



Unified Planning Work Program (UPWP) Guidance for Metropolitan Planning Organizations and Regional Transportation Planning Organizations State of Washington State Fiscal Year (SFY) 2018 July 1, 2017 – June 30, 2018

December 2016

Prepared jointly by the WSDOT Multimodal Planning Division, WSDOT Public Transportation Division, the Federal Highway Administration and the Federal Transit Administration



SFY 2018 Unified Planning Work Program Guidance

Table of Contents

1. Purpose of the Guidance ............................................................................................................ 1

2. Federal Requirements ................................................................................................................. 1 2.1 Required Details of the Unified Planning Work Program ................................................................................ 1 2.2 Annual Performance and Expenditure Report (Annual Report) ...................................................................... 2

3. Federal Requirements – Metropolitan Planning Organizations (MPOs) .................................... 2

3.1 Essential Programs and Activities .................................................................................................................... 2 3.2 Governance ..................................................................................................................................................... 3 3.3 Joint WSDOT/MPO Self-Certification Process ................................................................................................. 3 3.4 Metropolitan Transportation Improvement Program (MTIP) ......................................................................... 3 3.5 Metropolitan Transportation Planning Agreements ....................................................................................... 3

4. State Requirements – Regional Transportation Planning Organizations (RTPOs) ..................... 3 4.1 General ............................................................................................................................................................ 3 4.2 Regional Transportation Planning Organization (RTPO) Duties ...................................................................... 3 4.3 RTPOs and Local Comprehensive Plans ........................................................................................................... 3 4.4 Coordinated Public Transportation – Human Services Transportation Plan (CPTHSTP) ................................ 4 4.5 Additional Work Tasks ..................................................................................................................................... 5 4.6 Title VI and Reporting ...................................................................................................................................... 6

5. Federal 2018 Emphasis Areas ..................................................................................................... 6 5.1 Transition from MAP-21 and FAST Act Implementation ................................................................................. 6 5.2 Models of Regional Planning Cooperation ...................................................................................................... 6 5.3 Ladders of Opportunity ................................................................................................................................... 6

6. State and Federal Emphasis Areas .............................................................................................. 6 6.1 Tribal Consultation .......................................................................................................................................... 6 6.2 Annual Performance and Expenditure Reports (Annual Reports) .................................................................. 7 6.3 Interlocal Agreements ..................................................................................................................................... 7 6.4 Statewide Planning Efforts ............................................................................................................................. 7 6.5 Corridor Sketches ............................................................................................................................................ 8 6.6 Performance Measures ................................................................................................................................... 8

7. UPWP Development ................................................................................................................... 9 7.1 UPWP Development Schedule ........................................................................................................................ 9 7.2 On-Site Coordination Meeting and Draft Agenda ........................................................................................... 9 Figure 1: Agenda............................................................................................................................................ 10 7.3 Budget/Financial Table .................................................................................................................................. 11 7.4 Special Studies ............................................................................................................................................... 11 7.5 Unfunded Work ............................................................................................................................................. 11



7.6 Sources of Other Federal Planning Funds ..................................................................................................... 11 7.7 Implementing the UPWP ............................................................................................................................... 11 7.8 Amendments ................................................................................................................................................. 12

Appendices .................................................................................................................................... 12



1. Purpose of the Guidance

This Unified Planning Work Program (UPWP) Guidance is intended assist the Metropolitan Planning Organizations (MPOs) in developing work programs that meet federal statutes and regulations, and to assist Regional Transportation Planning Organizations (RTPOs) in developing work programs that meet state statutes and regulations. This guidance is not intended to be a comprehensive summary of all federal requirements.

The guidance shares federal and state emphasis areas. The emphasis areas may include long-standing tasks in regulation that need attention, MAP-21/FAST Act tasks still in process, as well as federal and state initiatives.

The guidance serves as a resource to assist MPOs and RTPOs, to:

Meet federal UPWP requirements in 23 CFR 450.308 and 23 CFR 420.111; 49 USC §5303, 49 USC § 5305 and FTA Circular 8100.1C

Meet state UPWP requirements in RCW 47.80 and WAC 468.86.

Provide WSDOT sufficient detail to determine eligibility of work tasks, programs andactivities, and allow the state to recommend approval to Federal HighwayAdministration (FHWA) and Federal Transit Administration (FTA).

2. Federal Requirements

Each organization may continue to develop the UPWP in a way that best suits its needs while addressing required components. For MPOs, the CFRs provide specific direction on the level of detail required for each work task.

2.1 Required Details of the UPWP Each MPO, in cooperation with WSDOT and the public transportation operator(s), is required to develop a UPWP that includes a discussion of the planning priorities within the Metropolitan Planning Area. The UPWP shall identify:

Work proposed for the next one- or two-year period by major activity and task,including activities that address the planning factors in 23 CFR 450.306.

Descriptions of work in sufficient detail to indicate per 23 CFR 450.308 and 23 CFR420.111:

o Who will perform the work (e.g., MPO, State, public transportation operator,local government, or consultant)

We encourage MPO and RTPO leadership and staff to read the state and federal statutes and regulations listed above regarding the MPO and RTPO planning process. Formal adoption of the SFY 2018 UPWP by your respective board should not occur until federal and state partners have completed the UPWP coordination visit with your MPO/RTPO.



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https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/Chapter%2053%20as%20amended%20by%20the%20FAST%20Act_1.pdf

https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/Chapter%2053%20as%20amended%20by%20the%20FAST%20Act_1.pdf

https://www.transit.dot.gov/regulations-and-guidance/fta-circulars/program-guidance-metropolitan-planning-and-state-planning-and

o The schedule for completing the work o The resulting products o The proposed funding o A summary of the total amounts and sources of federal and matching funds (this

includes federal funds from sources other than Title 23 U.S.C. and/or Title 49 U.S.C.

o Unfunded tasks

2.2 Annual Performance and Expenditure Report (Annual Report) The annual report should summarize progress made on approved UPWP tasks, programs, and planning activities. The monthly invoice detail provides useful information when developing the annual report. WSDOT is required by 23 CFR 420.117 to submit MPO annual performance and expenditure reports to FHWA and FTA, including a report from each MPO, which contain at a minimum:

• Comparison of actual performance with established goals • Progress in meeting schedules • Status of Expenditures in a format compatible with the work program, including a

comparison of budgeted amounts and actual expenditures • Cost overruns or underruns • Approved work program revisions • Other pertinent supporting data

Annual reports are due to WSDOT by September 30, 2017. This is 90 days after the end of the SFY 2017 reporting period of June 30, 2017.

3. Federal Requirements – Metropolitan Planning Organizations (MPOs)

3.1 Essential Programs and Activities FHWA and FTA expect the UPWP to identify essential programs and planning activities that are cross-referenced to the list of work tasks/activities in the UPWP. Please use the details listed in section 2.1 when describing each task/activity in your UPWP.

Examples of essential tasks/activities include, but are not limited to work associated with the following:

• Program Administration • Unified Planning Work Program • Public and Stakeholder Participation and Education • Tribal Consultation • Data Acquisition, Analysis, and Reporting • Metropolitan Transportation Plan • Transportation Improvement Program



• Air Quality Conformity (PSRC, SRTC, TRPC, YVCOG) • Congestion Management Process (BFCG, PSRC, RTC, SRTC) • Intelligent Transportation Systems • Planning Consultation and Services • Special Studies and Plans (such as border work at WCOG) • Title VI Plan and Annual Report

3.2 Governance MPOs should include any work planned to review and update interlocal agreements and bylaws. 3.3 Joint WSDOT/MPO Self-Certification Process All MPOs will use the short-form certification for calendar year (CY) 2017, which will be distributed to MPOs in September 2017. Please continue to ensure compliance with all federal and state regulations. 3.4 Metropolitan Transportation Improvement Program (MTIP) If you have not already done so, MPOs are requested to review and document your MTIP project identification, prioritization, and selection procedures to ensure that project planning and programming for all four years of the MTIP are consistent with federal regulations. MTIP project identification, prioritization, and selection procedures will be discussed at the UPWP review meeting (see agenda on p. 11).

3.5 Metropolitan Transportation Planning Agreements As required in 23 CFR 450.314, agreements between MPOs, public transportation operators, and the state must be reviewed and updated. If your MPO does not anticipate the execution of this agreement with WSDOT by June 30, 2017, please include this activity and the associated work in your SFY 2018 UPWP.

4. State Requirements – Regional Transportation Planning Organizations

4.1 General There are no changes to state law or regulations regarding RTPO duties.

4.2 Regional Transportation Planning Organization (RTPO) Duties RTPO duties are defined in RCW 47.80.023 and WAC 468-86 in state law and regulation. WSDOT encourages RTPOs to include the core requirements in the UPWP. 4.3 RTPOs and Local Comprehensive Plans “Efficient multimodal transportation systems based on regional priorities and coordinated with county and city comprehensive plans” is one of 13 statewide planning goals established in the Growth Management Act (GMA). The GMA establishes RTPOs as the venues for identifying



http://apps.leg.wa.gov/RCW/default.aspx?cite=36.70A.020

regional priorities and coordinating planning at all jurisdictional levels with local comprehensive plans. The regional transportation plans prepared by RTPOs play an important role in achieving consistency among state, county, city, and town plans and policies. State law requires regional transportation plans to be consistent with:

Countywide planning policies adopted under GMA

County, city, and town comprehensive plans

State transportation plans To achieve consistency, state law also requires RTPOs to certify that the transportation elements of local comprehensive plans:

Reflect the guidelines and principles establish by the respective RTPO

Are consistent with the adopted the respective regional transportation plan

Conform to the requirements of RCW 36.70A.070 WSDOT prepared a list of GMA requirements and resources for statewide transportation planning that may help the local governments in your region understand and meet the requirements of RCW 36.70A.070. Additional guidance from preparing the transportation elements of local comprehensive plans are in WAC 365-196-430. WSDOT encourages RTPOs to work as partners with local governments through all phases of comprehensive plan and countywide planning policy updates. There is no set schedule so check with the local governments in your region for their update schedules. The Washington State Department of Commerce also produces a useful GMA Update Schedule Map. 4.4 Coordinated Public Transportation – Human Services Transportation Plan (CPTHSTP) The Fixing America’s Surface Transportation (FAST) Act maintained all of the funding program mergers created by MAP-21. The FAST Act also provided for enhanced coordination of public transportation services with other federally assisted transportation services to aid in the mobility of seniors and individuals with disabilities. FTA has determined that the essential elements of a CPT-HSTP shall be:

An assessment of available services that identifies current transportation providers (private, public, and nonprofit)

An assessment of transportation needs of individuals with disabilities and seniors

Strategies, activities, and/or projects to address the identified gaps between current services and needs, as well as opportunities to improve efficiencies in service delivery

Priorities for implementation based on resources, time, and feasibility for implementing specific strategies and/or activities identified



https://deptofcommerce.box.com/s/dsn7f2kqyu0pudwlkvsvw9wykmeab6kl

The FAST Act Section 5310 program continues to require that projects selected for funding must be included in a locally developed coordinated public transit-human services transportation plan. While the federal requirement applies only to certain programs, WSDOT has extended the requirement to all projects selected for funding through WSDOT’s Public Transportation Consolidated Grant Program. For large UZAs, the MPO may develop and/or participate in the development of a CPT-HSTP and integrate CPT-HSTP goals, objectives, and projects as part of the MPO’s MTP. RTPOs may develop the CPT-HSTP when there is no MPO. New to the process of CPT-HSTP development is the requirement that the plan must be approved with representation from seniors, individuals with disabilities, representatives of public, private, nonprofit transportation and human services providers, and other members of the public. CPT-HSTPs must update demographics and planning assumptions every four years, while project lists should be updated every two years. The update is due in 2018. Continued work on the measurement and coordination elements of the CPT-HSTP may be conducted in between updates. 4.5 Additional UPWP Work Tasks WSDOT and its federal partners recognize that shrinking budgets make it increasingly challenging to address the mandatory work elements described in state and federal statutes. As part of WSDOT’s planning responsibilities, we engage in planning activities that invite MPOs and RTPOs as active partners. We encourage each organization to allocate a portion of its budget to continue working with WSDOT on the following activities to ensure plans and priorities are reflected in these statewide and corridor efforts.

Involvement in state planning activities: o Washington Transportation Plan 2040, Phase II o Highway System Plan o FAST Act and MAP-21 Target Setting Collaboration on Final Rules o Transportation Efficiency (E.O. 14-04) o Aviation System Plan o Corridor Sketches o Statewide Travel Demand Model o Practical Solutions o GMA Enhanced Collaboration

Incorporation of pertinent statewide transportation plans into your M/RTP, if being updated in this timeframe.

Analysis of FAST Act and MAP-21 final rules to understand potential impacts to planning practices.

Ongoing coordinated human service transportation discussions.



4.6 Title VI and Reporting MPOs submit annual Title VI reports by following their Title VI plan. MPOs and RTPOs that receive FTA funding must report their Title VI compliance following the guidance and requirements in FTA Circular 4702.1.

5. Federal 2018 Emphasis Areas 5.1 Transition from MAP-21 and FAST Act Implementation Transition to Performance Based Planning and Programming As the analysis and application of the FAST Act evolves, WSDOT will continue to work with the MPOs on any draft or final rules that are released, along with providing MPOs with the necessary information as we transition from MAP-21.

5.2 Models of Regional Planning Cooperation Promote cooperation and coordination across MPO boundaries and across state boundaries where appropriate to ensure a regional approach to transportation planning. This is particularly important where more than one MPO or state serves an urbanized area or adjacent urbanized area(s). This cooperation and coordination could occur through the development of joint planning products, and/or by other locally determined means. Coordination across MPO and across state boundaries includes the coordination of transportation plans and programs, corridor studies, and projects across adjacent MPO and state boundaries. It also includes collaboration among state DOTs, MPOs, and operators of public transportation activities such as: data collections, data storage and analysis, analytical tools, and performance based planning. 5.3 Ladders of Opportunity Access to essential services – as part of the transportation planning process, identify transportation connectivity gaps in access to essential services. Essential services include housing, employment, health care, schools/education, and recreation. This emphasis area could include MPO and state identification of performance measures and analytical methods to measure the transportation system’s connectivity to essential services and the use of this information to identify gaps in transportation system connectivity that preclude access of the public, including traditionally underserved populations, to essential services. It could also involve the identification of solutions to address those gaps.

6. State and Federal Emphasis Areas

6.1 Tribal Consultation MPOs and RTPOs are encouraged to coordinate and invite tribal governments to participate in the development of their regional transportation plans and programs. WSDOT encourages MPOs and RTPOs to use technology, such as webinars, conference calls, and video



conferencing, to include tribal governments in policy board and technical advisory committee (TAC) meetings. The 1989 Centennial Accord and the 1999 Millennium Agreement between nearly all of the State of Washington and the Federally Recognized Tribes establishes the framework and context for the government-to-government relationship. WSDOT maintains and values government-to-government relations with 35 Federally Recognized Tribes located in the State of Washington and bordering states of Idaho and Oregon. WSDOT is committed to consulting with Tribes on decisions that may affect tribal rights and interests and promotes and shares the process with MPOs and RTPOs in the state. Consultation is defined as a “respectful, effective communication in a cooperative process that works toward a consensus, before a decision is made or and action is taken”. Additionally, the WSDOT Centennial Accord Plan outlines how the agency establishes and maintains government-to-government relationships with tribal governments. The WSDOT Secretary’s Executive Order E 1025.01 on Tribal Consultation and the WSDOT Tribal Communication and Consultation Protocols for Statewide Policy Issues provide WSDOT employees with specific roles, responsibilities, and procedures for working with Tribes on projects. In addition, the USDOT Tribal Transportation Program Delivery Guide and the WSDOT Tribal Consultation Best Practices Guide for Metropolitan and Regional Planning Organizations in Washington State are technical resources with guidelines for tribal governments, federal agencies, and state and local governments. 6.2 Annual Performance and Expenditure Reports (Annual Reports) The states and MPOs are required by federal regulations (23 CFR 420.117) to submit Annual Performance and Expenditure Reports to FHWA and FTA no later than 90 days following the end of the fiscal year (state fiscal year in Washington). WSDOT also requires RTPOs to submit annual reports, which are due to WSDOT by September 30, 2017. 6.3 Interlocal Agreements Interlocal agreements are the legal instrument used to establish MPOs and RTPOs. Interlocal agreements should be created or updated when:

No interlocal agreement exists

The interlocal agreement existed but cannot be located

The interlocal agreement is scheduled to expire

There is an organizational change within the MPO or its member organizations

MPA boundary changes modify membership Interlocal agreements are governed by the Washington State Interlocal Cooperation Act (RCW 39.34) and rule (WAC 173-95A-020). 6.4 Statewide Planning Efforts MPOs/RTPOs are encouraged to participate in statewide planning efforts with respect to the various state modal plans and the statewide long-range transportation plan (WTP).



http://www.wsdot.wa.gov/sites/default/files/2004/07/13/WSDOTCentennialAccordPlan5mb.pdf

http://www.wsdot.wa.gov/sites/default/files/2004/07/13/E102501TribalConsultationSigned.pdf

http://www.wsdot.wa.gov/sites/default/files/2004/06/25/WSDOT_TribalCommunicationandConsultationProtocolsf.pdf

http://www.wsdot.wa.gov/sites/default/files/2004/06/25/WSDOT_TribalCommunicationandConsultationProtocolsf.pdf

http://flh.fhwa.dot.gov/programs/ttp/guide/

http://www.wsdot.wa.gov/sites/default/files/2004/06/25/Tribal_Consultation_Best_Practices_Guide_for_MPOsR.pdf

http://www.wsdot.wa.gov/sites/default/files/2004/06/25/Tribal_Consultation_Best_Practices_Guide_for_MPOsR.pdf

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http://apps.leg.wa.gov/rcw/default.aspx?cite=39.34

http://apps.leg.wa.gov/rcw/default.aspx?cite=39.34

http://app.leg.wa.gov/WAC/default.aspx?cite=173-95A-020

6.5 Corridor Sketches A corridor sketch is a way for WSDOT to work jointly with partners to capture and document consistent baseline information about a highway corridor that informs future investment decisions. The corridor sketch contains data that describe the characteristics of each highway corridor, common understanding of its current and future functions, performance targets and gaps, and cost-effective strategies for future consideration. A corridor sketch is not a substitute for detailed planning and analysis, nor is it a list of investments or projects. MPO/RTPO involvement in this process includes:

Participation in meetings, workshops and advisory groups including M3 teams

Review and provide input on data and documents related to corridor planning

Provide data and modeling results related to corridor planning

Perform transportation modeling and analysis as needed to support corridor planning

Use results of corridor planning in respective MTP/RTP and other planning documents

Collaboration and agreement on performance expectations and target for each corridor

6.6 Performance Measures The federal schedule for the release of final rules associated with MAP-21 changes frequently; however, WSDOT will provide timelines and schedules to the MPOs regarding the release dates. WSDOT will also continue to consult with FHWA and FTA, as well as collaborate with MPOs as the State works towards setting targets in response to the various federally required performance measures.



7. UPWP Development 7.1 UPWP Development Schedule

Key Due Dates Key Action Due On or before December 31, 2016

WSDOT Tribal and Regional Coordination Office (TRCO) provides estimated planning funding allocations to MPOs and RTPOs for SFY 2018.

February 2017 WSDOT TRCO schedules UPWP coordination meetings among WSDOT, FHWA, FTA, and the MPOs/RTPOs (as applicable).

March 20, 2017 MPOs send draft UPWPs electronically to the WSDOT TRCO, FHWA and FTA. RTPOs send draft UPWPs electronically to the WSDOT TRCO. Exceptions: RTC: UPWP Due Date – February 8, 2017 LCVMPO: UPWP Due Date – August 15, 2017

April – June 2017

WSDOT TRCO, Public Transportation Division, WSDOT Region Planners, FHWA, and FTA representatives meet with MPOs to discuss the draft UPWPs. Note: WSDOT will meet separately with RTPOs not affiliated with MPOs during this same time period.

May - June 2017 MPOs and RTPOs take final UPWPs to Policy Boards for adoption.

June 16, 2017 MPOs and RTPOs submit the adopted UPWP electronically to the WSDOT TRCO.

June 21, 2017 WSDOT TRCO submits MPO adopted UPWPs electronically to FHWA/FTA

June 30, 2017 FHWA/FTA UPWP issue formal approval

July 1, 2017 Approved SFY 2018 UPWP work begins

7.2 On-Site Coordination Meeting and Draft Agenda

For your convenience, an agenda for the spring 2017 MPO/RTPO on-site UPWP coordination meetings is included below (Figure 1).



FIGURE 1

Sample Agenda

MPO/RTPO SFY 2018 Unified Planning Work Program

On-Site Coordination Meeting

1. Introductions and Meeting Objectives WSDOT

2. MPO/RTPO Presentation a. Successes and Key Accomplishments – SFY 2017 b. Major work in progress c. Issues and challenges facing the MPO/RTPO d. Overview of membership, organizational structure, and

decision-making processes e. Tribal consultation process f. FAST Act changes g. Overview of the proposed SFY 2018 Unified Planning

Work Program

MPO/RTPO

3. How can the federal and state team assist more? All

4. Federal Agency Feedback

Identify high points

Provide comments and feedback

FHWA/FTA

5. State Feedback

Identify high points

Provide comments and feedback

State DOTs

6. Next Steps

Any follow up action

Policy Board adoption date

All

7. Closing Comments All Note: This agenda may be modified as appropriate.



7.3 Budget/Financial Table WSDOT has developed a budget/financial table template (Appendix A) as an example for MPOs/RTPOs to use when developing their UPWP. The budget/financial table has been developed using previous UPWP funding tables from MPOs in Washington State; however, please understand this budget/financial table is only for your information. If you choose not to use the budget/financial table template, please use the methods and procedures you already have in place to track revenues, expenditures, and to develop your organization’s annual report. 7.4 Special Studies MPOs and RTPOs may contract with another agency or a private firm for services to implement tasks identified in the UPWP. Before pursuing contracted services, please discuss your needs with your WSDOT Region Planning Manager, as WSDOT may already have some of the technical resources you need. Please refer to the sections in the Metropolitan/Regional Transportation Planning Organization Two-Year Financial Agreement related to subcontracting and purchases. The WSDOT Tribal and Regional Coordination Office is a resource for each MPO/RTPO considering contracting out for UPWP activities. WSDOT must recommend approval of the UPWP expenditure of Metropolitan Planning (PL) funds, Federal Transit Administration section 5303 funds, and approve state RTPO funds before any consultant selection process begins. Subcontracting agreements are subject to specific requirements as outlined in the money agreements. 7.5 Unfunded Work MPA unfunded planning activities should be listed within your UPWP, along with the approximate budget, schedule, and deliverable(s) associated with the unfunded activity. Having these unfunded lists across the state is helpful in understanding the transportation planning work that could be completed if resources become available. 7.6 Sources of Other Federal Planning Funds 23 CFR 450.308 requires that UPWPs list other federal funding being received for transportation planning. 7.7 Implementing the UPWP The UPWP document should be used to guide planning tasks/activities for your MPO/RTPO in SFY 2018. The UPWP will assist the MPO/RTPO in actively participating and adhering to federal and state planning requirements.



7.8 Amendments The WSDOT TRCO approves UPWP amendments for RTPOs, while FHWA and FTA jointly approve UPWP amendments for all MPOs. The WSDOT TRCO is available to assist MPOs/RTPOs with any questions in submitting amendments.

Appendices Appendix A: Budget/Financial Table Template Appendix B: Scope of the Metropolitan Transportation Planning Process Appendix C: National Goals and Performance Management Measures



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https://www.gpo.gov/fdsys/pkg/USCODE-2013-title23/html/USCODE-2013-title23-chap1-sec150.htm

Ongoing Regional Transportation Planning Activities with Federal Funding

Project Sponsor Funding SourceProject ID

Project Title[FHWA Federal Aid # or

FTA Grant #] Federal Funds

Total Costof ProjectsPlanning

Phase

Projects in: 2006

Text13:King County Department of Transportation (Road Services)

KGCO-101 King County Cultural Resource Protection Project Phase II

STP(E) $460,000 $674,000

Text13:King County Department of Transportation (Transit)

MET-143 Vashon Island Passenger Only Ferry and Waterborne Transportation Study

FTA Discretionary $994,100 $1,149,249

Projects in: 2009

Text13:Kitsap Transit KT-6 Small Passenger Only Vessels FHWA Discretionary $2,537,500 $3,171,875







Phase

Projects in: 2011

Text13:Bicycle Alliance of Washington

BAW-1 Active Communities Go by Bike (also called Go by Bike)

STP(E) $290,520 $290,520

Text13:Burke Museum of Natural History & Culture

BURKE-1 ORCAMAP - A Statewide Archaeological Collections Finder

STP(E) $156,350 $156,350

Text13:King County Historic Preservation Program

KCHPP-1 King County Historical Archaeological Planning Project (CRPP Phase 3)

STP(E) $425,000 $445,000

Text13:National Association for Olmsted Parks

NAOP-1 Olmsted Brothers Designed Boulevards, Parkways and Park Systems GIS Mapping

STP(E) $235,000 $235,000

Text13:Pacific Northwest Railroad Archive

PNRA-1 Historic Railroad Dispatcher Train Sheet Digitization Project

STP(E) $18,500 $18,500

Text13:Washington State Cemetery Association

WSCA-1 Railroad Cemetery Historic Context Project

STP(E) $14,360 $14,360

Text13:Wilkeson WILK-1 Town of Wilkeson Rural Town Center and Corridor Planning Project, SR-165

STP(U) $110,000 $130,000

Text13:WSDOT Northwest Region in Snohomish Countywide Area

WDNW-902 US-2: Port of Everett to SR-9 - Route Development Plan

STP(U) $101,803 $501,803

Projects in: 2012

Text13:Seattle SEA-164 Center City Connector Transit Alternatives Analysis

5339 $900,000 $1,200,000

Projects in: 2013

Text13:King County MET-200 Interstate 90/State Route 18 Park & Ride Study

NHPP $160,000 $184,971







Phase

Projects in: 2014

Text13:Kitsap County KTCO-33 Kingston Complete Streets & SR104 Corridor Planning Study

STP(US) $250,000 $291,017

Text13:PSRC PSRC-18 Transportation Futures Study Variable Pricing Pilot Pr $1,729,000 $2,161,250

Text13:Shoreline SL-12 145th Street (SR 523) Route Development Plan

STP(UL) $246,000 $396,000

Projects in: 2015

Text13:Kitsap County KTCO-34 SR3/SR16 Gorst Feasibility Study

STP(US) $346,000 $400,000

Text13:PSRC PSRC-19 Regional Transportation Planning and Programming-2016-19

5307(Urban) $3,000,000 $5,484,106

STP(UL) $1,500,000 $5,484,106

Text13:PSRC PSRC-19 Regional Transportation Planning and Programming-2016-19

5307(Urban) $3,000,000 $5,484,106

STP(UL) $1,500,000 $5,484,106

Text13:Puget Sound Regional Council

PSRC-15 Regional Transportation Planning and Programming

5307(Urban) $1,000,000 $1,250,000

Text13:Tacoma TAC-103 Traffic Model Update/Mode Choice/Pavement Management integration Project - Phase II

STP(UL) $420,000 $495,000

Text13:WSDOT KTCO-34 SR3/SR16 Gorst Feasibility Study

STP(US) $346,000 $400,000

Text13:WSDOT WDO-407 SR 160/Long Lake Rd SE - Roundabout/Access Management Study

HSIP $240,000 $250,000







Phase

Projects in: 2016

Text13:PSRC PSRC-20 Special Needs Transportation Program Administration

5310 $100,000 $100,000

Text13:Puget Sound Regional Council

PSRC-15 Regional Transportation Planning and Programming

5307(Urban) $1,000,000 $1,250,000

Projects in: 2017

Text13:Tacoma TAC-105 Links to Opportunity FTA Discretionary $2,000,000 $6,950,000



FY2018-19 Unfunded Work Elements of the 2018-2019 PSRC Budget/UPWP:

Data Sub-Task 14 – Next-Generation UrbanSim Platform .................................................. Pg. 73

Council Support Consultants – Strategic Initiatives .............................................................................. Pg. 76

Communications Consultants – On-Call Communications and Outreach Support ................................. Pg. 79



Appendix D

PSRC Fiscal Years 2016 – 2017 Highlights

Fiscal Year 2016-2017 Highlights (July 1, 2015-June 30, 2017)

During FY 2016-2017, PSRC worked to provide planning, funding and data needed for regional

and local planning. Following are highlights of the agency’s major accomplishments during this

fiscal period. For more information, please reference PSRC’s 2016 and 2017 Annual Reports.

INTEGRATED PLANNING

Growth Management

Plan Review: PSRC completed review and certifications for 83 comprehensive plan updates

submitted by cities and counties within the region in 2015-2017. Staff worked closely with

local governments and agencies to ensure that the plans are coordinated and meet regional

and state requirements.

Taking Stock 2016: With the conclusion of the major plan certification process in 2016, PSRC

completed an assessment of the plan review process and local implementation of VIISON 2040.

This project was guided by a working group composed of jurisdiction staff from around the

region, and involved workshops, a survey, and interviews. The final report was published in

March 2017.

Regional Centers Framework Update: PSRC worked with members and other stakeholders to

propose ways to help centers of all kinds thrive and attract development. A Centers

Stakeholder Working Group with 21 members representing jurisdictions throughout the region

developed a report with options for consideration. The Growth Management Policy Board held

extended work sessions focused on the regional centers project. A final recommendation by the

growth board is anticipated in fall 2017, with action by the Executive Board expected by the

end of the year.

Regional Open Space Conservation Plan: PSRC began developing a regional plan to

accelerate protection of open space. The Regional Open Space Conservation Plan will knit

together open space and related plans from counties, tribes, resource agencies, salmon

recovery groups, and other organizations. The plan will prioritize and elevate these open space

needs to attract funding and support. This effort is guided by the Regional Open Space

Conservation Plan Advisory Committee, including representatives of county, city, tribal, federal,

state, nonprofit, and private organizations.

Reclassification of Bonney Lake and Covington: PSRC approved a request to reclassify the cities

of Bonney Lake and Covington as Larger Cities within the regional growth strategy. Both

Appendix D FY2018-2019 Budget and Work Program

D - 1 Adopted Supplemental Budget May 2018

cities were found to meet the required Larger city threshold of 22,500 in combined population

and employment, as defined in VISION 2040.

Designation of new Manufacturing/Industrial Center: In April 2016, PSRC designated an

industrial area within the cities of Sumner and Pacific as a new regional

manufacturing/industrial center.

Updated SEPA procedures: The agency updated its State Environmental Policy Act (SEPA)

procedures. The updates primarily consisted of minor improvements for clarity and consistency,

and a change to the appeal process and public notification steps. The changes underwent a

public comment period prior to approval.

Transit Oriented Development: The agency worked on a number of efforts to support thriving

and equitable transit communities around the region.

• In September 2015, the agency hosted New Opportunities: Working Together to Build

Great Transit Communities, an all-day event in Redmond to discuss opportunities to

partner for successful and equitable transit oriented development in jurisdictions

around the region.

• The Transit Oriented Development Advisory committee held quarterly meetings to

advance the Growing Transit Communities strategy.

• The Regional Equitable Development Initiative (REDI) fund, which emerged from PSRC’s

Growing Transit Communities partnership, launched in December 2016. This new

financing tool will help preserve and create affordable housing in transit-accessible

areas for low- and moderate-income households.

Toolbox Peer Networking Series: PSRC hosted the monthly Toolbox peer networking series

focused on best practices in local planning. Sessions bring together professionals from local

jurisdictions and organizations to share perspectives, opportunities, and lessons learned.

Recent topics have included: planning for health, local climate change policies, siting homeless

shelters, and transit planning.

Transportation Planning

Transportation 2040 Update: PSRC is conducting the federally required review and update of

the regional transportation plan, Transportation 2040, which is expected to be adopted in

spring 2018. The Transportation Policy Board has held engagement sessions focused on

different aspects of the plan update, including Maintenance and Preservation, Regional

Integrated Transit Network, Technology, Health and Equity, Finance, and Climate Change. The

plan update includes showcasing transportation investments and their benefits to communities

and addressing near-term actions to improve performance of the transportation system. The



plan will also examine existing and emerging new technologies, efforts to address climate

change, and sustainable long-term funding for the region.

Transit Access: In early 2016, PSRC released the Transit Access Assessment, which identified 15

findings about transit access in the region. The findings came from a best practices and

literature review, interviews with local elected officials, and the case studies that examined

transit access issues at eight major sites of transit service.

Transit integration: PSRC published Transit Integration reports in 2015 and 2016 documenting

transit coordination activities underway and anticipated in the central Puget Sound region.

PSRC Funding and Transportation Improvement Program

PSRC maintained the regional Transportation Improvement Program to ensure transportation

projects meet clean air requirements and help achieve the region’s transportation goals. Major

activities during FY 2016-2017 included:

• Adopting the Policy Framework for PSRC’s federal funds in January 2016, which

established the policy guidance and procedures for PSRC’s 2016 funding process.

• Completing the 2016 project selection process for nearly $700 million in PSRC’s federal

funds, leading to the adoption of the 2017-2020 Regional Transportation Improvement

Program in October 2016.

• Conducting the project selection processes for other funding programs, including:

o 2015 Rural Town Centers and Corridors Program

o Special needs transportation

o Annual contingency funding processes

• Continuing to maintain and enhance the project-tracking system to monitor progress of

projects receiving PSRC’s federal funds.

• Maintaining and improving the Regional TIP database and web map

• Conducting air quality analysis for the TIP

Regional Economic Development Planning

The Economic Development District (EDD) and the Puget Sound Regional Council continued to

work with the federal Economic Development Administration and partners around the region

to promote economic development.



Regional Economic Strategy: Development of the new regional economic strategy was a major

focus of FY 2017. PSRC conducted outreach to stakeholders throughout the region to set

economic priorities. A draft strategy, Amazing Place, and an economic analysis report were

released for public comment in April 2017. The strategy establishes a framework for civic

leadership to improve economic development, enhance innovation, and nurture a high quality

of life throughout the region. Advancing educational opportunity, improving transportation,

making the region more affordable and continuing to sustain a healthy environment are among

the draft strategy’s key initiatives. PSRC’s Economic Development Board is leading the creation

of the new strategy.

Investing in Manufacturing Communities Partnership (ICMP): For FY 2016, PSRC continued to

administer the ICMP designation, which supported growth of manufacturing activities within

the region. In July 2016, the ICMP designation was transferred from PSRC to the Washington

State Department of Commerce in recognition of the program’s evolution beyond the four-

county region into a statewide partnership.

International Regions Benchmarking Consortium: PSRC participated in a Core Group meeting

of the consortium in September 2015 in Seattle. The Trade Development Alliance (TDA) has

assumed the lead for IRBC in order to coordinate its final conference in Seattle.

Regional Data and Analysis

PSRC collected and analyzed data to support regional and local planning needs. Data products

and analysis included:

o Population, housing and employment estimates

o American Community Survey products

o Geographic Information Systems products

Puget Sound Travel Study: PSRC kicked off a new wave of the Puget Sound Travel Study in the

spring of 2017. This survey will gather information on the travel behavior of thousands of

residents in the region. PSRC conducted similar studies in 2014 and 2015. The 2017 study will

provide up-to-date information and will also help planners understand changing needs over

time.

SoundCast: PSRC’s new activity-based travel model, SoundCast, was released publicly for the

first time in summer 2015. In November 2015, the agency hosted a successful peer review of

SoundCast sponsored by the Federal Highway Administration.



Land Use Vision: PSRC developed a new data resource called Land Use Vision (LUV) to help the

region plan for growth. LUV projects the growth through the year 2040 based on regional and

local plans.

Puget Sound Trends: PSRC produced 20 issues of Puget Sound Trends during FY 2016-2017.

These are short summaries of current data trends with data visualizations and brief analysis.

Topics included transit ridership, population, employment, Sea-Tac Airport passenger volumes,

vehicle miles traveled, and ferry ridership.


Regional Staff Committee: The Regional Staff Committee convened high-level staff from

member jurisdictions and transit agencies to discuss key aspects of PSRC’s planning work and

work program. It is led by four co-chairs from across the region. During FY2016-2017 the

committee met ten times.

Growth Management Planning The primary focus of the committee for growth

management planning was on VISION 2040 implementation and gearing up for the next

update to VISION, which these efforts will help to inform.

Significant projects included:

Comprehensive Planning: The committee was briefed regularly on the review and

certification process. Based on committee request, a post-evaluation ad hoc “Taking

Stock” group was established. Additionally, the committee was briefed on the Small City

Reclassification requests to the Growth Management Policy and Executive Boards.

Updating the Regional Centers Framework: The committee was asked for technical input

and feedback to support the Regional Centers.

Other key efforts on VISION 2040 implementation: Regional Open Space Conservation

Plan, Housing and Affordability, and Health in Planning.

Transportation Planning The update to Transportation 2040, with scheduled adoption

in 2018, was the main work element for the committee.

This included briefings on the major elements of the update, including on financing the

plan, transit integration and transit access, performance measures, freight mobility,

climate preparedness, and air quality standards.

Data, Economic Development, and Administration The Data team regularly briefed the

committee on its forecasting and models, performance trends, and the regional travel

survey launched in 2017. Based on the recommendation of the committee, a small ad

hoc working group was formed to review in depth the SoundCast model.



The committee was also briefed on other PSRC efforts, including the update to the

Regional Economic Strategy and the draft FY2018-2019 Work Program and Budget.

Accounting and Finance: In March 2017, PSRC received its fifth clean audit report in a row.

PSRC has not had findings or management letters in 14 of its last 15 audits. PSRC implemented

the Government Accounting Standards Board’s new guidance on pension reporting during this

time.

The newly updated Biennial Budget and Work Program for Fiscal Years 2018 -2019 is scheduled

for adoption by the General Assembly on May 31, 2017. With improved functionality and an

updated design, the new budget emphasizes PSRC’s long range financial strategy to support the

work program and regional planning activities outlined in the multi- year Integrated Planning

Timeline. The budget includes a new financial trends section illustrating revenue and

expenditure trends for the past six years as well as forecasts for the next two year. The new

regional profile section describes the region in terms of population, housing and employment.

The document also includes a newly revised set of Budgetary and Financial Policies.

Throughout the biennium PSRC accounting staff focused on updating the agency’s many

policies and procedures with a new 2 CFR 200 compliant procurement policy, a new set of

administrative policies, and a comprehensive emergency planning policy.

Human Resources: In July 2016, PSRC completed a compensation study and of the nineteen

positions surveyed, nineteen positions are within 10 percent of the midpoints of the survey

data. During this time, PSRC also participated in an Equity and Social Justice workshop that was

facilitated by King County Office of Equity and Social Justice. In addition, Performance

Evaluation training was also provided since the Performance Evaluation form was streamlined

and a new section on Cultural Values was also added. PSRC continues to update and work on

the leadership continuity project.

Information Systems: Competitive procurements were completed for video web streaming

(board meetings), network and IT support, audio-visual system maintenance, Internet and

telephone service, and cloud hosting service.

Work began to migrate PSRC’s on premise computing to the cloud. Email and calendar

applications were migrated to Office 365. A preliminary cloud migration plan was developed.

Disaster recovery backup was migrated from tape systems to a full cloud implementation. A

cloud-hosted server was configured for the next version upgrade to the financial management

system.



Information Center: The Information Center worked to ensure efficient access to agency

information by answering reference questions, distributing agency publications in print and via

the website, and responding to public disclosure requests.

Communications: The agency continuously evaluated the effectiveness of its communications

methods. Staff used blog posts, social media, the Executive Director’s email newsletter, and

news releases to increase engagement of member jurisdictions, media, and residents in PSRC’s

work. A major project during FY 2016 was development and design of the new PSRC website.

This project resulted in a complete website redesign and migration to a new content

management system. The new site launched on March 31, 2017.

Public Participation Plan: PSRC finalized its updated Public Participation Plan in 2017. The plan

reflects current practices for public involvement, interagency consultation, and more, all in one

document for public reference. The plan includes expanded social media on Facebook and

Twitter, increased use of the blog, updated State Environmental Policy Act procedures, and

additional translation services.

Title VI: PSRC continued to evaluate Title VI activities throughout the agency, and provided an

annual report on Title VI compliance to the Washington State Department of Transportation.

VISION 2040 Awards Program: The agency conducted its annual awards program in 2016 and

2017, honoring innovative projects, programs and plans that help achieve the region’s VISION

2040 growth strategy.

Workshop for Newly Elected Officials: In January 2016, PSRC conducted a workshop for newly

local elected officials focusing on regional issues and how local officials can engage in regional

efforts.



Appendix E

Glossary of Financial Terms

Frequently Used Acronyms

Glossary of Financial Terms

Accounting System – The total set of records and procedures that are used to record,

classify, and report information on the financial status of an entity or fund during a specific

time period. PSRC uses Microsoft’s Dynamics SL accounting software for almost all of its

accounting. This is a computerized, integrated accounting system that provides the basic

financial information and detailed reporting. In addition, PSRC uses excel spreadsheets for

additional reporting, particularly for reconciliation and analysis of accounting information.

Accrual Basis – A basis of accounting in which transactions are recognized at the time they

are incurred, as opposed to when cash is received or spent.

Approved Budget – The official expenditure plan of PSRC as authorized by the General

Assembly for a specified Biennium.

Amended Budget – A budget that includes PSRC and granting agencies authorized

changes to the original adopted budget.

Balanced Budget – A balanced budget is defined where PSRS’s estimated expenditures

match PSRC’s estimated available revenue. PSRC cannot plan to spend more than is

available.

Benefits – Federal and State mandated employee benefits and other Regional Council

approved programs such as health insurance, dental, retirement, etc. PSRC is a member of

the Washington State Department of Retirement Systems (DRS).

Capital Budget – A financial plan for projected capital projects (i.e., a building) containing

estimated expenditures and revenues to cover those expenditures for a specified period of

time.

Contingency – Unallocated appropriations for unanticipated expenditures.

Direct Costs – Expenses specifically traceable to specific goods, services, or programs.

Direct expenses differ from indirect expenses in that the latter cannot be specifically traced

and so must be allocated on a systematic and rational basis.

DRS – The Washington State Department of Retirement Systems, of which most state

employees, school districts, political subdivisions, and council of governments in

Washington are members.

Encumbered Carryforward – A reserve of financial resources for work in a prior year that

are brought forward to a subsequent fiscal year.

Expenditures – The total amount of funds paid out by PSRC to acquire various goods and

services.

Appendix E FY2018-2019 Budget and Work Program

E - 1 Adopted Supplemental Budget May 2018

Fiscal Year (FY) – The period designated for the beginning and ending of transactions.

PSRC sets this period as beginning July1 and ending June 30.

Fringe Benefits – Non-salary employee compensation.

Full Time Equivalent Positions (FTE’s) – The amount of staff resources dedicated to a

function converted to a decimal equation related to a full time position. PSRC budgets 1832

hours for a full time position with the remaining hours attributed to Holidays or Personal

Time Off which is budgeted under benefits.

Fund – A fiscal and accounting entry with a self-balancing set of accounts in which cash

and other financial resources, all related liabilities and residual equities or balances, and

changes therein, are recorded and segregated to carry on specific activities to attain certain

objectives in accordance with special regulations, restrictions, or limitations.

Fund Balance – The amount of resources remaining in a fund when revenues exceed

expenditures.

Funds – An accounting entity with a self-balancing set of accounts in which financial

resources, related liabilities and residual equity or balances, are recorded and segregated

for specific activities or to attain certain objectives in accordance with regulations,

restrictions, or limitations.

General Fund – This fund is used to account for the general operations and activities of

PSRC not requiring the use of other funds.

General Assembly – The governing body of the PSRC made up of all mayors, county

executives, commissioners, and councilmembers of PSRC member jurisdictions which

meets at least annually to vote on major decisions, establish the budget and elect new

officers.

Generally Accepted Accounting Principles – Generally Accepted Accounting Principles

(GAAP) which refer to a set of standard accounting rules and procedures used by

governmental agencies to account for the receipt and expenditures of funds.

Grant – A contribution by a government or other organization to support PSRC programs as

authorized by the General Assembly.

Indirect Cost – Those elements of cost necessary in the production of a good or service

which are not directly traceable to the product or service. Usually these costs relate to

objects of expenditure that do not become an integral part of the finished product or service,

such as rent, insurance, and audit services. PSRC files an indirect cost plan annually with

the Federal Transportation Administration. Approval of this plan, allows PSRC to be

reimbursed throughout the year at the approved rate.

In-Kind Contributions – Match requirements met by non-monetary means.



Line-Item Budget – A traditional budget format. Costs included in a line-item budget

include items such as personnel, benefit costs, indirect costs (overhead), direct, and

consultants that are allocated to specific program functions.

Modified Accrual – A method for recording the receipt and expenditure of funds in which

revenues are recorded when the amount becomes measurable and available to pay current

liabilities and expenditures are recorded when the liability is actually incurred.

One-time – Refers either to revenues or expenditures and denotes budget items that will

only have an impact for one fiscal year.

Ongoing – Refers either to revenues or expenditures. Ongoing items are expected to

impact budgets for several years, if not indefinitely.

Operating Budget – A financial plan for providing day to day cost of performing PSRC

programs for a specified period of time, usually a biennial period.

Paratransit – Any type of public transportation that is distinct from conventional transit, such

as flexibly scheduled and routed services such as airport limousines, carpools, etc.

Performance Measure – A target or result to accomplish during a one-year time frame (or

other time frame as noted) which is specific, measurable, realistic, and consistent with

overall departmental and organizational goals. Data is subsequently collected to determine

how effective or efficient a program is in achieving its overall goals.

Personnel Cost – A category of expenditures for employee salaries and related taxes

benefits.

Program – An organized set of activities directed toward a common goal proposed by an

organization to carry out its responsibilities.

Program Budget – A budget that shows all costs related to providing a particular program.

Restricted Reserves – Resources including monies, the use of which is restricted by legal

or contractual requirements.

Revenues – The gross income received by PSRC to be used for the provision of programs.

Special Revenue Funds – These funds account for the use of revenues earmarked for a

particular purpose.

Task – A task is the lowest level in the PSRC Unified Planning and Work Program (UPWP)

and Biennial Budget structure. The most specific service performed for the purpose of

accomplishing a program for which PSRC is responsible.

Unencumbered Carryforward – Grant award available to pay current or future fiscal year

expenditures.



Unified Planning Work Program and Budget - The UPWB and Biennial Budget is

prepared biennially by PSRC program staff to describe the regional planning activities that

will be conducted during the coming biennium. The report highlights the accomplishments

of the prior biennium and identifies the goals, objectives, and new projects that PSRC will

pursue in the new biennium.

The UPWP details the regional activities that PSRC conducts and coordinates with federal

and state grantors and local participating agencies. Information about how these planning

activities will be administered is included in the UPWP and Biennial Budget.



Frequently Used Acronyms

Organizations AMPO – Association of Metropolitan Planning Organizations

AMPORF – Association of Metropolitan Planning Organizations Research Foundation

FHWA – Federal Highway Administration

FTA – Federal Transit Administration

GFOA – Government Finance Officers Association

NACSLB – National Advisory Council on State and Local Budgeting

OFM – Office of Financial Management

PSRC – Puget Sound Regional Council

RSC – Regional Staff Committee

WSDOT – Washington State Department of Transportation

Committees BPAC – Bicycle/Pedestrian Advisory Committee

FAST – FAST Freight Advisory Committee

FMRT – Freight Mobility Roundtable

GMPB – Growth Management Policy Board

LUTAC – Land Use Technical Advisory Committee

MUG – Model Users Group

RFPC – Regional Food Policy Council

RPEC – Regional Project Evaluation Committee

RSC – Regional Staff Committee

RTF – Regional Technical Forum

RTOC – Regional Traffic Operations Committee

RTOD – Regional Transit-Oriented Development Committee

SNTC – Special Needs Transportation Committee

TOC – Transportation Operators Committee

TPB – Transportation Policy Board

Growth Related Terms FLU – Future Land Use

GTC – Growing Transit Communities

LUV – Land Use Vision

MPP – Multicounty Planning Policies

MPO – Metropolitan Planning Organization

RGS – Regional Growth Strategy

ROSS – Regional Open Space Strategy

SEPA – State Environmental Policy Act

Transportation Related Terms CMP – Congestion Management Process

CTR – Commute Trip Reduction

FAC – Freight Advisory Committee



FAST ACT– Fixing America’s Surface Transportation Acti

FAF – Freight Analysis Framework

HOV – High Occupancy Vehicle

ITS – Intelligent Transportation System

LOS – Level of Service

MAP-21 – Moving Ahead for Progress in the 21st Century

RTPO – Regional Transportation Planning Organization

SAFETEA-LU – Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy

for Users

TDM – Transportation Demand Management

TIP – Transportation Improvement Plan

TOD – Transit Oriented Development

WSF – Washington State Ferries

WTP – Washington Transportation Plan

Economic Related Terms CPSEDD – Central Puget Sound Economic Development District

EDA – Economic Development Administration

IRBC – International Regional Benchmarking Consortium

RES – Regional Economic Strategy

Data Terms CTPP – Census Transportation Planning Package

GIS – Geographic Information System

LiDAR – Light Imaging, Detection and Ranging

Miscellaneous CFR – Code of Federal Regulation

CY – Calendar Year

FY – Fiscal Year

GMA – Growth Management Act

RCW – Revised Code of Washington

UPWP – Unified Planning and Work Program

USC – United States Code

WAC – Washington Administrative Code

