2022-2027 adopted capital improvement plan - city of issaquah

CITY OF ISSAQUAH2022-2027 Adopted Capital Improvement Plan

2022-2027 CIP | 2

Table of ContentsIntroduction Message from the Mayor............................................................................................................................................ 3 Overview and Purpose............................................................................................................................................. 6 Funding Overview Overview.................................................................................................................................................................. 9

Real Estate Excise Tax (REET).............................................................................................................................. 10

Mitigation and Impact Fees..................................................................................................................................... 11

Utility Revenues...................................................................................................................................................... 12

Other Funding Sources........................................................................................................................................... 13

Project Selection Criteria Overview..................................................................................................................................................................15

Selection Criteria Matrix..........................................................................................................................................16

Strategic Plan Summary..........................................................................................................................................19

Project Summary How to Interpret a Project Page.............................................................................................................................. 22

Capital Equipment................................................................................................................................................... 24

Municipal Facilities...................................................................................................................................................28

Park and Trail.......................................................................................................................................................... 42

Sewer Utility............................................................................................................................................................ 65

Stormwater Utility.................................................................................................................................................... 72

Technology & Systems........................................................................................................................................... 87

Transportation......................................................................................................................................................... 98

Water Utility........................................................................................................................................................... 118

Appendix Future Year Projects............................................................................................................................................. 137

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Message from the MayorMay 17, 2021

Dear Councilmembers,

I am pleased to present the 2022-2027 Capital Improve-ment Plan (CIP) for City Council’s consideration. The CIP is an important City planning document that establishes priorities for future capital investments, balancing the City’s considerable capital needs with its limited available financial resources.

The CIP takes into consideration priorities from numerous City stakeholders, including the City Council, various boards and commissions, and members of the community at large. It also incorporates priorities established in other City planning documents, such as the Mobility Master Plan, the Parks Strategic Plan, and the 2021-2025 Utility Rate Study.

This CIP includes a mix of funded and unfunded capital proj-ects. While funding sources are subject to change, the CIP only programs out revenues that the City is reasonably con-fident in receiving at this time. It does not assign revenues that are speculative and are not specifically identified. The City of Issaquah, like many local governments, has capital needs that far exceed its financial capacity. Issaquah has a number of transportation and parks capital priorities, as well as City facility needs, that are beyond what it can afford with existing revenues. The CIP identifies these priorities for planning purposes and notates where no identified funding source currently exists. This is intended to provide transpar-ency and to establish a framework for future discussions with the City Council about the need for new funding sourc-es. I am recommending that the City Council discuss new funding options separate from the CIP and to start those discussions in 2022. In the meantime, the 2022-2027 CIP is an opportunity to identify the universe of unfunded capital priorities that the City would consider as part of these future revenue discussions.

Given the limited revenues available to support capital investments, I have also directed staff to prioritize the repair and maintenance of existing City infrastructure, such as the Pavement Management Program (TR 030), the Annual Concrete Maintenance Program (TR 054), and the Trail Repair Program (TL 021) for funding in the 2022-2027 CIP. The 2022-2027 CIP includes 96 projects spanning the six-year

planning period, totaling over $199 million of investments in the City’s facilities; utility and street infrastructure; technology and systems; and parks and trails. The CIP recommends investments in all City asset categories, including:

Capital Equipment:The 2022-2027 CIP identifies $331,000 in investments in capital equipment, including investments in street mainte-nance trucks and equipment that will allow the City to inspect and maintain the City’s water system.

Municipal Facilities:The CIP identifies $33.3 million of facility needs, of which $23 million of outyear investments (i.e., 2024 through 2027) are currently unfunded. High priority facility investments in-clude a new Fire Station 71, roof replacements at the Julius Boehm Swimming Pool, and regular maintenance of exist-ing City facilities. This CIP does not include the purchase or construction of a consolidated City Hall, as further work is needed to holistically understand the City’s future space planning needs.

Parks and Trails:The 2022-2027 CIP identifies $39.8 million worth of Parks and Trail-related capital investments, of which $27.7 million of outyear investments (i.e., 2024 through 2027) are current-ly unfunded. The investments identified in this asset cate-gory reflect priorities identified in the Parks Strategic Plan, which Council adopted in 2018, as well as other community engagement efforts.

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Message from the Mayor

Technology & Systems:The 2022-2027 CIP identifies $3.2 million worth of invest-ments in the City’s technology and systems. Investments include upgrades to existing information technology systems critical to the efficient and effective delivery of community services, including the City’s financial management sys-tems, record management systems, asset management systems, and systems that support the City’s Public Works operations and maintenance functions. In addition, the CIP recommends investments in routine server and personal computer replacements in keeping with best practices.

Transportation:The CIP identifies $82.5 million worth of transportation-relat-ed capital needs. Because of the large amount of transpor-tation-related capital needs and the limitations on revenues to support such investments, $27.9 million of outyear investments (i.e., 2024 through 2027) are currently unfund-ed. Following City Council and community engagement, the CIP includes preliminary work on high-priority transportation projects, including the I-90 Crossing Between 10th and 12th Ave NW (TR 003), Newport SR 900 to SE 54th Street Improvements (TR 022), and the NW Sammamish Road Non-Motorized Improvement Project (TR 028). Additional revenue sources will need to be identified in the future, how-ever, to fully fund these projects through completion.

Water, Sewer, and Stormwater Utilities:The 2022-2027 CIP identifies $44.1 million of utility capital needs. Investments in this asset category are supported by utility rate revenues, as set by the 2021-2025 Utility Rate Study adopted in 2020. While this CIP identifies and plans for utility projects through 2027, a new utility rate study will be conducted in 2025 to set rates for 2026 and 2027. The utility capital investments recommended in the 2022-2027 CIP for 2022 through 2025 fit within the City’s currently adopted rate structure.

Future Policy DiscussionsWhile many of the projects prioritized in the asset categories defined above are routine investments, some assumptions contained in the 2022-2027 CIP raise larger policy discus-sions that will require further conversations with the public and further City Council deliberation, including the funding for the new Fire Station 71, future City Hall space planning, and potential new revenue sources to support transportation, mobility, and parks investments.

While I am not expecting the City Council to make decisions on these topics as part of the CIP process, I hope that the information provided in this document and throughout the deliberative process will renew discussions that were put on hold while the City responded to the COVID-19 pandemic. The CIP ultimately is intended to serve as a planning doc-ument, providing the City Council and the community with a better sense of the big picture and the interplay between the competing demands for the City’s constrained financial resources, and to ensure eligibility for future grant funding and use of mitigation and impact fees.

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Message from the Mayor

Funding Strategies to Support the CIP:In developing the 2022-2027 CIP, my Administration sought to holistically evaluate all available funding mechanisms and strategically leverage those resources to maximize the capital investments that the City could realistically pursue over the six-year planning horizon of the CIP. That said, as highlighted above, there are projects included in the CIP that are unfunded, as has been the case with past CIPs.

Therefore, the 2022-2027 CIP should not be viewed as a financial commitment, per se. Rather, the CIP should be viewed as a planning document that establishes a set of pri-orities and a road map for making future financial decisions.The CIP designates specific funding sources for all projects slated for investment in the first two years (2022 and 2023) based on preliminary revenue forecasts. For projects des-ignated for investment in 2024 and beyond, there is more uncertainty about funding sources. In some cases, projects slated for investment in the later years of the CIP are desig-nated as unfunded based on current revenue assumptions. These projects are nonetheless included in the CIP as a re-minder of their importance to City operations and community needs. As the City prepares future budgets and biennial up-dates to the CIP, my AdministraWtion will need to work with the City Council to identify strategies to fund these projects. As with any planning document, financial commitments, even in the first two years of the CIP, are subject to change.

Where the City sees the most “competition” for limited re-sources is in the area of “general government” capital invest-ments (e.g., parks, trails, transportation, municipal facilities, and information technology). Monies available to the City for these purposes are more finite and are often restricted by State law. In contrast, City-operated utilities - water, sewer, and stormwater - have dedicated rate revenues that the City has periodic opportunities to adjust as needs fluctuate.

Revenues to Support “General Government” Capital InvestmentsThe main source of funding for “general government” capital investments includes Real Estate Excise Taxes (REET), grants, and mitigation and impact fees. Another source for these capital investments is debt financing that must be backed by a revenue stream to support the payback of the loan. The 2022-2027 CIP does not propose any new General Fund-supported debt, however. Finally, a common source for “general government” capital investments is direct General Fund support. The 2022-2027 CIP anticipates de-ploying $3.25 million of General Fund fund balance that has

become available through a combination of better than an-ticipated 2020 revenue performance and American Rescue Plan replacement of General Fund revenues lost as a result of the COVID-19 pandemic.

Unfortunately, the mix of revenue above are typically not sufficient to support all of the City’s general government capital investment needs and priorities, requiring the City to look for new revenues or other alternate funding sources in future years.

Next StepsAs stewards of the City’s existing and future capital assets, we must make strategic decisions about how to allocate the City’s limited resources. The CIP sets a six-year plan to maintain the City’s existing assets and prioritizes new investments to expand and transform the City’s buildings, parks, streets, and utilities to sustain our community and its neighborhoods.

Respectfully submitted,

Mary Lou Pauly, Mayor

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Overview and Purpose

What is a Capital Improvement Plan?

A Capital Improvement Plan (CIP) is a multi-year plan for the acquisition, expansion, or rehabilitation of land, buildings, and other major infrastructure over a six-year period, and beyond. The plan reflects expected start and completion dates, estimated costs, and anticipated financing for the City’s capital investment priorities. The plan is reviewed and updated biennially factoring in availability of resources, changes in City policy and community needs, unexpected emergencies and events, and changes in cost and financial strategies. The CIP incorporates City Council priorities, long-range community objectives, and projects that improve City operational efficiency. The plan represents the City’s current estimates of needs, costs, potential funding sources, and timelines.

The Washington State Growth Management Act (GMA) requires communities to plan for capital facilities and transportation elements to ensure cities and jurisdictions have an adequate level of services and facilities in place to support development. To meet this requirement - and responsibly plan for the City’s future capital needs - the City produces a CIP every two years, updating the plan to reflect the best information available. This plan then serves as the long-term planning element of the City’s Comprehensive Plan as required by the GMA. Additionally, the transportation-specific portion of the CIP represents the City’s Transportation Improvement Program (TIP) - another planning document required by the GMA. The TIP is updated annually, adopted by the City Council, and ultimately filed with the Washington State Department of Transportation.

It is important to note that a multi-year Capital Improvement Plan does not represent a financial commitment. City Council approval of the CIP does not automatically authorize or guarantee funding for capital projects contained in the plan. Rather, the CIP is a broad planning document that allows the assessment of financial resources, costs, and community needs. Because of the complex, multi-year nature of capital projects and the six-year duration of the plan, assumptions within the CIP are subject to change. It is common for community needs, project costs and timing, and the amount of resources to support the CIP projects to evolve with time. The CIP should be viewed as a broad road map that guides Council’s future funding decisions rather than a set of concrete commitments. Like any road map, sometimes the driver follows the exact route and other times obstacles emerge that require adjusting course.

With Council’s adoption of the CIP, City staff and the Administration are then equipped to produce the 2022 Proposed Budget. The annual budget is the mechanism by which City Council provides financial resources to execute capital projects identified in the CIP. While the CIP provides direction to the Administration about what to include in the 2022 budget, the City’s ability to ultimately appropriate 2022 funds to support CIP projects depends on the City’s forecasted financial health later this summer.

The City Council will have the opportunity to revisit the CIP each year during the annual (or biennial) budget process and through subsequent biennial updates to the six-year CIP. At each juncture, the City Council can evaluate community needs and available resources and adjust the CIP accordingly.

What are Capital Assets and Why Does the City Plan for Them?

The City of Issaquah is responsible for a wide variety of capital assets, including public facilities such as City Hall, police and fire stations, and other buildings where City business is conducted. The City is responsible for public streets and transportation corridors, and City parks and recreation facilities, including the Senior Center, Community Center, and Julius Boehm Pool. The City is also responsible for the public water systems that provide clean drinking water to City residents and visitors, and the stormwater and sanitary sewer systems that collect wastewater for treatment and safe disposal.

The City’s capital assets are used by residents and visitors alike as they drive, eat, shop, commute, work, or play in Issaquah. The City’s first priority is to maintain existing capital assets at a sufficient level to protect the City’s capital investments and to minimize future maintenance and replacement costs. When sufficient resources are available via grants, intergovernmental assistance, existing debt service, and other City funds, the City may make new infrastructure investments to meet current and future community needs.

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Overview and Purpose

While a CIP does not cover routine or lesser-scale maintenance and repair (these are considered operating expenses), it does include significant renovations and major repair or reconstruction of damaged or deteriorating assets, as well as investments in new amenities. A capital building project may also include the furniture and equipment clearly associated with a newly constructed or renovated facility.

Capital projects that increase the number of facilities or expand existing facilities can impact ongoing operating costs for the City. Operations and maintenance costs associated with the planned capital projects are included with each project summary page in the plan. These ongoing costs are updated regularly and continually inform updated six-year forecasts and operating budget proposals. Operating budget increases in non-General Funds are supported by those funds. All operating costs presented in this plan should be considered as preliminary and are subject to change.

Determining How, Where, and When to Make Capital Improvement Investments

The City considers a number of variables to determine which projects to include in the CIP, how and when to pay for them, including the necessity of the project, the City’s ability to pay for the project, and the City’s ability to execute the project.

The City considers other strategic planning documents to help guide decisions about what projects to include in the CIP, such as the Parks Strategic Plan and the Mobility Master Plan, as well as other community engagement efforts. The City’s adopted Utility Rate Study also serves as an important framework for capital projects related to the City’s water, sewer, and stormwater utilities. Furthermore, the protection of life, people, and property, as well as legal mandates, determine which projects are included in the CIP. The rationale for the list of selected projects is included in the following pages of the 2022-2027 CIP.

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Funding Overview

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Funding Sources Overview

The Capital Improvement Plan (CIP) incorporates a variety of funding sources to pay for capital projects. These funding sources vary in restrictiveness, ranging from sources that may only be used for a specific project to sources that can essentially be used for any project. Many projects utilize multiple funding sources over the six-year span of this CIP. All funding sources presented in this CIP should be considered preliminary. The City will reevaluate all funding sources each year and if they have changed significantly from what is assumed in the CIP, the project mix for that particular year may need to be reevaluated.

The table below outlines the planned use of funds over the six-year CIP:

The following pages summarize each of the funding sources listed in the table above, describing how the City receives these revenues, what they can be used for, and projected out-year cashflow forecasts over the six-year planning horizon.

Revenue Source 2022 2023 2024 2025 2026 2027Real Estate Excise Tax (REET)REET 1 3,749,972 3,872,988 2,402,335 2,601,823 1,292,779 3,525,299 REET 2 300,000 2,624,250 1,418,000 2,424,714 1,436,000 1,445,000 Mitigation/Impact FeesGeneral Government 61,800 - - - - - Street/Traffic - - 1,091,600 4,500,000 - - Bike/Pedestrian 57,320 360,000 384,340 - 20,588 101,756 Parks 319,391 - 1,792,309 556,250 500,000 1,200,000 Utility RevenuesWater Revenues 5,410,739 1,789,587 2,199,204 1,497,200 3,125,046 1,963,180 Stormwater Revenues 1,462,049 1,172,700 1,964,704 3,635,484 1,428,710 1,450,000 Sewer Revenues 556,353 1,368,900 1,643,733 310,033 3,057,456 - Water Utility-Backed Debt 1,761,075 - - - - - Utility-Supported Debt or Utility Fund Balance - 2,163,000 - 1,881,450 - - GrantsKing County Parks Levy 141,818 45,243 100,000 156,167 - - Grant - Federal 220,680 1,250,000 3,673,320 4,725,000 4,456,912 648,750 Grant - State 2,251,838 2,900,000 - 3,300,000 4,000,000 200,000 Grant - County 1,946,900 100,000 440,000 620,000 875,000 350,000 OtherGeneral Fund 2,990,000 950,000 360,000 370,000 380,000 390,000 School Zone Safety Fund 900,000 459,000 483,000 1,108,250 606,000 605,000 IT Fund - Cost Allocated 138,000 154,500 159,000 32,700 33,600 - Other - 32,355 - - - 197,606 TOTAL 22,267,935 19,242,523 18,111,545 27,719,071 21,212,091 12,076,591

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Real Estate Excise Tax (REET) Washington state authorizes cities to levy two taxes on the sales of real estate, providing guidance on the specific uses for each.

REET 1 funds may be used for any purpose identified in a Capital Improvement Plan. REET 2 funds are primarily used for transportation improvements but may also be utilized for sidewalks, traffic signals, and some utility projects.

REET funds may also be used for some maintenance costs but the annual amount permitted for such purposes is limited. For several years, the City has been utilizing REET funding to support

operations and maintenance costs in the Street Operating Fund - activities that repair and maintain capital assets.

The table below illustrates a cashflow analysis of REET 1 and REET 2 revenues over the six years of this CIP. Please note that in the out years of the CIP, fund balances are projected to dip below zero. As the City moves through the six-year duration of the CIP, it will need to annually evaluate its ability to fulfill the REET expenditure demands as anticipated in this CIP and align those plans with actual revenue collections.

Estimated Beginning Fund Balance 2,144,614 2,714,307 928,841 317,788 (1,332,770) (2,028,389)

Projected Revenue 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000

Expenditure AllocationsStreet Operating Support 1,030,307 1,061,216 1,093,053 1,125,844 1,159,620 1,194,408 CIP Capital Projects 300,000 2,624,250 1,418,000 2,424,714 1,436,000 1,445,000 Total Expenditures 1,330,307 3,685,466 2,511,053 3,550,558 2,595,620 2,639,408

Net Rev/Exp (use of fund balance) 569,693 (1,785,466) (611,053) (1,650,558) (695,620) (739,408)

Estimated Ending Fund Balance 2,714,307 928,841 317,788 (1,332,770) (2,028,389) (2,767,798)

2027REET 2

2022 2023 2024 2025 2026

Estimated Beginning Fund Balance 4,349,514 2,499,542 526,554 24,219 (677,604) (70,383)

Projected Revenue 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000

Expenditure AllocationsCIP Capital Projects 3,749,972 3,872,988 2,402,335 2,601,823 1,292,779 3,525,299 Total Expenditures 3,749,972 3,872,988 2,402,335 2,601,823 1,292,779 3,525,299

Net Rev/Exp (use of fund balance) (1,849,972) (1,972,988) (502,335) (701,823) 607,221 (1,625,299)

Estimated Ending Fund Balance 2,499,542 526,554 24,219 (677,604) (70,383) (1,695,682)

REET 120272022 2023 2024 2025 2026

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Mitigation and Impact Fees Mitigation and impact fees are collected per the Issaquah Municipal Code to offset City costs associated with serving the increase in population from new development. The revenue from these fees is unpredictable and can only be used to increase the capacity of City facilities and services. The City collects and aggregates these fees into six types: General Government, Street/Traffic, Police, Fire, Bike/Pedestrian, and Parks. The City also occasionally receives an open space impact fee from larger developments. As this is rare and largely unpredictable, the City does not include this type of impact fee in its forecasting.

This CIP includes revenues from mitigation and impact fees as a source of project funding for various capacity-building projects. The first table below illustrates a cashflow analysis of mitigation and impact fees over the six-year period of this CIP.

Most mitigation and impact fees are required to be spent within 10 years of being received. The second table below estimates the amount of each type of mitigation and impact fee that will expire over the six-year period of this CIP. It is important to note that these estimates are based on a moment in time, with data through year end 2020. Further work is needed to analyze outstanding balances from completed projects and further refine these estimates.

It is also important to note that while no fire impact fees are attached to projects in the CIP, the available balance is intended to be used for the New Fire Station 71 (FC 027), but further analysis is needed in 2021 to determine how much may be spent before the end of the year. Similarly, while there are some open space impact fees that are set to expire at the end of 2022, the Administration will return before the end of 2021 with a plan on how to allocate these funds.

General Government - - - - - - Street/Traffic - - - - 531,899 852,056 Police - - - - 91,011 21,157 Fire 423,944 521,410 484,984 690,205 982,520 116,041 Bike/Ped - - - 83,918 363,739 166,970 Parks - - - - 117,292 720,253 Open Space 250,000 - - - - -

Mitigation/Impact Fee Aging Summary2022 2023 2024 2025 2026 2027

General Government Mitigation FeeEstimated Beginning Balance 4,726,144 4,684,344 4,704,344 4,724,344 4,744,344 4,764,344 Forecasted Revenue 20,000 20,000 20,000 20,000 20,000 20,000 CIP Expenditures 61,800 - - - - - Estimated Ending Balance 4,684,344 4,704,344 4,724,344 4,744,344 4,764,344 4,784,344 Street/Traffic Impact FeeEstimated Beginning Balance 4,010,700 4,710,700 5,410,700 5,019,100 1,219,100 1,919,100 Forecasted Revenue 700,000 700,000 700,000 700,000 700,000 700,000 CIP Expenditures - - 1,091,600 4,500,000 - - Estimated Ending Balance 4,710,700 5,410,700 5,019,100 1,219,100 1,919,100 2,619,100 Police Mitigation FeeEstimated Beginning Balance 68,314 93,314 118,314 143,314 168,314 193,314 Forecasted Revenue 25,000 25,000 25,000 25,000 25,000 25,000 CIP Expenditures - - - - - - Estimated Ending Balance 93,314 118,314 143,314 168,314 193,314 218,314 Fire Impact FeeEstimated Beginning Balance 1,444,277 1,694,277 1,944,277 2,194,277 2,444,277 2,694,277 Forecasted Revenue 250,000 250,000 250,000 250,000 250,000 250,000 CIP Expenditures - - - - - - Estimated Ending Balance 1,694,277 1,944,277 2,194,277 2,444,277 2,694,277 2,944,277 Bike/Pedestrian Mitigation FeeEstimated Beginning Balance 847,081 819,761 489,761 135,421 165,421 174,833 Forecasted Revenue 30,000 30,000 30,000 30,000 30,000 30,000 CIP Expenditures 57,320 360,000 384,340 - 20,588 101,756 Estimated Ending Balance 819,761 489,761 135,421 165,421 174,833 103,077 Park Impact FeeEstimated Beginning Balance 1,795,666 2,026,275 1,576,275 1,333,966 1,327,716 1,377,716 Forecasted Revenue 550,000 550,000 550,000 550,000 550,000 550,000 CIP Expenditures 319,391 1,000,000 792,309 556,250 500,000 1,200,000 Estimated Ending Balance 2,026,275 1,576,275 1,333,966 1,327,716 1,377,716 727,716 Open Space Impact FeeEstimated Beginning Balance 258,042 258,042 258,042 258,042 258,042 258,042 Forecasted Revenue - - - - - - CIP Expenditures - - - - - - Estimated Ending Balance 258,042 258,042 258,042 258,042 258,042 258,042

20272022 2023 2024 2025 2026

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Utility Revenues City water, sewer, and stormwater utility capital projects are funded through a combination of general facility charges, user rates, developer improvements, and revenue bonds. State and federal grants also play an important role in funding utility projects. They generally do not receive funding support from the General Fund.

Utility rates are established by the City Council in five-year increments and are set at levels to ensure that capital asset investments are met. The City Council last adopted utility rates in 2020, setting rates through 2025. A new utility rate study will be conducted in 2025, covering 2026 through 2030. As a result, the utility projects slated for 2026 and 2027 will ultimately be reevaluated as part of the next utility rate study.

This CIP also anticipates several projects funded by utility revenue-supported debt. The SPAR Booster Pump Station (WT013), for example, will rely on water revenue-supported debt. This funding mechanism will allow the City to move forward with the project while paying for it with water revenues over time, rather than a large increase to user rates to pay for it with cash on hand.

The tables below illustrate a cashflow analysis of each of the three utilities over the six-year period of this CIP. To estimate ending fund balances, the table assumes that revenues and non-capital expenditures (i.e., operations and maintenance costs) will be consistent with the amounts assumed in the 2021-2025 rate study and examines the difference of the cost of capital projects over what was assumed in the rate study.

Anticipated Capital Costs per adopted Rate Study: 2,618,034 953,450 354,624 1,188,233 2,501,948 1,309,965 Amt Proposed for Capital in CIP: 556,353 1,368,900 1,643,733 310,033 3,057,456 -

Difference b/w rate study and CIP proposal: (2,061,681) 415,450 1,289,109 (878,200) 555,508 (1,309,965)

Estimated Starting Fund Balance 8,729,546 8,837,456 8,200,836 7,248,644 7,758,656 5,542,003 Rate Study Revenues 11,586,743 11,699,513 12,230,900 12,348,630 12,895,610 13,019,668 Rate Study Expenditures 13,540,514 11,920,683 11,893,983 12,716,818 14,556,755 13,439,998 Difference b/w rate study and CIP proposal (for capital) (2,061,681) 415,450 1,289,109 (878,200) 555,508 (1,309,965) Estimated Ending Fund Balance 8,837,456 8,200,836 7,248,644 7,758,656 5,542,003 6,431,638

Sewer Fund2022 2023 2024 2025 2026 2027

Anticipated Capital Costs per adopted Rate Study: 296,730 816,919 1,211,367 2,051,749 1,971,460 - Amt Proposed for Capital in CIP: 1,462,049 1,172,700 1,964,704 3,635,484 1,428,710 1,450,000

Difference b/w rate study and CIP proposal: 1,165,319 355,781 753,337 1,583,735 (542,750) 1,450,000

Estimated Starting Fund Balance 8,312,829 8,456,969 8,356,005 8,297,272 8,412,349 8,637,915 Rate Study Revenues 5,737,808 5,801,442 5,862,623 5,920,322 5,980,485 6,042,718 Rate Study Expenditures 5,593,668 5,902,406 5,921,356 5,805,245 5,754,919 5,750,688 Difference b/w rate study and CIP proposal (for capital) 1,165,319 355,781 753,337 1,583,735 (542,750) 1,450,000 Estimated Ending Fund Balance 7,291,650 8,000,224 7,543,935 6,828,614 9,180,665 7,479,945

Stormwater Fund2022 2023 2024 2025 2026 2027

Anticipated Capital Costs per adopted Rate Study: 5,506,280 658,290 1,570,030 1,538,700 3,982,416 8,607,280 Amt Proposed for Capital in CIP: 5,410,739 1,789,587 2,199,204 1,497,200 3,125,046 1,963,180

Difference b/w rate study and CIP proposal: (95,541) 1,131,297 629,174 (41,500) (857,370) (6,644,100)

Estimated Starting Fund Balance 11,574,035 7,016,840 6,329,207 5,668,732 6,220,954 5,891,711 Rate Study Revenues 12,303,498 12,405,669 12,446,874 12,616,521 12,763,621 12,918,204 Rate Study Expenditures 16,956,234 11,962,005 12,478,175 12,105,799 13,950,234 11,442,728 Difference b/w rate study and CIP proposal (for capital) (95,541) 1,131,297 629,174 (41,500) (857,370) (6,644,100) Estimated Ending Fund Balance 7,016,840 6,329,207 5,668,732 6,220,954 5,891,711 14,011,287

Water Fund2022 2023 2024 2025 2026 2027

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Other Funding Sources The City utilizes several other project-specific funding sources to support its capital needs. Grants play a large part in capital project funding. Depending on the project, grant funding can come from County, State, or Federal agencies and are tied to specific projects. In building this CIP, the City carefully considered its grant assumptions and only included grant funding with a high likelihood of award. These assumptions will need to be reevaluated before associated projects are included in an annual budget to ensure that the anticipated grants are awarded.

This CIP also anticipates funding several information technology projects by way of a technology cost allocation model. Cost allocation refers to a budgeting best practice where the City spreads internal service costs, such as information technology, to the various City funds that benefit from those services.

The CIP also anticipates the use of several small revenue sources, including developer contributions and an insurance payment received in 2020 as a result of damage to a City building. This insurance payment will directly fund the repair and improvements on the affected building.

Another source of funding for the capital projects in this CIP is the School Zone Safety (SZS) Fund. The SZS Fund was created in 2017 to collect revenues generated by the City’s School Zone Speed Camera program. SZS cameras were installed in 2009 on Second Avenue SE near Issaquah School District facilities to promote a safer environment for children in and around the 20 mile per hour school speed zones. The SZS Fund provides resources to cover the cost of transportation, mobility, and traffic safety-related capital improvements, as well as the Municipal Court and Law Enforcement expenditures associated with the speed zone enforcement program and violator caseload management. The table below illustrates a cashflow analysis of the SZS Fund over the six-year period of this CIP.

Finally, several projects in this CIP anticipate the use of General Fund dollars. For the most part, these projects make one-time use of General Fund fund balance and will not constitute an ongoing General Fund commitment. The one exception is the Annual Concrete Maintenance Program (TR 054) which received an ongoing funding commitment as part of the 2021 Adopted Budget.

Estimated Beginning Fund Balance 688,332 413,701 580,070 722,439 239,558 258,927

Projected Revenue 850,000 850,000 850,000 850,000 850,000 850,000

Expenditure AllocationsCamera Contract and Court/IPD Enforcement Costs 224,631 224,631 224,631 224,631 224,631 224,631 CIP Proposed Capital Projects 900,000 459,000 483,000 1,108,250 606,000 605,000

Total Expenditures 1,124,631 683,631 707,631 1,332,881 830,631 829,631

Net Rev/Exp (use of fund balance) (274,631) 166,369 142,369 (482,881) 19,369 20,369

Estimated Ending Fund Balance 413,701 580,070 722,439 239,558 258,927 279,296

School Zone Safety Fund2022 2023 2024 2025 2026 2027

2022-2027 CIP | 14

Project SelectionCriteria

2022-2027 CIP | 15

Project Selection Criteria

To demonstrate which projects were selected for inclusion in the 2022-2027 CIP, the Administration utilized a selection criteria matrix. In the past, the City used a project ranking system to determine which projects to include in the CIP, weighting each selection criteria and rating each project on a particular scale for each criterion. This former approach implied a false equivalency between projects. For example, if one project ranks lower than another project but utilizes grant funding that could not be utilized by a higher-ranking project, the lower ranked project will be funded. Additionally, the weighting and scaling of projects within each criterion is highly subjective. A matrix model allows project managers to better communicate the larger reasons why a project is included for funding without the downsides of the more intricate project ranking model previously used.

Ultimately, each project was evaluated to determine if it met the following selection criteria:

• Addressing Life and Safety Concerns - is the project intended to address concerns of life and safety or will there be a detrimental impact to life and safety if not completed?

• Community Priority - is the project identified via another planning document - such as the Parks Strategic Plan, Utility Rate Study, Mobility Master Plan, etc. - or other forms of community engagement?

• Conformity to Strategic Plan Goals - is this project in direct response to a Strategic Plan priority or does it directly meet a Strategic Plan Goal?

• Environmental Impact - is the project addressing an environmental concern or would not completing the project result in a detrimental environmental impact?

• Identified Funding Source - does the project have its own dedicated funding source (such as a grant or developer contribution)? Note: this does not include Real Estate Excise Taxes, Mitigation/Impact Fees, or Utility revenues as these funding sources are more discretionary in their uses and projects can be adjusted to meet different timelines or scopes to meet available revenues.

• Replacement or Repair of Existing Infrastructure - does the project repair or replace existing City infrastructure?

The matrix shown on the following pages shows the result of this evaluation.

2022-2027 CIP | 16

Project Selection Criteria Matrix

Continued on next page.

Project Number Project Name Asset Category Address Life &

Safety ConcernsCommunity

PriorityConformity to

Strategic Plan GoalsEnvironmental

ImpactIdentified Funding

SourceReplacement or Repair

of Existing Infrastructure

EU 018 Street Division Utility Trucks Purchase Equipment ✔✔ ✔✔WT 019 Trailer Mounted Vacuum Excavator Equipment ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔FC 001 Pool Roof and Ceiling Replacement Facility ✔✔FC 002 HVAC Capital Replacement Program Facility ✔✔FC 003 Roof Capital Replacement Program Facility ✔✔FC 004 Flooring Capital Replacement Program Facility ✔✔FC 013 Maintenance Facility Phase 2 - Design Facility ✔✔ ✔✔ ✔✔ ✔✔FC 018 Issaquah Highlands Storage Site Facility ✔✔ ✔✔ ✔✔ ✔✔FC 019 Maintenance Facility Improvements Facility ✔✔ ✔✔ ✔✔ ✔✔FC 020 Parking Building Expansion Facility ✔✔ ✔✔ ✔✔ ✔✔FC 027 New Fire Station 71 Facility ✔✔ ✔✔FC 028 EK House Improvement Project Facility ✔✔ ✔✔ ✔✔FC 029 Fire Alarm Panel Replacement Main City Hall / IPD Facility ✔✔ ✔✔TC 005 Upgrade Public Works Operations HVAC Control System Facility ✔✔ ✔✔ ✔✔PK 008 Bike Skills Elements Park & Trail ✔✔ ✔✔PK 010 Confluence Park Park & Trail ✔✔ ✔✔ ✔✔ ✔✔PK 012 Valley Trail and Creekside (Sensitive Land) Acquisitions Park & Trail ✔✔ ✔✔ ✔✔PK 014 Gateway Park Improvements Park & Trail ✔✔ ✔✔PK 018 Dog Park Park & Trail ✔✔ ✔✔PK 021 Rainier Trail Park & Trail ✔✔ ✔✔ ✔✔PK 030 Playground Equipment Replacement Park & Trail ✔✔ ✔✔PK 032 Hillside Acquisition Park & Trail ✔✔ ✔✔ ✔✔PK 036 Central Park Pad #2 Park & Trail ✔✔ ✔✔ ✔✔PK 039 Placemaking (Site Amenities) Park & Trail ✔✔ ✔✔ ✔✔PK 041 Veterans Memorial Field / Depot Park / Pedestrian Park Park & Trail ✔✔ ✔✔ ✔✔PK 042 Tibbetts Valley Park Park & Trail ✔✔ ✔✔ ✔✔ ✔✔PK 043 Pickering Barn Park Park & Trail ✔✔ ✔✔ ✔✔PK 044 Wayfinding and Park Signage Park & Trail ✔✔ ✔✔ ✔✔PK 045 Creek Corridor Park & Trail ✔✔ ✔✔PK 056 Harvey Manning Park Expansion Park & Trail ✔✔ ✔✔ ✔✔TL 005 East Sunset Trailhead Park & Trail ✔✔ ✔✔ ✔✔TL 007 2nd Avenue & Rainier Trailhead Park & Trail ✔✔TL 008 Central Park to Valley Trail Park & Trail ✔✔TL 009 Tibbetts Creek Trail Park & Trail ✔✔ ✔✔TL 021 Trail Repair Program Park & Trail ✔✔ ✔✔ ✔✔SW 004 Sewer Rehabilitation Program Sewer Utility ✔✔ ✔✔ ✔✔SW 009 Upper Sycamore Extension Sewer Utility ✔✔ ✔✔SW 010 Highlands Sewer Main Capacity and Redundancy Project Sewer Utility ✔✔ ✔✔ ✔✔SW 011 Front Street Lift Station Improvements Sewer Utility ✔✔ ✔✔ ✔✔SW 015 Highlands Lift Station Improvements Sewer Utility ✔✔ ✔✔ ✔✔

2022-2027 CIP | 17


Continued on next page.








ST 002 East Lake Sammamish Pkwy West Ditch Conveyance Project Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ST 005 Laughing Jacobs Creek Channel Enhancement Support Stormwater Utility ✔✔ ✔✔ ✔✔ST 006 Lower Issaquah Creek Stream & Riparian Enhancement Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ST 008 Storm Drainage Rehabilitation & Improvement Program Stormwater Utility ✔✔ ✔✔ ✔✔ST 009 Squak Valley Park South Creek Restoration Stormwater Utility ✔✔ ✔✔ ✔✔ST 011 Cabin Creek Tributary Stabilization and Enhancement Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ST 021 Sunrise Pl to Sycamore Dr Emergency Access Stabilization and Culvert Replacement Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ST 043 Storm & Surface Water Master Plan Implementation Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ST 044 FEMA Home Elevation Program Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ST 045 Olde Town Stormwater Improvements Stormwater Utility ✔✔ ✔✔ ✔✔ST 046 Jerome Revetment Repair Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ST 047 Salmon Run Nature Park Bank Stabilization Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ST 048 Pickering Ditch Flood Control Stormwater Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔EQ 004 PC Replacements Technology & Systems ✔✔EQ 007 Annual Server Replacement Program Technology & Systems ✔✔TC 007 Electronic Records Management Software Technology & Systems ✔✔TC 008 Physical security / Access control system - Phase II Technology & Systems ✔✔TC 009 Maintenance Management Software Replacement Technology & Systems ✔✔TC 010 Munis implementation reconfiguration module optimization Technology & Systems ✔✔TC 012 Physical Security / Camera Monitoring System Technology & Systems ✔✔TC 013 Remote Site Utilities Cybersecurity Hardening Technology & Systems ✔✔ ✔✔TC 014 City Facility Network Update for New City Hall Location Technology & Systems ✔✔TR 003 I-90 Crossing - Between 10th and 12th Ave NW Transportation ✔✔ ✔✔ ✔✔TR 004 12th Avenue NW and SR 900/17th Ave NW Transportation ✔✔ ✔✔ ✔✔TR 011 ADA Improvements Transportation ✔✔TR 016 Gilman Boulevard Improvements TransportationTR 022 Newport SR 900 to SE 54th Street Improvements Transportation ✔✔ ✔✔ ✔✔TR 023 Newport Way Maple to Sunset Improvements Transportation ✔✔ ✔✔ ✔✔TR 025 NW Juniper Street Improvements Transportation ✔✔ ✔✔ ✔✔ ✔✔TR 028 NW Sammamish Road Non-Motorized Improvement Project Transportation ✔✔ ✔✔ ✔✔TR 030 Pavement Management Program Transportation ✔✔ ✔✔ ✔✔ ✔✔ ✔✔TR 033 SE Black Nugget Road Retaining Wall Repair Transportation ✔✔ ✔✔ ✔✔ ✔✔TR 041 Front Street Streetscape Transportation ✔✔ ✔✔ ✔✔ ✔✔TR 042 Alder Festival Street Transportation ✔✔ ✔✔ ✔✔ ✔✔TR 043 Newport Way SR 900 to 12th Ave NW Bicycle and Pedestrian Improvements Transportation ✔✔ ✔✔ ✔✔TR 044 Intelligent Transportation System (ITS) Transportation ✔✔TR 054 Annual Concrete Maintenance Program Transportation ✔✔ ✔✔ ✔✔TR 056 Highlands Signal Pole Painting Transportation ✔✔ ✔✔ ✔✔TR 058 Strategic Small Capital Projects Transportation ✔✔ ✔✔ ✔✔ ✔✔ ✔✔TR 061 Sunset Way Landslide Repair Transportation ✔✔ ✔✔ ✔✔ ✔✔

2022-2027 CIP | 18









WT 006 Redundant Water feed to Squak Mountain Water Utility ✔✔ ✔✔ ✔✔WT 009 SE Newport Way PRV Master Meter (Cascade Water Alliance to 297 Zone) Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 013 SPAR Booster Pump Station Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 015 Water Main Replacement Program Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 018 Highwood Reservoirs Retrofit Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 020 Terra II Booster Station Retrofit Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 022 Cemetery Reservoirs Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 024 Summit Reservoirs Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 025 Central Park Reservoir Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 026 Talus 1&2 Booster Station Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 027 Newport and SR-900 Intertie Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔WT 028 SE Newport Way Water Main Water Utility ✔✔ ✔✔ ✔✔WT 030 Holly 1 Booster Station Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 031 Shangri-la Reservoirs Retrofit Water Utility ✔✔ ✔✔ ✔✔WT 045 Water System Improvements Water Utility ✔✔ ✔✔ ✔✔WT 050 Risdon Well and Gilman Well Security System Water Utility ✔✔ ✔✔ ✔✔ ✔✔ ✔✔ ✔✔

2022-2027 CIP | 19

VISIONIssaquah thrives as a welcoming community creating a sustainable legacy for future generations that honors its rich history and passion for the natural environment

GOALSMOBILITYGetting around town is easier for people who live, work, and play here

GROWTH & DEVELOPMENTGrowth is proactively managed, planned and communicated in a responsible way that retains our strong sense of community and livability

ENVIRONMENTAL STEWARDSHIPEnvironmental resources are proactively enhanced, protected, and stewarded

SOCIAL & ECONOMIC VITALITYAn economically vital and diverse community is supported by robust businesses, affordable housing and supportive services

CITY LEADERSHIP & SERVICESLeadership and accountability is provided in the delivery of public services for our growing and diversifying community

INFRASTRUCTUREAn infrastructure system that is planned, designed, built, and maintained well supports current and future community needs

MISSIONFoster a safe, vibrant, livable, and inclusive community through effective stewardship and quality public services

GUIDING PRINCIPLESPEOPLE Foster community pride, engagement, strong and safe neighborhoods, and diverse opportunities

ENVIRONMENT Effectively steward our natural environment to ensure a sustainable legacy for future generations

COMMUNITY PROSPERITY Sustain a vibrant place to live and work with a stable and robust economy, an engaging civic culture, and an integrated transportation system

SERVICE EXCELLENCEDeliver proactive, efficient, and effective public services for residents, businesses, and visitors

EQUITY Ensure that Issaquah’s services and outstanding quality of life are accessible to everyone

OUR ISSAQUAH STRATEGIC PLAN | 5

Strategic Plan Summary

Starting with the 2021 Adopted Budget, all City activity is mapped to a Strategic Plan goal. Each goal is described below, and the follow tables on the following pages provide an overview of how each goal is represented in the 2022-2027 Capital Improvement Plan (CIP).

2022-2027 CIP | 20

Strategic Plan Summary

The table below summarizes the percent of total project costs each year of the CIP that address each of the City’s six Strategic Plan goals:

Total Project Cost

This second table summarizes the percent of the total project count each year of the CIP that address each of the City’s six Strategic Plan goals. It is important to note that projects may address more than one Strategic Plan goal and while the table above splits costs by goal based on the percent of the project that addresses each goal, the table below does not.

Project Count

Strategic Plan Goal 2022 2023 2024 2025 2026 2027 6-Year CIP

City Leadership & Services 3% 3% 1% 0.5% 1% - 1%Infrastructure 53% 49% 52% 50% 33% 68% 50%Mobility 22% 25% 36% 39% 42% 16% 32%Environmental Stewardship 14% 5% 5% 7% 14% 6% 8%Growth & Development 7% 17% 3% 2% 8% 3% 6%Social & Economic Vitality 0% 1% 3% 2% 2% 8% 3%

Strategic Plan Goal 2022 2023 2024 2025 2026 2027 6-Year CIP

City Leadership & Services 10% 10% 10% 3% 3% - 6%Infrastructure 46% 43% 44% 45% 46% 48% 46%Mobility 20% 20% 19% 22% 21% 24% 21%Environmental Stewardship 13% 12% 14% 16% 16% 13% 14%Growth & Development 10% 12% 6% 9% 10% 9% 9%Social & Economic Vitality 1% 3% 6% 5% 5% 6% 4%

2022-2027 CIP | 21

Project Summary

2022-2027 CIP | 22

How to Interpret a Project Page

The 2022-2027 Capital Improvement Plan (CIP) includes 96 active projects. While each of these projects have a stated justification for including them in this plan, the City is not able to fund all of them. Many projects remain partially or fully unfunded, requiring the City to consider in future years identifying new revenue strategies if it wishes to complete some or all of these projects. In addition, including unfunded projects in the CIP also potentially makes the City eligible for grant funding.

The tables below show the total anticipated project costs by asset category, along with the revenues identified to support these costs. The last column tallies any portion of anticipated project costs that do not have an identified revenue source (i.e., remain unfunded). The first table details the six years of this CIP, while the second table also includes future years (beyond 2027).

These tables are intended to demonstrate that the funds necessary to support all of the project costs presented in the plan far outweigh the anticipated revenues. That said, funding sources are identified for all projects included in the plan for 2022 and 2023, although some of these funding sources are contingent on revenues materializing as forecasted. As discussed in previous sections, this CIP assumes that the City will be awarded the targeted grants identified by several projects. Similarly, as described in the Water, Sewer, Stormwater Sources section of this plan, the currently adopted utility rates only extend to 2025 and will need to be updated for future years with a new Utility Rate Study.

The following pages describe how to interpret the various financial data included in each project page, particularly regarding determining if a project is fully funded, partially funded, or unfunded.

Asset Category

Capital Equipment 331,000 331,000 - Municipal Facilities 33,321,107 10,313,307 23,007,800 Park & Trail 39,845,549 12,098,085 27,747,464 Sewer Utility 6,748,489 6,748,489 - Stormwater Utility 16,326,994 16,326,994 - Technology & Systems 3,196,285 3,196,285 - Transportation 82,509,071 54,568,518 27,940,553 Water Utility 17,047,078 17,047,078 - TOTAL 199,325,573 120,629,756 78,695,817

2022 - 2027Total Cost of

ProjectsTotal Identified

RevenueCosts without Identified

Revenue Source

Asset Category

Capital Equipment 331,000 331,000 - Municipal Facilities 33,321,107 10,313,307 23,007,800 Park & Trail 142,414,006 12,893,085 129,520,921 Sewer Utility 6,748,489 6,748,489 - Stormwater Utility 16,326,994 16,326,994 - Technology & Systems 3,196,285 3,196,285 - Transportation 205,450,071 54,568,518 150,881,553 Water Utility 18,664,051 18,664,051 - TOTAL 426,452,003 123,041,729 303,410,274

2022 - Future YearsCosts without Identified

Revenue SourceTotal Cost of

ProjectsTotal Identified

Revenue

2022-2027 CIP | 23

How to Interpret a Project Page

How to Interpret 2022 and 2023

The CIP balances revenues and expenditures in the first two years of the plan, as the project costs and available revenue are better known in the immediate years. In the example below, the $200,000 cost for design and engineering in 2022 is balanced by $200,000 from Real Estate Excise Tax (REET) 1 revenues. Special effort is made to balance revenues and expenditures for 2022 and 2023 to prepare for the annual budget processes, each of which will be conducted prior to the next update of the CIP in 2023. That said, the cost and funding assumptions in this CIP for 2022 and 2023 will be reevaluated prior to being included in a proposed annual budget to confirm that the cost estimates are still accurate, and the revenues have materialized. The costs and revenues shown in the following project pages are included solely as a planning tool.

How to Interpret 2024 and Beyond

If a project has identified expenditures in 2024 and beyond, assume that matching revenues in these years are not definite. In the example above, the project identifies $1,118,956 of expenditures in 2025 but has only identified $200,000 in revenues, leaving a funding gap of $918,956 for that year. It is important to note that even if revenues are identified to match the full anticipated expenditures, such as is the case in 2024 in the project above, the project may not “funded” in these years. For example, the requested $148,400 of REET 1 funds in 2024 may not be available that year as there may be other, unanticipated demands on REET 1 revenues, or REET 1 revenues may not materialize as forecast. The project cost and revenue assumptions for 2024 and beyond will be reevaluated as part of the 2024-2029 CIP to be prepared in 2023.

How to Know if a Project Will be Funded in 2024 and Beyond

To know how likely a project is to receive the identified revenue, please refer to the Funding Overview pages of this book to review revenue requests by funding source. For example, the above project requests $100,000 of REET 1 funds in 2026. The REET Fund forecast table in the Funding Overview section shows an estimated ending 2026 REET 1 balance of negative $70,383. This means that should all the projects funded by REET 1 in this CIP between 2022 and 2025 move forward as planned, there will not be any available REET 1 revenue available for the above project in 2026. To balance the demands on revenue sources such as REET 1 against forecasted revenues and planned expenditures, some projects may be delayed from the planned schedule until the needed funding becomes available from the requested source. Alternatively, another funding source may be identified over time to fill in the remaining needs.

Interpreting Estimated Annual Ongoing Costs

Each project identifies an estimated annual cost for operations and maintenance once the project is completed. It is important to note that the estimates provided are preliminary and subject to change and do not represent a commitment to include these values in an annual budget. The parameters and assumptions made for these estimates are project-specific, intending to demonstrate the magnitude of the annual ongoing costs associated with each project. They also serve as an initial effort to address an objective identified in the City’s Strategic Plan to plan for and budget operations and maintenance costs for all new capital projects.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 200,000 - 148,400 - 100,000 - -Mitigation/Impact Fees - Parks - - - 200,000 - - -Total Revenue 200,000 - 148,400 200,000 100,000 - -Design & Engineering 200,000 - 100,000 50,000 200,000 - 700,280Construction - - 40,000 890,800 - 920,800 1,726,500Inflation - - 8,400 84,672 12,000 138,120 436,820Contingency - - - 89,080 - 92,080 172,650Art Fund Contribution - - - 4,404 - 4,404 8,258Total Expenses 200,000 - 148,400 1,118,956 212,000 1,155,404 3,044,508

Net Revenue and Expenses - - - (918,956) (112,000) (1,155,404) (3,044,508)

2022-2027 CIP | 24

Capital Equipment

2022-2027 CIP | 25

Capital Equipment Summary

Project Number Project Name 2022 2023 2024 2025 2026 2027 6-Year CIP

TotalFuture Years

Overall Project Cost

EU 018 Street Division Utility Trucks Purchase 90,000 - 106,000 - - - 196,000 - 196,000 WT 019 Trailer Mounted Vacuum Excavator 135,000 - - - - - 135,000 - 135,000

225,000$ -$ 106,000$ -$ -$ -$ 331,000$ -$ 331,000$

6-Year Plan

2022-2027 CIP | 26

Equipment

Street Division Utility Trucks Purchase Project Number: EU 018 Strategic Plan Goal: Infrastructure Project Manager: Bennett Ashbaugh Starting Year: 2022 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Purchase additional vehicles for Street Operations division field employees, one in 2022 and another in 2024.

Project Justification The PW Streets Division currently has seven (7) crew members that are responsible for daily street right of way tasks, such as roadside mowing, shouldering, tree/branch trimming, pavement markings, asphalt patching, concrete repair, crack seal, etc. Currently, the lack of vehicles allocated to the Street Operations division for such tasks results in reduced efficiency and ability to adapt daily operations. In 2019, an additional employee for the Streets division was authorized for hire; however, the vehicle that was attached to that request was deferred. The last purchased vehicle assigned to the Street Operations division was in 2011.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 90,000 - 106,000 - - - -Total Revenue 90,000 - 106,000 - - - -Machinery & Equipment 90,000 - 100,000 - - - -Inflation - - 6,000Total Expenses 90,000 - 106,000 - - - -

Net Revenue and Expenses - - - - - - -

EU 018 - Street Division Utility Trucks Purchase

2022-2027 CIP | 27

Equipment

Trailer Mounted Vacuum Excavator Project Number: WT 019 Strategic Plan Goal: Infrastructure Project Manager: Greg Keith Starting Year: 2020 Completion Year: 2022 Estimated Annual Ongoing Costs*: $150 *Subject to change and does not represent a budget commitment Project Summary Purchase a trailer-mounted vacuum excavator with 1,000 cubic feet per minute vacuum pump and an 800-gallon debris tank.

Project Justification This piece of equipment will give Public Works Operations the ability to vacuum excavate to locate utilities, access and remove debris from valves, and excavate in confined narrow spaces for small City construction projects and continued operations of the City’s water system. The vacuum excavator will also assist with water valve turning, which decreases the risk of injury for employees.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 135,000 - - - - - -Total Revenue 135,000 - - - - - -Equipment 135,000 - - - - - -Total Expenses 135,000 - - - - - -


WT 019 - Trailer Mounted Vacuum Excavator

2022-2027 CIP | 28

Municipal Facilities

2022-2027 CIP | 29

Municipal Facilities Summary


TotalFuture Years


FC 001 Pool Roof and Ceiling Replacement - - - - - 2,323,545 2,323,545 - 2,323,545 FC 002 HVAC Capital Replacement Program 386,750 238,825 173,425 509,250 69,275 - 1,377,525 - 1,377,525 FC 003 Roof Capital Replacement Program - 413,732 - 277,283 - - 691,015 - 691,015 FC 004 Flooring Capital Replacement Program 176,333 - - - - - 176,333 - 176,333 FC 013 Maintenance Facility Phase 2 - Design - - 212,000 218,000 162,000 - 592,000 - 592,000 FC 018 Issaquah Highlands Storage Site - - 159,000 1,881,450 - - 2,040,450 - 2,040,450 FC 019 Maintenance Facility Improvements 329,600 - - - - - 329,600 - 329,600 FC 020 Parking Building Expansion 206,000 2,163,000 - - - - 2,369,000 - 2,369,000 FC 027 New Fire Station 71 - - 7,536,500 15,471,300 - - 23,007,800 - 23,007,800 FC 028 Ek House Improvement Project - - - - - 197,606 197,606 - 197,606

FC 029 Fire Alarm Panel Replacement Main City Hall / IPD 106,233 - - - - - 106,233 - 106,233

TC 005 Upgrade Public Works Operations HVAC Control System 110,000 - - - - - 110,000 - 110,000

1,314,916$ 2,815,557$ 8,080,925$ 18,357,283$ 231,275$ 2,521,151$ 33,321,107$ -$ 33,321,107$

6-Year Plan

2022-2027 CIP | 30

Facility

Pool Roof and Ceiling Replacement Project Number: FC 001 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2018 Completion Year: 2027 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Two-phase project to remove and replace the roof and ceiling system in the Julius Boehm Pool.

Project Justification Phase I of this project was completed in 2018, removing the exterior roofing system. Phase II of this project, anticipated for 2027, ensures structural integrity of the Julius Boehm Pool. Existing insulating materials that are outdated, under perform, and do not meet today's energy code requirements will be replaced with highly efficient modern materials that align with City goals for sustainable, green building strategies.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - - - - 2,323,545 -Total Revenue - - - - - 2,323,545 -Design & Engineering - - - - - 206,111 -Construction - - - - - 1,645,157 -Inflation - - - - - 278,924 -Contingency - - - - - 185,127 -Art Fund Contribution - - - - - 8,226 -Total Expenses - - - - - 2,323,545 -


FC 001 - Pool Roof and Ceiling Replacement

2022-2027 CIP | 31

Facility

HVAC Capital Replacement Program Project Number: FC 002 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2020 Completion Year: 2026 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Install energy efficient heating, ventilation, and air conditioning (HVAC) systems in City facilities that are at or beyond the end of their expected useful life.

Project Justification Proactive replacement anticipates machine failures and avoids costly measures associated with inoperable heating and cooling systems. Outdated heating and cooling systems require more maintenance and repairs, are less efficient, and are more likely to fail during extreme weather conditions, negatively affecting indoor air quality, climate control, and tenant comfort. Replacing these systems before failure allows staff to evaluate system replacement options, weigh alternatives, and install more efficient and cost-effective systems before systems fail.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 386,750 238,825 99,278 509,250 69,275 - -Water Revenues - - 31,778 - - - -Sewer Revenues - - 10,591 - - - -Stormwater Revenues - - 31,778 - - - -Total Revenue 386,750 238,825 173,425 509,250 69,275 - -Design & Engineering - - 67,500 - 6,000 - -Construction 350,000 210,391 82,004 425,990 50,551 - -Inflation - 6,343 8,971 38,531 6,816 - -Contingency 35,000 21,039 14,950 42,599 5,655 - -Art Fund Contribution 1,750 1,052 - 2,130 253 - -Total Expenses 386,750 238,825 173,425 509,250 69,275 - -


FC 002 - HVAC Capital Replacement Program

2022-2027 CIP | 32

Facility

Roof Capital Replacement Program Project Number: FC 003 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2020 Completion Year: 2025 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Replace roofing systems in City facilities that are beyond the end of their expected useful life.

Project Justification Proactive replacement prevents roofing system failures before they develop. Aged roofing systems require more maintenance and repairs and are more likely to leak, resulting in additional interior repairs. The City's proactive roof replacement program tracks roofing systems approaching the end of their useful life, allowing adequate time to evaluate options, weigh alternatives, and avoid additional damages.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - 413,732 - 277,283 - - -Total Revenue - 413,732 - 277,283 - - -Design & Engineering - 30,000 - 20,786 - - -Construction - 334,610 - 211,257 - - -Inflation - 10,988 - 20,980 - - -Contingency - 36,461 - 23,204 - - -Art Fund Contribution - 1,673 - 1,056 - - -Total Expenses - 413,732 - 277,283 - - -


FC 003 - Roof Capital Replacement Program

2022-2027 CIP | 33

Facility

Flooring Capital Replacement Program Project Number: FC 004 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2020 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Replace carpets, tiles, and other flooring finishes in City buildings that are beyond the end of their expected useful life.

Project Justification A proactive approach to replace flooring before complete failure protects sub-flooring, maintains aesthetic standards, and allows time to consider options and weigh alternatives before safety issues arise.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 176,333 - - - - - -Total Revenue 176,333 - - - - - -Design & Engineering 18,000 - - - - - -Construction 141,659 - - - - - -Contingency 15,966 - - - - - -Art Fund Contribution 708 - - - - - -Total Expenses 176,333 - - - - - -


FC 004 - Flooring Capital Replacement Program

2022-2027 CIP | 34

Facility

Maintenance Facility Phase 2 - Design Project Number: FC 013 Strategic Plan Goal: Infrastructure Project Manager: Harvey Walker Starting Year: 2024 Completion Year: 2026 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Purchase or identify City owned property for facility expansion as part of Phase II of the City's Maintenance Facilities Master Plan.

Project Justification Public Works Operations has reached capacity at its current facility and continues to grow as the City adds new development infrastructure and regulations require service level changes. Parks and Facilities Maintenance and the IT group have also outgrown their current facilities. Per the approved Maintenance Facility Master Plan, design for Phase II includes Parks and Facilities Maintenance requirements as well as expansion areas for Public Works Operations. IT is not included in the original Master Plan but may be included, as required. This project may provide the opportunity to complete the Public Works merger by including office space for Public Works Engineering staff in the design of the facility.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - 63,600 65,400 48,600 - -Water Revenues - - 63,600 65,400 48,600 - -Sewer Revenues - - 21,200 21,800 16,200 - -Stormwater Revenues - - 63,600 65,400 48,600 - -Total Revenue - - 212,000 218,000 162,000 - -Design & Engineering - - 200,000 200,000 132,787 - -Inflation - - 12,000 18,000 15,934 - -Contingency - - - - 13,279 - -Total Expenses - - 212,000 218,000 162,000 - -


FC 013 - Maintenance Facility Phase 2 - Design

2022-2027 CIP | 35

Facility

Issaquah Highlands Storage Site Project Number: FC 018 Strategic Plan Goal: Infrastructure Project Manager: Harvey Walker Starting Year: 2024 Completion Year: 2025 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Design and construct storage facilities in the Issaquah Highlands for Public Works Operations and Parks Maintenance equipment and supplies.

Project Justification A remote storage facility located in the Issaquah Highlands was envisioned at the development's conception, included in the two party (Port Blakely and the City of Issaquah) agreement, and subsequent City of Issaquah capital improvement plans. The project increases productivity with trip time reductions and local storage of frequently used materials.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - 47,700 - - - -Water Revenues - - 47,700 - - - -Utility-Supported Debt or Utility Fund Balance - - - 1,881,450 - - -Sewer Revenues - - 15,900 - - - -Stormwater Revenues - - 47,700 - - - -Total Revenue - - 159,000 1,881,450 - - -Design & Engineering - - 150,000 - - - -Construction - - - 1,581,050 - - -Inflation - - 9,000 142,295 - - -Contingency - - - 158,105 - - -Total Expenses - - 159,000 1,881,450 - - -


FC 018 - Issaquah Highlands Storage Site

2022-2027 CIP | 36

Facility

Maintenance Facility Improvements Project Number: FC 019 Strategic Plan Goal: Infrastructure Project Manager: Harvey Walker Starting Year: 2022 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Pave public works operations storage area and install covered storage racks.

Project Justification Paving gravel storage areas improves storm-water quality, prevents spills from infiltrating gravel surfaces into groundwater, improves operational efficiencies by eliminating weed control and grading. Paving ensures a solid surface for safe forklift maneuvering and reduces equipment maintenance and reduces track out. Covered pallet racking is an action item from a Critical Aquifer Recharge Area (CARA) source control inspection.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues 329,600 - - - - - -Total Revenue 329,600 - - - - - -Construction 329,600 - - - - - -Total Expenses 329,600 - - - - - -


FC 019 - Maintenance Facility Improvements

2022-2027 CIP | 37

Facility

Parking Building Expansion Project Number: FC 020 Strategic Plan Goal: Infrastructure Project Manager: Harvey Walker Starting Year: 2022 Completion Year: 2023 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Add seven bays to the Public Works Maintenance Facility parking building.

Project Justification The parking building provides a minimally heated space for storing equipment sensitive to freezing and also provides space to keep loaded sanders from freezing during snow operations.

2022 2023 2024 2025 2026 2027 Future YearsMitigation/Impact Fees - General Government 61,800 - - - - - -Water Revenues 61,800 - - - - - -Sewer Revenues 20,600 - - - - -Utility-Supported Debt or Utility Fund Balance - 2,163,000 - - - - -Stormwater Revenues 61,800 - - - - - -Total Revenue 206,000 2,163,000 - - - - -Design & Engineering 206,000 - - - - - -Construction - 2,100,000 - - - - -Inflation - 63,000 - - - - -Total Expenses 206,000 2,163,000 - - - - -


FC 020 - Parking Building Expansion

2022-2027 CIP | 38

Facility

New Fire Station 71 Project Number: FC 027 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2020 Completion Year: 2025 Estimated Annual Ongoing Costs*: $15,000 *Subject to change and does not represent a budget commitment Project Summary The City is working in conjunction with Eastside Fire and Rescue to design and construct a new, permanent fire station within City limits.

Project Justification The new fire station will increase the capacity of Eastside Fire and Rescue to respond to the growing EMS and fire-related demands within Issaquah. This project will be at least partially funded by Fire Mitigation/Impact Fees but more analysis is needed in 2021 and 2022 to determine the amount of available funding.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - 6,496,983 - - - -Decommissioning - - - 180,000 - - -Construction - - - 12,762,642 - - -Inflation - - 389,819 1,170,581Contingency - - 649,698 1,294,264 - - -Art Fund Contribution - - - 63,813 - - -Total Expenses - - 7,536,500 15,471,300 - - -

Net Revenue and Expenses - - (7,536,500) (15,471,300) - - -

FC 027 - New Fire Station 71

2022-2027 CIP | 39

Facility

Ek House Improvement Project Project Number: FC 028 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2020 Completion Year: 2027 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Ek House Improvements Complimentary to Confluence Park.

Project Justification The Ek House is located on the Northeast corner of Confluence Park. In 2018, the Ek House received extensive damage due to arson. After filing an insurance claim, the City received approximately $197,600 to cover damages. This project dedicates this funding for Ek House improvements and modifications. Public engagement and community conversations are necessary to determine future use of this facility and how to best incorporate that use into the functionality of Confluence Park.

2022 2023 2024 2025 2026 2027 Future YearsWCIA Insurance Claim - - - - - 197,606 -Total Revenue - - - - - 197,606 -Construction - - - - - 165,298 -Inflation - - - - - 14,952 -Contingency - - - - - 16,530 -Art Fund Contribution - - - - - 826 -Total Expenses - - - - - 197,606 -


FC 028 - Ek House Improvement Project

2022-2027 CIP | 40

Facility

Fire Alarm Panel Replacement Main City Hall / IPD Project Number: FC 029 Strategic Plan Goal: Infrastructure Project Manager: Ric Patterson Starting Year: 2022 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Replace 20+ year old fire alarm panel Main City Hall/Issaquah Police Department.

Project Justification The manufacturer has discontinued parts for this fire alarm panel. Over time, any existing stock of replacement parts will dwindle and repairs will not be an option. This could potentially leave areas or zones without early warning fire protection.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 106,233 - - - - - -Total Revenue 106,233 - - - - - -Design & Engineering 21,090 - - - - - -Construction 75,144 - - - - - -Contingency 9,623 - - - - - -Art Fund Contribution 376 - - - - - -Total Expenses 106,233 - - - - - -


FC 029 - Fire Alarm Panel Replacement Main City Hall / IPD

2022-2027 CIP | 41

Facility

Upgrade Public Works Operations HVAC Control System Project Number: TC 005 Strategic Plan Goal: Infrastructure Project Manager: Harvey Walker Starting Year: 2022 Completion Year: 2022 Estimated Annual Ongoing Costs*: -$1,000 *Subject to change and does not represent a budget commitment Project Summary Upgrade and update original Alerton HVAC control system at the Public Works Operations building.

Project Justification The HVAC software control system from 2002 is no longer supported. An energy audit identified several opportunities to increase building efficiency, but these improvements depend on updated sensors and software.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 33,000 - - - - - -Water Revenues 33,000 - - - - - -Sewer Revenues 11,000 - - - - - -Stormwater Revenues 33,000 - - - - - -Total Revenue 110,000 - - - - - -System Upgrade 110,000 - - - - - -Total Expenses 110,000 - - - - - -


TC 005 - Upgrade Public Works Operations HVAC Control System

2022-2027 CIP | 42

Park & Trail

2022-2027 CIP | 43

Park & Trail Summary


Total Future Years Overall Project Cost

PK 008 Bike Skills Elements 93,308 - 358,308 - - - 451,616 - 451,616 PK 010 Confluence Park - - - - 627,402 - 627,402 28,069,634 28,697,036

PK 012 Valley Trail and Creekside (Sensitive Land) Acquisitions 344,500 354,835 630,170 648,005 665,840 683,675 3,327,025 15,340,000 18,667,025

PK 014 Gateway Park Improvements - - - - 280,000 46,000 326,000 2,179,259 2,505,259 PK 018 Dog Park - 45,243 534,001 - - - 579,244 - 579,244 PK 021 Rainier Trail - - - - 112,000 1,100,593 1,212,593 7,028,265 8,240,858 PK 030 Playground Equipment Replacement - - - 414,739 - 619,559 1,034,298 1,883,881 2,918,179 PK 032 Hillside Acquisition 260,000 267,800 275,600 310,650 319,200 333,500 1,766,750 2,295,000 4,061,750 PK 036 Central Park Pad #2 - - - - 258,720 3,612,938 3,871,658 - 3,871,658 PK 039 Placemaking (Site Amenities) - 128,750 - 136,250 168,000 200,250 633,250 885,000 1,518,250

PK 041 Veterans Memorial Field / Depot Park / Pedestrian Park - 262,500 1,357,635 - - 402,500 2,022,635 15,232,325 17,254,960

PK 042 Tibbetts Valley Park - - - 163,500 7,048,625 345,000 7,557,125 15,232,325 22,789,450 PK 043 Pickering Barn Park - - - 272,500 14,000 4,332,765 4,619,265 5,046,153 9,665,418 PK 044 Wayfinding and Park Signage 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 3,519,214 4,719,214 PK 045 Creek Corridor 200,000 - 148,400 1,118,956 212,000 1,155,404 2,834,760 3,044,508 5,879,268 PK 056 Harvey Manning Park Expansion 367,901 - - 400,888 1,386,597 - 2,155,386 - 2,155,386 TL 005 East Sunset Trailhead - - - - 244,160 2,888,510 3,132,670 - 3,132,670 TL 007 2nd Avenue & Rainier Trailhead - - - - - 313,663 313,663 1,632,893 1,946,556 TL 008 Central Park to Valley Trail - - - 294,300 - 1,444,255 1,738,555 - 1,738,555 TL 009 Tibbetts Creek Trail - - - - - 115,000 115,000 1,180,000 1,295,000 TL 021 Trail Repair Program 50,644 52,163 53,683 55,202 56,721 58,241 326,654 - 326,654

1,516,353$ 1,311,291$ 3,557,797$ 4,014,990$ 11,593,265$ 17,851,853$ 39,845,549$ 102,568,457$ 142,414,006$

6-Year Plan

2022-2027 CIP | 44

Park & Trail

Bike Skills Elements (Previously named Central Park Bike Skills Park) Project Number: PK 008 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2015 Completion Year: 2024 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Locate, design, and construct a bike skills element including a challenge course and pump track, within Issaquah park land. Initially conceived as a concentrated set of elements under the BPA powerlines in Central Park, this project will seek alternate locations through community engagement and consultation with project partner, Evergreen Mountain Bike Alliance.

Project Justification The Parks Strategic Plan identified the Bike Skills park (project 38) as a near-term priority. Port Blakely dedicated the City funds to develop a bike skills element, and the project has remained a community priority since.

2022 2023 2024 2025 2026 2027 Future YearsKing County Parks Levy 93,308 - 100,000 - - - -Mitigation/Impact Fees - Parks - 258,308Total Revenue 93,308 - 358,308 - - - -Design & Engineering 30,000 - 19,080 - - - -Construction 57,803 - 289,838 - - - -Inflation - - 18,535 - - - -Contingency 5,505 - 29,177 - - - -Art Fund Contribution - - 1,678 - - - -Total Expenses 93,308 - 358,308 - - - -


PK 008 - Bike Skills Elements

2022-2027 CIP | 45

Park & Trail

Confluence Park Project Number: PK 010 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Jennifer Fink Starting Year: 2013 Completion Year: Future Years Estimated Annual Ongoing Costs*: $1,000 *Subject to change and does not represent a budget commitment Project Summary A multi-phased Confluence Park master plan, the 2026 phase includes the continuation of the recently completed turf improvements by installing path lighting and lawn edging. Future phases per the master plan include a bridge over the East Fork of Issaquah Creek, Ek House restoration, a larger playground area, a beach volleyball area, a restroom, parking lot, and streetscape improvements.

Project Justification The Parks Strategic Plan identifies Confluence Park (project 14) as a long-term project with near and mid-term facets. This park is highly used and valued by residents, bridges Central Issaquah to Olde Town, and is a source of revenue through event and day-use rentals.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - - - 250,000 - -Total Revenue - - - - 250,000 - -Design & Engineering - - - - 10,000 - 795,000Construction - - - - 500,002 - 23,449,553Inflation - - - - 61,200 - 1,329,240Contingency - - - - 53,144 - 2,427,824Art Fund Contribution - - - - 3,056 - 68,017Total Expenses - - - - 627,402 - 28,069,634

Net Revenue and Expenses - - - - (377,402) - (28,069,634)

PK 010 - Confluence Park

2022-2027 CIP | 46

Park & Trail

Valley Trail and Creekside (Sensitive Land) Acquisitions Project Number: PK 012 Strategic Plan Goal: Infrastructure

Mobility Environmental Stewardship

Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: $10,000 *Subject to change and does not represent a budget commitment Project Summary Acquire creek-side and sensitive land areas for the preservation of natural habitats and fulfillment of the Green Necklace vision, recreation, and connectivity. Achieve acquisitions that fulfill the vision set forth in the Parks Strategic Plan’s Creek Corridor (project 16 – pg. 52), the Green Necklace Plan (chapter 7 - pg. 109), and the Issaquah Creek Waterways program. Additionally, this acquisition program fulfills the City's vision to protect Issaquah's natural resources, including salmon preservation, stormwater management.

Project Justification The Parks Strategic Plan identifies the Valley Trail Creekside Acquisitions (project 16) as a near-term project. The City has used funds to match King County Conservation Futures Tax funds and other grant opportunities to leverage land purchases.

2022 2023 2024 2025 2026 2027 Future YearsGrant - County - - 200,000 200,000 200,000 200,000 -Real Estate Excise Tax 1 344,500 354,835 - - - - -Total Revenue 344,500 354,835 200,000 200,000 200,000 200,000 -Acquisition/ROW 269,500 269,500 519,500 519,500 519,500 519,500 13,000,000Demolition/Land Preparation 75,000 75,000 75,000 75,000 75,000 75,000 -Inflation - 10,335 35,670 53,505 71,340 89,175 2,340,000Total Expenses 344,500 354,835 630,170 648,005 665,840 683,675 15,340,000

Net Revenue and Expenses - - (430,170) (448,005) (465,840) (483,675) (15,340,000)

PK 012 - Valley Trail and Creekside (Sensitive Land) Acquisitions

2022-2027 CIP | 47

Park & Trail

Gateway Park Improvements Project Number: PK 014 Strategic Plan Goal: Infrastructure

Growth and Development Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $10,000 *Subject to change and does not represent a budget commitment Project Summary The Gateway Development (now Anthology) dedicated partially improved park land, a trail corridor, and a wetland to the City for nearby residents and provides trail access to both Newport Way and 19th Avenue NW. This project will provide improvements to the park. Public engagement within the Newport neighborhood will determine what those park improvements will be.

Project Justification The Parks Strategic Plan identifies the Gateway Park Improvements (project 13) as a near-term project. This newly dedicated City park land requires further improvements to meet community recreational needs.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - - - 250,000 - -Construction - - - - - 40,000 1,694,075Inflation - - - - 30,000 6,000 304,934Contingency - - - - - - 169,408Art Fund Contribution - - - - - - 10,842Total Expenses - - - - 280,000 46,000 2,179,259

Net Revenue and Expenses - - - - (280,000) (46,000) (2,179,259)

PK 014 - Gateway Park Improvements

2022-2027 CIP | 48

Park & Trail

Dog Park Project Number: PK 018 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: 2024 Estimated Annual Ongoing Costs*: $15,000 *Subject to change and does not represent a budget commitment Project Summary Create an off-leash dog park at Tibbetts Valley Park, as identified through a public engagement process, providing a unique park asset within the City's park system. Community feedback and use patterns learned throughout the current dog park tour of interim locations will help to shape the scope of this project, and better inform the broader approach taken in providing off-leash dog facilities within the Issaquah park system.

Project Justification The Parks Strategic Plan identifies the Dog Park (project 32) as a near-term project. The City does not currently have a permanent off-leash facility within the park system. An off-leash facility has been highly sought after by community residents for quite some time.

2022 2023 2024 2025 2026 2027 Future YearsKing County Parks Levy - 45,243 - - - - -Mitigation/Impact Fees - Parks - - 534,001 - - - -Total Revenue - 45,243 534,001 - - - -Design & Engineering - 20,000 - - - - -Construction - 23,925 456,410 - - - -Inflation - 1,318 27,085 - - - -Contingency - - 47,849 - - - -Art Fund Contribution - - 2,657 - - - -Total Expenses - 45,243 534,001 - - - -


PK 018 - Dog Park

2022-2027 CIP | 49

Park & Trail

Rainier Trail Project Number: PK 021 Strategic Plan Goal: Infrastructure

Mobility Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Utilize and enhance the existing Rainier Trail corridor to create a more intuitive trail connection as it enters Central Issaquah. The Rainier Trail is a mostly off right-of-way trail and the primary non-motorized corridor through Olde Town. Its intersection with the East Lake Sammamish Trail to the north and Park Pointe/West Tiger Mountain to the south provides a regional connection and is a vital component of the broader Issaquah Creek Corridor vision. This trail also connects Confluence Park, Veterans Memorial Park, and the Issaquah Community Center.

Project Justification The Parks Strategic Plan identifies the Rainier Trail Corridor (project 23) as a near-term, mid-term, and long-term project. As an anchor of the park system, the Creek Corridor and Rainier Trail are also important connective features of the Green Necklace. Improvements to this corridor are important for connectivity, recreation, mobility, and the City's identity as pedestrians traverse the City, connecting Olde Town to Central Issaquah's core and natural resources.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - - - 100,000 - 500,000Construction - - - - - 871,992 5,218,589Inflation - - - - 12,000 130,799 1,029,346Contingency - - - - - 92,484 264,089Art Fund Contribution - - - - - 5,318 16,241Total Expenses - - - - 112,000 1,100,593 7,028,265

Net Revenue and Expenses - - - - (112,000) (1,100,593) (7,028,265)

PK 021 - Rainier Trail

2022-2027 CIP | 50

Park & Trail

Playground Equipment Replacement Project Number: PK 030 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Evaluate and replace playground equipment as part of an ongoing lifecycle replacement program.

Project Justification Playground inspections and safety are of utmost importance. Parks with varying aged equipment are replaced throughout the park system in a staggered and as-needed basis.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - - 2,000 - 5,000 30,000Construction - - - 345,300 - 489,175 1,438,750Inflation - - - 31,257 - 74,126 264,375Contingency - - - 34,530 - 48,918 143,875Art Fund Contribution - - - 1,652 - 2,340 6,881Total Expenses - - - 414,739 - 619,559 1,883,881

Net Revenue and Expenses - - - (414,739) - (619,559) (1,883,881)

PK 030 - Playground Equipment Replacement

2022-2027 CIP | 51

Park & Trail

Hillside Acquisition Project Number: PK 032 Strategic Plan Goal: Infrastructure


Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: $7,500 *Subject to change and does not represent a budget commitment Project Summary Acquire forest hillside land to preserve Issaquah's character, protect the native environment, and provide recreational opportunities. Properties that connect to or link adjacent public parkland (City or regional) are considered a higher priority.

Project Justification The Parks Strategic Plan identifies Hillside Acquisitions (project 44) as a near-term project.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 260,000 267,800 275,600 310,650 319,200 333,500 795,000Total Revenue 260,000 267,800 275,600 310,650 319,200 333,500 795,000Acquisition/ROW 210,000 210,000 210,000 215,000 215,000 215,000 1,870,000Demolition/Land Preparation 50,000 50,000 50,000 70,000 70,000 75,000 75,000Inflation - 7,800 15,600 25,650 34,200 43,500 350,000Total Expenses 260,000 267,800 275,600 310,650 319,200 333,500 2,295,000

Net Revenue and Expenses - - - - - - (1,500,000)

PK 032 - Hillside Acquisition

2022-2027 CIP | 52

Park & Trail

Central Park Pad #2 Project Number: PK 036 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: 2027 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Improve the two baseball and softball fields at Pad #2 to accommodate more age groups, increase play, and enhance the park's overall functionality and amenities.

Project Justification The Parks Strategic Plan identifies Central Park Pad #2 (project 35) as a near-term project. Converting fields to artificial turf promotes year-round use. Improvements that further build usage capacity may also include further amenities such as parking lot and tennis court lighting, pathways, play area(s), picnic shelter(s), restroom, and a drinking fountain.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State - - - - - 200,000 -Grant - County - - - - - 150,000 -Real Estate Excise Tax 1 - - - - 258,720 - -Mitigation/Impact Fees - Parks - - - - - 650,000 -Total Revenue - - - - 258,720 1,000,000 -Design & Engineering - - - - 220,000 2,000 -Construction - - - - 11,000 2,877,500Inflation - - - - 27,720 431,925 -Contingency - - - - - 287,750 -Art Fund Contribution - - - - - 13,763 -Total Expenses - - - - 258,720 3,612,938 -

Net Revenue and Expenses - - - - - (2,612,938) -

PK 036 - Central Park Pad #2

2022-2027 CIP | 53

Park & Trail

Placemaking (Site Amenities) Project Number: PK 039 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2020 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: $1,000 *Subject to change and does not represent a budget commitment Project Summary Ongoing investment that encourages outdoor active and passive park use with well-located picnic shelters, benches, tables, lighting, and other site furnishings.

Project Justification The Parks Strategic Plan identifies Placemaking (project 10) as a near-term priority.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - 128,750 - 136,250 168,000 200,250 -Total Revenue - 128,750 - 136,250 168,000 200,250 -Site Amenities - 125,000 - 125,000 150,000 175,000 750,000Inflation - 3,750 - 11,250 18,000 25,250 135,000Total Expenses - 128,750 - 136,250 168,000 200,250 885,000

Net Revenue and Expenses - - - - - - (885,000)

PK 039 - Placemaking (Site Amenities)

2022-2027 CIP | 54

Park & Trail

Veterans Memorial Field / Depot Park / Pedestrian Park Project Number: PK 041 Strategic Plan Goal: Infrastructure

Growth and Development Social and Economic Vitality

Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $15,000 *Subject to change and does not represent a budget commitment Project Summary These three adjoining parks are strategically located in the heart of Olde Town. This project will complete a comprehensive master plan to create a cohesive vision that activates these park spaces, creates gathering spaces, and expands recreational opportunities to better support historical downtown, community needs, and activity around City Hall, the Senior Center, and the Depot. Phase 1 of the project (in 2022 and 2023) will focus on Pedestrian Park.

Project Justification The Parks Strategic Plan identifies Veterans Memorial Field / Depot Park / Pedestrian Park (project 19) as a near-term priority. These three adjoining parks are in Olde Town. A comprehensive master plan is underway and will collectively activate park spaces, create gathering spaces, and expand recreational opportunities beyond the existing baseball diamond and playground. This combined park is a primary activity node along the Creek Corridor.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - 262,500 357,635 - - - -Mitigation/Impact Fees - Parks - - 1,000,000 - - - -Total Revenue - 262,500 1,357,635 - - - -Design & Engineering - 242,718 50,000 - - 350,000 400,000Construction - 12,136 1,146,906 - - - 11,510,000Inflation - 7,646 36,056 - - 52,500 2,143,800Contingency - 119,691 - - - 1,151,000Art Fund Contribution - 4,982 - - - 27,525Total Expenses - 262,500 1,357,635 - - 402,500 15,232,325

Net Revenue and Expenses - - - - - (402,500) (15,232,325)

PK 041 - Veterans Memorial Field / Depot Park / Pedestrian Park

2022-2027 CIP | 55

Park & Trail

Tibbetts Valley Park Project Number: PK 042 Strategic Plan Goal: Infrastructure

Growth and Development Environmental Stewardship

Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $15,000 *Subject to change and does not represent a budget commitment Project Summary This 30-acre community park is an anchor park within the Issaquah system and is strategically located next to Central Issaquah and Squak Mountain. A complete master plan update through public engagement is needed to outline a vision for phased redevelopment of this park to further support year-round field activities, new gathering spaces, and unique park experiences. Each phase of project implementation will have detailed design prior to construction. The first phase is yet to be determined.

Project Justification A master plan update is currently underway and will inform future park improvements. Park reconstruction may be phased and fall into mid- or long-term phases. Each phase of work will require detailed construction document design prior to construction. The Parks Strategic Plan identifies Tibbetts Valley Park (project 48) as a near-term priority, though park construction may be phased into mid- or long-term phases.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State - - - - 500,000 - -Grant - County - - - - 75,000 - -Mitigation/Impact Fees - Parks - - - 163,500 500,000 - -Total Revenue - - - 163,500 1,075,000 - -Design & Engineering - - - 150,000 - 300,000 400,000Construction - - - - 5,755,000 - 11,510,000Inflation - - - 13,500 690,600 45,000 2,143,800Contingency - - - - 575,500 - 1,151,000Art Fund Contribution - - - - 27,525 - 27,525Total Expenses - - - 163,500 7,048,625 345,000 15,232,325

Net Revenue and Expenses - - - - (5,973,625) (345,000) (15,232,325)

PK 042 - Tibbetts Valley Park

2022-2027 CIP | 56

Park & Trail

Pickering Barn Park Project Number: PK 043 Strategic Plan Goal: Infrastructure

Social and Economic Vitality Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: Future Years Estimated Annual Ongoing Costs*: $15,000 *Subject to change and does not represent a budget commitment Project Summary Integrate the Pickering Barn and surrounding Park with the neighboring Pickering Trail. Collectively this area serves as a pedestrian gateway between Issaquah and Lake Sammamish State Park. Master planning and public engagement will establish a vision for future construction.

Project Justification The Parks Strategic Plan identifies Pickering Barn Park (project 22) as a near-term project. Future improvements include enhanced park and recreational experiences that promote community gathering, including the Farmer's Market. A master plan will need to be created to enhance this critical piece of the Creek Corridor. Improvements will enhance the community experience through recreation, facility rental, and as a community gathering space.

2022 2023 2024 2025 2026 2027 Future YearsMitigation/Impact Fees - Parks - - - - - 250,000 -Total Revenue - - - - - 250,000 -Design & Engineering - - - 250,000 - - 500,280Construction - - - - 12,500 3,453,000 3,468,150Inflation - - - 22,500 1,500 517,950 714,317Contingency - - - - - 345,300 346,815Art Fund Contribution - - - - - 16,515 16,591Total Expenses - - - 272,500 14,000 4,332,765 5,046,153

Net Revenue and Expenses - - - (272,500) (14,000) (4,082,765) (5,046,153)

PK 043 - Pickering Barn Park

2022-2027 CIP | 57

Park & Trail

Wayfinding and Park Signage Project Number: PK 044 Strategic Plan Goal: Mobility

Social and Economic Vitality Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Standardize park and trail signage to improve user experience throughout Issaquah's parks, trails, and open spaces. This project has also expanded to include City-wide directional and monument signage at entry points.

Project Justification The Parks Strategic Plan identifies park signage and wayfinding improvements as an operational project (pg. 49) with future capital improvements as near-term priority. A wayfinding master plan and implementation planning is currently underway. City branding will be incorporated into monument, facility, park, directional, and other informational signs throughout Issaquah, and its facilities, parks, trails, trailheads, and open spaces.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 200,000 167,645 - - - - -Developer Contribution - 32,355 - - - - -Total Revenue 200,000 200,000 - - - - -Design & Engineering 14,481 14,097 13,732 13,386 13,056 12,743 218,968Construction 166,679 162,252 158,054 154,069 150,279 146,671 2,520,325Inflation - 5,312 10,348 15,131 19,679 24,008 495,043Contingency 18,116 17,635 17,179 16,745 16,334 15,941 273,929Art Fund Contribution 724 705 687 669 653 637 10,948Total Expenses 200,000 200,000 200,000 200,000 200,000 200,000 3,519,214

Net Revenue and Expenses - - (200,000) (200,000) (200,000) (200,000) (3,519,214)

PK 044 - Wayfinding and Park Signage

2022-2027 CIP | 58

Park & Trail

Creek Corridor Project Number: PK 045 Strategic Plan Goal: Infrastructure


Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $10,000 *Subject to change and does not represent a budget commitment Project Summary The Creek Corridor is Issaquah’s primary north-south corridor of parks and trails that serves as the anchor and primary feature of Issaquah’s park system. This is a multi-phase project that would create a series of parks, trails, and green spaces that would stretch from Lake Sammamish to the southern edge of the City at Squak Valley Park. The connectivity achieved with this project would also serve the regional public lands on West Tiger Mountain and Squak Mountain.

Project Justification The Parks Strategic Plan identifies the Creek Corridor Trail Connections (North, South, Central - project 18) as a near-term priority. As an anchor in the park system, the Creek Corridor is an important connective feature of the Green Necklace, providing recreation and mobility, connecting Olde Town to Central Issaquah's core and natural resources. Ongoing construction would follow in future years.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 200,000 - - - - - -Mitigation/Impact Fees - Parks - - - 200,000 - - -Total Revenue 200,000 - - 200,000 - - -Design & Engineering 200,000 - 100,000 50,000 200,000 - 700,280Construction - - 40,000 890,800 - 920,800 1,726,500Inflation - - 8,400 84,672 12,000 138,120 436,820Contingency - - - 89,080 - 92,080 172,650Art Fund Contribution - - - 4,404 - 4,404 8,258Total Expenses 200,000 - 148,400 1,118,956 212,000 1,155,404 3,044,508

Net Revenue and Expenses - - (148,400) (918,956) (212,000) (1,155,404) (3,044,508)

PK 045 - Creek Corridor

2022-2027 CIP | 59

Park & Trail

Harvey Manning Park Expansion Project Number: PK 056 Strategic Plan Goal: Infrastructure

Mobility Project Manager: Jennifer Fink Starting Year: 2018 Completion Year: 2026 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Expand Harvey Manning Park for more broad use, including day uses and regional trail connections.

Project Justification With acquisition of the Bergsma property, the opportunity to expand Harvey Manning Park and provide trail connectivity has become a near-term priority. The newly acquired expansion area will be retained for preservation but will permit minor improvements for day use such as benches, kiosks, picnic shelters, and regional trail connections to the adjacent King County trailhead, the valley floor, Tibbetts Valley Park, and the future Mountains to Sound Greenway Trail along Newport Way. Trail planning through the 33-acre site is currently underway, to be followed by final design, permitting, and eventual construction.

2022 2023 2024 2025 2026 2027 Future YearsKing County Parks Levy 48,510 - - 156,167 - - -Mitigation/Impact Fees - Parks 319,391 - - - - - -Total Revenue 367,901 - - 156,167 - - -Design & Engineering 50,000 - - 50,000 600,000 - -Construction 287,750 - - 287,750 578,025Inflation - - - 32,987 148,269 - -Contingency 28,775 - - 28,775 57,550 - -Art Fund Contribution 1,376 - - 1,376 2,753 - -Total Expenses 367,901 - - 400,888 1,386,597 - -

Net Revenue and Expenses - - - (244,721) (1,386,597) - -

PK 056 - Harvey Manning Park Expansion

2022-2027 CIP | 60

Park & Trail

East Sunset Trailhead Project Number: TL 005 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: 2027 Estimated Annual Ongoing Costs*: $10,000 *Subject to change and does not represent a budget commitment Project Summary Improve functionality and formalize improvements at the East Sunset Trailhead.

Project Justification The Parks Strategic Plan identifies the East Sunset Trailhead (project 28) as a long-term project. This capital project is intended to update the East Sunset Trailhead to improve water access and add a restroom. Future improvements will be closely coordinated with our partners. neighboring landowners, and the WA Department of Natural Resources.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - - - 200,000 - -Construction - - - - 18,000 2,302,000 -Inflation - - - - 26,160 345,300 -Contingency - - - - - 230,200 -Art Fund Contribution - - - - - 11,010 -Total Expenses - - - - 244,160 2,888,510 -

Net Revenue and Expenses - - - - (244,160) (2,888,510) -

TL 005 - East Sunset Trailhead

2022-2027 CIP | 61

Park & Trail

2nd Avenue & Rainier Trailhead Project Number: TL 007 Strategic Plan Goal: Infrastructure

Mobility Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: Future Years Estimated Annual Ongoing Costs*: $10,000 *Subject to change and does not represent a budget commitment Project Summary Formalize South 2nd Avenue and Rainier Trail intersection to encourage trail use and improve the overall trail network.

Project Justification This project was identified in the 2018 Parks Strategic Plan (project 27) as a near-term priority and is a supporting project to TL 005 - East Sunset Trailhead. As one of three trailheads to provide access to West Tiger Mountain, improvements to this trailhead will encourage active lifestyles and further connectivity.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - - - - 313,663 -Total Revenue - - - - - 313,663 -Design & Engineering - - - - - 22,750 130,600Construction - - - - - 250,000 1,151,000Inflation - - - - - 40,913 230,688Contingency - - - - - - 115,100Art Fund Contribution - - - - - - 5,505Total Expenses - - - - - 313,663 1,632,893


TL 007 - 2nd Avenue & Rainier Trailhead

2022-2027 CIP | 62

Park & Trail

Central Park to Valley Trail Project Number: TL 008 Strategic Plan Goal: Infrastructure

Mobility Project Manager: Jennifer Fink Starting Year: 2019 Completion Year: 2027 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Provide a trail connection from Central Park in the Issaquah Highlands down to the Issaquah/Preston Trail.

Project Justification The Parks Strategic Plan identifies the Central Park to Valley Trail (project 40) as a near-term project. This trail connection provides access to the Issaquah Preston Trail, providing a needed non-motorized connection.

2022 2023 2024 2025 2026 2027 Future YearsMitigation/Impact Fees - Parks - - - 192,750 - 300,000 -Real Estate Excise Tax 1 - - - 101,550 - 381,350 -Total Revenue - - - 294,300 - 681,350 -Design & Engineering - - - 250,000 - - -Construction - - - 20,000 - 1,151,000Inflation - - - 24,300 - 172,650 -Contingency - - - - - 115,100 -Art Fund Contribution - - - - - 5,505 -Total Expenses - - - 294,300 - 1,444,255 -

Net Revenue and Expenses - - - - - (762,905) -

TL 008 - Central Park to Valley Trail

2022-2027 CIP | 63

Park & Trail

Tibbetts Creek Trail Project Number: TL 009 Strategic Plan Goal: Infrastructure


Project Manager: Jennifer Fink Starting Year: 2025 Completion Year: Future Years Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary The Tibbetts Creek trail system is currently in progress via developer agreements and, once completed, will create an important connection of the Green Necklace for the Issaquah community.

Project Justification The Parks Strategic Plan identifies the Tibbetts Creek Trail (project 7) as a near term project. This area of the City has been somewhat isolated due to I-90, Tibbetts Creek, and other developments. With new trail connections being added to this part of the City, it is important to complete these connections and provide this area of town with right-of-way connections. Providing non-motorized trail connections will improve neighborhoods and add much needed connectivity to a section of town that has been isolated from recreational opportunities.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - - - - - 115,000 -Total Revenue - - - - - 115,000 -Design & Engineering - - - - - 100,000 -Construction - - - - - - 1,000,000Inflation - - - - - 15,000 180,000Total Expenses - - - - - 115,000 1,180,000


TL 009 - Tibbetts Creek Trail

2022-2027 CIP | 64

Park & Trail

Trail Repair Program Project Number: TL 021 Strategic Plan Goal: Infrastructure Project Manager: Jennifer Fink Starting Year: 2022 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This annual program will fund maintenance and trail repairs as needed throughout Issaquah's trail system.

Project Justification Annual funding for the trail repair program will augment operational budget authority.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 50,644 52,163 53,683 55,202 56,721 58,241 -Total Revenue 50,644 52,163 53,683 55,202 56,721 58,241 -Construction 50,644 50,644 50,644 50,644 50,644 50,644 -Inflation - 1,519 3,039 4,558 6,077 7,597 -Total Expenses 50,644 52,163 53,683 55,202 56,721 58,241 -


TL 021 - Trail Repair Program

2022-2027 CIP | 65

Sewer Utility

2022-2027 CIP | 66

Sewer Utility Summary


TotalFuture Years


SW 004 Sewer Rehabilitation Program - - 1,200,000 - 500,000 - 1,700,000 - 1,700,000 SW 009 Upper Sycamore Extension - - - 288,233 2,151,256 - 2,439,489 - 2,439,489

SW 010 Highlands Sewer Main Capacity and Redundancy Project 361,000 1,338,000 - - - - 1,699,000 - 1,699,000

SW 011 Front Street Lift Station Improvements 100,000 - 390,000 - - - 490,000 - 490,000 SW 015 Highlands Lift Station Improvements 30,000 - - - 390,000 - 420,000 - 420,000

491,000$ 1,338,000$ 1,590,000$ 288,233$ 3,041,256$ -$ 6,748,489$ -$ 6,748,489$

6-Year Plan

2022-2027 CIP | 67

Sewer Utility

Sewer Rehabilitation Program (Previously named Manhole rehabilitation Program) Project Number: SW 004 Strategic Plan Goal: Infrastructure Project Manager: Matt Ellis Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: -$6,000 *Subject to change and does not represent a budget commitment Project Summary Ongoing capital infrastructure maintenance project that identifies, repairs, and restores aging sewer infrastructure, including leaking manholes, deteriorating underground sewer mains, minor lift station repair, and replacement of sections of existing infrastructure where needed. This project was previously called “Manhole Rehabilitation Program” but has now been renamed to “Sewer Rehabiliation Program” and has been merged with the project previously called “SW 007 - Sewer System Rehabilitation Program.”

Project Justification This work initially focused on the sewer system in Greenwood Point/South Lake Sammamish neighborhood, which the City assumed from the City of Bellevue in 2017. In that area, the soil conditions, substandard construction, and deferred maintenance has resulted in a system that requires significant rehabilitation. The reconstruction, repair, and relining will help maintain system capacities, reduce inflow, reduce likelihood of sewer leaks, and reduce flow impacts to the King County Metro conveyance and treatment infrastructure. Once the Greenwood Point and South Lake Sammamish neighborhoods are complete, sewer rehabilitation will expand to other areas of the City in need of rehabilitation, including but not limited to Squak Mountain and areas of the Issaquah Highlands where the City has observed above normal inflow and infiltration. The renewal and/or restoration will prolong the serviceable life of sewer infrastructure and reduce the infiltration which helps maintain system capacities. The project also reduces hydraulic loading to the King County Metro conveyance and treatment infrastructure.

2022 2023 2024 2025 2026 2027 Future YearsSewer Revenues - - 1,200,000 - 500,000 - -Total Revenue - - 1,200,000 - 500,000 - -Construction - - 1,034,483 - 409,836 - -Inflation - - 62,069 - 49,180 - -Contingency - - 103,448 - 40,984 - -Total Expenses - - 1,200,000 - 500,000 - -


SW 004 - Sewer Rehabilitation Program

2022-2027 CIP | 68

Sewer Utility

Upper Sycamore Extension Project Number: SW 009 Strategic Plan Goal: Infrastructure


Project Manager: Gary Schimek Starting Year: 2024 Completion Year: 2026 Estimated Annual Ongoing Costs*: $4,820 *Subject to change and does not represent a budget commitment Project Summary Construct an eight-inch sewer main at Upper Sycamore to enable existing residents to transition from on-site septic systems and connect to sewer.

Project Justification This project would enable existing residents to abandon on-site septic systems and connect to sewer. There are a number of systems in the area that are characterized as in a state of "pre-failure." If sewer were available, they would be able to connect prior to failure.

2022 2023 2024 2025 2026 2027 Future YearsSewer Revenues - - - 288,233 2,151,256 - -Total Revenue - - - 288,233 2,151,256 - -Design & Engineering - - - 229,213 - - -Construction - - - 13,000 1,763,325 - -Inflation - - - 21,799 211,599 - -Contingency - - - 24,221 176,332 - -Total Expenses - - - 288,233 2,151,256 - -


SW 009 - Upper Sycamore Extension

2022-2027 CIP | 69

Sewer Utility

Highlands Sewer Main Capacity and Redundancy Project Project Number: SW 010 Strategic Plan Goal: Infrastructure Project Manager: Matt Ellis Starting Year: 2020 Completion Year: 2023 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Design and construct a redundant sewer main from the Highlands Community to the I-90 undercrossing, to provide a redundant and larger capacity conveyance system for the Highlands Community. Work will include revising or replacing the existing energy dissipater and drop structures behind the Public Works Operations Center to create a safer and more reliable system that can handle the sewer flow from the Highlands community.

Project Justification Currently, all sewage from the Highlands community is conveyed through one pipe that runs from 5th Avenue NE to the Public Works Operations Facility over a steep slope. The current system was constructed more than 20 years ago, when the planned use was different than the current application. The system is experiencing higher demands and higher flow than for what it was originally designed. Additionally, this system is the only sewer connection from the Highlands to the valley floor, with no redundancy. Work would provide a redundant system and provide additional capacity and protection to protect critical facilities at the Public Works Operations Facility. Work would also improve the existing energy dissipater to remove drop structures and sharp bends in the system that are creating increased wear on the system and odor issues.

2022 2023 2024 2025 2026 2027 Future YearsSewer Revenues 361,000 1,338,000 - - - - -Total Revenue 361,000 1,338,000 - - - - -Design & Engineering 361,000 - - - - - -Construction & Permitting - 1,184,071 - - - - -Inflation - 35,522 - - - - -Contingency - 118,407 - - - - -Total Expenses 361,000 1,338,000 - - - - -


SW 010 - Highlands Sewer Main Capacity and Redundancy Project

2022-2027 CIP | 70

Sewer Utility

Front Street Lift Station Improvements Project Number: SW 011 Strategic Plan Goal: Infrastructure Project Manager: Matt Ellis Starting Year: 2021 Completion Year: 2024 Estimated Annual Ongoing Costs*: -$4,000 *Subject to change and does not represent a budget commitment Project Summary Evaluate and upgrade lift station due to increased pump usage during high storm events. Improvements will need to occur prior to anticipated development and potential public sewer connections from private septic systems upstream of the lift station.

Project Justification Evaluate the existing lift station capacity for anticipated additional flows upstream from future development and potential connections from private septic systems. The existing lift station was constructed in the 1990's. Work will include an evaluation of the current lift station with a potential for upgrades to current standards.

2022 2023 2024 2025 2026 2027 Future YearsSewer Revenues 100,000 - 390,000 - - - -Total Revenue 100,000 - 390,000 - - - -Design & Engineering 100,000 - - - - - -Construction - - 336,207 - - - -Inflation - - 20,172 - - -Contingency - - 33,621 - - - -Total Expenses 100,000 - 390,000 - - - -


SW 011 - Front Street Lift Station Improvements

2022-2027 CIP | 71

Sewer Utility

Highlands Lift Station Improvements Project Number: SW 015 Strategic Plan Goal: Infrastructure


Project Manager: Matt Ellis Starting Year: 2022 Completion Year: 2026 Estimated Annual Ongoing Costs*: -$20,000 *Subject to change and does not represent a budget commitment Project Summary Evaluate and upgrade aging lift station.

Project Justification The existing lift station was constructed in the early 2000's. Work on this project will include an evaluation of the current lift station and force main with a potential for upgrades to current standards.

2022 2023 2024 2025 2026 2027 Future YearsSewer Revenues 30,000 - - - 390,000 - -Total Revenue 30,000 - - - 390,000 - -Design & Engineering 30,000 - - - - - -Construction - - - - 319,672 - -Inflation - - - - 38,361Contingency - - - - 31,967 - -Total Expenses 30,000 - - - 390,000 - -


SW 015 - Highlands Lift Station Improvements

2022-2027 CIP | 72

Stormwater Utility

2022-2027 CIP | 73

Stormwater Utility Summary


TotalFuture Years


ST 002 East Lake Sammamish Pkwy West Ditch Conveyance Project 300,000 - - - - - 300,000 - 300,000

ST 005 Laughing Jacobs Creek Channel Enhancement Support - 300,000 50,000 2,200,000 - - 2,550,000 - 2,550,000

ST 006 Lower Issaquah Creek Stream & Riparian Enhancement 2,026,400 - - - - - 2,026,400 - 2,026,400

ST 008 Storm Drainage Rehabilitation & Improvement Program 30,000 450,000 40,000 450,000 40,000 450,000 1,460,000 - 1,460,000

ST 009 Squak Valley Park South Creek Restoration - - 263,500 40,084 1,440,110 - 1,743,694 - 1,743,694

ST 011 Cabin Creek Tributary Stabilization and Enhancement - 40,000 200,000 - - - 240,000 - 240,000

ST 021Sunrise Pl to Sycamroe Dr Emergency Access Stabilization and Culvert Replacement

- 40,000 240,000 - - - 280,000 - 280,000

ST 043 Storm & Surface Water Master Plan Implementation 250,000 250,000 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000 - 4,500,000

ST 044 FEMA Home Elevation Program - 1,250,000 - - - - 1,250,000 - 1,250,000 ST 045 Olde Town Stormwater Improvements - 100,000 250,000 1,000,000 - - 1,350,000 - 1,350,000 ST 046 Jerome Revetment Repair 356,900 - - - - - 356,900 - 356,900

ST 047 Salmon Run Nature Park Bank Stabilization 150,000 - - - - - 150,000 - 150,000

ST 048 Pickering Ditch Flood Control 120,000 - - - - - 120,000 - 120,000 3,233,300$ 2,430,000$ 2,043,500$ 4,690,084$ 2,480,110$ 1,450,000$ 16,326,994$ -$ 16,326,994$

6-Year Plan

2022-2027 CIP | 74

Stormwater Utility East Lake Sammamish Pkwy West Ditch Conveyance Project Project Number: ST 002 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Matt Ellis Starting Year: 2017 Completion Year: 2023 Estimated Annual Ongoing Costs*: -$5,600 *Subject to change and does not represent a budget commitment Project Summary Construct stormwater flow capacity improvements along East Lake Sammamish Parkway to alleviate areas with a history of flooding and drainage issues.

Project Justification The current stormwater conveyances converging on and passing through the East Lake Sammamish Parkway and SE 56th Street intersection are steadily worsening to the point where area flooding is expected during significant storm events. Disruption or closure of the intersection has a high public impact given the activity at this intersection.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues 300,000 - - - - - -Total Revenue 300,000 - - - - - -Construction & Permitting 300,000Total Expenses 300,000 - - - - - -


ST 002 - East Lake Sammamish Pkwy West Ditch Conveyance Project

2022-2027 CIP | 75

Stormwater Utility

Laughing Jacobs Creek Channel Enhancement Support Project Number: ST 005 Strategic Plan Goal: Environmental Stewardship Project Manager: Allen Quynn Starting Year: 2019 Completion Year: 2025 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment

Project Summary Improve riparian and in-stream habitat in Laughing Jacobs Creek for Kokanee and Chinook salmon, as well as mitigate existing flooding during major storm events. Members of the Kokanee Work Group, which includes Trout Unlimited, the Cities of Issaquah and Sammamish, the Snoqualmie Tribe, King County, and Washington State Parks are currently conducting studies.

Project Justification Laughing Jacobs Creek is one of several creeks on Lake Sammamish that support Kokanee spawning and rearing. Because Kokanee have seen a significant decline in returning spawners over the last several years, there is urgency to develop and implement projects to improve their habitat. The upper reaches of the creek within the City have relatively good habitats but the middle and lower reaches are significantly degraded, particularly the last several thousand feet where the channel is very low gradient with little spawning habitat. The Creek has been identified for restoration and potential future channel rerouting in both the Water Resource Inventory Area (WRIA) 8 Chinook Salmon Conservation Plan and the Kokanee Restoration Blueprint. Several alternatives are being evaluated to improve channel passage conditions near E Lake Sammamish Parkway and mitigate past and on-going human activity that has degraded the habitat along the creek.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal - - - 400,000 - - -Grant - State - - - 300,000 - - -Grant - County - 100,000 20,000 400,000 - - -Stormwater Revenues - 200,000 30,000 1,100,000 - - -Total Revenue - 300,000 50,000 2,200,000 - - -Design & Engineering - 250,000 28,000 - - - -Construction & Permitting - 41,262 20,544 1,848,739 - - -Inflation - 8,738 1,456 166,387 - - -Contingency - - - 184,874 - - -Total Expenses - 300,000 50,000 2,200,000 - - -


ST 005 - Laughing Jacobs Creek Channel Enhancement Support

2022-2027 CIP | 76

Stormwater Utility

Lower Issaquah Creek Stream & Riparian Enhancement Project Number: ST 006 Strategic Plan Goal: Environmental Stewardship Project Manager: Allen Quynn Starting Year: 2011 Completion Year: 2022 Estimated Annual Ongoing Costs*: $75,000 *Subject to change and does not represent a budget commitment Project Summary Extend and integrate existing habitat restoration and improvement areas along Issaquah Creek between I-90 and NW Sammamish Road.

Project Justification This restoration project is identified in the City's Acquisition and Restoration Plan for Open Space and Wildlife Habitat, the Water Resource Inventory Area (WRIA) 8 Chinook Salmon Conservation Plan, and the Kokanee Restoration Blueprint. Improving habitat conditions along Issaquah Creek will mitigate past and current human activity that has degraded creek-side habitat. Habitat restoration, including connecting discontinuous smaller former restoration areas, will benefit salmon and riparian-environment wildlife and further objectives to improve habitat in the City's open space.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State 350,000 - - - - - -Grant - County 1,320,000 - - - - - -Stormwater Revenues 356,400 - - - - - -Total Revenue 2,026,400 - - - - - -Design & Engineering 5,000 - - - - - -Construction 1,837,182 - - - - - -Contingency 184,218 - - - - - -Total Expenses 2,026,400 - - - - - -


ST 006 - Lower Issaquah Creek Stream & Riparian Enhancement

2022-2027 CIP | 77

Stormwater Utility

Storm Drainage Rehabilitation & Improvement Program Project Number: ST 008 Strategic Plan Goal: Infrastructure Project Manager: Matt Ellis Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: -$2,000 *Subject to change and does not represent a budget commitment Project Summary This is an ongoing capital infrastructure maintenance project to complete annual improvements to deteriorated components of the City's stormwater system.

Project Justification Even with regular maintenance activities, existing surface water and stormwater conveyance systems deteriorate over time. As deterioration occurs, maintenance costs and risks to the City and the public increase. If a system partially or completely fails, replacement costs and risks substantially increase, particularly when additional work is necessary to address damage to public and private property, clean water, and fish and wildlife resources. Failed surface and stormwater systems frequently generate conditions that do not comply with federal and state laws, which may necessitate immediate and costly action by the City if these failures are not anticipated and addressed in advance.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues 30,000 450,000 40,000 450,000 40,000 450,000 -Total Revenue 30,000 450,000 40,000 450,000 40,000 450,000 -Design & Engineering 30,000 - 37,736 - 35,714 - -Construction - 436,893 - 412,844 - 391,304 -Inflation - 13,107 2,264 37,156 4,286 58,696Total Expenses 30,000 450,000 40,000 450,000 40,000 450,000 -


ST 008 - Storm Drainage Rehabilitation & Improvement Program

2022-2027 CIP | 78

Stormwater Utility

Squak Valley Park South Creek Restoration Project Number: ST 009 Strategic Plan Goal: Environmental Stewardship Project Manager: Allen Quynn Starting Year: 2024 Completion Year: 2026 Estimated Annual Ongoing Costs*: $75,000 *Subject to change and does not represent a budget commitment Project Summary Enhance salmon habitat through restoration work in upper Issaquah Creek.

Project Justification This project is the second phase of three stream restoration projects within and adjacent to Squak Valley Park. The first phase, Squak Valley Park North, was completed in 2010. This project has been identified as Project I-227 in the 2005 WRIA 8 Lake Washington/Cedar/Sammamish Watershed Chinook Salmon Conservation Plan. Improving habitat conditions along Issaquah Creek will mitigate past and current human activity that has resulted in degraded habitat along the Creek.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State - - - - 500,000 - -Grant - County - - 220,000 20,000 600,000 - -Stormwater Revenues - - 43,500 20,084 340,110 - -Total Revenue - - 263,500 40,084 1,440,110 - -Design & Engineering - - 157,155 17,684 10,000 - -Acquisition/ROW - - 50,000 - - - -Construction & Permitting - - 20,000 16,000 1,170,418 - -Inflation - - 13,629 3,032 141,650 - -Contingency - - 22,716 3,368 118,042 - -Total Expenses - - 263,500 40,084 1,440,110 - -


ST 009 - Squak Valley Park South Creek Restoration

2022-2027 CIP | 79

Stormwater Utility

Cabin Creek Tributary Stabilization and Enhancement Project Number: ST 011 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Allen Quynn Starting Year: 2018 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Prevent high flow erosion upstream of the confluence of Cabin Creek to eliminate creek sediment discharge and runoff flows into the back of nearby neighborhoods. Alternative energy dissipation options including an anchored high-density polyethylene pipe are being considered.

Project Justification Stormwater runoff from Wildwood Boulevard and neighboring residential lots flow into a ditch that meanders behind homes along Edgewood Court SW. The ditch then transitions to a steep gradient channel where high velocity flows have scoured the channel slope and created a gully resulting in erosion and subsequent sediment deposition into Cabin Creek and Issaquah Creek. Due to the steep grade, the use of pipe and other enclosed conveyance measures is needed to reduce erosion, which will improve both water quality and fish habitat.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues - 40,000 200,000 - - - -Total Revenue - 40,000 200,000 - - - -Design & Engineering - 28,835 - - - - -Construction & Permitting - 10,000 172,414 - - - -Inflation - 1,165 10,345 - - - -Contingency - - 17,241 - - - -Total Expenses - 40,000 200,000 - - - -


ST 011 - Cabin Creek Tributary Stabilization and Enhancement

2022-2027 CIP | 80

Stormwater Utility

Sunrise Pl to Sycamore Dr Emergency Access Stabilization and Culvert Replacement Project Number: ST 021 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Matt Ellis Starting Year: 2023 Completion Year: 2024 Estimated Annual Ongoing Costs*: -$2,800 *Subject to change and does not represent a budget commitment Project Summary Replace and upsize two existing 12-inch culverts that are along the emergency access route between the Sycamore neighborhood and Sunrise Place.

Project Justification Recent storms have begun to undermine two existing 12 inch culverts or overtop the emergency access road if the culverts are left at capacity. The road is the emergency access route for residents of Sycamore, if the lower access over Issaquah Creek floods and provides access for the community and emergency vehicles in the event of an emergency. The access road also supports sewer and water utilities for a portion of the upper Sycamore community. If the culverts continue to get undermined, these utilities could be threatened.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues - 40,000 240,000 - - - -Total Revenue - 40,000 240,000 - - - -Design & Engineering - 38,835 - - - - -Construction - - 206,897 - - - -Inflation - 1,165 12,413 - - - -Contingency - - 20,690 - - - -Total Expenses - 40,000 240,000 - - - -


ST 021 - Sunrise Pl to Sycamore Dr Emergency Access Stabilization and Culvert Replacement

2022-2027 CIP | 81

Stormwater Utility

Storm & Surface Water Master Plan Implementation Project Number: ST 043 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Gary Schimek Starting Year: 2021 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary The Storm & Surface Water Master Plan will be completed in late 2021 or early 2022. This plan will identify priority flood reduction, habitat, and water quality projects for design and construction using utility revenues and/or utility revenues and grant funding.

Project Justification The Storm & Surface Water Master Plan is a strategic document that provides a long-term plan for City stormwater improvement. The plan is also a regulatory requirement. The implementation plan will be the highest priority projects based on input from internal staff, customers, City boards and commissions, and the City Council.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues 250,000 250,000 1,000,000 1,000,000 1,000,000 1,000,000 -Total Revenue 250,000 250,000 1,000,000 1,000,000 1,000,000 1,000,000 -Design & Permitting 250,000 242,718 250,000 250,000 250,000 250,000 -Construction - - 693,396 667,431 642,857 619,565 -Inflation - 7,282 56,604 82,569 107,143 130,435Total Expenses 250,000 250,000 1,000,000 1,000,000 1,000,000 1,000,000 -


ST 043 - Storm & Surface Water Master Plan Implementation

2022-2027 CIP | 82

Stormwater Utility

FEMA Home Elevation Program Project Number: ST 044 Strategic Plan Goal: Growth and Development Project Manager: Allen Quynn Starting Year: 2020 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project will provide FEMA funding to elevate approximately 5 repetitive loss homes above the Issaquah Creek 100-Yr Floodplain.

Project Justification Significant rain events in December 2019 and February 2021 resulted in the flooding of several homes along Issaquah Creek. This project will administer a FEMA grant that will pay the design and construction costs associated with elevating the finish floor elevation of the houses above the 100-yr floodplain. Elevating the homes would substantially reduce the flood risk from future flood events.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal - 1,250,000 - - - - -Total Revenue - 1,250,000 - - - - -Design & Permitting - 250,000 - - - - -Construction - 963,592 - - - - -Inflation - 36,408Total Expenses - 1,250,000 - - - - -


ST 044 - FEMA Home Elevation Program

2022-2027 CIP | 83

Stormwater Utility

Olde Town Stormwater Improvements Project Number: ST 045 Strategic Plan Goal: Infrastructure

Growth and Development Project Manager: Allen Quynn Starting Year: 2023 Completion Year: 2025 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project is a Citywide effort to complete transportation, mobility, and stormwater improvements in the Olde Town neighborhood.

Project Justification Much of the existing drainage system within the Olde Town neighborhood was built over 50 years ago with corrugated metal pipe and is beginning to fail. Many streets do not have drainage pipes and catch basins to convey runoff where it can simply infiltrate into the un-improved gravel shoulder. As a result, localized flooding occurs when the runoff exceeds the existing storm system capacity as well as the infiltration capacity of the underlying soil in the gravel shoulder.

2022 2023 2024 2025 2026 2027 Future YearsStormwater Revenues - 100,000 250,000 1,000,000 - - -Total Revenue - 100,000 250,000 1,000,000 - - -Design & Construction - 97,087 235,849 917,431 - - -Inflation - 2,913 14,151 82,569Total Expenses - 100,000 250,000 1,000,000 - - -


ST 045 - Olde Town Stormwater Improvements

2022-2027 CIP | 84

Stormwater Utility

Jerome Revetment Repair Project Number: ST 046 Strategic Plan Goal: Growth and Development

Environmental Stewardship Project Manager: Allen Quynn Starting Year: 2021 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project will address a failing revetment to prevent damage.

Project Justification The February 2020 flood event caused extensive damage to the river protection facility located in the Sycamore neighborhood. Approximately 70 lineal feet of the Jerome Revetment that provides protection against bank erosion for four residential properties located in the Sycamore neighborhood washed into the creek and needs to be repaired to stabilize the bank to prevent further erosion. Not implementing the repair will put the four properties at risk for flood damage. The City desires to design and implement a repair of the damaged revetment along the Creek to restore the bank erosion protection for the affected residential properties.

2022 2023 2024 2025 2026 2027 Future YearsGrant - County 356,900 - - - - - -Total Revenue 356,900 - - - - - -Design & Engineering 10,000 - - - - - -Construction & Permitting 314,455 - - - - - -Contingency 32,445 - - - - - -Total Expenses 356,900 - - - - - -


ST 046 - Jerome Revetment Repair

2022-2027 CIP | 85

Stormwater Utility

Salmon Run Nature Park Bank Stabilization Project Number: ST 047 Strategic Plan Goal: Infrastructure

Growth and Development Project Manager: Allen Quynn Starting Year: 2020 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project will address a failing bank protecting Salmon Run Nature Park.

Project Justification This project will repair damage to the Salmon Run Nature Park side channel left bank as a result of high flows during the February 5, 2020 storm event. An approximately 120’ x 5’ area of the left bank eroded away resuling in the loss of a 10’ section of the park trail, as well as native plantings. The park and side channel were constructed in 2015 as part of the Salmon Run Nature Park Restoration Project. If left unrepaired, future high flow events may cause further erosion and subsequent damage to the Salmon Run Nature Park. Post construction restoration will consist of re-establishing native plantings and portions of the existing trail damaged by construction equipment accessing the side channel bank from 5th Avenue NW.

2022 2023 2024 2025 2026 2027 Future YearsGrant - County 150,000 - - - - - -Total Revenue 150,000 - - - - - -Construction & Permitting 136,364 - - - - - -Contingency 13,636 - - - - - -Total Expenses 150,000 - - - - - -


ST 047 - Salmon Run Nature Park Bank Stabilization

2022-2027 CIP | 86

Stormwater Utility

Pickering Ditch Flood Control Project Number: ST 048 Strategic Plan Goal: Infrastructure

Environmental Stewardship Project Manager: Harvey Walker Starting Year: 2022 Completion Year: 2023 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Evaluate options for conveyance improvements in the Pickering Ditch.

Project Justification A successful design will enhance the environmental habitat and reduce the operational maintenance costs associated with weekly beaver dam maintenance during the winter months. After many years of collaboration between the City and the Washington State Parks Commission, the decision to conduct a study for a long term solution has been agreed upon.

2022 2023 2024 2025 2026 2027 Future YearsGrant - County 120,000 - - - - - -Total Revenue 120,000 - - - - - -Study and Design 120,000 - - - - - -Total Expenses 120,000 - - - - - -


ST 048 - Pickering Ditch Flood Control

2022-2027 CIP | 87

Technologyand Systems

2022-2027 CIP | 88

Technology & Systems Summary


TotalFuture Years


EQ 004 PC Replacements 135,252 139,310 143,368 147,426 151,484 - 716,840 - 716,840 EQ 007 Annual Server Replacement Program 93,911 96,728 99,545 102,362 105,179 - 497,725 - 497,725

TC 007 Electronic Records Management Software 100,000 103,000 106,000 - - - 309,000 - 309,000

TC 008 Physical security / Access control system - Phase II 54,000 61,800 63,600 - - - 179,400 - 179,400

TC 009 Maintenance Management Software Replacement 300,000 309,000 60,420 - - - 669,420 - 669,420

TC 010 Munis implementation reconfiguration module optimization 150,000 - - - - - 150,000 - 150,000

TC 012 Physical Security / Camera Monitoring System 54,000 61,800 63,600 - - - 179,400 - 179,400

TC 013 Remote Site Utilities Cybersecurity Hardening 60,000 61,800 63,600 65,400 67,200 - 318,000 - 318,000

TC 014 City Facility Network Update for New City Hall Location 125,000 51,500 - - - - 176,500 - 176,500

1,072,163$ 884,938$ 600,133$ 315,188$ 323,863$ -$ 3,196,285$ -$ 3,196,285$

6-Year Plan

2022-2027 CIP | 89

Technology & Systems PC Replacements Project Number: EQ 004 Strategic Plan Goal: City Leadership and Services Project Manager: John Traeger Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Replace staff desktop, laptop, and tablet computers based on industry best practices that ensures reliability, as well as reduces security risk and operating costs.

Project Justification Maintaining a lower fleet age of desktop PCs, laptops, and tablets reduces operating costs from lost productivity and IT support costs. The IT department supports about 345 of such devices across all City departments. To maintain the five-year industry life-cycle standard for PCs and Laptops, staff replace an average of 69 units per year.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 135,252 139,310 143,368 147,426 151,484 - -Total Revenue 135,252 139,310 143,368 147,426 151,484 - -Software & Hardware 135,252 135,252 135,252 135,252 135,252 - -Inflation - 4,058 8,116 12,174 16,232 - -Total Expenses 135,252 139,310 143,368 147,426 151,484 - -


EQ 004 - PC Replacements

2022-2027 CIP | 90

Technology & Systems

Annual Server Replacement Program Project Number: EQ 007 Strategic Plan Goal: City Leadership and Services Project Manager: John Traeger Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Replace a portion of the City's computer servers annually as part of an annual replacement program.

Project Justification Servers are the basis for all modern IT applications. City departments rely on multiple applications, some shared across all departments and some department specific. Replacing server hardware and software at a cadence that prevents failures from aging equipment is essential to the City business stability, cybersecurity, and continuity.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 93,911 96,728 99,545 102,362 105,179 - -Total Revenue 93,911 96,728 99,545 102,362 105,179 - -Software & Hardware 93,911 93,911 93,911 93,911 93,911 - -Inflation - 2,817 5,634 8,451 11,268 - -Total Expenses 93,911 96,728 99,545 102,362 105,179 - -


EQ 007 - Annual Server Replacement Program

2022-2027 CIP | 91


Electronic Records Management Software Project Number: TC 007 Strategic Plan Goal: City Leadership and Services Project Manager: Gus Tiwana Starting Year: 2019 Completion Year: 2024 Estimated Annual Ongoing Costs*: $95,000 *Subject to change and does not represent a budget commitment Project Summary Enterprise Content Management system (ECM) provides a digital library to manage, organize, and search City records behind existing file locations and platforms.

Project Justification Washington is an “open government” state that has made transparency a priority in government agencies - such as the City of Issaquah - which is required to keep its records organized, protected from damage, and easily locatable. An ECM system provides organization across a wide array of record types, file locations, and platforms. It enables staff to locate information they need to do their jobs, eliminates duplication, and automates the retention of the hundreds of records types the City maintains, designating them for legally defensible destruction, or transfer to state archives.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 100,000 103,000 106,000 - - - -Total Revenue 100,000 103,000 106,000 - - - -Software/Hardware 100,000 100,000 100,000 - - - -Inflation - 3,000 6,000 - - - -Total Expenses 100,000 103,000 106,000 - - - -


TC 007 - Electronic Records Management

2022-2027 CIP | 92


Physical Security / Access Control System - Phase II Project Number: TC 008 Strategic Plan Goal: City Leadership and Services Project Manager: Gus Tiwana Starting Year: 2022 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Expand existing access control solution to other main City facility exterior doors and server rooms or network closets.

Project Justification Access control and monitoring is a major security gap in the City's overall cybersecurity, staff security, and business continuity plan. The City has continued to fail security audits due to users with physical keys access, open doors, and general lack of control over access to mission critical systems and areas. Phase I instituted access control and monitoring for Public Works Operations and was partially completed in 2020, final completion was not capital funded in 2021, but due to emergent theft and vandalism issues is being funded via the IT Service fund (operating) in 2021. Phase II will add a managed access control solution to remaining major city buildings.

2022 2023 2024 2025 2026 2027 Future YearsIT Fund - Cost Allocated 54,000 61,800 63,600 - - - -Total Revenue 54,000 61,800 63,600 - - - -Software/Hardware 54,000 60,000 60,000 - - - -Inflation - 1,800 3,600 - - - -Total Expenses 54,000 61,800 63,600 - - - -


TC 008 - Physical security / Access control system - Phase II

2022-2027 CIP | 93


Maintenance Management Software Replacement Project Number: TC 009 Strategic Plan Goal: City Leadership and Services

Infrastructure Project Manager: Gus Tiwana Starting Year: 2019 Completion Year: 2024 Estimated Annual Ongoing Costs*: $218,000 *Subject to change and does not represent a budget commitment Project Summary Discovery and implementation to replace the existing Public Works Operations “HAL” maintenance management software with a modern maintenance and asset management solution, expanding use to other departments with similar needs such as Facilities and Parks Maintenance.

Project Justification The existing HAL maintenance management software in Public Works Operations was custom built over many years and now is outdated and does not meet current or future needs for the organization, such as integration with other systems, GIS asset management, or cybersecurity requirements. The field module for smartphones is outdated and has software coding and cybersecurity risks. All of these issues are creating inefficiency in day-to-day tasks as well as limiting insights into Public Works assets and operations performance.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 90,000 92,700 18,126 - - - -Water Revenues 90,000 92,700 18,126 - - - -Sewer Revenues 30,000 30,900 6,042 - - - -Stormwater Revenues 90,000 92,700 18,126 - - - -Total Revenue 300,000 309,000 60,420 - - - -Software/Hardware 300,000 300,000 57,000 - - - -Inflation - 9,000 3,420 - - - -Total Expenses 300,000 309,000 60,420 - - - -


TC 009 - Maintenance Management Software Replacement

2022-2027 CIP | 94

Technology & Systems Munis Implementation Reconfiguration Module Optimization Project Number: TC 010 Strategic Plan Goal: City Leadership and Services Project Manager: Gus Tiwana Starting Year: 2019 Completion Year: 2022 Estimated Annual Ongoing Costs*: $57,000 *Subject to change and does not represent a budget commitment Project Summary Reconfigure the Munis Enterprise Resource Planning (ERP) management software to more effectively utilize the system of integrated applications that manage and automate internal operations related to technology, financial services, and human resources.

Project Justification Government Finance Officer's Association consultants identified major process improvements in the City's Enterprise Resource Planning (ERP) management software. Multiple aspects of the Munis ERP solution need to be re-installed and reconfigured to ensure the City meets state and federal financial management guidelines and utilizes the system of integrated applications to their fullest capabilities. This project is the result of GFOA discovery, long-term planning, and process improvements that have been identified to align the City's financial operations with current municipal finance best practices. This has been a multi-year project and is intended to be completed in 2022.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 123,749 - - - - - -Water Revenues 11,249 - - - - - -Sewer Revenues 3,753 - - - - - -Stormwater Revenues 11,249 - - - - - -Total Revenue 150,000 - - - - - -Software/Hardware 150,000 - - - - - -Total Expenses 150,000 - - - - - -


TC 010 - Munis implementation reconfiguration module optimization

2022-2027 CIP | 95


Physical Security / Camera Monitoring System Project Number: TC 012 Strategic Plan Goal: City Leadership and Services Project Manager: Gus Tiwana Starting Year: 2022 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Install and configure centrally managed security cameras at city facility locations including the Municipal Court, Parks Facilities, and Community Center.

Project Justification Area of public interaction including the Municipal Court and Permit Center need video recording equipment and software to promote public safety and safety of employees. A lack of security monitoring at the Community Center, Pool and Pickering Barn have led to theft and vandalism of public property. Camera monitoring and event notification software and hardware are required to prevent and record such events in the future.

2022 2023 2024 2025 2026 2027 Future YearsIT Fund - Cost Allocated 54,000 61,800 63,600 - - - -Total Revenue 54,000 61,800 63,600 - - - -Equipment 54,000 60,000 60,000 - - - -Inflation - 1,800 3,600 - - - -Total Expenses 54,000 61,800 63,600 - - - -


TC 012 - Physical Security / Camera Monitoring System

2022-2027 CIP | 96


Remote Site Utilities Cybersecurity Hardening Project Number: TC 013 Strategic Plan Goal: Mobility

Infrastructure Project Manager: Andy Griffin Starting Year: 2021 Completion Year: 2026 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Upgrade network technology to meet reliability and cybersecurity requirements in remote sites, such as traffic control boxes around the City.

Project Justification The network equipment in the traffic control boxes around the City are beyond end of life and not adequately secured. This creates physical and cybersecurity risk which could lead to systems failure, significant damage to digital assets, and loss of service.

2022 2023 2024 2025 2026 2027 Future YearsIT Fund - Cost Allocated 30,000 30,900 31,800 32,700 33,600 - -Real Estate Excise Tax 1 30,000 30,900 31,800 32,700 33,600 - -Total Revenue 60,000 61,800 63,600 65,400 67,200 - -Equipment 60,000 60,000 60,000 60,000 60,000 - -Inflation - 1,800 3,600 5,400 7,200 - -Total Expenses 60,000 61,800 63,600 65,400 67,200 - -


TC 013 - Remote Site Utilities Cybersecurity Hardening

2022-2027 CIP | 97


City Facility Network Update for New City Hall Location Project Number: TC 014 Strategic Plan Goal: Infrastructure Project Manager: Andy Griffin Starting Year: 2022 Completion Year: 2023 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Installation and configuration of city network in new City Hall location.

Project Justification A new City Hall location will require a persistent City network as that used in all current office facilities. This location will also need connectivity to the City network so employees can access the technology assets needed to perform their work.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 125,000 51,500 - - - - -Total Revenue 125,000 51,500 - - - - -Equipment 105,000 40,000 - - - - -Professional Services 20,000 10,000 - - - - -Inflation - 1,500 - - - - -Total Expenses 125,000 51,500 - - - - -


TC 014 - City Facility Network Update for New City Hall Location

2022-2027 CIP | 98

Transportation

2022-2027 CIP | 99

Transportation Summary


Total Future Years Overall Project Cost

TR 003 I-90 Crossing - Between 10th and 12th Ave NW 500,000 2,900,000 - - - - 3,400,000 81,000,000 84,400,000

TR 004 12th Avenue NW and SR 900/17th Ave NW 1,401,838 - - - - - 1,401,838 - 1,401,838

TR 011 ADA Improvements 300,000 309,000 318,000 327,000 336,000 345,000 1,935,000 - 1,935,000 TR 016 Gilman Boulevard Improvements - 600,000 - - - - 600,000 - 600,000

TR 022 Newport SR 900 to SE 54th Street Improvements 750,000 - 3,291,600 - 13,325,750 - 17,367,350 23,100,000 40,467,350

TR 023 Newport Way Maple to Sunset Improvements - - - 13,422,714 - - 13,422,714 18,841,000 32,263,714

TR 025 NW Juniper Street Improvements - - - - 152,500 750,506 903,006 - 903,006

TR 028 NW Sammamish Road Non-Motorized Improvement Project 1,000,000 700,000 5,500,000 5,500,000 - - 12,700,000 - 12,700,000

TR 030 Pavement Management Program 2,200,000 2,315,250 2,517,762 2,696,291 2,725,000 2,850,000 15,304,303 - 15,304,303

TR 033 SE Black Nugget Road Retaining Wall Repair - 452,000 1,979,500 2,776,750 - - 5,208,250 - 5,208,250

TR 041 Front Street Streetscape - - 388,500 - - - 388,500 - 388,500 TR 042 Alder Festival Street - - 216,000 595,000 595,000 - 1,406,000 - 1,406,000

TR 043 Newport Way SR 900 to 12th Ave NW Bicycle and Pedestrian Improvements 278,000 360,000 1,857,660 - - - 2,495,660 - 2,495,660

TR 044 Intelligent Transportation System (ITS) Program 100,000 - - - - - 100,000 - 100,000

TR 054 Annual Concrete Maintenance Program 340,000 500,000 525,000 551,250 650,000 650,000 3,216,250 - 3,216,250 TR 056 Highlands Signal Pole Painting 204,600 320,600 - - - - 525,200 - 525,200 TR 058 Strategic Small Capital Projects 300,000 309,000 318,000 327,000 336,000 345,000 1,935,000 - 1,935,000 TR 061 Sunset Way Landslide Repair 200,000 - - - - - 200,000 - 200,000

7,574,438$ 8,765,850$ 16,912,022$ 26,196,005$ 18,120,250$ 4,940,506$ 82,509,071$ 122,941,000$ 205,450,071$

6-Year Plan

2022-2027 CIP | 100

Transportation

I-90 Crossing - Between 10th and 12th Ave NW Project Number: TR 003 Strategic Plan Goal: Mobility Growth and Development Project Manager: Isabel Diaz Starting Year: 2022 Completion Year: Future Years Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Install a new three-lane I-90 crossing between SR 900 and Front Street, bike lane, and sidewalk on both sides of the street. This project will be closely coordinated with the Washington State Department of Transportation (WSDOT), King County METRO, Sound Transit, and other stakeholders. Project Justification This project substantially increases connectivity within the regional growth center between the urban core located north and south of I-90, thus helping relieve congestion near the SR 900 and Front Street interchanges by diverting local trips away from I-90 ramps. The project was identified as the preferred alternative for Central Issaquah Plan's SEPA Determination.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State 500,000 2,900,000 - - - - -Total Revenue 500,000 2,900,000 - - - - -Design & Environmental Documentation 454,546 2,566,372 - - - - -Construction - - - - - - 62,990,955Inflation - 76,991 - - - - 11,394,994Contingency 45,454 256,637 - - - - 6,299,096Art Fund Contribution - - - - - 314,955Total Expenses 500,000 2,900,000 - - - - 81,000,000


TR 003 - I-90 Crossing - Between 10th and 12th Ave NW

2022-2027 CIP | 101

Transportation

12th Avenue NW and SR 900/17th Ave NW Project Number: TR 004 Strategic Plan Goal: Mobility

Growth and Development Project Manager: Isabel Diaz Starting Year: 2020 Completion Year: 2022 Estimated Annual Ongoing Costs*: $20,000 *Subject to change and does not represent a budget commitment Project Summary This project seeks to widen the northbound SR 900/17 Avenue NW approach to 12 Avenue NW for an exclusive right-turn lane from northbound SR 900/17 Avenue NW to eastbound/southbound 12 Avenue NW and widen 12th Avenue NW at SR 900/NW Sammamish Road to provide additional westbound left-turn approach lane capacity.

Project Justification This project is required as part of the Costco Development agreement and is included in the Central Issaquah Area Plan and the City's Concurrency Capacity Projects list. Roadway network improvements are necessary to support the non-residential property and improve overall traffic circulation north of I-90. These improvements will also help reduce the number of intersection accidents, currently averaging seven per year. The improvements help reduce the quantity of vehicles waiting to turn left from 12th Avenue at any given time, providing improved fuel efficiency and reduction of fuel emissions.

2022 2023 2024 2025 2026 2027 Future YearsGrant - State 1,401,838 - - - - - -Total Revenue 1,401,838 - - - - - -Construction 1,268,633 - - - - - -Contingency 126,862 - - - - - -Art Fund Contribution 6,343 - - - - - -Total Expenses 1,401,838 - - - - - -


TR 004 - 12th Avenue NW and SR 900/17th Ave NW

2022-2027 CIP | 102

Transportation

ADA Improvements Project Number: TR 011 Strategic Plan Goal: Mobility Project Manager: Matt Ellis Starting Year: 2020 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: $2,000 *Subject to change and does not represent a budget commitment Project Summary This project will remove potential barriers to people with disabilities in the public right-of-way by upgrading curb ramps, sidewalks, pedestrian signal heads, pedestrian push buttons, and junction box lids to meet current ADA standards and guidelines.

Project Justification The City of Issaquah is committed to removing barriers to people with disabilities in the public right of way to ensure tangible and meaningful equal access in the City. This project executes the City’s ADA Title II Self-Evaluation and Transition Plan for the public right of way to remove barriers to individuals with disabilities.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 2 300,000 309,000 318,000 327,000 336,000 345,000 -Total Revenue 300,000 309,000 318,000 327,000 336,000 345,000 -Construction 300,000 300,000 300,000 300,000 300,000 300,000 -Inflation - 9,000 18,000 27,000 36,000 45,000 -Total Expenses 300,000 309,000 318,000 327,000 336,000 345,000 -


TR 011 - ADA Improvements

2022-2027 CIP | 103

Transportation

Gilman Boulevard Improvements Project Number: TR 016 Strategic Plan Goal: Mobility Project Manager: Stephen Padua Starting Year: 2017 Completion Year: 2023 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Complete a design vision for the Gilman corridor with a focus on safety improvements and development standards. The project would inform potential developers of the future Gilman Boulevard layout and serve as the basis for future capital projects.

Project Justification Following the adoption of the Central Issaquah Plan, the City of Issaquah identified the need to improve NW Gilman Boulevard from SR900/17th Ave NW to Front Street N for people walking, biking, taking transit and driving. As a minor arterial in the City’s street network, Gilman provides critical access to the City’s commercial center and area destinations. However, the City’s Development Standards do not include design standards for Gilman and state that improvements shall be determined on a case-by-case basis. As redevelopment occurs and Central Issaquah evolves “into a more livable, sustainable and balanced mixed-use urban area” (Central Issaquah Plan), the lack of street standards causes uncertainty for property owners, City staff, and developers.

2022 2023 2024 2025 2026 2027 Future YearsGeneral Fund - 600,000 - - - - -Total Revenue - 600,000 - - - - -Design & Engineering - 582,524 - - - - -Inflation - 17,476Total Expenses - 600,000 - - - - -


TR 016 - Gilman Boulevard Improvements

2022-2027 CIP | 104

Transportation

Newport SR 900 to SE 54th Street Improvements (Previously named Newport SR 900 and SE 54th Street Improvements) Project Number: TR 022 Strategic Plan Goal: Mobility Project Manager: Isabel Diaz Starting Year: 2017 Completion Year: 2028 Estimated Annual Ongoing Costs*: $50,000 *Subject to change and does not represent a budget commitment Project Summary Install intersection controls and access management along the Newport Way corridor from SR 900 to SE 54th Street to include one ten-foot travel lane, a bi-directional five-foot bike lane, an eight-foot landscaped central median, a twelve-foot left turn pocket (where required), six-foot landscaped buffers on both sides of the roadway, a six-foot sidewalk on the south side of Newport Way NW, and a twelve-foot mixed use facility for the Mountains to Sound Greenway that meets sidewalk requirements for a Parkway on the north side of Newport Way NW. Construction will occur in multiple phases.

Project Justification The Newport Way corridor from SR 900 to SE 54th St was examined in the 2015 Pedestrian Crossing Study and discussed in the Central Issaquah Plan. The project will help reduce conflicts between modes, vehicle speeds, and hazards. Non-motorized mobility will be improved for both pedestrians and bicyclists while supporting ADA accessibility.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal - - 2,200,000 - 4,325,000 - -Grant - State - - - - 3,000,000 - -Mitigation/Impact Fees - Street - - 1,091,600 - - - -General Fund 750,000Total Revenue 750,000 - 3,291,600 - 7,325,000 - -Design & Engineering 681,818 - - - - - -Acquisition/ROW - - 3,105,283 - - - -Construction - - - - 10,890,547 - 17,996,482Inflation - - 186,317 - 1,311,193 - 3,249,701Contingency 68,182 - - - 1,087,949 - 1,796,407Art Fund Contribution - - - - 36,061 - 57,410Total Expenses 750,000 - 3,291,600 - 13,325,750 - 23,100,000

Net Revenue and Expenses - - - - (6,000,750) - (23,100,000)

TR 022 - Newport SR 900 to SE 54th Street Improvements

2022-2027 CIP | 105

Transportation

Newport Way Maple to Sunset Improvements Project Number: TR 023 Strategic Plan Goal: Mobility Project Manager: John Mortenson Starting Year: 2018 Completion Year: 2025 Estimated Annual Ongoing Costs*: $50,000 *Subject to change and does not represent a budget commitment Project Summary This project will add a second southbound lane from Maple to State Route 900 south of Holly, construct roundabouts at Juniper, Holly, and Dogwood, construct signal modifications at Sunset and Maple, and construct bicycle and pedestrian access. Phase 1 will construct improvements along Newport Way to Juniper.

Project Justification This project will reduce traffic congestion and improve inter-city traffic by constructing a second southbound land and roundabouts at Juniper, Holly, and Dogwood. The bicycle lanes and sidewalk will construct a missing connection along a corridor that includes the regional growth center, Issaquah Valley Elementary School, and many residential units.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal - - - 4,325,000 - - -Grant - State - - - 3,000,000 - - -School Zone Safety Fund - - - 600,000 - - -Real Estate Excise Tax 2 - - - 997,714 - - -Mitigation/Impact Fees - Street - - - 4,500,000 - - -Total Revenue - - - 13,422,714 - - -Construction - - - 11,246,845 - - 14,651,995Inflation - - - 1,015,530 - - 2,650,546Contingency - - - 1,123,501 - - 1,465,199Art Fund Contribution - - - 36,838 - - 73,260Total Expenses - - - 13,422,714 - - 18,841,000


TR 023 - Newport Way Maple to Sunset Improvements

2022-2027 CIP | 106

Transportation

NW Juniper Street Improvements Project Number: TR 025 Strategic Plan Goal: Mobility Project Manager: John Mortenson Starting Year: 2026 Completion Year: 2027 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Construct a shared use path on the north sides of NW Juniper Street between Newport Way and 7th Ave NW. The project will provide a non-motorized connection between Newport Way and the existing trail along 7th and Juniper.

Project Justification This project is located within the regional growth center provides an important connection for bicyclists and pedestrians between the improvements along Newport Way and the existing trails along 7th Ave NW and NW Juniper Street east of 7th.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal - - - - 131,912 648,750 -Mitigation/Impact Fees - Bike/Pedestrian - - - - 20,588 101,756 -Total Revenue - - - - 152,500 750,506 -Design & Engineering - - - - 125,000 - -Construction - - - - - 597,656 -Inflation - - - - - 2,988 -Contingency - - - - 15,000 90,096 -Art Fund Contribution - - - - 12,500 59,766 -Total Expenses - - - - 152,500 750,506 -


TR 025 - NW Juniper Street Improvements

2022-2027 CIP | 107

Transportation NW Sammamish Road Non-Motorized Improvement Project Project Number: TR 028 Strategic Plan Goal: Mobility Project Manager: Matt Ellis Starting Year: 2018 Completion Year: 2025 Estimated Annual Ongoing Costs*: $37,600 *Subject to change and does not represent a budget commitment Project Summary Widen the NW Sammamish roadway between 193rd Pl SE and the State Park Entrance as well as install curb, gutter, sidewalks, bike lanes, and storm drainage.

Project Justification With an increase in traffic volumes on NW Sammamish Rd, these improvements will enhance pedestrian and bicycle safety. Where possible, the project scope will include low impact development/natural drainage practices, pervious pavements, and other low impact development design.

2022 2023 2024 2025 2026 2027 Future YearsGeneral Fund 500,000 - - - - - -School Zone Safety Fund 500,000 - - - - - -Real Estate Excise Tax 1 - 700,000 - - - - -Total Revenue 1,000,000 700,000 - - - - -Design & Engineering 909,091 679,612 - - - - -Construction - - 4,719,815 4,600,778 - - -Inflation - 20,388 284,605 416,140 - - -Contingency 90,909 - 471,981 460,078 - - -Art Fund Contribution - - 23,599 23,004 - - -Total Expenses 1,000,000 700,000 5,500,000 5,500,000 - - -

Net Revenue and Expenses - - (5,500,000) (5,500,000) - - -

TR 028 - NW Sammamish Road Non-Motorized Improvement Project

2022-2027 CIP | 108

Transportation

Pavement Management Program Project Number: TR 030 Strategic Plan Goal: Infrastructure

Mobility Growth and Development Environmental Stewardship

Project Manager: Bennett Ashbaugh Starting Year: 2010 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment

Project Summary Perform annual street maintenance projects to preserve the life of existing pavement and reduce degradation of the roadway. This program is vital to protect City infrastructure and improve safety within the roadway network.

Project Justification The Pavement Management Program (PMP) coordinates interdepartmental projects to provide cost effective maintenance efforts that extend the life of roadways and sustain a safe, reliable, and low maintenance surface for all modes of transportation. Overlaying streets prior to deterioration of structural integrity is more cost effective than rebuilding entire street structures. A healthy PMP maximizes City investments by providing cost-effective methods to expand non-motorized facilities and extend the life of pavement facilities. Between 2016 and 2019, the funding level remained relatively consistent, averaging $900K per year. At this funding level, the maintenance cycle for the City's 285 lane miles of roadway was on a 70-year cycle, meaning once a roadway receives a maintenance treatment, such as an overlay or reconstruction, it will not receive another treatment for 70 or more years. Without maintenance, flexible pavements (asphalt) have a typical life cycle of 20-25 years. Proper maintenance in an adequately funded program can extend the life cycle of a roadway to 40-50 years. The 2021 adopted budget increased funding for PMP to a robust $2.3 million dollars. This level of funding allows the Pavement Management Program to fully utilize different maintenance techniques, reflecting a healthy balance between preventative and reactive maintenance, reducing the maintenance cycle to 35 years. The PMP workplan for the 2022-2027 CIP includes the contracted efforts for arterial crack sealing, residential cape seals, and asphalt overlays on a variety of road classes. The PMP contracted work is supplemented by the in-house crews who perform preparatory work ahead of the contractors, and other miscellaneous patching efforts throughout the City right-of-way.

2022 2023 2024 2025 2026 2027 Future YearsGeneral Fund 1,400,000 - - - - - -Real Estate Excise Tax 1 800,000 - - - - - -Real Estate Excise Tax 2 - 2,315,250 1,100,000 1,100,000 1,100,000 1,100,000 -Total Revenue 2,200,000 2,315,250 1,100,000 1,100,000 1,100,000 1,100,000 -Inspection Vehicle 45,000 - - - - - -Materials Testing 44,000 46,000 48,500 51,000 51,000 51,000 -Pavement Condition Scan 75,000 - - 70,000 - - -Pavement Management 2,036,000 2,201,816 2,326,747 2,352,661 2,382,036 2,427,263 -Inflation - 67,434 142,515 222,630 291,964 371,737 -Total Expenses 2,200,000 2,315,250 2,517,762 2,696,291 2,725,000 2,850,000 -

Net Revenue and Expenses - - (1,417,762) (1,596,291) (1,625,000) (1,750,000) -

TR 030 - Pavement Management Program

2022-2027 CIP | 109

Transportation

SE Black Nugget Road Retaining Wall Repair Project Number: TR 033 Strategic Plan Goal: Infrastructure Project Manager: John Mortenson Starting Year: 2022 Completion Year: 2025 Estimated Annual Ongoing Costs*: $25,000 *Subject to change and does not represent a budget commitment Project Summary Replace retaining wall behind Fred Meyer along Black Nugget Road.

Project Justification In 2010 the City retained consultants to evaluate the structural integrity of the wall. The study recommended a regimen of ongoing inspection and repairs as necessary and eventually a major wall upgrade. The City has been making the necessary repairs since the study, but wall replacement will be required in 2024.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 - 452,000 1,000,000 1,000,000 - - -Total Revenue - 452,000 1,000,000 1,000,000 - - -Design & Engineering - 400,000 - - - - -Construction - - 1,699,614 2,324,247Inflation - 12,000 102,427 210,082 - - -Contingency - 40,000 169,961 232,425 - - -Art Fund Contribution - - 7,498 9,996 - - -Total Expenses - 452,000 1,979,500 2,776,750 - - -

Net Revenue and Expenses - - (979,500) (1,776,750) - - -

TR 033 - SE Black Nugget Road Retaining Wall Repair

2022-2027 CIP | 110

Transportation

Front Street Streetscape Project Number: TR 041 Strategic Plan Goal: Social and Economic Vitality Project Manager: John Mortenson Starting Year: 2024 Completion Year: 2025 Estimated Annual Ongoing Costs*: $3,000 *Subject to change and does not represent a budget commitment Project Summary The Front Street Streetscape Plan improves pedestrian visibility and safety at mid-block crossings and intersections. The project includes opportunities to include low impact development/natural drainage practices, pervious pavements, and any other low impact development design appropriate for the project. This phase of the project includes reconstruction of sidewalks, addition of landscaping with irrigation, and improvements to street drainage. Project Justification This project completes Phase 1 of the 3-Phase Downtown Streetscape Plan to create an inviting and safe pedestrian-oriented environment in Olde Town. This supports the recommendations from the 2016 Olde Town Task Force and the 2020 Recovery Task Force to increase economic vitality for local businesses. Additionally, this project supports the City’s Economic Vitality goal to invest in Issaquah to make it a more vibrant community for residents, the business community, and visitors. The improvements will enhance the streetscape by inviting more pedestrian activity and, as a result, increase the economic vitality of Front Street businesses.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Construction - - 333,391 - - - -Inflation - - 20,103 - - - -Contingency - - 33,339 - - - -Art Fund Contribution - - 1,667 - - - -Total Expenses - - 388,500 - - - -

Net Revenue and Expenses - - (388,500) - - - -

TR 041 - Front Street Streetscape

2022-2027 CIP | 111

Transportation

Alder Festival Street Project Number: TR 042 Strategic Plan Goal: Social and Economic Vitality Project Manager: John Mortenson Starting Year: 2024 Completion Year: 2026 Estimated Annual Ongoing Costs*: $3,000 *Subject to change and does not represent a budget commitment Project Summary These improvements will require right-of-way acquisition as walkways on NE Alder Street are primarily on private property. The remainder of the project scope includes curbless walkways, decorative concrete street surface, and landscaping with irrigation. These improvements will complement the festive lighting and street furniture planned for installation in 2021. The street is designed to serve as a mixed-use street that can be closed off to vehicle access to serve as a pedestrian plaza. Completion of the festival street on NW Alder Street and NW Alder Place will be phased to minimize the impact on downtown businesses. Project Justification This project completes Phase 2 of the 3-Phase Downtown Streetscape Plan to create an inviting and safe pedestrian-oriented gathering space in Olde Town. This supports the recommendation from the 2016 Olde Town Task Force and the 2020 Recovery Task Force to increase economic vitality for local businesses. Additionally, this project supports the City’s Economic Vitality goal to invest in Issaquah to make it a more vibrant community for residents, the business community, and visitors. The improvements will enhance the streetscape by inviting more pedestrian activity and, as a result, increase the economic vitality of Front Street businesses.

2022 2023 2024 2025 2026 2027 Future YearsTotal Revenue - - - - - - -Design & Engineering - - 203,773 - - - -Construction - - - 497,721 485,477 - -Inflation - - 12,227 45,018 58,548 - -Contingency - - - 49,772 48,548 - -Art Fund Contribution - - - 2,489 2,427 - -Total Expenses - - 216,000 595,000 595,000 - -

Net Revenue and Expenses - - (216,000) (595,000) (595,000) - -

TR 042 - Alder Festival Street

2022-2027 CIP | 112

Transportation

Newport Way SR 900 to 12th Ave NW Bicycle and Pedestrian Improvements (Previously named Tibbets Valley Park Frontage Improvements) Project Number: TR 043 Strategic Plan Goal: Mobility Project Manager: Isabel Diaz Starting Year: 2022 Completion Year: 2024 Estimated Annual Ongoing Costs*: $5,000 *Subject to change and does not represent a budget commitment Project Summary Construct protected bike lanes for bicyclists and sidewalk for pedestrians along Newport Way between SR 900 and 12th Avenue NW.

Project Justification This project provides an important connection for pedestrians and bicyclists within the regional growth center and direct connection to the transit center. Additionally, this work allows the Parks Department to further develop Tibbitts Valley Park.

2022 2023 2024 2025 2026 2027 Future YearsGrant - Federal 220,680 - 1,473,320 - - - -Mitigation/Impact Fees - Bike/Pedestrian 57,320 360,000 384,340 - - - -Total Revenue 278,000 360,000 1,857,660 - - - -Design & Engineering 278,000 - - - - - -Acquisition/ROW - 349,515 - - - - -Construction - - 1,594,147 - - - -Inflation - 10,485 96,127 - - - -Contingency - - 159,415 - - - -Art Fund Contribution - - 7,971 - - - -Total Expenses 278,000 360,000 1,857,660 - - - -


TR 043 - Newport Way SR 900 to 12th Ave NW Bicycle and Pedestrian Improvements

2022-2027 CIP | 113

Transportation

Intelligent Transportation System (ITS) Program (Previously named Adaptive Signal Control System) Project Number: TR 044 Strategic Plan Goal: Mobility

City Leadership and Services Infrastructure

Project Manager: Isabel Diaz Starting Year: 2022 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Implement Intelligent Transportation System (ITS) technology citywide to improve traffic flow and safety.

Project Justification This implementation will improve traffic flow, reduce traffic delays, and increase safety on arterial street systems with the use of ITS technology. The current signal system has limited ability to react to changing traffic conditions. ITS technology will facilitate tools for staff to adjust to changes in traffic conditions to improve signal progression throughout the day when traffic volumes are not exceeding the roadway capacity.

2022 2023 2024 2025 2026 2027 Future YearsSchool Zone Safety Fund 100,000 - - - - - -Total Revenue 100,000 - - - - - -Design & Engineering 100,000 - - - - - -Total Expenses 100,000 - - - - - -


TR 044 - Intelligent Transportation System (ITS)

2022-2027 CIP | 114

Transportation

Annual Concrete Maintenance Program Project Number: TR 054 Strategic Plan Goal: Infrastructure

Mobility Growth and Development

Project Manager: Bennett Ashbaugh Starting Year: 2021 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment

Project Summary Preserve, maintain, and replace the City's concrete infrastructure as it relates to the multi-modal transportation network.

Project Justification Concrete infrastructure within the City’s right-of-way serves multiple purposes. It is the backbone of the City's pedestrian networks, the primary source of stormwater conveyance, and is increasingly used as a physical barrier to improve safe multi-modal travel within the transportation system. Though concrete structures have a long life expectancy, damage regularly results from tree roots, settling, traffic accidents, and overweight loads. As trees mature, their roots lift the adjacent sidewalk panels putting the sidewalk out of compliance with the ADA and increasing the City's risk for trip and fall claims. Concrete curbs and gutters also serve as the primary stormwater conveyance system. When concrete fails, it allows water to enter the roadway base contributing to "bottom-up" failures such as rutting, settling, and fatigue cracking. With flexible pavements (asphalt), the base has a very important role in roadway life expectancy. The current level of funding does not address the number of concrete issues throughout the City and in many areas leaves the City out of compliance. Currently, the City funds concrete replacement through the TR 011 ADA Improvements program and, to a minor degree, the Public Works operating budget. Funding concrete maintenance and replacement from the minor amount included in the Street Operating budget goes toward temporary patches and fixing a few of the very worst defects.

2022 2023 2024 2025 2026 2027 Future YearsGeneral Fund 340,000 350,000 360,000 370,000 380,000 390,000 -School Zone Safety Fund - 150,000 165,000 181,250 270,000 260,000 -Total Revenue 340,000 500,000 525,000 551,250 650,000 650,000 -Inspection Vehicle 45,000 - - - - - -Materials Testing 25,000 30,000 35,000 40,000 45,000 50,000 -Concrete Maintenance 270,000 455,437 460,283 465,734 535,357 515,217Inflation - 14,563 29,717 45,516 69,643 84,783 -Total Expenses 340,000 500,000 525,000 551,250 650,000 650,000 -


TR 054 - Annual Concrete Maintenance Program

2022-2027 CIP | 115

Transportation

Highlands Signal Pole Painting Project Number: TR 056 Strategic Plan Goal: Infrastructure

Growth and Development Project Manager: Bennett Ashbaugh Starting Year: 2020 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Clean, prep, prime, and paint 25 signal poles, 34 mast arms, and 22 pedestrian poles in the Highlands. The green paint on these poles is shedding due to poor initial workmanship. This work will be split into three consecutive phases, completing one phase per year beginning in 2021.

Project Justification Specified poles are shedding paint installed during the initial installation. If not addressed, the paint degradation could lead to rust and shorten the life of the equipment. It is also an aesthetic eyesore in the urban village. Public Works received 3 estimates for this work in 2019, resulting in an average total cost of $650,000. More than 50% of this cost is due to traffic control, overtime for night work, and police presence, when required, in intersections.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 204,600 320,600 - - - - -Total Revenue 204,600 320,600 - - - - -Painting Contract 204,600 311,262 - - - - -Inflation - 9,338 - - - - -Total Expenses 204,600 320,600 - - - - -


TR 056 - Highlands Signal Pole Painting

2022-2027 CIP | 116

Transportation

Strategic Small Capital Projects Project Number: TR 058 Strategic Plan Goal: Mobility Project Manager: John Mortenson Starting Year: 2021 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: $2,000 *Subject to change and does not represent a budget commitment Project Summary This ongoing capital project strategically designs and constructs early implementation, small scale capital improvements to complete "near-term connections and efficiencies in the mobility system," as outlined in objective MO2 of the Strategic Plan. The project will focus on sidewalk and bicycle gaps, as well as safety improvements.

Project Justification This project identifies, designs, and constructs small capital projects consistent with the Strategic Plan's Mobility goals and objectives. Addressing gaps in the mobility system and improving safety are high priorities in the Mobility Master Plan.

2022 2023 2024 2025 2026 2027 Future YearsSchool Zone Safety Fund 300,000 309,000 318,000 327,000 336,000 345,000 -Total Revenue 300,000 309,000 318,000 327,000 336,000 345,000 -Construction 300,000 300,000 300,000 300,000 300,000 300,000 -Inflation - 9,000 18,000 27,000 36,000 45,000 -Total Expenses 300,000 309,000 318,000 327,000 336,000 345,000 -


TR 058 - Small Strategic Capital Projects

2022-2027 CIP | 117

Transportation

Sunset Way Landslide Repair Project Number: TR 061 Strategic Plan Goal: Infrastructure Project Manager: John Mortenson Starting Year: 2022 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Repair an ongoing slow-moving landslide and hillside settling issue occurring below W Sunset Way near the intersection with Sunset Court NW.

Project Justification The landslide is creating severe cracking and displacement in the sidewalk, affecting the westbound lane of W Sunset Way, and is beginning to threaten utilities in the area, including a power pole, City Water, Sewer, and Stormwater mains located below the settling sidewalk. The area has progressively settled over the course of a few years but has increased more drastically in 2020 and 2021.

2022 2023 2024 2025 2026 2027 Future YearsReal Estate Excise Tax 1 200,000 - - - - - -Total Revenue 200,000 - - - - - -Construction 200,000 - - - - - -Total Expenses 200,000 - - - - - -


TR 061 - Sunset Way Landslide Repair

2022-2027 CIP | 118

Water Utility

2022-2027 CIP | 119

Water Utility Summary

Project Number Project Name 2022 2023 2024 2025 2026 2027 6-Year

CIPTotal Future Years Overall Project Cost

WT 006 Redundant Water feed to Squak Mountain 1,136,553 - - - - - 1,136,553 - 1,136,553

WT 009 SE Newport Way PRV Master Meter (Cascade Water Alliance to 297 Zone) - 523,000 - - - - 523,000 - 523,000

WT 013 SPAR Booster Pump Station 1,761,075 - - - - - 1,761,075 - 1,761,075 WT 015 Water Main Replacement Program 993,137 993,137 947,800 965,400 991,446 1,018,235 5,909,155 1,045,728 6,954,883 WT 018 Highwood Reservoirs Retrofit 1,000,000 - - - - - 1,000,000 - 1,000,000 WT 020 Terra II Booster Station Retrofit - 102,300 515,700 - - - 618,000 - 618,000 WT 022 Cemetery Reservoirs Retrofit - 78,450 467,600 - - - 546,050 - 546,050 WT 024 Summit Reservoirs Retrofit - - 106,900 357,300 363,900 - 828,100 - 828,100 WT 035 Central Park Reservoir Retrofit - - - 109,100 445,200 - 554,300 - 554,300 WT 026 Talus 1&2 Booster Station Retrofit - - - - 53,450 416,850 470,300 - 470,300 WT 027 Newport and SR-900 Intertie 450,000 - - - - - 450,000 - 450,000 WT 028 SE Newport Way Water Main - - - - 1,169,000 - 1,169,000 - 1,169,000 WT 030 Holly 1 Booster Station Retrofit - - - - 53,450 416,850 470,300 - 470,300 WT 031 Shangri-la Reservoirs Retrofit - - - - - 111,245 111,245 571,245 682,490 WT 045 Water System Improvements 1,350,000 - - - - - 1,350,000 - 1,350,000

WT 050 Risdon Well and Gilman Well Security System 150,000 - - - - - 150,000 - 150,000

6,840,765$ 1,696,887$ 2,038,000$ 1,431,800$ 3,076,446$ 1,963,180$ 17,047,078$ 1,616,973$ 18,664,051$

6-Year Plan

2022-2027 CIP | 120

Water Utility

Redundant Water Feed to Squak Mountain Project Number: WT 006 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2023 Estimated Annual Ongoing Costs*: $200 *Subject to change and does not represent a budget commitment Project Summary Construct a water main to provide redundancy and added reliability to the City's water system.

Project Justification This is an ongoing project that began in 2019 and is required to provide water system reliability and redundancy. Failure of the existing main could disrupt water service, potentially for an unacceptably extended period of time.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 1,136,553 - - - - - -Total Revenue 1,136,553 - - - - - -Construction 1,136,553 - - - - - -Total Expenses 1,136,553 - - - - - -


WT 006 - Redundant Water feed to Squak Mountain

2022-2027 CIP | 121

Water Utility

SE Newport Way PRV Master Meter (Cascade Water Alliance to 297 Zone) Project Number: WT 009 Strategic Plan Goal: Infrastructure Project Manager: Matt Ellis Starting Year: 2020 Completion Year: 2023 Estimated Annual Ongoing Costs*: $300 *Subject to change and does not represent a budget commitment Project Summary Design and construct a new pressure-reducing valve (PRV) station and master meter to supply water from the Bellevue-Issaquah water pipeline to zone 297, via a new intertie on Newport Way NW.

Project Justification The South Lake Sammamish neighborhood receives water from City of Bellevue through an intertie. This project creates a redundant feed, which improves reliability, enhances water quality, and enhances fire flow availability to South Lake Sammamish and other parts of the City (zone 297).

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - 523,000 - - - - -Total Revenue - 523,000 - - - - -Construction - 507,767 - - - - -Inflation - 15,233 - - - -Total Expenses - 523,000 - - - - -


WT 009 - SE Newport Way PRV Master Meter (Cascade Water Alliance to 297 Zone)

2022-2027 CIP | 122

Water Utility

SPAR Booster Pump Station Project Number: WT 013 Strategic Plan Goal: Infrastructure Project Manager: Gary Schimek Starting Year: 2016 Completion Year: 2022 Estimated Annual Ongoing Costs*: $30,000 *Subject to change and does not represent a budget commitment Project Summary Construct a 3,000 gallon-per-minute booster pump station (BPS) and transmission piping to increase overall reliability and provide redundancy within the City's water system.

Project Justification This project is required to provide water access for future City growth, provide system reliability and system redundancy. Eventually, a new 2.5-million-gallon reservoir will be built at the same BPS site. Project design is being developed with consideration of the future reservoir.

2022 2023 2024 2025 2026 2027 Future YearsDebt/Bond Proceeds 1,761,075 - - - - - -Total Revenue 1,761,075 - - - - - -Construction 1,761,075 - - - - - -Total Expenses 1,761,075 - - - - - -


WT 013 - SPAR Booster Pump Station

2022-2027 CIP | 123

Water Utility

Water Main Replacement Program Project Number: WT 015 Strategic Plan Goal: Infrastructure Project Manager: Gary Schimek Starting Year: 2018 Completion Year: Ongoing Program Estimated Annual Ongoing Costs*: -$4,000 *Subject to change and does not represent a budget commitment Project Summary This ongoing capital infrastructure maintenance project replaces approximately 2,000 lineal feet of water main each year as identified in the City's Water System Update.

Project Justification Many of the City's water mains are old, some of which are made of asbestos cement, or have unrestrained joints. Some water mains have dead ends with frequent leaks. Water mains and pressure reducing valves (PRV's) to be replaced are identified in the adopted Water System Plan and are generally old, leaky, and undersized for fire flow. Replacement is coordinated with the Pavement Management Program and other construction programs to capitalize on when underground utilities are accessible. Generally removing dead end mains increases water quality by preventing stagnation. In 2017, the City assumed ownership and operation of the Greenwood Point/South Lake Sammamsih water system from City of Bellevue. Significant water main replacement has been underway and will continue to be required in that area.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 993,137 993,137 947,800 965,400 991,446 1,018,235 1,045,728Total Revenue 993,137 993,137 947,800 965,400 991,446 1,018,235 1,045,728Design & Engineering 48,000 48,000 50,000 50,000 50,000 50,000 50,000Construction 854,852 830,883 767,069 761,261 762,661 764,587 766,975Inflation - 26,366 49,024 73,013 97,519 122,189 147,056Contingency 90,285 87,888 81,707 81,126 81,266 81,459 81,697Total Expenses 993,137 993,137 947,800 965,400 991,446 1,018,235 1,045,728


WT 015 - Water Main Replacement Program

2022-2027 CIP | 124

Water Utility

Highwood Reservoirs Retrofit Project Number: WT 018 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Conduct paint and restoration work on two water storage reservoirs within Highwood on Squak Mountain.

Project Justification The interior and exterior of these tanks were painted in 2002. Repainting on both the exterior and interior of the two reservoirs is needed. Other features would enhance resilience and ensure environmental requirements are in place.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 1,000,000 - - - - - -Total Revenue 1,000,000 - - - - - -Construction 909,091 - - - - - -Contingency 90,909 - - - - - -Total Expenses 1,000,000 - - - - - -


WT 018 - Highwood Reservoirs Retrofit

2022-2027 CIP | 125

Water Utility

Terra II Booster Station Retrofit Project Number: WT 020 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Design and construct facility upgrades to the Terra II Booster Station.

Project Justification The existing booster station facilities need to be repaired/upgraded as part of regular renewal and replacement to maintain the operational integrity of the booster station.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - 102,300 515,700 - - - -Total Revenue - 102,300 515,700 - - - -Design & Engineering - 99,320 - - - - -Construction - - 444,569 - - - -Inflation - 2,980 26,674 - - - -Contingency - - 44,457 - - - -Total Expenses - 102,300 515,700 - - - -


WT 020 - Terra II Booster Station Retrofit

2022-2027 CIP | 126

Water Utility

Cemetery Reservoirs Retrofit Project Number: WT 022 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2024 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project consists of painting and restoration work on two water storage reservoirs at Cemetery Hills.

Project Justification Repainting and recoating both the exterior and interior of the two reservoirs is required to ensure facility reliability.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - 78,450 467,600 - - - -Total Revenue - 78,450 467,600 - - - -Design & Engineering - 76,165 - - - - -Construction - - 403,103 - - - -Inflation - 2,285 24,187 - - - -Contingency - - 40,310 - - - -Total Expenses - 78,450 467,600 - - - -


WT 022 - Cemetery Reservoirs Retrofit

2022-2027 CIP | 127

Water Utility

Summit Reservoirs Retrofit Project Number: WT 024 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2026 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project consists of painting and restoration work on two Summit water storage reservoirs located within the Highlands.

Project Justification Repainting/recoating on both the exterior and interior is required to maintain the operational integrity of the two reservoirs.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - 106,900 357,300 363,900 - -Total Revenue - - 106,900 357,300 363,900 - -Design & Engineering - - 100,849 - - - -Construction - - - 300,252 298,279 - -Inflation - - 6,051 27,023 35,793 - -Contingency - - - 30,025 29,828 - -Total Expenses - - 106,900 357,300 363,900 - -


WT 024 - Summit Reservoirs Retrofit

2022-2027 CIP | 128

Water Utility

Central Park Reservoir Retrofit Project Number: WT 025 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2026 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project consists of restoration work on the Central Park Reservoir within the Highlands.

Project Justification The existing storage facility needs to be upgraded as part of regular renewal and replacement to maintain the reservoirs operational integrity.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - - 109,100 445,200 - -Total Revenue - - - 109,100 445,200 - -Design & Engineering - - - 100,092 - - -Construction - - - - 397,500 - -Inflation - - - 9,008 47,700 - -Total Expenses - - - 109,100 445,200 - -


WT 025 - Central Park Reservoir Retrofit

2022-2027 CIP | 129

Water Utility

Talus 1&2 Booster Station Retrofit Project Number: WT 026 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2027 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project consists of the design and construction for maintaining booster station facilities in the Talus neighborhood.

Project Justification The existing booster station facilities need to be repaired/upgraded as part of regular renewal and replacement, as well as adding enhanced security measures.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - - - 53,450 416,850 -Total Revenue - - - - 53,450 416,850 -Design & Engineering - - - - 47,723 - -Construction - - - - - 333,480 -Inflation - - - - 5,727 50,022 -Contingency - - - - - 33,348 -Total Expenses - - - - 53,450 416,850 -


WT 026 - Talus 1&2 Booster Station Retrofit

2022-2027 CIP | 130

Water Utility

Newport and SR-900 Intertie Project Number: WT 027 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2018 Completion Year: 2022 Estimated Annual Ongoing Costs*: $3,930 *Subject to change and does not represent a budget commitment Project Summary Construct operational improvements (or replace the existing Cascade Water Alliance Intertie) at the intersection of Newport Way and SR-900.

Project Justification The existing facilities need to be upgraded as part of regular renewal and replacement.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 450,000 - - - - - -Total Revenue 450,000 - - - - - -Construction 450,000 - - - - - -Total Expenses 450,000 - - - - - -


WT 027 - Newport and SR-900 Intertie

2022-2027 CIP | 131

Water Utility

SE Newport Way Water Main Project Number: WT 028 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2026 Estimated Annual Ongoing Costs*: $200 *Subject to change and does not represent a budget commitment Project Summary Design and construct approximately 2,500 feet of 12-inch ductile iron water main along Newport Way SE, between SE 54th Street and 19338 SE Newport Way.

Project Justification This project would complete a loop that would connect the north side of I-90 with the water system on the south side of I-90, creating redundancy, enhancing water quality, and fire flow availability.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - - - 1,169,000 - -Total Revenue - - - - 1,169,000 - -Construction - - - - 958,197 - -Inflation - - - - 114,983 - -Contingency - - - - 95,820 - -Total Expenses - - - - 1,169,000 - -


WT 028 - SE Newport Way Water Main

2022-2027 CIP | 132

Water Utility

Holly 1 Booster Station Retrofit Project Number: WT 030 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2019 Completion Year: 2027 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary This project consists of the design and construction for upgrades to the Holly 1 Booster Pump Station.

Project Justification The existing booster station facilities need to be repaired/upgraded as part of regular renewal, as well as enhanced security and reliability.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - - - 53,450 416,850 -Total Revenue - - - - 53,450 416,850 -Design & Engineering - - - - 47,723 - -Construction - - - - - 333,480 -Inflation - - - - 5,727 50,022 -Contingency - - - - - 33,348 -Total Expenses - - - - 53,450 416,850 -


WT 030 - Holly 1 Booster Station Retrofit

2022-2027 CIP | 133

Water Utility

Shangri-la Reservoirs Retrofit Project Number: WT 031 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2000 Completion Year: 2028 Estimated Annual Ongoing Costs*: -$3,000 *Subject to change and does not represent a budget commitment Project Summary This project consists of the design and construction of improvements to the Shangri-la Reservoir.

Project Justification The existing storage facilities need to be repainted and repaired/upgraded as part of regular renewal.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues - - - - - 111,245 571,245Total Revenue - - - - - 111,245 571,245Design & Engineering - - - - - 96,735 -Construction - - - - - - 446,285Inflation - - - - - 14,510 80,331Contingency - - - - - - 44,629Total Expenses - - - - - 111,245 571,245


WT 031 - Shangri-la Reservoirs Retrofit

2022-2027 CIP | 134

Water Utility

Water System Improvements Project Number: WT 045 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2021 Completion Year: 2023 Estimated Annual Ongoing Costs*: $45,000 *Subject to change and does not represent a budget commitment Project Summary This project includes upgrades to Risdon Wells, Gilman Wells, and installing a new master meter and pressure reduce valve station (PRV) at Newport and SR-900. Funds originally allocated to the development of the water treatment plant will be shifted in-part to these necessary upgrades.

Project Justification This work is necessary as part of the approved alternative to installing a water treatment plant within the City, which was moved to an out-year project.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 1,350,000 - - - - - -Total Revenue 1,350,000 - - - - - -Water System Improvements 1,350,000 - - - - - -Total Expenses 1,350,000 - - - - - -


WT 045 - Water System Improvements

2022-2027 CIP | 135

Water Utility

Risdon Well and Gilman Well Security System Project Number: WT 050 Strategic Plan Goal: Infrastructure Project Manager: Tony Nguyen Starting Year: 2021 Completion Year: 2022 Estimated Annual Ongoing Costs*: N/A *Subject to change and does not represent a budget commitment Project Summary Install security system and yard lighting.

Project Justification These installations will provide a needed security system for the Gilman and Risdon wells.

2022 2023 2024 2025 2026 2027 Future YearsWater Revenues 150,000 - - - - - -Total Revenue 150,000 - - - - - -Security System 150,000 - - - - - -Total Expenses 150,000 - - - - - -


WT 050 - Risdon Well and Gilman Well Security System

2022-2027 CIP | 136

Appendix

2022-2027 CIP | 137

Future Year Projects

The following pages summarize the anticipated future year projects, or projects that are not anticipated to begin until after 2027. The anticipated costs are rough estimates and would be refined further should the project timeline be accelerated.

Project Number Project Name Asset

Category Project Summary Future Year Costs

FC 009 Community Center Phase II Facility

Connect existing trails from the neighborhoods above Fred Meyer (south of 48th Street) through Park Hill open space down to the valley floor and along East Lake Sammamish Boulevard.

37,100,000

FC 017 Aquatic Center Facility Design and construct a major pool facility. 22,260,000

PK 001 Playground Play Plan Park and Trail

Develop and create new, innovative, and modern play spaces throughout the park system that provide diverse activity opportunities for various ages and abilities. Aspects of this project may occur in both the near and long term.

17,192,882

PK 003 Bear Ridge Trailhead Development Park and Trail

Design and construct a small trailhead (10-15 cars) for hiking access to the Bear Ridge Trail and Cougar Mountain Regional Wildland Park.

3,581,846

PK 006 Blackberry Park Improvements Park and Trail

Future work will implement Phase II improvements as identified through 2021 public engagement and will bring the park up to City park standards.

725,688

PK 007 Central Issaquah Urban Parks Park and Trail

Acquire and develop property for two public scale urban parks or plazas within Central Issaquah to promote community gathering and active public spaces.

28,654,768

PK 025 Timberlake Park Water Access & Facilities Park and Trail

Improve Timberlake Park recreational facilities by creating public water access to Lake Sammamish and improve parking and day use activities.

7,783,951

2022-2027 CIP | 138




PK 031 Hillside Park Project Park and Trail

Future work may implement Phase II improvements as identified through 2021 public engagement. Improvements for recreational opportunities may include additional natural play opportunities, improved trail connectivity, pedestrian access, and possibly parking with other site furnishings.

1,185,150

PK 035 Central Park Pad #4 (and Pad #1) Park and Trail

Improve and activate existing undeveloped Pad 4 park land and the Pad 1 parking area, playground, and shelter replacement in accordance with the Central Park Master Site Development Plan, which demonstrates the community's desire to create an open grass lawn area, picnic shelters, and an education area.

9,775,638

PK 037 Central Park Pad #3 Park and Trail

Replace the aging Pad #3 turf and complete improvements (playground, shelter, seating, etc.) in accordance with the Central Park Master Site Development Plan.

2,298,178

PK 038 Central Park Open Space Park and Trail

Improve and activate existing adjacent open space in accordance with the Central Park Master Site Development Plan with trails and activities that increase accessibility and conserve natural resources.

1,074,554

2022-2027 CIP | 139




PK 040 Front Street Park Park and Trail

This important park and activity node along the Creek Corridor and connection to Olde Town offers creekside access, casual recreational use, and supports economic development. Near-term work to enhance Front Street Park includes property preparation, land acquisition, and eventually design to better welcome visitors to Olde Town. Future constructed improvements will be informed by a public engagement process.

6,810,277

PK 046 Community Garden Park and Trail

Create seasonal community garden space throughout Issaquah's parks system to support the growing interest and demand within the community.

778,358

PK 047 Ingi Johnson Park Park and Trail

Connect and improve this important park node along the Creek Corridor providing neighborhood connections and passive recreational opportunities that support natural habitat that serve nearby Valley and Squak Mountain residents.

1,556,769

PK 048

Issaquah School District Field Improvement Partnership

Park and Trail

Seek partnerships with the Issaquah School District to create community sports fields for student and community use.

4,670,360

PK 049

Lake Sammamish State Park Field Improvement Partnership

Park and Trail

Partner with Lake Sammamish State Park to improve year-round sports field use and increase community access.

4,670,360

2022-2027 CIP | 140




PK 050 Sound Transit Station Urban Plaza Park and Trail

This potential location for the future Sound Transit station could connect over or under I-90. This over/under connection will provide an urban plaza and/or park space.

4,670,360

PK 051 Squak Valley Park North-South Connection

Park and Trail

Connect the north and south sides of the park in southern Issaquah with recreational opportunities, access to Issaquah Creek, and a trailhead for the Squak Mountain trail system.

3,113,538

PK 052 Corra Park Park and Trail

Currently a life estate, this creekside property will require reinvestment to develop it into a City park with close proximity to Veteran's Memorial Park, Confluence Park, and Gilman Boulevard. This will be another vital connection along the future Creek Corridor.

7,783,898

PK 053 East Lake Park Park and Trail

Create a neighborhood park or plaza with sunset views of Mount Rainier and a mix of relaxing and active gathering spaces.

12,454,258

PK 054 Salmon Run Nature Park Park and Trail

Activate Salmon Run Nature Park to better serve the community with potential improvements that may include picnic tables, benches, and restrooms as part of the Creek Corridor enhancements.

3,113,538

PK 055 West Highlands Park Park and Trail

Acquire land and create a new public park for Issaquah residents as the Highlands neighborhoods west of Highlands Drive develops and seek opportunities to connect this future park space to the valley floor and trail system.

18,681,440

2022-2027 CIP | 141




PK 057 Lake Tradition Plateau / Park Park and Trail

Improve trail and lake recreational opportunities, enhance fishing opportunities, and create picnicking, environmental education, additional parking, and trail connections to access Washington State lands and Issaquah's valley floor. Coordinate future improvements with the WA Department of Natural Resources and their planning efforts for future High Point Trailhead improvements.

8,665,094

PK 058 Berntsen Park Park and Trail

Reimagine and connect Berntsen Park to the greater Confluence Park area as part of the greater Creek Corridor.

1,594,935

TL 010 Forest Rim Trailhead Park and Trail

Provide a developed trailhead and formalized access point at Forest Rim to the Squak/Cougar Mountain region.

1,146,178

TL 011 Laughing Jacobs Trail Park and Trail

Extend trail connection from Sammamish along the old railroad grade down to East Lake Sammamish Parkway, providing access to Providence Point.

2,865,477

TL 012 Mall Street Trail Park and Trail

Create a new pedestrian and bike-only trail connecting NW Mall Street to 7th Avenue NW, creating a major east-west trail connection to the south of I-90.

2,865,477

TL 013 Squak Mountain to Valley/Downtown Park and Trail

Provide a trail connection from Squak Mountain to the valley floor and downtown Issaquah.

1,074,554

TL 014 Talus to Tibbetts Valley Trail Park and Trail

Provide a trail connection from the Talus neighborhood to Tibbetts Valley Park and adjacent transit center.

1,719,320

TL 015 I-90 Crossing - Lake Tradition to Central Park

Park and Trail This project will create an I-90 crossing from Tradition Plateau to Central Park.

21,491,076

2022-2027 CIP | 142




TL 016

I-90 Crossing - Newport to Lake Sammamish State Park

Park and Trail This project will create an I-90 crossing from Newport Way to Lake Sammamish State Park.

21,491,076

TL 017 Park Hill / North Issaquah Trail Area Park and Trail

Connect existing trails from the neighborhoods above Fred Meyer (south of 48th Street) through Park Hill open space down to the valley floor, along East Lake Sammamish Boulevard.

2,894,097

TL 018 Tibbetts Valley Park to Squak Trail Park and Trail

Connect King County Land to the Cedar River Trail on Squawk Mountain through a series of non-motorized trail connections.

2,894,097

TL 019 Mountains to Sound Trail Park and Trail

Continue the vision of the regional east-west trail through Issaquah that connects Seattle to the Cascades and Eastern Washington.

1,074,554

ST 003

East Lake Sammamish Pkwy Street Conveyance Project 56th Street to Boat Launch

Stormwater Utility

Replace and upsize three existing 12-inch culverts that are beginning to wash out along the emergency access route between the Sycamore neighborhood and Sunrise Place.

1,012,935

ST 014 Bush Street Stormwater Improvements

Stormwater Utility

Construct new stormwater drainage improvements along Bush Street to address localized flooding and provide water quality treatment.

1,400,000

ST 017 SE 56th Street Conveyance Improvements

Stormwater Utility

Replace an existing ditch and corrugated metal pipe cross culvert on the east side of SE 56th Street east of East Lake Sammamish Parkway with a pipe conveyance system.

310,000

SW 001 Forest Drive Sewer Extension Sewer Utility

Construct an eight-inch diameter sewer main at Forest Drive and Forest Place to provide sewer access and allow for the removal of existing septic systems.

849,900

2022-2027 CIP | 143




SW 003 Kramer Place Sewer Extension Sewer Utility

Construct an eight-inch gravity sewer main at Kramer Place to enable existing residents to transition from on-site septic systems to sewer connections.

227,400

SW 012 South Cove Sewer Extension Sewer Utility

Construct gravity sewer to regions of South Cove and Timberlake Park currently on private septic systems.

849,900

SW 013 Pickering Lift Station Wet Well Expansion Sewer Utility

Install a secondary wet well at the Pickering sewer lift station to accommodate new development within the Pickering Place sub-area.

500,000

SW 014 Olympus Drive Sewer Extension Sewer Utility

Construct gravity sewer to regions of South Cove and Timberlake Park currently on private septic systems.

540,000

TR 001 2nd Avenue SE Transportation

Installs new curb, gutter, and sidewalk, along the east side of the street creating a continuous sidewalk along 2nd Avenue SE.

250,000

TR 002 10th Avenue Non-motorized I-90 Crossing

Transportation

Provide a 14-foot-wide non-motorized crossing of I-90 at 10 Avenue NW between Tibbett's District and Pickering Place. This will connect the Issaquah Transit Center to the Costco campus.

8,460,500

TR 005 13 Avenue NW Improvements Transportation

Install a new two-lane roadway with turn lanes at intersections including sidewalks, curb and gutter, landscaping, streetlights, on-street parking, and a traffic signal at NW Maple Street.

5,040,625

TR 006 15 Avenue NW Improvements Transportation

Install a new two-lane roadway with turn lanes at intersections including sidewalks, curb and gutter, landscaping, streetlights, on-street parking, and traffic signals at NW Maple Street and at NW Newport Way.

5,171,550

2022-2027 CIP | 144




TR 008 221st Place SE from SE 62nd Street to SE 56th Street

Transportation

Rebuild 221 Place SE with two 11-foot travel lanes, 8-foot parking, as well as landscaping, curb, gutter, and sidewalk additions from the new SE 62 Street improvements to match the existing sidewalk.

3,768,871

TR 010 Central Park Traffic Signal and Mini-Roundabout

Transportation

Install new traffic signal at the intersection of Central Park Lane NE and NE Park Drive. Construct a mini-roundabout at the intersection of Central Park Lane NE and College Drive. Complete a design study to address additional pedestrian crossing issues along NE Park Drive between 17th Ave NE and the trail crossing east of Central park Lane NE, including a potential second traffic signal at the school driveway.

2,000,000

TR 012 Front & Sunset Intersection Left-turn Improvements

Transportation Design and construct left-turn lanes on Sunset Way. 1,011,960

TR 013 Front Street & Gilman Boulevard Intersection Enhancement

Transportation

Complete a pre-design study based on the Central Issaquah Plan to determine feasibility and appropriate capacity improvements to relieve traffic congestion and improve traffic safety within the Front Street corridor and Gilman Boulevard.

3,652,299

TR 014 Front Street & I-90 Interchange Transportation

Reconfigure Front Street N and the I-90 Interchange to provide additional capacity at the Front Street Interchange in coordination with WSDOT.

2,554,000

2022-2027 CIP | 145




TR 015 Front Street & NW Dogwood Intersection Improvements

Transportation

Design and construct intersection improvements, re-align the intersection, re-surface the street, and construct curb, gutter, sidewalk, storm drainage, adjust utilities, install streetlights, and install a new traffic signal.

2,821,625

TR 017 Issaquah Pine Lake Road Improvements Transportation

Widen the roadway to include curb, gutter, sidewalks, bike lanes, and other multi-modal elements as well as storm drainage, irrigation, trees, and crosswalks.

12,798,864

TR 019 Maple Street Commons Improvements

Transportation

Replace the interim "mini roundabout" constructed in 2017 with a "standard" full-sized roundabout that revises shopping center driveway entrances in addition to improving Maple Street.

5,382,238

TR 021 NE Dogwood Street Road Widening Transportation

Widen the roadway to 28-feet to provide two travel lanes, on-street parking, and a continuous six-foot wide sidewalk between the East Fork Issaquah Creek bridge and Front Street North.

1,771,222

TR 024 NW Holly Street Transportation

Construct a multipurpose trail and parking on the south side of Holly Street with a pedestrian/bike bridge across Issaquah Creek. The project includes landscaping and street light improvements.

7,790,051

TR 026

NW Mall Street Improvements - 12th Avenue NW to 7th Avenue NW

Transportation

This is a new two-lane roadway with turn lanes at intersections that function as a pedestrian corridor based on the Central Issaquah Area Plan. The project includes sidewalks, curb and gutter, tree wells, streetlights, and on-street parking.

17,192,031

2022-2027 CIP | 146




TR 027 NW Sammamish Road Non-motorized Crossing

Transportation

Provide a 14-foot-wide non-motorized crossing of I-90 west to improve pedestrian and bike access to the State Park.

11,296,320

TR 032 SE 51 Street Widening Transportation

Widen the eastbound approach of Southeast 51 Street to include a second left turn pocket at the intersection with East Lake Sammamish Parkway.

430,476

TR 034 SE Black Nugget Road Widening Transportation

Widen SE Black Nugget Road to provide two westbound left-turn lanes approaching Issaquah Fall City Road.

1,344,892

TR 035 SR 900 & NW Sammamish Road Widening

Transportation

Widen NW Sammamish Road at SE 56 Street for general purpose lanes in both directions between East Lake Sammamish Road and the SR 900 west bound on-ramp. Construct an additional general purpose lane in the westbound direction approaching the I-90 ramps from 11 Avenue NW to the metered location on the westbound I-90 on-ramp.

65,203,735

TR 036 SR 900 I-90 East Bound Ramps Transportation

As described in the Simplified Concurrency Program, provide additional right turn pocket at the SR 900/I-90 eastbound ramps and modify SR 900 between off-ramp and Gilman Boulevard intersection to accommodate the additional turning capacity. This improvement provides for a third eastbound right turn lane.

1,205,805

TR 037 SR 900 Widening Transportation

Widen SR 900 to three lanes in each direction between Maple Street and Newport Way. Provide additional turn lane capacity at the Newport Way intersection.

8,021,311

2022-2027 CIP | 147




TR 038 Three Trails Crossing Transportation

Following the new signal that was installed at the Three Trails Crossing in 2021. City staff will propose a separate capital project to reconfigure and rebuild the street geometry on the southern half of Gilman Boulevard.

3,210,000

TR 040 East Sunset Way Improvements Transportation

Widen the roadway and install parking lanes, curb, gutter, sidewalks, storm drainage, irrigation, trees, crosswalks, and traffic calming devices for approximately 2,200 linear feet. Improvements also include modifying existing traffic signal and lane geometry at Front Street, adding a cycle track for bicycle mobility.

11,913,343

TR 045

NW Newport Way Pedestrian Improvements - City Limits to SE 54th Street

Transportation

This project will examine access management and various intersection controls to provide safe pedestrian crossings, adequate vehicle level-of-service, and safety for all transportation modes.

46,070,000

TR 048 SE Black Nugget Road Intersection Improvements

Transportation

This intersection was identified in the 2017 SE Black Nugget Road Pedestrian Crossing Report as a high vehicle accident intersection. An interim solution of a mini-roundabout is recommended to address traffic safety based on the traffic analysis of the existing land use in the area.

618,000

TR 049 220th Avenue SE Bike Lanes Transportation

Add bicycle lanes on 220th Ave SE between SE 51st Street and SE 56th Street.

786,500

2022-2027 CIP | 148




TR 050 11th Avenue NW Improvements Transportation

Construct a new two-lane roadway with turn lanes at intersections and wide sidewalks, curb and gutter, landscaping, streetlights, and on-street parking.

6,182,500

TR 053 10th Avenue NE and NE Park Drive Transportation Install signal phasing

improvements. 1,499,999

TR 057 Sammamish Trail Grade Separation at SE 56th Street

Transportation

Construct a pedestrian and bicycle crossing at SE 56th Street for the Sammamish Trail that intersects SE 56th Street.

14,000,000

TR 059 Mall Street Pedestrian Corridor 7th Avenue NW to Juniper

Transportation

This project would expand NW Mall Street and the trail system to connect Central Issaquah and Olde Town, improving access to parks and open spaces in and around Central Issaquah.

10,000,000

TR 062 Mall Street Pedestrian Crossing Transportation

This improvement would add a pedestrian crossing on Mall Street, over SR 900.

10,000,000

WT 001 Bulk Water Filling Stations Water Utility

Modify five pre-selected fire hydrants to be metered and available for use as 24/7 bulk water filling stations for public or private use. This would improve City access to water in the event of a major emergency.

108,296

WT 012 South SPAR 297 Reservoir Construction Water Utility

Construct a 2.5-million-gallon reservoir on north side of I-90 near the Sunset interchange.

5,676,000

WT 016 Water Treatment Plant Water Utility

Construct new treatment plant to permanently address perfluorochemicals (PFAS's), Manganese (Mn), Iron (Fe), Arsenic (As), pH, chlorination, and fluoridation resulting from blending supplies as demand outstrips the well capacity in city zones served by groundwater.

18,304,476

2022-2027 CIP | 149




WT 021 12th Avenue Booster Station Retrofit Water Utility

Design and construct a system upgrade for the 12th Avenue Booster Station.

400,000

WT 029 Westside Reservoirs Retrofit Water Utility

This project consists of restoration work on the Westside Reservoir within the Tibbets Creek Valley, 297 pressure zone.

768,050

WT 032 Holly 2 Booster Station Retrofit Water Utility

This project consists of the design and construction for upgrades to the Holly 2 Booster Station.

479,100

WT 033 Gilman Well House and Equipment Replacement

Water Utility Replace the Gilman well house and associated equipment.

1,811,450

WT 034 Risdon Well House and equipment Replacement

Water Utility Replace the Risdon well house and associated equipment.

1,980,950

WT 035 Central Park Booster Station Retrofit Water Utility

This project consists of the design and construction for the Central Park Booster Station.

121,300

WT 036 Mount Hood Booster Station Retrofit Water Utility

Design, construct, and maintain booster station facilities.

300,000

WT 037 Cougar Ridge Reservoir Retrofit Water Utility Design, construct, and

maintain storage facilities. 400,000

WT 039 Foothills Reservoir Retrofit Water Utility

Paint and provide periodic renewal work to maintain the operational integrity of the Foothills Reservoir.

300,000

WT 040 Mountain View Reservoir Retrofit Water Utility Design, construct, and renew

the Mountain View Reservoir. 300,000

WT 041 Grand Ridge Booster Station Retrofit Water Utility

Upgrade the Grand Ridge Booster Station with interior and exterior repairs that maintain the facility's operational integrity.

400,000

TOTAL $578,200,220

2022-2027 CIP | 150

425-837-3000

issaquahwa.gov/finance

130 E. Sunset WayIssaquah, WA 98027

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